Business FAQ

Q. What if the victim chooses to remain or return to the abuser?

Perhaps the most difficult issue that employers may face is the fact that victims often return and/or stay with the batterer. Time, resources and energy expended to assist the victims appears wasted as well as the personal affront of feeling that support was rejected.

Understanding the complicated dynamics of domestic abuse takes considerable time and deliberation and is beyond the scope these guidelines. However a supervisor‘s continuous support may provide the opportunity for a victim of abuse to eventually utilize services to ensure their safety and well being. Leaving an abusive relationship is not an event but a process.

Above all else, avoid blaming the victim. This will likely prevent them from informing management if or when the situation becomes critical again. It is vital to maintain open communication and trust with the employee to keep aware of the potential risk.

Q. How can job performance issues be addressed?

Weighing the balance between job performance and providing support for the abused employee is a difficult task and is best managed through consideration of all the variables. The value of the employee, the opportunity for improvement, the degree of accommodation and being consistent with the other employees are all issues to be contemplate when determining the best course of action. Consider the benefits of increased loyalty from the victim and co-workers if proper support is given.

Q. How long should the security measures be put in place?

It is impossible to completely guarantee the safety and security of the workplace from the threat of possible harm. Management, with consultation with security or law enforcement can assess the probability and severity of potential threats. Certain circumstances or events such as anniversaries, the outcome of court trials or mandates of court orders such as loss of child custody rights may precipitate a violent event. The victim of abuse may have the best insight into the abuser‘s intention and capability to commit violence.

Q. What if other employees or co-workers express concern and fear that victim brings a threat to the workplace?

There can be no doubt that some co-workers will be concerned for their own safety and the duty to warn may include all employees. But if management provides extensive and sincere support to the victim, this will send a clear message that the business cares for its employees. Simply firing the victim to remove the threat may address the immediate risk but it also will do extensive damage to employee trust. Workers will never disclose issues of abuse and attempt even harder to conceal its effects. Management may never know of potentially hazardous cases and that is the most dangerous risk of all.

Q. What Can A Company Do?

1. Adopt policy and protocol

Assemble an interdisciplinary team including but not limited to human resources (including employee assistance programs if applicable), upper administration, legal counsel, security, and union (if applicable) to determine exact stipulations of the policy and protocol.
If possible, adapt existing policies to include domestic violence components. Or implement a new and separate domestic violence policy to provide a more comprehensive approach and make a stronger statement to employees.
It is strongly suggested to have a general workplace violence policy that would work in conjunction with the domestic violence policy.

2. Create and foster awareness and a supportive environment.

Establish a clear and strong message that domestic violence victims will be supported and perpetrators will be held accountable.
Announce when the domestic violence policy is completed and available for all employees to read.
Include educational/informative articles about domestic violence in your company newsletter and list community domestic violence resources.
Create or obtain posters with help line numbers to display in restrooms and break rooms.
Offer brown bag informational lunches, inviting the local service provider to facilitate.

3. Educate employees. Provide training covering issues such as:

• The Domestic Violence in the Workplace Policy.
• How to recognizing warning signs and assist possible victims of abuse.
• The importance of and how to report concerns of threats to the workplace.
• The dynamics of domestic violence.
• Provide appropriate training to various levels of responsibility and staff.

4. Work with your local domestic violence service provider.

Develop contacts with local domestic violence service providers.
Professionals in domestic violence may be willing to be a resource to your EAP, working with you to support employees who seek help internally.
They may be willing to provide or assist in-service training programs to your managers and employees on how to recognize and respond to victims and batterers in the workplace.

5. Support

Provide financial assistance. Most are non-profit organizations with contributions being tax- deductible.
In-kind donations are often needed, in the form of computers, office supplies, food, toys, clothing, and shelter.
Consultation and other services are also needed: legal expertise, accounting assistance, printing, and strategic planning.
Offer to include their staff in your professional development programs.
Encourage and support employees to volunteer with community agencies.
If you are retail or service operation, coordinate with local businesses to host a "Shop to End Domestic Violence Day" with a portion of the proceeds to support community agencies.

Frequently Asked Questions provided by Peace at Work.