Preventing Violence in the Workplace

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Preventing Violence in the Workplace

• National Crime Prevention Council
• 2007

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A portion of this presentation is provided by

• Tom Carney
• North Miami Beach Police Department
• for the
• Florida Crime Prevention Association
• 16901 NE 19th Avenue
• North Miami, FL 33162
• Business Health Services
• 1-800-765-EAPS
• www.bhsonline.com

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Goal of This Presentation

• Participants will learn about workplace violence,
  including legal issues, prevention, intervention,
  and response.

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Presentation Objectives

• Define workplace violence
• Review The Occupational Safety and Health Act of
  1970
• Discuss the primary elements of a workplace
  violence prevention program and policy
• Discuss pre-employment screening
• Learn about negligent hiring and retention

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Presentation Objectives (continued)

• Identify the characteristics of employee
  disenchantment
• Review stalking and workplace violence
• Learn ways to prevent workplace violence during
  termination
• Discuss the elements of crime prevention through
  environmental design
• Examine the various aspects of physical security

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It is estimated that nearly 25 percent of all
workplace violence goes unreported.Source
Business Health Services
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Definition of Workplace Violence

• Any act against an employee that creates a
  hostile work environment and negatively affects
  the employee, either physically or
  psychologically

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Four Types of Workplace Violence

• The person who came to commit the crime
• Has no relationship to the workplace
• Is the recipient of a service
• Has an employment relationship with a current or
  former employee
• Has a personal relationship with a current or
  former employee
• Source Workplace Violence Issues in Response,
• U.S. DOJ, FBI

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Why Be Concerned About Violence in the Workplace?

• It makes sound business sense
• Avoid exposure to litigation
• Safety of employees

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Financial Impact of Workplace Violence on
American Businesses

• Each year almost 1 million individuals become
  victims of violent crime while working.
• About 500,000 victims of violent crime in the
  workplace lose an estimated 1.8 million work days
  each year.
• The average cost to Amercian businesses each
  year is estimated to be 36 billion dollars.
• Source Bureau of Justice Statistics

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Legal Issues Involved in Workplace Violence
Lawsuits

• Often lawsuits involve
• Negligent hiring
• Negligent retention
• Negligent supervision
• Inadequate security

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Training Is the Key
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The Occupational Safety and Health Act of 1970
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OSHA Guidelines

• Not mandatory
• Implementation reduces citations for violations
  of the General Duty Clause

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Management Commitment Toward Employees

• Zero-tolerance policy
• Allocate sufficient resources
• Develop a system of accountability
• Provide medical and psychological counseling
• Study trends and security measures
• Implement training and educational programs

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Excerpt From the National Crime Prevention
Councils Workplace Violence Guidelines

• The National Crime Prevention Council maintains
  a zero-tolerance policy
• Violation of this policy may result in
  disciplinary action, up to and including
  termination from employment. Additionally,
  violations of this policy will also be reported
  to the appropriate authorities when warranted and
  therefore may be subject to civil and/or criminal
  charges or penalties.

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Excerpt From the National Crime Prevention
Councils Workplace Violence Guidelines
(continued)

• All NCPC associates should immediately report to
  management or Human Resources any threatening
  behavior that they witnessed, were subjected to,
  or of which they have knowledge. Human resources
  will investigate any suspected incident of
  violent or threatening behavior and take
  appropriate action. No associate shall be
  subject to retaliation or retribution of any kind
  for reporting a suspected incident of workplace
  violence.

