• Save
How to Prevent Workplace Violence
Upcoming SlideShare
Loading in...5
×
 

How to Prevent Workplace Violence

on

  • 2,753 views

Workplace Violence has yet again come to the forefront of society as the recent tragedy in Manchester, CT illustrates. Accordingly, Kevin Connell has orgnanized a “Complimentary Webinar” for HR ...

Workplace Violence has yet again come to the forefront of society as the recent tragedy in Manchester, CT illustrates. Accordingly, Kevin Connell has orgnanized a “Complimentary Webinar” for HR Managers, Business Owners and CEO’s of companies across North America. In the webinar it addressed the issue of Workplace Violence, the warning signs to look out for, how it happens, and why no company is immune to it, no matter, how large or small your organization. Most importantly we will address ways to prevent it from happening in the first place.

Statistics

Views

Total Views
2,753
Views on SlideShare
2,753
Embed Views
0

Actions

Likes
6
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

How to Prevent Workplace Violence How to Prevent Workplace Violence Presentation Transcript

  • Workplace Violence in the 21st Century: Top 10 Lessons Learned Kevin Connell W.Barry Nixon, SPHR CEO & Founder National Institute for AccuScreen.com Prevention of Workplace Violence, Inc. Thursday, August 19, 2010
  • W. Barry Nixon, SPHR • Executive Director, National Institute for Prevention of Workplace Violence, Inc. • Creator of www.Workplaceviolence911.com (the leading source on the Internet for comprehensive information on workplace violence) • Contact Information: wbnixon@aol.com or Telephone – (949)770-5264 800-689-2228 Thursday, August 19, 2010
  • Course Objective • To increase your knowledge about how to create a safe workplace so that you and your employees can go home every day to their family. 800-689-2228 Thursday, August 19, 2010
  • Definition - Workplace Violence National Institute for the Prevention of Workplace Violence, Inc. • Acts of aggression or violence including assaults, threats, disruptive, aggressive, hostile, or verbal or emotionally abusive behaviors that generate anxiety, that occurs in, or are related to the workplace and entails a real or perceived risk of physical, emotional and/or psychological harm to individuals, or damage to an organization’s resources or capabilities. 800-689-2228 Thursday, August 19, 2010
  • Riskiest Jobs • Jobs that involve handling cash and/or other valuable items • Jobs that provide service to the public as a clientele and have direct contact with service recipients 800-689-2228 Thursday, August 19, 2010
  • US Workplace Violence Overview • Nearly five percent of the 7.1 million private industry business establishments in the United States had an incident of workplace violence within the 12 months prior to completing a new survey on workplace violence prevention. • While 5 percent of all establishments, including State and local governments, had a violent incident, half of the largest establishments (employing 1,000 or more workers) reported an incident. Survey Of Workplace Violence Prevention, US Bureau of Labor Statistics, 2005 800-689-2228 Thursday, August 19, 2010
  • Violence in the Workplace  21st Century – 5,372 people murdered at work  21st Century – average homicides at work 596 per year  Annually close to 2 million people report violent victimizations while they are working or on duty NOTE: Data from 2001 exclude fatalities resulting from the September 11 terrorist attacks. SOURCE: US Department of Labor, Bureau of Labor Statistics, Census of Fatal Occupational Injuries, 2000-2008 800-689-2228 Thursday, August 19, 2010
  • Violence in the Workplace Workplace Deaths  Workplace suicides rose 28% from 2007 to 2008, reaching a series-high total of 251 nationwide  2008 – 517 (18% decrease)  2007 – 628 (16 % Increase) • 2006 – 540 • 2005 – 567 • 2004 – 559 • 2003 – 632 • 2002 – 609 • 2001 – 643 • 2000 – 677 NOTE: Data from 2001 exclude fatalities resulting from the September 11 terrorist attacks. SOURCE: US Department of Labor, Bureau of Labor Statistics, Census of Fatal Occupational Injuries, 2000-2008      800-689-2228 Thursday, August 19, 2010
