Managing Antisocial Behaviour at Work

Australian workplaces are experiencing a notable increase in antisocial behaviour, with impacts reaching beyond traditionally high-risk sectors. As organisations work to address increased aggression, bullying, theft and verbal abuse from customers and colleagues, many are seeking more effective protection strategies.

At a recent panel discussion hosted by The Safe Step and The Next Step, leaders from healthcare, retail, utilities and energy sectors shared their experiences and solutions, revealing valuable insights for managing these challenges.

Why now? Understanding the rise in antisocial behaviour

While interpersonal behaviour has always been challenging to manage in workplaces, recent years have brought distinct changes. Employers across industries have reported a significant increase in antisocial behaviour since early 2020, affecting both customer interactions and relationships between colleagues.

What began as pandemic-related tensions has evolved into a broader pattern of aggressive behaviour. The initial concerns about personal safety and disease transmission have given way to wider frustrations, as ongoing pressures around work security and financial stability continue to influence workplace interactions.

"Society is getting more impatient and wants stuff done 'right now'," explained Chan Sinnadurai, Head of Health Safety Security & Environment at Energy Australia. Their data shows this tangibly - 50% of calls now involve some form of profanity or abuse.

The cost-of-living crisis has intensified these pressures, manifesting differently across sectors. Healthcare workers face increasing aggression from patients and family members. Essential service providers grapple with heightened tensions in call centres, particularly around billing issues. Retailers, especially in CBD areas, report a significant rise in youth-related crime and theft.

Prevention: A multi-layered approach

Organisations are employing a wide range of strategies to mitigate and manage antisocial behaviour risks. Our recent panel event revealed several innovative approaches that are delivering measurable results.

At Western Health, CEO and finalist for AIHS Australian WHS Champion (CEO) of the Year, Russell Harrison, has implemented a systematic approach to staff protection. The organisation's education program addressing nine common myths about healthcare worker obligations in dangerous situations achieved a 95% staff behaviour change rate. Their confidential reporting system, 'The Vault', enables staff to safely report concerning behaviour while allowing the organisation to identify troubling patterns. Western Health's implementation of the Broset scale exemplifies how standardised measurement tools can drive improvement. The scale creates a common language for behavioural risks, with past aggressive behaviour proving to be a strong predictor of future incidents. Staff use this insight to flag potential risks in patient records and take proactive measures.

Essential service providers face unique challenges, unable to refuse service even to aggressive customers. Energy Australia has developed innovative solutions for their contact centre staff, including a 'wellness code' system for immediate breaks after difficult interactions. They've also implemented a routing system for sensitive cases related to calls where domestic violence may be an issue. The organisation also invests in management training. "People are your most important asset," Sinnadurai says.

7-Eleven's approach demonstrates how prevention strategies can significantly reduce staff exposure to trauma. Their combination of controls for example, secure counters, safe havens, locked door policy and night pay windows have reduced robbery incidents below competitors' rates. This non-confrontational approach, backed by immediate support from field managers following any incident, has helped maintain staff wellbeing while managing security risks.

Data: Creating a complete picture

Success in managing antisocial behaviour requires sophisticated data integration and analysis. Leading organisations are combining safety and human resources insights to build a comprehensive view. This includes overlaying incident reports with employee engagement surveys, exit interviews and case management data to identify patterns and predict potential hotspots.

Greater Western Water takes a 'whole of system approach' under the leadership of Chief People Officer Louise Meadows. Their safety wellbeing dashboard enables swift responses to emerging issues. During critical operational periods, daily data reviews help them identify pressure points and adjust support measures in real time.

However, panellists emphasised the importance of maintaining vigilance even when metrics improve. Success metrics need regular review and reinforcement to prevent complacency. This includes monitoring both immediate indicators like incident rates and longer-term measures such as staff retention and wellbeing scores.

Building a stronger employer brand

The impact of effective antisocial behaviour management extends beyond immediate safety concerns to influence an organisation's ability to attract and retain talent. Western Health's comprehensive approach has yielded impressive results in their People Matters survey, with staff perception of workplace safety increasing dramatically.

"We want to be an employer of choice because there's a lot of competition out there," explains Harrison. "Everything we do reinforces that Western Health is a great place to work - one that keeps its people safe and offers rewarding careers."

"In today's competitive talent market, organisations that prioritise their people's safety and wellbeing have a clear advantage," says Cate Ingham, Principal Consultant at The Safe Step. "Those with robust, people-first strategies are becoming employers of choice."

A new path forward

The landscape of workplace behaviour continues to evolve, requiring organisations to adapt and enhance their protective measures. Success demands a well-rounded approach: thoughtful prevention strategies, data analysis and strong leadership. As our panel demonstrated, organisations that prioritise these elements not only reduce incidents but build stronger, more resilient workplace cultures that attract and retain talent.