Introduction: Why DFV is a Workplace Issue, Not a Private Matter
Domestic and family violence (DFV) has long been framed as a “private” matter. For decades, workplaces assumed that what happened outside work was beyond their remit. But the evidence is unequivocal: DFV doesn’t stay at home. It follows people to work in ways that undermine wellbeing, productivity, and safety — and in turn, shape workplace culture.
Across Australia, one in four women and one in thirteen men report experiencing DFV in their lifetime. The consequences aren’t confined to the personal sphere. Employees dealing with violence may miss work, struggle with concentration, or fear that the perpetrator will appear at the workplace. Colleagues may not know how to respond. Managers may hesitate, seeing DFV as “too personal” to intervene in. The ripple effects are real: absenteeism, turnover, presenteeism, psychological injury, and, in tragic cases, workplace safety incidents.
For leaders and executives, reframing DFV as a work health and safety (WHS) issue — not merely a “human resources” or “personal” one — is vital. Safe Work Australia and state regulators have made clear that psychosocial risks, including DFV, fall squarely within the duty of care owed by employers. Beyond compliance, though, is a deeper cultural imperative: how do organisations respond when employees’ lives are disrupted by violence?
This blog explores the tangible and intangible ways DFV affects staff wellbeing, productivity, and workplace culture — and why prevention and response must become core business priorities.
Part 1: The Impact on Employee Wellbeing
Physical and Psychological Harm
Employees experiencing DFV often arrive at work already carrying trauma. They may be dealing with physical injuries, disrupted sleep, chronic anxiety, or symptoms of PTSD. The workplace should ideally provide safety and stability, but without adequate systems, it can instead amplify the harm.
Work stressors — deadlines, performance reviews, customer interactions — can feel overwhelming when layered on top of coercive control at home. Survivors report difficulty concentrating, mood swings, and feeling “on edge,” especially when perpetrators use technology (emails, calls, messages) to continue harassment during work hours.
Economic Abuse and Financial Stress
Financial abuse is one of the most common tactics of DFV, and it has direct consequences for workplace wellbeing. Employees may arrive late or leave early because their partner controls transport or childcare arrangements. Others may lack money for basic needs, uniforms, or work equipment. Insecure visa status or lack of access to Centrelink support — particularly relevant for migrant and temporary workers — exacerbates stress.
Stigma and Silence
Perhaps most damaging to wellbeing is the culture of silence. Many employees fear judgment, discrimination, or even dismissal if they disclose DFV. This stigma compounds the trauma: survivors end up working in isolation, unable to seek support, and forced to mask the impact of violence on their health and performance.
Part 2: The Productivity Toll
Absenteeism and Presenteeism
Studies estimate DFV costs Australian businesses more than $2 billion annually in lost productivity. Absenteeism is one factor — staff missing shifts due to injury, fear, or court obligations. But presenteeism — being physically present but unable to focus — often has the greater hidden cost. Survivors may spend hours during work dealing with harassing calls, navigating housing or legal systems, or simply struggling with the emotional toll of abuse.
Turnover and Talent Drain
Employees facing violence often leave jobs suddenly, either because their safety is compromised, or because their employer fails to provide adequate support. High turnover leads to recruitment costs, training gaps, and the loss of valuable institutional knowledge. For industries reliant on casual and shift workers — retail, hospitality, healthcare — turnover linked to DFV is especially destabilising.
Managerial Disruption
Managers, too, feel the productivity impact when workplaces aren’t equipped to handle DFV. Time is spent addressing performance issues, managing absences, or dealing with interpersonal conflict — often without training or support. This reactive cycle not only drains productivity but also fuels burnout among managers themselves.
Part 3: The Cultural Consequences
Trust and Psychological Safety
Workplace culture lives or dies on trust. If employees feel their workplace won’t support them in moments of crisis, trust erodes. Conversely, when organisations actively create DFV-safe environments, staff perceive leadership as more empathetic, values-driven, and reliable.
Bystander Silence
Without clear policies and training, colleagues may notice warning signs — sudden changes in behaviour, frequent unexplained absences, visible injuries — but remain silent out of fear of “saying the wrong thing.” This silence creates a culture where harm is normalised, and perpetrators may even feel emboldened.
Inclusion and Equity
DFV disproportionately affects women, LGBTQ+ people, people with disability, Aboriginal and Torres Strait Islander communities, and migrant workers. A workplace that ignores DFV therefore compounds inequities. By contrast, workplaces that lead in prevention and response demonstrate commitment to diversity and inclusion.
Part 4: The Business Case for Action
Some leaders still hesitate, fearing that DFV support is “beyond scope” or “too costly.” The evidence proves otherwise.
- Compliance and Legal Risk: Employers have WHS obligations to manage psychosocial risks. Ignoring DFV can expose businesses to claims of negligence or breach of duty.
- Financial Costs: Replacing an employee costs on average 1.5 times their annual salary. Supporting staff to remain safe and productive is far more cost-effective than managing turnover.
- Reputation: Consumers and investors increasingly expect companies to demonstrate social responsibility. A workplace known for ignoring DFV risks reputational damage.
- Culture and Performance: Employees thrive when they feel safe. Productivity, innovation, and retention all rise when workplaces support wellbeing.
Part 5: Moving from Awareness to Action
Understanding the impact is only step one. The next question for leaders is: What can we do about it?
- Acknowledge DFV as a WHS issue. Position DFV prevention and response alongside physical safety and mental health in organisational risk frameworks.
- Invest in training. Equip managers, HR, and staff with the skills to respond appropriately and sensitively.
- Create clear policies. Go beyond leave entitlements to include flexible work, confidentiality protections, and support for employees who disclose.
- Partner with experts. Engage specialist DFV organisations to design policies, training, and referral pathways.
- Foster culture change. Encourage conversations, challenge stigma, and celebrate role models who model supportive behaviour.
Conclusion: Leadership That Listens and Acts
Domestic and family violence is not just a “private matter.” It is a workplace issue with profound implications for wellbeing, productivity, and culture. For too long, businesses have underestimated the ripple effects — or relied on silence. But silence is no longer an option.
By reframing DFV as a WHS, compliance, and cultural issue, leaders can create workplaces that are safe, supportive, and productive. The impact is twofold: employees gain dignity and security, and organisations strengthen their resilience and performance.
In a competitive labour market, the organisations that lead on DFV will not only meet their legal obligations but also stand out as employers of choice. The question for business leaders is no longer if DFV affects your workplace, but how you will respond.