  • Recent Workplace Violence  August 3: Manchester, Conn, 8 dead at Beer distributor warehouse  July 12: Emcore Corp, Albuquerque, N. Mexico employee kills three.  March 9: Angry janitor shoots two at Ohio State University.  March 7: Workforce Development Office, shots fired.  Feb 13: University of Alabama, Teacher kills 3.  Jan. 16: A 51-year-old dishwasher walks into a Buffalo restaurant and fatally shoots a chef and wounds the chef's father, the restaurant manager.  Jan. 12: A disgruntled former employee shoots five, killing two, at a Penske truck rental facility in Kennesaw, Ga.  Jan. 7: A factory worker in St. Louis shoots and kills 3 co- workers and injures five others at an electrical equipment company.  Nov. 5, 2009: An Army psychiatrist kills 13 and wounds 30 at the Fort Hood base in Texas. 800-689-2228 Thursday, August 19, 2010
  • Financial Impact  According to NIOSH the average cost for a workplace homicides exceeds $850,000.00.  According to workplace violence attorney, Rebecca Speer, the average jury award for negligent cases is more than $3 million in workplace violence cases  Also, based on legal research the average out of court settlement for negligent lawsuits is around $500,000.00 800-689-2228 Thursday, August 19, 2010
  • The Financial Impact 1. The cost of an incident can be astronomical compared to prevention and preparedness. – Virginia Polytechnic Institute and State University incurred $8 million in expenses as a result of the events that occurred on April 16, 2007. 800-689-2228 Thursday, August 19, 2010
  • Violence in the Workplace A New Breed of Angry Ex- Worker • . . . a Fannie Mae contract worker planted a virus on the company's network after he was fired. Had it not been discovered, and the code executed as planned, it would have destroyed and altered all (yes, all) of the data on Fannie Mae's 4,000 computer servers nationwide. Source: FBI and Department of Justice (see http://www.washingtontimes.com/news/2009/jan/30/feds-allege-plot-destroy- fannie-mae-data/) 800-689-2228 Thursday, August 19, 2010
  • Potential Legal Issues  Negligent Hiring  Negligent Retention  Duty to Warn  OSHA general requirements  Confidentiality  Worker's Compensation  Employee Notification 800-689-2228 Thursday, August 19, 2010
  • OSHA’s General Duty Clause Section 5(a)(1) Each employer shall furnish to each of his employees employment and a place of employment which are free from recognized hazards that are causing or likely to cause death or serious physical harm This includes the prevention and control of the hazard of workplace violence 800-689-2228 Thursday, August 19, 2010
  • Threats Are Against The Law “Any person who willfully threatens to commit a crime which will result in death or great bodily injury to another person, with the specific intent that the statement is to be taken as a threat, even if there is no intent of actually carrying it out, which on its face and under the circumstances in which it is made, is so unequivocal, unconditional, immediate, and specific as to convey to the person threatened, a gravity of purpose and an immediate prospect of execution of the threat, and thereby causes that person reasonably to be in sustained fear for his or her own safety, shall be punished by imprisonment in the county jail not to exceed one year, or by imprisonment in the state prison.” CA Penal Code Section 422 (Check the Penal Codes in Your State) 800-689-2228 Thursday, August 19, 2010
  • Levels of Threats • Each threat or alleged threat must be assessed and managed based on the uniqueness of the situation and considering the clarity, severity and imminence of the threat. 800-689-2228 Thursday, August 19, 2010
  • Steps to Prevent Workplace Violence 800-689-2228 Thursday, August 19, 2010
  • Create A Workplace Violence Prevention Infrastructure • The NIX Model: – Comprehensive Workplace Violence Prevention Policy – Establish a Threat Management Team and assign overall responsibility to a senior manager – Establish Risk Assessment Process (organization, facilities and individual) – Enhance Security Measures – Implement ‘best practice’ prevention support initiatives (pre & post employment screening) 800-689-2228 Thursday, August 19, 2010
  • Create A Workplace Violence Prevention Infrastructure • The NIX Model (continued) – Stress management programs, problem resolution processes, anger management coaching, etc) – Crisis Response and Communication plan – Education and Training of supervisory personnel and employees 800-689-2228 Thursday, August 19, 2010
