Preventing Preventing Workplace ViolenceWorkplace Violence

CPS Human Resources Services

Nancy HartwellNancy HartwellHuman Resources ConsultantHuman Resources Consultant

Course ObjectivesCourse Objectives

Understand what workplace violence is Understand what workplace violence is and its prevalenceand its prevalence

Recognize types and stages of violent Recognize types and stages of violent behaviorbehavior

Understand some of the risk factors Understand some of the risk factors associated with workplace violenceassociated with workplace violence

As a supervisor/manager, understand the As a supervisor/manager, understand the steps you must take to prevent/respond to steps you must take to prevent/respond to workplace violenceworkplace violence

The LawThe Law

CA Labor Code Section 6400 – Requires CA Labor Code Section 6400 – Requires every employer to provide a safe and every employer to provide a safe and healthful work environmenthealthful work environment

CA Government Code Section 19572 – CA Government Code Section 19572 – Prohibits discourteous treatment and Prohibits discourteous treatment and constitutes cause for discipline.constitutes cause for discipline.

The LawThe Law

CA Penal Code Section 171 (b) – Prohibits CA Penal Code Section 171 (b) – Prohibits possession of a firearm and other possession of a firearm and other weapons within any state or local public weapons within any state or local public buildingbuilding

CA Penal Code Section 71 – Prohibits any CA Penal Code Section 71 – Prohibits any person from threatening or inflicting person from threatening or inflicting unlawful injury upon any public employeeunlawful injury upon any public employee

OSHA GENERAL DUTY CLAUSE: Section 5(a)(1)

Each employer shall furnish to each of their employees: employment and a place of employment which are free from recognized hazards that are causing or likely to cause death or serious physical harm.

This includes the prevention and control of the hazard of workplace violence.

True/False #1True/False #1

Assaults are the most common form of Assaults are the most common form of workplace violence.workplace violence.

Workplace Violence: Workplace Violence: Just What Is It?Just What Is It?

Physical assaultsPhysical assaults Threatening behaviorThreatening behavior

Verbal abuseVerbal abuse

Workplace Violence FactsWorkplace Violence Facts

1 in 6 of all violent crimes occur in the 1 in 6 of all violent crimes occur in the workplaceworkplace

1 in 4 workers report being attacked, 1 in 4 workers report being attacked, threatened or harassed on the jobthreatened or harassed on the job

Of those who commit workplace murders, Of those who commit workplace murders, 40% commit suicide40% commit suicide

Workplace Violence FactsWorkplace Violence Facts

30% of workplace assaults occur 30% of workplace assaults occur among public sector employeesamong public sector employees

High-risk public service jobs include High-risk public service jobs include law enforcement, mental health, law enforcement, mental health, social servicessocial services

Economic Impact of Economic Impact of Workplace ViolenceWorkplace Violence

Cost 500,000 employees 1,175,100 lost Cost 500,000 employees 1,175,100 lost work days each yearwork days each year

Lost wages: $55 million annuallyLost wages: $55 million annually Lost productivity, legal expenses, property Lost productivity, legal expenses, property

damage, diminished public image, damage, diminished public image, increased security: $ billions increased security: $ billions

True/False #2True/False #2

Coworkers pose the Coworkers pose the biggest threat of biggest threat of

workplace workplace violence.violence.

The FBI Classification SystemThe FBI Classification System

Type 1: Acts by criminals who have no Type 1: Acts by criminals who have no connection with the workplaceconnection with the workplace

Type 2:Type 2: Acts by customers, patients, Acts by customers, patients, service recipientsservice recipients

Type 3: Acts by coworkers (current or Type 3: Acts by coworkers (current or former), supervisors, or managersformer), supervisors, or managers

Type 4: Acts by someone who has a Type 4: Acts by someone who has a relationship with an employeerelationship with an employee

True/False #3True/False #3

Although she has repeatedly asked him to Although she has repeatedly asked him to stop, Janna’s former long-term boyfriend stop, Janna’s former long-term boyfriend has been calling her at work numerous has been calling her at work numerous times each day and sometimes leaves times each day and sometimes leaves notes on her car. This is a type of notes on her car. This is a type of workplace harassment and violence. workplace harassment and violence.

True/False #4True/False #4

Violence is a process rather than Violence is a process rather than an isolated or single event.an isolated or single event.