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Primary Elements of anEffective
WorkplaceViolence Prevention Program

• Planning
• Policies
• Training
• Physical Security

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Basics of Planning

• Threat assessment team
• Assess current conditions
• Establish and implement policies
• Employee Assistance Program

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Basics of Planning (continued)

• Develop a training program
• Prepare a crisis response plan
• Test and improve the program on a regular
  basis

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Basics of Policy

• Periodic updates to policies
• Review by legal counsel and insurance carrier
• Review and update procedures to implement
  policies
• Training on Policies and Procedures
• Emphasize new and amended policies

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Basics of Training

• Review workplace violence policies
• Implement and/or discuss your Employee
  Assistance Program
• Practice effective pre-employment screening
  methods
• Train management and employees

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Basics of Training (continued)

• Effective termination and layoff practices
• Recognize and report potential workplace
  violence problems
• Review crisis response plan

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Basics of Physical Security

• Conduct a threat assessment
• Incorporate Crime Prevention Through
  Environmental Design (CPTED) strategies

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Pre-EmploymentScreeningandHiring
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Pre-Employment Screening

• Check references
• Developed sources

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Hiring and Retention

• Look for warning signs
• What is negligent hiring?
• What are foreseeable circumstances?
• What are propensities?

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Hiring and Retention (continued)

Current wisdomgive the barest of facts when
contacted for job references versus Affirmative
duty to disclose negative information
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Factors Leading toWorkplace Violence

• Employee Disenchantment
• Absenteeism
• Turnover
• Three Levels of Violence
• Aggressive Behavior

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Employee Disenchantment
Disenchanted employee is another term for
disgruntled employee. This person may not be
happy with his or her supervisor or with the job
itself, or may be unhappy because of personal
circumstances that have carried over to the
workplace. A person who is disenchanted in the
workplace could show the propensity toward
workplace violence.

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Employee Disenchantment (continued)

• Employee disenchantment can result from
• Confusion
• Lack of trust
• Office politics
• Meaningless job
• Employee not knowing if he or she is succeeding
  in his or her job performance
• Boss takes credit for employees work

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Absenteeism

• Reasons for chronic absenteeism include
• Conflict with management style
• Working conditions
• Employees relationships with one another
• Personal problems
• 75 of all absenteeism is relationship-based

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The Three Levels of Violence

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Levels of Violence Level One

• The employee
• Refuses to cooperate with immediate supervisor
• Spreads rumors and gossip
• Consistently argues with co-workers or
  management
• Is belligerent toward customers
• Swears at others
• Makes unwanted sexual comments

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Levels of Violence Level Two

• The employee
• Refuses to obey company policy
• Sabotages equipment and steals property
• Verbalizes wishes to hurt co-worker(s) or
  management
• Writes sexually violent notes
• Sees self as victimized by management

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Levels of Violence Level Three

• The employee
• Has suicidal thoughts
• Has physical fights on the job
• Uses weapons
• Commits violent acts/crimes

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in the Workplace
Aggressive Behavior
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Aggressive Workplace BehaviorInvolves

• Alarm
• Emotional Distress
• Anger

• Fear
• Intimidation
• Capitulation
• Punishment
• Anxiety

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Examples of Aggressive Workplace Behavior Include

• Harassment (telephone, written, face-to-face)
• Stalking
• Threats
• Inappropriate communications
• Trespassing or returning to the workplace after
  being told to leave

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Examples of Aggressive Workplace Behavior
(continued)

• Occupying or entering victims dwelling and/or
  vehicle
• Falsely impersonating with an intent to harass
• Making unwanted purchases in the victims name

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How to Handle a Potentially Violent Situation
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Handling Violent Situations

• Familiarize yourself with your companys policies
  and emergency procedures
• Report any physical or verbal threats
• Never touch the violent person
• Use a calm, nonconfrontational approach
• Take all threats seriously
• Familiarize yourself with the resources available
  
• Seek immediate assistance if the situation
  escalates

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If Its an Emergency Situation

• Call 911 and building security personnel if you
  have them
• Make sure to make the call using a phone that is
  out of the sight and hearing of the violent
  person
• If you can, stay on the line until the police
  arrive
• Do not intervene physically
• Get yourself and others to a safe place as soon
  as possible

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Examples of Violence in the Workplace

Domestic Violence, Stalking, and Workplace
Violence
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Domestic Violence
is emotional abuse, physical abuse, or sexual
abuse between people who have, at some time, had
an intimate or family relationship. Source
www.findcounseling.com

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Domestic Violence Examples of Emotional Abuse

