Preventing Workplace Violence
Organizational Development
Threat
Management Team
Taskforce responsible for security assessment, policy and program
development and threat response. Members can consist of a variety of
professionals including Human Resources, Legal Counsel, upper
Management, Security, EAP, front line supervisors and employees and
outside community resources. Ideally, this group will meet at least
semi-annually to review prior incidents and re-assess risk factors.
The team may also seek input and advise from law enforcement, mental
health, victim advocacy agencies, legal and security consultant
professionals.
A lead coordinator will ensure tasks and responsibilities are
delegated and completed. They also can act as the central contact
and maintain records of meetings, assessments, reports and
investigation procedures. An emergency contact system should be
established to ensure that members can be reached at any time.
Training is necessary to ensure knowledge and ability to assess
threats and expedite security implementation.
Risk
Analysis
A
general assessment of organizational vulnerabilities should be
conducted on a regular basis. Components include:
Incident Audit: Review records to determine frequency and extent of
previous incidents including Workers Compensation, Disciplinary
records, OSHA reports, security reports and other pertinent
documents.
Procedural Assessment: Review hi-risk work procedures such as cash
handling, working alone, working at night, entry and egress
vulnerabilities; employee ID protocol and other issues.
Facility Assessment: Review physical layout and security devices.
Lighting, barriers, CCTV, entry control and security personnel are
some components of the procedures of Crime Prevention through
Environmental Development.
Employee Survey: Confidential survey of employee concerns,
unreported incidents and most importantly, assessment of what
employees would do if confronted with an issue or threat.
Policy
Personnel Policy must be comprehensive to include various types of
workplace threats including intimate relations, clients and
strangers along with co-worker issues. A good policy provides
support and protections along with prohibited actions and sanctions.
Include an anti-retaliation clause to encourage reporting, prohibit
weapons and clearly states the mission to prevent violence in the
workplace.
Contact Peace at
Work for support for your policy.
Hiring and
Termination Practices
Hiring
Practices: Dependant on the position and responsibilities, conduct a
criminal background check, in-depth job references and civil court
records. Interview questions focus on inter-personal relationship
skills and conflict management.
Termination Protocol: Ensure Respect and Dignity in all procedures
for individual terminations and group lay-offs. Protect access to
facility and information systems.
Training
Regular and documented training should occur for all staff.
Understanding of workplace violence principals, organizational
policies, identification of warning signs, proper response and
de-escalation of hostile behavior should be provided to frontline
staff while supervisors and management can receive additional
training on threat management and security implementation. The
Threat Management Team should receive intensive training on risk
analysis and legal considerations. Case study review will
familiarize members with team members perspectives and values.
Report
System
Develop forms and chain or reporting so that warnings and threats
are quickly passed on to the Threat Management Team. Forms should be
readily available to all employees. Forms and investigation
documents need to be carefully recorded and maintained. Employees
should have multiple options to report concerns. Training should
include common obstacles to reporting concerns such as fear of
retaliation and creating problems for fellow co-workers.
A database of reports should be kept to easily generate regular
reports indicating hi-risk areas and organizational vulnerabilities.
Threat Assessment*
This refers to a threat assessment of a specific threat or issue, not
about general workplace vulnerabilities.
Threat Assessment
Team
It
may be the team coordinator who first gathers the facts and
determines if the whole team needs to be notified and convened.
Gather together a knowledgeable and capable team to determine the
severity of the threat. If the threat warrants, do not schedule a
meeting; get together now via phone if necessary.
Contact local law enforcement. Consider other community resources
such as mental health, victim advocates and security consultants.
Investigate
Report
Determine the incident or issue that first raised the concern. What
happened to cause the investigation? Obtain reports from as many
witnesses as possible. Collect evidence such as threatening messages
or damaged property.
The incident is the cause of the investigation and is the reason for
any disciplinary action. However, the goal of the investigation is
to determine the potential threat. The incident or precipitating
action may be minor but reveal a serious threat. Conversely, a
serious transgression, such as bringing a gun to work, may have a
low level of actual threat.
Of particular importance is if they had made a threat. Often, veiled
or even ambiguous threats are made to potential targets. However,
more direct statements are made to co-workers, friends and
acquaintances. Any reference to a clear, detailed, laid-out plan is
a serious red flag.
Previous History
Investigate the subject's previous criminal background with
particular relevance to violent or inter-personal crimes. The local
courthouse can provide records for that district but services are
available for statewide and national data. Note, however, these
background checks often do not indicate if a person has been
previously charged but was not convicted of the crime.
Determine if there were any protection or restraining orders placed
against the individual. Also, determine if the person has a
concealed weapons permit.