Stages of Violent BehaviorStages of Violent Behavior

Dennis A. Davis, author of Dennis A. Davis, author of Threats Pending, Fuses BurningThreats Pending, Fuses Burning, ,

describes three stages of violent behaviordescribes three stages of violent behavior

Stage 1 – Early potential for violenceStage 1 – Early potential for violence Stage 2 – Escalated potential for violenceStage 2 – Escalated potential for violence Stage 3 – Realized potential for violenceStage 3 – Realized potential for violence

Stage 1 BehaviorStage 1 Behavior

Belittling othersBelittling others Challenging authorityChallenging authority Regularly becoming argumentativeRegularly becoming argumentative Alienating clientsAlienating clients Originating and spreading lies about Originating and spreading lies about

othersothers Swearing excessively; using explicit Swearing excessively; using explicit

language; verbally abusing otherslanguage; verbally abusing others Sexually harassing othersSexually harassing others

Stage 2 BehaviorStage 2 Behavior

Arguing frequently and intenselyArguing frequently and intensely Blatantly disregarding policies and proceduresBlatantly disregarding policies and procedures Setting traps for othersSetting traps for others Stealing from the agency or from coworkersStealing from the agency or from coworkers Making verbal threats of harmMaking verbal threats of harm Conveying unwanted sexual attention or Conveying unwanted sexual attention or

violent intentions by letter, voice mail, or e-mailviolent intentions by letter, voice mail, or e-mail Blaming others for all problems or difficultiesBlaming others for all problems or difficulties

Stage 3 BehaviorStage 3 Behavior

Physical confrontations and altercationsPhysical confrontations and altercations Displaying weaponsDisplaying weapons Committing or attempting to commit Committing or attempting to commit

assault, sexual assault, arson, or suicideassault, sexual assault, arson, or suicide

True/False #5True/False #5

Individuals are either Individuals are either dangerous and prone dangerous and prone to workplace violence to workplace violence or they are not.or they are not.

Risk Factors – Work ConditionsRisk Factors – Work Conditions

The U.S. Department of Health and Human The U.S. Department of Health and Human Services lists the following factors that Services lists the following factors that increase the risk of workplace assault:increase the risk of workplace assault:

Public contactPublic contact Exchange of moneyExchange of money Delivery of passengers, goods, or servicesDelivery of passengers, goods, or services Mobile workplaceMobile workplace Working with unstable or volatile personsWorking with unstable or volatile persons

Risk Factors – Work ConditionsRisk Factors – Work Conditions

The U.S. Department of Health and Human The U.S. Department of Health and Human Services lists the following factors that Services lists the following factors that increase the risk of workplace assault:increase the risk of workplace assault:

Working alone or in small numbersWorking alone or in small numbers Working late at night or early in the morningWorking late at night or early in the morning Working in high crime areasWorking in high crime areas Guarding valuable property or possessionsGuarding valuable property or possessions

Risk Factors – Work ClimateRisk Factors – Work Climate

Frequent employee grievancesFrequent employee grievances UnderstaffingUnderstaffing Poorly defined job responsibilitiesPoorly defined job responsibilities Poor management stylePoor management style High injury rateHigh injury rate Downsizing, reorganizingDownsizing, reorganizing Limited flexibility in how jobs can be performedLimited flexibility in how jobs can be performed Inadequate or poorly trained security forceInadequate or poorly trained security force Lack of employee counselingLack of employee counseling

True/False #6True/False #6

Your coworker, Tim, owns several guns. Your coworker, Tim, owns several guns. He is more likely to commit an act of He is more likely to commit an act of

physical violence at work than a coworker physical violence at work than a coworker who doesn’t own any guns. who doesn’t own any guns.

True/False #7True/False #7

Carol, an Analyst in Carol, an Analyst in the department, has the department, has some psychological some psychological problems. She is problems. She is more likely to become more likely to become violent at work than violent at work than anyone else in the anyone else in the department. department.

Workplace Violence ProfileWorkplace Violence Profile

True/False #8True/False #8

An act of physical violence An act of physical violence is always preceded by is always preceded by warning signs.warning signs.

Warning SignsWarning Signs

Caveat:Caveat:Threats don’t always Threats don’t always

lead to physical lead to physical violenceviolence

Threats and other warnings Threats and other warnings precede incidents of physical precede incidents of physical

violenceviolence

Warning SignsWarning Signs

Fascination with weaponsFascination with weapons Substance abuseSubstance abuse Severe stressSevere stress Violent historyViolent history Severe changes in psychological functioningSevere changes in psychological functioning Decreased or inconsistent productivityDecreased or inconsistent productivity Social isolation/poor peer relationshipsSocial isolation/poor peer relationships Poor personal hygienePoor personal hygiene Drastic changes in personality/behaviorDrastic changes in personality/behavior

Potential TriggersPotential Triggers

Feeling unappreciatedFeeling unappreciatedInability to make a Inability to make a difference difference Disciplinary actionDisciplinary actionPersonal life issues Personal life issues

That’s a Good Question!That’s a Good Question!

Do you feel uncomfortable working with Do you feel uncomfortable working with this person?this person?

Does he/she have a history of Does he/she have a history of inappropriate behavior?inappropriate behavior?

Are you fearful around this person?Are you fearful around this person? Does the person show signs of losing Does the person show signs of losing

control?control?

