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Workplace Harassment and Violence Prevention Assessment Guide 

Important note

If you need emergency assistance or feel unsafe:

  • On a base, wing, or in a National Defence building: Call the military police.
  • Off National Defence property: Call 911.

Date of Issue: 2021-07-29
Date of Last Modification: 2026-02-21
Version: V3

Table of Contents

Workplace Harassment and Violence Prevention Assessment Guide  [DOC - 829 KB]

Part I- General Principles

Application

  1. As per DAOD 5014-0 and the Workplace Harassment and Violence Prevention (WHVP) Policy Manual, WHVP assessments are mandatory for all Department of National Defence (DND), Canadian Armed Forces (CAF) and Canadian Coast Guard (CCG) workplaces.
  2. The applicable Workplace Health and Safety Committee (WHSC) or Health and Safety Representative (HSR) or CAF Safety Committee (CAFSC), and a Chain of Command (CoC)/manager must collaboratively complete an assessment of harassment and violence risk factors within their workplaces. Together, they must review the assessment once every three years and recommend modifying preventive measures as required. In addition, the assessment must be reviewed whenever:
    • There are changes to the risk factors within the organization that may warrant a reassessment;
    • An occurrence is not resolved through the negotiated resolution process and the principal party decides to end the resolution process;
    • There is a change that compromises the effectiveness of a developed and implemented preventive measure;
    • The responding party is not a member of the Defence Team;
    • A Notice of Occurrence (NoO) was submitted and the principal party choses to remain anonymous; or
    • A WHVP investigation recommends changes.
  3. CoC/manager must have decision making authority in financial, operational, personnel, and policy matters.
  4. The WHVP assessment is part of a workplace's overall Hazard Prevention Program and must be made available to the workplace.

Purpose

  1. The purpose of the WHVP assessment is to document the clear and active endorsement by CoC/manager to the development and long-term support of a psychologically healthy and safe workplace. It involves workplace safety committees assessing hazards that could expose Defence Team members to workplace harassment and violence, and recommendations for the implementation of measures to mitigate those hazards to prevent future occurrences.

Enquiries

  1. For general information on the WHVP Program, please visit the Workplace Harassment and Violence Prevention Program website.
  2. For specific questions and information, please contact the appropriate resource below:

Risk Factors

  1. Risk factors are elements, conditions, or actions in the workplace that increase the likelihood of physical injury, psychological harm, mental stress, illness, or other negative impacts to the Defence Team. A list of common risk factors specific to the Defence Team was jointly developed with the National Health and Safety Policy Committee (NHSPC). The risk factors identified are both internal and external to the DND/CAF and could contribute to inappropriate, negative, or harmful behaviours, that fall under the definition of workplace harassment and violence. Although these risk factors may occur in isolation, they often overlap and mutually reinforce each other. Thus, workplaces with a combination of risk factors may produce a heightened risk.
  2. The identified risk factors are broken down into three categories. A description of each factor, along with its associated psychosocial factor, preventive measure examples and resources are provided in Annex A:
Organizational factors

These relate to the culture, structure, and policies of the workplace. When things like discrimination, unclear roles, or lack of accountability are present, they can create stress, anxiety, and feelings of exclusion, which directly impact psychological safety;

  • Competitive or adversarial workplace culture;
  • Lack of diversity and presence of discriminatory behaviours;
  • Limited awareness or understanding of workplace harassment, violence, and prevention measures;
  • Unclear job expectations or perceived job insecurity;
  • Performance evaluation periods;
  • Organizational/job restructuring or change;
  • Workplace culture that normalizes substance use; and
  • Lack of accountability in training participation.
Environmental factors

These involve the physical and operational setup of the workplace. Poor conditions or working in isolation can lead to emotional strain, fear, or burnout, especially if Defence Team members feel unsupported or unsafe; and

  • Poor environmental conditions;
  • Working alone or in isolation;
  • Handling money/valuables;
  • Working with the public/third parties; and
  • Working with unstable or volatile person(s).
Individual factors

These focus on interpersonal relationships and personal circumstances that can deeply affect a Defence Team member’s sense of safety, trust, and emotional stability at work.

  • Conflict with others and
  • Family Violence.
  1. The 13 psychosocial factors are part of the National Standard of Canada for Psychological Health and Safety in the Workplace, developed by the Mental Health Commission of Canada. They are essential for creating a psychologically healthy and safe work environment. In the WHVP assessment, the psychosocial factors are mapped to identified risk factors to support safety committees and CoC/managers in recommending and implementing preventive measures. By addressing WHVP risk factors, organizations simultaneously mitigate psychosocial risks, helping protect Defence Team members from harassment, discrimination and violence. A detailed description of each psychosocial factor and its relevance to WHVP is provided in Annex B.

