This is a copy of a presentation that I gave to the DuPage (IL) Society of Human Resources Managers (DSHRM) in November, 2010 discussing the need for and steps to implement a comprehensive workplace violence prevention program within your organization.
Domestic violence affects the workplace in a variety of ways. It impacts safety, absenteeism, healthcare costs and lost productivity, to name a few areas.
This document provides information and training on preventing violence in the workplace, including identifying early warning signs in employees' behavior, personality traits, and communication. It outlines types of workplace violence, risk factors, and safety tips, as well as conducting a pre-test, post-test, and definitions. The goal is to help managers recognize signs of potential violence and take appropriate actions to ensure safety.
Workplace Violence in America- By Richard GarrityRichard Garrity
Workplace violence has been a growing problem in America since the late 1980s. It includes physical assaults, threats, harassment, and other abusive behaviors that occur in work settings. The CDC collects statistics on workplace homicides and nonfatal assaults from sources like the Bureau of Labor Statistics. From 1992 to 2012, there were over 14,000 workplace homicide victims in the US, averaging over 700 per year. Nonfatal workplace violence also results in over 100,000 emergency room visits annually. While affecting all industries, certain occupations like sales, protective services, and transportation face higher risks.
Preventing Violence at The Workplace.O138215098112295.OSEiyla Hamdan
This document provides information and guidance on preventing workplace violence. It begins with training objectives on explaining facts about workplace violence, discussing the three types, identifying retail risk factors, describing prevention methods, and outlining response procedures. It then covers types of workplace violence, risk factors, prevention program elements including management commitment, hazard analysis, controls, training and evaluation. It also addresses responding to incidents, case studies, and prevention strategies. The overall aim is to educate on recognizing and reducing risks of violence at work.
Workplace violence can take many forms and have serious negative consequences. Employers should implement comprehensive violence prevention programs that include policies, training, physical security measures, and protocols for responding to threats and dangerous situations. Early intervention is key to defusing potentially violent situations before they escalate.
Violence is the second leading cause of death in the workplace. An estimated two million workers are physically attacked each year. There are several types of workplace violence including those committed by outsiders, insiders, and current or former employees. Mental illness, substance abuse, and limited coping skills are among the key ingredients that can lead to workplace violence. Warning signs that an employee may become violent include attendance problems, concentration issues, poor relationships, and unusual behavior changes. If a potentially violent situation occurs, it is important to remain calm, establish boundaries, ask questions, and know emergency response procedures.
This document outlines steps for establishing a workplace violence prevention program, including recognizing warning signs, establishing policies and plans, and providing training. It discusses the four types of workplace violence (criminals, customers, employees, and personal relations), common warning signs for each type, and strategies for prevention, reporting, and response policies and procedures. The overall goal is to create a safe and prepared work environment through hazard analysis, security practices, open communication, and addressing potential warning signs before violence occurs.
The document provides information about workplace violence and domestic violence policies. It defines workplace violence and outlines an employer's responsibilities to assess risks, provide training to employees, monitor incidents, and evaluate prevention programs. It also defines domestic violence and outlines laws requiring employers to support victims by providing leave, confidential resources and consideration of their situations. The document provides guidance to employees on recognizing signs of distress or crisis and how to safely defuse threatening situations.
Domestic violence affects the workplace in a variety of ways. It impacts safety, absenteeism, healthcare costs and lost productivity, to name a few areas.
This document provides information and training on preventing violence in the workplace, including identifying early warning signs in employees' behavior, personality traits, and communication. It outlines types of workplace violence, risk factors, and safety tips, as well as conducting a pre-test, post-test, and definitions. The goal is to help managers recognize signs of potential violence and take appropriate actions to ensure safety.
Workplace Violence in America- By Richard GarrityRichard Garrity
Workplace violence has been a growing problem in America since the late 1980s. It includes physical assaults, threats, harassment, and other abusive behaviors that occur in work settings. The CDC collects statistics on workplace homicides and nonfatal assaults from sources like the Bureau of Labor Statistics. From 1992 to 2012, there were over 14,000 workplace homicide victims in the US, averaging over 700 per year. Nonfatal workplace violence also results in over 100,000 emergency room visits annually. While affecting all industries, certain occupations like sales, protective services, and transportation face higher risks.
Preventing Violence at The Workplace.O138215098112295.OSEiyla Hamdan
This document provides information and guidance on preventing workplace violence. It begins with training objectives on explaining facts about workplace violence, discussing the three types, identifying retail risk factors, describing prevention methods, and outlining response procedures. It then covers types of workplace violence, risk factors, prevention program elements including management commitment, hazard analysis, controls, training and evaluation. It also addresses responding to incidents, case studies, and prevention strategies. The overall aim is to educate on recognizing and reducing risks of violence at work.
Workplace violence can take many forms and have serious negative consequences. Employers should implement comprehensive violence prevention programs that include policies, training, physical security measures, and protocols for responding to threats and dangerous situations. Early intervention is key to defusing potentially violent situations before they escalate.
Violence is the second leading cause of death in the workplace. An estimated two million workers are physically attacked each year. There are several types of workplace violence including those committed by outsiders, insiders, and current or former employees. Mental illness, substance abuse, and limited coping skills are among the key ingredients that can lead to workplace violence. Warning signs that an employee may become violent include attendance problems, concentration issues, poor relationships, and unusual behavior changes. If a potentially violent situation occurs, it is important to remain calm, establish boundaries, ask questions, and know emergency response procedures.
This document outlines steps for establishing a workplace violence prevention program, including recognizing warning signs, establishing policies and plans, and providing training. It discusses the four types of workplace violence (criminals, customers, employees, and personal relations), common warning signs for each type, and strategies for prevention, reporting, and response policies and procedures. The overall goal is to create a safe and prepared work environment through hazard analysis, security practices, open communication, and addressing potential warning signs before violence occurs.
The document provides information about workplace violence and domestic violence policies. It defines workplace violence and outlines an employer's responsibilities to assess risks, provide training to employees, monitor incidents, and evaluate prevention programs. It also defines domestic violence and outlines laws requiring employers to support victims by providing leave, confidential resources and consideration of their situations. The document provides guidance to employees on recognizing signs of distress or crisis and how to safely defuse threatening situations.
This document discusses workplace violence prevention. It defines workplace violence and outlines four types: violence by strangers, customers/clients, coworkers, and personal relations. It identifies ten risk factors such as contact with the public, working alone at night, and handling money. Warning signs of potential violence are discussed, like personal problems, aggressive behavior, and weapon references. Engineering and administrative controls are recommended, as well as post-incident support for victims. OSHA has issued guidelines for high-risk industries like healthcare and retail.
