Introduction: Small Numbers, Big Responsibility
When we talk about workplace responses to domestic and family violence (DFV), most guidance assumes large HR departments, multiple disclosure pathways, and extensive resources. But what if you run a café with two baristas? Or a small plumbing business with one apprentice? Or a not-for-profit with a single administrator?
Does DFV still matter if you have just one employee? Absolutely.
Workplace safety obligations — under WHS law and the National Employment Standards — apply no matter the size of your business. And ethically, the size of your team only heightens the stakes: if you are someone’s sole employer, you may be one of the only people in their life with the power to notice harm and offer support.
This blog offers a roadmap for small business owners and sole employers: practical, low-barrier steps to make your workplace DFV-safe, even if you only have one staff member.
Part 1: Why Small Workplaces Can’t Look Away
The Myth of “Too Small to Matter”
Many small employers think DFV is “for the big companies to worry about.” But violence doesn’t discriminate by workplace size. A café worker is as likely to experience DFV as a corporate executive. In fact, casual and young workers — common in small businesses — often face increased risk and fewer safety nets.
The Close-Knit Factor
Small teams mean closer working relationships. That can be positive (you know your staff personally), but it can also make disclosure harder (fear of gossip, blurred boundaries). Creating a respectful, professional framework for DFV is essential.
The Business Impact
If you have one employee and they suddenly stop showing up, your business may grind to a halt. Supporting staff through DFV is not just the right thing to do — it’s also vital for business continuity.
Part 2: The One-Employee Scenario
Let’s imagine:
You run a small bakery. You have one part-time assistant, Sam. You notice Sam has been distracted, missing shifts, and receiving a flood of text messages while working. One day, Sam calls in saying they can’t make it because of “family issues.”
What do you do?
Without a DFV lens, you might treat this as a performance problem. With a DFV lens, you see a health and safety issue, and an opportunity to provide support.
Part 3: Core Principles for Small Employers
- Safety First: Your duty is to keep your workplace safe — physically and psychologically.
- Confidentiality: Even in a small team, protect your employee’s privacy.
- Boundaries: You’re not a counsellor — your role is to listen, believe, and connect to support.
- Flexibility: Small adjustments can make a huge difference.
- Consistency: Apply the same respectful approach you would expect in a larger organisation.
Part 4: Practical Tools You Can Use Immediately
1. A Simple DFV Policy
Even if you only employ one person, write down a short policy. It doesn’t need to be fancy. Include:
- Recognition that DFV is a workplace issue.
- A commitment to confidentiality.
- Information on entitlements (paid DFV leave now applies nationally).
- Who your employee can talk to (you, or an external service).
2. Safe Disclosure Pathways
As the sole employer, you may be the only disclosure point. To reduce pressure:
- Offer the option of talking to an external HR consultant, union, or EAP provider.
- Let staff know they can contact 1800RESPECT directly without going through you.
3. Awareness Resources
Place DFV support information in shared spaces (posters in the bathroom, info on payslips). This normalises awareness without forcing conversations.
4. Flexible Support
Be ready to:
- Adjust rosters.
- Offer paid DFV leave.
- Redirect work calls or protect payroll details.
- Allow time off for legal or medical appointments.
Part 5: Action Plan for Small Workplaces
Day 1–7:
- Draft a short DFV statement or policy.
- Print and post helpline numbers in discreet places.
- Educate yourself on DFV basics via 1800RESPECT or Safe Work Australia.
Day 8–14:
- Have a conversation with your employee(s) about workplace safety more broadly, including DFV.
- Clarify entitlements (e.g. paid FDV leave).
Day 15–30:
- Set up a relationship with an external HR advisor, EAP, or local DFV service you can refer to.
- Schedule a check-in with staff to ensure they know supports are available.
Part 6: When You’re the Only Witness
In small workplaces, you might be the only one who notices changes. Here’s how to respond:
Do:
- Gently check in: “I’ve noticed you seem under a lot of stress. If there’s anything affecting your work, I want you to know you can talk to me, and I’ll keep it confidential.”
- Offer options, not demands.
- Respect their choice if they don’t want to disclose.
Don’t:
- Investigate or interrogate.
- Share information without consent (unless immediate safety is at risk).
- Assume it’s not your role.
Part 7: Stories from the Field
Case 1: The Hairdresser
A salon owner noticed her apprentice’s ex-partner loitering outside the shop. She quietly offered to adjust the roster and kept the back door locked during shifts. The apprentice later said the simple changes made her feel safe enough to keep working.
Case 2: The Café Owner
A barista disclosed to her employer that she was applying for an intervention order. The employer gave her paid time off for court and arranged shifts that avoided late nights. The employee stayed in the role and the business avoided turnover costs.
These examples show that small, low-cost actions can have life-changing impacts.
Part 8: The Bigger Picture — Small Businesses as Prevention Partners
Collectively, small businesses employ nearly half of Australia’s workforce. That means their role in DFV prevention is enormous. By adopting even modest measures, small employers contribute to cultural change across the community.
The National Plan to End Violence highlights workplaces as prevention sites. Small business voices are critical in showing that safety is everyone’s business — not just the domain of corporates.
Conclusion: You Don’t Need HR to Make a Difference
Supporting staff through DFV isn’t about big budgets or complex systems. It’s about mindset, awareness, and humanity.
If you employ just one person, you still hold immense power: the power to create a safe space, to protect dignity, and to enable someone to keep working while navigating violence.
The question is not whether small workplaces can act, but whether they will. Every employer — no matter the size — can be part of the solution.
