Posts filed under ‘I. Domestic Violence Policies’
Domestic Violence Policies
Domestic Violence Policies
Domestic violence has a negative impact on everyone in our community, including Transition Projects’ employees and clients. Actions that provide alternatives and protection for persons experiencing domestic violence serve also to increase the safety of all employees. Actions that interrupt behaviors or attitudes that support domestic violence also improve safety for our entire community. Our workplace environment supports survivors. We will not tolerate the perpetration of domestic violence.
The following guidelines present some scenarios employees may encounter, with suggested responses divided into co-worker and supervisor categories. The guidelines provide tools for employees at all levels to respond to the workplace needs of someone experiencing domestic violence. Applicable personnel policies are also noted.
These guidelines provide suggestions for how to respond in specific situations consistent with existing policies or practices. An employee must always use good judgment about how to respond based on knowledge of the employee involved.. All employees must take care in using these guidelines and in addressing domestic violence as a workplace issue so that victims are not punished or denied opportunities.
The Portland Women’s Crisis Line (503-235-5333) is always a referral for the employee and a resource for information. Other resources are the Social Services Crisis Line (211), or the Employee Assistance Program.
We recognize that anyone may be battered. However, most who are battered are women, so the guidelines use “she/her” to refer to people experiencing domestic violence.
SCENARIO | CO-WORKER | SUPERVISOR | POLICIES & PRACTICES |
Someone tells you another employee is being battered | Support the informant’s feelings about the situation; encourage the informant to report the situation to a supervisor or the Human Resources Director. |
You may ask the informant whether or not the battered employee knows you are being spoken to. You may suggest the informant ask for permission so that you can speak directly with the victim and assess her safety. Address the informant’s situation; is there something specific he/she would like you to do. If the informant feels that his/her safety or the safety of any other employee is at risk, you must address the issue. |
If the situation threatens the safety of ANY employee while at work, the supervisor must address this issue. It is not policy to insist or demand that anyone disclose domestic violence. |
An employee tells you directly that she is being battered |
Believe her. She will most likely be telling you far less than is really happening to her. Ask if there are specific ways that you can assist her. Make sure she knows she can come back later to talk with you about this issue. Refer her to local resources, including the Portland Women’s Crisis Line. |
Believe her. She will most likely be telling you far less than is really happening to her. Ask if there are specific ways that you can assist her. Make sure she knows she can come back later to talk with you about this issue. It may be appropriate to address the victim’s safety and if applicable the impact of domestic violence on her job performance. Refer her to local resources, including the Portland Women’s Crisis Line. |
If the situation threatens the safety of ANY employee while at work, the supervisor must address this issue. |
You suspect that an employee is being battered based on these and other signs you’ve observed:
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Talk directly to the employee about your concerns for her safety and the signs you see. Let her know that you are available for further discussion. Remember, she may not be ready or able to talk with you or others about this issue. Talk to your supervisor or the Human Resources Director. |
Set a tone for your entire staff. Let them know you are open to talking about domestic violence issues and that you will work to help them develop safety in their lives. Practice talking about domestic violence so that you are comfortable. Talk directly to the employee about your concerns for her safety and the signs you see. Let her know that you are available for further discussion. Remember, she may not be ready or able to talk with you or others about this issue. |
It is not policy to insist or demand that anyone disclose domestic violence. |
An employee tells you about plans to leave or that she has already left an abusive partner | Encourage her to talk to her supervisor or the Human Resources Director. | Ask her if there are specific ways you can be helpful: Safety planning; danger assessment; keeping new address private; moving office space; changing work hours. Ensure co-workers do not divulge new information. | If the situation threatens the safety of ANY employee while at work, the supervisor must address this issue. |
An employee discloses that the abusive partner is a fellow employee | Encourage her to talk to her supervisor or the Human Resources Director. | Ask her if there are specific ways you can be helpful: Safety planning, danger assessment; moving office space; changing hours; changing work assignment; granting leave, if appropriate. Ask if the abusive partner has threatened or hurt her at the workplace, and discuss with her any disciplinary action because of those threats or assaults. | Response should attempt to maximize her safety without penalizing her, and to minimize the amount of inconvenience or accommodation for her. |
Absences:
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“Call-In Policy” | ||
Absences due to:
