Helen noticed it first during the Tuesday morning briefing. James, normally sharp with questions and quick to volunteer for complex tasks, seemed distant. He nodded at the right moments but his usual engagement wasn't there.

Over the following weeks, the pattern became clearer. James was still showing up and never missed a day, actually but something had shifted. Tasks that once took him two hours were stretching to three. His attention to detail, previously impeccable, had developed gaps.

Helen, the Operations Manager at a Derby engineering firm, faced a puzzle many managers know well: an employee whose attendance record looked perfect but whose performance was quietly declining.

The Invisible Performance Problem

Traditional absence monitoring tells you when someone's not at work. But what about when they're physically present but not fully there?

This scenario plays out across UK workplaces daily. While HR departments track sick days and unauthorised absences, a different challenge emerges, employees who attend regularly but operate below their normal capacity.

The reasons vary. Personal stress, health issues, family problems, or substance misuse can all create this disconnect between presence and productivity.

What Helen Started Noticing

Week by week, the signs accumulated:

James began arriving exactly on time instead of his usual ten-minute early routine. His lunch breaks stretched from 45 minutes to an hour. Afternoon tasks seemed to require more effort than morning ones.

Most telling were the small mistakes. Measurements that needed double-checking. Calculations that weren't quite right. Nothing catastrophic, but a consistent pattern of reduced accuracy.

His colleagues began compensating without being asked. Sarah started reviewing his work more carefully. Mark took on tasks that James would normally handle.

The Wider Impact

The ripple effects extended beyond James himself:

Team productivity shifted as others absorbed additional responsibility. Quality control processes needed adjustment. Project timelines required buffer time that hadn't been necessary before.

Helen found herself spending more time on supervision and less on strategic planning. The team dynamic changed as uncertainty grew about task allocation and reliability.

Client relationships felt the subtle impact too. Delivery schedules became less predictable. Quality assurance required additional steps.

The Conversation That Changed Everything

After six weeks of observation, Helen scheduled a private meeting with James.

Instead of focusing on performance metrics, she opened with genuine concern: "I've noticed things seem more challenging lately. Is everything alright?"

James initially deflected, citing workload and complexity. But Helen's approach,  supportive rather than disciplinary eventually opened the door to honest conversation.

The issue wasn't capability or motivation. James was struggling with alcohol use that had gradually escalated from weekend stress relief to daily dependency. He'd been functioning, but not thriving.

Building a Support Framework

Helen's response focused on solutions rather than consequences:

She connected James with the company's Employee Assistance Programme, which offered confidential counselling and support services. A phased approach allowed James to address his challenges while maintaining employment.

Temporary workload adjustments gave James space to focus on recovery without feeling overwhelmed. Regular check-ins provided ongoing support without micromanagement.

The company policy, recently updated, emphasised rehabilitation over punishment for employees seeking help voluntarily.

Creating Early Warning Systems

Helen's experience prompted wider organisational changes:

• Supervisor Training: Line managers learned to recognise performance pattern changes and approach conversations with empathy rather than discipline.

• Team Communication: Regular one-to-ones became standard, creating space for employees to raise concerns before they escalated.

• Workload Monitoring: Simple systems tracked individual productivity trends, identifying gradual changes that might otherwise go unnoticed.

• Support Resource Promotion: Information about Employee Assistance Programmes, counselling services, and confidential support became more visible and accessible.

The Recovery Journey

James's story had a positive outcome, though it required patience. With appropriate support, he began addressing his alcohol dependency through a combination of counselling, medical assistance, and workplace adjustments.

Six months later, his performance had stabilised and was showing consistent improvement. By the twelve-month mark, he'd returned to his previous levels of accuracy and productivity.

Eighteen months later, he'd become an advocate for workplace mental health and addiction support, helping other colleagues access resources if/when needed.

The experience strengthened rather than weakened his position within the team. His vulnerability and recovery journey created deeper trust and communication.

Lessons for Other Managers

Helen's approach offers a template for similar situations:

Observation Without Assumption: Notice patterns but avoid jumping to conclusions about causes.

Conversation Before Confrontation: Lead with support and curiosity rather than performance management.

Resource Connection: Ensure employees know about available support services and how to access them confidentially.

Patience With Process: Recovery and improvement take time. Short-term adjustments can enable long-term success.

Team Communication: Keep the wider team informed appropriately while maintaining individual privacy.

Building Preventive Measures

Rather than waiting for problems to emerge, consider proactive approaches:

Regular team health conversations that normalise discussing challenges. Clear communication about support resources and how to access them. Training for managers on recognising early warning signs.

Workplace policies that emphasise rehabilitation and support rather than punishment. Anonymous feedback mechanisms that allow employees to raise concerns about themselves or colleagues.

The Wider Picture

James's situation wasn't unique to substance misuse. Similar patterns emerge with mental health challenges, family crises, financial stress, or health problems.

The key insight from Helen's experience: attendance doesn't equal engagement. Physical presence doesn't guarantee productive contribution.

Creating workplace cultures that recognise this distinction and provide appropriate support, benefits everyone involved.

Moving Forward

If you recognise similar patterns in your workplace, consider your next steps:

• Document observations objectively, focusing on specific behaviours rather than assumptions about causes. Prepare for supportive conversations that prioritise employee wellbeing alongside business needs.

• Research available support resources, both internal and external, that employees can access confidentially.

• Review current policies to ensure they encourage seeking help rather than hiding problems.

• Train managers and supervisors to recognise warning signs and respond appropriately.

Professional Support Available

Creating effective workplace support systems requires expertise in policy development, legal compliance, and intervention strategies. Professional guidance ensures approaches that protect both employee rights and business interests.

If you're managing similar situations or want to develop preventive measures, expert consultation can provide tailored solutions for your specific workplace challenges.

Contact Lemon Cherry for confidential discussion about workplace support systems, policy development, and manager training that creates cultures of safety and support.

Call 01964 503773 to explore how professional guidance can help you build effective early intervention strategies.