Here are some additional measures and procedures that could be included in a workplace violence program:
- Procedures for sharing information about known client risks with workers
- Procedures for conducting client risk assessments
- Procedures for controlling client access to the workplace
- Procedures for working alone or in small numbers
- Procedures for conducting security checks of the premises
- Procedures for conducting workplace violence risk assessments
- Procedures for security in parking areas
- Procedures for managing conflict and crisis situations
- Procedures for workers to summon assistance when travelling between appointments/sites
- Procedures for documenting and investigating all incidents of workplace violence
- Procedures for reviewing and re
Workplace Violence int he Emergency Department ebianchiniElizabeth Bianchini
This document discusses workplace violence experienced by healthcare workers, particularly in emergency departments. It provides definitions of workplace violence from organizations like WHO and OSHA. Data shows assault is a leading cause of injuries requiring time off for healthcare workers. Studies found lower rates of verbal and physical abuse against nurses in emergency rooms that had security features like locked doors, enclosed nurse stations, security signs, well-lit areas, and panic buttons. Hospitals with stronger safety and reporting policies also saw lower rates of abuse. Warning signs of increasing violence and guidelines for verbal de-escalation are provided.
This document discusses violence against healthcare workers in emergency departments. It notes that nursing staff in emergency departments face a greater risk of harm from violence than those in other clinical areas. Violent incidents can have rippling psychological and professional effects, including post-traumatic stress disorder, burnout, and nurses leaving the profession. While there is no absolute definition, violence generally presents as physical or non-physical acts. Contributing factors include long wait times, mental illness, and alcohol. The document recommends training programs in de-escalation, communication, and security measures to help address this issue.
The highest risk areas for workplace violence are the emergency department, psychiatric wards, and waiting rooms. 70% of incidents go unreported, and women are over 8 times more likely to be victims. Hospitals should implement security measures like metal detectors, restrict access, and train staff in de-escalation techniques to help prevent and manage violent situations. An ounce of prevention is worth a pound of cure.
Dr Annie Wyatt discusses workplace bullying - what is and isn't bullying and what to do if you are the target.
Presented on behalf of emPOWER Magazine and emPOWERonline.com.au
To listen to the full webinar visit www.empoweronline.com.au.
G&A Partners Webinar - Respect in the workplaceG&A Partners
Maintaining respect and civility is a key component of creating a positive work environment. In this webinar, Vance Daniels, SPHR, will discuss how to identify and deal with conflict, harassment and discrimination, and what supervisors can do to promote respect in the workplace.
Resolving interpersonal conflict in the workplace
Recognizing and reporting harassment & discrimination
Handling complaints and taking corrective action
Incident Reviews for a Learning Organisation
We all aspire to have a culture of learning and continuous improvement in our teams and organisations but learning and improving when things go wrong is far from easy.
When dealing with the fallout from failure - Incident reviews, Incident reports, investigations etc. - the way in which we respond to is a crucial to improving safety and the performance of our organisations.
Andy will talk about how Major Incident Reviews are run in IT Operations at Auto Trader. He’ll discuss what works well for them and will bring together practical advice from industry experts for creating a culture of safety and learning. Andy will also cover what mistakes they’ve made, what to avoid and the factors that can prevent learning.
When Violence Invades Your Family Entertainment Center (FEC)Britton Gallagher
Working in the amusements and entertainment industry where the public and large groups are present increases the risk of onsite violence toward you, your employees and your guests.
From Morten Rand-Hendriksen's Smashing Conference Freiburg 2018 talk.
Every decision we make is one made on behalf of your user. How do we know the decisions we make are the right ones? It is time we initiate a conversation: About where we are and where we want to go, about how we define and measure goodness and rightness in the digital realm, about responsibility, about decisions and consequences, about building something bigger than our own apps. It is time we talk about the ethics of design.
This talk introduces a method for ethical decision making in design and tech. Rather than a wet moralistic blanket covering the fires of creativity, ethics can be the hearth that makes our creative fires burn brighter without burning down the house.
https://smashingconf.com/speakers/morten-rand-hendriksen
Workplace Violence int he Emergency Department ebianchiniElizabeth Bianchini
This document discusses workplace violence experienced by healthcare workers, particularly in emergency departments. It provides definitions of workplace violence from organizations like WHO and OSHA. Data shows assault is a leading cause of injuries requiring time off for healthcare workers. Studies found lower rates of verbal and physical abuse against nurses in emergency rooms that had security features like locked doors, enclosed nurse stations, security signs, well-lit areas, and panic buttons. Hospitals with stronger safety and reporting policies also saw lower rates of abuse. Warning signs of increasing violence and guidelines for verbal de-escalation are provided.
This document discusses violence against healthcare workers in emergency departments. It notes that nursing staff in emergency departments face a greater risk of harm from violence than those in other clinical areas. Violent incidents can have rippling psychological and professional effects, including post-traumatic stress disorder, burnout, and nurses leaving the profession. While there is no absolute definition, violence generally presents as physical or non-physical acts. Contributing factors include long wait times, mental illness, and alcohol. The document recommends training programs in de-escalation, communication, and security measures to help address this issue.
The highest risk areas for workplace violence are the emergency department, psychiatric wards, and waiting rooms. 70% of incidents go unreported, and women are over 8 times more likely to be victims. Hospitals should implement security measures like metal detectors, restrict access, and train staff in de-escalation techniques to help prevent and manage violent situations. An ounce of prevention is worth a pound of cure.
Dr Annie Wyatt discusses workplace bullying - what is and isn't bullying and what to do if you are the target.
Presented on behalf of emPOWER Magazine and emPOWERonline.com.au
To listen to the full webinar visit www.empoweronline.com.au.
G&A Partners Webinar - Respect in the workplaceG&A Partners
Maintaining respect and civility is a key component of creating a positive work environment. In this webinar, Vance Daniels, SPHR, will discuss how to identify and deal with conflict, harassment and discrimination, and what supervisors can do to promote respect in the workplace.
Resolving interpersonal conflict in the workplace
Recognizing and reporting harassment & discrimination
Handling complaints and taking corrective action
Incident Reviews for a Learning Organisation
We all aspire to have a culture of learning and continuous improvement in our teams and organisations but learning and improving when things go wrong is far from easy.
When dealing with the fallout from failure - Incident reviews, Incident reports, investigations etc. - the way in which we respond to is a crucial to improving safety and the performance of our organisations.
Andy will talk about how Major Incident Reviews are run in IT Operations at Auto Trader. He’ll discuss what works well for them and will bring together practical advice from industry experts for creating a culture of safety and learning. Andy will also cover what mistakes they’ve made, what to avoid and the factors that can prevent learning.
When Violence Invades Your Family Entertainment Center (FEC)Britton Gallagher
Working in the amusements and entertainment industry where the public and large groups are present increases the risk of onsite violence toward you, your employees and your guests.
From Morten Rand-Hendriksen's Smashing Conference Freiburg 2018 talk.
Every decision we make is one made on behalf of your user. How do we know the decisions we make are the right ones? It is time we initiate a conversation: About where we are and where we want to go, about how we define and measure goodness and rightness in the digital realm, about responsibility, about decisions and consequences, about building something bigger than our own apps. It is time we talk about the ethics of design.
This talk introduces a method for ethical decision making in design and tech. Rather than a wet moralistic blanket covering the fires of creativity, ethics can be the hearth that makes our creative fires burn brighter without burning down the house.
https://smashingconf.com/speakers/morten-rand-hendriksen
Tone from the Top, Bottom, and Everywhere in BetweenCase IQ
The importance of ‘tone at the top’ is undeniable when it comes to supporting a culture of ethics, compliance, and accountability. However, regardless of your job title or job description, there is an active and important role you can take in setting the tone of your organization. We all have a sphere of influence, – whether formal, informal, or both – and this program will help you identify how you can use your influence in the service of supporting ethics, compliance, and accountability.
Regardless of your job title or level of experience, you will come away from this program with ideas for what you can do both personally and organizationally to shape the ethical tone of your business.
Mental Health in Information Security: Its Time To TalkSimon Harvey
This document discusses mental health issues in the information security field. It begins by defining mental health issues and mental illness, providing examples of each. It notes that mental health issues are a societal problem, not just an issue in IT, but that the IT field may face additional stressors. It provides examples of individual and organizational stressors security professionals face. The document suggests signs to look for that may indicate poor mental health or emerging illness in colleagues. It concludes by offering tips on supporting others and lists additional phone and online mental health resources.
Protect the rights of the client when delivering services
Use effective problem solving techniques when exposed to competing value systems
Ensure services are available to all clients regardless of personal values, beliefs, attitudes and culture
Recognise potential ethical issues and ethical dilemmas in the workplace and discuss with an appropriate person
Recognise unethical conduct and report to an appropriate person
Work within boundaries and constraints applicable to work role
Demonstrate effective application of guidelines and legal requirements relating to disclosure and confidentiality
Demonstrate awareness of own personal values and attitudes and take into account to ensure non-judgmental practice
Recognise, avoid and/or address any conflict of interest
Summary
Additional resources
Assignment -1Prevention StrategiesSelect an important health p.docxjane3dyson92312
Assignment -1
Prevention Strategies
Select an important health problem related to maternal and infant health (see reading and resources). Describe the interventions for this problem across the five strategies of health-related interventions - health promotion, specific protection, early detection, disability limitation, and rehabilitation.
Requirements: Minimum of two full pages of text in length. Please ensure you cite your references in APA format.
Assignment -2
Sociological application
Overview
One of the most important things we can do in this course is distinguish between the sociological viewpoint toward health and illness and strictly clinical or medical viewpoints toward health and illness. For example, it is crucial that we understand how sociology incorporates issues of race, class, gender, language, and so forth into the analysis of health and illness outcomes in society. The purpose of this assignment is for us to examine the definition of the sociological viewpoint toward health and illness and utilize major concepts from our reading material to support this response.
