Over the last 50 years, our knowledge and learning around the effects of domestic abuse, and what can be done to help survivors has been increasing at a momentous pace.
The Criminal Law and Family Law, both of which play an important role in protecting victims of domestic abuse, have contributed to this momentum. Concepts such as ‘non-fatal strangulation’, ‘rough sex’, ‘litigation abuse’ and ‘revenge porn’ have gained recognition, if not notoriety.
The crime of domestic abuse is unique because it is not a single, time-limited event, and it is extremely difficult to determine at what point in time seemingly innocuous behaviour crosses the line and becomes abusive. The so-called ‘silent treatment’ or withdrawal of affection, as a form of punishment or coercion, are good examples of this.
Indeed, the emotional abuse problem is a world-wide one. Some call it an epidemic, and it is not confined to a particular social class or sector. We now know that coercive and controlling behaviour can be, at the same time, both innocuous in nature, yet be the cause of serious emotional alarm and debilitating distress, with physical manifestations. Consider, for example, the abuser who sabotages childcare arrangements, so that the victim cannot now attend an important work conference, meeting, seminar or course; or attends in a state of heightened emotional lability.
Ironically, the term ‘domestic abuse’ is something of a misnomer; as we have seen, its reaches extend far beyond the home, often into the workplace. Abusive partners have been known to turn up at victims’ places of employment, send denigrating messages to managers and employers, and engage in harassment techniques such as frequent phone calls, texts or emails, whilst the victim is at work. All of this points to reasons why it is important for employers to educate themselves and staff on the best ways to maintain workplace safety and assist victims of domestic abuse.
Whilst the worst consequences impact upon both men and women, it is statistically proven that victims are almost overwhelmingly more likely to be female. One chilling statistic is that every four days, in the UK, a woman is killed by her partner or ex-partner. Female victims outstrip male victims roughly by up to a factor of five. This is a sobering thought, not least because, comprising 51% of the population as a matter of fact, there are more women than men in the UK. Also, pretty much constantly, slightly more than 70% of women between the ages of 16 and 65 are in employment.
What does all of this mean for our businesses?
Firstly, it doesn’t take much lateral thinking to realise that the mental and physical effects of domestic abuse might adversely impact upon the victim’s ability to ‘turn up’ for work, or ‘put in a shift’, even if working from home. It affects their ability to bid for promotions, or excel in job-related or other academic endeavours, or otherwise enhance their career prospects. Many drop out of, or even completely abandon these taken-for-granted work-related journeys, because of their experiences of domestic abuse.
The economic, opportunity and social costs of all of this to businesses is breathtakingly immeasurable. Yet, surprisingly, despite the excellent awareness campaigns by central and local government, the police and the NHS, and the many specialist domestic abuse charities (there are over 300 of them) very few companies have pathways or policies in place which might actively discourage institutional discrimination against victims of domestic abuse. Perhaps an interesting parallel is seen by considering how society has moved to prevent, and indeed outlaw, discrimination when it comes to race, disability, gender and sexuality.
Yet, an employer providing comparatively simple supportive measures could be the difference between an employee’s good performance and an excellent one. One initiative, which is yet to gain universal traction, is the idea of a workplace ‘champion’, a senior manager whom the victim, or a relevant organisation or charity, may confidentially contact, with a view to facilitating flexibility, whilst medical attention, counselling, legal assistance or safety is sought.
Domestic abuse awareness training for key individuals within the workplace is another step that is often inexplicably overlooked.
This sort of training often carries with it wider benefits, not restricted solely to the workplace. For instance, employees who have close family relatives who are victims of domestic abuse may themselves have not been aware of the avenues of support that are available to their loved ones.
All of this is really important, because unfortunately, even seemingly cautious averages of working days lost per victim make salutary reading, especially when analysed in terms of the overall impact on business efficiency, performance and profitability. According to the most recent Home Office Research Report, the overall annual cost of domestic abuse to UK businesses, through so-called ‘lost output’ (days off /reduced productivity), is something in the region of £14bn.
These statistics highlight the significant impact of domestic violence on the workforce.
The positive message is that by taking the right initiatives, employers can create a safe space for all employees and foster a workplace culture that allows for a supportive environment. Using terminology that we are perhaps more familiar with, in this forum, ignoring these steps can adversely affect a company’s bottom line.
There are a number of specialist charities and organisations that are prepared to give talks at business breakfast meetings, have ‘consultations’ with HR departments, or provide tailor-made in-house seminars.
Find out more about Bastian Lloyd Morris at their website here.