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Part II – Process

  1. The WHVP Assessment Guide must be read in conjunction with the WHVP Policy Manual to ensure full alignment with established requirements and terminology. The WHVP assessment consists of four steps, which are outlined below. The chart provided in Annex E serves as a template for documenting each step of the WHVP Assessment.

Step 1: Review Identified Risk Factors

  1. Review the identified risk factors and examples (Annex A) along with the associated psychosocial factors (Annex B) for each identified risk factor to better understand the risks you are assessing
  2. There may be risk factors unique to your workplace, for any additional risk factor(s) the unit identifies, that are not captured in this assessment guide, the workplace is required to amend their WHVP assessment so that the additional risk factor(s) and preventive measure(s) are recorded as part of the assessment.

Step 2: Analyze Preventive Measures

  1. Every time an assessment is completed, preventive measures must be reviewed to see if they are still effective. If not, they should be modified accordingly or removed. If removed, new preventative measures should be developed as required. Annex A gives examples of preventive measures along with a list of supporting resources.
  2. Assess the preventive measures currently in place within your unit. Consider their presence, effectiveness, and whether there are opportunities for improvement.
  3. After reviewing the existing preventive measures, identify any opportunities there may be to improve the measures. If no measures are in place, consider what strategies could be introduced to promote a safer and more respectful environment. The following questions can help assessors evaluate the effectiveness of existing preventive measures:
    • Have the preventive measures solved the problem?
    • Are any other measures required?
    • Are monitoring processes adequate?
    • Have any new hazards been created?
    • Has the effectiveness of the preventive measures been documented?
    • What else can be done?
    • Have Defence Team members been adequately informed about the situation?
    • Have orientation and training programs been modified to deal with the new situation?

Step 3: Make Recommendations

  1. After analyzing the identified risk factors and their associated preventive measures, develop clear and tangible recommendations to strengthen workplace safety. Consider what needs to be implemented to further eliminate or reduce risks. Where information is insufficient to confirm the presence of a risk, outline steps to gather the necessary data for future assessments.
  2. If implementing a recommended preventive measure requires approval from a higher authority, the recommendation should be escalated through the appropriate safety committee levels. This ensures that all safety-related recommendations are reviewed and addressed at the level where decisions can be made.
  3. If the CoC/manager and the applicable WHSC/HSR/CAFSC are unable to reach an agreement on which preventive recommendations should be implemented, the final decision rests with the CoC/manager regarding which recommendations are appropriate to implement.

Step 4: Accountability

  1. The CoC/manager will determine who is responsible for implementing the recommendations related to the identified risk factors/preventive measures and recommend a deliverable date for implementation.
  2. While ultimate responsibility for implementation rests with the CoC/manager, successful implementation may require support from others and coordinated management. Building and sustaining a culture of safety is a shared responsibility, with accountability at all levels. The CoC/manager should integrate recommendations into daily practice through ongoing communication and engagement with unit Defence Team members.

Step 5: Records

  1. The CoC/manager must ensure that records and reporting requirements of workplace harassment and violence are maintained and respect the privacy and confidentiality of those involved.
  2. The following records must be kept for a period of ten years as part of the safety committee records:
    • a copy of the documents that form part of the WHVP assessment;
    • a copy of the documents that form part of each review and update of the WHVP assessment; and
    • a record of the CoC/manager’s decision in the matter and the reasons for that decision for instances where the CoC/manager and NHSPC, the applicable safety committee or representative are unable to agree on a matter that is required to be jointly done by them.

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Part III – Privacy and Confidentiality

  1. To maintain the privacy and confidentiality of all parties involved in a NoO, no identifying information may be shared with or provided to the applicable WHSC/HSR/CAFSC. This prohibition includes any reference—direct or indirect—to:
    • names or identities of the parties involved
    • work locations or specific workplaces
    • dates or timelines
    • divisions, units, groups, or teams
    • any details that could reasonably lead to identifying a person

The WHSC/HSR/CAFSC, as applicable, must receive only non-identifying, aggregate, or anonymized information that supports their mandate to monitor trends, review systemic issues, and advise on prevention measures. For full privacy and confidentiality requirements, Defence Team members must refer to WHVP Policy Manual, Part VI – Privacy and Confidentiality.

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Annexes

Annex A: Identified Risk Factors (description, preventive measures and resources)

This annex is designed to help safety committees and CoC/manager assess identified risk factors by linking them to observable workplace issues outlined in the associated psychological factors. By understanding how each risk factor and its associated psychosocial factor relate to WHVP, organizations can better recognize early warning signs, address underlying causes of harassment and violence, and implement targeted preventive measures. Addressing WHVP risk factors in this way helps mitigate psychosocial risks and supports the protection of Defence Team members from harassment, discrimination, and violence.