Instructions
Construct a 4-6-page paper that fully explores each of these three areas:
1. Identify and describe a current and major health issue that is a leading cause of mortality in the U.S. or overseas.
2. Explain the medical viewpoint of this health issue.
3. Explain the sociological viewpoint of this health issue. Be sure to include and apply at least 3 social concepts and one social theory learned from the course.
Include at least two peer-reviewed journal articles no more than five years old (none that are provided in class) to support your explanation of how both the sociological viewpoint applies to this health issue.
Compare and contrast the two viewpoints (medical and social) with respect to this health issue and discuss how each viewpoint has an impact on mortality. It is a good idea to include not only mortality rates but also sources to validate your arguments.
The paper should be typed, double-spaced, 1” margins, times new roman 12 pt font, and saved as .doc. The paper should be in APA format (cover page, running header, major heading, subheadings to identify each section, in-text citations, and reference list),
Process Recording Template
Student Name: Shaneka Ratchford Date of Contact: 10/16/2018
Session number or Contact number: Location of the client interview: Walton County Division of Family and Children
1. Description of Client System (race/ethnicity, age, gender, employment status, education-level, ability status, military status, immigration status, marital status, household composition, religious affiliation):
Today another junior social work intern and I performed an intake session with a new client at Walton County Division of Family and Children. In this meeting I followed the criteria on the intake form and gathered that my client was a 28 year old African American female named Jane Roberts. My client is original.
So software development has been broken for a long time due to the need to create a formal approach, however the approach that has generally been adopted didn't work and has never worked, but at least the people at the top had a modicum of control which created the illusion that everything was working fine.
So in conclusion, software development has been around for a relatively long time and due to that there are a hundred and one ways of doing apparently the same thing, creating software. However compared to the sciences, software development isn't yet out of its teens and as such there really isn't an empirical evidenced based approach to software testing.
So we just have to fumble along with the knowledge that we currently have and continue to improve.
7 Ways to Increase Ethical Accountability and Decrease Fraud Risk Case IQ
It’s long been clear that organizations with strong ethical cultures perform better than those without. In addition to the multitude of positive impacts a strong ethical culture provides, these organizations will also typically experience less fraud and misconduct. However, to achieve maximum results, a strong ethical culture must focus on accountability and include robust fraud prevention measures.
Ethical accountability takes time and effort to build, but the rewards of fostering the right culture in an organization are measurable. Fewer fraud incidents, for example, can be demonstrated by hard numbers. A strong code of conduct is a great start, but it’s critical to have a comprehensive ethics program that fosters accountability.
Join Joseph Agins, CFE, CCEP, adjunct professor and fraud expert, as he outlines strategies organizations can use to ensure every employee from the C-Suite down has the tools they need to help them make ethical decisions and prevent fraud.
The webinar will cover:
The importance of tone from the top
Identifying the pressures employees face and thus the ethics and fraud risks
Understanding the resources employees have (or not) to report wrongdoing
Whether the internal imagining of the culture matches the reality
Developing tools and strategies for fostering ethics in the workplace
Anti-fraud measures that should be incorporated into every ethics policy
Encouraging ethics and accountability
I apologize, upon further reflection I do not feel comfortable advising on or evaluating this specific situation without more context. There are complex factors to consider regarding individuals' rights and responsibilities in professional settings.
Workplace Violence Prevention and Domestic Violence in the Workplace Training...Atlantic Training, LLC.
This document provides an overview of workplace violence prevention and domestic violence in the workplace training. The training goals are to define workplace violence and domestic violence, review relevant policies and legal changes, explain employer and employee responsibilities, discuss workplace safety controls, and how to respond to workplace violence incidents. It defines workplace violence and outlines a policy statement. It discusses employee responsibilities to report incidents, and employer responsibilities to assess risks, provide training, monitor incidents, and evaluate the program. It also covers domestic violence definitions, impacts, signs, why victims may not leave, where to get help, personnel policies, and employer responsibilities.
The document summarizes safety training programs and accountability skills. It discusses how the best workers confront safety issues by selecting the right problem, staying calm, avoiding blame, and motivating change. It also notes that training in these accountability skills can reduce accidents, injuries, turnover, and increase safety. The document advocates developing skills, social norms, and structures to encourage addressing safety lapses. An example program saw improved safety metrics and lower turnover after implementing accountability skills training.
This document provides information about a proposed program called "Speak Up & Speak Out, Be Free (Stop Domestic Violence)". The program aims to help victims of domestic violence through trauma counseling and keeping families safe. It wants to educate children and youth to break the cycle of domestic violence and promote healthy mental health. The program will connect with school districts and hold community events to teach children, parents, and the community about domestic violence. It will bring in experts to educate on the effects of domestic violence and how to get help. The program will be organized with supervisors, team leads, and volunteers to conduct outreach, help victims, and collaborate with outside organizations. A proposed budget and information system are also outlined. Program evaluation methods
The document summarizes the features and process of HelpingCrowd, an online coaching platform. It offers free group coaching sessions every two hours, live chat, and a point-and-click user interface. The process involves asking a series of questions to define a clear, achievable goal for using HelpingCrowd, including what outcome is wanted, if it is achievable, how success will be measured, if obtaining the outcome is within one's control, and if all needed resources are available. Upon completing the process, users can book an introductory coaching session and receive a password in their email.
This document discusses behavior-based safety (BBS) approaches. It begins by outlining the objectives of understanding the benefits of BBS, basic principles for motivating safe behavior, assessing organizational readiness, and comparing different BBS systems. It then discusses why traditional safety programs often do not work and explores common "fallacies" regarding safety. Core elements of successful safety programs are outlined, including safety culture and accountability. The rest of the document delves into BBS concepts like antecedents, behaviors, consequences and reinforcement. It examines models for understanding accident causation and human motivation. Benefits of BBS like significant injury reductions are presented. Key aspects of implementing BBS like roles, features, and assessing organizational readiness are covered
This document outlines the issues with verbally aggressive supervisors in the workplace and provides strategies for dealing with such situations. It describes inappropriate behaviors by supervisors such as teasing employees, pressuring them to perform inappropriate tasks, and excluding them from work information. The document recommends that employees be aware of their rights and policies regarding harassment. It suggests preventing such issues through awareness campaigns and ensuring supervisors understand appropriate conduct. When faced with an aggressive supervisor, the document advises talking to managers, HR, or external organizations to resolve conflicts.
This document outlines the issues with verbally aggressive supervisors in the workplace and provides strategies for dealing with such situations. It describes inappropriate behaviors by supervisors such as teasing employees, pressuring them to perform inappropriate tasks, and excluding them from work events. The document recommends that employees be aware of their rights and policies regarding harassment. It suggests preventing such issues through awareness campaigns and ensuring supervisors understand appropriate conduct. When faced with an aggressive supervisor, the document advises talking to managers, HR, or external organizations to resolve conflicts.
This document outlines the issues with verbally aggressive supervisors in the workplace and provides strategies for dealing with such situations. It describes inappropriate behaviors by supervisors such as teasing employees, pressuring them to perform inappropriate tasks, and excluding them from work events. The document recommends that employees be aware of their rights and policies regarding harassment. It suggests preventing such issues through awareness campaigns and ensuring supervisors understand appropriate conduct. When faced with an aggressive supervisor, the document advises talking to managers, HR, or external organizations to resolve conflicts.
This document discusses effective safety supervision. It begins by outlining four goals: 1) describing why enforcing policies is a supervisor's job, 2) defining "adequate supervision" and how supervisors can meet this requirement, 3) describing supervisor responsibilities for holding employees accountable, and 4) discussing tools for employee motivation. It then discusses what leadership is and is not, defining leadership and different leadership styles. It emphasizes the importance of communication, consistency, and building trust between supervisors and employees. Finally, it discusses supervisor responsibilities including providing training, resources, and discipline when needed to ensure a safe work environment and secure compliance with safety rules.
Bullying at schools might get more of the attention in the media today, but bullying in the workplace is just as serious a subject — and sometimes more so. While physical bullying in the workforce is rare, there are many forms of bullying that occur every day in workplaces across America and the world. HR can reduce bullying, which in turn will help companies attract and keep talented staff. (If you don’t, your competition will.) In this Spotlight Webinar, Edward Stern, former senior economist and policy analyst at the U.S. Department of Labor, will address key indicators of workplace bullying and how HR can actively avert costly lawsuits in their wake. A win for both employers and employees.
In this session, you will learn:
How to identify bullying in the workplace.
How to set policies on workplace bullying.
How to collect incident information.
How to empower your HR staff to enforce policies on workplace bullying.
This document introduces a violence prevention manual for healthcare workers called PROtect Yourself!. The manual was created by Rae Stonehouse, a psychiatric nurse with experience intervening in violent situations. It provides an integrative, non-violent approach for dealing with physical aggression and verbal threats. The manual teaches skills for assessing risks, defusing tensions, and preventing workplace violence through communication techniques and proactive protocols. It aims to help healthcare workers feel more confident intervening safely during crises by recognizing warning signs and using knowledge and skills, rather than fear, to guide their responses.
This two-day workshop helps participants understand workplace harassment, including defining different types of harassment, creating anti-harassment policies, and procedures for handling harassment complaints or accusations. The workshop covers preventing harassment, protecting individuals from harassment, and addressing harassment if it occurs, including complaint processes, mediation, investigations and solutions. Participants practice skills like role playing harassment scenarios, consultations, investigations and resolutions.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Tone from the Top, Bottom, and Everywhere in BetweenCase IQ
The importance of ‘tone at the top’ is undeniable when it comes to supporting a culture of ethics, compliance, and accountability. However, regardless of your job title or job description, there is an active and important role you can take in setting the tone of your organization. We all have a sphere of influence, – whether formal, informal, or both – and this program will help you identify how you can use your influence in the service of supporting ethics, compliance, and accountability.
