ASSET PROTECTION

WORKPLACE VIOLENCE INSTRUCTIONAL GUIDELINES

April WhiteArea ManagerAW2473@att.com314-331-9801

TRAINING OBJECTIVES TO GAIN AN UNDERSTANDING OF WORKPLACE

VIOLENCE AND ITS IMPACT TO GAIN AN UNDERSTANDING OF THE THREAT

ASSESSMENT APPROACH AS A METHOD OF EVALUATING RISK

TO PROVIDE THE PARTICIPANT WITH PROACTIVE TECHNIQUES FOR DEALING WITH INAPPROPRIATE BEHAVIOR

TO HAVE THE PARTICIPANT APPLY THE WPV TECHNIQUES IN A PRACTIAL EXCERCISE

Introduction to Workplace Violence

Workplace Violence is a collaborative effort that involves the employee and the company. Understanding the concept of workplace violence and implementing the appropriate measures will decrease the likelihood that your company and its employees will become a victim.

Homicides in the workplace 68% Strangers 14% Co-workers or Former Co-Workers 9% Domestic Violence 8% Customers and Clients

Source- U.S. Department of Justice

Non- Fatal Workplace Violence Approximately 2 million non-fatal

workplace violence incidents are reported annually

Source- U.S. Department of Justice

Defining Workplace Violence Assaults, other violent acts or threats which

occur in or are related to the workplace and entail a substantial risk of physical or emotional harm to individuals, or damage to company resources or capabilities.

Inappropriate behavior vs Workplace Violence

Discourtesy toward others (e.g., failure to work harmoniously with fellow employees

Inappropriate language Insubordination (i.e., failure or

refusal to comply with a supervisor’s instructions Note: Inappropriate behavior if not handled

could later lead to potential WPV

Workplace Violence Includes Damage to

Company Property

Customer Threats Robbery Suicides Terrorism/ Hate

Crime

Physical violence Harassment Intimidation Threats Domestic violence

Defining Domestic Violence

A pattern of behavior in which one intimate partner uses physical violence, coercion, threats, intimidation, isolation and emotional, sexual or economic abuse to control the other partner in a relationship.

Stalking or other harassing behavior is often an integral part of domestic violence.

Types of WPV Perpetrators Outsiders: Someone who has no legitimate relationship

with the victim or workplace. They may enter the workplace or approach the employee on company property to commit a robbery, rape or other criminal acts

Customer: Someone who is a recipient of a service provided by the affected workplace or victim

Employee: Someone who has an employment-related relationship with the workplace victim. You may have current or former employees in this situation

Employee-related outsider: Someone who is possibly a current or former spouse/lover, a relative, acquaintance or some other person who has a dispute involving an employee of the workplace.

Workplace Violence Policy

Violence, weapons, and threats of physical harm in the workplace should be strictly forbidden.

ABC Company is committed to the safety of its employees. Physical violence, intimidation, or any threat of violence by any employee against any co-worker, supervisor, or customer will not be tolerated. Any incidents will be investigated and employees engaging in this conduct will be disciplined, up to and including termination.

Possession of any weapons or firearms is strictly prohibited on company premises, in company vehicles or on the employee's person while engaged in company business outside of company premises. Employees are never permitted to bring any weapons or firearms in their personal vehicles onto Company premises.

Any employee who sees or learns of prohibited conduct or has concerns about safety should report these concerns to a supervisor immediately.

FOUR MAJOR MISTAKES COMPANIES OFTEN MAKE

Utilizing negligent hiring and retention practices. Ignoring or neglecting potentially violent behavior. Failing to coordinate information and resources. Providing inadequate security measures to safeguard

employees.

Employers have a legal responsibility to provide a safe work environment

You could be exposed to civil litigation

Businesses lose 36 billion dollars annually as a result of workplace violence

Disability, Workers Compensation, Loss of Employees, Productivity, Insurance

The average out of court settlement is $500,000 & the average jury verdict is $3 million

OSHA Citations Section 5(a) (1)

Each employer shall furnish to each of his employees a work environment that is free from recognized hazards that are causing or likely to cause death or serious physical harm.