For example: Competitive or adversarial workplace culture is a risk factor that is associated with “Balance”. Balance exists when a workplace provides support for Defence Team members in managing the demands of work, family and personal life.

A detailed description of each psychosocial factor and its relevance to WHVP is provided in Annex B.

The training is available on either the CSPS - Canada School of Public Service (GC Campus) or DLN - Defence Learning Network.

Note: It is important that CoC/managers be trained on specific authorities granted to managers and supervisors of Defence Team members concerning day-to-day human resources management practices and decisions.

1. Competitive or adversarial workplace culture

Description - Taking on and bragging about heavy workloads or long hours and taking unreasonable risks either physically or in decision-making. This is often seen in military culture and can lead to an elevated risk for an unhealthy workplace.

Risk - A competitive or adversarial workplace culture can breed unspoken anxiety and defensiveness, and it can undermine cooperation, psychological safety, trust in co-workers, and the ability to admit uncertainty or mistakes.

Associated Psychosocial Factors

  • Balance
  • Clear Leadership and Expectations
  • Organizational Culture

Preventive Measure Examples

  • Ensure equitable and reasonable distribution of workload.
  • Follow DND diverse hiring practices.
  • Encourage collaboration between Defence Team members- discourage unhealthy competition.
  • Recognize the diverse knowledge, skills, and capabilities of Defence Team members and acknowledge their accomplishments openly and consistently.

Training

  • CSPS - Mental Health Job Aid for Managers: Psychosocial Factor 7 – Recognition and Reward (WMT2-J07)
  • CSPS - Team Charter Guidelines (TRN2-J04)
  • CSPS - Fostering Psychological Safety in the Workplace (TRN459)
  • DLN - Diversity, Inclusion and Employment Equity (HRCIV_DIEE_302145_EN)
  • DLN - Diversity, Inclusion and Employment Equity (Self-Paced Online)
  • DLN - DND Orientation for New Public Service Employees (HRCIV_ORIEMP_300053_EN)
  • DLN - Information Session for Newly Appointed Managers of Civilian· Employees (Instructor-led Online)
  • DLN - Let's Talk Workplace Wellness: Factor 2 - Organizational Culture (HRCIV_FACT02_303640_EN)

Resources

2. Lack of diversity and presence of discriminatory behaviours

Description - Where racist, sexist, homophobic, ableist, or crude humour and/or remarks or other discriminatory comments or behaviours are tolerated. It could be an off-hand comment, a casual remark, an inappropriate joke or a mocking phrase. These behaviours can be hurtful and have a lasting impact on workplace culture. Sometimes, individuals who engage in microaggressions (subtle comments or actions that communicate offensive or negative messages to individuals based on their group identity) are often unaware that they’ve engaged in them. But often, teasing, and inappropriate jokes conceal a mean-spirited attempt to put a coworker or staff member down. In either case, jokes can quickly become problematic in the work environment and lead to harassment, psychological harm, and discrimination. A workplace with a uniform composition, whether in race, gender, sexual orientation, religion, or skillset, can foster intolerance and discriminatory behaviour toward individuals who differ from the dominant group. Forms of discrimination can intersect and create specific and compounding impacts on individuals. Many forms of oppression, like racism, sexism and ageism might be present and active at the same time in a person’s life and workplace.

Risk - Harassment, ostracism, exclusion, psychological harm, unconscious bias or prejudices, due to a lack of diversity.

Associated Psychosocial Factors

  • Civility and Respect
  • Clear Leadership and Expectations
  • Organizational Culture
  • Psychological Protection

Preventive Measure Examples

  • Post signs and posters in visible areas that promote respect and civility in the workplace.
  • Develop and provide diversity events within your workplace.
  • Invite Defence Advisory Groups (DAGs) to engage regularly with units to promote awareness and dialogue on workplace strategies to prevent harm affecting their respective communities. Units should also encourage member participation in DAGs to support mutual understanding of community‑specific needs and ongoing systemic change efforts.
  • Ensure hiring managers are aware of, and implement, the requirements of the “Directive to Increase Diversity and Inclusion in the Civilian Workforce”.
  • Include GBA Plus training in learning plans.
  • Develop, implement, and communicate an effective ethics policy IAW the Statement of Defence Ethics.
  • Incorporate a GBA Plus into every stage of this work
  • Train all Defence Team member in the DND/CF Code of Values and Ethics.
  • Discourage inappropriate jokes within the workplace by setting clear expectations and reprimanding Defence Team members who exhibit this behaviour.
  • Ensure staffing/hiring managers are aware of the 13 prohibited grounds of discrimination.
  • Give recognition to diversity of holidays.

