• Denise Brown

6 Steps to Creating a Safe Environment for Employees to Ask for Help

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When the Human Resources director called to describe the female employee’s resistance to discussing the abusive husband who kept showing up at the workplace; making his presence sin her life achingly obvious with emails, phone calls and vigils in the parking lot.

“She won’t talk with me.” said the director. “She clams up.” They asked me to meet with the woman on their behalf, thinking that a neutral outsider could encourage her to help.

So we sat down, the Human Resource director, the employee and me. And that’s where I got my big surprise. The director ordered the woman to meet with me. The tone of her voice was angry, and insistent as she gave her a directive, “You will talk with Ms. Angelo until she says you can go!” Ouch. Quite frankly that answered all my questions as to why this woman was so reluctant to talk.

When you are a domestic violence victim discussing the dynamics of your relationship is very, very complex. We’ve written about that in other blogs. Let’s focus now on how to create safe environments to ask for help for victims of domestic violence.

1. Start with your room environment. Invite the employee to talk with you in a place that’s quiet and not where everyone can see you talking. Have water and tissue boxes available on the table. (Some say you should not hand a tissue to someone crying as it sends a subliminal message that they should stop. Instead ensure they can easily reach tissues on their own).

2. Be an “active listener.” This sends the message that you are genuinely interested and respect what they have to say. Give your full attention and comment on what you think you heard. If you did not understand what was said, ask for clarification. Ask open ended questions that do not convey judgment. For example you can ask, “Could you tell me more about that?”, “What do you mean he has a temper just like his father?” “What happened next?” “Would you like help getting out?” “May I give you a list of resources and phone numbers?”

3. Be positive and have an upbeat tone of voice. No one likes to listen, or open up, to someone who is grumpy; smile. Show enthusiasm and be positive when having conversations with victims or suspected victims. Maintain eye contact without staring. Nod occasionally and lean forward slightly.

4. Offer guidance that addresses the person’s problem, behavior, or concern. Do not criticize for wrong or bad behavior; instead develop an action plan to help the victim (or offender) change the situation that’s unsafe and/or affecting their work. Talk about strategies they can use in difficult situations. Discuss hypothetical scenarios such as what he/she can do if they are in an unsafe situation and hopefully avoid getting into dangerous situations.

5. Maintain and enhance self-esteem and self-respect. People with positive self-esteem are more likely to reach out for help and accept the help that is offered. Where victims are concerned try to remember that the batterer, or offender’s, greatest ally is to minimize and strip their victim of self-worth. Most victims have been told so often that they are unworthy that they’ve come to believe it. You can help replace lost self-esteem.

6. Know your limitations. The reason clients seek me out for domestic violence training, is that it raises DV Intelligence. Know that there are times that a subject matter expert can ensure you address the situation correctly and help safeguard your from making a mistake that could violate compliance or land you in hot water. If you are attempting to get your employee to seek help from experts, be the first to set an example and seek help yourself.

As a multiple award-winning expert in domestic violence’s effects on the workplace, Stephanie Angelo, SPHR, ensures participants gain practical ideas and skills which immediately inspire them and increase their ability to address this workplace issue. Clients report decreased turnover, reductions in workplace incidents, noticeable changes in affected individuals, and positive changes in corporate culture.

Article by Stephanie Angelo

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