Safety should be a minimum requirement in every workplace—not only regarding building codes and cybersecurity, but also within employee relationships. And while, in the staff sense, it might seem that “safety” would equate strictly to physical violence, smaller acts of conflict, microaggressions, and even cyberbullying are the more common reality.
Conflict mitigation requires a combination of policies, procedures, training, and assistance programs to ensure all employees and managers understand how (and are equipped) to handle situations that arise. While disagreements cannot be addressed by a single program or policy, we must continually develop and refine the ways in which the HR community can help provide physical and psychological safety, creating workplaces where employees feel respected and can thrive.
HRCI’s latest survey showed that 4 in 10 HR professionals have witnessed some form of aggressive or criminal behavior, including verbal abuse, direct threats, and physical altercations. One-third have witnessed bullying; 29 percent have seen overt acts of aggression. External forces in society further complicate workplace safety: almost half of the respondents have experienced issues related to politics. More than a third (35%) have observed or heard a political argument at work, and almost one in six (14%) have seen an employee leave due to political tensions.
Psychological and physical safety requirements go beyond the confines of a physical facility or corporate network. For example, during times of military conflict, employees are impacted by the strain of uncertainty as well as the obligations of active duty—whether their own or that of their loved ones. Employees in high-risk areas might need alternate work arrangements and additional mental health assistance. Polarizing conversations around current events might drive further divides in the workplace, as heightened global tensions increase emotion and stress.
Safety and stability go hand-in-hand when it comes to how employers foster resilient workplace relations. Having policies in place that cover violence and harassment, anonymous reporting systems that include prompt follow-up on reported incidents, manager training in conflict resolution, and an Employee Assistance Program that includes counseling can meaningfully reduce risk and support employee well-being.
Harassment isn’t always obvious—which is exactly why clear policies and expectations matter. Communicate what constitutes unacceptable behavior, provide guidelines for reporting incidents, outline disciplinary measures, and review and update these policies regularly to ensure they remain effective and reflect changing workplace dynamics.
Employees and leadership turn to HR for compassionate guidance during challenging times. HR needs to blend legal responsibility and sound judgment with clear communications. Rather than reacting to a situation, role playing potential scenarios and developing a comprehensive violence prevention plan is advisable. Train managers to recognize warning signs. Provide conflict resolution and de-escalation training and establish post-incident response protocols.
HR leaders set the tone, but workplace safety is a shared responsibility. Bring the C-suite, managers, and team leaders into the conversation. Account for every worker: remote and in-office, contractors and consultants, field and road workers. Their ground-level knowledge strengthens your policies.
We all have a responsibility to contribute to workplaces where employees feel physically and psychologically safe. It starts with HR.