Navigating Workplace Violence - A Managers GuideTom Huskerson
A manger's guide to understanding how workplace violence happens. This presentation offers various statistics and other information that helps managers identify and prevent workplace violence. This presentation shows how simple triggers can lead to horrendous events. Learning the escalation scale of potential violence helps to prevent violence in the workplace.
This presentation assists employees of all industries with tips on how to de-escalate a threatening situation in order to prevent workplace violence, including guidelines on recognizing a potential dangerous situation, verbal de-escalation and nonverbal de-escalation.
9 Common Workplace Violence Myths Putting Your Company At Risk and preventing the creation, implementation, and kind of employee training that creates the kind of security minded culture which truly handles the problem of violence in the workplace, before, during, and after an incident should one occur.
When it comes to workplace violence, just as with anything else in life, we can't do much about what people believe in general about the world around them. We can, however, take personal responsibility for what we believe ourselves - especially when our beliefs center around our own personal safety, and the safety of those we're responsible for.
This presentation explores the most common myths about workplace violence and how these unfounded beliefs actually serve to perpetuate and aggravate the problem of violence in the workplace.
Myth #1: Workplace violence incidents are rare.
Unfortunately, we can find ourselves living in a bubble of complacency. And, unless we're shaken out of our sleepwalking state by a terrifying news story, we tend to not notice less horrific things around us.
While it is true that the number of murders occurring from a workplace violence attack have lowered over the past few years, we shouldn't be limiting our focus to just homicide. In fact, according to OSHA, there are over 1 million reported incidents of assault each year, just in the United States alone. And, since it's estimated that only about half of all incidents are ever reported, that the total is closer to 2 million. And, this doesn't include the approximately 1,000 homicides and 51,000 sexual assaults!
Myth #2: It will never happen here.
I call this the "Ostrich Syndrome." You know, the belief that, "if I bury my head in the proverbial sand, I can make danger disappear." The truth is that workplace violence can happen in any business, at anytime, and anywhere. And, it does. In fact, I've consulted with executives, business owners, and employees from, not only the US, but also Canada, Germany, England, France, Japan, and Thailand. And... the story is the same: Today's workplaces are the most violent environments in which you can find yourself.
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.
Domestic violence affects the workplace in a variety of ways. It impacts safety, absenteeism, healthcare costs and lost productivity, to name a few areas.
Bullying at work is surprisingly a common occurrence. In fact, recent survey
data shows that 21 percent of employees have witnessed some form of
workplace bullying
Navigating Workplace Violence - A Managers GuideTom Huskerson
A manger's guide to understanding how workplace violence happens. This presentation offers various statistics and other information that helps managers identify and prevent workplace violence. This presentation shows how simple triggers can lead to horrendous events. Learning the escalation scale of potential violence helps to prevent violence in the workplace.
This presentation assists employees of all industries with tips on how to de-escalate a threatening situation in order to prevent workplace violence, including guidelines on recognizing a potential dangerous situation, verbal de-escalation and nonverbal de-escalation.
9 Common Workplace Violence Myths Putting Your Company At Risk and preventing the creation, implementation, and kind of employee training that creates the kind of security minded culture which truly handles the problem of violence in the workplace, before, during, and after an incident should one occur.
When it comes to workplace violence, just as with anything else in life, we can't do much about what people believe in general about the world around them. We can, however, take personal responsibility for what we believe ourselves - especially when our beliefs center around our own personal safety, and the safety of those we're responsible for.
This presentation explores the most common myths about workplace violence and how these unfounded beliefs actually serve to perpetuate and aggravate the problem of violence in the workplace.
Myth #1: Workplace violence incidents are rare.
Unfortunately, we can find ourselves living in a bubble of complacency. And, unless we're shaken out of our sleepwalking state by a terrifying news story, we tend to not notice less horrific things around us.
While it is true that the number of murders occurring from a workplace violence attack have lowered over the past few years, we shouldn't be limiting our focus to just homicide. In fact, according to OSHA, there are over 1 million reported incidents of assault each year, just in the United States alone. And, since it's estimated that only about half of all incidents are ever reported, that the total is closer to 2 million. And, this doesn't include the approximately 1,000 homicides and 51,000 sexual assaults!
Myth #2: It will never happen here.
I call this the "Ostrich Syndrome." You know, the belief that, "if I bury my head in the proverbial sand, I can make danger disappear." The truth is that workplace violence can happen in any business, at anytime, and anywhere. And, it does. In fact, I've consulted with executives, business owners, and employees from, not only the US, but also Canada, Germany, England, France, Japan, and Thailand. And... the story is the same: Today's workplaces are the most violent environments in which you can find yourself.
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.
Domestic violence affects the workplace in a variety of ways. It impacts safety, absenteeism, healthcare costs and lost productivity, to name a few areas.