Training

  • CSPS - Advancing the Conversation on Systemic Racism (INC117)
  • CSPS - Advancing the Conversation on Systemic Racism Self-Assessment (INC116)
  • CSPS - Moving from Bias to Inclusion (INC123)
  • CSPS - Responding to Unconscious Bias (INC133)
  • CSPS – GBA Plus (INC 101)
  • CSPS - Disability Management and Workplace Wellness (INC 120)
  • CSPS - Inclusive Hiring Practices for a Diverse Workforce (COR120)
  • CSPS - Moving from Bias to Inclusion (INC123)
  • DLN – GBA Plus Leaders (303764 and 303765)
  • DLN – GBA Plus in Defence (303762 and 303763)
  • DLN - Diversity, Inclusion and Employment Equity (HRCIV_DIEE_302145_EN_WBT_2001, Feb 2020)
  • DLN - Diversity, Inclusion and Employment Equity (HRCIV_DIEE_302145_EN)
  • DLN - SNPF Diversity, Equity and Inclusion for Managers and Supervisors (NPFHR_MS_EE_BIL)

Resources

3. Limited awareness or understanding of harassment, violence, and prevention measures

Description - Lack of monitoring and enforcement of mandatory and preventive training undermines workplace safety. Insufficient Training creates uncertainty about expectations and procedures, fosters fear of reprisals, and discourages Defence Team members from raising concerns.

Conversely, robust, regular, and well‑enforced Training programs help establish a shared set of values around workplace safety. They provide clarity on appropriate individual and collective actions, strengthen confidence in roles and responsibilities, and build both personal and unit capacity through skill and competency development.

This shared understanding and increased confidence contribute to improved team cohesion and a healthier organizational culture. In turn, strong team cohesion is a critical factor in conflict prevention and in sustaining a safe, respectful, and effective workplace.

Risk - Victim blaming, stress, low morale, lack of understanding about what is and is not appropriate behaviour.

Associated Psychosocial Factor

  • Clear Leadership and Expectations

Preventive Measure Examples

  • Prevention of Harassment and Violence in the Workplace Assessment and reporting procedure is posted in a visible area (e.g. safety board).
  • WHVP mandatory training is completed.

Training

  • Additional Training on WHVP program and its application can be requested through the WHVP Center of Expertise: WHVPCoE-PHVCE@forces.gc.ca

Resources

4. Unclear job expectations or perceived job insecurity

Description - Unclear and conflicting job roles and unclear deadlines. Lack of timely and transparent communication surrounding terms of employment and/or poorly defined roles and responsibilities.

Risk - Anxiety, demotivation, psychological harm.

Associated Psychosocial Factors

  • Balance
  • Clear Leadership and Expectations
  • Engagement
  • Psychological Competencies & Requirements

Preventive Measure Examples

  • Ensure there is a clear CoC/manager and organizational chart.
  • Ensure that the performance management annual cycle is adhered to and that they are reviewed for clear tasks/responsibilities and timelines.
  • Ensure job descriptions are up to date and that they match the duties of associated positions.
  • CoC/managers to seek input from Defence Team members when planning changes to organizational structure or job duties when possible
  • CoC/managers to communicate workload and job expectations openly and on a regular and consistent basis.
  • Implement policy of hiring indeterminately for indeterminate positions/provide official job security wherever possible.
  • Ensure employment contracts are explicit in describing the terms of employment and/or engagement.
  • CoC/managers to have on-going dialogue with Defence Team members about future employment prospects

Training

  • CSPS - Organization and Classification (COR133)
  • CSPS - Making the Most of Difficult Conversations (TRN158)
  • CSPS - Establishing Team Goals and Responsibilities, and Using Feedback Effectively (TRN422)

Resources

5. Performance evaluation periods

Description - Lack of regular, consistent, and transparent management of job performance or performance appraisals.

Risk - Stress, workplace conflict, psychological harm.

Associated Psychosocial Factors

  • Clear Leadership and Expectations
  • Growth and Development
  • Involvement and Influence
  • Recognition and Reward

Preventive Measure Examples

  • Train CoC/managers in proper performance appraisal techniques and performance management techniques
  • Train Defence Team members and CoC/managers to openly communicate performance issues (positive and negative) on a regular and frequent basis.

Training

  • CSPS - Labour Relations in the Federal Public Sector (COR110)
  • CSPS - Performance Management for the Government of Canada (COR109)
  • CSPS - Managing Unsatisfactory Performance (COR107)
  • CSPS - Developing Your Feedback Skills (TRN223)
  • DLN - PaCE Supervisor, manager and Command Intro to Performance and Competency
  • DLN - Information Session for Newly Appointed Managers of Public Service Employees (HRCIV_NAM_303603_EN)
  • DLN - Delegation of Labour Relations Authorities (HRCIV_DOA_300017_EN)

Resources

6. Organizational/Job restructuring or change

Description - Poor communication and lack of Defence Team member input.