Work Place Violence Equation THE INDIVIDUAL

STIMULUS OR TRIGGERING CONDITIONS.

SETTING THAT FACILITATES OR PERMITS THE EXPRESSION OF HOSTILE VERBAL COMMENTS AND THE DISPLAY OF DESTRUCTVE ACTIONS OR FORCE.

Causes of WPV Emotional and Psychological Disorders

According to NAMI (National Alliance of the Mentally Ill) 47% of Americans will suffer from some form of Mental Illness in their

lifetime

Employee stress & frustration Unresolved personal and professional conflicts Terminated/ troubled employees Displaced anger from past situations Misdirected Affection Verbally abusive Managers

Indicators of Potentially Violent Behavior

Extremely upset over recent life events Recent major change in behavior,

demeanor, or appearance Stalking behavior Feels wronged, humiliated or degraded Feels that rules don’t apply to them

Warning Signs of WPV History of Violence Threatens Violence Preoccupation with

Violent Themes Impulsive Overly Sensitive/

Moody Loner Homicidal/suicidal

thoughts

Blames Others Chronic Trouble Makers Inability to handle

frustration Lack of respect for

authority figures No support system Paranoid Aggressive sexual behavior Substance Abuse

Possible Warning Signs of Substance Abuse Change in attendance Change in appearance Wearing sun glasses at inappropriate times Increase in thefts Increased appetite for sweets Changes in behavior and moods Constant runny nose Wearing clothing inappropriate for the weather Dark marks and scars on arms Unexplained disappearances Associations with persons who are known drug users

or dealers

More Signs of Possible Drug Abuse

Odor of Drugs, smell of incense or other cover-up scents

Evidence of rolling papers,pipes, screens, small butane torches

Conversations and jokes that are preoccupied with drugs

Constant borrowing of money Unhealthy appearance Bloodshot eyes, dilated pupils Sudden slurred speech pattern Increased and inappropriate anger or hostility Chronic dishonesty

Drug Paraphernalia

Drug Paraphernalia

What should you do? You suspect

substance abuse problem Observe and

document Have a dialogue

with the employee Notify HR and

Legal

You found illegal drugs

Get a witness Document what you have

seen with the date and time

Take photographs Work area

If appropriate contact the authorities

WHAT IS A THREAT?

* Intimidating, aggressive behavior.

* General verbal threats

* Specific verbal threats

* Physical threats or actions

Why are threats made?Reaction of fear to punishmentDemand for attention Intimidate or tauntTest authorityPower or control

TYPES OF THREATS MANAGEMENT MAY ENCOUNTER

Direct Threat specific straight forward details are provided

“I am bringing a gun to work tomorrow and shooting my supervisor”!

Indirect Threat vague unclear implies violence could occur not that it will“If I wanted to, I could take everybody in this center out”!

Veiled Threat implies or hints violence leaves the victim wondering“My life would be much better if you weren’t on the face of this earth”

Conditional Threat Extortion

“If you try to suspend me, I will come after you”

T-11

Threat Evaluation An immediate assessment must be made

by the manager to determine the severity of the threat imminent or non-imminent danger

Imminent vs. Non Imminent

Imminent danger -Your physical safety or the safety of others is in immediate jeopardy. The danger could come in the form of an individual armed with a weapon, (gun or knife) assault, or related activity. Call #911 immediately

Non- Imminent danger-There is no immediate danger to the physical safety or well being to anyone, however there is a potential for an incident to develop or there has been an event which has already taken place.

Threat Levels Low Level- poses minimal risk Medium Level-A threat which could be

carried out, although it may not appear entirely realistic

High Level-A threat that appears to pose an imminent and serious danger to the safety of others in the workplace

Threat Evaluation How much credibility does the threat have on a

scale from 1-5 1 symbolizing minimal risk (low) 2 & 3 symbolizing possible risk (medium) 4 & 5 symbolizing serious risk (high)

Utilize the Workplace Violence Checklist

History regarding the individual and situation How much detail was provided in the threat

who, what, when, where, how

Who Handles What Low Level- poses minimal risk

Best handled by the Manager

Medium Level-A threat which could be carried out, although it may not appear entirely realistic.