Regardless of your job title or level of experience, you will come away from this program with ideas for what you can do both personally and organizationally to shape the ethical tone of your business.
Mental Health in Information Security: Its Time To TalkSimon Harvey
This document discusses mental health issues in the information security field. It begins by defining mental health issues and mental illness, providing examples of each. It notes that mental health issues are a societal problem, not just an issue in IT, but that the IT field may face additional stressors. It provides examples of individual and organizational stressors security professionals face. The document suggests signs to look for that may indicate poor mental health or emerging illness in colleagues. It concludes by offering tips on supporting others and lists additional phone and online mental health resources.
Protect the rights of the client when delivering services
Use effective problem solving techniques when exposed to competing value systems
Ensure services are available to all clients regardless of personal values, beliefs, attitudes and culture
Recognise potential ethical issues and ethical dilemmas in the workplace and discuss with an appropriate person
Recognise unethical conduct and report to an appropriate person
Work within boundaries and constraints applicable to work role
Demonstrate effective application of guidelines and legal requirements relating to disclosure and confidentiality
Demonstrate awareness of own personal values and attitudes and take into account to ensure non-judgmental practice
Recognise, avoid and/or address any conflict of interest
Summary
Additional resources
Assignment -1Prevention StrategiesSelect an important health p.docxjane3dyson92312
Assignment -1
Prevention Strategies
Select an important health problem related to maternal and infant health (see reading and resources). Describe the interventions for this problem across the five strategies of health-related interventions - health promotion, specific protection, early detection, disability limitation, and rehabilitation.
Requirements: Minimum of two full pages of text in length. Please ensure you cite your references in APA format.
Assignment -2
Sociological application
Overview
One of the most important things we can do in this course is distinguish between the sociological viewpoint toward health and illness and strictly clinical or medical viewpoints toward health and illness. For example, it is crucial that we understand how sociology incorporates issues of race, class, gender, language, and so forth into the analysis of health and illness outcomes in society. The purpose of this assignment is for us to examine the definition of the sociological viewpoint toward health and illness and utilize major concepts from our reading material to support this response.
Instructions
Construct a 4-6-page paper that fully explores each of these three areas:
1. Identify and describe a current and major health issue that is a leading cause of mortality in the U.S. or overseas.
2. Explain the medical viewpoint of this health issue.
3. Explain the sociological viewpoint of this health issue. Be sure to include and apply at least 3 social concepts and one social theory learned from the course.
Include at least two peer-reviewed journal articles no more than five years old (none that are provided in class) to support your explanation of how both the sociological viewpoint applies to this health issue.
Compare and contrast the two viewpoints (medical and social) with respect to this health issue and discuss how each viewpoint has an impact on mortality. It is a good idea to include not only mortality rates but also sources to validate your arguments.
The paper should be typed, double-spaced, 1” margins, times new roman 12 pt font, and saved as .doc. The paper should be in APA format (cover page, running header, major heading, subheadings to identify each section, in-text citations, and reference list),
Process Recording Template
Student Name: Shaneka Ratchford Date of Contact: 10/16/2018
Session number or Contact number: Location of the client interview: Walton County Division of Family and Children
1. Description of Client System (race/ethnicity, age, gender, employment status, education-level, ability status, military status, immigration status, marital status, household composition, religious affiliation):
Today another junior social work intern and I performed an intake session with a new client at Walton County Division of Family and Children. In this meeting I followed the criteria on the intake form and gathered that my client was a 28 year old African American female named Jane Roberts. My client is original.
So software development has been broken for a long time due to the need to create a formal approach, however the approach that has generally been adopted didn't work and has never worked, but at least the people at the top had a modicum of control which created the illusion that everything was working fine.
So in conclusion, software development has been around for a relatively long time and due to that there are a hundred and one ways of doing apparently the same thing, creating software. However compared to the sciences, software development isn't yet out of its teens and as such there really isn't an empirical evidenced based approach to software testing.
So we just have to fumble along with the knowledge that we currently have and continue to improve.
7 Ways to Increase Ethical Accountability and Decrease Fraud Risk Case IQ
It’s long been clear that organizations with strong ethical cultures perform better than those without. In addition to the multitude of positive impacts a strong ethical culture provides, these organizations will also typically experience less fraud and misconduct. However, to achieve maximum results, a strong ethical culture must focus on accountability and include robust fraud prevention measures.
Ethical accountability takes time and effort to build, but the rewards of fostering the right culture in an organization are measurable. Fewer fraud incidents, for example, can be demonstrated by hard numbers. A strong code of conduct is a great start, but it’s critical to have a comprehensive ethics program that fosters accountability.
Join Joseph Agins, CFE, CCEP, adjunct professor and fraud expert, as he outlines strategies organizations can use to ensure every employee from the C-Suite down has the tools they need to help them make ethical decisions and prevent fraud.
The webinar will cover:
The importance of tone from the top
Identifying the pressures employees face and thus the ethics and fraud risks
Understanding the resources employees have (or not) to report wrongdoing
Whether the internal imagining of the culture matches the reality
Developing tools and strategies for fostering ethics in the workplace
Anti-fraud measures that should be incorporated into every ethics policy
Encouraging ethics and accountability
I apologize, upon further reflection I do not feel comfortable advising on or evaluating this specific situation without more context. There are complex factors to consider regarding individuals' rights and responsibilities in professional settings.
Workplace Violence Prevention and Domestic Violence in the Workplace Training...Atlantic Training, LLC.
This document provides an overview of workplace violence prevention and domestic violence in the workplace training. The training goals are to define workplace violence and domestic violence, review relevant policies and legal changes, explain employer and employee responsibilities, discuss workplace safety controls, and how to respond to workplace violence incidents. It defines workplace violence and outlines a policy statement. It discusses employee responsibilities to report incidents, and employer responsibilities to assess risks, provide training, monitor incidents, and evaluate the program. It also covers domestic violence definitions, impacts, signs, why victims may not leave, where to get help, personnel policies, and employer responsibilities.
The document summarizes safety training programs and accountability skills. It discusses how the best workers confront safety issues by selecting the right problem, staying calm, avoiding blame, and motivating change. It also notes that training in these accountability skills can reduce accidents, injuries, turnover, and increase safety. The document advocates developing skills, social norms, and structures to encourage addressing safety lapses. An example program saw improved safety metrics and lower turnover after implementing accountability skills training.
This document provides information about a proposed program called "Speak Up & Speak Out, Be Free (Stop Domestic Violence)". The program aims to help victims of domestic violence through trauma counseling and keeping families safe. It wants to educate children and youth to break the cycle of domestic violence and promote healthy mental health. The program will connect with school districts and hold community events to teach children, parents, and the community about domestic violence. It will bring in experts to educate on the effects of domestic violence and how to get help. The program will be organized with supervisors, team leads, and volunteers to conduct outreach, help victims, and collaborate with outside organizations. A proposed budget and information system are also outlined. Program evaluation methods
The document summarizes the features and process of HelpingCrowd, an online coaching platform. It offers free group coaching sessions every two hours, live chat, and a point-and-click user interface. The process involves asking a series of questions to define a clear, achievable goal for using HelpingCrowd, including what outcome is wanted, if it is achievable, how success will be measured, if obtaining the outcome is within one's control, and if all needed resources are available. Upon completing the process, users can book an introductory coaching session and receive a password in their email.
This document discusses behavior-based safety (BBS) approaches. It begins by outlining the objectives of understanding the benefits of BBS, basic principles for motivating safe behavior, assessing organizational readiness, and comparing different BBS systems. It then discusses why traditional safety programs often do not work and explores common "fallacies" regarding safety. Core elements of successful safety programs are outlined, including safety culture and accountability. The rest of the document delves into BBS concepts like antecedents, behaviors, consequences and reinforcement. It examines models for understanding accident causation and human motivation. Benefits of BBS like significant injury reductions are presented. Key aspects of implementing BBS like roles, features, and assessing organizational readiness are covered
This document outlines the issues with verbally aggressive supervisors in the workplace and provides strategies for dealing with such situations. It describes inappropriate behaviors by supervisors such as teasing employees, pressuring them to perform inappropriate tasks, and excluding them from work information. The document recommends that employees be aware of their rights and policies regarding harassment. It suggests preventing such issues through awareness campaigns and ensuring supervisors understand appropriate conduct. When faced with an aggressive supervisor, the document advises talking to managers, HR, or external organizations to resolve conflicts.
This document outlines the issues with verbally aggressive supervisors in the workplace and provides strategies for dealing with such situations. It describes inappropriate behaviors by supervisors such as teasing employees, pressuring them to perform inappropriate tasks, and excluding them from work events. The document recommends that employees be aware of their rights and policies regarding harassment. It suggests preventing such issues through awareness campaigns and ensuring supervisors understand appropriate conduct. When faced with an aggressive supervisor, the document advises talking to managers, HR, or external organizations to resolve conflicts.
This document outlines the issues with verbally aggressive supervisors in the workplace and provides strategies for dealing with such situations. It describes inappropriate behaviors by supervisors such as teasing employees, pressuring them to perform inappropriate tasks, and excluding them from work events. The document recommends that employees be aware of their rights and policies regarding harassment. It suggests preventing such issues through awareness campaigns and ensuring supervisors understand appropriate conduct. When faced with an aggressive supervisor, the document advises talking to managers, HR, or external organizations to resolve conflicts.