Risks - Insecurity, fear of change, competition between colleagues.

Associated Psychosocial Factors

  • Clear Leadership and Expectations
  • Engagement
  • Psychological and Social Support
  • Workload Management

Preventive Measure Examples

  • Provide change management training for Defence Team members.
  • CoC/managers to seek input from Defence Team members when planning changes to organizational structure or job duties when possible.
  • Change implementation should be informed by the nature and timeline of the change, with appropriate language, actions, and resources used to support affected members.
  • Communication methods should be selected to ensure respect and clarity, whether delivered individually or to groups.
  • Leaders should conduct regular follow‑up with Defence Team members to monitor physical, psychological, and emotional well‑being during the transition.

Training

  • CSPS - Facilitating Sustainable Change (TRN446)
  • CSPS - Navigating Through Changes and Conflicts in Projects (TRN325)
  • CSPS - Unleashing Resiliency During Change (TRN130)
  • CSPS - Moving Forward with Change Planning (TRN447)
7. Workplace culture that normalizes substance use

Description - Exclusion and alienation of Defence Team members who do not participate in these behaviours.

Risk - Discrimination, intimidation (peer pressure), psychological harm.

Associated Psychosocial Factors

  • Clear Leadership and Expectations
  • Organizational Culture

Preventive Measure Examples

  • Promote awareness on Total Health and Wellness and making healthy lifestyle choices.
  • Engage Cooperation with Professional Communities (CPCP), including local 12‑step program committees, to raise awareness of substance use, misuse, and addiction; effective response strategies; and available community‑based supports.

Training

  • CSPS - Mental Health and the Workplace: Raising Awareness (WMT203)
  • CSPS- Take a Deep Breath and Manage Your Stress (WMT211)

Resources

8. Lack of accountability in training participation

Description - Lack of individual participation in training has the potential to put another person’s physical and/or psychological health at risk. Lack of consequences for not completing mandatory training.

Risk - Stress, poor performance, health risks

Associated Psychosocial Factors

  • Organizational Culture
  • Clear Leadership and Expectations

Preventive Measure Examples

  • Train CoC/managers to help bring around positive change within the unit.
  • Track mandatory WHVP Training along with all training for a respectful workplace
  • Hold Professional development days with a harassment and violence prevention theme.

Resources

9. Poor environmental conditions

Description - Environmental conditions such as being too warm, too cool, odors (e.g. food, body, perfumes, chemicals), or excessive noise.

Risk - Increased tension, irritability.

Associated Psychosocial Factors

  • Psychological Protection
  • Protection of Physical Safety

Preventive Measure Examples

  • Ensure building maintenance is completed, as required, to help ensure environmental systems are performing as designed.
  • Train Defence Team members on “shared workplace” etiquette. Develop and implement a policy and procedure for managing noise levels in office areas.
  • Discourage Defence Team members from eating at their desks – encourage use of a lunchroom or other external location.

Resources

10. Working alone or in isolation

Description - Defence Team members working alone or in remote areas have limited access to help.

Risk - Vulnerability to violence, injury, and psychological harm

Associated Psychosocial Factors

  • Psychological Protection
  • Protection of Physical Safety

Preventive Measure Examples

  • Develop a work alone procedure to keep Defence Team members safe from harassment and violence
  • Ensure Defence Team members know not to enter any situation or location where they feel threatened or unsafe.
  • Prepare a daily work plan, so that CoC/managers and others know where and when Defence Team members are expected somewhere.
  • Keeping designated contacts informed of Defence Team members location and consistently adhere to the call-in schedule.
  • Train Defence Team members in public safety and DND security and protocols to ensure personal safety.
  • No personal work alone or in isolated areas.

Training

  • CSPS- Working as Part of a Virtual or Hybrid Team (TRN146)

Resources

11. Handling money/valuables

Description - Defence Team members handling cash or valuables face risks of robbery and assault.

Risk - Physical harm, trauma, and increased stress.

Associated Psychosocial Factors

  • Psychological Protection
  • Protection of Physical Safety

Preventive Measure Examples

  • Develop and implement cash control policy and procedures. Ensure security devices and alarms are operational.
  • Keep all areas - inside and outside - well lit. Check lighting regularly and before it gets dark.
  • Keep valuables such as firearms, tools, opiates, medicines, etc. safely stored and secure.
  • Lock delivery doors when not in use (but be sure you are not violating local fire code regulations when doing so).
  • Keep the cash register located where it is clearly visible to people inside and outside the store.
  • Develop and implement effective communication strategies and systems.
  • Ensure staffing levels are adequate to prevent the requirement for Defence Team members to work alone while handling valuables.
  • Post visible signs to let customers know that minimum cash (state amount, e.g., less than $50) is kept on the premises.
  • Ensure confidentiality about procedures and security devices.
  • Train Defence Team members in situational awareness and how to identify suspicious behaviour.
  • Develop emergency plans and procedures including how to respond during and after a robbery or violent incident.

