Strategies for Addressing Workplace Violence from the HR perspective

Crisis Intervention and De-escalation

The HR department must act as a rapid response team.

When a case of violence breaks out, the work climate becomes tense, rumors arise and factions are formed.

The intervention strategy requires communicative transparency (within the limits of confidentiality) to curb gossip.

Meetings should be held with the affected teams to reinforce corporate values and make it clear that the situation is being handled through institutional channels.

The goal is to de-escalate the environmental tension so that the conflict does not paralyze the operation or spread to other areas.

Restoring the Post-Conflict Social Fabric

Once the case has been resolved (either by sanction, dismissal or conciliation), the most difficult task remains: healing the team.

A case of harassment leaves wounds: distrust, fear and resentment.

HR must implement "reconstruction" strategies, which may include integration workshops, facilitated dialogue sessions or the redefinition of group coexistence rules.

If the aggressor was dismissed, the grief or uncertainty of the remaining team should be managed.

If the victim remains, her reintegration should be monitored to ensure that she is not isolated.

The goal is to rebuild a psychologically safe environment where people want to work.

Long-term Monitoring and Follow-up

The intervention does not end with the closure of the disciplinary file. A follow-up period (usually 6 to 12 months) should be established to verify that the measures worked.

Have the hostile behaviors ceased, have the commitments of the improvement plan been fulfilled, how is the victim's performance and health? This monitoring should be proactive, citing the parties periodically.

In addition, the case should serve as a lesson learned: the company should analyze what went wrong in its preven