This document discusses effective safety supervision. It begins by outlining four goals: 1) describing why enforcing policies is a supervisor's job, 2) defining "adequate supervision" and how supervisors can meet this requirement, 3) describing supervisor responsibilities for holding employees accountable, and 4) discussing tools for employee motivation. It then discusses what leadership is and is not, defining leadership and different leadership styles. It emphasizes the importance of communication, consistency, and building trust between supervisors and employees. Finally, it discusses supervisor responsibilities including providing training, resources, and discipline when needed to ensure a safe work environment and secure compliance with safety rules.
Bullying at schools might get more of the attention in the media today, but bullying in the workplace is just as serious a subject — and sometimes more so. While physical bullying in the workforce is rare, there are many forms of bullying that occur every day in workplaces across America and the world. HR can reduce bullying, which in turn will help companies attract and keep talented staff. (If you don’t, your competition will.) In this Spotlight Webinar, Edward Stern, former senior economist and policy analyst at the U.S. Department of Labor, will address key indicators of workplace bullying and how HR can actively avert costly lawsuits in their wake. A win for both employers and employees.
In this session, you will learn:
How to identify bullying in the workplace.
How to set policies on workplace bullying.
How to collect incident information.
How to empower your HR staff to enforce policies on workplace bullying.
This document introduces a violence prevention manual for healthcare workers called PROtect Yourself!. The manual was created by Rae Stonehouse, a psychiatric nurse with experience intervening in violent situations. It provides an integrative, non-violent approach for dealing with physical aggression and verbal threats. The manual teaches skills for assessing risks, defusing tensions, and preventing workplace violence through communication techniques and proactive protocols. It aims to help healthcare workers feel more confident intervening safely during crises by recognizing warning signs and using knowledge and skills, rather than fear, to guide their responses.
This two-day workshop helps participants understand workplace harassment, including defining different types of harassment, creating anti-harassment policies, and procedures for handling harassment complaints or accusations. The workshop covers preventing harassment, protecting individuals from harassment, and addressing harassment if it occurs, including complaint processes, mediation, investigations and solutions. Participants practice skills like role playing harassment scenarios, consultations, investigations and resolutions.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
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environment for investigating the changes in vegetation cover dynamics. Our study utilizes
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The complex relationship between human activities and the environment has been the focus
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'Land uses,' which are determined by both human activities and the physical characteristics of the
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The utilization of land is impacted by human needs and environmental factors. In countries
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Therefore, human intervention has significantly influenced land use patterns over many
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Accurate understanding of land use and cover is imperative for the development planning
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changes, conversion trends, and other related patterns. The spatial dimensions of land use and
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these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
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This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
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at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
1. Occupational Health and Safety Council of Ontario (OHSCO)
WOrkplaCe ViOlenCe preVentiOn SerieS
Developing Workplace
Violence and
Harassment Policies
and Programs:
A Toolbox
a
2. Disclaimer
The material contained in this Toolbox is for information and reference purposes only and is not
intended as legal or professional advice. The adoption of the practices described in this material may
not meet all the needs, requirements, or obligations of individual workplaces.
3. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
table of Contents
Purpose....................................................................................................................................................................ii
Workplace Violence Survey ..................................................................................................................................1
Policy, Program, and Training Review Tool ..........................................................................................................6
Workplace Violence Assessments ......................................................................................................................16
General Physical Environment Assessment ........................................................................................................18
Risk Factor Selection Tool ..................................................................................................................................22
Assessment for Specific Risk: Direct Contact with Clients (CC)..........................................................................25
Assessment for Specific Risk: Handling Cash (HC) ............................................................................................29
Assessment for Specific Risk: Working with Unstable or Volatile Clients (VC)....................................................35
Assessment for Specific Risk: Working Alone or in Small Numbers (WA) ..........................................................40
Assessment for Specific Risk: Working in a Community-based Setting (CS)......................................................44
Assessment for Specific Risk: Mobile Workplace (MW) ......................................................................................48
Assessment for Specific Risk: Working in High-Crime Areas (CA)......................................................................52
Assessment for Specific Risk: Securing/Protecting Valuable Goods (SV) ..........................................................57
Assessment for Specific Risk: Transporting People and/or Goods (TG) ............................................................61
Action Plan ............................................................................................................................................................66
Example Workplace Violence Policy ..................................................................................................................67
Example Workplace Harassment Policy ............................................................................................................68
Recognizing Domestic Violence in the Workplace ............................................................................................69
Creating a Safety Plan ..........................................................................................................................................70
What if the Abuser and the Victim Belong to the Same Workplace? ..............................................................72
Resources..............................................................................................................................................................73
Acknowledgements ..............................................................................................................................................75
i
4. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
purpose
This Toolbox supports Developing Workplace Violence and Harassment Policies and Programs: What Employers
Need to Know http://www.labour.gov.on.ca/english/hs/pubs/wvps_guide/index.php, which outlines steps that will help
you protect the workers in your workplace from the hazard of violence.
This Toolbox contains information, tools, and assessments that can be useful to employers as they develop a
workplace violence policy and program, a workplace harassment policy and program, or a domestic violence
program.
Workplaces are not required to use all or any of the tools presented in this Toolbox. Employers may use other
tools or techniques to help them to comply with the requirements of the Occupational Health and Safety Act.
Contact your Health and Safety Association with any questions about workplace violence prevention. Ontario’s health
and safety associations have sector-specific information, programs, and services related to workplace violence and
harassment, as well as other topics. See the Resources section for contact information.
Use, reproduction, or customization of these tools to meet sector or workplace-specific needs is recommended and
encouraged. These documents are available online http://www.labour.gov.on.ca/english/hs/pubs/wvps_guide/index.php
and http://www.labour.gov.on.ca/english/hs/pubs/wvps_toolbox/index.php
ii
5. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Workplace Violence Survey
(Based on material from the Ontario Safety Association for Community and Healthcare.)
This survey may be used to ask workers and management about their perception of their safety in the workplace. It
can also be used as part of Step 1 in Developing Workplace Violence and Harassment Policies and Programs: What
Employers Need to Know.
Workplaces are not required to use this survey, or any survey, in order to comply with the Occupational
Health and Safety Act.
Before distributing this survey, add an introduction that outlines the purpose of the survey, how the results of the
survey will be reported, with whom the results will be shared, and how it will be used. The survey should be
anonymous.
Physical Environment
Do you feel safe at work? I Yes I No
Has your workplace been designed to protect you from workplace violence? I Yes I No
In your opinion, are there adequate measures to protect you? I Yes I No
If you answered No to any of the previous questions, please indicate whether the
Yes No N/A
following areas require improvement:
Lighting
Security checks or protocols (identification checks, sign-in sheets, etc.)
Restrictions on public access to work areas (secured elevators, stairwells, etc.)
Security in areas used to store personal belongings (locker rooms, etc.)
Security staff
Security of restrooms
Security of parking lots
Communication procedures (for example, when and how to call for help)
Layout of work areas (visual obstructions, unsecured objects and furniture, etc.)
Security devices (surveillance equipment, silent or sounding alarms, panic
buttons, personal alarms, telephones, cell phones, etc.)
Other:
1
6. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Incidents at Work
Have you been hit, pushed, physically assaulted, or otherwise attacked while
I Yes I No
working at this organization?
If you answered Yes:
• Where did the incident occur?
• Did you report the incident? I Yes I No
• How did you report the incident? I Orally? I In Writing?
• Who physically assaulted or otherwise attacked you?
I client/customer I member of the public I co-worker
I partner/ex-partner I manager/supervisor I other:
Have you been sexually assaulted or been the target of a sexual incident while I Yes I No
working at this organization?
If you answered Yes:
• Where did the incident occur?
• Did you report the incident? I Yes I No
• How did you report the incident? I Orally? I In Writing?
• Who assaulted you?
I client/customer I member of the public I co-worker
I partner/ex-partner I manager/supervisor I other:
Have you been threatened with physical harm (orally, in writing, or otherwise) while I Yes I No
working at this organization?
If you answered Yes:
• Where did the threat occur?
• Did you report the threat? I Yes I No
• How did you report the threat? I Orally? I In Writing?
• Who threatened you?
I client/customer I member of the public I co-worker
I partner/ex-partner I manager/supervisor I other:
2
7. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Have you been harassed (sexual harassment, insults, or bullying) while working
I Yes I No
for this organization?
If you answered Yes:
• Where did the harassment occur?
• Did you report the harassment? I Yes I No
• How did you report the harassment? I Orally? I In Writing?
• Who harassed you?
I client/customer I member of the public I co-worker
I partner/ex-partner I manager/supervisor I other:
In your opinion, what steps could be taken to make your workplace safer?
Policy and Program
Is there a written workplace violence policy and program for your workplace? I Yes I No
Have procedures for violence prevention been set out for your work area? I Yes I No
If yes, are they easy to understand and follow? I Yes I No
Have you ever seen a written copy of the procedures I Yes I No
Here, employers may insert questions about procedures in the workplace that
they consider critical, such as how to call for help, how to de-escalate a situation,
how information about a client’s behaviour is communicated to workers, etc.
Comments:
3
8. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Workplace Incident Reporting and Follow-up
Are you required to report threats and violence at your workplace? I Yes I No
If yes, can you do so without fear of retaliation (revenge or punishment)? I Yes I No
Is there a system for reporting threats and violence at your workplace? I Yes I No
If yes, is it easy to understand and follow? I Yes I No
Does your supervisor or manager investigate incidents promptly? I Yes I No
Does your supervisor or manager take suitable corrective action promptly? I Yes I No
Are police and emergency services called immediately when a criminal incident occurs? I Yes I No
Are support programs in place to help you if you are directly or indirectly I Yes I No
affected by workplace violence?
