Mind Halton

MANAGING VIOLENCE AT WORK POLICY

Updated:Janaury 2012

Review:January 2014

CONTENTS:

1. Introduction

2. Scope of Policy

3. Definition of Violence

4. Types of Violence at Work

5. Policy Principles

6. Responsibilities

7. Role manager

8. Recording & Reporting Requirements

9. Support for Staff

10. Immediate Support Following an Incident

11. Review

Appendix 1- Guidance for employees in preventing or avoiding

Violence and aggression

Appendix 2- Guidance for managers in preventing violence

To employees

Appendix 3- Incident Form

MANAGING VIOLENCE AT WORK POLICY

1. INTRODUCTION

Mind Halton recognises that its workplaces can bring our employees into potentially violent situations. There are many factors that can lead some people to be violent such as distress, embarrassment, fear and anger to name but a few. Staff may often be brought into conflict with members of the public, service users or even colleagues who are suffering from these varying frustrations. In order to support and guide our staff this policy has been developed to set out guidance on managing violence at work.

Mind Halton also recognises it has an obligation under the Health and Safety at Work Act 1974 not to place workers, service users or volunteer workers at risk. Part of this obligation is the reporting of all violent or potentially violent situations by staff, so that action can be taken to make the workplace safer.

2. SCOPE

These guidelines are provided for the use of ALL STAFF in their day to day work. This policy also covers volunteers and trustees and where appropriate, contractors.

3. DEFINITION OF VIOLENCE

Violence at work refers to violence occurring between any people in a particular workplace, violence can include “any behaviour or action by another person which makes staff feel frightened, disturbed or distressed, or which causes pain or injury, whether or not that person intended to cause such an effect”.

Threatening and abusive behaviour includes those made in writing or on the telephone, or by e-mail and social networking.

In seeking to apply this definition, it is recognised that, whilst some forms of violence such as physical assault or explicit threats are easily identified, other forms such asverbal abuse are more difficult to assess. It is further recognised that words or gestures which may be acceptable to some people may be deeply offensive or threatening to others and should be handled with utmost seriousness and sensitivity. It is important, however, that employees retain a sense of proportion in identifying words and conduct which may reasonably be perceived as causing harassment, alarm or distress as opposed to mere annoyance.

4. TYPES OF VIOLENCE AT WORK

Dissatisfaction with a service

Violence motivated by dissatisfaction with a service is one of the most readily recognised categories of occupational violence.

Distressedpersons

Violence by distressed people includes violence committed by those with a physical or mental impairment. Service users may be subject to and/or may generate violence toward other service users or staff, violence by people in an extremely distressing situation includes relatives of service users who may attack staff due to their inability to cope with such a stressful situation.

Violence motivated by gain

All workplaces are potentially vulnerable to violent incidents motivated by gain that may be motivated by the wish to gain money or goods.

Opportunistic Violence

Opportunistic violence is committed for the sake of violence; no motivation is necessary or apparent. It may be a form of entertainment for the offender. Examples include vandalism, snatch-and-grab theft, assault and violence towards particular cultures or individuals. It may be pursued by people as an outlet for their frustration.

Indirect Violence

Indirect violence refers to a person who may witness an act of violence and who becomes emotionally traumatised as a result especially if the act of violence is particularly shocking or offensive to that individual.

5. POLICY PRINCIPLES

  • The personal safety of staff is of paramount importance. Consequently, any actual or threatened violence towards staff is unacceptable.
  • The organisation recognises and accepts responsibility under Health and Safety legislation and expects all staff to take reasonable care for their own well-being and for the safety of persons who may be affected by their actions.
  • The organisation will minimise risks and ensure the prevention of violence and the security of the working environment.
  • All incidents of violence must be reported and investigated and appropriate action will be taken to prevent and/or reduce the risks of deliberate acts of violence.
  • Appropriate training will be given to enable staff to respond respectfully and sensitively to service users and/or their relatives but also to enable them to protect themselves, colleagues and other service users when managing violent or potentially violent situation.
  • Staff who become victims of an act of violence during the course of, or arising out of their work, will be offered support and assistance as detailed within these guidelines

6. RESPONSIBILITIES

Manager

The Manager is responsible for:

  • Ensuring that arrangements exist for the identification, evaluation and management of risk associated with violence and aggression at work.
  • Making available resources for the implementation of the policy.
  • Ensuring arrangements exist for the monitoring of incidents of violence and aggression and that Mind Halton periodically review the effectiveness of the policy.
  • Monitoring the effective system of reporting, investigation and recording incidents.
  • Ensuring that risk assessments are carried out and periodically reviewed.
  • Implementing procedures/safe systems of work designed to eliminate or reduce the likelihood of violence and aggression.