Bullying at work is surprisingly a common occurrence. In fact, recent survey
data shows that 21 percent of employees have witnessed some form of
workplace bullying
Сервис для интернет-магазинов, который показывает персональные предложения со скидкой посетителям сайта в зависимости от их поведения. Его главная задача – продавать те товары, которые плохо продаются, не теряя (как при обычных распродажах), а увеличивая валовую прибыль
Workplace Bullying is Everywhere - What HR Needs to KnowCareerminds
What HR Professionals Need to Know About Workplace Bullying
Workplace bullying, just like childhood bullying, is when individuals or groups intentionally humiliate another person. At school, the victim is another student. At work, it is another employee—and it may be more rampant than you think!
In 2012, the Workplace Bullying Institute conducted a survey about the prevalence of bullying in the workplace (http://www.workplacebullying.org/multi/pdf/WBI-2012-StrategiesEff.pdf). Fifty-eight percent of respondents reported being bullied currently, 39% reported having been bullied in the past, and 3% reported having witnessed workplace bullying. Most perpetrators (63%) and victims (79%) were women. Women bullies torment women in 89% of cases; men bully women in 63% of cases. Most of the bullies (75%) are bosses; 18% are coworkers or peers, and 7% are subordinates.
The effect of bullying can range from lower job satisfaction and health complaints to suicide. Stress is the most predominant health effect associated with bullying in the workplace and can result in an increase in the use of sick days or time off from work. Workplace bullying is also expensive: Author Robert Sutton reports that one company estimated annual losses of $160,000 from handling problems caused by one salesman’s bullying behaviors.
In this interactive online training program, participants will learn:
What employees can do if they are being bullied at work
What employers can do to create a zero tolerance toward workplace bullying
The benefits of addressing workplace bullying
How to manage real-life scenarios
ABOUT THE PRESENTER
Judy Lindenberger
President, The Lindenberger Group
Judy Lindenberger "gets" leadership. She is a certified career coach and HR consultant capable of coupling personal growth with professional development, which is why top companies and individuals invite her to work with them. Judy's background includes designing and facilitating the first-ever sexual harassment prevention training for federal government workers, leading the management training department for a major financial organization, and creating a highly successful, global mentoring program for a Fortune 500 company which won the national Athena Award for Mentoring for two consecutive years. Her work has appeared in the Wall Street Journal, Training and Development Magazine, and other publications. Judy holds an MBA in human resources and is based in New Jersey.
Prevent Disruptive Behavior from Escalating at Work (general awareness brochure)Karen Clark Salinas
This brochure includes information about the Johns Hopkins Continuum of Disruptive Behaviors at Work, how to prevent and respond to disruptive behaviors at work, and how to get support from Safe at Hopkins, human resources, security, and general counsel.
Bridges Domestic Violence Center, the only domestic violence shelter in Williamson County Tennessee, offers training for companies on how domestic violence can affect the workplace.
Running head GROUP PROJECT WEEK 4 LITERATURE1GROUP PROJECT.docxcharisellington63520
Running head: GROUP PROJECT WEEK 4: LITERATURE
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GROUP PROJECT WEEK 4 LITERATURE
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Group Project Week 4: Literature Review
Group Project Week 4: Literature Review
Workplace violence is usually perpetrated by disgruntled employees, customers, or a domestic violence/stalking relationship that surfaces at a workplace. Stressful situations are a precursor to workplace violence. At different times in an individual’s life, they have been exposed to a stressful situation. The outcome to the situation will often be unique to the individual.
Sometimes, when people get upset they walk away; other times they encounter situations that force them to confront the unwarranted event. The behaviours displayed by the aggressor are intended to sway personal choice. People that create violent situations feel they are in control of a situation or a person (Rizzo & Philpott, 2012).
Workplace issues require tact when issues arise. If disruptive behaviour persists, management is consulted to obtain resolution. It is not uncommon for aggressive behaviour to proceed into physical violence in the workplace (Dillona, 2012). When employees are not satisfied with the outcome of the reported issue, they take matters into their hands.
Often disgruntled employees will produce an undesirable workplace atmosphere. The individuals reach a breaking point, and they act upon it (Rizzo & Philpott, 2012). Education and training to prevent, identify and de-escalate violent episodes is the responsibility of the employer.
Workplace violence exists for many different reasons and has become an acceptable norm in various organizations. Social media have provided an outlet to showcase highly publicized violent episodes that occur on a daily basis. The negative occurrences are insignificant to many, only eliciting response when directly affecting the individual.
It is the responsibility of the employee to provide a safe environment, and this is not occurring in many organizations. Research points out a 70 percent failure rate for employees to provide necessary programs and policies to assist with managing problems in the workplace (Dillona, 2012). It is not necessary for individuals to sustain bodily harm while at work. Employers are accountable for employee injuries particularly if undergone workplace violence training.
