Five ways to recognise and support functional addiction in the workplace
For many, addiction is a private, hidden battle, with few outward signs that anything is wrong.
It might be a colleague who unwinds in the evening with a few drinks to “take the edge off”, it might be an employee who relies on prescription medication to sleep or it might be someone who slips off to gamble on their phone during lunch breaks to help manage stress.
These patterns may not disrupt work in an obvious way and will often arise in employees who are committed and determined to keep going.
This phenomenon, known as “functional addition”, is becoming increasingly common, driven in no small part by modern living and everything that entails, from cost-of-living pressures to blurred work-home boundaries.
Worryingly, because it can remain hidden, employers may not recognise the signs until a situation reaches crisis point.
Here we offer five practical ways employers can recognise and respond to functional addiction.
1. Start by understanding what functional addiction looks like
Functional addiction can be difficult to identify. Someone experiencing it may appear to be coping admirably, performing at a high standard, meeting deadlines and successfully maintaining workplace relationships.
Privately, however, as they strive to manage the pressures they face or keep anxiety at bay, they may find themselves increasingly reliant on a substance or a pattern of behaviour.
Functional addiction can involve alcohol, prescription medication, nicotine and vaping, gambling or even compulsive scrolling and online gaming.
For many employees, especially those using alcohol as a stress reliever, their habit can feel socially acceptable. How many times have you heard – “you deserve that glass of wine tonight”, treating alcohol as a reward? This shouldn’t be the case as it is making drinking to help you cope expected.
The individual that is suffering may not even realise the extent to which their behaviour has become a (unhelpful) coping mechanism. They may simply feel they have found a way to “function”.
Over time, however, their behaviour can become harder to control, and emotional and physical pressure builds. What was once helping to relieve stress is now creating additional stress.
Consequently, employers need to expand their understanding of what addiction looks like. This crucial first step can help them to respond in a non-judgemental manner and with greater empathy.
2. Foster a culture where people ask for help
A company’s culture matters just as much as the policies it has in place. Employees may desperately want help but hold back from speaking up in fear being judged or punished.
It is important to create a “psychologically safe” environment by paying attention to both formal processes and the workplace tone and atmosphere set in everyday conversations.
Do people feel they can admit they’re struggling? Do line managers know how to respond when someone says they’re overwhelmed? Are wellbeing conversations an integral part of one-to-ones?
Language can play a powerful role here. By framing addiction as a health and wellbeing issue, rather than a behavioural failure, the door can be opened to open, honest communication.
Sensitive consideration should also be given to prevailing workplace norms, from the role of alcohol in social events to casual humour that may unintentionally make some feel uncomfortable.
A supportive culture is one where an employee knows that if they say, “I’m finding things hard,” they will be met with understanding.
3. Notice the small changes, and open conversations early
In most cases functional addiction develops over time, often alongside stress or anxiety, and the signs can be subtle.
An employee may become noticeably slower or more irritable, they may withdraw socially, show signs of tiredness for prolonged periods or avoid discussions about certain habits or struggles.
It is important not to jump to conclusions. It is also important, however, to be alert to gradual changes in mood or behaviour.
Conversations with an employee should be opened gently, with the focus being on how they are feeling or how the workplace might be affecting them. Directly addressing their behaviour can risk triggering a defensive response.
At this stage, the aim is not to diagnose but to establish a connection and signal to the employee that support is available to them, if or when they feel ready for it.
4. Ensure support is visible and accessible
Most workplaces have some form of wellbeing provision, such as Employee Assistance Programmes, access to counselling, private medical insurance, health cash plan, group risk products (group life and income protection often have a wealth of wellbeing services included on top of the core insurance), mental health first aiders or links to other specialist services.
These resources, however, are often underused due to a lack of knowledge, trust and awareness, making good communication essential. Employees need to know that confidentiality will be respected and that seeking help with not harm their career.
Regular reminders, clear guidance and sign posting from managers on where to get help, stories that normalise seeking support and wellbeing awareness activities can help to shift employee perceptions from “support exists, but it’s not for me” to “support is part of how we work here”.
It can be worth taking time to review your benefits and support pathways to ensure they’re effective, particularly from the perspective of employees dealing with financial or mental health pressures.
5. Consider the wider working environment
With functional addiction often developing as a coping mechanism for day-to-day stress, employers should look at employee behaviour alongside wider considerations such as job design, workload, expectations, autonomy and emotional culture.
This may mean reviewing how teams communicate, how success is measured, the example leaders set around taking breaks and switching off or how flexible working operates in practice.
It may also call for creating better opportunities for connection and support, whether through peer networks or more regular wellbeing conversations. You can help encourage other coping strategies, such as exercise, crafting, activity, meditation, mindfulness etc.
Reliance on coping mechanisms is less likely in environments where employees can be open and honest, and where they feel valued. What’s more, recovery will also prove easier.
The key takeaway
Functional addiction is more common than we think and will often be found among employees who are working hard to hold things together.
Employers are not expected to diagnose or “fix” addiction. However, they can foster compassionate workplaces where people feel able to ask for help at an early stage and where support is accessible.
By doing so, they can help ensure that no one has to cope alone.