Workplace Violence

• Three stages encapsulate the violent act in the workplace: before the incident, during the incident, and after the incident. In order to address workplace violence, then, it is necessary to devise and implement policies and measures that attempt to reduce its occurrence as well as deal with its aftermath.
  

  Proactive Measures:

  A large portion of this pamphlet is afforded to taking preventive steps in combating workplace violence because it is far better and far easier to intercede before an incident occurs. There are six distinct proactive measures that an organization can apply to address workplace violence.

  • Establish a Crisis Management Team
    The purpose of the CMT is to devise, implement, and oversee a violence prevention program that touches on virtually every level of its organization. The members that typically comprise the CMT are Executive officer representative, human resources manager, security personnel, legal advisor, psychologist/Employment Assistance Professionals (EAP), and a public relations consultant.
  • Pre-Employment Screening
    A pre-employment screening program typically consists of two stages: behavior-based interviewing and background, criminal, and reference checks. Any information that is used from the background, criminal and reference checks must be evaluated concerning job relevance. Otherwise, it is illegal for an employer to deny applicant employment based on information obtained from background information that is not relevant to the prospective job.
  • Policy
    A policy should consist of rules and procedures about workplace violence that are available to all employees in written form.
  • Security Measures
    These measures typically address external threats of violence and are focused on the physical structure of the building(s) where an organization resides (s). Several examples are sign-in sheets for guests, improving quantity and quality of lighting, bulletproof glass, security guards, locks or security codes on main entrances or all entrances, and in an electronic security system.

Threat Assessment
When threats of violence are internal, its necessary to have a system that is able to recognize and respond to those threats.

Recognizing Threats of Potential Violence:

Among many acts of workplace violence, there have been warning signs that are indicative of an impending violent episode. Some of the red flags for potential violence are: externalizes blame for personal mistakes and difficulties, uses physical/verbal intimidation and/or threats, drug and/or alcohol abuse often accompanied by excessive absenteeism, entitlement mentality, socially isolated, romantic obsession/stalking of a former or current worker, fascination with previous incidents of workplace violence, verbal expression or paranoid/suspicious thought, brandishing a weapo0n, or weapons, at the workplace, and religious or political belief concerning ideologies often of a generally perceived extremist nature.

Handling Threats of Potential Violence

An easily accessible, highly centralized system for handling reports of threats and/or harassment is necessary to address violence in its early stages. Some effective means in which organizations may receive reports of threats and/or harassment is a 24-hour hotline or the receipt of reports by security, human resources, or supervisors.

When threats and/or harassment occur, it is critical that organizations promptly and thoroughly investigate the situation. A protocol outline the steps an organization may take if the threatening and/or harassing behavior persists:

1. A verbal warning delivered by the supervisor.
2. A written reprimand, which reiterates the dissatisfaction expressed by the verbal warning.
3. Termination. The employer should give the employee-specific reasons for his or her dismissal while remaining factual and objective. Employees should be treated whit respect, dignity, and given ample prior notice when being terminated.

It is important that an organization document all three disciplinary stages. Also, it is imperative that an organization attempt to evaluate an employee’s social, emotional, and financial situation before termination, on the basis of the warning signs given earlier, in order to be prepared for any retaliation by the soon-to-be former employee.

Fostering a Supportive Work Environment

This involves the strengthening of interpersonal communication between management and employees, as well as between departments. Several ways in which an organization may do this are: Encourage an open-door policy among co-workers, a suggestion box to solicit employee input, and recognize and reward employees for their accomplishments and contributions.

1. When a violent incident occurs in the workplace, it is important that an organization have a crisis plan in place in order to avert further damage. Workplace violence typically takes the form of a bomb (threat), a shooting, or a stabbing. Therefore, an organization needs to have evacuation routes and a set of broad guidelines that dictate what actions employees are to undertake in the event of a crisis. The routes and guidelines should be put forth in written form and available to all employees. Some suggestions for organizations are:
   1. Notification of a crisis should be made through the use of a fire alarm system, intercom system, telephones, or messengers.
   2. The CMT members should wear visual identifiers (e.g. hats or armbands).
   3. Evacuation routes should be clearly identified and posted.
   4. An organization should practice evacuation drills on a consistent basis.

Employees should remain calm, use common sense and good judgment, and follow the directives of emergency personnel.

After a violent act occurs in the workplace, it is necessary that an organization return to normal functioning as quickly as possible.

Several initiatives that may help an organization achieve this are:

1. The human resources member of the CMT should call victims’ families and express the organization’s sincerity and sorrow.
2. Prepare a media statement as quickly as possible and eventually organize a press conference.
3. Security personnel should arrange the cleanup of the work site if necessary.
4. Employee information meetings/debriefings should be set up by the CMT.
5. Initiate internal and external investigations.
6. Devise a plan for handling normal business responsibilities after the incident.