Training

  • CSPS - Fundamentals of Physical Security (COR304)
12. Working with the public/third parties

Description - Working with the public or other external parties (clients, contractors, subcontractors). External people are not subject to the standards of conduct that Defence Team members are required to implement and therefore may act in ways that are not in line with those standards. Customers or clients can be demanding and unreasonable.

Risk - Harassment, violence, unreasonable demands, and psychological harm.

Associated Psychosocial Factors

  • Psychological Protection
  • Protection of Physical Safety

Preventive Measure Examples

  • Develop a procedure to keep Defence Team members who work with the public safe from harassment and violence.
  • Train Defence Team members on how to deal with negative interactions.
  • Check the credentials of clients/contractors.
  • Install surveillance cameras in the public spaces of the workplace, such as entrances, parking lots, waiting rooms, etc.
  • Install physical barriers (e.g. pass-through windows).
  • Post awareness materials in visible locations throughout your organization to help ensure all persons granted access to the workplace are aware of DND policy and the Workplace Harassment and Violence Prevention program

Training

  • CSPS - Dealing with Customer Service Incidents and Complaints (TRN241)
  • CSPS - Facing Confrontation in Customer Service (TRN242)

Resources

13. Working with unstable or volatile person(s)

Description - Situations in which a co-worker or client becomes unstable or volatile.

Risk - Verbal, physical, or psychological violence.

Associated Psychosocial Factors

  • Psychological Protection
  • Protection of Physical Safety

Preventive Measure Examples

  • Develop procedures to protect Defence Team members when interacting with highly escalated individuals, including those using threatening or raised voices, displaying aggressive or hyper‑aroused body language, throwing or brandishing objects, or otherwise exhibiting behaviour that poses a safety risk.
  • Train Defence Team members on the unit’s emergency procedures.
  • Train Defence Team members on how to deal with difficult interactions.
  • Check the credentials of clients/contractors.
  • Install surveillance cameras in the public spaces of the workplace, such as entrances, parking lots, waiting rooms, etc., accompanied by a clear policy and procedure, communicated by the CoC/manager, as to the purpose of their use.
  • Install physical barriers
  • Provide clear examples of unacceptable behaviour and working conditions as well as promote those examples throughout the workplace (e.g. signs which state that abusive behaviour will not be tolerated).
  • Position office furniture so that Defence Team members are closer to a door or exit than clients and so that the Defence Team member cannot be cornered.

Resources

14. Conflict with others

Description - Disputes from task interdependence, personality clashes, work style or leadership style differences or poor communication.

Risk - Workplace tension, harassment, and psychological harm.

Associated Psychosocial Factors

  • Civility and Respect
  • Clear Leadership and Expectations
  • Psychological Protection

Preventive Measure Examples

  • Encourage relationship-building among co-workers (e.g. team lunches, coffee breaks, group exercise/sports).
  • Encourage Defence Team members to contribute ideas in a respectful manner.
  • Adopt a constructive approach when discussing areas for improvement because feedback should motivate improvement, not emphasize mistakes.
  • Create a process where difficult workplace situations can be discussed and addressed in a safe and confidential manner.
  • Encourage early, local and informal conflict resolution – via – direct conversations with the individual or by accessing practitioners through Conflict and Complaint Management Services (CCMS) and Restorative Services to help assist Defence Team members through effective early, local, and informal conflict management and resolution processes, even before a conflict escalates.

Training

  • CSPS - Facing the Management Challenges of Difficult behaviour and Diverse Teams (TRN443)
  • CSPS - Effective Team Communication (TRN137)
  • DLN - Mental Health in the Workplace for Managers (and Employees)
  • DLN - Let's Talk Workplace Wellness: Factor 4 - Civility and Respect (HRCIV_FACT04_303640_EN)

Resources

15. Family Violence

Description - An abuse of power or abusive behaviour within a relationship of family, trust or dependency, or from someone with whom there is an intimate relationship. Tactics used by abusers could include:

  • Making or sending repeated and/or harassing phone calls, emails and text messages
  • Contact coworkers/CoC/manager
  • Stalking at/or near the workplace
  • Personal unsolicited or unwanted visits to the workplace
  • Spread lies disguised as concerns
  • Destroying work

Risk - Stalking, harassment, intimidation, and emotional trauma

Associated Psychosocial Factors

  • Psychological & Social Support
  • Psychological Protection
  • Protection of Physical Safety

