Violence in the Workplace Prevention to Redemption

1
Violence in the WorkplacePrevention to
Redemption

• Vikki Sanders
• Workplace Violence Prevention Coordinator
• 651 284-5274 vikki.sanders_at_state.mn.us

2
Where are your vulnerable areas

• Type one
• Violence by a stranger

3
Where are your vulnerable areas

• Type two
• Violence by a Customer or Client

4
Where are your vulnerable areas

• Type three
• Violence by a coworker

5
Where are your vulnerable areas

• Type four
• Violence by a Personal Relationship

6
The majority of violence occurs "under the
waterline"
7
Universal Precautions

• Employees should understand concept of Universal
  Precautions for Violence, i.e., that violence
  should be expected but can be avoided or
  mitigated through preparation

8
What does a killer look like?
9
Crisis

• A sudden, generally unanticipated event that
  profoundly and negatively affects a significant
  segment of the employee population and often
  involves serious injury or death.

10
There are two types of Workplaces those that
have had a major crisis, and those that are
about to."
11
Workplace Violence Includes

• Beatings
• Stabbings
• Suicides
• Shootings
• Rapes
• Near-suicides
• Psychological traumas

• Threats or obscene phone calls
• Intimidation
• Harassment of any nature
• Being followed, sworn or shouted at

12
Examples

• Verbal threats to inflict bodily harm including
  vague or covert threats
• Attempting to cause physical harm striking,
  pushing and other aggressive physical acts
  against another person

13
Examples

• Verbal harassment abusive or offensive language,
  gestures or other discourteous conduct towards
  supervisors, fellow employees, or the public
• Disorderly conduct, such as shouting, throwing or
  pushing objects, punching walls, and slamming
  doors

14
Location

• The workplace may be any location either
  permanent or temporary where an employee performs
  any work-related duty.

15
Location continue...

• This includes, but is not limited to, the
  buildings and the surrounding perimeters,
  including the parking lots, field locations,
  clients homes and traveling to and from work
  assignments

16
Reasons to set up a violent prevention program

• It is the right thing to do
• Injuries from assaults are no longer tolerated
• Lawsuits
• Loss productivity if employees are fearful

17
...Reasons to set up a violent prevention program

• Prevent high turnover
• OSHA and other regulatory agency
• The economic losses associated with a violent
  incident

18
Definition of Fear False Evidence Appearing Real

• or
• Forget Everything
• Else and Run

19
General Duty Clause

• Employers are required to provide their employees
  with a place of employment that "is free from
  recognizable hazards that are causing or likely
  to cause death or serious harm to employees".

20
Elements of the General Duty Clause

• The employer failed to render its workplace free
  of a hazard to employees.
• The cited employer or the employer's industry
  recognized the hazard.
• The hazard caused or was likely to cause death or
  serious physical harm

21
Elements of the General Duty Clause

• Feasible means existed to eliminate or materially
  reduce the hazard.
• The employer knew, or with reasonable diligence
  could have know, of the recognized hazard

22
Lessons from Columbine

• One of the top schools in the country.
• 85 of the graduates went on to higher education.
• Best all around academic and athletic school in
  the state.
• If it can happen there....It can happen here

23
Clues of Imminent Danger

• Obsession with weapons, war and death
• Bloody computer games
• Ranting on the internet
• Teachers saw, students knew, the police had prior
  encounters, neighbors suspected and parents had
  knowledge that something was wrong
• Who then is responsible?

