For managers navigating a difficult situation

Most managers who suspect an employee is struggling with addiction don’t act straight away. Not because they don’t care, but because they don’t know what to do and they’re concerned about making things worse.

That hesitation is understandable. Addiction cuts across performance, health, legal responsibility and human dignity. Getting it wrong can feel like a real risk. But not acting carries its own consequences, for the employee, for the team and for you as the person responsible for both.

This guide is for managers who have noticed something and aren’t sure what to do next. It won’t replace HR, and it won’t make the situation simple. But it will help you take a first step with more clarity.

Recognising What You’re Seeing

Addiction in the workplace rarely presents itself directly. What managers tend to notice first are changes in behaviour or performance that don’t have an obvious explanation.

That might look like:

Alcohol on the breath, or noticeable changes in appearance over time
A drop in performance from someone who previously met expectations
Repeated lateness or unexplained absences
Mistakes that are out of character, or difficulty concentrating
Irritability, withdrawal or noticeable shifts in mood.

None of these confirms anything on their own. But when patterns repeat, they become harder to ignore.

You don’t need certainty to act. Waiting for proof is one of the most common reasons managers delay a conversation they already know needs to happen. You don’t need to know what’s causing the change; you just need to be willing to talk about what you’ve observed.

For a broader look at how addiction can show up at work, our guide to addiction in the workplace explores the wider picture, including common substances and organisational impact.

Before You Have the Conversation

Two things matter before you say a word.

First, separate observation from interpretation. You have noticed specific things — lateness on certain days, a change in work quality, concerns raised by colleagues. Those are facts. What you don’t yet know is why. Go into the conversation curious, not conclusive.

Second, choose the right conditions. This is not a conversation for an open-plan office or a rushed moment between meetings. Find somewhere private, and choose a time when neither of you is under pressure. Let the person know in advance that you’d like a confidential catch-up so it doesn’t feel like an ambush.

How to Start the Conversation

The most effective way to open the conversation is to keep the focus on care and observation, not accusation. For example:

“I’m not raising a concern, I just want to understand what’s going on and whether there’s anything I can do to help”

From there, describe what you’ve observed, specifically and without labels.
“I’ve noticed you’ve been late several times this month” is useful.
“I think you might have a drinking problem” is not.

Give the person room to respond. They may not share much in the first conversation. That’s normal. What matters is that you’ve opened the door.

Some things to avoid:

Don’t diagnose. You can describe what you’ve seen, but you’re not in a position to define what it means.
Don’t promise what you can’t guarantee. Be clear about what you can and can’t control.
Don’t make support conditional. “I’ll support you if…” often creates pressure rather than safety.

One conversation is rarely enough. If nothing changes, follow up. The willingness to come back to it, without anger and ultimatums, is often what makes the difference.

Your Role and Where It Ends

This is the boundary that matters most: your role is to support and signpost, not to treat or fix anything.

You’re not a counsellor, and you’re not responsible for someone’s recovery. You can’t make someone want help, and trying to carry that responsibility usually leads to frustration for both of you.

What you can do is create the conditions where asking for help feels possible. That means:

Treating the person with dignity
Keeping conversations confidential
Separating health from performance management where possible
Making it clear that support exists.

If the situation progresses, whether through disclosure, continued decline, or safety concerns, HR needs to be involved. That isn’t escalation for its own sake; it’s about making sure the situation is handled properly and fairly.

Our HR guide to addiction and the law explains the legal framework in more detail, including employer responsibilities and how to approach disciplinary processes where addiction is a factor.

If the Employee Goes Into Treatment

If an employee chooses to seek support – whether through counselling, outpatient services or more structured treatment – the working relationship enters a new phase.

Managing the absence. Work with HR to agree how the absence will be recorded and communicated. The employee’s situation is confidential. A general reference to medical leave is usually appropriate.

Communicating with the team. If their absence affects the team, address it practically without sharing personal information. You don’t need to explain everything, but you do need to be consistent.

Planning the return. A return to work needs structure. A phased return, regular check-ins, and a clear plan for the first few weeks can help reduce pressure. Some organisations assign a single point of contact to avoid overwhelming the person with multiple conversations.

For employees navigating this themselves, our guide on taking time off for addiction treatment explains what that process can look like from their side.

Looking After Yourself

Supporting someone through addiction – even in a professional role – can take more out of you than you expect.

It’s worth recognising a few things:

You are allowed to find this difficult. Managing uncertainty, holding confidential information, and supporting someone in distress while running a team is not straightforward.

You are not responsible for the outcome. You can handle this well and still not be able to change what happens next.

If your organisation offers an Employee Assistance Programme, it’s there for you too. Speaking things through with someone independent can help you stay clear and grounded.

If the Person Needs More Structured Support

For some employees, the level of support they need goes beyond what outpatient services or an Employee Assistance Programme can provide. Private residential rehab, where someone steps away from their normal environment for a period of time, is one option that may be considered. This usually takes place within a structured residential rehab programme.

This isn’t something to present as a solution or expectation. But being aware that it exists can help you respond if an employee asks about more structured support.

If you want to understand what that involves, our residential rehab pages explain how treatment works, what the process looks like, and how people access it.

If you’d prefer to speak to someone, our admissions team is experienced in supporting not just individuals, but also employers and colleagues trying to navigate situations like this.

If You’re Reading This as the Person Struggling

If you’re reading this and recognising yourself, you’re not separate from this conversation.

The same support applies to you. You don’t have to wait for things to get worse before reaching out, and you don’t need to have everything figured out to take a first step.

If you want to speak to someone, you can do that confidentially and without pressure.