Why Family and Domestic Violence Is a Workplace Issue

Family and domestic violence (FDV) is often perceived as a personal issue and is relegated to life outside of work. But it’s also a workplace issue. While there isn’t a single internationally agreed-upon definition of FDV, the term refers to a range of violent and non-violent abusive behaviors or threats committed in the context of intimate relationships. It’s not just about physical and sexual violence or abuse, it can also include emotional and psychological abuse, verbal abuse and intimidation, economic abuse, controlling behaviors that restrict one’s social movement and isolate them, damage to personal property, and the abuse of power. It can take place in intimate partner relationships, family and kinship networks, co-habitation relationships where people live together, caregiving situations, foster-care relationships, and other familial bonds, such as elder abuse. It’s equally important to understand that FDV can affect anyone, and is known to be harder on people from historically disadvantaged communities. A Canadian analysis shows that employers in that country lose $77.9 million as a direct result of FDV every year. The numbers are just as high across studies conducted in the U.S. and Australia. On a more personal level, the impact FDV has on victims impacts their work, often resulting in sustained absences and damaged emotional well-being. Workplaces can become safe spaces for victims and survivors. At a minimum, an office space can help victims stay out of the home during the day and provide a means to financial security and freedom to leave an abusive household. At most, work can become a space to find allies and provide employees experiencing FDV with the resources that support their needs Managers can play a vital role in the process. Here are a few steps you can take to make a difference. Understand some of the ways that the trauma of FDV can show up in the workplace. FDV may be impacting more of your employees than you think. A wellbeing survey of 1,025 employees in Australia found that 22% reported experiencing FDV or living in a family experiencing violence. A third, or 32% of the respondents, believed they had the skills to engage in bystander intervention, and 70% of that group said they acquired these skills through witnessing or surviving FDV themselves. Fifty-three percent mentioned that formal workplace training helped them learn the skills to become allies for survivors or people experiencing violence at home. If you’re a manager lacking experience in this area, recognizing and responding to signs of domestic and family violence can be challenging. Remember that violence isn’t always physical. Just as often, it’s emotional or psychological. While there is no “one way” FDV shows up in people or at work, signs to look out for may include the appearance of frequent, unexplained bruises or injuries, last-minute absenteeism, or aggressive and abusive comments in the background of a virtual meeting. Some employees may display a decrease in productivity or a loss of motivation, isolate themselves, or appear anxious or distant. If your gut is telling you that someone’s behavior seems off, it’s on you, as a leader, to put aside your assumptions and genuinely try to understand why your employee may be struggling. As a a general rule, approach people with empathy and curiosity. For instance, let’s say you notice that someone is suddenly falling behind on their projects. Rather than immediately attributing their low performance to incompetence or laziness, observe how their behaviors or moods may be changing. Understand that not all the behaviors listed above may indicate the presence of violence — there could be other reasons — but educating yourself is a good starting point. Read up on your legal obligations. Based on where you live and work, countries may have laws that protect employees from the effects of FDV in the workplace. In Australia, for example, the Fair Work Act currently provides minimum entitlements for employees (including part-time and contract workers) experiencing FDV. These include five days of unpaid FDV leave each year, flexible work arrangements, and paid or unpaid sick or carer’s leave in certain circumstances. Similarly, different countries may have policies to support victims of violence in the workplace. Learning about the legal rights that a victim of FDV is entitled to will make you more aware and informed about the support you can offer your team members should they confide in you. Once you understand the broad laws of your own country, state, or city, speak with your HR to educate yourself about the policies of your particular organization. Spend time understanding the tools available to you as a manager. Read up on the health benefits, harassment trainings, and educational courses your company offers. Does your organization hold any workshops to educate employees on FDV or how it looks to different people? Does your company offer mental health services or legal services to employees who may be experiencing violence at home? What processes are in place to support workers going through this situation? Even if your organization lacks systemic remedies to help a colleague, if you educate yourself on the resources offered outside of work, you can at the very least point your team member in the right direction. Advocate for your employer to become more aware and sensitive. As a leader, you have the power to create a work environment that supports the well-being of all employees, especially those who may be experiencing violence at home. If your company’s policies on addressing FDV in the workplace are not robust, don’t hesitate to bring it up to your manager. Ask whether they’ve ever supported an employee struggling with FDV, how they managed the situation, and what resources they used. In some cases, you may need to start from scratch and advocate for more resources with the support of your boss and other leaders in the company. Bring your ideas to the leadership or HR. Ideas could include bystander-intervention workshops on how to recognize the signs of FDV and support colleagues, awareness programs that educate everyone on how to seek help should they find themselves in a similar situation, and sensitization workshops for managers and leadership on dealing with employees experiencing FDV. Finally, you can push your management to come up with clear policies or discreet employee support systems on how the organization can help victims and survivors should they choose to disclose. Reduce the stigma. Make it safe for people on your team to disclose or speak up about any issues they may be experiencing. Create a psychologically safe team culture where every member feels comfortable sharing their experiences without reprimand or judgment. You can build this closeness and trust by getting to know your team members as people beyond their job roles. Set regular one-on-one conversations with each direct report to ensure that they’re doing okay. If you notice changes in their performance, ask them if there may be any external factors affecting their performance or mood — without being intrusive or crossing a too-personal boundary. You could say: “I noticed you’ve been isolated for the past few weeks. I wanted to check in to see how you’re feeling at work, and if there’s something you’d like to talk about. There’s no pressure to share anything, but know that my doors are open should you wish to.” This shows your humanity — that you’re open to hearing their perspectives without your own preconceptions. Eventually, this can also create a safe space where victims of violence need to seek help. If someone confides in you about their experiences, listen to them without interruptions. Be non-judgmental in your approach. Wait for them to complete speaking and then assure them that you believe them and take their concerns seriously. Let them know that FDV is never okay, but they are not to be blamed. Make it clear that this is a confidential issue and that you will honor their disclosure. Also, be aware that your employee may feel hesitant to share personal issues with you. An anonymous survey of 3000 victim-survivors working across a range of industries in Australia found that only 30% of respondents confided in a colleague. Those who did disclose were much more likely to trust a close colleague or friend rather than a manager or an HR leader. This means it may take time for victims to be ready to talk, and your patience is critical. What you can do is reassure and reiterate to your team member that you’re not trying to evaluate their performance but simply care about their well-being. Addressing FDV in the workplace starts with acknowledging that it happens, putting trainings in place to teach your team members about it, and rallying for companies to create more resources. Much of this work can start with managers who can advocate for tools to improve your team’s safety and well-being.

Why Family and Domestic Violence Is a Workplace Issue

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