• Emotional abuse is when an abuser
• Continuously criticizes, calls names, or shouts
• Insults or drives friends or family away
• Humiliates a person in private or public
• Keeps a person from working, controls the money,
  or makes all the decisions
• Refuses to work or to share money
• Takes the car keys or money
• Regularly threatens to leave or tells a person to
  leave
• Threatens to kidnap the children when angry
• Manipulates with lies and contradictions

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Domestic Violence Examples of Physical Abuse

• Physical abuse is when an abuser
• Pushes, shoves, kicks, or chokes
• Holds a person down to keep them from leaving
• Hits, slaps, or bites
• Throws objects
• Locks a person out of the house
• Abandons a person in dangerous places
• Refuses to help when a person is sick, injured,
  or pregnant
• Forces a person off the road or drives recklessly
  
• Threatens to hurt a person with a weapon

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Domestic ViolenceExamples of Sexual Abuse

• Sexual abuse is when an abuser
• Minimizes the importance of a persons feelings
  about sex
• Criticizes a person sexually
• Insists on unwanted or uncomfortable touching
• Withholds sex and affection
• Forces sex after physical abuse or when a person
  is sick
• Rapes a person
• Is jealously angry, assumes a person will have
  sex with anyone
• Insists that a person dresses in a more sexual
  way than they want to

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Stalking

• There are two broad categories of stalking.
• Unwanted pursuit by a stranger
• Unwanted pursuit by someone the victim knows

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Signs of Possible Victimization

• Frequent or unplanned
• leave
• Change in job
• performance
• Unexplained bruises or
• injuries
• Sudden change of
• address
• Depression

• Eating disorders
• Self neglect
• Panic attacks
• Anxiety
• Drug and alcohol
• dependence

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Employer Reaction and Support

• Confirmation that the threat exists
• Foster a supportive workplace climate
• Thoughtfully encourage co-worker disclosure
• Staff training

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Employer Reaction and Support (continued)

• Evaluate the threat
• Create an intervention plan
• Notify and involve law enforcement
• Keep in close contact with the victim

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Employer Reaction and Support (continued)

• Make referrals
• Learn whether court orders have been obtained
• Allow for time off for victim
• Review and modify work spaces
• Be mindful of privacy
• Notify other employees as appropriate

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Employee Assistance Program Services

• Can provide information on traumatic events to
  the employer and its employees
• Can provide counseling services to victim
• Can assist in analyzing the situation and
  developing strategies

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Ways to Prevent Workplace Violence When
Terminating an Employee
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Performance Appraisals

• Always give honest and direct performance
  measurements
• Explain, discuss, and document poor performance
• Provide training to strengthen problem areas

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Unsatisfactory Performance

• Address unsatisfactory performance as it occurs
• Be honest
• Choose retraining and internal placement if
  possible

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During the Termination Process

Carefully review the employees personnel
background. There is rarely a good time to be let
go.
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During the Termination Process Prepare and Plan

• Who will conduct the exit interview?
• Who should witness the meeting?
• How will the remaining staff be told?
• What about the employees personal possessions?
• Will anyone in the company react emotionally?
• Will there be an extra workload?

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During the Termination Meeting

• Provide a written script
• Role play beforehand
• Keep it brief

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During the Termination Meeting (continued)

• Design and choose a specific place
• Do not use your office
• Consider Closed Circuit Television (CCTV) and
• a panic button
• Have an exit predetermined
• Ensure security is available if necessary

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After the Termination Meeting

• Collect keys
• Severance pay
• Continue medical benefits and other
• assistance programs
• Separation agreement
• Be respectful in front of other employees

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After the Termination Meeting(continued)

• Allow employee to retrieve personal effects
• Answer follow-up questions promptly
• Resist the urge to return threats
• Offer support disarm anger by listening and
• showing empathy

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Safety Tips in the Workplace
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Safety Tips in the Workplace

• Keep your purse, wallet, keys, or other valuables
  with you at all times or locked in a drawer or
  closet.
• Check the identity of any strangers who are in
  your office.
• Dont stay late if youll be alone in the office.
• Report any broken or flickering lights, dimly lit
  corridors, broken windows, and doors that dont
  lock properly.

