Managing work-related violence with training
Author(s): Phil Leather, Antonio Zarola, Angeli Santos                            Country: United Kingdom
Is the intervention sector specific?	No
Is the intervention usable with different enterprise sizes?	Yes
Is the intervention equally applicable to both genders?	Yes
Is the intervention based on theory?	Yes
Can the intervention approach be adapted/ tailored?	Yes
Does the intervention promote CSR and how?	The method promotes awareness and the active management of workplace violence and the promotion of employee well-being.
Does the intervention promote social dialogue and how?	In assessing training needs and building the training programme, participation of different actors is required.
Overview (including risk assessment and law – legal requirements etc.): Training Needs Analysis (TNA) is a structured approach through which an analysis of incidents, a risk assessment and an examination of legal matters are conducted. Specifically, TNA seeks to address several key aspects when examining violence and bullying in the workplace: 1) exposure to violence, what forms of violence there are; 2) what factors make exposure more likely; 3) vulnerabilities (location, day or night, working alone etc.); 4) the existence of trigger factors and antecedents for violence, learning from employee experience; 5) what is the overall impact of exposure; and 6) how can this impact be changed through coping, managing situations, support etc. Targeting training needs aims to increase both individual and organisational skills, for instance communication, de-escalation and physical intervention skills. Other important topics central to training are knowledge of the nature of violence, violence effects and policies. Following training, staff should feel more capable in front of violence; both in terms of individual capability (employee's own efforts) and collective capability (all community members working together against violence).
Implementation:   Assessment of training needs can be done in several ways: firstly, through incident report forms; secondly, investigations of the antecedents; and finally, consequences of specific incidents and legislative requirements. When designing training, four aspects are of central importance: (1) investigation and assessment of training needs; (2) actual training design; (3) delivering the training; (4) evaluation of the training.   Several trainer competencies are required to successfully conduct TNA: 1) knowledge, 2) translation from theory to practice, 3) drive to train and empower people, 4) facilitation that helps to build cooperation and change, 5) managing the learning environment for people.
Practical applications:   This approach has been successfully used in the public and private sectors in the UK. However, the TNA approach can be used in variety of occupational sectors and sizes of enterprises. The successful implementation of the training requires a highly skilled trainer.
Innovative aspects:   This approach provides very precise training guidance for managing violence with a concentrated focus on its effective management. It has also been scientifically evaluated.
Evaluation (including process issues, outcomes and sustainability): The evaluation of the training package seeks to address whether the training made a difference and how, whether it is effective in delivering its intended outcomes, and if legal matters are taken into sufficiently into consideration. This was accomplished by conducting a comparative assessment of those individuals participating in the training, and a comparison group that received the same procedure but without the actual training. Measurements were taken prior to training, directly following and with a longer term follow up.
Benefits (including cost effectiveness): Overall the evaluation of the training package was successful in terms of the prevention and, management of workplace violence. Positive impact has been judged in terms of the degree of change, pre to post training, in a range of outcomes namely, fear of violence, anxiety about violence and perceived capability to respond to and manage difficult situations.
References:   Leather, P., Zarola, A. & Santos, A.(2006). Building Quality Approaches to Work-Related Violence. Training: Pillars of Best practice In S. McIntyre and J. Houdmont (Eds.) Occupational Health Psychology, European Perspectives on research , education and practice(pp.205-232). Castelo da Maia, Portugal: ISMAI.   Beech B. & Leather P (2006). Workplace violence in the health care sector: A review of staff training and integration of training evaluation models. Aggression and Violent Behavior, 11 (1), 27-43.
Comments:   This approach introduces the pillars of best practice for work-related violence training.