Employees

Employees are responsible for:

  • Taking reasonable care of themselves and of other people who May be affected by their acts or omissions.
  • Co-operating with the Organisation by following rules and Procedures designed for safe working.
  • Reporting all incidents including verbal abuse, threats andPhysical assault.
  • Participating in training designed to meet the requirementsof the policy.

7. ROLE OF THE MANAGER

It is appropriate to set out the following points as part of the Organisation’s policy statements. Guidance is attached to this policy for employees and managers (appendices 1 & 2)

If a violent incident occurs, the manager should ensure that all relevant staff thatis likely to come into contact with the aggressor or a similar situation are fully briefed and given sufficient information concerning the incident and its implications. Following the incident the manager must ensure that all reasonable steps are taken to minimise any future risk and undertake a new risk assessment.

If the aggressor should be a member of staff, the incident should be investigated in accordance with the organisation’s Disciplinary Procedure

8. RECORDING AND REPORTING REQUIREMENTS

Any violent incident should be recorded on the Incident/Accident Investigation Report Form (appendix 3) within 1 working day of the incident occurring. This provides an official means of communicating the risk/incidence of violence with the organisation. The manager should retain a copy and the form should be sent to the HSE when applicable.

Risk Assessment

Risk assessments must be carried out in working areas where violence and aggression pose a significant risk to employees.

The risk assessment will be carried out by staff and involve the identification and evaluation of situations where acts of violence and aggression could occur. Recommendations will be made to eliminate or to reduce the risk to the lowest level reasonably practicable.

The risk assessment should be documented on an organisation risk assessment form available from Mind Halton main office and reviewed annually or sooner if circumstances change.

Risk assessments will be carried out and reviewed on an annual basis.

9. SUPPORT FOR STAFF

Induction and Training

All new staff to the Organisation will receive an induction handbook, which will indicate where staff can find the Violence at Work policy and the training, which can be given at a later date.

As part of the Organisation’s Induction staff will be made aware of this policy and training available.

Personal Awareness training consists of a 1 day course and is designed to enable:

-Staff to recognise and understand the effects of fear in individuals

-Enable staff to use effective verbal and non-verbal communication to diffuse conflict situations

-Teach staff simple escape techniques together with discussions on the legal context

The Organisation is committed to staff having appropriate access to these training events. As part of staff appraisal and induction, line managers will agree timely attendance at the appropriate workshop.

10. IMMEDIATE SUPPORT FOLLOWING A VIOLENT INCIDENT

Immediately after an incident, the line manager should ensure that the employee(s) receive any necessary medical treatment and advice.

The line manager should also consider whether the employee needs specific information or assistance relating to legal or insurance aspects.

Managers should be sensitive to the employees need to talk about an incident and should take care to avoid any impression that this is not accepted or expected. Discussion should involve identifying any significant learning points for the employee and other colleagues if necessary.

If the employee is a member of a Union or Professional Association he/she may find this an appropriate source of practical and emotional support.

The importance of colleague support should never be underestimated. Colleagues are likely to be seen as primary emotional supports.

The line manager should ensure appropriate written and verbal reporting of any violent incident.

11. REVIEW

This policy will be reviewed regularly through staff supervision and annually through Mind Halton’s Executive Committee.

Appendix 1

MANAGING POTENTIAL SOURCES OF VIOLENCE

Guidance for employees in preventing or avoiding violence and aggression

In order to effectively manage potential sources of violence, it is important to understand how violence can occur; and identify initial signs and symptoms of a potentially violent situation.

Recognising how violence can occur

  • People intoxicated by alcohol
  • People intoxicated by drugs
  • People experiencing generally stressful or frustrating circumstances, which may predispose them towards violent behaviour
  • People suffering from the effects of hypoglycaemia
  • People who feel that their security is being threatened

It is important to remember that some violent incidents may be caused or contributed to by staff members themselves, for example:-

  • Inappropriate physical posturing, challenging, rough handling
  • Poor relationships with service users
  • The effects of stress resulting in a reduced level of tolerance
  • Failure to pass on information to colleagues regarding violent or potentially violent persons
  • Inexperience in attitude and or approach towards a violent or potentially violent person or situation

Recognising the signs and symptoms

  • Tense and agitated
  • His/her voice pitch and volume may increase
  • May reply to questions abruptly, very often with gestures
  • His/her pupils may become dilated
  • May have muscular tension in the face and limbs and have facial pallor
  • May close his/her hands to make a fist
  • May bang his/her fist into the palm of the opposite hand or onto a nearby object
  • Body language

Staff should look at non-verbal communication carefully. A person may sit in a crouched posture in ominous silence, refuse to answer questions, and may appear to be oblivious to his/her surroundings. In this case, the violent act tends to be very sudden and is probably the most dangerous situation. Very often, this person is difficult to approach and will resent attempts by anyone to communicate with him/her. A chance remark in this situation could trigger off a violent episode.