10 Critical Mistakes in Workplace Investigation Programs and How to Avoid ThemCase IQ
The document outlines 10 critical mistakes that can occur in workplace investigation programs and how to avoid them. It discusses mistakes related to having an incomplete system, not taking care of details, not paying attention to trends, not collaborating with others, not following proper processes, using the wrong investigator, not challenging the investigator, overstepping boundaries, assuming procedural fairness is easy, and thinking investigations can't be challenged. It provides tips for business leaders, HR leaders, and investigators to review practices, collaborate with peers, and continuously improve their workplace investigation programs to avoid common pitfalls.
Domestic violence negatively impacts workplaces in several ways. Victims experience increased absenteeism, decreased productivity, and safety issues when perpetrators target them at work. It costs employers an estimated $368 million annually in New Zealand through lost productivity. Employers that implement supportive policies see benefits like less absenteeism, lower turnover, and greater productivity and safety. Examples of supportive policies include paid leave for victims, counseling, safety planning, and confidentiality regarding domestic situations. Educating all staff about signs of domestic violence and how to respond appropriately can help create a supportive environment.
The document discusses workplace violence and security. It notes that workplace violence is the second leading cause of death in the workplace overall and the leading cause of death for females. It provides profiles of potential perpetrators of workplace violence such as problem employees with a history of violence, substance abuse issues, or an obsession with guns. The document recommends steps organizations can take to prevent workplace violence such as developing threat assessment and response plans, providing employee assistance programs, and educating employees to report any suspicious behavior.
The document lists 10 deadly sins of managers and provides guidance to avoid common pitfalls. Some of the key sins include failing to promptly address performance issues, taking disputes personally rather than objectively, engaging in retaliation against employees who file complaints, and making personnel decisions based on fear of complaints rather than merit. The guidance emphasizes treating all employees fairly, addressing issues early through open communication and alternative dispute resolution, and avoiding inappropriate personal relationships or conduct in the workplace.
This document provides information about workplace violence in 3 paragraphs:
1) It begins by sharing statistics on workplace violence, including that 15-40% of people report abusive or bad behavior at work, and between 1-2 million violent crimes occur annually at US workplaces. 80% are aware of victims and 20% feel daily fear. There were over 600 workplace homicides in 2007.
2) It then discusses potential perpetrators, with co-workers responsible for 44% of incidents, customers 24%, strangers 20%, managers/supervisors 7%, and former employees only 3%.
3) Causes of workplace violence are discussed, such as breakdown of personal support systems, personal factors like substance abuse or aggression,
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 discusses workplace violence, defining it as physical assaults, threats, or verbal abuse occurring in any work setting. It states that workplace violence has reached epidemic proportions according to the CDC, with over 111,000 violent incidents and 750-1000 homicides annually. Common perpetrators are disgruntled employees or those dealing with domestic disputes or delusions. There are no definitive profiles but some potential indicators are laid out. The document recommends organizations prepare employees, implement humane policies, provide counseling and training, and develop response plans to address workplace violence.
Tabletop Exercise for Managing an Active Shooter ScenarioDon Haverty
This is a brief overview of what constitutes an "Active Shooter", citing some examples and looking at the circumstances surrounding them. We later lay out a template for an organization to conduct their own tabletop exercise to begin formulating a response plan.
This document provides information on how to prevent workplace violence. It defines workplace violence and outlines statistics on its prevalence. It discusses causes of workplace violence and an employer's obligations to address it. The document recommends assessing risk factors, planning actions, educating employees, and responding to violent incidents. Specifically, it suggests establishing anti-harassment policies, performing background checks, training supervisors to recognize warning signs, assessing security, and developing an emergency plan.
Sexual harassment is unwelcome sexual advances, requests for sexual favors, or other verbal or physical conduct of a sexual nature that creates a hostile work environment. There are two forms: quid pro quo, where submission or rejection results in a tangible job consequence; and hostile work environment, severe or pervasive conduct that interferes with work performance. Retaliation against those who complain is also prohibited. Supervisors must report complaints, comply with policy, protect victims from retaliation, and ensure harassment stops to avoid legal liability.
This document provides an overview of sexual harassment, including its definition, types, associated behaviors, effects, and prevention strategies. It defines sexual harassment as unwelcome sexual conduct that affects employment decisions or creates a hostile work environment. There are two types: quid pro quo, where submission is required for employment benefits, and hostile environment. Behaviors can be verbal, nonverbal, or physical. Sexual harassment has negative individual effects like decreased job performance and organizational effects like lower productivity. Prevention strategies include training, assessments, and addressing issues proactively.
6 Keys to Preventing and Responding to Workplace ViolenceCase IQ
We like to think that the workplace is safe. But in reality, people bring their problems and, sometimes, associated violence, to the workplace. From bullying and simple assaults to unexpected aggression and active shooters, no organization is completely safe. Workplace violence training provides a pragmatic approach to workplace violence and bullying prevention.
Investigating and Preventing Sexual Harassment in the WorkplaceCase IQ
It seems every time we turn around there’s another story about a Hollywood or media executive or government official guilty of sexual harassment. Could there be someone like that in your workplace? Unfortunately, yes. Sexual harassment has been illegal for more than 50 years, yet it still runs rampant.
Allegations alone can be enough to bring down a once-powerful executive – and often the company s/he represented. Add to that, the stories from many women, coming forward as a result to allege that men in all sectors at all levels have sexually harassed them and many times their complaints were ignored or swept under the rug. This trend if anything appears to be growing.
Employers, business owners and HR practitioners need to know how to respond to sexual harassment allegations, and what measures they can, and should, take to prevent it from occurring at all.
Join Janette Levey Frisch, “The EmpLAWyerologist” as she outlines the appropriate actions to take when you receive a sexual harassment complaint and how to be proactive in ensuring a harassment-free work environment.
Some of the Many Things You Will Learn During this Informative HR Webinar include:
Your legal obligations to prevent harassment in your workplace
What constitutes harassment and the types of harassment that can occur in the workplace
Proper responses to allegations of sexual and unlawful harassment in the workplace to protect your organization
What to do if the alleged harasser, is your CEO or a “C” Suite Executive?
Understanding and complying with your obligations regarding confidentiality and refraining from retaliatory actions.
And much more
This document provides guidelines for developing a workplace violence prevention program, including defining workplace violence, recognizing risk factors, and outlining key elements of an effective program. It recommends conducting a risk assessment, implementing engineering and administrative controls, establishing an incident reporting system, providing education and training to all employees, and regularly evaluating the program. The goal is to help organizations reduce hazards and prevent workplace violence.