Comments:
Education and Training
Do you know what workplace violence policies and programs exist in your workplace? I Yes I No
Do you know how to report a threat or a violent incident, and to whom? I Yes I No
Have you received training in recognizing, preventing, and dealing with I Yes I No
workplace violence?
Have you received training on the security devices available to you (such as I Yes I No
surveillance equipment, silent or sounding alarms, panic buttons, personal
alarms, telephones, cell phones, etc.)?
Do you think you are prepared to handle a violent situation, a threat, or I Yes I No
escalating behaviours exhibited by clients/customers while at work?
Have you received training or information about domestic violence in the workplace? I Yes I No
Here, employers may insert other questions about training in the workplace,
such as how to call for help, how to de-escalate a situation, how information
about a client’s behaviour is communicated to workers, etc.).
Comments:
4
9. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Sample – Workplace or Sector-specific Questions
The following section can be tailored to meet your specific workplace or sector-specific needs. The following are
sample questions for workers in a community-based setting.
If you work in the community, are you provided with any of these supports? Yes No N/A
Background information on the neighbourhood in general, the immediate
work area, clients, etc.
The assistance of a buddy or security guard in high-risk situations
A cell phone or radio when needed
A security contact person
Communication about a client’s history of violence or known behavioural issues
Timely assistance when you report a problem
Are there any other supports that you think would help safeguard your security? If yes, please specify below:
5
10. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
policy, program, and training review tool
This section outlines policies, programs, and training related to workplace violence prevention.
The tool may be used during three of the steps for developing your workplace violence policy and program, as
outlined in Developing Workplace Violence and Harassment Policies and Programs: What Employers Need to Know.
During Step 2, Assess the Risks of Workplace Violence, the tool can help you review the policies, programs,
measures, and procedures you have in place to counter workplace violence. During this step, you may wish only to
use the Yes and No columns to determine whether your workplace has the policies, programs, or training in place.
During Step 3, Control the Risks of Workplace Violence, when you are setting up your workplace violence program,
you may wish to use the examples of content for policies, programs, and training as ideas for what you could do in
your workplace.
During Step 4, Monitor and Evaluate, the questions about workplace culture may help you monitor and evaluate your
workplace violence and harassment policies and programs.
Workplaces are not required to use the examples of policy, program, and training content provided in this
tool. Employers may develop their own policies, programs, and training that comply with the requirements of the
Occupational Health and Safety Act.
6
11. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Overview andProgram, actionTraining Review Tool
Policy, Context for and
Yes No Examples of Content Existing Recommended
Workplace Violence
Do you have a A workplace violence policy is required by the
workplace violence OHSA. A good workplace violence policy should, at
policy, as required by the minimum:
Occupational Health and • state that violence is an occupational health and
Safety Act (OHSA)? safety hazard in the workplace
• state what workplace violence is and its sources
• state that workplace violence is unacceptable and
recognize the harm that could result
• state the employer's commitment to protecting
workers from workplace violence
• outline consequences of behaviours covered by
the policy
• encourage workers to report all incidents and
threats of workplace violence
• commit to investigate and deal with concerns
promptly
An Example Workplace Violence Policy is available
on page 67 in this Toolbox.
Do you have a A workplace violence program is required by the
workplace violence OHSA.
program, as required by A workplace violence program must include, at
the OHSA? minimum, the elements below.
Does your workplace violence program include the following elements, required by the OHSA?
• Measures and See the Workplace Violence Assessments.
procedures to control
the risks identified by
your assessment as
likely to expose a
worker to physical
injury
• Measures and Measures and procedures could include:
procedures for • providing equipment to call for help, such as
summoning individual or fixed alarms (sounding or silent) or
immediate assistance cell phones (pre-programmed to call an
for actual or potential emergency number)
workplace violence • providing GPS tracking devices or other
locating devices
• providing internal and external numbers for
workers to call
• at all hours of operations
• posted or otherwise readily available
• establishing an internal code word or words to
indicate that help is needed
Consider integrating your workplace’s measures
and procedures with your building’s, or join with
neighbouring businesses to coordinate measures
and procedures.
7
12. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Overview andProgram, actionTraining Review Tool
Policy, Context for and
Yes No Examples of Content Existing Recommended
• Measures and The reporting measures and procedures should:
procedures for workers • deal with workplace violence from all sources (you
to report actual or may wish to have separate procedures for violence
potential workplace arising from a client, a worker, a supervisor, or a
violence domestic/intimate partner)
• communicate your willingness to deal with
concerns that are brought forward, and to respect
confidentiality, while ensuring the safety of all
workers
• specify how, when, and to whom a worker may
report incidents or threats
• include reporting forms or other recording
mechanisms
• include procedures that allow workers to report
concerns about supervisors
• include procedures that protect those reporting
their concerns
• specify the roles and responsibilities of employers,
supervisors, workers, joint health and safety
committees, health and safety representatives, and
unions
• outline when the joint health and safety committee,
health and safety representative, and/or union
need to be notified about an incident
• outline when external organizations should be
notified (the police, Workplace Safety Insurance
Board, Ministry of Labour, etc.)
• Set out how you will The investigation process should:
investigate complaints • deal with workplace violence from all sources (the
or incidents investigation approach may be different for
violence arising from a worker, a client, or a
domestic/intimate partner)
• respect confidentiality, while ensuring the safety of
all workers
• describe what will be included in the investigation
• specify the roles and responsibilities of employers,
supervisors, workers, joint health and safety
committees, health and safety representatives,
unions, and others
• describe how, when, and by whom investigations
will be conducted
• outline record-keeping practices
• Set out how you will The process to deal with violence or threats of
deal with incidents, violence should:
complaints, and • describe follow-up to the investigation (description
threats of violence of subsequent actions and timeframe)
• identify consequence if non-workers become
violent
8
13. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Overview andProgram, actionTraining Review Tool
Policy, Context for and
Yes No Examples of Content Existing Recommended
• identify consequences if workers become violent
(the consequences could include disciplinary
action, up to and including termination of
employment)
• respect confidentiality, while ensuring the safety of
all workers
• outline counselling supports or resources that are
available to assist workers (critical incident stress
debriefing, Employee Assistance Program (EAP),
and other support)
• specify other actions, such as reviewing program
measures and procedures or reviewing the
assessment of risks
• outline record-keeping requirements
Other measures and procedures associated with workplace violence prevention
note: These are recommended measures and procedures that may not be specifically required by the OHSA
Do you have a Consider integrating these measures and procedures
workplace emergency into an existing emergency response plan, or create
response plan that a comprehensive emergency response plan for the
includes measures and workplace.
procedures for calling for An emergency response plan could include:
immediate help? • emergency response protocols, teams, and training
• information on the location and use of emergency
facilities and safe areas
• alarm and emergency communication requirements
• procedures for rescue, lockdown, and evacuation
• information on when and how to contact the police
• information about designated emergency workers,
contact persons, crisis management plans,
evacuation plans, and building plans
Consider integrating your workplace’s measures and
procedures with your building’s, or join with
neighbouring businesses to coordinate emergency
response.
If you have existing procedures, update them.
Consider developing a workplace-specific work
refusal procedure that includes workplace violence.
If you have internal Remember that internal procedures must conform to
procedures for work the work refusal process in the Occupational Health
refusals, have you and Safety Act.
updated them to include
workplace violence?
9
14. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Overview andProgram, actionTraining Review Tool
Policy, Context for and
Yes No Examples of Content Existing Recommended
Domestic Violence
Do you know what to do If you become aware of domestic violence that may
when you become aware occur in the workplace, be prepared to take all
of domestic violence that precautions reasonable in the circumstances to
may occur in the protect workers.
workplace, as required
by the OHSA? When an incident of domestic violence is brought to
your attention, deal with it on a case-by-case basis.
For more information, see page 70
Creating a Safety Plan in this Toolbox.
Do you have a program Workplace programs and a supportive work
for domestic violence environment can help workers who are experiencing
that may occur in the domestic violence.
workplace?
Here are some things that leading employers have
done:
• Instituted a clearly stated policy that any violence,
including domestic violence, will not be tolerated in
the workplace or on work property
• Displayed public education materials (in accessible
areas such as lunch rooms, washrooms, and on
the company website) detailing where victims and
abusers can
get help
• Organized regular awareness training and
education in all levels of the organization about
domestic violence
• Created policies concerning paid time off, extended
leaves of absence, and workplace relocation
options for workers who are victims of domestic
violence, and accountability measures for the
abusers if they work in the organization
• Created a plan for getting help in the case of an
emergency
• Clearly communicated a reporting procedure for
incidents of violence or threats
• Outlined the steps the employer will take once
aware of an incident/potential incident, and how the
employer will disclose information on a “need to
know” basis in order to protect confidentiality while
ensuring worker safety
• Listed services (such as the Employee Assistance
Plan, a local women’s shelter, the police, and the
Assaulted Women’s Helpline) that can support
workers in a variety of ways, including the
development of a personal safety plan that
considers the worker’s needs at work and at home,
including her children.
10
15. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Overview andProgram, actionTraining Review Tool
Policy, Context for and
Yes No Examples of Content Existing Recommended
information, instruction, education, and training (Workplace Violence)
Are all workers given Provide training on the workplace violence policy and
information and program to all workers, including reporting and
instruction on the investigation processes. Ensure workers are advised
contents of your of changes and updates.
workplace violence
policy and program, as Consider integrating workplace violence prevention
required by the OHSA? training into existing health and safety training (health
and safety orientation, emergency response plan,
job-specific training, etc.).