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CBA: Any employee can use sick leave for the purpose of improving the employee’s physical or emotional well being. PP: Regular employees are eligible for an unpaid leave of absence for up to a cumulative total of 90 days in any 18-month period. Employees who are required to appear in court may request leave of absence. Always consider vacation time and individual flexibility of hours. |
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Tardiness |
The batterer could deprive her of car keys, bus tickets/money, work clothes, or instigate a fight before she leaves for work. See absences. |
No policy should be used to punish her or to create an environment inhospitable to disclosure. | |
Work performance has been going down or has been adversely affected by domestic violence. | If you suspect that domestic violence is affecting work performance, ask the employee questions about domestic violence during discussion of work performance. Remember that she may be feeling ashamed or defensive about it or terrified to reveal the violence that is happening to her. Open-ended questions, supportive statements and time may all encourage her disclosure. You will need to address the work performance and safety issues and refer her to local resources. Let her know she can talk with you in the future. |
Leave time can be used (see absences). Requirement for her to attend support groups may be used as part of her performance plan. |
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An employee receives phone calls that are harassing or abusive. | Encourage her to talk to her supervisor or the Human Resources Director. | If she requests, take legal steps to stop the harassing phone calls. Trace the calls, tell the individual to stop calling, and press charges if the calls continue. | Announce callers if possible. |
Unwanted office visitors:
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Encourage her to talk to her supervisor or the Human Resources Director. |
If there is a restraining order or stalking order, it can be enforced by calling 9-1-1. The victim is not obligated to disclose this information unless she wants to have it enforced. Transition Projects can trespass someone who is threatening or dangerous to keep them away from a particular site. If asked, assist in developing a workplace safety plan. |
Always announce visitors as standard operating procedure. If a supervisor is aware of potential danger, s/he must take action to protect employees. |
Safety coming and going to work:
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Encourage her to talk to her supervisor or the Human Resources Director. Offer to walk with her to her car/bus stop. |
Offer to assist in developing a safety plan. Possible steps she may want to take include varying her hours or work site or a temporary change in duties to minimize the number of off-site meetings. | If the situation threatens the safety of ANY employee while at work, the supervisor must address this issue. |
A partner/perpetrator calls in to report the employee sick, or resigns for her. | If you know or suspect a domestic violence situation, you may insist on talking to the employee directly. If the employee has previously disclosed domestic violence, you may have developed a code word to indicate if she’s in danger or wants the police called. | ||
You suspect/know child abuse is occurring in addition to domestic violence | Encourage her to talk to her supervisor or the Human Resources Director. | Let the employee know, as appropriate, that you will call SCF under certain situations. You can encourage the employee to report the abuse directly to SCF. | Professional standards. |
You suspect/know that children are witnessing domestic violence targeted at a employees member | Encourage her to utilize local resources, such as the Portland Women’s Crisis Line. | Encourage her to utilize local resources, such as the Portland Women’s Crisis Line. | Knowledge or suspicion that a child has witnessed domestic violence may not require mandatory reporting. |
If an employee wishes to talk with their supervisor, and knows or suspects that the supervisor is not sympathetic to domestic violence needs, where can they go? | Refer the employee to the Human Resources Director and/or Portland Women’s Crisis Line. | Set a tone for your entire staff. Let them know you are open to talking about domestic violence issues and that you will work to help them develop safety in their lives. Practice talking about domestic violence so that you are comfortable. | |
An employee:
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Set the tone that you Never tolerate domestic violence in general. Support employees who want to stop violent behavior. Talk to perpetrators in ways that break through denial, minimizing or victim blaming. | Set the tone that you Never tolerate domestic violence in general. Support employees who want to stop violent behavior. Talk to perpetrators in ways that break through denial, minimizing or victim blaming. | Referrals for intervention should be to batterers’ intervention programs, not anger management, stress management, or private counseling. |
You or another employee overhear a co-worker threatening, harassing, or menacing while at work. | Report this action to a supervisor. | These actions are crimes. They should be reported to the police. Disciplinary action should be taken. | Use of Transition Projects’ equipment for illegal activities is prohibited. |
PP in this document refers to the Transition Projects, Inc. Personnel Policies & Practices. UNION in this document refers to the Collective Bargaining Agreement between Transition Projects, Inc and AFSCME Employees Association Local #88-3.