The document summarizes workplace violence, including its causes, prevalence, and prevention. It discusses that an estimated 1 million Americans are victims of workplace violence each year, making it a serious problem. Common types of workplace violence include criminal acts, customer/client violence, and disputes between co-workers. The document outlines risk factors and warning signs of potential violence to help organizations address threats and ensure safety.
This document provides information on preventing sexual harassment in the workplace. It defines sexual harassment as unwelcome sexual conduct that affects employment. There are two types: quid pro quo, where submission to sexual conduct is required for job benefits, and hostile work environment. Employers are responsible for preventing harassment and responding promptly to complaints. Employees can report harassment to supervisors, the EEO office, or file EEO complaints. The training teaches employees to recognize inappropriate sexual behaviors in the red, yellow and green zones and how to address harassment if it occurs.
The document defines harassment as unwanted conduct based on attributes like race, gender, or sexual orientation that violates dignity or creates a hostile environment. It provides examples of different types of harassment including bullying, stalking, sexual harassment, and physical assault. Sexual harassment specifically is defined as unwelcome sexual behavior or advances exchanged for professional rewards. Employers are encouraged to prevent harassment by communicating zero tolerance policies, and establishing formal complaint procedures to address issues swiftly.
The documents discuss workplace violence prevention. They define workplace violence, describe types such as work-related, domestic, and terrorism. Sources of violence include personal problems, substance abuse, and recent terminations. The role of employees is to report any threats, rumors, or stalking incidents. Effective communication skills like listening, interpreting body language, and evaluating words are important for managing verbal conflicts and threats. Conflict resolution involves defining problems, finding agreements, and resolving disagreements without bias.
The document discusses workplace violence and security. It notes that workplace violence is the second leading cause of death in the workplace overall and the leading cause of death for females. It provides profiles of potential perpetrators of workplace violence such as problem employees with a history of violence, substance abuse issues, or an obsession with guns. The document recommends steps organizations can take to prevent workplace violence such as developing threat assessment and response plans, providing employee assistance programs, and educating employees on reporting suspicious behavior.
HR Insights, Harassment & Bullying in the WorkplaceJames Cheetham
Anna Denton-Jones' slides from HR Insights, 5th March.
Covering the topic of 'The practicalities of dealing with allegations of [bullying and] harassment.'
This document discusses workplace violence prevention. It defines workplace violence and outlines four types: violence by strangers, customers/clients, coworkers, and personal relations. It identifies ten risk factors such as contact with the public, working alone at night, and handling money. Warning signs of potential violence are discussed, like personal problems, aggressive behavior, and weapon references. Engineering and administrative controls are recommended, as well as post-incident support for victims. OSHA has issued guidelines for high-risk industries like healthcare and retail.
10 Critical Mistakes in Workplace Investigation Programs and How to Avoid ThemCase IQ
The document outlines 10 critical mistakes that can occur in workplace investigation programs and how to avoid them. It discusses mistakes related to having an incomplete system, not taking care of details, not paying attention to trends, not collaborating with others, not following proper processes, using the wrong investigator, not challenging the investigator, overstepping boundaries, assuming procedural fairness is easy, and thinking investigations can't be challenged. It provides tips for business leaders, HR leaders, and investigators to review practices, collaborate with peers, and continuously improve their workplace investigation programs to avoid common pitfalls.
Domestic violence negatively impacts workplaces in several ways. Victims experience increased absenteeism, decreased productivity, and safety issues when perpetrators target them at work. It costs employers an estimated $368 million annually in New Zealand through lost productivity. Employers that implement supportive policies see benefits like less absenteeism, lower turnover, and greater productivity and safety. Examples of supportive policies include paid leave for victims, counseling, safety planning, and confidentiality regarding domestic situations. Educating all staff about signs of domestic violence and how to respond appropriately can help create a supportive environment.
The document discusses workplace violence and security. It notes that workplace violence is the second leading cause of death in the workplace overall and the leading cause of death for females. It provides profiles of potential perpetrators of workplace violence such as problem employees with a history of violence, substance abuse issues, or an obsession with guns. The document recommends steps organizations can take to prevent workplace violence such as developing threat assessment and response plans, providing employee assistance programs, and educating employees to report any suspicious behavior.
The document lists 10 deadly sins of managers and provides guidance to avoid common pitfalls. Some of the key sins include failing to promptly address performance issues, taking disputes personally rather than objectively, engaging in retaliation against employees who file complaints, and making personnel decisions based on fear of complaints rather than merit. The guidance emphasizes treating all employees fairly, addressing issues early through open communication and alternative dispute resolution, and avoiding inappropriate personal relationships or conduct in the workplace.
This document provides information about workplace violence in 3 paragraphs:
1) It begins by sharing statistics on workplace violence, including that 15-40% of people report abusive or bad behavior at work, and between 1-2 million violent crimes occur annually at US workplaces. 80% are aware of victims and 20% feel daily fear. There were over 600 workplace homicides in 2007.
2) It then discusses potential perpetrators, with co-workers responsible for 44% of incidents, customers 24%, strangers 20%, managers/supervisors 7%, and former employees only 3%.
3) Causes of workplace violence are discussed, such as breakdown of personal support systems, personal factors like substance abuse or aggression,
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 discusses workplace violence, defining it as physical assaults, threats, or verbal abuse occurring in any work setting. It states that workplace violence has reached epidemic proportions according to the CDC, with over 111,000 violent incidents and 750-1000 homicides annually. Common perpetrators are disgruntled employees or those dealing with domestic disputes or delusions. There are no definitive profiles but some potential indicators are laid out. The document recommends organizations prepare employees, implement humane policies, provide counseling and training, and develop response plans to address workplace violence.
Tabletop Exercise for Managing an Active Shooter ScenarioDon Haverty
This is a brief overview of what constitutes an "Active Shooter", citing some examples and looking at the circumstances surrounding them. We later lay out a template for an organization to conduct their own tabletop exercise to begin formulating a response plan.
This document provides information on how to prevent workplace violence. It defines workplace violence and outlines statistics on its prevalence. It discusses causes of workplace violence and an employer's obligations to address it. The document recommends assessing risk factors, planning actions, educating employees, and responding to violent incidents. Specifically, it suggests establishing anti-harassment policies, performing background checks, training supervisors to recognize warning signs, assessing security, and developing an emergency plan.