Possible investigation by HR, Legal, or Security

High Level-A threat that appears to pose an imminent and serious danger to the safety of others in the workplace.

Contact the Police Conduct follow up investigation

High Level Threat Responding to an Assault in the Workplace

Contact the Local Police Department Secure the work area Account for all employees Organize your Critical Response Team

Cross Functional Team Legal, Department Managers, HR, EAP

Take care of the victims Figure out what happened, how it happened, and

what will be necessary to prevent future incidents

MANAGEMENT RESPONSES TO LOW LEVEL THREATS

INTERVIEW AND INVESTIGATE who, what, when, where, why & how Ask open ended questions

COACHING AND COUNSELING Proactive approach to resolving threatening situations May involve Conflict Resolution

DISCIPLINARY Review company policy Implement the appropriate level of discipline Document

MENTAL HEALTH Refer for Counseling

LAW ENFORCEMENT File a police report if it is reasonable to expect the employee may continue

the behavior outside the workplace i.e. Harassment of a co-worker or supervisor

Diffusing low level threats or incidents Having a planned strategy will give you

a positive outcome Careful Intervention

Active Listening Calming Responses Skillful Responses

Careful Intervention Never break up an argument alone

Call for assistance Be sure not to put yourself or others in harms

way Separate the individuals

Take the individuals to a secure and quiet area

Never break up a physical altercation Secure the area Call the police

Active Listening Make Eye Contact Minimal Encouragement Paraphrasing or Reframing Open ended questions Effective Pauses “I” phrases

CALMING PHRASES AND RESPONSE INTERVENTIONS “Are you ok, you generally don’t act this way?” “Let me check into this.” “Let us go into the conference room to discuss this.” “Help me understand why you are angry?” “What happened to upset you?” “Let’s take a minute here, help me understand.” “Let’s step over here for a second so you can explain it to me.” “I hear what your saying.” “I understand you’re angry, frustrated, stressed out.” “What made you decide to do that?” “This is new to me. Let’s discuss it so I can understand the situation.” “Have you thought out what the consequences would be?” “How would you like to see this resolved?”

Skillful Responses Change in Behavior Address the behavior Questioning/challenging Answer the question and

redirect Defensive Behavior Remove the Threat Verbally Venting Allow it to happen

Refusal to cooperate Explain your rationale Set Limits Empower w/choices allow time to make a

choice enforce consequences

WHAT MANAGERS CAN DO TO MINIMIZE VIOLENCE Be flexible in your approach Be patient Be a positive role model Trust your feelings Encourage verbal expression Be an empathetic listener Project calmness Keep it simple Avoid public spectacles Be appropriately honest Be consistent Be attentive to signs of

distress Consider social and cultural

factors Keep your nonverbal cues non-

threatening Respect personal space Be aware of body position

Remember the

BEHAVIORS MANAGERS SHOULD AVOID

Acting defensively Making threats Being judgmental Attacking the employees character Taking the matter personally Confusing obnoxious behavior with dangerous behavior Being argumentative or condescending Ignoring the problem or the warning signs Forcing Conflict Resolution on two unwilling parties

Preventative Measures Domestic Violence

Refer the employee for help Encourage the employee to obtain a

restraining order Home & Work

Obtain a copy of the restraining order Encourage the employee to notify the

police Adopt policies that allow the employee

time off for court appearances Notify necessary employees

Frontline of defense (Receptionist, Security Guard)

KEY POINTS TO SUCCESSFULLY MANAGE WORKPLACE VIOLENCE AND THREATS Treat everyone with dignity and respect Recognize troubled employees early and refer for help Recognize troubling situations early and consult with the

appropriate department Respect confidentiality Record the facts of the incident accurately Create a Critical Response Team

Conclusion There is no 100% guarantee that

Workplace Violence can be avoided; however, with careful planning and intervention, you will decrease the likelihood that you will become a victim.