Helping an Employee Recover from an Assault
Being assaulted on the job can lead not only to physical injury, but also to emotional
distress. Recovery with return to job effectiveness requires not only the assistance
of professional experts such as physicians and psychotherapists, but also the
enlightened support of supervisors and co-workers.
The role of the immediate supervisor is especially important, because that person most
powerfully represents the organization to the employee. The supervisor needs to convey
personal concern for the employee as well as the concern of the organization, and a sense
of the employee's unique importance to the work group and its mission. The following
guidelines have proved helpful in these situations:
If the employee is hospitalized, visit, send cards, and convey other expressions
of concern. It is important that the employee not feel abandoned. The nursing staff can
advise you of the length and type of interaction most appropriate. If the person is quite ill,
a very brief visit and a few words of concern may be enough. As recovery continues,
sharing news from the office will help the person continue to feel a part of the
organization.
Encourage co-workers to show support. At some point the employee will need to
tell the story of the assault, probably more than once, and may find it easier to discuss this
with co-workers who are familiar with the work setting and may have had similar
experiences. Co-workers can help significantly by listening in a caring way, showing
support and avoiding any second guessing of the situation. Being assaulted is not only
physically painful; it can make the world feel like a cold, frightening place. Simple
expressions of kindness from friends and co-workers—a visit, a card game, a funny book, a
favorite magazine—can help the person regain a sense of safety.
Help the employee's family. If the employee has a family, they may need support as
well. If the situation has received media attention, the family may need assistance in
screening phone calls and mail. Other kinds of help, such as caring for children while a
spouse visits the hospital, can go a long way in showing that the work group cares for its
members.
Plan the employee's return to work. The supervisor, employee, employee/labor
relations specialist, and health care providers need to work together to plan the employee's
return to work. Here are some important points to consider:
- There is truth in the old saying about "getting back on the horse that just threw
you," and it can be helpful to get back to the crucial place or activity in a timely
manner. The sooner the employee can return, the easier it will be to rejoin the
group, and the employee will have missed out on less of the current information
needed for effective job performance. However, it is important not to expose the
employee to too much stress at once. A flexible approach, for example, part-time
work, a different assignment at first, or assignment of a co-worker for support, can
often help the employee overcome anxiety and recover self-confidence and may
allow the employee to return to work sooner than would otherwise be possible.
- The employee's physical needs must be clarified with health care providers, e.g.,
the supervisor and employee should understand precisely what is meant by phrases
such as "light work." If the employee looks different, from wearing a cast or
having visible scars, it is helpful to prepare other employees for this in advance.
Advance thought needs to be given to any new environmental needs the employee
may have, such as wheelchair access or a place to lie down during the day.
- Working out a flexible plan for a recovering employee may take time and energy in
the short run, but that effort will be repaid in the long run by retaining an
experienced employee as an integral part of the work group.
Offer counseling. Counseling services should be offered through the Employee
Assistance Program (EAP), and with the attitude that it is perfectly natural to use such
professional resources in the aftermath of a traumatic experience. Supervisors and EAP
personnel should work together to make the experience as convenient and non-bureaucratic
as possible. However, individual preferences and differences should be
respected. Some employees find that they can recover from the effects of the experience
with the help of their friends, family, and co-workers. Others may not feel the need for
counseling until weeks have passed and they realize that they are not recovering as well as
they would like.
Make career counseling and other forms of assistance available if the employee
decides to change jobs. Even with excellent support, employees who have been
assaulted sometimes feel, "It just isn't worth it," and decide to transfer to a safer
occupation. The employee should be encouraged not to make such an important decision
in haste, but career counseling and other forms of assistance should be made available.
Supervisors and co-workers who have tried to help the employee may need reassurance
that their efforts contributed to the individual's recovery, and that the decision is not a
rejection of them.