| | 1) A workplace level intervention to reduce inappropriate behaviour in schools | Author(s): Maarit Varita Level of Intervention: Primary | Is the intervention sector specific? | No | Is the intervention usable with different enterprise sizes? | Yes | Is the intervention equally applicable to both genders? | Yes | Is the intervention based on theory? | Yes | Can the intervention approach be adapted/ tailored? | Yes | Does the intervention promote CSR and how? | The intervention was not explicitly linked to responsible business practices although it does promote employee well-being. | Does the intervention promote social dialogue and how?aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa | Employees, supervisors and safety delegates worked collaboratively together; the authorities of the city supported the work. | Overview (including risk assessment and law – legal requirements etc.):
The intervention was carried out in eight primary schools in one municipality in Finland. There were between 25-90 teachers and other members of staff in the schools. The aim of the intervention was to reduce the amount of perceived inappropriate behaviour, perceived bullying and observed bullying in the work units. Only inappropriate behaviour and bullying among staff was looked at, not inappropriate behaviour by pupils. The intervention was based on the environmental view on the antecedents of workplace bullying.
| Implementation: The project lasted approximately one year. In each school the interventions included: - a starting meeting with a pre-intervention survey and training about the phenomenon and causes of bullying (about 2 hours) - a feedback session with training and discussion about bullying, particularly about the risks of inappropriate behaviour in the specific school (about 1½ hours) - a joint event for all the participants (1/2 day) - a meeting where a post-intervention survey was conducted with discussion (about 1/2 hour) - a feedback session with discussion (about 1 hour). | Practical applications:
The intervention demonstrated that this kind of an approach works and there are plans to adapt the same procedure in other workplaces in the city.
| Innovative aspects: Inappropriate behaviour and bullying were directly discussed in the workplace with the whole staff several times during one year. | Evaluation (including process issues, outcomes and sustainability):
Pre- and post-intervention measurements were used. The pre-intervention questionnaire included questions on different forms of inappropriate behaviour, perceived bullying, observed bullying, psychosocial work environment, including atmosphere in the workplace and some questions on leadership style. The post-intervention questionnaire included the same questions on inappropriate behaviour and bullying, and questions about the intervention and the effectiveness of the activities carried out.
| Benefits (including cost effectiveness):
The results demonstrated that by bringing up inappropriate behaviour and bullying with the whole staff, and discussing and examining the risk situations and antecedents of bullying in the respective work unit it is possible to gain positive results. A slight decrease in some forms of perceived inappropriate behaviour, and observed bullying was received. The intervention was experienced positively. Many employees reported that they paid more attention to their own behaviour toward co-workers than before, and that they intervened more easily if they saw inappropriate behaviour occurring. Many employees found that not enough had been done in their own workplace to reduce inappropriate behaviour. The reason for this was most often due to a high workload experienced by the majority of employees.
| References:
Vartia, Maarti (2009). Vastuullisen työkäyttäytymisen pilottihanke Vantaan kaupungissa. (Responsible behaviour at work - A pilot project in the city of Vantaa). Vautsi, Vantaan kaupungin henkilöstölehti, 14-15. (In Finnish)
| Comments: Commitment of the supervisor is important so that all the meetings can be arranged. In schools the meetings were arranged after-school hours. High workload and big incidents (in this case school shooting that happened during the year) have considerable effect on the process. |
| 2) KAURIS: Risks in the retail sector - assessment and management of the risks of violence by third parties | Author(s): Nina Isotalus and Kaija Leena Saarela Level of Intervention: Primary | Is the intervention sector specific? | No | Is the intervention usable with different enterprise sizes? | Yes | Is the intervention equally applicable to both genders? | Yes | Is the intervention based on theory? | Yes | Can the intervention approach be adapted/ tailored? | Yes | Does the intervention promote CSR and how? | A central component of the intervention is raising awareness and increasing responsibility of the management for the health and safety of employees. | Does the intervention promote social dialogue and how?aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa | The method has been developed through a process of social dialogue at the national and EU level. This was accomplished by forming a steering group with several key stakeholders in the process, namely local authorities, researchers, retail branches, employers and employees. When implemented at the workplace, a participative approach is used. | Overview (including risk assessment and law – legal requirements etc.):
The KAURIS method (Risks in the retail trade) is a systematic model for the assessment and management of the risks of third party violence in the workplace. It is a basic but comprehensive method where the physical environment, training of the employees, and after care are taken into account. The method includes a set of tools (such as check-lists and information sheets) to assess the risks of violence, and how the workplace is prepared for violent or threatening situations. The primary aim of KAURIS is to develop a more safe and secure workplace by training staff with the help of different kinds of technical and functional solutions.
| Implementation: The method includes the following steps: - collection of information on the working group and on the process and situation;
- distribution of an employee survey about violent and threatening situations;
- assessing the state of preparation for violent situations in the workplace;
- development and planning of the interventions needed;
- training for the entire staff; and
- regular evaluation and development of the management of the risks of violence as part of normal daily life in the workplace.
Implementation of the KAURIS process utilises a participative approach in which a team, consisting of the supervisor and employees, is formed for planning and carrying out the necessary operations like organising training, developing the work environment, supplying the necessary safety equipment etc. In addition, the entire staff is involved in the process.
A core component of the method is staff training; where the knowledge and skills of staff and managers grow and develop. It is recommended that employees and managers work collectively to address the issues. | Practical applications:
Although the method has been developed in trade, it can be used in a variety of other occupational sectors by tailoring it to the needs of each organisation. Modifications of the method have been made, for instance for taxi drivers and real estate branches.
| Innovative aspects: Kauris is an innovative method that has raised awareness of the causes and consequence of work-related violence (for both organisations and individuals); and provides a systematic procedure for enterprises to begin to address this issue. Many violence interventions have some of their roots in this method. | Evaluation (including process issues, outcomes and sustainability):
The KAURIS method has been tested and evaluated during its development. A pilot study was conducted in several different target organisations. Researchers visited half of the participating organisations whilst the other half received only the handbook1 of the method. The pilot study demonstrated that the handbook gave sufficient information for interventions. A subjective assessment of the effectiveness of the KAURIS method, as observed by staff members, was recorded; however, during the evaluation process the reduction of violent incidents was not measured. The authors note that there was no reporting system that would have fulfilled scientific criteria.
| Benefits (including cost effectiveness):
Main results, including cost effectiveness): The method was found to be cost-effective and user-friendly.
| References: Isotalus, N. & Saarela, K-L (2001). Kauris, menetelmä työväkivaltariskien kartoitukseen ja hallintaan (The method to assess and manage workplace violence risks).Helsinki, Finland: Työterveyslaitos (Finnish Institute of Occupational Health).
Isotalus, N.(2002). Prevention of physical violence at work. African Newsletter on Occupational Health and Safety, 12, 12-15. | Comments: 1 The KAURIS method is outlined in a handbook that provides information and knowledge about the responsibilities, duties and tasks of the safety manager and of all employees in relation to safety at work. The handbook also outlines possibilities and practical measures useful in promoting and developing a safety work environment. Additionally, the manual provides advice on how to deal with violent customers and drug users, how to calm oneself in a threatening situation and how to protect oneself. It also includes all the necessary forms to carry out the KAURIS process: such as, the survey for the employees, and a form for the assessment of the state of preparation for violent situations. |
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