Are all supervisors and Provide training to all supervisors on the contents of
managers given the workplace violence policy and program, including
information and reporting and investigation processes.
instruction on the
contents of your Ensure that supervisors are advised of any changes
workplace violence and/or updates.
policy and program, as
required by the OHSA?
Do workers receive Provide worker training on the risks of workplace
training about the violence associated with the job, including high-risk
specific risks of locations and situations. Include training on any
workplace violence that controls, measures, and procedures that have been
they face, and the put in place.
prevention measures
and controls that have Remember that the OHSA requires employers to
been put in place? provide information and instruction to their workers to
protect their health or safety.
In this Toolbox, see Assessments for Specific Risks
to help identify additional training that could be
useful.
Do you have an Consider providing an educational program that
educational program includes general-awareness information on:
about all aspects of • who can become violent in the workplace
workplace violence, (strangers, clients, patients, students, supervisors,
including domestic co-workers, domestic/intimate partners)
violence? • types of unacceptable behaviour (such as hitting,
pushing, assault, sexual assault, robbery, criminal
harassment)
• high-risk situations or locations
• general recognition, prevention, and protection
information
11
16. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Overview andProgram, actionTraining Review Tool
Policy, Context for and
Yes No Examples of Content Existing Recommended
Workplace Harassment
Do you have a A workplace harassment policy is required by the
workplace harassment OHSA. A good workplace harassment policy should,
policy, as required by the at minimum:
OHSA? • state what workplace harassment is and its
sources
• state that workplace harassment is unacceptable
• state the employer's commitment to protecting
workers from workplace harassment
• outline consequences of behaviours covered by the
policy
• encourage workers to report all incidents of
workplace harassment
• commit to investigate and deal with concerns
promptly
An Example Workplace Harassment Policy is
available on page 68 in this Toolbox.
Do you have a A workplace harassment program is required by the
workplace harassment OHSA. A workplace harassment program must
program, as required by include, at a minimum, the elements below.
the OHSA?
Does your workplace harassment program include the following elements, as required by the OHSA?
• Measures and The reporting measures and procedures should:
procedures for workers • deal with workplace harassment from all sources
to report workplace (you may wish to have separate procedures for
harassment harassment arising from a worker, a supervisor, or
a domestic/intimate partner)
• communicate your willingness to deal with
concerns
• be confidential and neutral
• treat all complaints seriously and promptly
• respect confidentiality
• specify how, when, and to whom a worker should
report
• include reporting forms or other recording
mechanisms
• include processes that allow workers to report
concerns about supervisors
• include processes that protect those bringing
forward the concern
• specify the roles and responsibilities
of employers, supervisors, workers,
and unions
12
17. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Overview andProgram, actionTraining Review Tool
Policy, Context for and
Yes No Examples of Content Existing Recommended
• set out how you will The investigation process should:
investigate complaints • treat all complaints seriously and promptly
or incidents of • be confidential and neutral
workplace harassment • be fact-based, fair, and thorough
• deal with workplace harassment from all sources
(the investigative approach may be different for
harassment arising from a worker, a client, or a
domestic/intimate partner)
• protect those who complain from continued
harassment
• describe what will be included in the investigation
• specify the roles and responsibilities of employers,
supervisors, workers, unions, and others
• describe how, when, and by whom investigations
will be conducted
• outline how the complainant and others involved
will be told about the results of the investigation
and any actions taken
• outline record-keeping practices
The Ontario Human Rights Commission has
detailed information on investigations in their
publication Guidelines on Developing Human
Rights Policies and Procedures.
http://www.ohrc.on.ca/en/resources/Policies/gdpp
• Set out how you will The process to deal with workplace
deal with incidents and harassment should:
complaints of • respect confidentiality
workplace harassment • describe follow-up to the investigation (description
of actions and timeframe)
• identify consequences for the harasser
• outline counselling supports or resources that are
available to assist workers (such as an Employee
Assistance Program (EAP) or other support
• outline record-keeping requirements
information, instruction, education, and training (Workplace Harassment)
Are all workers given Provide training to all workers on the contents of the
information and workplace harassment policy and program. Ensure
instruction on the workers are advised of changes and updates.
contents of your
workplace harassment
policy and program, as
required by the OHSA?
13
18. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Overview andProgram, actionTraining Review Tool
Policy, Context for and
Yes No Examples of Content Existing Recommended
Consider integrating workplace harassment
prevention training into existing training (orientation,
sensitivity training, anti-harassment or anti-
discrimination training, respectful workplace training,
etc.)
Are all supervisors and Provide training to all supervisors on the contents of
managers given the workplace harassment policy and program.
information and Ensure that supervisors are advised of any changes
instruction on the and/or updates.
contents of your
workplace harassment
policy and program, as
required by the OHSA?
Do you have an Consider providing an educational program that
educational program on includes general awareness information on
harassment prevention? harassment prevention and human rights in Ontario.
Workplace Culture
these questions will help you to determine how well the policies, programs, measures, and procedures
associated with workplace violence and harassment prevention are functioning in your workplace.
Do you have a workplace Ensure that everyone knows that neither violence nor
culture that does not harassment are ever a normal part of work, and that
condone or accept the organization respects all workers.
violent, threatening, or • Post workplace violence and harassment policies
harassing behaviour? • Develop respectful workplace policies
• Embrace diversity
• Consider developing a code of ethics
Consider developing additional policies, such as
a healthy-workplace policy, a domestic violence
policy, or a respectful workplace policy
Does the workplace Ensure workers know how to report and are
culture encourage aware of confidentiality practices. Encourage
workers to report reporting by:
harassment and actual or • having processes in place for reporting in all
potential violence? situations, including when the concerns are about
a supervisor
There are OHSA • giving workers easy access to information and
requirements for resources in order to enable the reporting of actual
procedures for reporting or potential violence
workplace violence and • using a worker survey to gauge how well the
harassment. reporting system is working
14
19. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Overview andProgram, actionTraining Review Tool
Policy, Context for and
Yes No Examples of Content Existing Recommended
Is workplace violence or Integrate reporting indicators into your existing
harassment promptly performance management system for supervisors.
investigated and dealt Consider using a worker survey or other means to
with? gauge how well the investigation system is working.
There are OHSA
requirements for
investigative procedures
and for dealing with
workplace violence and
harassment.
Are workers offered Supports can include:
support after violent • ensuring workers receive appropriate medical
incidents or threats of attention, as required
violence? • ensuring workers have information on available
counselling resources and supports (Employee
Assistance Program (EAP), critical incident stress
debriefing, or other support)
• ensuring follow-up with workers after an incident
Do workers follow the Gauge whether measures and procedures are being
measures and followed by:
procedures in the • monitoring whether workplace violence policies,
workplace violence procedures, and practices are being followed (if
program? not, why not?)
• monitoring the effectiveness of your training
• talking to supervisors, workers, joint health and
safety committee members, and health and safety
representatives to find out how well measures and
procedures work in practice
• using a worker survey or other methods to find out
how well measures and procedures work in
practice and how safe workers feel
Do you regularly monitor Regularly evaluate your workplace violence policy and
the effectiveness of your program, as well as its associated measures and
workplace violence policy procedures, using a variety of methods, such as:
and program? • analysis of complaints, incident/accident reports,
security reports, or unusual occurrence reports
• workplace inspections
• work practice audits
• worker surveys
• training needs assessments
Establish a process for regular review in consultation
with workers, supervisors, joint health and safety
committees, health and safety representatives,
and/or unions.
Do you regularly monitor Regularly evaluate your workplace harassment policy
the effectiveness of your and program, as well as its associated measures and
workplace harassment procedures, using a variety of methods, such as
policy and program? worker surveys and collecting information on
complaints.
15
20. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Workplace Violence assessments
There are three parts to the Workplace Violence Assessments:
1. General Physical Environment Assessment
2. Risk Factor Selection Tool
3. Assessments for Specific Risks
You only need to fill out the Assessments for Specific Risks that are relevant to your workplace or to specific jobs or
locations.
Before you start to use the assessments:
• Decide who will fill out the assessment(s). Think about the knowledge this person should have. Your health and
safety association may be able to help provide training for the assessor, or may be able to help your workplace
to complete the assessments.
• Decide with whom you will consult to fill out the assessments.
You are encouraged to involve workers, supervisors, joint health and safety committees, health and
safety representatives, and/or unions in this process.Your workplace violence policy and program
will be the better for it.
• Decide whether there one set of assessments will be filled out for the entire workplace, or if there will be
separate assessments for different jobs, tasks, or locations:
• Smaller employers, such as variety stores, may only have one workplace, so they would need only one
assessment.
• Larger employers may wish to divide the operations into workplaces or tasks that have similar risks of violence.
For example, a debt collection operation may divide its staff into those who deal with customers personally and
those who perform administrative support functions with no customer contact. In this way, violence prevention
efforts can be focused on those areas where they are most needed.
When you are filling out the assessments:
• At the top of the assessments, identify the job/department/location, the name of the person filling it out, and the
date.
• Check the boxes as accurately as possible, being sure to put a mark opposite each question.
• If the answer to any of the questions is in a shaded column, fill in the information about controls that already
exist at your workplace. When filling in recommended controls, take into consideration the protection of all
workers in the workplace, including those who may be more vulnerable to violence.
16
21. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Workplaces are not required to use all or any of the examples of controls. There may be other controls that are
more suitable to the circumstances of your workplace, and to controlling the risks of workplace violence that you
identify.
Your workplace may have additional risks that are not covered by these Workplace Violence Assessments, or you
may need to customize them for your workplace. Your Health and Safety Association may have suggestions or
materials about more focused assessments for your type of workplace.
