Aggression and violence at work, how can you as a manager deal with this?

We call it aggression whenever an employee is threatened verbally or physically, or is harassed by people either from within the company or from outside. Aggression from outsiders is more common: according to the Work Monitor from TNO as many as 24% of all employees have suffered aggression or violence from visitors, customers, passengers, clients or patients.

Aggression is usually easy to recognise, because it is behaviour that most of us find abnormal and undesirable. Aggressive behaviour can be either verbal or physical, and it can take any of the following forms:

• blaming, blackmailing, threatening, intimidating, manipulating, screaming, scolding;
• pushing, jabbing, kicking, hitting, stabbing, dragging, grabbing hold of;
• biting, spitting;
• grabbing and destroying possessions; throwing things;
• taking hostage, sexually incorrect behaviour.

Aggressive behaviour from people inside or outside the company can be very threatening to employees and create a great deal of stress. Exposure to aggression or violence deeply affects people's feeling of security and it undermines their trust in others. In addition, victims can suffer from many kinds of physical and psychological ailments, such as:

• stomach ache, digestive issues, palpitations, psychosomatic ailments;
• problems with concentration, exhaustion;
• flashbacks, nightmares;
• shame, guilt, self-loathing;
• inability to get past it, keep obsessing about it;
• get an aversion to work or alternatively bury themselves in work.

Exposure to aggression at work can, according to research by TNO cause health issues for as long as two years afterwards, such as burnout symptoms, more time off work, more likely to change jobs and less work satisfaction.

Aggression and violence, like bullying, are forms of undesirable behaviour that fall under the heading of psychosocial workplace hazards. In the Health & Safety Law, it says that employers must implement a policy that aims to prevent aggression and violence and to protect employees against this type of behaviour. The risk of aggression and violence is also included in the risk inventory and evaluation (RI&E).

1. The support that you can provide as a manager really has to start before any aggression or violence takes place. Of course, if you work in a sector with a high risk, you can already address this in a job interview. For example, asking what someone thinks they may need, and how you can help support them. And by finding out for yourself what options are available within your organisation. It is also always good to talk explicitly about what you expect from each employee. How do you want them to involve you if an incident occurs? Stating your expectations clearly will help to create a safe culture, and this in turn increases the chances of an employee turning to you when something happens.
   
2. Decide for yourself what role you will take, depending on what and how support is organised within your organisation. An organisation in a high-risk sector will provide more than an organisation that rarely encounters aggression and violence.
   
3. In addition, you as a manager can equip your employees so that they can defend themselves against aggressive behaviour. This might include providing information and training on how to deal with aggressive behaviour, and also by increasing their mental resilience. The stronger this is, the better someone can allow negative experiences to just wash over them, and carry on as before.

1. If aggression or violence has already taken place, you also need to start a conversation about what the person needs and what they can do for themselves. By doing the latter, you give the person back control, which is important to make them feel on top of the situation.
   
   
2. It is important to ask what a person needs, but sometimes you do need to intervene and guide them. Victims do not always feel it is necessary to make an official report of an incident, but reporting it is not only important to prevent future incidents, but can also help in processing it and preventing the person becoming scared of going back to work and then reporting sick, or worse.
   
   
3. If someone is scared, give them more space and show understanding. Victim aid is a body that is specialised in providing support, but there are sure to be other forms of intervention available in your organisation. HR or the confidential counsellor can help you further with this if needed.
   
   
4. Last but not least: don't forget about team members or potential witnesses. They may also need some support in processing an incident, and may be afraid, or worried about their colleague. If the victim agrees you can do it, also keep them updated about the situation and how the victim is faring. Be very careful in this case that you do not share personal information by mistake, that is not allowed. Sit down and talk with the team members and witnesses to see what you can do for them. And keep an eye on things until you are sure that everyone is back to normal. This can be intensive, at the beginning. Bear in mind, that you can make a real difference by being there for people. Something they may well remember for the rest of their lives.