Transcript How Security Connects to Safety

How Security Connects to Safety:
HR & Workplace Violence
Gary T. Miller, P.E.
Louisiana Society for Human Resource Management
April 26, 2012
Disclaimer
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The speaker doesn’t represent that the information
and techniques presented will prevent workplace
violence, prevent loss of business or other associated
costs.
This program is presented in a good faith manner to
enhance the general safety and security from
potential threats that are public knowledge today.
The comments presented are unclassified.
Quotes and statistics are properly attributed to their
owners.
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OSHA 1970
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Employers must comply with the general duty
clause [Section 5(a)(1)], which states that
each employer “shall furnish…a place of
employment which is free from recognized
hazards that are causing or are likely to cause
death or serious physical harm to his
employees.”
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Without geographic boundaries
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Fatalities
Injuries
Shooter Fatality
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Recent incidents
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Rural post office, Henning, TN – Oct. 2010 two female postal workers shot and killed:
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Multiple gun shots were fired; police say killings
were done with “disturbing violence.”
Father & son robbery team. Son shot by police.
Father arrested and confessed to crime.
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Recent incidents
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Johns Hopkins Hospital, MD – Sept. 2009:
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Shooter distraught over diagnosis by doctor about
his mother’s condition
Used semiautomatic handgun concealed in his
waistband
Doctor shot – injured, mother shot – killed
Shooter commits suicide.
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Recent incidents
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Kraft Foods plant, PA – Sept. 2009 - woman
kills two co-workers, wounds one:
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Shooter claimed harassment by co-workers
Suspended after 15 years employment for
“feuding” with these co-workers
Escorted from premises, returned 9 minutes later
with .357 magnum handgun, drove around
security barrier while being pursued by security
into building… “She’s got a gun!”
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Recent incidents
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Discovery Channel, MD – Sept. 2009 environmental protestor killed by police after
holding 3 hostages at gunpoint:
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Had several explosive devices
Restraint order expired two days earlier
Made a threatening motion and was shot by
SWAT
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Recent incidents
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Hartford Distributors Inc., CT – Aug. 2009 disgruntled employee kills 8 co-workers and
himself:
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Caught on videotape stealing beer from the
warehouse
Reports that he complained of racist behavior
toward him
Two 9mm handguns used were legal, so was
shotgun in the trunk of his car
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Recent incidents
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Episcopal School, Jacksonville, FL – Mar. 2012:
Low preforming instructor counseled at an
offsite meeting regarding separation
Without verbalizing any threats, terminated
employee returns to campus, fatally shot
School Head, the shooter commited suicide
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Local incidents
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Baton Rouge General – Sept. 3, 2010:
estranged husband shoots wife & her boyfriend at son’s bedside
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Grady Crawford Construction Co.– Dec. 23, 2009 –
former employee shot and killed two clerical workers:
 Complained he couldn’t get unemployment benefits
 He previously made threats to “get even” with supervisor
who fired him, but they didn’t make PD report
 Pleaded not guilty as victims were not his intended targets
 His PD pleaded “No Contest” to concealing cannabinoid in
his suit jacket while attempting to visit an Angola client.
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What is workplace violence?
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Any physical assault, threatening behavior or
verbal abuse that occurs in the work setting
Acts such as psychological trauma due to
threats, obscene phone calls, an intimidating
presence and harassment of any kind are
included
National Institute of Occupational Safety and Health (NIOSH)
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Statistics
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Average 4000 workplace fatalities, 700
people each year are victims of workplace
homicides. [Cab Drivers, C-Store Clerks, PD]
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10% of all fatal work injuries annually. NIOSH
1.7MM Violent Workplace Crimes – Bureau of Justice
Workplace homicides were among the top
three causes of fatalities in the workplace,
second leading cause of fatalities for women.
Bureau of Labor Statistics, August 2009
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Types of workplace violence
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Homicide
Physically aggressive behavior
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Possibly resulting in injury
Damaging property
Domestic violence
Bullying
Malicious gossip, the role of social networking?
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Costs of workplace violence
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Loss of human life
Undermines employees’ sense of safety and
security, impacting productivity
1.175 million lost work days annually
Costs employers more than $36 billion
annually
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Injuries & death, post-incident counseling, legal
actions & fees, court awards, poor morale,
turnover, negative publicity
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Typical assailants
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Current or former employee
Someone with an outside relationship with an
employee
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Domestic violence spilling over
Someone with a legitimate reason for being
on the premises, such as a customer or vendor
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Typical assailants
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Used to be a white male age 35 to 45
A loner
The chronically disgruntled
The high-maintenance employee
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The numbers
personal
workers
clients
criminals
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Risky business
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Any situations where workers:
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exchange money with the public
work alone or in small groups
deliver passengers
work late hours or early morning shifts
In-home services
Locations in high-crime areas
Positions that require employees to carry a weapon
in performance of their job
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Let’s profile!
“…you can’t be wedded to a simple
profile…you’ve got to focus on the
behavior.”
Tracy L. Moon Jr., “Protecting Your Workplace
from the Unimaginable: Developing a Proactive
Workplace Violence Prevention and Response
Strategy,” Dec. 1, 2009
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Some warning signs
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History of violence
Threatening behavior
Intimidating behavior
Increase in personal stress
Negative personality characteristics
Marked changes in mood or behavior
Socially isolated
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“Neglected indicators”
“Violence is often the result of people not reporting
incidents that could serve as warnings.”