Sexual harassment is unwelcome sexual advances, requests for sexual favors, or other verbal or physical conduct of a sexual nature that creates a hostile work environment. There are two forms: quid pro quo, where submission or rejection results in a tangible job consequence; and hostile work environment, severe or pervasive conduct that interferes with work performance. Retaliation against those who complain is also prohibited. Supervisors must report complaints, comply with policy, protect victims from retaliation, and ensure harassment stops to avoid legal liability.
This document provides an overview of sexual harassment, including its definition, types, associated behaviors, effects, and prevention strategies. It defines sexual harassment as unwelcome sexual conduct that affects employment decisions or creates a hostile work environment. There are two types: quid pro quo, where submission is required for employment benefits, and hostile environment. Behaviors can be verbal, nonverbal, or physical. Sexual harassment has negative individual effects like decreased job performance and organizational effects like lower productivity. Prevention strategies include training, assessments, and addressing issues proactively.
6 Keys to Preventing and Responding to Workplace ViolenceCase IQ
We like to think that the workplace is safe. But in reality, people bring their problems and, sometimes, associated violence, to the workplace. From bullying and simple assaults to unexpected aggression and active shooters, no organization is completely safe. Workplace violence training provides a pragmatic approach to workplace violence and bullying prevention.
Investigating and Preventing Sexual Harassment in the WorkplaceCase IQ
It seems every time we turn around there’s another story about a Hollywood or media executive or government official guilty of sexual harassment. Could there be someone like that in your workplace? Unfortunately, yes. Sexual harassment has been illegal for more than 50 years, yet it still runs rampant.
Allegations alone can be enough to bring down a once-powerful executive – and often the company s/he represented. Add to that, the stories from many women, coming forward as a result to allege that men in all sectors at all levels have sexually harassed them and many times their complaints were ignored or swept under the rug. This trend if anything appears to be growing.
Employers, business owners and HR practitioners need to know how to respond to sexual harassment allegations, and what measures they can, and should, take to prevent it from occurring at all.
Join Janette Levey Frisch, “The EmpLAWyerologist” as she outlines the appropriate actions to take when you receive a sexual harassment complaint and how to be proactive in ensuring a harassment-free work environment.
Some of the Many Things You Will Learn During this Informative HR Webinar include:
Your legal obligations to prevent harassment in your workplace
What constitutes harassment and the types of harassment that can occur in the workplace
Proper responses to allegations of sexual and unlawful harassment in the workplace to protect your organization
What to do if the alleged harasser, is your CEO or a “C” Suite Executive?
Understanding and complying with your obligations regarding confidentiality and refraining from retaliatory actions.
And much more
This document provides guidelines for developing a workplace violence prevention program, including defining workplace violence, recognizing risk factors, and outlining key elements of an effective program. It recommends conducting a risk assessment, implementing engineering and administrative controls, establishing an incident reporting system, providing education and training to all employees, and regularly evaluating the program. The goal is to help organizations reduce hazards and prevent workplace violence.
The document summarizes workplace violence, including its causes, prevalence, and prevention. It discusses that an estimated 1 million Americans are victims of workplace violence each year, making it a serious problem. Common types of workplace violence include criminal acts, customer/client violence, and disputes between co-workers. The document outlines risk factors and warning signs of potential violence to help organizations address threats and ensure safety.
This document provides information on preventing sexual harassment in the workplace. It defines sexual harassment as unwelcome sexual conduct that affects employment. There are two types: quid pro quo, where submission to sexual conduct is required for job benefits, and hostile work environment. Employers are responsible for preventing harassment and responding promptly to complaints. Employees can report harassment to supervisors, the EEO office, or file EEO complaints. The training teaches employees to recognize inappropriate sexual behaviors in the red, yellow and green zones and how to address harassment if it occurs.
The document defines harassment as unwanted conduct based on attributes like race, gender, or sexual orientation that violates dignity or creates a hostile environment. It provides examples of different types of harassment including bullying, stalking, sexual harassment, and physical assault. Sexual harassment specifically is defined as unwelcome sexual behavior or advances exchanged for professional rewards. Employers are encouraged to prevent harassment by communicating zero tolerance policies, and establishing formal complaint procedures to address issues swiftly.
The documents discuss workplace violence prevention. They define workplace violence, describe types such as work-related, domestic, and terrorism. Sources of violence include personal problems, substance abuse, and recent terminations. The role of employees is to report any threats, rumors, or stalking incidents. Effective communication skills like listening, interpreting body language, and evaluating words are important for managing verbal conflicts and threats. Conflict resolution involves defining problems, finding agreements, and resolving disagreements without bias.
The document discusses workplace violence and security. It notes that workplace violence is the second leading cause of death in the workplace overall and the leading cause of death for females. It provides profiles of potential perpetrators of workplace violence such as problem employees with a history of violence, substance abuse issues, or an obsession with guns. The document recommends steps organizations can take to prevent workplace violence such as developing threat assessment and response plans, providing employee assistance programs, and educating employees on reporting suspicious behavior.
HR Insights, Harassment & Bullying in the WorkplaceJames Cheetham
Anna Denton-Jones' slides from HR Insights, 5th March.
Covering the topic of 'The practicalities of dealing with allegations of [bullying and] harassment.'
Sexual Harassment 101: What Every Manager Needs to Knowhrluminary
The intent of this presentation is to inform and educate HR and other members of management on the legal consequences of discrimination and harassment. The presentation focuses on the important role of supervisors and managers in creating and maintaining an environment free of harassment.
To encourage employee representatives and employers to build cultures in which respect for individuals is regarded as an essential part of the conduct of all those who work in the organization.
•To increase awareness and knowledge of bullying in the workplace, and encourage the development of employment practices that enhance worker safety and prevent bullying in the workplace.
How Should We Address Bulling In The Workplace Medical WhistleblowerMedicalWhistleblower
This powerpoint presentation by Medical Whistleblower, Dr. Janet Parker DVM examines how we can make workplaces less hostile and to promote good employment practices to identify, decrease and eliminate bullying in the workplace.
Mental health issues are a significant concern in the workplace, costing the economy billions due to lost productivity. Approximately 20% of adults have a mental health problem. The legal framework around workplace mental health obligations is developing, with cases establishing that employers have a duty to reasonably accommodate employees with mental illnesses through an interactive process and considering all possible options before termination. Failure to do so can result in costly damages awards. Employers are also obligated to prevent harassment and ensure a safe workplace under health and safety laws.
