Once you have your documentation together the next step is to meet with the employee. As always, job performance issues should be discussed in private in a place where you will not be interrupted. You care enough about the situation to devote your entire time and attention to it during this meeting. Your job is to assist the employee in identifying and addressing their job performance problems. Remember as with any personnel issue, maintain confidentiality, follow your company policies as to who is on the "need to know" list. If you are governed by a Union Agreement then follow the guidelines within that agreement as well. This will help the employee gain trust in you and your actions.

Maintain control over the conversation. Be clear and firm. Do not allow the conversation to get off track. If they cry offer them some Kleenex and move on. If they become defensive ensure them that you are not criticizing them personally but have noticed a decline in job performance that you both need to resolve. If they threaten you with an attorney, let them know they have the right to obtain one and can do so during their break. If they bring up other issues, say that you would be happy to meet with them about these other issues at another time, schedule the time and move on. If you feel this particular employee may get violent, eliminate all potentially harmful objects from your desk and the surrounding area such as letter openers, scissors, a heavy stapler or paperweight etc., and have another supervisor ready to join the two of you.

With the documentation in front of you, review each and every fact and the direct relationship it has to the job performance. Explain the company policies that address job performance and alcohol or other drug abuse. Be supportive but avoid any type of emotional involvement such as sympathy, frustration, or defensiveness. It is your job to respond not to react to the situation. Offer to help in resolving the performance problems and identify available resources that can help them deal with personal issues. Have a list of Employee Assistance Program providers available for the employee.

During this meeting it is critical that you provide the employee with a clear understanding of your expectations and the timeline for each, as well as the consequences of not meeting those expectations. Ask the employee how they plan to resolve these job performance problems. Schedule several performance review meetings at various intervals. Do not discuss alcohol or drug use. Remember to document each and every meeting.