Better practice in responding to family violence

In developing a family violence response businesses should carefully consider the implications for staff. Customer facing staff may experience vicarious trauma in hearing about customers’ experiences of family violence. There are methods (e.g. team debriefings, one on one support) to ensure they feel supported. Providing appropriate support for employees will also support them to provide a better response for customers.

Given the prevalence of family violence in the community (for example, one in six women has experienced physical or sexual violence by a current or previous partner) it’s likely an organisation will have victim-survivors or perpetrators of family violence working for them.

Whether or not they’ve had their own experience of violence, staff members may respond differently to the family violence responses an organisation implements. Following training some staff may feel more comfortable discussing the issue at work, or even come forward with their own experience of violence. Others may find talking about family violence challenging.

The Economic Abuse Reference Group recommends overlapping internal policies with customer policies to further demonstrate the business’s commitment and support. Employees may also be customers of the business they work for and may benefit from family violence support in both capacities.

A family violence policy for staff outlines the support available and how to access it. This might include:

• family violence leave provisions
• confidentiality and security measures
• levels of flexibility in working arrangements available
• debriefing support and referral to counselling.

For AGL and Australia Post, introducing a family violence policy for staff was the first stage in taking an organisation-wide approach to the issue which resulted in extending support options to customers.

Case study – AGL

AGL’s Family and Domestic Violence Support policy offers employees 10 days of paid family violence leave, with additional leave provisions and continued employment as they work through their experience. It has also introduced a new Domestic Violence Hotline through its Employee Assistance Program.

In March 2018 AGL introduced family violence training for its entire staff. The training aims to raise awareness of family violence, teach staff to recognise the signs of someone who may need support and build capacity to respond in a caring and inclusive way. The training also ensures employees look after themselves, making it clear that employees are not expected to become experts in family violence, instead to understand the resources and expert support that’s available.

 

Case study – Australia Post

Australia Post introduced family violence leave into its employment policies in 2015. In 2016 it surveyed members of its workforce to look at employees’ engagement with the policy and how it could strengthen its organisation-wide response.

The survey happened alongside a campaign led by the CEO for the 16 Days of Activism against gender-based violence. The employee survey responses inspired a free mail redirection service for victim-survivors of family violence, which was introduced in May 2017. This was an extension of an existing free mail redirection service for customers affected by special circumstances including natural disasters or customers in charge of a deceased estate. Initial reports indicated that Australia Post was receiving an average of 18 applications per week for this service.

Following the survey Australia Post indicated areas of future focus, including looking at cyberbullying and cyber safety with its Information Security Office, and establishing a dedicated phone line for family violence as part of its employee assistance program.

Policies for customers

Since July 2018, all Victorian Water businesses have had family violence policies. The effects of these policies are now flowing through to the community

“Previously their assistance was usually fair and reasonably, but after the code was adjusted and further policy implemented the water companies seemed to – they’re just ahead of the game.” – Financial counsellor

 

“There’s more awareness, there’s more understanding and there’s more understanding around needs for supports in that area.” – Financial counsellor

 

“They’re actually looking at the individual and their circumstances and there’s more respect now for clients and a lot of empathy.” – Financial counsellor

 

Organisations across other service sectors are also introducing family violence policies to support customers. In developing its approach to supporting customers, Optus identified a need to keep customers on supply and to promote personal safety. Both these areas are prominent in its policy.

Case study – Optus

Optus has a family violence policy that aims to keep customers connected and prioritises the customer’s safety. The options it provides to customers are designed to take these matters into account, and it only makes changes on the account if the changes won’t compromise the customer’s safety.

Optus bases its family violence policy on feedback received from financial counsellors and its customers. It is also committed to refining its policy and the solutions it offers customers over time.

As a result of this policy, customers are able to achieve an outcome that enables them to take control of their situation, leaving them feeling valued and supported in times of need. Staff feel confident to manage these calls knowing they can help the most vulnerable customers in a meaningful way and minimise the stress for those customers.