AOI health care Essays

AOI health care Essays AOI health care Paper AOI health care Paper Aiming to lead Oregon to prosperity, this non-profit association is the biggest and most prominent in the state. It helps its members by offering money-saving benefits and discounts in their businesses. By doing so, their quality of life may be uplifted with the help of the association’s five trained professional lobbyists (Associated Oregon Industries, 2009). As such, the Associated Oregon Industries puts its members at the top of the priorities list. It intends to address significant business concerns such as fiscal policies by promoting a sustainable economy, expanding the private sector and creating jobs. Since its employees have an essential part in the association, AOI wants health care services to be easily accessible to them by assisting them in obtaining and paying for such. So far, AOI sounds like your typical company. But upon learning about a strict program it enforces, I realized that it is anything but. Formerly known as the Workdrugfree Oregon Program of Oregon Nurses Foundation, the Oregon Employer Drug Free Initiative is a program of the AOI aspiring to create a drug free workplace for its employees at a statewide extent. It was adopted in July 2008 (the change in name to OEDI was in January 2009) and remains the only initiative of its kind in the state. AOI has identified the many benefits of creating a drug-free workplace. Thus, the association wants its employees to be aware of these benefits as well by promoting these, creating and implementing policies that work towards such an environment and assisting the employees in following them (â€Å"What is OEDI? † 2009). The OEDI first came to the attention of many during a Leadership Summit in January 2006, where it was integrated into the Oregon Business Plan. It was established in response to a survey showing that 7% of Oregon employers were concerned about substance abuse. However, only 12% had policies against this in place. Though it is true that to employ a drug-free policy may be costly, to be without one proves to be costlier and not to mention more time-consuming. There is an increased likelihood of having on-the-job injuries and more absenteeism. There may be a lower sense of confidence for employees leading to a likewise lowering of productivity. Since applicants will know that the company does not have a drug-free policy for employees, more drug users will apply for the company, rather than in others with such policies that will not accept them. From the same survey used awhile ago, it was found that 77 percent of illegal drug users and 80 percent of heavy alcohol users are employed. More importantly, 20 percent of applicants fail pre-employment drug tests, reaching even 60 to 80 percent for smaller employers. These statistics undoubtedly present large costs for companies with anti-drug abuse policies in terms of the decreased scope of people they can employ (Wheeler, 2007). However, quoting from what Sid Smith, President of Forest Grove Lumber Co. , McMinnville, said â€Å"If you dont have a sufficient deterrent, drug users will own your company. Our drug-free policy enhanced our workplace productivity, which made a positive impact on our year-end profitability. † (â€Å"Success Stories,† 2007) The said costs seem worth it as AOI was able to create a safer environment for its workers, helping them have a better working experience. The association was able to earn the high regard of the community, and this positive reputation in turn allows the association to get a hold of higher quality applicants. Employees are more confident, increasing productivity and customer satisfaction as well. Finally, economically speaking, costs for health care are lowered together with rates of turnover and absenteeism. OEDI will take on certain procedures to ensure the aforementioned benefits. Educational campaigns to fight against substance abuse will be done in order to mobilize participating identities. Oregon’s workforce will be made free from drug abuse. The program also aims to tap legislators’ awareness about the effects of substance abuse on the safety and efficiency of a working environment, and to promote and prepare students about these. Moreover, these educational campaigns will train supervisors to detect and manage substance abuse in the workplace. Gjesvold (2007) recognizes the pressure on managers and supervisor’s shoulders when it comes to managing their employees who have been found out to be abusers, and as in OEDI, he suggests four steps to be taken in doing so. The first step is observation. According to Phoenix House (2008), these signs include prolonged or unexplained absences, increased accidents on and off the job. Abusers also seem to have a disregard for personal hygiene and an overreaction to criticism, even if the criticism is only imagined. Work patterns are inconsistent leading to lower productivity and efficiency. Physical signs such as bloodshot eyes, persistent cough, dilated pupils, slurred speech or unsteady walk may also be observed. Cocaine abusers can be hyperactive, paranoid, delusional and extremely moody. Next is preparation, which includes anticipating possible reactions of the employee, preparing for resistance or maybe even discussing the issue with a fellow supervisor. Third is perhaps the most crucial part, action, which involves the consultation of the employee and expressing of concerns from both sides and the possible consequences if nothing is done. Finally comes follow-through, where improvements are taken note of or consequences are given when there are no improvements. I personally believe that these policies being implemented by AOI are ones that should be emulated by other companies that seek to give their workers better working experience and that aim for better productivity. As said in an article by Wheeler (2007), We need to keep in mind that this is not just a business issue; it is a community issue. Drug and alcohol abuse in the workplace impacts our local economy, the ability of our businesses to get and keep good employees, the quality of service we receive and the cost of services we purchase. If we all support the concept of a drug-free workplace and support the businesses who implement drug-free workplace policies, we will all benefit from the outcome. BIBLIOGRAPHY Associated Oregon Industries. 2009. About us. Retrieved May 30, 2009 from aoi. org/organization/index. cfm. Gjesvold, J. 2007. Disruptive Behavior: Tough Challenge for Employers. Albany Area Chamber Network, 39 (2). 4. Phoenix House. 2008. Basic facts: Drugs, alcohol the workplace. Retrieved May 30, 2009 from phoenixhouse. org/National/DrugFacts/drugfacts_workplace. html. Success Stories. 2007. Retrieved May 30, 2009 from oregonemployerdrugfree. org/success. html. What is OEDI. 2009. Oregon Employer Drug-free Initiative eNewsletter. Retrieved May 30, 2009 from visitbaker. com/OEDI. pdf. Wheeler, C. 2007. Working Drug-free. Yamhill Valley Viewpoints in News Register . Retrieved May 30, 2009 from oregonemployerdrugfree. org/pdfs/opEdCeliaWheeler31007. pdf.