Businesses should not ignore domestic violence in the lives of their staff

Imagine one of these scenarios:

1. Barb is coercively controlled by her husband who is jealous when she leaves for work, forcing her to take more sick leave.

2. Mark reports to you that his wife is calling him, with calls that (to you) seem abusive.

3. Teri seems very nervous and apologizes to her partner Beth, an HR manager at the same company (your boss). You’re Teri’s manager and you feel like something is seriously wrong.

When it comes to engaging with staff’s personal relationship circumstances, it is increasingly clear that this is a moral obligation of employers – when those circumstances include domestic violence.

Domestic violence is not uncommon, in fact it has a lifetime prevalence of 22 percent for adults in the UKsimilar to depression (15 percent) and anxiety (33 percent). THE The Royal College of Psychiatry recently reported that past domestic violence and relationship problems (such as coercion) two of the top three factors driving women to attend NHS mental health services. Women’s Aid also reports that 60 to 70 percent of women who access mental health services have been victims of domestic violence.

The Trades Union Congress (TUC) carried out a study in 2014 of 3,423 employees, revealing that more than 40 percent of those surveyed have been victims of domestic violence at some point in their lives. The results were striking: most reported a direct impact on their ability to work. Similarly, in a 2021 Vodafone survey, 94 percent of employed victims reported that experiences of domestic violence affected their work. Additionally, a 2019 KPMG report found that between 41 percent and 88 percent of people who had experienced domestic violence during their working lives said it had impacted their career progression.

The effects of domestic violence are not limited to emotional disturbances; the consequences are often tangible in the workplace. Mental health problems are three times more likely among survivors compared to non-victims. Without a tailored domestic violence support strategy, employers risk directing employees towards general mental health pathways rather than addressing their specific situation, leading to prolonged problems and potentially ineffective interventions.

Employer Responsibilities

The government has demonstrated a welcome political shift, making domestic violence an employer responsibility, extended to statutory guidance in 2022, examining the role of workplace support around domestic violence. It says: “Employers should consider the impact of domestic violence on their employees as part of their duty of care.” The call to action is increasingly formalized across the sector, with Ireland witnessing the arrival of Domestic Violence (Safe Leave) Act 2022providing 10 days of leave as a legal right to victims of domestic violence.

The Employers’ Initiative Against Domestic Abuse (EIDA) has campaigned for policies in the UK employment sector. At the time of writing, more than 1,700 organizations have signed up, including the NHS, which this year added a question on domestic violence to its staff survey – a strong indication of its commitment to tackling domestic violence in the workplace.

As an employer, it is crucial to view domestic violence as a situation that requires intervention rather than just a set of mental health symptoms. Such an approach recognizes the broader context: individuals need support not only for their symptoms, but also to escape and recover from the root causes of their distress.

The cost of not supporting staff

Beyond moral obligation, there are economic motivations to address domestic violence in the workplace. The cost of domestic violence to UK businesses is estimated at over £14 billion per year due to reduced productivity, absenteeism, poor performance and employee turnover. Additionally, it is estimated that more than 66 percent of employees affected by domestic violence do not disclose their needs due to privacy and shame concerns. This hidden crisis places an immense financial burden on employers, estimated at around £7,245 per affected employeewith a retention cost affecting one employee in 10.

The need to act without request from staff

In conversation at the CIPD Work Festival in June, a representative from a large-scale employee assistance program (EAP) provider told me that they “provide mental health solutions based on reported staffing needs.” However, no specific provisions on domestic violence were proposed because this need had not been identified by employees.

This highlights a significant challenge: employers cannot wait for staff to report their need for domestic violence support. Domestic violence is often shrouded in silence; Most victims do not come forward, fearing shame, violations of their privacy, or that their experiences are not “serious” enough to qualify as abuse. Up to one in six victims have an abuser working in the same workplace, making privacy and confidentiality support channels crucial.

The invisible nature of domestic violence and barriers to disclosure are major concerns. The TUC found that some managers were unsympathetic to staff facing persistent lateness, unexplained absences or poor performance, leading to dismissals. These symptoms often reflect a deeper struggle – rooted in the ongoing trauma of domestic violence.

Additionally, escaping abuse is only one crucial step in recovery. Many victims leave an abusive situation only to find themselves dealing with lingering psychological effects, such as complex trauma and other comorbid conditions. To further complicate matters, many survivors endure lengthy and emotionally draining divorces and co-parenting scenarios, often remaining exposed to abuse even after the relationship ends. These realities require a continued and united response from employers, going beyond the initial leak.

Why should employers take on this responsibility?

Workplaces are often the only safe environment where victims of domestic violence can access support. In the Vodafone/KPMG Employer Ratingit was concluded that workplaces might be one of the few places where individuals have the autonomy to seek help. For victims, this access is essential. Whether they’re trying to escape an abusive relationship or recover after leaving one, proper support at work can be the difference between enduring further abuse and regaining control of their lives.

The work environment can either worsen the consequences of mistreatment or promote recovery. Much like how employers approach other mental health issues like anxiety or depression, creating a culture of understanding and support for victims of domestic violence can make a significant difference. Simple interventions such as putting a policy in place, providing domestic violence-specific signage, training staff and providing confidential and accessible support tools can enable affected employees to overcome abuse and prevent future victimization.

Domestic violence is not a private problem to be ignored in the workplace: it is a situation that signals an important need and requires an organizational response. As domestic violence affects staff productivity, wellbeing and retention, employers have a moral, legal and financial duty to act.

Domestic violence is a complex challenge, but as awareness grows, workplaces have the opportunity to play a transformative role in the recovery of those affected. With over 1,700 organizations joining EIDA and the UK Government to set out statutory guidance, there is a clear trend towards a compassionate and proactive approach to supporting staff affected by domestic violence. This is an opportunity for businesses to step up and make a meaningful impact on the lives of their employees, ensuring they not only survive, but thrive.

The key takeaway for employers is that domestic violence in the workplace is not just a morality issue but also a productivity, wellbeing and empowerment issue. By recognizing the rationale and scale of need, organizations can establish a culture where domestic violence is a recognized duty of care and curiosity about how to support staff can drive change.

Dr. Craig Newman is a clinical psychologist, certified psychologist coach and author of Get out there, get love