Work-related violence

The term 'work-related violence' applies to all forms of physical attack on workers including:

  • striking, kicking, scratching, biting, spitting or any type of direct physical contact
  • pushing, shoving, tripping, grabbing
  • throwing objects
  • attacking with any type of weapon
  • any form of indecent physical contact.

In the health and community services sector, the main threat of violence is from clients or residents. However, violence in the workplace can be perpetrated by co-workers, people known to the organisation (such as family members of people in care) and intruders.

Identifying hazards

Work-related violence may potentially occur when:

  • working with clients who are in distress or who are likely to be intoxicated
  • working with people who have psychological or other conditions that may result in violent behaviour
  • working where drugs are kept or handled
  • denying someone a service or dealing with frustrated customers
  • working alone or at night
  • handling cash.

When considering all ways workers' may be exposed to work-related violence a person conducting a business or undertaking could:

  • review incident and injury reports
  • review statistics from the relevant sector
  • consult with workers and clients
  • consult local police and industry experts
  • review work systems and procedures - such as staffing levels, the quality and validity of assessment and referral information, procedures for high-risk clients, client transport, off-site visits and emergency procedures
  • review communication systems and personal protective equipment
  • determine the skills and competencies needed to perform work with high-risk clients
  • inspect the workplace for current security measures
  • review cash handling systems.

Reducing the risk

When applying solutions to reduce the risk of work-related violence consider the following:

  • develop a violence prevention and management policy to promote zero tolerance of aggression and violence
  • discontinue or change work practice (for example, do not keep drugs or valuables on the premises, provide services over the phone instead of in person or withdraw a service to a client who is known to be violent)
  • change the equipment or process. For example replace breakable glass panes with safety glass; replace furniture that could be thrown with fixed furniture or replace metal cutlery with plastic cutlery
  • increase the depth of the reception counter to create more space between the client and the staff member
  • ensure effective lighting and landscaping eliminates hiding places
  • create a clear distinction between public and staff areas
  • control access for internal or high-risk areas
  • display directional and warning signs
  • ensure waiting areas area comfortable and spacious and have a television or reading material
  • ensure interview rooms have two doors and windows of shatterproof glass
  • install customer counters that are wide and high and fitted with duress alarms
  • supply personal alarms and mobile phones
  • provide personal protective equipment
  • develop or improve policies or procedures covering issues such as:
    • referral
    • intake and assessment
    • hand-over on the status of risk (for example clients who have exhibited the potential for violent behaviour during a previous shift)
    • entering, securing and leaving the premises
    • client management, service and complaints management
    • staffing and rosters
    • cash handling
    • emergency communication and exit planning
    • working alone
    • post-incident reporting, debriefing and review
    • client transport.

Information and training is an integral part of preventing aggression and violence. Workers benefit from information and training on:

  • the potential situations most likely to occur in the workplace
  • types of occupational violence
  • legal issues associated with violence
  • responsibilities
  • policies and procedures
  • recognising signs of impending violence
  • controlling risks associated with specific tasks or worksites
  • client service and complaints management
  • anger-management techniques
  • defusing and de-escalation techniques
  • self-defence
  • the ways in which people may react to violent incidents.

Work-related violence can have a dramatic impact on the health, safety and welfare of workers and can cause significant economic and social costs to the victim, family, the organisation in which they work and in the wider community.

Work-related violence may cause both physical and psychological injury and illness to the direct victim and other people who observe the incident. All affected people may respond differently to the violence in terms of the emotions they experience and the time taken to recover. A person's reaction to a violent incident can depend upon a number of factors including, but not limited to:

  • the nature of the violence
  • their previous experiences and coping skills
  • the assistance they receive and the way they are treated by others including co-workers
  • the opportunity to openly discuss their feelings with their colleagues.

Response strategy

An effective strategy for responding to incidents of work-related violence is important as prompt and well-planned action can help reduce the harm caused.

In the aftermath of an incident, first aid and medical treatment may be required. It may also be necessary to arrange debriefings or ongoing counselling for the victim and any witnesses to the event. Health safety representatives should also be made aware of any incidents, and in some circumstances WorkSafe ACT and ACT Police must be notified.

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