Critical Considerations
It is imperative that organizations take the time to think about the steps they are taking to address their particular provincial or state workplace violence regulations. The level of risk is determined often by the choices made by employees in response to the behaviours of clients, patrons, customers, and the public. Therefore, when it comes to the prevention of workplace violence and employee personal safety, the most critical component is employee training. Not all communication training equals violence prevention, and the management of client violence differs from the management of worker-to-worker conflicts. In order to avoid wasting valuable employee time and the organization’s money, the training delivered must reflect this fact.
Rethinking Training Methods: Combatting Ineffectiveness in Workplace Violence and Harassment Prevention
There are a number of training curriculums that simply were not designed with the prevention of violence in mind. In fact, some training curriculums can actually increase risk. A one-size-fits-all conflict resolution session can, not surprisingly, miss the mark when it comes to providing useful, practical, and safe choices for frontline staff. Observe participants roll their eyes when it is suggested that when defusing escalating hostility, the first thing that they must do is identify the client’s emotions, “it appears that you are very angry.” Or when they are instructed to follow prescribed paint by number steps that include having to, “set verbal limits,” with an escalating client. The reality is that setting limits in order to control escalating behaviours can serve to further escalate client behaviours and subsequently increase risk to workers.
There is law enforcement training that was designed for officers in order to gain compliance, maintain control over the non-compliant person, and minimize liability for possible excessive use of force. The premise of such training is, “I am right, you are wrong and I am going to win.” This may be effective for the police, as they have an arsenal of weapons to support them through this process and immediate backup if required. This training typically has a physical component, emphasizing that the curriculum’s focus is about getting the job done rather than a focus on safe choices and management of potential violence. Employees that already struggle with the idea of not needing to ‘win’, letting go of control, or backing away from potential violence, often feel validated at the end of such training.
Essential Factors in Preventing Client/Public Harassment and Violence in the Workplace
There are very few occupations that require the use of force or self defense training; Correctional Officers, Police Officers, and some Security staff may be required to exercise some level of physical force. Professionals from these occupations that we have interviewed as a part of an organization’s Violence Risk Assessment, often report that smart and safe communication choices, at the early stages of conflict, play a major role in reducing the need for physical intervention. Frontline workers exposed to potentially volatile customers need the skills to manage behaviours (their own and the customers’) rather than control the other person. This may require a shift in how some workers view and respond to conflict.
Vital Component of Training: Disengagement
Admittedly, not all situations can be verbally de-escalated. For most occupations, disengagement may be the safest option when faced with imminent threats of violence. Instructing employees how to get out of hair pulls, arm grabs, and bites etc. should not be a training priority. Critically important training time should be dedicated to participants recognizing that they have a choice in how they respond to challenging customer behaviours and dynamic situations. These choices will have an impact on whether a situation escalates or not.
Choosing a Provider
Many organizations are scrambling to address provincial, federal, and territorial regulatory training requirements; developing some policies, writing a few paint by number procedures, handing out EAP information, telling staff where panic alarms and safe rooms are located, are perhaps steps in the right direction when it comes to supporting employee safety on the frontlines. Violence generally occurs on a continuum. Prevention requires proactive actions, and de-escalation best practices deployed before the crisis. Prior to choosing a training provider, we strongly recommend participating in the session or enrolling in their online training program. Providing appropriate and interactive training that connects with your employees is an opportunity that should not be missed. Increased confidence, and reduced personal stress equals enhanced service response, decreased incidents and higher staff retention.
Hugh Pelmore is the President of ARETE Safety and Protection Inc., a Canadian firm that specializes in training and consultation for workplace violence prevention and management of workplace conflict. Mr. Pelmore has facilitated more than 5000 workshops since 1993 and is recognized as one of Canada’s leading experts. Clients include municipal, provincial, federal government, crown corporations, education, health, retail, hospitality, social services.