Current Situation
Consider how a mental health evaluation can be conducted. Employees
may be referred to an Employee Assistance Program and then possibly
for a psychiatric evaluation led by a professional with experience
in violence assessment.
Consider the level of stability in their lives: Are they going
through a divorce or separation; personal bankruptcy; mental health
or substance abuse issues and/or other life changes. Are they at the
end of their rope?
Violent incidents often occur around significant dates: before or
after court trials with issues such as restraining orders, custody
hearings, divorce, grievance hearings and workers compensation
claims. Also consider the anniversaries of certain events such as
losing a job or marriages. While there are cases of assailants
coming back years later, most incidents occur soon after a negative
job action or after a victim leaves an abuser.
Consider the
person
While there is controversy over the value of "a profile", there are
some characteristics that may warrant concern. No particular
characteristic is definitive sign of danger; they are only factors
in the bigger picture. However, certain personality traits have been
noted in previous incidents.
Someone who blames everyone else. It is never their fault; they
place responsibility for their situation on others, often bitterly.
Fascination with weapons and violence. As the majority of violent
incidents involved firearms, a suspect's familiarity and possession
of one is key indicator.
In domestic violence cases, abusers who demonstrate a deep sense of
ownership of the victim are particularly dangerous. Frequent law
enforcement contact, injuring or killing the victim's pets and
kidnapping incidents are common pre-indicators to homicide.
Continual
Assessment
Once a threat has been identified, it is never completely annulled.
Through out the investigation, the risk and vulnerabilities must be
constantly assessed to maintain safety.
A suspect's situation may change quickly and often, requiring the
consistent and dedicated attention from those responsible for
security.
Once a specific threat has been resolved, it would be wise to
periodically review the suspect to determine if new concerns warrant
further investigation.
Security Measures*
Develop a response plan
The most crucial aspect of a security plan is to detail what should be
done if the perpetrator comes to the workplace.
Be
able to spot the suspect. A description of them and their vehicle
(or preferably a picture) can be distributed to those responsible
for being on watch. Security devices such as discreet warning
buzzers and alarms can be invaluable in these situations and follow
a pre-determined plan which may include
Calling law enforcement
Notifying security, if available
Locking all entrances to the facility
Warning any identified targets
Allowing passage on a pre-determined escape route or to a safe
location.
Assess the work
environment
Initially, a general assessment of the environmental vulnerabilities
can be made. This would not only help address the immediate threat
but improve the general safety of the workplace from all forms of
threats.
This is also known as Crime Prevention Through Environmental Design
or CPTED.
Aspects such as lighting surrounding the facility and in the parking
lot, accessibility to the buildings, bushes and trees around
entrances that can hide an offender and the use of surveillance
equipment are all items to be considered.
Limit entry to facility, reduce accessibility and assess condition
of locks, doors and windows. Provided that easy egress is maintained
at all portals, the only entry would be at one door and only by
screened visitors or employees.
Law enforcement can be indispensable in this step. Request for
increased patrols, especially at shift change and other identified
key times.
Legal Measures
Consult with your legal counsel.
Consider obtaining a workplace restraining order, if available in
your state. If there is domestic violence restraining order, request
a copy which lists the workplace as a restricted area.
Obtain a trespass order against the individual from coming onto the
property.
Criminal charges: While states may vary in titles and details, most
have criminal charges that may be utilized:
Harassment; Communicating threats; Damage to property; Assault
Protecting
Targets
Screen and/or change the target's phone extension and emails.
However, it is important to keep the previous extension in order to
save any threatening messages for future court evidence.
Change the location of the target’s workplace to a safer spot, away
from entrances and windows. However, they should not be isolated.
Offer the target the chance to relocate to another division or plant
with in or possibly out of state.
Modify the target’s schedule and work assignments to help elude the
suspect and/or offer a safer alternative.
Offer the target's a parking spot to a more secure location or at
least one that is closer to an entrance. Also provide security
escort to and from their car.
In situations of extreme danger, protect the target and the
workplace by providing leave for period of time. Leave options can
be considered and a truly supportive management would provide the
means to temporarily hide out, i.e. a providing a hotel room in
another location.
Most Effective Protection Measures
Hire off-duty law enforcement for
security
Hire a security firm for professional assessment and security measures
Hire private investigator to monitor the suspects activity
If the facility permits, keep the doors locked constantly, opened
only to authorized personnel.
The time length for these measures depends on investigation results.
* Please note that these points are meant to provide ideas and
suggestions as to how to assess and respond to a potential threat. Every
situation is unique and requires a immediate, in-depth investigation and
proper utilization of resources to determine the safest response. Get
the right people on the job and give them the resources and authority to
effectively address the situation.
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