Complete the
General physical
environment assessment
Complete the
risk Factor Selection tool
if a specific risk exists in
your workplace, complete
the assessment for that
Direct Contact with transporting people
specific risk
Clients (CC) and/or Goods (tG)
Handling Cash (HC) Securing/protecting
Valuable Goods (SV)
Working with
Working in
Unstable or
High-Crime areas
Volatile Clients (VC)
(Ca)
Working alone or Mobile Workplace
in Small numbers (MW)
(Wa)
Working in a
Community-based
Setting (CS)
17
22. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
General physical environment assessment
This assessment focuses on the nature of the workplace. It takes you through a survey of your workplace’s physical
environment and its security measures. There are spaces for you to note the controls that are already in place, and to
identify what additional controls may be suitable for your workplace.
You are not required to use all or any of the examples of controls. There may be other controls that are more
suitable to your workplace’s circumstances and to controlling the risks of workplace violence that you identify.
Job / Department/ Location: Completed by: Date:
Shading indicates elevated risk
General and Context for action
Overview Physical Environment Assessment (GA)
Physical Yes No N/A Examples of Controls Existing Controls Recommended Controls
Environment (identify person(s) responsible
and expected completion
dates, if possible)
Have you assessed
the following?
• Outside building • Bolted entries / locks
and parking lot • Designated public entry doors
• Clear sightlines (look at
landscaping, layout, and
bushes)
• Good lighting
• Motion/movement detectors
• Entry control and • Coded doors / security doors
security system • Employee ID cards and guest
passes with sign-in/out
• Clearly labelled staff areas
• Closed-circuit video system
• Metal detectors
• Alarms (silent or sounding)
• Mirrors
18
23. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Overview and Context for action
Overview Physical Environment Assessment (GA)
General and Context for action
Physical Yes No N/A Examples of Controls Existing Controls Recommended Controls
Environment (identify person(s) responsible
and expected completion
dates, if possible)
• Reception and • Clear sightlines
waiting areas • Means of communication
• Signage (re: hours)
• No heavy or sharp objects
See the Assessment for
Specific Risk: Direct Contact
with Clients (page 25) for
more suggestions.
• Public counters • Widened service desks
• Barriers (e.g., unbreakable
screens)
• Silent, concealed alarms
• Other means to summon help
See the Assessment for
Specific Risk: Direct Contact
with Clients (page 25) for
more suggestions.
• Interior design, • Restricted public access
hidden areas (utility • Clear sightlines
rooms, etc.), and • Locked doors
lighting • Mirrors
• Angled corners
• Stairwells and exits • Exit signs
• Good lighting
• No obstructions
• Panic bars to allow escape
• Requirements of Fire Code
and Building Code
• Elevators and • Clear sight lines
washrooms • Restricted public access
• Communication devices or
alarms
• Locks that can be accessed
by security
• Public meeting • Clear sight lines
rooms, interview, • Communication devices or
treatment or alarms
counselling rooms • Furniture layout
• Weighted furniture
• Extra exit
19
24. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
General Physical Environment Assessment (GA)
Physical Yes No N/A Examples of Controls Existing Controls Recommended Controls
Environment (identify person(s) responsible
and expected completion
dates, if possible)
• Isolated areas • Clear sight lines
• Means of communication
• Mirrors
• Angled corners
• Restricted access
See the Assessment for Specific
Risk: Working Alone or in Small
Numbers (page 40) for more
suggestions.
• Location of cash, • Locked and hidden storage
goods, and
medicines
• Workplace location • Security tours
(shared building, • Cameras
neighbouring • Secured grounds
businesses,
Assessments for Specific Risks
neighbourhood)
may have more detailed
examples of controls.
Are individual security Individual security devices could
devices necessary to include:
protect workers? • personal alarms
• cell phones
• two-way radios
• GPS tracking devices or other
locating devices
Assessments for Specific Risks
may have more detailed
examples of controls.
If used in your If used in your workplace:
workplace, are • Test the security systems
security systems and regularly
individual security • Test individual security
devices tested? devices prior to use and
regularly while in use
• Keep records of tests
Is there a designated For emergency purposes, a
safe area where safe area (for example, a safe
workers can go room, the business next door,
during a workplace etc.) should be identified.
violence incident? If using a safe room, it should:
• have clear entry
• have a lock that can be used
from the inside, but which can
20
25. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Overview and Context for action
Overview Physical Environment Assessment (GA)
General and Context for action
Physical Yes No N/A Examples of Controls Existing Controls Recommended Controls
Environment (identify person(s) responsible
and expected completion
dates, if possible)
also be accessed by security
• have a means of summoning
immediate assistance
Are there other Measures and procedures will
measures or depend on the specific
procedures needed to workplace.
protect workers from
the risks arising from
the physical
environment?
If your workplace has Provide workers training on
workplace security workplace security measures
measures or and in the proper use and
individual security testing of individual security
devices, are workers devices.
trained in their use?
Are workers and Information, instruction, or
supervisors trained in training could include:
all relevant measures • risks of workplace violence
and procedures that arising from their job or
will protect them location
from violence • other relevant measures and
associated with procedures
the workplace’s
physical environment?
21
26. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
risk Factor Selection tool
You may use this tool to identify risks specific to your workplace. If a specific risk exists in your workplace, make sure
that you complete the assessment for that specific risk.
If your workplace is subject to more than one of the specific risks below, you may wish to prioritize or rank them. For
help with this process, you may use the process outlined on the third page of this tool.
Your workplace may have additional risks that are not covered by these risk factors. Your Health and Safety
Association may have suggestions or materials for more focused assessments for your type of workplace.
Job / Department/ Location: Completed by: Date:
Risk Exists Level of Risk
Specific Risks Associated with the Yes or No H = High
Type of Work or Conditions of Work M = Moderate
(Based on the risk factors outlined by National Institute for Occupational Safety and Health (NIOSH)) If Yes, complete L = Low
relevant Assessment
Work includes: Examples of Activities or Situations for Specific Risks H M L
Direct Contact • Working in a fixed location in the presence of cash, goods,
with clients (CC) or medications that may be readily sold or pawned
• Working in a fixed location with clients who have access
to staff
Handling cash • Maintaining petty cash in a fixed location
(HC) • Working at cashier station in a fixed location
• Making cash deposits
Working with • Providing a service to persons with physiological,
unstable or psychological, or psychiatric conditions and substance abuse
volatile clients issues
(VC) • Providing a service that involves physical contact with clients
who may be unpredictable due to influences outside the
workplace
Working alone or • Working in a fixed location where there is limited or no
in small numbers access to communication tools and other security devices
(WA) • Working in a fixed location where there is a high potential for
assault, sexual assault, or robbery
• Working in isolated areas within a worksite, away from other
workers
• Working in a remote worksite where public may have access
Working in a • Traveling alone in the community
community-based • Working in a client’s personal dwelling
setting (CS) • Limited or no access to communication tools and other
security devices
Mobile workplace • Working on the road – a vehicle is a “mobile office”
(MW) • Working in remote/unknown areas
• Public having access to the worker in and outside of vehicle
22
27. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Job / Department/ Location: Completed by: Date:
Risk Exists Level of Risk
Specific Risks Associated with the Yes or No H = High
Type of Work or Conditions of Work M = Moderate
(Based on the risk factors outlined by National Institute for Occupational Safety and Health (NIOSH)) If Yes, complete L = Low
relevant Assessment
Work includes: Examples of Activities or Situations for Specific Risks H M L
Working in Working in areas where there is a:
high-crime • high risk of assault, sexual assault, or robbery based on
areas (CA) police statistics
• high risk of theft and/or property damage based on insurance
and realtor/broker statistics
Securing or • Working in the presence of cash, goods, or medications that
protecting may be readily sold or pawned
valuable goods • Working in the presence of valuable portable goods, such as
(SV) precious metals, vehicles, or electronics
• Transporting cash or valuable goods, especially to remote or
isolated locations
• Protecting valuable goods in an area open to the public
• Intervening in a situation to prevent theft or loss
• Patrolling alone or at night, especially in remote or isolated
locations
Transporting • Working in high-density traffic routes
people or goods • Working in areas where there is exposure to “road rage”
(TG) • Working in areas where there is limited or no access to
communication tools
• Working in situations where the public has physical access to
driver/staff
• Working in situations where fare collection and enforcement
of fares is required
• Working in situations where there is exposure to theft of
goods that are being transferred
23
28. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Ranking or prioritizing the risk factors
Ranking or prioritizing the risk factors is one way to help determine which safety hazards need to be addressed first.
Priority is usually identified by taking into account how much or how often a worker is exposed to the situation or
conditions and the potential for harm. Assigning a priority to the risks creates an action list.
There is no simple or single way to determine the level of risk. Ranking hazards requires knowledge of workplace
activities, the urgency of particular situations, and, most importantly, objective judgment. The following can help guide
you in choosing the appropriate level for each specific risk:
Category of Risk Activity Description
One or more potential risks regularly place the employee at risk and/or the risk is severe.
High • Regularly = Part of the normal work routine/assignment
• Severe = Potential for fatal or critical injury
One or more potential risks occasionally place the employee at risk and/or the risk is
moderate.
Moderate
• Occasionally = Recognized part of work activities occurring on an infrequent basis
• Moderate = Potential for lost time/medical aid required
One or more potential risks rarely place the employee at risk and/or the risk is minimal.
Low • Rarely = Not a normal part of the work routine
• Minimal = Potential for first aid required
The above method is not the only way to categorize risk. If a job or location has multiple risk factors, the overall risk of
workplace violence may be higher than for jobs with only one or two risk factors. In addition, you may want to take
into consideration whether hours of operation or the makeup of the workforce influences the level of risk.
Remember that you should address all risk factors in your workplace, not just the priority ones.