Digni is an umbrella organization that annually recieves 160 million NOK (Norwegian kroner) from Norad, the Norwegian Agency for Development Cooperation. The money is distributed to more than 100 development projects. Digni ensures that the money is well spent and that projects are performing well.
How to Terminate Employees without Fear of LitigationVictoria Pynchon
This document discusses factors that influence an employee's decision to file a wrongful termination lawsuit and an employer's perspective on such lawsuits. It notes that unfair or disrespectful treatment during the termination process, such as a lack of notice or assistance finding new employment, significantly increases the likelihood an employee will sue. Additionally, certain groups like women and minorities may be more inclined to sue due to perceptions of poor treatment rather than likelihood of success. The document also discusses employers' interests in avoiding lawsuits due to fears of other claims and vulnerabilities in their personnel policies and practices. It argues employers seek fairness in termination proceedings just as employees do and are less likely to recommend legal action if they feel they were treated respectfully.
Every workplace has at least some instances of employee misconduct. It can range from absenteeism or insubordination to harassment, theft or even violence. But in some organizations, it can be a significant problem.The key to managing employee misconduct is through a proactive approach. By identifying the signals that an employee is at risk for misconduct, especially violence, managers can take steps to prevent incidents before they occur.
Join corporate security expert Timothy Dimoff as he outlines the red flags that could signal an employee who is at risk for violent behavior, illegal activity, or fraud and theft, and discuss how to implement effective prevention strategies to reduce the risk of employee misconduct and workplace violence.
Sexual Harassment - What Supervisors Need to Know - Yakima Fruit and Cold Sto...Craig Hall
This document provides training for supervisors on sexual harassment. It defines sexual harassment, explains why preventing it is important, and outlines supervisors' responsibilities in handling complaints. Sexual harassment includes unwelcome sexual conduct that creates a hostile work environment or results in tangible employment consequences. The training emphasizes that harassment can involve physical or non-physical behaviors and outlines common forms like inappropriate comments or visual displays. It stresses that supervisors must respond to all complaints, protect confidentiality, avoid retaliation against complainants, and assist in investigations to prevent liability for their organizations.
Mastering Challenging Investigation Interview Subjects - Webinar with Bill NolanCase IQ
This document discusses challenging subjects in workplace harassment investigations. It identifies common types of difficult parties, including alleged wrongdoers like manipulative harassers or those in high positions, as well as complainants like poor performers or those making parting shot complaints. It emphasizes the core objectives of gathering facts, responding appropriately to minimize liability, and optimizing future conduct. Specific examples are provided, such as how to handle a CEO accused of harassment or a manipulative harasser who denies claims that can't be proven. Throughout, it stresses properly communicating the investigation process and documenting actions and reasons for decisions.
The Iowa Civil Rights Commission enforces anti-discrimination laws and provides education on civil rights issues. It oversees protections for personal characteristics like race, sex, disability status and more. The document defines harassment, including quid pro quo and hostile environment harassment. Employers are liable for harassment and must take steps to prevent and address issues through clear policies, training, and response procedures. Employees have responsibilities to understand policies and report issues, while maintaining confidentiality and neutrality.
This document discusses ethics and provides examples of ethical behavior and dilemmas that may arise. It defines ethics as principles of conduct governing an individual or a group and explores different approaches to ethics including virtue ethics, deontology, and consequentialism. The document emphasizes treating others with respect, taking responsibility, and focusing on results over short-term gains. It also provides guidance on handling ethical dilemmas, such as objecting to unethical requests while proposing alternatives and seeking agreement.
This document provides an overview of workplace harassment and bullying. It aims to increase understanding of related legislation, acceptable behaviors, and resolution options. It defines harassment and bullying, discusses their effects, and outlines employers' and employees' responsibilities to address such issues. The document stresses creating a respectful culture and encourages reporting incidents to prevent escalation.
Assignement 9 controversial topic with media ,module powerpoint presentation.Vivian Afocha
This training module defines sexual harassment and outlines how to prevent and address it. Sexual harassment is unwelcome sexual conduct that creates a hostile work environment. It can take the form of quid pro quo (exchanges for favors) or a hostile environment (abusive conduct). The training stresses the importance of reporting harassment, documenting incidents, and having organizations provide anti-harassment training and policies for employees.
Assignement 9 controversial topic with media %2 cmodule powerpoint presentation.raissangunga
This training module defines sexual harassment and outlines how to prevent and address it. Sexual harassment is unwelcome sexual conduct that creates a hostile work environment. It can take the form of quid pro quo (exchanges for favors) or a hostile environment (abusive conduct). The training stresses the importance of reporting harassment, documenting incidents, and having organizations provide anti-harassment training and policies for employees.
Corruption and unethical behavior excercise class for ssc at bpatc on 06 05-2018DrShamsulArefin
This document discusses corruption, including definitions, forms, and impacts of corruption. It provides examples of corrupt situations and questions to consider regarding those situations. It also outlines signs that may indicate corruption, and policies and procedures organizations can implement to prevent corruption, including codes of conduct, conflict of interest policies, and protections for whistleblowers. The document aims to educate about what constitutes corruption and how it can be addressed.
Social care issues continue to dominate the local authority claims landscape so we focused on a range of social care topics for our last claims clubs of the year including:
- STPs and ACOs
- Inquests
- Vicarious liability - Armes -v- Nottinghamshire County Council [2017] UKSC 60
This document discusses toxic work environments in the game development industry. It begins by introducing the author and their experience in the industry. It then covers topics like crunch culture, defining crunch and its legality as well as the physical and mental health effects of crunch on employees. It also discusses toxic workplace behaviors like bullying and abusive management. Finally, it outlines some warning signs of a toxic work environment such as unhealthy budgeting/financing practices, problematic staffing issues, and poor project scheduling. The document advocates for identifying and addressing toxic cultures in the industry.
Similar to Developing a Comprehensive Workplace Violence Prevention Program (20)
Developing a Comprehensive Workplace Violence Prevention Program
1. 1
HR’s Emerging Role in Preventing
Workplace Violence Incidents
Rick Nelson, CPP
Richard D. Nelson & Associates
Security Consultants
Board Certified in Security Management
2. 2
Full Disclosure
• My Name is Rick Nelson
• I’ve Never Been to a Garden Party
• I can’t Play the Guitar
• Ozzie & Harriet are Fine
• Yes, my middle name is “David”
• And, If you laughed at any of these,
I know that you are over the age of 40
3. 3
Agenda
• Types of Workplace Violence Incidents
• Costs Associated with Workplace Violence
• Changing Role of Municipal Police Agencies
• Why is HR Involved in WPV Prevention?