  • Violence in the Workplace • Focus on creating and maintaining a safe workplace environment • Implement programs that will mitigate the risk of injury or physical harm to employees, customers, vendors and others who are in your offices • Form and empower a Threat Management Team • Clearly define threats and policy violations • Encourage employee reporting • Train supervisors and employees • Investigate all reported threats and incidents 800-689-2228 Thursday, August 19, 2010
  • Zero Incidents 800-689-2228 Thursday, August 19, 2010
  • Zero Incidents The target of an effective workplace violence program is injury prevention. By focusing on reducing “at risk” behaviors and practices, organizations can attack and remove the root causes of injuries and intervene before incidents happen. Detect Prevent Protect 800-689-2228 Thursday, August 19, 2010
  • Detect – Prevent – Protect Model 800-689-2228 Thursday, August 19, 2010
  • Detect – Prevent – Protect Model • Detect – focus efforts on understanding and discovering ‘at risk’ behaviors for individuals and violence prone trends for organizations. 800-689-2228 Thursday, August 19, 2010
  • Detect – Prevent – Protect Model • Detect – focus efforts on understanding and discovering ‘at risk’ behaviors for individuals and violence prone trends for organizations. • Prevent - anticipate and deal with possible problematic situations before they escalate into problematic behaviors or conflict actually erupts. 800-689-2228 Thursday, August 19, 2010
  • Detect – Prevent – Protect Model • Detect – focus efforts on understanding and discovering ‘at risk’ behaviors for individuals and violence prone trends for organizations. • Prevent - anticipate and deal with possible problematic situations before they escalate into problematic behaviors or conflict actually erupts. • Protect – implement measures to contain issues, resolve hostilities and activate crisis response plan. 800-689-2228 Thursday, August 19, 2010
  • 1-Detect • Human Resources knows pulse of workforce, early detection of problems, employee relations issues, complaints, etc. • Threat/Incident investigations geared towards identifying underlying ‘root causes’ of issues. • Risk Assessments – Identify potential workplace security hazards/ resolve risk factors – Track incidents, close calls and threats. Look for patterns. – Individual Threat Assessment process – Organization Risk Assessment – Enhance employee reporting processes 800-689-2228 Thursday, August 19, 2010
  • Threat Assessment Begins Before You Hire an Employee “ Past behavior provides powerful insights into potential future behavior” • Background Screening • Reference Checking 800-689-2228 Thursday, August 19, 2010
  • Threat Assessment 2. A) Pre-employment Screening before an individual is hired: – Thorough background check – Thorough reference check – Other assessments B) Conduct Infinity Screening (post hire employment checks) C) Implement more vigorous processes for investigating backgrounds of Foreign Nationals 800-689-2228 Thursday, August 19, 2010
  • Motivation for Workplace Violence According to the SHRM Workplace Violence Survey the leading motivations for workplace violence are: #1 Personality Conflict #2 Emotional problems/mental illness #3 Family/marital/personal relationship issues #4 Firing/Termination #5 Work related stress #6 Drug/alcohol use #7 Financial/legal difficulties #8 Poor performance review Most of these above behaviors can be detected with a thorough background and reference check. 800-689-2228 Thursday, August 19, 2010
  • The Headline You Never Employee Charged With Raping Customer • Perpetrator was a convicted felon with a long criminal history including assault and battery. • Employee had been suspended by previous employer for inappropriate behavior with a female employee. • Company did not conduct a background check • Company guilty of Negligent Hiring; ordered to pay $750,000.00. 800-689-2228 Thursday, August 19, 2010
  • Domestic Conflict • Find out if employee involved in domestic violence issues if they have a restraining order. • HR or Security interview employee in possession of No Contact or Restraining Orders to gather facts. • Discuss with Threat Management Team regarding appropriate actions to take based on the facts of the situation. 800-689-2228 Thursday, August 19, 2010
  • “Workplace Violence Prevention is Everybody’s Business” 3. A) Invest organization resources and time on increasing employee awareness of importance of reporting threats and incidents. B) Ensure reporting procedures and contact information are clear and are widely understood. 800-689-2228 Thursday, August 19, 2010