24
29. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
assessment for Specific risk: Direct Contact with Clients (CC)
This assessment can be useful for fixed-location workplaces where workers are expected to provide a product or
service to clients, for example, in retail stores, gas stations, factories, manufacturing settings, industrial settings, office
environments, health care facilities, and clinics. Examples of activities include:
• Working in a fixed location in the presence of cash, goods, or medications that may be readily sold or pawned
• Working in a fixed location with clients that have access to staff
You are not required to use all or any of the examples of controls. There may be other controls that are more
suitable to the circumstances of your workplace and to controlling the risks of workplace violence that you identify.
Job / Department/ Location: Completed by: Date:
Shading indicates elevated risk
Physical Yes No N/A Examples of Controls Existing Controls Recommended Controls
Environment (identify person(s) responsible
and expected completion
dates, if possible)
CC1. Do clients have Consider the following
direct physical access measures:
to workers? • Making reception areas visible
to other workers and to the
outside
• Having counters built wide
enough or with barriers to
prevent clients from having
physical access to workers
See question on restricting
non-worker access within the
workplace for more information.
CC2. Can workers Measures and procedures could
call for immediate include:
help when workplace • providing equipment to
violence occurs or is summon assistance, such as
likely to occur? individual or fixed alarms
(sounding or silent) or cell
phones (pre-programmed to
call an emergency number)
• providing GPS tracking
devices or other locating
devices
• providing internal and external
numbers for workers to call
• at all hours of operations
• posted or otherwise readily
available
• establishing an internal
code word or words to
indicate that help is
needed
25
30. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Overview and Context for Controls
Physical Yes No N/A Examples of action Existing Controls Recommended Controls
Environment (identify person(s) responsible
and expected completion
dates, if possible)
CC3. Does the Consider the following
workplace have a measures:
clean, uncluttered, • Providing an informal, tidy
welcoming entry area
atmosphere? • Posting signs such as
“Welcome” and “No-
Harassment Policy”
• Ensuring workers welcome
clients and keep them
informed of appointment
delays, etc.
CC4. Is public access Restrict public access to the
to the workplace workplace by:
restricted? • providing a single entrance for
clients and controlling access
to other doors
• installing security alarms on
outside doors
• installing door chimes or other
means to notify workers when
someone enters the
workplace
• posting signs about worker-
only areas
• using cards or keys to access
worker-only areas
• using reception desks and
sign-in procedures
• accompanying non-workers in
restricted areas
• using video surveillance and
posting signs to inform people
of it
• locking the public entrance
and providing a bell
CC5. Where clients Consider the following
could become measures:
aggressive or violent, • Storing sharp and dangerous
are there any objects items so that only workers
or equipment that have access to them
could be used to hurt • Keeping public counters and
people? public areas free of equipment
and clutter
CC6. Are there Set up rooms specifically for
designated rooms for meetings with the public by:
meeting with clients? • installing windows in the door
or some other way for workers
outside to see inside the
meeting room
• if necessary, designing rooms
so that they are within hearing
range of reception area
• setting up room with an easy
exit for workers in case of
emergency
26
31. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Physical Yes No N/A Examples of Controls Existing Controls Recommended Controls
Environment (identify person(s) responsible
and expected completion
dates, if possible)
CC7. Is there a place Provide workers with a secure
for workers to safely area to lock up their personal
store their personal belongings, out of public sight.
belongings?
CC8. Are workers Maintain regular contact with
working in remote or workers by:
isolated locations • providing cell phones, walkie-
within the building? talkies, or other
communication or monitoring
devices
• establishing regular contact
times
• designating a person to
monitor contact with workers,
and to follow up if contact is
lost
Consider the following
measures:
• Having more than one person
working in an area where
there might be contact with
public or clients
• Shortening the business
hours in remote/isolated areas
CC9. Do workers Assess higher-risk times and
work at times of the need for additional
increased measures to protect workers,
vulnerability, such as such as:
late at night, early in • having workers leave the
the morning, or at building in groups
very quiet times of • arranging for security patrols
day? • joining with neighbouring
businesses to coordinate
security
CC10. Are there See the General Physical
any other risks Environment Assessment for
associated with some other aspects of the
the physical physical environment that
environment and should be assessed.
contact with the
public?
27
32. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Measures and Yes and Context for Controls
Overview No N/A Examples of action Existing Controls Recommended Controls
Procedures (identify person(s) responsible
and expected completion
dates, if possible)
CC11. Do you have Develop and implement
procedures to identify, procedures to identify, evaluate,
evaluate, and inform and inform workers about the
workers about risk of violence related to
specific high-risk specific situations or clients,
clients, situations, or including possible triggers for
locations? violence.
CC12. Do you have Develop and implement such
procedures for procedures, which could
workers to follow include:
when dealing with • how to question strangers or
strangers or intruders about the
intruders? appropriateness of their
presence in a non-
confrontational manner
• recommended actions and
responses
• when to call for help or
go to a safe area
CC13. Do you have Develop and implement such
procedures for procedures, which could
workers to follow include:
when dealing with • recommended actions and
aggressive or violent responses
clients or members of • when to call for help or
the public? go to a safe area
CC14. Are there Measures and procedures
other measures or will depend on the specific
procedures needed to workplace.
protect workers from
the risks of contact
with clients?
CC15. Are workers Information, instruction, or
and supervisors training could include:
trained in all relevant • the risks of workplace
measures and violence arising from their job
procedures for or location
protecting themselves • relevant measures and
from workplace procedures
violence associated
with client contact?
28
33. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
assessment for Specific risk: Handling Cash (HC)
This assessment is designed to help workplaces assess the risk of workplace violence where workers are handling cash
in a fixed location. Such workers include, but are not limited to, cashiers who might become a target for theft or loss.
Examples of activities include:
• Maintaining petty cash in a fixed location
• Working at a cashier station in a fixed location
• Making cash deposits
You are not required to use all or any of the examples of controls. There may be other controls that are more
suitable to the circumstances of your workplace and to controlling the risks of workplace violence that you identify.
Job / Department/ Location: Completed by: Date:
Shading indicates elevated risk
Physical Yes No N/A Examples of Controls Existing Controls Recommended Controls
Environment (identify person(s) responsible
and expected completion
dates, if possible)
HC1. Do clients or Consider the following
customers have direct measures:
physical access to • Using wide counters or tables
workers? at customer service
stations/desks
• If necessary, installing a
barrier to cover the booth and
only have a small opening to
exchange the cash
• Raising the counter to keep
cash register out of sight and
to limit access
HC2. Can workers Measures and procedures could
call for immediate include:
help when workplace • providing equipment to
violence occurs or is summon assistance, such as
likely to occur? individual or fixed alarms
(sounding or silent) or cell
phones (pre-programmed to
call an emergency number)
• providing GPS tracking
devices or other locating
devices
• providing internal and external
numbers for workers to call
• at all hours of operations
• posted or otherwise readily
available
• establishing an internal
code word or words to
indicate that help is needed
29
34. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Physical Yes No N/A Examples of Controls Existing Controls Recommended Controls
Environment (identify person(s) responsible
and expected completion
dates, if possible)
HC3. Do workers use Consider the following
locked drop safes or measures:
time-lock safes? • Depositing cash in a locked
drop safe/time-lock safe
• Establishing the maximum
amount of cash that can be
stored in the till (large
amounts should be deposited
in locked drop safes or time-
lock safes)
• Posting a sign notifying the
public of the locked drop
safes or time-lock safes
HC4. Does the front Front desks or tills (cash)
desk or till counter should:
face the entrance of • face the main entrance
the workplace? • have clear sight of the main
doors
• not have sightlines blocked by
the storage of large items
If there is more than one till,
place them away from each
other but close enough that they
are within view of each other.
HC5. If there are Leave large windows clear of
large street windows, obstructions by:
are they clear of • removing large objects or
obstructions? posters that would block
the view
• ensuring that walls, fences,
landscaping, and bushes
do not block the view from
within the workplace
(keep them less than
one-metre high)
HC6. Is an adequate Improve lighting by:
amount of internal • ensuring outside lighting does
and external lighting not create shadows or leave
provided? dark spots that can be used
as hiding places
• ensuring inside brightness
levels, glare, contrast, and
shadows are maintained at
levels that are not hazardous
• ensuring that all lighting
equipment is periodically
serviced and maintained
HC7. Is public access Restrict public access to the
to the workplace workplace by:
restricted? • providing a single entrance for
clients and controlling access
to other doors
30
35. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox
Physical Yes No N/A Examples of Controls Existing Controls Recommended Controls
Environment (identify person(s) responsible
and expected completion
dates, if possible)
• installing security alarms on
outside doors
• installing door chimes or other
means to notify workers when
someone enters the
workplace
• posting signs about worker-
only areas
• using cards or keys to access
worker-only areas
• using reception desks and
sign-in procedures
• accompanying non-workers in
restricted areas
• using video surveillance and
posting signs to inform people
of it
• locking the public entrance
and providing a bell
• being selective about who is
admitted after hours
• keeping a list of visitors who
are not allowed access or who
are allowed to access only
specific areas
HC8. Do workers Consider the following
work in remote measures:
locations or isolated • Avoiding having only one
areas? worker on shift, where
possible
• Pairing experienced workers
with junior or new workers,
where possible
• Implementing a buddy system
during opening and closing
hours
• Shortening the business
hours in remote/isolated
areas, where possible
• Monitoring the workplace
• Installing panic buttons in
several places and making
workers aware of them
(workers should have easy
access to them, but they
should not be obvious to the
public)
Maintain regular contact with
workers by:
• providing cell phones, walkie-
talkies, or other
communications or monitoring
devices
• establishing regular contact
times
31