It is essential for employees to attend anger management sessions to assist with undesirable behaviour issues. When behavioural issues are unresolved, the negative outcome from altercation cause medical and litigation costs (Dillona, 2012). The climbing cost for injured employees requires immediate attention as the problem infiltrating various organizations.
It may be necessary for employers to complete background checks for individuals that continue to display violent behaviour after attending educational sessions. Employers are responsible for both internal and external safety issues for ensuring employees are safe while at work. Proper lightin.
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Employee Relations
Where the
Bullies
Why bad behavior is more prevalent in certain
fields and what you can do about it.
By Dana Wilkie
D
uring more than two decades as a nurse,
researcher, and occupational safety and
health manager, Peggy Berry, SHRM-
SCP, has w itnessed— and listened to
stories a b o u t— countless incidents of w orkplace
bullying.
A couple of years ago, a nurse in Ohio told Berry
th at his supervisor badgered him in a hospital emer
gency room because he asked to take vacation on days
when she would have to fill in for him due to her own
poor planning. N o t only did she try to force him to
work during th at time, she repeatedly hectored him
before his vacation. (He took the time off nonetheless
and was relieved when he didn’t suffer retaliation.)
Unfortunately, this m an’s experience is all too com
mon in many fields where stressful conditions and rigid
hierarchical structures create environments that are par
ticularly prone to bullying. More than one-quarter of U. S.
workers say they have been bullied at work, and another
21 percent say they have witnessed such abusive conduct,
including threats, intimidation, humiliation, work sabo
tage or verbal abuse, according to the 2014 U.S. Work
place Bullying Survey conducted by Zogby Analytics for
the Workplace Bullying Institute. >
M a rc h 2 0 1 6 H R Magazine 51
Employee Relations
W hether a specific workplace is particularly vulnerable to bully
ing depends on a variety of factors, including the culture, the person
alities draw n to th at line of work and the organization’s structure.
W hile other countries— England, Sweden, A ustralia am ong
them — have laws prohibiting workplace bullying, there are no fed
eral or state bans in the U. S. However, H R professionals need to be
sensitive to complaints about this behavior because it can increase
stress, drive turnover and lead to legal headaches. They should be
alert for patterns of grievances surrounding particular employees.
“Typically, these behaviors aren’t going to be a singular event,
b u t repetitive events o r behaviors th a t have a negative im pact on
an employee,” says E dw ard Yost, SHRM -SCP, an H R business
p artn er and employee relations expert at the Society for H u m an
Resource M anagem ent (SHRM ). “If an employee quits due to
such an environm ent, he o r she could potentially raise a claim of
w ro n g fu l discharge. A n employer could be especially at risk if
it w as inform ed of the behaviors an d chose not to take action.”
B u lly in g a ls o m ay le a d to th e
m ore serious problem of w orkplace
violence.
“W orkplace aggression is on a con
tinuum th a t starts w ith general unac
co u n tab ility , moves in to in stab ility
[and then] to conflict, to mild bullying,
to daily bullying,” says Berry, w ho is
currently w orking as ...
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.
When people think of their dream job or the ideal job, they usually skip thinking of some fundamentals that an ideal workplace should have, which are as important as having the job you love. A safe working environment, worker rights, protection and promotion of worker’s health and well-being are some of these basics.
Today, no one takes responsibility for how they are perceived. Humans are pack animals and we must work with others in society to be better inhabitants of this planet we call Earth
2. Workplace Violence
On August 20, 1986, a part-time letter carrier
named Patrick H. Sherrill, facing possible
dismissal after a troubled work history, walked
into the Edmond, Oklahoma, post office, where
he worked and shot 14 people to death before
killing himself.
3. Workplace Violence
In California form 1989 to 1997, there were 15
workplace homicide incidents, six with multiple victims,
that killed 29 people.
In Connecticut four state lottery executives were killed
by a lottery accountant. (3/89)
In Hawaii a Xerox technician killed several coworkers.
(11/99)
In Massachusetts a software engineer killed seven
coworkers. (12/2000)
4. Workplace Violence
In Illinois a former forklift driver killed four
current workers at the Navistar plant. (2/2001)
In New York three coworkers were killed by an
insurance executive. (9/2002)
In Missouri three workers were killed by a
coworker. (7/2003)
In Mississippi six aircraft plants workers were
killed by a coworker. (7/2003)
7. Average Annual Number Incidents
by Type of Crime 1993-1999
Homicide 900 0.1%
Sexual Assault 36,500 2.1%
Robbery 70,100 4.0%
Aggravated Assault 325,000 18.6%
Simple Assault 1,311,700 75.2%
8. Workplace Violence
It is rare for someone to just “snap” and go on a
killing rampage.
