Information, training, instruction and supervision controls: make sure supervisors and other roles such as HR have the skills and training to support workers, including empathetic leadership; increase the number of specially trained workers such as in people handling or dementia care; give new workers extra support and supervision such as not working alone, induction, training and buddy programs; give information and training on behaviour expectations, how and when to report and how harmful behaviours will be addressed; and make sure workers know what to do when they experience or witness harmful behaviour. Poor internal behaviour may be a response to other hazards such as high demands, role confusion and weak support, so stress and fatigue that drive tension need controlling first. Consider whether culture tolerates lower-level harmful behaviour such as eye-rolling, name-calling, teasing, sexual or gendered jokes, comments about appearance, questions about private life and crude language, address behaviour early even when nobody complains, set, model and enforce standards through clear policies, encourage reporting and tackle all types of harmful behaviour early, because workers are less likely to report sexual harassment if other behaviour is ignored. Case studies show a disability provider that set up pre-visit risk assessments, HSRs, a WHS committee and behaviour support involvement, and a day surgery clinic that traced rude interactions to scheduling confusion and understaffed administration and fixed the systems.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.