managing violence & agression on the frontline
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+Managing Violence and Aggressionon the Frontline'A Case Study'
Nicole Vazquez andPaula Durrans
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10 counties in England and South Wales
A little about us…
9,500 services every week,calling at 276 stations
Trains cover 70 million miles and carry over 97 million passengers every year
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+A little about us… We directly employ 5,500 staff, 75% are in customer facing roles.
I joined First Great Western in 2008, having worked for several Inter City type companies including Virgin Trains, CrossCountry etc.
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+Our Challenges
By the nature of our business, our frontline staff can and do face violence and aggression for all manner of reasons
There was a steady increase in incidents and in early 2009 we reached a tipping point.
Consequences staff reluctant to work poor morale increased sickness trade union interest…which all lead to a demoralized workforce.
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+Our ChallengesBefore we could do anything we needed to: accept that we had a problem engage the “whole” of the company to commit to dealing with the problem.
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+The Goal…
'reduce the amount of conflict and the number of
violent and aggressive incidents'
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+The Plan…
Set achievable outcomes
Use a collaborative approach
Improve control measures
Devise a suite of training
Measure the impact (along the way)
Ask the experts!
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+The 'how'…
Step 1
Groundwork to engage 'everyone' Improve understanding of the risks and concerns of Frontline Staff
Ensure Senior Management could see the business benefits
Promotion and support from Middle Managers and H&S Team
Involve British Transport Police Create Champions
= Focus Groups
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+The 'how'…
Step 2
Review of the Paperwork and Processes Clear definitions Clear expectations Consistent message Accessible reporting process Clear investigation and learning process User friendly guidance and support
= New Policy and Procedures
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+The 'how'…
Step 3
Communicate the message Managers New Starters On-Board Staff Station Staff Higher Risk Groups
= Suite of Training Workshops
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+
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Messages
FGW Approach
Key Principles Assessment Tools Self Awareness Avoidance and Defusion Strategies Emergency and Exit Protocol
Models to aid learning retention
Building on existing training and skills
Industry Standards – RSSB and BTP
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Changing Messages
Goals
Powers
Limits
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+Additional Course
Support Workshops Offer guidance Increase confidence Self Reflection Challenge thinking Accelerate their return to productive work
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What does success look like?……. Violence at Work Policy –
familiar to all
Over 4,000 staff trained
Managers report: Changes in attitudes Changes in behaviour Easier to discuss incidents Better communication
Measurable outcomes
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What does success look like?…….
Writing the strategy and producing all of the associated policies and procedures along with developing and delivering the initial training courses took 2 years to deliver.
By the end of the 4 year strategic period we had achieved 19% year on year reduction in personal security incidents and a significant reduction in lost time.
However – there is still a lot more to do and our commitment to further reduce violence at work and develop the skills of our customer facing teams remains a priority for FGW.