There are usually warning sings. The warning
signs include threats both overt and covert.
9. What is a Threat?
An expression of an intention to inflict
something harmful.
An indication of impending danger or harm.
One regarded as a possible danger.
14. Threat Assessment
Company Environment
Blue Collar vs. White Collar
Previous History of Violence at Company
Ongoing Union Disputes
Changes in Leadership or Management
Potential Closing or Down Sizing
15. Threat Assessment
Talk To Others
If no one is willing to talk -- Bad Sign
May mean that everyone is afraid of him -- or he
may just be aloof.
16. Threat Assessment
Written Incident Report Is Very Important
Without a written report--you must confront the
employee with hearsay evidence.
17. Threat Assessment
How does the employee react to the allegations?
1. He may betray his anger and make further
threats.
2. He may be accepting of his actions.
Acceptance has a better prognosis.
18. Risk Factors for Violence
What is the sex of the person making the threat?
Most workplace violence is committed by men.
19. Risk Factors for Violence
Is there a past history of violence?
Prior criminal acts
Motor vehicle infractions
Spouse or child abuse
Bad Temper (prone to property destruction)
20. Risk Factors for Violence
Is there an identified victim?
If the threat is directed at a specific person, it is
much more ominous.
21. Risk Factors for Violence
Does the employee have access to weapons?
Recent acquisitions or preoccupation with
weapons is much more worrisome.
Long term ownership is less problematic.
22. Risk Factors for Violence
Does the employee use alcohol or other drugs?
The issue here is the affect of alcohol on the
employee.
1. Reduces inhibitions
2. Increases impulsitivity
23. Risk Factors for Violence
“of all the many variables that are being studies
in models for the prediction of violence,
substance abuse emerges as the most
significant factor.”
24. Risk Factors for Violence
Does the employee have a psychiatric illness?
Paranoid delusions or command hallucinations
constitute a distinct risk.
25. Risk Factors for Violence
Does the employee have a social network to look
to for assistance?
Social isolation and recent loss are significant
risk factors.
26. Risk Factors for Violence
Violence rarely occurs without a recent loss
Loss of job, promotion, grievance
Loss of spouse or other family difficulties
27. Risk Factors for Violence
Has the employee contacted the EAP and
complied with their recommendations?
An employee that uses the EAP to work through
problems and who follows their
recommendations is of a lesser risk than
someone who refuses help.
28. Risk Factors for Violence
Are there other subjective factors?
Some people may evoke fear in people across
different segments of the company (security,
management, coworkers, and supervisors).
When an employee upsets everybody
Take Heed!!
30. Typical Call
“we have an employee we are worried about”
Or
“one of our employees just made a threat!”
You may have a duty to inform the potential
victim.
31. Early Intervention
A useful but non-intuitive intervention is to
confront the employee who made the threat
and relate how their actions have affected
others.
32. Early Intervention
Many employees, when confronted, are surprised
by the allegations and seek to reassure the
employer that they mean no harm.
33. Early Intervention
When you talk to an employee -- Listen!
Employees who feel that they are not being
heard sufficiently will escalate their anger.
35. Fitness For Duty Evaluation
Employee should be told that an independent
clinician has been retained to assess the
incident and that confidentially can not be
guaranteed.
The employee should sign a release to that
effect.
36. Fitness For Duty Evaluation
A determination will be made as to whether the
employee may return to work and if so under
what conditions, or whether he represents such
a threat that he can not go back to work.
It is rare to find an employee that requires
emergency psychiatric evaluation or police
intervention.
37. Fitness For Duty Evaluation
Usually a risk rating is given to the employer.
Low risk
Counseling
EAP
High risk
Police intervention and an emergency petition
can be filled. Usually reserved for psychiatric
conditions.
Does not return to work.
39. Thank You
Bradley D Hyde
bhyde@suddenlink.net
Delta Medical Center of Memphis
Editor's Notes
Though the most deadly, the Edmond tragedy was not the first episode of its kind in this period. In just the previous three years, four postal employees were killed by present or former coworkers in separate shootings in Johnston, South Carolina; Aniston, Alabama; and Atlanta Georgia. The shock of the Edmond killings raised public awareness to the kind of incident now most commonly associated with the phrase “workplace violence”—murder or other violent acts by a disturbed, aggrieved employee or ex-employee against coworkers or supervisors. The term “going postal” was born and has become synonymous with this type of violence.
Workplace violence also includes school shootings. Columbine; Jonesboro, Arkansas; and most recently Minnesota. Mass murders in the workplace by unstable employees have become media-intensive events. However, contrary to popular belief, sensational multiple homicides represent a very small number of work place violence incidents.
The majority of incidents that employees and managers have to deal with on a daily basis are lesser cases of assaults, domestic violence, stalking, threats, harassment, and physical and emotional abuse that make no headlines.