• Identify Common Traits of Offenders
• Discuss Common Triggering Events
• Define The Gold Standard of Comprehensive
WPV Prevention Programs
• Handling Employee Termination Events Safely
• Questions / Comments
5. 5
Are You Prepared?
• In a 2005 Bureau of Labor Statistics –
Census of Fatal Occupational Injuries Study:
• In an average week, 1 employee is killed and 25 are
seriously injured during violent assaults by current of
former coworkers
• Homicides are the second leading cause of job-related
deaths, surpassed only by motor vehicle accidents
• Only 68% of employers have written policies addressing
workplace violence
Far fewer have a comprehensive plan for preventing violence in the
workplace
6. 6
Workplace Violence Typology
Types of WPV Incidents
1. Criminal Act
Robbery, or other crime
2. Recipient of Service
ER Nurse, Taxi driver…
3. Worker on Worker
Current or former employee
4. Personal Relationship
Non-Job Related (Domestic Violence by Spouse / Partner)
8. 8
Can We Agree…
• In order to have
people function at
their peak…..
• Employees need to
feel safe first &
foremost
9. 9
Can We Agree?
• 1.7 million “violent
victimizations” annually
• $6.5 Billion +
• lost business and
productivity,
• litigation,
• medical care,
• psychiatric care,
• higher insurance rates,
• increased security
measures,
• negative publicity, and
• loss of employees
Source: National Institute for Prevention of
Workplace Violence & Violence in the
Workplace, U.S. Dept. of Justice, Office of
Justice Programs, Bureau of Justice
Statistics.
10. 10
Financial Impact
• NIOSH research indicates that the average cost
of a workplace homicide exceeds $850,000 per
incident
• Average out-of-court settlement in negligence
cases of workplace violence averages $500,000
(Not including any punitive damages)
• The average jury award involving negligence
cases of workplace violence exceeds $3 Million
(Rebecca Speer, workplace violence attorney study)
11. 11
Can We Also Agree:
• Employees who feel
safe are:
– More productive?
– Less distracted?
– More engaged?
– Happier?
– Better Employees?
12. 12
Do I really need to be concerned
about workplace violence?
• We’ve never had a
incident in the past,
• We have good policies,
• We do pre-employment
screening,
• We have our own
security force,
• And, besides, if anything
happens, we can always
call the police……..
13. 13
The Role of the Police
“Serve & Protect”
What is the image that you see?
17. 17
The Police – “Serve & Protect”
• During the 1980’s – 90’s Innovative new policing programs were
initiated (Community Policing, DARE, CAPS).
• During this recession, for the first time, Police Department’s have
been forced to lay-off sworn officers.
The role of Law Enforcement is changing
• Organized Criminal Elements
• Gangs
• Drugs
• Terrorism (Domestic & International)
• Computer / Internet Based Crimes
• Increasingly, as criminals become better organized and better
armed,
This is the face of local law enforcement……….
20. 20
Police Response Times
Atlanta Journal Constitution studied
response times to high-priority 9-1-1
calls during 2008
• Average response time of Atlanta PD for
the first officer to arrive on the scene was
more than 11 minutes.
• Comparison of other departments across
the country showed response times
ranged from 8:54 to 11:12
22. 22
Back to the original question…Do I really need to
be concerned about workplace violence?
• Economic Conditions
– Worst recession since WWII
– Massive Job Losses Nationwide
• Many expect that unemployment will reach 11%
• Higher rates of divorce
• Higher rates of bankruptcy
• Record rates of foreclosure
– Repossessing the “American Dream”
• In sum, our workforce is under stressors
like we have never seem before
23. 23
Case Study
“William Smith - ABC Company”
• Mfg Company bought out
by V/C led conglomerate.
• Long term EVP being
terminated
• History of Internal
Investigations
• History of verbal abuse to
employees (specifically
against HR Director)
24. 24
Background
• Current management was in the process of reorganizing the senior
management team.
• Mr. William Smith, an original equity partner and long term employee of the
company & current Executive Vice President was to be notified that his
employment is being terminated.
• Management was concerned that Mr. Smith may react negatively to learning
of his termination. In the past, Mr. Smith has been verbally aggressive and
combative to other staff; (they denied any knowledge of any physical
violence). Prior to an meeting with the Chief Operating Officer, Mr. Smith
complained to a co-worker that he was frustrated and felt that his role had
been diminished and his ability to effectively complete his job was being
undermined by a lack a direction from his superiors and by limiting his ability
to travel.
• Mr. Smith was previously under an internal investigation by the Company for
an undisclosed reason and while resolved, which caused Mr. Smith to state
to other co-workers that he feels that other people in the organization were
“out to get him” and stated that they were “lucky that I don’t have a gun with
me”.
• This photograph was in the Company lobby………
26. 26
What did we do?
• Met with Company Officials and learned:
– Company had no anti-harassment policies
– Company had no emergency plan
– No WPV prevention program
– No access control policies - open office
– Subject was already angry with Management
• Met with local PD
– Advised PD of situation
– Learned that subject had no local contacts / arrests
– No FOID card
– Arranged for “Extra Watch” on the Facility during the termination.
27. 27
What did we do?
• Met with the Individual in a controlled enviornment
– Assessed his current emotional condition & allowed him
to “vent”
– Explained that his former company had arranged
Outplacement services for him
– Escorted him out of facility and off company property
– Followed up with him later that day and on subsequent
days to insure that his emotions and actions were
directed towards positive goals
– Had him work extensively with a career coach
– During times when he regressed back to anger at the
Company, we re-focused his vision on the future.
28. 28
What was the Outcome?
• Client was provided with a professionally written resume,
worked with a coach for a intensive 2-day training
program, utilized office space provided by outplacement
firm.
• Client successful disengaged from his former employer
after working with a coach for approx. 3 months.
• Client formed his own consulting firm and has actually
referred sales leads back to his former employer.
• Anti-climactic?
• Absolutely!
• Good Company Policy?
• No violence, other employees saw that he was treated well, no
negative effect on “Brand”
29. 29
Case Study #2
• In this case, Paul Calden, a former claims administrator with Firemen’s
Fund Insurance Co. shot five employees, (all were executives or
supervisors), killing three, before killing himself.
• Just prior to the shooting, Calden reportedly told the victims
"This is what you get for firing me."
• Relatives of the deceased sued Calden’s former employer – Allstate – for
giving Firemen’s standard job reference on Calden, violating the Duty of
Care Standard that had not previously been defined.
• The families claimed that Allstate had a duty to disclose the former
employee’s problems during a job reference interview (i.e., Background
Check conducted by Fireman’s Fund prior to employment).
