-optimized.jpg){kind=avatar}
Bill Fox of conflict management trainers Maybo Limited looks at how to deliver staff training to cope with violence against staff – a problem that cuts across industry sectors.
Latest figures from the BRC show increasing physical violence against staff with two-thirds of incidents connected with preventing customer theft – compared with only one per cent due to assaults during a robbery.
<br><br>
For staff working in licensed premises, healthcare and transport the risks can be even greater. Employers have a legal duty to provide adequate training where there is a foreseeable risk of violence; and for those needing further motivation litigation is increasing rapidly. I have recently been involved with the developing National Occupational Standards in Work Related Violence. This guidance, to be published in September, encourages an holistic approach that includes risk reduction, staff training and effective staff support. The Institute of Conflict Management has played a role and is striving to raise standards of provision in this area.
<br><br>
Establishing the need
<br><br>
The extent of the training required by staff will depend on a number of factors including: the expectations of the job role and specific tasks performed; organisation policy and guidance; risk assessment findings; and existing knowledge and skills of staff.
<br><br>
A training needs analysis will examine these areas and identify the specific learning requirements. Many organisations use a three level approach to training:
Level One: Personal safety awareness and conflict management training
Level Two: as One plus ‘breakaway’ skills that can include how to protect oneself or others against attack and to disengage from an assailant
Level Three: As One and Two plus skills for escorting and restraining individuals
<br><br>
Specialist skills can also be added to level three training such as the use of handcuffs and innovative tools for containing violent individuals safely, such as the new emergency response belt (ERB). By the very nature of the security role and the expectations upon those performing it, most security personnel will require a minimum of level two training. Where staff are expected to make arrests, eject trespassers and control violent individuals, they must be taught how to undertake these high risk activities safely, and therefore require level three. Training should focus on how to avoid conflict and defuse situations that do arise. Security personnel need to work effectively with other employees, as part of a wider team. They must also develop practical strategies for calming emotive situations and confronting inappropriate behaviour. Training will also need to cover the legal position on the use of force and how to account professionally for actions or inactions.
<br><br>
Physical intervention training
<br><br>
There are a variety of models and physical intervention systems on the market and it is important to identify one that: is simple to learn and apply in stressful situations; has undergone both legal and medical review; is non-aggressive; has been tested in similar workplaces; and meets the specific needs of your staff and clients. Simple, effective and non-aggressive systems are now available that are gradually replacing traditional approaches that were based on pain compliance and striking techniques. An example of this new thinking is in the skills training for the British Institute of Innkeeping National Certificate for Door Supervisors ‘ Licensed Premises. The highly tailored conflict management and physical skills are being well received by professional door supervisors who have previously had little quality support in their specialist role. Managers and supervisors will have extra training needs surrounding their key role in monitoring and reducing risk, managing incidents, and in providing guidance and support to staff afterwards. Stress litigation is increasing and often surrounds lack of management care and support following a traumatic event such as an assault.
<br><br>
Delivery options
<br><br>
Organisations need to decide whether to develop an internal delivery capability or to outsource to a provider. Whichever you choose it is important to be clear about what you require as the quality of provision in this industry varies greatly ‘ with some being positively dangerous. Providers often try to promote ‘off the shelf’ courses and this should be a warning sign, as should those purporting to teach police ‘Home Office-approved’ techniques. Firstly they are unlikely to have been ‘approved’ for your area of work, and secondly, police ‘officer safety’ training may be highly inappropriate for your staff and clients. Internal cascade of training may be the cheaper and only option for some organisations but we need to ensure this is done in a way that quality is maintained. This is a challenging and emotive subject area and one fraught with risk when physical interventions are taught. Whichever route you choose be sure that the training is relevant, and that it responds to the specific role performed and to the risks faced.
<br><br>
A return on our investment
<br><br>
It is important to establish a means of evaluating the effectiveness of any training, and I am not referring to end-of-course ‘happy sheets’. A workplace evaluation is what counts, and this should establish the true effectiveness of training through measuring staff and customer opinions and operational application of skills. Quantitative measures such as any reduction in assaults and complaints should also form part of the evaluation. A quality provider will encourage workplace evaluation of its training and should be able to advise on this. They will also provide professional feedback reports on training and management issues arising form it. In addition to complying with legal requirements, a quality training programme will:
– Reduce vulnerability to litigation against employers and employees<br>
– Increase staff confidence and feelings of worth<br>
– Enhance interpersonal skills, professionalism and service delivery<br>
– Reduce the incidence and impact of assaults on staff<br><br>
The more proactive security provider can reduce costs in the long term and draw competitive advantage through providing discerning clients with staff who have higher skill levels and who add value.