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Safety Tips in the Workplace(continued)

• If you notice signs of potential violence in a
  fellow employee, report this to the appropriate
  person.
• Immediately report any incidents of sexual
  harassment to your supervisor and/or human
  resources department.
• If the company does not supply an emergency kit,
  keep your own emergency supplies.
• Avoid using out-of-the-way corridors and
  stairwells when youre alone.

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Physical Security

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Physical Security

• Exterior Access Control
• Property border
• Parking lot
• Entrance doors
• Gates, fencing, guards, CCTV, alarm system

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Physical Security (continued)

• Interior Access Control
• Main entrance
• Main lobby
• High security areas
• Locked doors, enclosed counters, bulletproof
  glass, CCTV, guards, cash handling procedures,
  etc.

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Physical Security (continued)

• Be Prepared
• Emergency plan(s)
• Code word(s)
• Safe rooms
• Electronic door access card
• Key control
• Unmarked parking spaces

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Preventing Violence in the Workplace For
Businesses

Crime Prevention Through Environmental
Design(CPTED)
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CPTED Access Control

A space should give some natural indication of
where people are and are not allowed to go. Dont
just depend on locks and guards. Make security
part of the layout.
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An Example of Access Control
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CPTED Natural Surveillance

Criminals dont want to be seen. Placing physical
features, activities, and people in ways that
maximize the ability to see whats going on,
discourages crime.
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An Example of Natural Surveillance
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CPTED Territorial Reinforcement
People protect territory they feel is their own
and respect others territory. Fences, pavement
treatments, art, signs, good maintenance, and
landscaping are some physical ways to express
ownership.
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An Example of Territorial Reinforcement
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CPTED Activity Support

Encouraging legitimate activity in public spaces
helps discourage crime. Outside lunch areas or
places to relax during breaks provide visible
deterrents to potential criminals and support
territoriality by employees.
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An Example of Activity Support
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CPTED Maintenance

Proper maintenance of landscaping, lighting
treatment, and other features can facilitate the
principles of CPTED.
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An Example of Maintenance
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Questions or Comments?

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Resources
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Resources Websites

• Occupational Safety and Health Act
• www.osha.gov
• Workplace Solutions
• www.wps.org
• National Center for Victims of Crime
• www.ncvc.org
• Free Management Library
• www.managementhelp.org/emp_well/violence.htm

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Resources Documents

• Workplace Violence Prevention and Response
  Guidelines, ASIS International, September 2005
• www.asisonline.org/guidelines/guidelineswpvfin
  al.pdf
• USDA Handbook on Workplace Violence Prevention
  and Response, U.S. Department of Agriculture,
  1998
• www.usda.gov/news/pubs/violence/wpv.htm
• Workplace Violence Issues in Response, National
  Center for the Analysis of Violent Crime,
  Critical Incident Response Group, Federal Bureau
  of Investigation, 2002
• www.fbi.gov/publications/violence.pdf

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Resources Publications

• Office of Personnel Management, Dealing with
  Workplace Violence, A Guide for Agency Planners,
  February 1998.
• Defense Personnel Security Research Center,
  Private Sector Liaison Committee of the
  International Association of Chiefs of Police,
  Combating Workplace Violence, Guidelines for
  Employees and Law Enforcement, July 1994.
• Kenneth Wolf et al, Helping the Employee Recover
  From the Trauma of Workplace Violence, EAP
  Digest, March 4, 1994.
• Department of the Air Force, Violence in the
  Workplace Intervention Handbook, December 1995.

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The National Crime Prevention Council

• 2345 Crystal Drive
• Fifth Floor
• Arlington, VA 22202
• 202-466-6272
• FAX [phone]
• www.ncpc.org
• Used with permission from Tom Carney,
• North Miami Beach Police Department and Business
  Health Services

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Presenter Contact Information