Coaching and Workplace Violence - A Critical Tool in Prevention, and Recovery - By: Mark Joyella, Coaching Commons

What leads workers to resolve conflict on the job with violence?

And where does coaching fit in—in the aftermath of a violent incident—and, perhaps more importantly, months or years beforehand.

“People need help in knowing what to say—when my co-worker says this to me, or acts in that way—what can I do,” says Peggy Grall, a former psychotherapist who now does conflict coaching from her offices in Ontario, Canada.

“I think we can’t overstate the value of being in a relationship with someone like a coach…where we can have the opportunity to reflect on our own behavior, and our responses to other people’s behavior in the workplace,” said Grall.

“My guess is, a lot of the violence in the workplace that you see started off as frustration.”

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How to Properly Sack Someone - By Rasha Mourtada, The Globe & Mail

Ms. Grall agrees that reputation is something to consider. If you fire without due diligence, “you’ve just sent people out to the marketplace with a really bad feeling about your company.”

Like it or not, in situations where an employee isn’t performing up to par, the onus is on the employer to try to make the situation right – and to make a record of those efforts.

“You need to be able to demonstrate that you have made every effort to get training for that person,” says Ms. Grall.

Clearly documenting attempts to correct poor performance is a non-negotiable step of the process. “I’ve seen situations where the poor performance has gone on and on and then the employer is in a tough situation,” she says. “Everyone may agree this person needs to be let go, but if you haven’t documented then you could be looking at a lawsuit.”

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