Supporting an employee experiencing domestic violence starts with noticing subtle changes in behaviour rather than treating performance issues as a productivity problem. A small-business owner recently noticed a staff member’s late arrivals and a habit of keeping their phone face-down. The owner felt helpless, believing that without a dedicated HR department or formal training, there was no appropriate way to intervene. This assumption is common among small-business owners, but it is almost entirely incorrect. Small businesses operate with tighter margins and fewer buffers, meaning one person’s absence or reduced performance can have immediate and severe repercussions for the entire operation. This commercial reality makes it even more critical that leadership steps in early rather than waiting for a formal review.
Ask, don’t manage
When an employee’s reliable work begins to slip, the natural managerial reflex is to address the standards of performance. This approach often misses the root cause and can push an already vulnerable staff member further away. Instead of jumping straight into a formal review, a manager should aim for a simple, human inquiry. Asking, “I’ve noticed things seem harder for you lately, is there anything going on or anything I can adjust?” costs very little but goes further than any formal procedure. This moment of discomfort for the manager is a small price to pay for the stability it offers the employee.
Small businesses possess a distinct advantage in these situations: flexibility. This does not require a formal policy or a legal team, only a manager willing to say yes to reasonable requests without prying into personal details. Adjusting shift patterns, allowing work-from-home options, or permitting a staff member to step outside to take a call can provide essential breathing room. This non-judgmental adaptability can be the difference between an employee feeling supported and one who feels forced to quit.
Know the resources and leave entitlements
Most women experiencing domestic violence do not inform their employer directly. They share their situation with a trusted colleague or a friend long before anyone in leadership is aware of the problem. Relying on a single designated confidante is therefore a risky strategy for a business. However, whoever does receive sensitive information must know exactly what to do with it. They do not need to have all the answers, but they should know how to connect the employee with professional support services like 1800RESPECT or a local domestic violence agency.
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