Tracy L. Moon Jr.
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Excessive absenteeism or tardiness
Excessive work breaks
Missed deadlines
Poor work quality
Sudden or significant job performance deterioration
Difficulty with co-workers or social withdrawal
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Situations that lead to violence
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Stress caused by layoffs
Reorganization or increased workloads
Growing prevalence of substance abuse at work
Mistrust and hostility among ethnic, social and racial
groups
Critical performance reviews
Low morale caused by employees believing they’re
not treated with respect
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Escalation
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Speaking loudly, frantically or quickly
Gesturing wildly
Aggressive stances and gestures such as
pointing, getting close, clinching fists
Making threats and personal insults
Physically closer than comfortable
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Threats
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What’s in a threat?
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When does it become a crime?
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Can HIPAA hide the concerns?
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Report troubling behavior
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People often don’t report because they don’t
want to become involved.
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Supervisors might hesitate to report:
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want to be a buddy
fear hurting someone’s career or feelings
want to avoid angering employee they depend
upon
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Better safe than sorry
“Where there are critical indicators of a troubled
employee who needs immediate assistance—
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the person talks of suicide,
makes delusional statements,
is paranoid,
has unfounded concerns about his or her safety—
the supervisor should notify HR, security, medical
personnel or the EAP immediately.”
Tracy L. Moon, Jr.
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If you know, you got’ta tell!
• Once the company is aware of an employee threat,
they have an affirmative obligation to protect that
employee and provide a safe and secure workplace.
• Liability could result if such
actions are not taken and
litigation could result in various
tort claims.
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Defusing violence
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Assess the situation - recognize the potential
for violence.
Project calmness, empathy, patience.
Encourage the person to talk, focus
your attention on him/her.
Position yourself so that your exit
is not blocked –
always assess safety.
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Actions to avoid
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Using a confrontational approach
Trying to be the hero – keep others safe
without putting yourself in harm’s way
Making promises you cannot keep
Engaging in physical contact with the
individual
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12-point action plan
1.
Publicize zero-tolerance policy regarding
threats, harassment and violence in the
workplace.
“Not disciplining people for bad behavior
encourages it and sends the message that the
organization doesn’t care about enforcing its
rules and protecting workers’ safety.”
Tracy L. Moon Jr.
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12-point action plan
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Review hiring practices, background checks,
drug and alcohol testing.
Implement release forms for background checks.
Update personnel policies.
Screen temporary employees.
Conduct security audits and risk assessments.
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12-point action plan
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Develop a crisis management plan.
Train supervisors on conflict resolution and
non-violent techniques for handling
situations.
Train supervisors to identify and take action
on early warning signs of potential problems.
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12-point action plan
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Publicize EAPs, etc.
Investigate all threats and complaints of
harassment and violence immediately.
Publicize company procedures for handling
employee problems.
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Physical security measures
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Limited public access
Screen visitors
Adequate lighting
Access-card entry systems
ID cards for employees and visitors
Situational awareness
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Physical security measures
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Video surveillance inside and outside
Security officers where appropriate
Escort to parking area after hours
Cabs for employees working late
Metal detectors
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Victimization of women
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More than 25% of female victims were assaulted by
people they knew.
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Domestic violence that spills into the workplace
accounts for 16% of female victims.
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Women are 5 times more likely to be attacked at
work by an intimate partner.
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Domestic violence victims
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Grant leave requests.
Change work location, phone extensions or hours of
work.
Make a list of support groups and shelters available
to all employees.
Take into consideration performance issues related
to domestic violence.
Request picture of potential perpetrator for reception
desk and/or security.
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Restraining orders
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Legal order by a state court which requires
one person to stop harassing/harming another
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Some states (not LA) have enacted laws
which allow employers to seek a temporary
restraining order to protect employees, coworkers and workplace property from threats
of acts of violence.
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“Guns-at-Work” laws
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13 states (AK, AZ, FL, GA, IN, KS, KY, LA, MN,
MS, NB, OK, UT) permit employees to store their
firearms in vehicles located in company parking lots:
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Employee must be legally allowed to possess a firearm.
Vehicle storing the gun must belong to employee (and be
privately owned).
Firearm must be hidden.
Vehicle must be locked.
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How to fire like a pro
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Work your plan every time:
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Establish roles and termination procedures.
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Employee’s personal items
Minimize opportunity to reenter.
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Active shooter: Preplanning
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Procedures for calling for help
Who will provide medical assistance?
Emergency notification & escape procedures or
routes
Identify “safe havens” within and outside the facility
Procedures for accounting for all employees after the
event
Procedures to secure the work area after the event
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Active shooter: Scenario
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Contact local law enforcement (911) and
follow their instructions.
Notify your company/building security force.
Get people away from the scene as quickly as
possible.
Stay calm
Escape, hide/barricade or neutralize??
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Active shooter: Aftermath
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Secure the premises.
Safeguard evidence.
Cooperate with authorities, hands raised and
visible, do not hug police, speak in controlled
voice.
Prepare an incident report.
Designate a spokesperson who has media
training.
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Active shooter: Aftermath
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Consult legal counsel.
Arrange for counseling/EAPs when
appropriate.
Review policies and procedures.
Address risk factors.
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SHRM resources
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Dealing with Violence in the Workplace
Workplace Violence Prevention Policy
template
Experts: Lay Foundation to Prevent
Workplace Violence
Workplace Violence Training for Supervisors
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