  • Why Don't Employees Report Threats or Acts of Violence? 800-689-2228 Thursday, August 19, 2010
  • Identifying Threats 4. A) Organizations need to significantly increase their knowledge and awareness of the full range of behaviors that may indicate an increased risk for the potential for an individual to commit violence. B) Identify the key indicators of 800-689-2228 Thursday, August 19, 2010
  • Recognizing Early Warning Signs 1. Threats: Person makes direct, veiled or conditional threats of harm. 2. Unreasonable; Person constantly makes slighting references to others, are never happy with what is going on and is consistently unreasonable. 3. Intimidation and Control Oriented; Person feels a need to constantly force their opinion on others. He has a compulsive need to control others. He uses intimidation of others to get his way (can be physical or verbal intimidation).e.g., fear tactics, threats, harassing behaviors including phone calls, stalking, etc. 4. Paranoid; Person thinks other employees are out to get them. She thinks there is a conspiracy to all functions of society. She feels persecuted, or victim of injustice. 5. Irresponsible; Person doesn’t take responsibility for any of their behaviors or faults or mistakes, it's always someone else's fault. Blames others, the company, the system for problems, errors and disruptive behaviors, etc. 6. Angry, Argumentative & Confrontive; Person has many hate and anger issues on and off the job with co-workers, family, friends, or the government. He is frequently involved in confrontations, belligerent and arguments and has low impulse control. 800-689-2228 Thursday, August 19, 2010
  • Recognizing Early Warning Signs 7. Violence Fascination and Acceptance; Person applauds violent acts portrayed in the media in racial incidences, domestic violence, shooting sprees, etc. He is fascinated with the killing power of weapons and their destructive effect on people. Has extreme interest in guns. 8. Vindictive; Person makes statements like "he will get his" or "what comes around goes around" or "one of these days I'll have my say". 9. Bizarre Behavior: Person is quirky, strange; considered weird and behaves in unusual manner; their presence makes others feel uncomfortable; 10. Desperation: Person expresses extreme desperation over recent family, financial or personal problems. 11. Obsessions: Person has obsessive involvement with the job, particularly when no apparent outside interests exist. He may have a romantic obsession with co-worker who has no interest in him. He suffers from other forms of obsessions. 12. Substance Abuse: Person has signs of alcohol and/or drug abuse. 13. Depression: Person displays chronic signs of depression, loss of interest and confident in life or work, is lethargic, lacks energy, particularly when this is a significant change in behavior. 800-689-2228 Thursday, August 19, 2010
  • Threat Assessment 5. Organizations need to implement a ‘risk assessment’ process : – Internal resources, e.g., HR, Security, etc. – Behavioral Threat Assessment Consultant – EAP 800-689-2228 Thursday, August 19, 2010
  • Anticipating Organization Violence  Review the factors common to organizations in which violence has occurred against your organization. ‘Common Factors to Violence Prone Organizations’ available at www.Workplaceviolence911.com 800-689-2228 Thursday, August 19, 2010
  • Threat Intervention 6. Organizations must establish an array of possible interventions to address identified ‘risk:’ – Supervisor has dialogue with employee – HR has dialogue with employee – Referral to EAP – Fitness for Duty Assessment – Formal Threat Assessment 800-689-2228 Thursday, August 19, 2010
  • Employee Assistance Program • Pro-actively communicate EAP to employees; periodically discuss in staff meetings, invite EAP to make presentation. • Educate supervisors about services provided and how to make effective referrals. • Use EAP as a stress relief valve for supervisors and employees. 800-689-2228 Thursday, August 19, 2010
  • 2-Prevention “ If you can anticipate it, you can plan for it” Example: Anticipation of a mass casualty event led to Ft. Hood personnel being prepared and trained to take appropriate and decisive actions to secure the situation. 800-689-2228 Thursday, August 19, 2010
