Develop and review policies and procedures for minimising the risk of violence in the workplace

This standard is about developing and reviewing policies and procedures for minimising the risk of violence in the workplace. It includes the skills and knowledge required for developing effective policies and procedures which specify the  relevant standards for safe working practice, as well as reviewing their effectiveness and recommending further changes.

This standard is for anyone responsible for developing policies and procedures for reducing the risk of violence at work.

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1. align your risk assessments, guidelines and rules on social media with organisation’s policies and procedures
2. develop the set of criteria for unacceptable behaviour in consultation with employees
3. consult with all relevant employees during the development of the policies about managing the risks of violence
4. elaborate a statement about the employer’s duties and responsibilities for managing and communicating the risks of violence at work
5. specify organisation’s proposals for reducing risks of violence and relevant procedures for responding to incidents, including the use of physical intervention
6. summarise all support measures available to employees involved in an incident
7. develop safety procedures for specific job roles exposed to the risks of violence
8. detail training requirements informed by a training needs assessment
9. align policies and procedures with organisational requirements before their publication
10. communicate organisational policies and procedures about rights and responsibilities of service-users and employees
11. follow the guidelines to help implement the procedures for reducing the violence in the workplace
12. identify measures for monitoring the procedures and checking their effectiveness against set criteria
13. identify the regularity of policies and procedures review
14. review any changes in job roles and the working environments which may impact on the policies and procedures
15. carry out consultations with employees and confirm the criteria regarding unacceptable behaviour
16. review the policies and procedures for preventing and managing work-related violence with responsible employees and make necessary changes
17. check and record if the procedures are being followed on a regular basis
18. check that the procedures are understood and followed by all employees
19. communicate changes in policies and procedures to all employees

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1. the procedures for safeguarding confidentiality in accordance with data protection regulation
2. your legal duties for ensuring your and other employees’ well-being, safety and health in the workplace
3. the channels of communication within your organisation
4. the relevant procedures for reporting injuries, diseases, near misses and dangerous occurrences
5. the officers responsible for the organisation’s security, health and safety and everyone’s well-being
6. the organisational values to inform the development of the policies
7. the relevant procedures for reporting injuries, diseases, dangerous occurrences
8. the risks associated with each job role and working environment
9. the job roles and responsibilities of all employees you are responsible for
10. how to decide and define acceptable and unacceptable standards of behaviour from service users and workers
11. the organisation’s position on the use of physical intervention
12. the legal, moral and physical implications of physical intervention
13. the training requirements for each job role for preventing and managing work-related violence
14. the information required for evaluation of effectiveness of the review
15. the external sources of information and advice which can be used to develop policies and procedures
16. who is responsible for review of the effectiveness of the procedures
17. the importance of checking whether the procedures are adequate and remain fit for purpose
18. how to check employees’ understanding of the policies and procedures for preventing and managing work-related violence
19. the relevant legislation for health and safety at work
20. the rules and etiquette of social media and online methods of communication
21. the legal responsibilities and your organisation’s policy and procedures

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Aggressive behaviour
Any behaviour or actions aimed at harming a person or damaging physical property.

Aggressive communication
A style of communication in which individuals express their feelings and opinions and advocate for their needs in a way that violates the rights of others.

Conflict
A state of opposition and disagreement between two or more people or groups of people, which is sometimes characterised by verbal abuse, threatening behaviour or physical violence.

Conflict Management
The practice of identifying and handling conflict in a sensible, fair, and efficient manner. Conflict management requires such skills as effective communicating, problem solving, and negotiating with a focus on common interests and safeguarding all concerned.

Dynamic Risk Assessment
This is a continuous assessment of the risks faced in a situation as it unfolds to ensure the safest and most effective response is being employed.

Equipment
These could include equipment such as pagers, mobile phones, walkie-talkies, panic buttons, public address systems, etc.

Evaluation
The process of determining whether an item or activity meets specified criteria.
It can include comparing the adequacy of policies and procedures with current practice or professional standards to manage work-related violence.

Generic Risk Assessment
It is:

• an examination of the work and workplace activities to identify what could cause harm to people (a hazard); and
• an assessment of the chance, high or low, that somebody could be harmed by the hazards identified, together with an indication of how serious the harm could be (the risk).

On the basis of this assessment a decision is made as to what prevention or control measures should be taken to prevent the possibility of harm.

Physical Intervention
This should include personal safety techniques to reduce the impact of hazardous behaviours, protective stances, disengagement and breakaway techniques” (when responding to physically threatening behaviours or defending oneself or another) or “restraint techniques” (when physically restricting a person’s movement).

Positive Working Environment and Culture
A working environment and culture which does not tolerate any violent behaviour.

Procedures
A series of steps following in a regular definite order that implements a policy.

Precautionary Measures
These could include: protective barriers, protective clothing, security responses, working in pairs or teams instead of lone working, etc.

Responsible Person
A person named in the organisation’s procedures as having responsibility for incidents of violence at work.

Risk
A risk is the likelihood of potential harm from that hazard being realised.
The extent of the risk depends on:

• the likelihood of that harm occurring;
• the potential severity of that harm, i.e. of any resultant injury or adverse health effect; and
• the population which might be affected by the hazard, i.e. the number of people who might be exposed.

Source: HSE “Management of health and safety at work –Approved Code of Practice & Guidance”.

Safe Working Practices
Established safe methods of carrying out activities, procedures or techniques used in carrying out your job or work activities to deliver a service with levels of quality and efficiency required by the organisation.

Service Users
Examples are: school students, patients, clients, passengers, customers, detainees, the public, parents, volunteers and carers.

Triggers of Violence
Factors that might cause violence to occur. They can be categorised in four different types:

• temporary personal factors for example, the service-user being uncomfortable from a lack of food, warmth, light, or presenting challenging behaviour whilst under the influence of drink or drugs, or
• persistent personal factors such as deteriorating mental health, having a difficulty or disability, which prevents normal communication, movement or behaviour, or
• temporary environmental factors such as a hot, noisy, crowded room, poor work dynamics in terms of furniture layout, etc., or
• persistent environmental factors such as too much being expected of the service-user, or the quality of the service offered consistently failing to meet the required standards of the user.

Work-related Violence
The Health and Safety Executive’s definition of work-related violence is: “Any incident in which a person is abused, threatened or assaulted in circumstances relating to their work‟.

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ACAS https://www.acas.org.uk/
Equality and Human Rights Commission http://www.equalityhumanrights.com/
Institute of Conflict Management https://instituteofconflict.management/
The Health and Safety Executive (HSE) http://www.hse.gov.uk/
Trade Union Congress http://www.tuc.org.uk/
Victim Support www.victimsupport.org

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1

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2030

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Current

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Original

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Instructus

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CFAPMVW4

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Managers and Senior Officials, Personnel, Training and Industrial Relations Managers , Trade Union Representatives and Professionals, Personnel and industrial relations officers

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1135

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Prevention; Management; Violence; Worker; Risk; Policies; Procedures

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