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Many people working in housing departments and associations experience violence and there's no doubt that it contributes to absenteeism. When the employer fails to take adequate preventive measures, it is failing in its duty of care and putting itself at risk of legal action. Also, everyone gains when people acquire the skills to handle conflict: staff are safer and happier, tenants get a better service and the organisation performs better.

It's important to understand the nature and extent of the problem through a risk assessment; there will always be an element of risk, and it needs to be put into perspective. For instance, although it has been known for housing workers to face firearms, no one would recommend that they always wear bulletproof vests.

It helps greatly to have an effective monitoring process to help identify problem areas. This means staff must know the protocol and be encouraged to report all incidents, and managers must follow up the report, support the individual and discuss trends with the staff. This is where most organisations fail.

Housing associations and councils need a clear policy on violence and a written strategy. This will cover:

• a risk assessment
  
• reporting procedures
  
• risk reduction through safer working practices, in particular for lone and offsite working
  
• the design and layout of offices
  
• security and access arrangements
  
• managing known problem locations and individuals
  
• breaking bad news.

The strategy should also address managing the aftermath of violence – supporting staff, learning from the experience and the organisation's stance on prosecution.

Training is key, both for staff at risk and the managers supporting them. But generic courses are never as effective as those tailored to the needs of a specific group because needs vary between roles and sites. For telephone workers, verbal abuse and threats can be very upsetting, particularly on a daily basis, so this type of aggression does need to be reported.

Many RSLs don’t have strategies for lone workers who might be attacked or held against their will

Also, many organisations do not have effective strategies for lone workers who might be attacked or held against their will. These workers need skills in defusing situations and in reading and using body language, but they must also know that

the office is checking their whereabouts at pre-agreed intervals. An up-to-date list of comments and incidents relating to potentially aggressive individuals must be circulated to all customer-facing staff.

Techniques for avoiding conflict need to be simple to remember and apply. Frontline staff must learn how to assess situations when meeting tenants or visiting someone's home – for example, reading others' body language and being aware of their own.

For staff in high-risk situations, simple exit strategies should be provided. The layout of meeting rooms must allow both interviewee and interviewer to leave easily. If either is hemmed in, it can lead to the fight response, rather than flight. Similarly, when lone workers visit a property and see that the occupant is very emotional, it may be wise to postpone the meeting.

Managers are key to helping staff return to work as soon as possible after a violent incident. They must listen to staff concerns and support the person who is making a report. The worst thing is to say "go home", because the person can dwell on it – often alone – and the worries and stress can grow. It may be necessary to ensure they are accompanied home, and that there is someone with them who can help.