Preventive Measure Examples

  • Develop or support a safety plan: Workplaces can help by supporting or creating an individualized personal and workplace safety plan to address the situation. Update the plans as circumstances change.
  • Ask if there is an already established protection or restraining orders. Help assist to make sure all the conditions of that order are followed.
  • Talk to the Defence Team members, work together to identify solutions. Follow up and check-in on their wellbeing.
  • Ask for a recent photograph or description of the abuser. Provide a clear action plan for security and reception so they feel supported and confident in taking appropriate actions to assist the CoC/manager and the affected person effectively.
  • When necessary, relocate the Defence Team members so that they cannot be seen through windows or from the outside.
  • Do not include their contact information in publicly available company directories or website.
  • Change their phone number, have another person screen their calls, or block the abusers calls or emails.
  • Provide a well-lit parking spot near the building or escort the individual to their car or to public transit.
  • Offer flexible work scheduling if it can be a solution.
  • Call the police if the abuser exhibits criminal activity such as stalking or unauthorized electronic monitoring.

Training

Resources

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Annex B: 13 Psychosocial Factors

1. Balance

Description: A workplace where there is support for Defence Team members to manage the demands of work, family and personal life.

Relationship with WHVP: When work-family role conflict occurs (that is, roles within the workplace and outside are overwhelming to a person or interfering with one another), health and well-being are undermined by accumulating home and job stress. This imbalance can lead to constant tiredness, bad temper, inability to progress, and high job stress. This can result in dissatisfaction with work and being absent either physically or mentally. These effects can then lead to additional stress-related illness and incivility. Not all Defence Team members will have the same work-life balance issues. Age, culture, gender, family and marital status, caregiver demands, socioeconomic status, and many other factors affect Defence Team members’ work-life balance. Workplaces will benefit from having flexible arrangements to address this issue.

2. Civility and Respect

Description: A workplace where Defence Team members are respectful and considerate in their interactions with one another, as well as with customers, clients and the public.

Relationship with WHVP: A workplace that lacks civility and respect can lead to emotional exhaustion among staff, greater conflicts, and job withdrawal. A work environment that is uncivil and disrespectful also exposes workplaces to the threat of more grievances and WHVP Notices of Occurrence.

3. Clear Leadership and Expectations

Description: A workplace where there is effective leadership and support so that Defence Team members know what they need to do, have confidence in their leaders and understand impending changes.

Relationship with WHVP: Leaders who prioritize outcomes without considering workplace dynamics and individual needs may overlook discriminatory patterns, misconduct and staff health concerns such as malaise, irritability, and stress. Similarly, leaders who do not demonstrate visible concern for their own physical and psychological health set a negative example for their staff and can undermine the legitimacy of any workplace program, policy and/or service intended to support Defence Team members.

4. Engagement

Description: A workplace where Defence Team members feel connected to their work, co-workers and their workplaces and are motivated to do their job well.

Relationship with WHVP: Workplaces that do not promote meaningful and inclusive engagement have Defence Team members who have higher stress during organizational change, are unclear on job expectations.

5. Growth and Development

Description: A workplace where Defence Team members receive encouragement and support in the development of their interpersonal, emotional and job skills.

Relationship with WHVP: Defence Team members who are not challenged by their work will grow bored, their well-being will suffer, and their performance will drop. When staff do not have opportunities to learn and improve their interpersonal and psychological skills, the result can be conflict, disengagement, and distress.

6. Involvement and Influence

Description: A workplace where Defence Team members are included in discussions about how their work is done and have input into decisions that impact their job.

Relationship with WHVP: If Defence Team members do not believe they have a voice in the affairs of the organization; they tend to feel a sense of indifference or helplessness. Job alienation or non-involvement is associated with cynicism and distress, greater turnover, and burnout.

7. Organizational Culture

Description: A workplace characterized by the shared values of trust, honesty, and fairness.

Relationship with WHVP: Culture sets the tone for a workplace – a negative culture can undermine the effectiveness of the best programs, policies and services intended to support the workforce. An unhealthy culture creates more stress, which lowers Defence Team members’ well-being. A culture of "end line" at all costs and constant chaotic urgency can create an environment in which burnout is the norm.

8. Protection of Physical Safety

Description: A workplace where management takes appropriate action to address physical hazards in order to protect the physical and psychological health and safety of workers.

Relationship with WHVP: Failure to protect physical safety results in workplaces that are likely to be more dangerous. Not only could Defence Team members be injured or develop illnesses, but those who do not see their workplace as physically safe will feel less secure and less engaged.

9. Psychological Competencies and Demands

Description: A workplace where there is a good fit between Defence Team members’ interpersonal and emotional competencies, their job skills, and the position they hold.

Relationship with WHVP: When there is a poor job fit, Defence Team members can experience job strain, which can be expressed as emotional distress and provocation, excessive dwelling on thoughts, defensiveness, energy depletion and lower mood levels. Organizationally, job misalignment is linked to fewer applicants in the recruitment and training process, lack of enjoyment and engagement, poor productivity, conflict, and greater voluntary turnover.

