 2006 RiskAnalytics, LLC

Workplace Violence Prevention Training

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 2006 RiskAnalytics, LLC

Learning Objectives

      Describe workplace violence and the various motives for committing violent acts Describe the OSHA requirements for preventing workplace violence Describe the general profile of a potential assailant Explain the four categories of workplace violence and the risk factors common to each category of violence Describe the various controls to reduce the risk of violence List the roles and responsibilities of a Violence Response Team Workplace Violence Page 2

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Overview

     1 out of 4 workers have been attacked, threatened or harassed Workplace violence has been the number one workplace killer of women every year since 1980 Homicide is the 4 th leading cause of occupational fatalities in the U.S. The DOJ found that almost one million workers were victims of non-fatal violence while working NIOSH estimates that when murders are included an additional 1 million people are assaulted while at work or on duty each year Page 3

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Alarming Statistics

  More than half of all workplace violence incidents occurred in the retail or service industries Robbery was the leading motive and the weapon of choice was a firearm Page 4

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Workplace Violence Defined

   Definition: violent acts, including physical assaults and threats of assault, directed toward persons at work or on duty Three main types of violence:    Physical assault – violent act causing physical harm Threats – intended to make the victim fear for their safety Verbal abuse – intended to hurt the feelings of and humiliate someone Any of these behaviors alone or together constitute an incident of workplace violence Page 5

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Is There A Violent Profile?

     Males late 20’s to early 40’s   Have frequent job changes Have experience with weapons Loners with low self esteem and no close friends Difficulty communicating Blames others for all their problems Jobs are the most important and stable factor in their lives Page 6

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Problem With Profiling

         Very difficult and overly simplistic  Tends to ignore others because they “are not the type” Millions of peaceful workers fit the basic profile Many factors are involved and each is situational dependent Part of a sequence of events and circumstances Perpetrator influences only part of the sequence Family circumstances Financial circumstances Warnings and pre-cursors to violent act often ignored “I thought they were just was blowing off steam” Page 7

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Signs of Trouble

   Threatening statements    Verbal threats to kill or do harm to oneself or others Pattern of escalating threats that appear well planned References to other incidents of workplace violence Intimidating behavior   Intimidation of coworkers Belligerent behavior, open defiance or insubordination History of violence   Prior criminal record Assaults or anti-social behavior Page 8

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More Signs of Trouble

   Performance decline    Attendance or concentration problems, decreased productivity Increasing pattern of accidents Continual excuses Personality or mood changes   Withdrawal, major changes in interpersonal relations Bizarre thoughts, paranoid behavior, strong emotional mood swings Obsessions   Desire to hurt a specific group or person Romantic attachment to someone Page 9

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And More Signs of Trouble

  Personal life stress    Financial problems Losses: job, marriage, loved ones, children Divorce or bankruptcy Prior knowledge    During counseling of troubled worker Observations during course of employment When domestic disputes spill into the workplace Page 10

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Competing Legal Requirements

    “General Duty Clause” of the OSH Act  Requires a workplace that is “free from recognized hazards.” Workers compensation laws  Employers are responsible for job-related injuries Civil rights laws  Requires employers to protect employees against various forms of harassment, including threats or violence  Civil liabilities for negligence But, these requirements compete with…     Privacy rights Anti-discrimination laws Anti-defamation laws Wrongful termination suits Page 11

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Violence Prevention - Engineering Controls

       Assess any plans for new construction or physical changes to the facility or workplace to eliminate or reduce security hazards. Install and regularly maintain alarm systems and other security devices, panic buttons, hand-held alarms or noise devices Provide metal detectors -- installed or hand-held Use 24-7 closed-circuit video recording for high-risk areas Provide "safe rooms" for use during emergencies.

Limit or control access by using locking doors Install bright, effective lighting indoors and outdoors Page 12

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Violence Prevention - Administrative Controls

      State clearly and in writing that violence is not permitted or tolerated Require employees to report all assaults or threats to a supervisor or manager and keep a written record of all reports Assist employees, if needed, of company procedures for requesting police assistance or filing charges Provide employee with identification badges, preferably without last names, to readily verify employment Provide employee members with security escorts to parking areas in evening or late hours Use the "buddy system," especially when personal safety may be threatened Page 13

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Violence Prevention - Administrative Controls

      Train supervisors and employees on how to resolve conflicts and recognize signs of a troubled employee Develop and enforce policies which protect employees from threats/violence Grievance procedures - Establish clear channels for communicating threats Provide job counseling for employees who are laid off, fired or have experienced stress outside of work Provide safety education programs Establish a Violence Response Team Workplace Violence Page 14

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Four Categories of Workplace Violence Type 1:

Criminlas / Strangers

Type 2:

Clients or Customers

Type 3:

Co-workers

Type 4:

Personal Relationships Type 1: Violence committed by Strangers Type 2: Violence committed by Customers or Clients Type 3: Violence committed by Co-workers Type 4: Violence committed as a result of a Personal Relations Page 15

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Type 1 Violence: Strangers

    Assailant has no business relationship to workplace Motive is typically to commit robbery or other criminal act Accounts for most of fatalities from workplace violence High risk factors      Face-to-face contact with public Exchange money with public Guard valuable property Work late night/early morning Work alone or in small numbers Page 16

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Type 1 Risk Reduction Strategies

