Alcohol at work events - getting the right balance of risk vs engagement

The way alcohol is perceived at work is changing, leaving HR teams questioning how they should structure work events and celebrations.

At Byrne Dean we talk a great deal about viewing any workplace situation through either a risk or an engagement lens. Risk and engagement are typically inversely related - as engagement rises, risk reduces (and vice versa). Happy people tend not to challenge or sue. 

Historically, alcohol has predominantly been viewed through an engagement lens: something to help to drive employee engagement; even described to us as “fuelling” some client businesses. Many leaders have expressed themselves unable to imagine the conversation about reducing its use; it’s perceived as the social glue for team events and connecting with clients; something to lure people back to the office in the hybrid world; perhaps too a stress reliever in the most demanding corporate environments.

Increasingly though, it’s now being viewed through a risk lens too and there’s a different relationship with engagement. However much its use increases engagement, it represents very real risk.  
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Alcohol, the risk multiplier

Alcohol lowers inhibitions, reduces cognitive and motor functions, and creates major harassment, discrimination, and bullying risks. A recent report by our partners InChorus correctly describes alcohol as a ‘risk multiplier’; explaining that ‘Alcohol-related workplace events fundamentally amplify misconduct risk whilst simultaneously suppressing formal reporting mechanisms. This creates a dangerous cycle where harmful behaviours persist unchecked, eroding organisational trust and psychological safety.’‍

Harassment is about power dynamics and it thrives when people's inhibitions are lowered. It therefore comes as no surprise to me that when organisations take the time to review their data on sexual harassment incidences, they find a high correlation with alcohol consumption. 

Since October 2024, all employers now have a legal duty to take reasonable steps to prevent sexual harassment. Leaders need to translate this as a responsibility on them; they must consider reducing the real risks.

Taking care to build a culture that doesn’t rely on alcohol as the primary form of social engagement, and that actively supports responsible drinking practices, is something all organisations should consider in light of the legislation (more on that below).

At our recent webinar on the subject, we also focused on the strong risk of exclusion posed by events at which alcohol is available; this is not often discussed. There are numerous reasons why people may choose not to drink and almost none are visible: religion, health and mental health, neurodiversity, fertility, unannounced pregnancy and more.

According to data from the ABA, “as many as one in five lawyers is a problem drinker—twice the national rate.” Not all of them will be addicted or in recovery, but few - if any of them - are likely to feel included or that comfortable in an environment where people are drinking.

So the question emerges for HR teams - how do you manage the clear risks around alcohol and work events, whilst also maintaining that all-important connection and engagement?‍

There’s not going to be one solution that fixes everything; any solution will involve the careful consideration of many variables and scenarios.

1. Assess the risk

The first step here is to do what you would do with any workplace safety risk, and conduct a full risk assessment.

So: where are the inappropriate behaviours in your workplace happening? What is the role of alcohol in that? Are your misconduct issues mainly coming after work drinks and celebrations? Is there a drinks trolley that comes around for happy hour that encourages on-site consumption?

2. Policy: 

Make sure your policies are crystal clear about what you expect from your people in terms of alcohol and respectful behaviours. When is it work time, not their own personal time? Can people be in the workplace when they have consumed alcohol? Make sure you include examples relevant to your workplace, so people can understand what you mean.

There are times of the year (like right now in the build up to December) when people are gearing up for a party, perhaps you could issue reminders of what you expect. Could you display key aspects of your policy in prominent areas in your office, such as on an electronic billboard in the lifts or in the cafeteria? Make sure people really see them.

3. Training: 

Expert-run sessions are needed too, which can be incorporated in training on conduct and ethics, to ensure everyone knows how to behave, and what it means to be an active bystander. And also on how to report issues. They need to know how to intervene with confidence, or to speak up when something isn’t right.

4. Sensible planning: 

Make sure you have someone senior in the department where the event is being organised who knows that they are accountable for it being planned in the right way. This could be whoever is signing off on the budget. And make sure this person takes their role seriously and it is not left to a junior person who is unlikely to have the risks in mind. 

Consider setting budget limits or requiring a certain percentage of the total bill to be spent on food. And instead of a free bar, some workplaces give people drinks tokens with a maximum limit before they start paying for themselves, which acts as a barrier.
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Something else that I’ve seen working well is to designate someone senior who will either not drink, or drink very little, and who understands they’re accountable and responsible for keeping an eye on things during the night. That person should, of course, be last to leave.

You don’t necessarily need to get rid of alcohol entirely, but if the purpose of these events is to bolster engagement; think about activities centered around team building and getting people to know each other better. A survey by the CMI (Chartered Management Institute) in 2023 found that 42% of managers actually prefer work parties with little or no alcohol.

So, encourage leaders to make sure the focus of the event is an activity, not the drinking itself. There are so many: bowling, table tennis, afternoon teas, cooking classes (one that I’ve had great experience of, and where people got incredibly involved, quite competitive, and probably had more interesting conversation and connection than they would have done in the pub).

For firms lucky enough to have entertainment space in your own office building, think about whether using that might be better than going off-premises somewhere to a bar. There's just a little bit more of a cognisance that you've got to stay professional if you're in your own working environment. And then you've also got staff to-hand who can usher people out when it’s time to go home.

You can watch our recent free webinar about alcohol at work, and how it links to culture, risk and belonging  here

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