Minimising the potential for violent situations

Conflict is a part of most every interpersonal relationship. Managing conflict then, is important if the relationship is to be long lasting and rewarding. Learning how to manage conflict involves being able to identify the steps in any escalating confrontation, and being able to stop the escalation and do emotional repair by reinforcing positive aspects of the relationship

Conflict has been defined as an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources and interference from the other party in achieving their goals, conflict often involves perceptions, the two sides may only perceive that their goals or resources are incompatible with each others.

This produces a growing frustration where parties, trying to have a consensus on some values, force the other to accept these values, ideas or prepositions, only to obtain the other sides resistance. A conflict escalates when both sides confront each other in a mounting interaction where disdain, aggression and rejection appear at each threshold crossed. Escalation happens when growing attempts to reciprocal control, using emotional abuse and violence are reciprocated by the other.

De-escalation is an approach to conflict resolution and reducing tension during the discussion of controversial topics. This often involves techniques such as taking time out and deflecting the conversation to individuals in the group who are less passionately involved.

Tips on calming the immediate situation

  • Think about what message you are communicating
  • Your position and proximity to the individual
  • How quickly or slowly you are talking or moving
  • Your tone of voice
  • The intensity of your response
  • Try not to focus on the struggle, think about what you want the individual to do instead
  • Take into consideration that the individual may be scared, confused and embarrassed and may need to save face.
  • Provide a fair and logical option to calm the moment
  • Whenever possible continue the day, this will minimize focusing on the challenging behaviour
  • When safety is an issue, interrupt the behaviour to avoid injury- supporting, not punishing the person
  • Remember there is a qualitative difference between ignoring a person’s behaviour and ignoring a person
  • If necessary, adjust the environment to keep things from getting worse.
  • If you think your response is making things worse, stop and re-evaluate.
  • Other individuals should continue with their regular day.
  • If another worker is dealing with a difficult situation, refrain from intervening unless asked to do so.
  • The environment in the day centre is very important and every encouragement should be given to promote a relaxed and friendly atmosphere.
  • Communications should be clear and understood in order to develop trust and confidence in staff
  • New members of staff should be introduced to the clients and told immediately about individual characteristics of patients
  • Staff in constant contact with clients should be alert to tensions, changes in normal habits, anxiety and depression, which may indicate potential or imminent violence. Simple underlying causes should be examined first e.g. discomfort, pain etc.
  • It must be remembered that the person is an individual with his/her own personality, feelings and beliefs. As these may be impaired by illness, the dignity of the person must always be respected
  • Staff should seek to avoid situations where they may become party to deteriorating inter-personal relationships
  • If tension is detected, assistance should be sought at an early stage. An attempt to defuse the situation can be made by any of the following actions:
  • Approaching the person, and if responsive, discussing his/her frustrations or problems
  • Offering assistance, using persuasion
  • Remaining calm, keeping control of the situation
  • Avoiding reaction to abusive remarks
  • There may be times when individual members of staff are unable to cope with service users or visitors who are behaving unreasonably. This should be understood by the senior member of staff on duty so that appropriate action is taken to assist the members of staff involved to cope professionally
  • Staff faced with potentially violent situations should (try to) be calm, confident and objective and be aware of routes of exit
  • Listening and talking should be the first line of approach.
  • Members of staff should not retaliate verbally when a service user is becoming argumentative

Role modelling

The most significant management tool available to staff is conducting themselves in the manner in which individuals are expected to behave. Staff members who demonstrate self control, respect for others, good manners, courtesy, honesty, fairness and good judgement teach by example. Clear calm words may be modelled by other individuals and immediately diffuse a tense situation.

Dealing with actual violence

  • If a service user or other person is unresponsive to the above steps and violence occurs, the members of staff should:
  • Make every attempt to avoid physical contact
  • Attempt to discreetly remove any objects which could be used as weapon
  • Place a substantial object between him/herself and the aggressive person
  • Withdraw from the situation whilst attempting to maintain observation
  • It may be necessary to ask friends and relatives to leave the area. It is possible that they may refuse, and if it is felt that their presence is going to precipitate a violent incident or that they are becoming violent themselves staff should withdraw and/or call the police
  • It should also be noted that the police have the power to remove persons who may be causing a disturbance on the premises, or appear to be under the influence of alcohol/drugs, or who have been reasonably requested to leave by a member of staff, and to see that they do not return. Prior to the removal of a person from the premises, care should be taken to ensure that the presence of a medical condition has been excluded. It is important that members of staff should appreciate that the police would rather be called early than too late to prevent violence.

Cash handling or carrying

Employees who handle or carry cash as part of their duties should not put themselves or their colleagues at risk in defence of the money; if challenged in a robbery situation they should hand the money over as instructed and make no attempt to obstruct the perpetration of the act in any way.

Abusive Telephone Calls

Be patient, after a few moments the abusive language may abate.

If the caller does not calm down, advise them clearly that, unless they are able to continue the discussion in a civil manner, the call will be terminated