  Engineering Controls        Do not allow clear view of cash register from street Drop safe or limited access safe Install silent alarms or other method to alert police/security Install adequate outside lighting Control access to worksite Provide security personnel Install security cameras Administrative Controls  Specific work practices  Training Page 17

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Type 2 Violence: Customers or Clients

     Assailant receives services from or is under custodial supervision of the workplace or victim Assailants can be current or former customers or clients Victims typically provide direct services to the public Account for most of non-fatal injuries High risk factors      Work in isolation or after regular hours Potential weapons visible and accessible, including office desk supplies and heavy objects Workplace has uncontrolled access Deal with clients with violent behavior Lack of escape route Page 18

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Type 2 Risk Reduction Strategies

  Engineering controls  Controlled access, locked doors   Quick method to alert security, panic buttons, personal alarms Set up worksite so employees are not trapped from exiting Administrative controls   Eliminate easy access to potential weapons Limit employee isolation with patient/customers Page 19

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Type 3 Violence: Co-workers

    Assailant has employment-related involvement Current or former employee or manager Large media attention, but small number of actual fatalities High risk factors:          Chronic Labor-Management disputes Lack of protocols for disciplinary actions Individual with history of violent behavior Frequent grievances High number of injury claims Understaffing/excessive overtime Authoritarian management High workplace stress Unusual stress outside of work Page 20

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Type 3 Risk Reduction Strategies

    Clear written policies prohibiting violence of any type and that clearly state the company’s standards and expectations  All reports of threats and other forms of violence must be fully investigated   No excuses for violent behavior Discipline must be fair and proportionate Prohibit weapons in the workplace Offer employee assistance / counseling Provide security personnel Employment Manual Workplace Violence Page 21

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Type 3 Violence Prevention - The Interview

   Assess risk of violence   Can ask candidate if they have been convicted of a crime cannot ask if they have been arrested Form subjective impression of the support structure a candidate may have including available friends and family Multiple interviews with multiple people in the workplace create a more objective basis for decision Conduct thorough reference and background checks!

 Know the “coded phrases”  Implement a waiver program to release background information Page 22

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Type 4 Violence: Personal Relations

   Assailant confronts a worker, at the worksite, with whom they have a personal relationship outside of work Personal relations include: current or former spouse, lover, friend, relative or a close acquaintance High risk factors     No policy regarding restraining orders or enforcement Individual with history of violent/threatening behavior Lack of controlled access to worksite Domestic violence Page 23

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Type 4 Violence – Signs of Victimization

      Unexplained absences, frequent or unplanned use of leave time A tendency to remain isolated from coworkers or reluctance to participate in social events Acting uncharacteristically moody, depressed, or distracted Disruptive phone calls or e-mail Disruptive visits from current or former intimate partner Unexplained bruises or injuries   Noticeable change in use of makeup to cover up injuries Inappropriate clothes such as sunglasses inside or turtleneck worn in summer Page 24

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Type 4 Risk Reduction Strategies

  Engineering controls    Controlled access, panic buttons and personal alarms Modification of the floor plan to provide readily accessible means of escape Clearly marked exits and a emergency evacuation plan Administrative controls    Policies and programs that referring the employee for emotional, legal, or financial counseling Policies that allow for time off for purposes for going to court to seek a restraining order or appearing to testify at a domestic abuse trial Policies that encourage reporting of harassment, stalking, domestic violence, restraining orders Page 25

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When an Incidence of Violence Occurs

  Verbal threat or threatening behavior   Notify Incident Response Team who will investigate threat and assess the risk If threat is immediate, specific, and critical – call police or security Physical violence     Provide for immediate medical and psychological needs Notify police and incident Response Team as necessary Account for all workers and assure continued safety of those remaining in area.

Provide for site security Page 26

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Incident Response Team Role and Duties

      Multi-disciplinary composition Complete and document a detailed investigation immediately after any incident of violence Enlist security and medical support based upon requirements Determine if and how the company should intervene Consult with outside experts to:     Provide security service Obtain a temporary restraining order Gain appropriate family involvement Notify those who need to know Ensure privacy protection Page 27

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Investigation Components

       Every case should be examined and evaluated on the basis of its particular nature and circumstances Collect facts on who, what, when, where and how incident occurred Get witness statements, photograph damage/injuries Identify contributing causes Include all incidents and near misses Do not delay, important evidence can be destroyed Keep detailed records Page 28

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Response Team Duties

     Determine emergency coordination and notification requirements Establish privacy protection and communication procedures Determine and enlist security and medical support based upon requirements Consult with outside experts to:     Provide guard or 24 hour protection service Obtain a temporary restraining order Gain appropriate family involvement Notify those who need to know Review security requirements and safety precautions based upon measured threat potential/probability Page 29

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Summary

 1 out of 4 workers have been attacked, threatened or harassed due to workplace violence       Three main types of workplace violence are verbal abuse, threats and physical assault 4 categories of violence are violence by strangers, customers or clients, co-workers and as a result of a personal relationship Typical assailants are males 20-40 years of age, have frequent job changes, experience with weapons, low self esteem, no close friends and difficulty communicating with family members Supervisors and employees should be trained in how to resolve conflict and how to recognize a troubled employee A detailed, written investigation should be conducted immediately after any abusive, threatening or other violent incident A zero-tolerance policy should be established and enforced against any abusive, threatening or violent act but the punishment should be proportionate, consistent, reasonable, and fair Page 30