• The incident happened 8 months after Calden was terminated from
Allstate.
30. 30
Case Study #2
• Do you think that the HR Dept. at Allstate,
(Calden’s former place of employment),
knew that he had:
– Brought a gun to work?
– Believed he was an alien,
– Refused to have his picture taken? or
– Wrote the word “blood” next to the names of
his co-workers?
• This case was settled out of court for a
reported $50 MILLION
31. 31
How can we in HR address WPV?
• 80 / 20 Rule
– 80% of the problems are caused by 20% of
the employees.
• HR is uniquely positioned to “know” this
20% Population intimately
» performance problems
» harassment of other employees
» you know the “problem” employees
» you know the managers
» Are in a position to provide intervention
(counseling / EAP)
32. 32
You May Already Know Them…
• Characteristics of Potential WPV Offender
– Typically Male (sorry, all you violent ladies)
– Low self-esteem (may be masked – Bravado Attitude)
• People that attempt to make themselves feel better by putting others down
– Feel unfairly treated
• Either real or imagined grievances (They are all real to that person)
– May have problems relating with others
– Blames others
• Unable to accept responsibility for their own actions
– Past history of performance / behavioral problems (excessive tardiness,
decreased productivity, co-worker complaints…)
– May be ostracized from the group
– May exhibit unusual level of interest in past acts of violence
• Seung-Hui Cho (Virginia Tech Shooter) wrote & submitted prolific “plays”
and other works of “fiction” vividly describing his violent ideations.
– May be fascinated with guns or other weapons
• Cho spent several months amassing the weapons used in the rampage in
2007. He also began frequenting a shooting range 40 miles from the school.
33. 33
Common Triggering Events
• Domestic Conflicts
• Disciplinary Actions / Terminations
• Performance Reviews
• Denial of Perceived Entitlements
• Continued Employment
• Promotion
• Disability Benefits
• Unemployment Benefits
• Worker’s Comp. Benefits
• Work Force Reductions
• Rude or Disrespectful Treatment (Either Real or
Perceived)
35. 35
Case Study #3
Hartford Distributors, Aug 3, 2010
• Omar Thornton, 34 a driver employed for less
than a year, shot & killed 8 people and seriously
injuring 2 before killing himself.
• Immediately before the rampage, he was in a
disciplinary meeting where video evidence of
him stealing beer from his route was presented.
He was offered the opportunity to resign or be
fired.
• He left the meeting room, went to the employee
lounge, and returned with 2 loaded Ruger SR9
semi-automatic handguns.
36. 36
Hartford Distributors Rampage
• Police arrived on the scene within 3 minutes of the first 911 call and
entered the facility 10 minutes after the first call.
• After his rampage, Thornton called his mother and 911 to explain
the shootings, saying:
Thornton: “This is Omar Thornton, the, uh, the shooter over in
Manchester…. Uh, you probably want to know the reason why I shot
this place up. This place here is a racist place.”
Dispatcher: “Yup, I understand that.”
Thornton: They treat me bad over here, and they treat all the other
black employees bad over here too, so I just take it into my own hands
and I handled the problem — I wish I coulda got more of the people.
37. 37
Hartford Distributors Rampage
• Thornton had reportedly told friends and
relatives that coworkers had scrawled racist
comments on a bathroom wall & hung a stick
figure effigy in a miniature noose.
– Thornton’s girlfriend claims to have seen evidence of
these racial events, but no compelling evidence has
been presented to validate these claims of racial
harassment, nor had Thornton filed any complaints to
either the company or his union.
38. 38
What else have we learned?
• Thornton declared bankruptcy by the time he was 24,
• He was in financial distress at the time, and in the past,
• He had domestic problems – ending his relationship several months
before,
• His Facebook page showed his fascination with guns
• He had feelings of being persecuted over claims of racial
discrimination,
• Before the meeting, he was notified that the meeting was to present
evidence of his stealing from the Company.
• After signing the resignation form, he was allowed to move through
the facility un-escorted
• Prior to the meeting, he had placed his lunchbox in the adjoining
employee kitchenette containing 2 loaded handguns.
• All of Thornton’s victims were white men over 50 & were managers
that he believed had hired detectives to document his thefts.
40. 40
Industry Best Practices
Gold-Standard of WPV Prevention
• Proactive Management Support
– Makes WPV prevention an imperative
• Implement & Uniformly Enforce Policies
addressing:
– No Threat / No Violence
– Bullying / Intimidation
– Harassment / Discrimination
– No Weapons
– Alcohol / Drug Use
– Code of Conduct / Employee Ethics
– Electronic Communications Use
41. 41
Gold-Standard of WPV Prevention
• Reporting Procedures
– Multiple Reporting System Inputs
• Designated Contact Person(s)
• Email
• Hotline
• System in place to Evaluate Threats
– Multi-Disciplinary Incident Management Team
• HR, Security, Legal, Senior Management, Union,
Corporate Communications / PR…
42. 42
Gold-Standard of WPV Prevention
• Available Options When Threat is Deemed
Legitimate
– Diversionary Resources
• EAP / Counseling
• Psychological Behavioral Threat Evaluation
• Substance Abuse Treatment Resources
43. 43
Gold-Standard of WPV Prevention
• Training Programs
– Include in all Recruitment Activities
• Similar to “Drug-Free Workplace” language
– Add to On-Boarding of New Employees
– In-Service for all Employees
• Insure that everyone knows how to report concerns
–Manager / Supervisor Training
• Warning Signs
• Actions
– What Should I Do When I Receive an Employee Report
of Concern?
44. 44
Gold-Standard of WPV Prevention
• Record Keeping Systems
– Investigations
– Diversions / Treatments
– Ongoing Monitoring
• Extended Monitoring / Follow-up
• Facility Physical Security
– Access Control Systems
• Ability to limit & restrict movement within facility
45. 45
Gold-Standard of WPV Prevention
• Pre-Employment Verification / Screening
– Background Investigation
– Verify Credentials
– Discover past undisclosed criminal activity
• Past history of violence is a strong indicator of
future violence.
– Opportunity to verify the integrity of candidate.
• Dishonesty during application process is an
indicator of on-the-job integrity.
46. 46
Pre-Employment Screening
• Verify at least last 5 years of work history
• Check References
• Verify Education & Credentials
– Rule of Ten - Estimated that 10% of professional
resumes include intentional misrepresentations.
• Ask former employers:
– “Is there any reason that we need to be concerned
about violence?”