  • Violence Free Workplace Policy Our goal is to have a violence free workplace and we have a Zero Tolerance for all forms of violence, threats, mobbing, bullying and other behaviors that imply intent to harm anyone, and violations are firmly dealt with. 800-689-2228 Thursday, August 19, 2010
  • Creating A Violence Free Culture  Open communications/constant open door  Clear and fair problem resolution processes  Employees receive basic skill training in interpersonal relations (how to treat people with the kind of respect and dignity you would expect to be treated with)  Quality Initiative, e.g., Baldridge/ISO 9000 type standards  Employee Suggestion system supported and valued Award  Select employees carefully Winning  Policies and practices to treat 'all employees Employee as being important, with respect and that Treatment reinforce treating employees as responsible adults’  Pro-actively communicated EAP 800-689-2228 Thursday, August 19, 2010
  • Respect is Key “Nothing is more important than letting a person know that you are treating them with respect and that you will try to help them find a way to save face . . . [even if you think they don’t deserve it]” This is particularly true when a employee is being subjected to an adverse employment action, e.g., disciplinary action, demotion, layoff, termination, etc. James Gilligan, a psychiatrist who directed mental health programs in the Massachusetts Prisons, THE WORKPLACE : How a job can lead to deadly ends, The Times Center, International Herald Tribune, http://www.iht.com/articles/ 2004/01/28/workcol_ed3__0.php 800-689-2228 Thursday, August 19, 2010
  • Prevention • Coordinate cross functional efforts to create a security conscious work culture • No Contact/Restraining Orders/No Trespass Orders – individual and workplace process • Training (warning signs, staying calm, taking reports seriously) • Anger management coaching and counseling • Law Enforcement or Security Consultant meet with potential aggressor to assess level of danger and to put the person on notice • Termination and other adverse action planning; supplement with mitigation efforts • Identify creative approaches to supplement termination of employees posing a threat 800-689-2228 Thursday, August 19, 2010
  • “Conflict is inevitable, Violence is not” 800-689-2228 Thursday, August 19, 2010
  • Anger Management Toolkit: Steps to Diffusing Angry Person  Practice active listening  Treat the person with Respect/Acknowledge the person’s anger – I don't blame you for being angry”  Give the person choices - “Would you prefer to keep yelling at me or would rather we try to find a solution to this issue.”  Get the person into a Problem Solving dialogue - “What alternatives do he/she believe would help resolve the issue?" 800-689-2228 Thursday, August 19, 2010
  • Anger Management Toolkit: Steps to Diffusing Angry Person  Validate their ideas - Say something like "those are good suggestions worth considering" or "those are good points, you may be on to something" or "you could be right in making that suggestion.”  Stay Calm - this allows you to maintain full use of your skills. 800-689-2228 Thursday, August 19, 2010
  • Conflict Resolution Training • Does your conflict resolution training include skill building for supervisors to learn how to effectively defuse angry or hostile situations? • Conflict resolutions skills should be a key competency for supervisors. 800-689-2228 Thursday, August 19, 2010
  • No Contact and Restraining Orders 800-689-2228 Thursday, August 19, 2010
  • No Contact and Restraining Orders “80% of restraining orders are effective, but the remaining 20% can be a problem” 800-689-2228 Thursday, August 19, 2010
  • No Contact and Restraining Orders “80% of restraining orders are effective, but the remaining 20% can be a problem” 800-689-2228 Thursday, August 19, 2010
  • No Contact and Restraining Orders “80% of restraining orders are effective, but the remaining 20% can be a problem” • Established a process for making decisions regarding No Contact and Restraining Orders. 800-689-2228 Thursday, August 19, 2010
  • Key Resources • Human Resources • Security • Legal • Safety/Occupational Health • Employee Assistance Program • Media Spokesperson • Managers/Supervisors • Threat Management Team • First Responders 800-689-2228 Thursday, August 19, 2010
  • Prevention “Stop it, before it begins” 800-689-2228 Thursday, August 19, 2010