10. Psychological Protection

Description: A workplace where Defence Team members’ psychological safety is ensured.

Relationship with WHVP: When Defence Team members are not psychologically safe, they experience demoralization, a sense of threat, disengagement, and strain. They perceive workplace conditions as ambiguous and unpredictable. This demoralization can, in turn, undermine public confidence in the organization.

11. Psychological and Social Support

Description: A workplace where the organization is supportive of Defence Team members’ psychological health concerns and provides assistance as needed.

Relationship with WHVP: Defence Team members who feel they have psychological support have greater job attachment, job commitment, job satisfaction, job involvement, positive work moods, desire to remain with the organization, organizational citizenship behaviours (behaviours of personal choice that benefit the organization), and job performance. Lack of these supports leads to conflict, increased absenteeism, and greater risk of accidents and occurrences.

12. Recognition and Reward

Description: A workplace where there is appropriate acknowledgement and appreciation of Defence Team members’ efforts in a fair and timely manner.

Relationship with WHVP: Lack of recognition and reward undermines Defence Team members’ confidence in their work and trust in the workplace. Defence Team members may feel demoralized, or they may quit. An imbalance between effort and reward is a significant contributor to burnout and emotional distress leading to a range of psychological and physical disorders.

13. Workload Management

Description: A workplace where assigned tasks and responsibilities can be accomplished successfully within the time available.

Relationship with WHVP: Any system subject to excess load without reprieve will break. This is as true for people as it is for equipment. Increased demands, without opportunities for control, result in physical, psychological, and emotional fatigue, and increase stress and strain. Emotionally fatigued individuals also have a diminished sense of personal accomplishment and an increased sense of inadequacy. Excessive workload is one of the main reasons Defence Team members are negative about their jobs and their CoC/managers leading to conflict.

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Annex C: Abbreviations

CAF
Canadian Armed Forces
CAFSC
Canadian Armed Forces Safety Committee
CoC
Chain of Command
CLC Part II
Canada Labour Code Part II
CPCC
Chief Professional Conduct and Culture
DAOD
Defence Administrative Order and Directive
DND
Department of National Defence
DR
Designated Recipient
HSR
Health and Safety Representative
NHSPC
National Health and Safety Policy Committee
NoO
Notice of Occurrence
WHSC
Workplace Health and Safety Committee
WHVP
Workplace Harassment and Violence Prevention
WHVP CoE
Workplace Harassment and Violence Prevention Center of Expertise

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Annex D: References

Acts, Regulations, Policy DAOD and WHVP program website

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Annex E: WHVP Assessment Template

Instructions

This WHVP Assessment is a mandatory tool for CoC/manager to complete in collaboration with the applicable WHSC/HSR/CAFSC representative(s). It is used to identify workplace harassment and violence risk factors and preventive measures.

Note: CoC/manager must have decision making authority in financial, operational, personnel, and policy matters.

Once completed, the assessment must be shared with all Defence Team members within the unit.

For further guidance, contact the WHVP Centre of Expertise: WHVPCoE-PHVCE@forces.gc.ca.

  • Workplace Name:
  • CoC/manager:
  • Applicable WHSC/HSR/CAFSC Representative(s):
  • Initial Assessment Date:
  • Type of Current Review:
    • Three year cyclical review
    • Changes to risk factors that warrants review
    • Notice of Occurrence is not resolved through the negotiated resolution process and the principal party decides to end the resolution process
    • Responding party is not a member of the Defence Team
    • Notice of Occurrence was submitted anonymously and the principal party chooses to remain anonymous
    • A WHVP investigation has recommended changes
  • Date of Current Assessment/review:
Step 1 – Review Identified Risk Factors

Review each risk factor identified in Annex A and apply each of the following steps below.

There may be risk factors unique to your workplace, for any additional risk factor(s) the unit identifies, that are not captured in Annex A, the workplace is required to amend their WHVP assessment so that the additional risk factors are recorded.

Step 2 - Analyze Existing Preventive Measures (PM)

For each risk factor identified in Step 1:

  • List current PM(s), Are they effective?
  • Can they be improved?
  • How can they be improved?
Step 3 – Recommendations

Action Items/New or Modified Preventive Measures

After analyzing the risk factors and their associated preventive measures, develop clear and tangible recommendations to strengthen workplace safety. Consider what needs to be implemented to further eliminate or reduce risks.

Step 4 - Accountability

The CoC/manager will determine who is responsible for implementing the recommendations related to the identified risk factors/preventive measures and recommend a deliverable date for implementation.

Who is the Office of Primary Interest (OPI) and what is the targeted completion date?

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2026-03-18