• They may or may not respond – Ask anyway.
• Places them on notice that you asked the question
• Document the conversation – date, time, contact and
response
47. 47
Access Control &
Other Physical Security Measures
• Access Control
– Organization has the
absolute right to
determine who is
allowed in you facility,
and where they go.
48. 48
Access Control
• Best Systems will:
– Restrict access to
allow only people with
a legitimate business
purpose to be there.
– Provide an audit trail to
insure that only
approved people are in
restricted areas.
49. 49
Access Control –
Visitor Management
• Guests, Visitors and
Service Providers
should not have
unrestricted access to
facility.
– Should be logged in
– Should be escorted
– Should be logged out
50. 50
Incident Management Team (IMT)
• Multi-disciplinary team to
evaluate & manage
possible threats
• Should include
– Executives,
– HR,
– Security,
– Line managers
– Legal
– Communications (PR)
– Union……
51. 51
Guidelines for
Incident Management Team (IMT)
• Definition of Process at each stage:
– Initial Notification of Incident of Concern
– Initial Data Gathering & Risk Assessment
– Initial Actions of Team
– Risk Management & Strategy Options
– Resolution
– Analysis
52. 52
The Top 10
Early Warning Signs
10. Typically Male
9. Have Problems Relating to Others (Loner)
8. Past history of performance / behavioral problems
7. Exhibits unusual interest in past acts of violence
6. Exhibits unusual interest with guns or other weapons
5. Unable to take responsibility for their own actions.
4. History of Substance Abuse, Depression or other mental
health issues
3. Paranoid, Vindictive or display other Bizarre Behaviors
2. Low Self-Esteem
1. Believe that they have been Unfairly Treated
53. 53
Safe Termination Events
• Review personnel file for indications of potential violence
characteristics
• In-person (not by phone or email)
• Strive to treat the person as an individual
– Dignity & Respect
• Semi-Private meeting (1-2 people + employee)
• Layout of room (don’t let person get between you and door)
• Control the movements of former employee.
– Recent shooting in Connecticut, staff allowed the offender to leave the
meeting room to get a glass of water ~ he returned with a gun.
• Plan for emotions (anger, sadness, disbelief…)
• Provide all information conveyed verbally in written form
• Insure that credentials are revoked immediately (access,
computer…)
• Consult with in-house security prior to event (if available)
– Allocate additional resources or people as needed
– Liaise with local law enforcement
54. 54
Outplacement Services
• If uncertain retain consultative assistance.
• Provide Outplacement services for departing employees
– Service that helps the employee find their next position.
• allows them to “vent” to 3rd party
• Re-direct anger to productive actions
• Retain OP service that are “career-level-specific”
- Don’t group VP’s with production workers
- Program tailored to the level of the employee (front
line, supervisor, manager, executive etc…)
• Providing Outplacement validates the individual’s sense
of self worth and shows that the company respects the
individual & their contribution.
– Demonstrated both Dignity & Respect of the person
– Feeds into their ego & self-esteem
– Demonstrates to Survivors that Company cares about the
departing employee.
55. 55
The First Step…
Strive to create an Open, Honest &
Respectful Workplace.
Where individual contributions are recognized
and celebrated
Where, every individual has the right to be treated
with dignity & respect
NO exceptions!
57. 57
Past Incidents of Workplace Violence
• - Aug. 3, 2010: Warehouse driver Omar Thornton shot and
killed eight people before apparently committing suicide at a
Manchester, Conn., beer distributorship.
• - May 7, 2010: An employee of the State Street Old Navy store
was shot and killed by her boyfriend as a result of an earlier
domestic disturbance. The shooter committed suicide after
fatally wounding his girlfriend.
• - Feb 26,2010 Birney Elementary School, Tacoma, WA. Teacher
was shot multiple times as she entered the workplace.
• - Feb. 12, 2010: Three biology professors were shot and killed
and three other employees injured at the University of
Alabama's Huntsville campus. Amy Bishop, a 42-year-old
instructor and researcher at the school, is charged with
murder.
• - Jan. 7, 2010 ABB Inc St. Louis, MO A worker armed himself
with multiple weapons, fatally shooting three workers and self;
58. 58
• - August 27, 2003: Recently fired Salvador Tapia, 36, killed six
former co-workers at an auto parts warehouse in Chicago, then
was shot dead by police.
• - July 8, 2003: Doug Williams, 48, shot and killed six workers
and wounded eight others before killing himself at a Lockheed
Martin aircraft parts plant in Meridian, Miss.
• - Feb. 25, 2003: Emanuel Burl Patterson, 23, shot and killed four
fellow jobseekers and wounded a fifth at a temporary
employment service in Huntsville, Ala.
• - Oct. 28, 2002: Failing University of Arizona Nursing College
student and Gulf War veteran Robert Flores, 40, walks into an
instructor's office and fatally shoots her. A few minutes later,
armed with five guns, he enters one of his nursing classrooms
and kills two more of his instructors before fatally shooting
himself.
• - Jan. 16, 2002: Graduate student Peter Odighizuwa, 42,
recently dismissed from Virginia's Appalachian School of Law,
returns to campus and kills the dean, a professor and a student
before being tackled by students. The attack also wounds three
female students.
59. 59
Questions
Rick Nelson, CPP
Richard D. Nelson & Associates
Security Consultants
Board Certified in Security Management
(630) 805-1094 * Rnelson881@att.net
60. 60
About the Presenter
• After graduating from Aurora University with a degree
in Criminal Justice, Rick Nelson attended the Cook
County Sheriff’s Police Academy, graduating at the
head of the class of nearly 100 officers. During his
career in law enforcement, Nelson worked in several
positions at three municipal police departments in the
western suburbs. During his career, he served as a
crime scene technician, a field training officer,
armorer, firearms training officer and alternate watch
commander.
• Leaving public service, Nelson accepted a position
with a national distributor of office products based in
Chicago where he oversaw all operations and
administrative functions including safety and security,
HR and finance.
• Since 2008, Rick has been providing security
consulting services to a variety of industries focusing
on workplace violence prevention strategies through
facility security, employment policies, training and
conflict avoidance techniques.
• As a member of the American Society of Industrial
Security professionals (ASIS International), Rick has
been awarded the coveted designation of Certified
Protection Professional (CPP™), by demonstrating
competency in the areas of security solutions and
best-business practices through an intensive
qualification and testing program.
• Rick also serves on the F.B.I’s Critical Infrastructure
Protection program for the Chicago Region and has
lectured at a variety of events in the security industry
and non-profit sector. Rick Nelson, CPP