  • 3-Protect • Notify threatened employee of potential danger. • Maintain surveillance of potential perpetrator. • Intervene with intent of disrupting the ‘Cycle of Aggression.’ • If trouble starts, notify Security to intervene immediately, implement law enforcement protocol in place (remember in active shooter situations shots are generally fired in the first 5 minutes; plan accordingly). • Have Crisis Response Plan prepared and ready to put into action. 800-689-2228 Thursday, August 19, 2010
  • Crisis Response Plan • Focus is to reduce the impact on people and business resources • Mass communication process in place to reach off site and onsite employees, supervisors, clients, community, etc. • Prepare for meeting the press ahead of time • Communication plan with ‘First Responder’ community • Have an ‘Active Shooter’ plan (recognize it is different from other emergencies because of the human element) • Training and practice 800-689-2228 Thursday, August 19, 2010
  • Response 7. Mass casualty events require a rapid transition from normal operations to ensure effective disaster response. – Develop mass warning and notification capabilities with the ability to warn all personnel within 10 minutes of incident notification. – Advance preparation efforts must include first responders to ensure an integrated response. 8. Ensure you have a clear emergency number for employees to call and regularly communicate this information. 800-689-2228 Thursday, August 19, 2010
  • Response 9. Train all personnel in ‘Active Shooter’ life preservation tactics. – First responders should be trained in ‘active shooter’ tactics and procedures. Consider joint training opportunities. 800-689-2228 Thursday, August 19, 2010
  • Learning the Hard Way 10.Studies reveal that organizations usually have a better response to a disaster the second time around. But the extent to which a company prepares for a reoccurrence depends on whether it asked the right questions and learned the right lessons the first time. 800-689-2228 Thursday, August 19, 2010
  • Questions To Answer to Ensure You Learn From Other Incidents • Would your pre-crisis assessments have identified the issue(s) ahead of time? • Would your mitigation efforts have sufficiently offset the damage that occurred? • Are your supervisors and managers equipped to handle the type of situation that occurred? • Have you identified post-incident risk? • How should your workplace violence prevention efforts be modified? immediately? long-term? • What tactics, training, or policies need to be revised? 800-689-2228 Thursday, August 19, 2010
  • Winning the Battle Against Workplace Violence “80% of Success is Preparation” Joe Louis 800-689-2228 Thursday, August 19, 2010
  • Key to Fewer Incidents Fewer “at risk” behaviors equals fewer incidents. 800-689-2228 Thursday, August 19, 2010
  • Summary of Key Messages • Make it clear Prevention is your goal • Conduct Organization, Physical and Individual Risk Assessments • Implement Workplace Violence Prevention policy by effectively communicating, training and enforcing • Consider threats of violence as a serious issue and take proactive action to prevent escalation • Listen to employees concerns • Understand the Crisis Response plan and your role in implementing it. • Learn from other incidents 800-689-2228 Thursday, August 19, 2010
  • A Never Ending Journey The reduction of workplace violence incidents requires on going diligence, patience and vigilance to identify, eliminate or mitigate and to continuously reduce risk. It’s a never ending journey to attempt to combat the violent side of the human condition. 800-689-2228 Thursday, August 19, 2010
  • Workplace Violence Prevention Resource Center • www.Workplaceviolence911.com – Common Factors to Violence Prone Organizations – The Ultimate Workplace Violence Prevention Policy Maker Software • www.PreemploymentDirectory.com – Comprehensive Guide for Selecting a Background Screening Firm – Directory of Background Screening Firms • www.OnlineReferenceChecks.com • www.CAEPV.org (domestic violence) • www.NAPBS.com (background screening) • www.ASISOnline.org (workplace violence prevention guidelines) • www.SHRM.org (Knowledge Center) 800-689-2228 Thursday, August 19, 2010
  • Thank you! Please join us next week for Employment Background Checks, Diploma Mills & How to Avoid Resume Fraud 800-689-2228 Ext 1100 Kevin Connell AccuScreen.com & W. Barry Nixon, SPHR Next Friday August 20 2:00 PM Eastern 11:00 AM Pacific Thursday, August 19, 2010