What To DoWhat To Do

Remain calmRemain calm

Put space between yourself and the other Put space between yourself and the other personperson

Position yourself so that you can ‘escape’ Position yourself so that you can ‘escape’ if neededif needed

Speak quietly and calmlySpeak quietly and calmly

What To DoWhat To Do

Acknowledge the other person's feelingsAcknowledge the other person's feelings

Calmly describe the consequences of any Calmly describe the consequences of any violent behaviorviolent behavior

Use delay tactics that will give the person Use delay tactics that will give the person time to calm downtime to calm down

Report what happenedReport what happened

What What NOTNOT To Do To Do

Argue/reject the person's Argue/reject the person's claimsclaims

Pose in a challenging mannerPose in a challenging manner

Use communication styles that would generate Use communication styles that would generate hostility or that could be perceived as a brush-off, hostility or that could be perceived as a brush-off, a runaround, or condescendinga runaround, or condescending

What What NotNot To Do To Do

Make sudden movements that could be Make sudden movements that could be perceived as threateningperceived as threatening

Try to make the situation less serious than Try to make the situation less serious than it isit is

Make false statements or promises that Make false statements or promises that you can't keepyou can't keep

Invade the individual's personal space, or Invade the individual's personal space, or try to act like a herotry to act like a hero

Prevention: The Key!Prevention: The Key!

Stephen Paskoff, former labor attorney and current Stephen Paskoff, former labor attorney and current President of a legal training group:President of a legal training group:

“…“…. Don’t be timid. Act. Act. Act.” . Don’t be timid. Act. Act. Act.”

True/False #9True/False #9

Walt brought a hunting knife to work to show Walt brought a hunting knife to work to show one of his coworkers. The supervisor found one of his coworkers. The supervisor found out. Because this violates the zero tolerance out. Because this violates the zero tolerance workplace violence policy, Walt should be workplace violence policy, Walt should be terminated. terminated.

PreventionPrevention

Clear policiesClear policies Safe hiringSafe hiring Safe disciplineSafe discipline Safe terminationSafe termination

Prevention StrategiesPrevention Strategies

Implement physical controls Implement physical controls Create a barrier between the worker and Create a barrier between the worker and

the hazardthe hazard

Implement administrative controlsImplement administrative controls Practices that reduce the likelihood of Practices that reduce the likelihood of

violenceviolence

Workplace ViolenceWorkplace Violence Prevention Program Elements Prevention Program Elements

Management commitment and employee Management commitment and employee InvolvementInvolvement

Worksite analysisWorksite analysis Hazard prevention and controlHazard prevention and control Post-incident responsePost-incident response Training and educationTraining and education Recordkeeping and program evaluationRecordkeeping and program evaluation

Employee InvolvementEmployee Involvement

Understand and comply with the policyUnderstand and comply with the policy Participate in prevention procedures Participate in prevention procedures

covering safety and security concernscovering safety and security concerns Be courteous, respectful, professional Be courteous, respectful, professional Promptly and accurately report violent Promptly and accurately report violent

incidentsincidents

Versus…Versus…

““I should have done something”!I should have done something”!

Management Commitment: Management Commitment: What You Can DoWhat You Can Do

Be awareBe aware Improve your supervisory and communication Improve your supervisory and communication

skillsskills Inform staff of policies and procedures Inform staff of policies and procedures Take reports of incidents seriouslyTake reports of incidents seriously

PreparePrepare Address all the issuesAddress all the issues Don’t get sidetrackedDon’t get sidetracked Listen carefully and respondListen carefully and respond Seek help from/report incidents to Seek help from/report incidents to

appropriate person/departmentappropriate person/department

Dennis A. DavisDennis A. Davis Threats Pending, Fuses Burning Threats Pending, Fuses Burning

Management CommitmentManagement Commitment

Management CommitmentManagement Commitment

Implement a clear policy of zero tolerance Implement a clear policy of zero tolerance for workplace violencefor workplace violence

Encourage employees to promptly report Encourage employees to promptly report incidents and suggest ways to reduce or incidents and suggest ways to reduce or eliminate riskseliminate risks

Ensure no reprisals are taken against Ensure no reprisals are taken against employees who report incidentsemployees who report incidents

Common Reasons for Not Common Reasons for Not ReportingReporting

““They couldn’t have meant that…”They couldn’t have meant that…” ““It won’t happen again.”It won’t happen again.” ““What will happen to What will happen to themthem if I report this? ” if I report this? ” ““What will happen to What will happen to meme if I report this? ” if I report this? ” ““What will others think of me?”What will others think of me?”

Management CommitmentManagement Commitment

Develop a plan for security in the workplaceDevelop a plan for security in the workplace

Assign responsibility for implementing the plan Assign responsibility for implementing the plan to individuals with appropriate training and skillsto individuals with appropriate training and skills

Affirm management commitment to a worker- Affirm management commitment to a worker- supportive environmentsupportive environment

Set up briefings to address safety issuesSet up briefings to address safety issues

Sources of AssistanceSources of Assistance

OSHA OSHA www.osha.gov DPA Model Program DPA Model Program www.dpa.ca.gov Public Safety OfficialsPublic Safety Officials Human Resource and Employee Assistance Human Resource and Employee Assistance

ProfessionalsProfessionals

Additional ResourcesAdditional Resources

Supplemental information Supplemental information

Thank you!Thank you!