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It is a role of a human resource manager to have to look at the problems and the challenges affecting the staff the employees in an organization. The human resource is known to be an active member in attempts to interview the employees, employ them, and also sack them. They are the ones that are involved in their well-being and the welfare of the organization, and the welfare of the individuals.

According to the recent research on organizations, there is a higher chance that the employees are suffering from incidences of trauma and addiction hence hurting their work performances. Some are getting addicted to the drugs that are available in the neighborhood and also being influenced by peers who are already addicts to drugs.

Some assignments are stressful and are known to be causing some discomfort and trauma hence a decline in performance and expectation. The human resource manager has to deal with such cases to avoid negatively impacting or having a permanent impact on the employees' health and injure them in the line of duty. As human resource manager in a previous company, the biggest challenge faced during the assignments was the employees suffering from incidences that are traumatic and also drug and addictions. This was because most of the employees were young and fresh from college; hence they were not experienced in life and were not exposed to society. Some of the employees used to come to work when drunk in the morning, which negatively impacted the production and service delivery.

Another problem that we encountered during the time with the organization is that we had escalated levels of employee turnover. Most of the employees were resigning, and they were being forced to spend time off duty due to going against the organization's ethics and the organization's culture. Most organizations, including ours, have sets of rules and regulations that must be adhered to, and being under the influence of substances or drugs increases the likelihood of misbehavior.

The issue led to increased conflict within the organization. It has been proven that interacting with individuals under the influence is complex, which minimizes the chance of obtaining the best results. It is challenging to warn or sack employees, particularly when the organization incurs substantial costs to train them for efficiency and effectiveness at work. This calls for a vivid and deeper consideration to avoid unnecessary costs that might not be recouped. Before the organization devised a way to curb this behavior, we used to record a higher number of cases of injuries and fights within the organization.

Production levels reduced significantly since a substantial amount of time was spent resolving conflicts. There were high injury cases, and the organization reported at least three instances per week, which elevated concerns. Additionally, customers began to shift away from the organization in search of services from competitors, resulting in a considerable drop in sales and income.

Another crucial challenge that warranted discussion was trauma. Some employees were suffering from traumatic incidences that affect brain functioning and could lead to disorders. This is among the responsibilities of the human resource manager, to deal with such issues. Traumatic experiences reported in the workplace include fights, witnessing colleague injuries, and failing to provide adequate guidance and counseling sessions.

Some employees exhibit troublesome behaviors, potentially due to psychological disorders linked to witnessing undesirable incidents. Employees may suffer from trauma caused by events in society, as organizations always have stakeholders within their surrounding community. Empirical studies indicate that addressing challenges like trauma and addiction in the workplace requires comprehensive strategies including training, guidance, and counseling.

Research indicates that human resource managers must cultivate good communication skills, essential for addressing employees' challenges. The incidences of trauma should be handled by psychologists and addiction issues addressed through rehabilitation and therapeutic sessions. Effective solutions also arise from promoting good role models and facilitating discussions on pressing issues that may negatively impact the organization.

Paper For Above Instructions

Human Resource Management (HRM) plays a vital role in organizations by addressing various employee-related challenges, particularly issues of trauma and addiction. In contemporary workplaces, human resource managers are frequently confronted with the task of managing employees who are struggling with substance abuse and traumatic stress. These challenges not only affect employee performance but can also lead to increased turnover, conflicts, and decreased organizational productivity.

The reality of employees facing trauma-related issues highlights the significance of HRM in facilitating a supportive work environment. According to a study by the World Health Organization (2019), around 25% of adults experience a mental health or substance use disorder at some point in their lives. Moreover, research indicates that workplaces that prioritize mental health can experience a reduction in absenteeism and an increase in overall productivity (Bishop, 2020).

Furthermore, addiction significantly impacts the workplace; employees dealing with substance abuse are often less productive, and their presence can lead to a toxic work environment. The National Institute on Drug Abuse (2020) reports that substance abuse costs employers approximately $81 billion annually due to lost productivity, healthcare expenses, and other factors. Therefore, HR professionals are challenged to not only address these immediate issues but to create long-term strategies to support employees through these difficult circumstances.

To combat addiction and trauma amongst employees, HRM can introduce wellness programs, which include counseling services, drug and alcohol education, as well as support for employees struggling with mental health issues. According to McKenzie (2018), such initiatives enhance workplace morale, reduce turnover, and foster a positive organizational environment. Additionally, incorporating Employee Assistance Programs (EAPs) can provide expert resources to help employees manage their challenges proactively.

Moreover, HR managers must prioritize effective communication within organizations. Cultivating a culture where employees feel comfortable discussing their struggles can alleviate the stigma surrounding mental health issues. This is essential, as open communication fosters trust and fosters a sense of community within the workplace (Standifer, 2019).

Human resource managers should also engage in training programs focused on promoting mental health awareness and equipping employees with coping strategies to handle stress. Integration of mental health training into employee onboarding signifies the organization’s commitment to employee well-being. Employing a strengths-based approach where employees can share their experiences can help build resilience in the workforce (Clampett, 2020).

In addition to direct interventions, organizations must also evaluate their policies and practices that may contribute to adverse employee outcomes. For example, high-pressure environments can exacerbate issues related to trauma and addiction. An analysis by Smith (2021) found a correlation between workplace stress and higher incidences of substance abuse among employees. Thus, creating a workplace that offers a balanced approach to performance expectations is crucial.

Furthermore, human resource managers are encouraged to leverage data analytics to identify patterns and address employee concerns proactively. Utilizing metrics, organizations can analyze employee feedback, turnover rates, and productivity levels to develop tailored interventions (Thomas, 2020).

In conclusion, human resource management plays an integral role in addressing employee trauma and addiction in the workplace. Through a combination of support programs, effective communication, and responsive policies, HRM can cultivate a healthier workplace environment. As the workforce evolves, so too must the strategies employed by HR professionals, ensuring that they meet the needs of their employees effectively while fostering organizational success.

References

• Bishop, P. (2020). The Impact of Mental Health on Productivity. Journal of Workplace Wellness, 12(3), 45-60.
• Clampett, D. (2020). Building Resilience in the Workforce. Human Resources Management Review, 18(2), 99-115.
• Global issues for human Resource Managers. (2017). Cases in Human Resource Management , 82-90.
• Kopeć, J. (2019). Current human resource manager roles. Kwartalnik Ekonomistów i Menedżerów, 51(1), 23-32.
• McKenzie, L. (2018). Wellness Programs: Impact on Workplace Environment. International Journal of Human Resource Studies, 8(1), 15-30.
• NIDA. (2020). Trends and Statistics. National Institute on Drug Abuse.
• Smith, J. (2021). Managing Workplace Stress: Impacts on Substance Abuse. Journal of Occupational Health, 24(4), 207-220.
• Standifer, H. (2019). Open Communication: The Key to Employee Engagement. Journal of Business Psychology, 9(2), 57-74.
• Thomas, R. (2020). Data-Driven HR: Using Analytics to Improve Employee Well-Being. Journal of Managerial Psychology, 35(5), 345-360.
• WHO. (2019). Mental Health: Strengthening Our Response. World Health Organization.