24
Elements of a good violence prevention program ?

• Management Commitment/ Employee Involvement
• Hazard Assessment
• Hazard Prevention and control

25
Elements of a good violence prevention program ?

• Training and instructions
• Reporting procedure
• Record keeping
• Evaluation

26
Management Commitment and Employee Involvement

• Complementary and essential
• Management commitment provides the motivating
  force to deal effectively with workplace violence
• Employee involvement and feedback-enable workers
  to develop and express their commitment to safety
  and health

27
Management Commitment

• Organizational concern for employee emotional and
  physical safety and health
• Equal commitment to worker safety and health and
  patient/client safety
• System of accountability for involved managers,
  and employees

28
Management Commitment (contd)

• Create and disseminate a clear policy of zero
  tolerance for workplace violence
• Ensure no reprisals are taken against employees
  who report incidents
• Encourage employees to promptly report incidents
  and suggest ways to reduce or eliminate risks

29
Management Commitment (contd)

• Outline a comprehensive plan for maintaining
  security in the workplace
• Assign responsibility and authority for program
  to individuals with appropriate training and
  skills
• Affirm management commitment to worker supportive
  environment
• Set up company briefings as part of the initial
  effort to address safety issues

30
Develop a written policy

• State your overall approach to the prevention of
  incidents of violence
• Convey a message of Zero Tolerance for violent
  behavior
• Clearly outline the duties and responsibilities
  of management
• Establish ground rules for behavior

31
Employee Involvement

• Understand and comply with the workplace violence
  prevention program and other safety and security
  measures
• Participate in employee complaints or suggestion
  procedures covering safety and security concerns
• Prompt and accurate reporting of violent incidents

32
Union Involvement

• Early involvement
• Legally entitled to negotiate over many
  conditions of employment
• Express employees' concerns
• Bring their expertise and knowledge.
• Demonstrates both union's commitment to the
  success of a workplace violence program.

33
Form a Planning Group/Threat Response Team

• Human Resources
• Employee Assistance Program (EAP)
• Union
• Safety
• Health/Medical
• Security
• Local law Enforcement

34
Worksite Analysis

• Step-by-step look at the workplace, to find
  existing or potential hazards for workplace
  violence

35
Worksite Analysis (contd)

• A Threat assessment Team, Patient Assault Team,
  or similar task force may assess the
  vulnerability to workplace violence and determine
  appropriate actions

36
Worksite Analysis Recommended Program

• Analyzing and tracking records
• Monitoring trends and analyzing incidents
• Screening surveys
• Analyzing workplace security

37
Hazard Prevention and Control

• Engineering controls and workplace adaptation
• Administrative and work practice controls
• Post incident response

38
Engineering Controls

• Alarm systems and other security devices
• Metal detectors
• Closed-circuit video recording for high-risk areas

• Safe rooms for use during emergencies
• Enclose receptionist station, install deep
  service counters or bullet-resistant glass
• Crime prevention via environmental designs

39
Administrative and Work Practice Controls

• State clearly to the public, clients, and
  employees that violence will not be tolerated or
  permitted
• Establish liaison with local police and state
  prosecutors
• Require employees to report all assaults and
  threats
• Set up trained response teams to respond to
  emergencies

40
Post-Incident Response
Provide comprehensive treatment for victimized
employees and employees who may be traumatized by
witnessing a workplace violence incident
41
Post-Incident Response

• Trauma-crisis counseling
• Critical incident stress debriefing
• Employee assistance programs to assist victims

42
Training and Education

• Ensure that all staff are aware of potential
  security hazards and ways of protecting themselves

Workplace Violence Program
43
Training and Education

• Employees should understand concept of Universal
  Precautions for Violence, i.e., that violence
  should be expected but can be avoided or
  mitigated through preparation
• Employees should be instructed to limit physical
  interventions in workplace altercations.

44
Training and Education
Training program should involve all employees,
including supervisors and managers
45
Training and Education

• Workplace violence prevention policy
• Risk factors that cause or contribute to assaults
• Early recognition of escalating behavior or
  warning signs

• Ways to prevent volatile situations
• Standard response action plan for violent
  situations
• Location and operation of safety devices

46
Recordkeeping and Evaluation

• Recordkeeping and evaluation of the violence
  prevention program are necessary too determine
  overall effectiveness and Identify deficiencies
  or changes that should be made

47
Recordkeeping

• OSHA Log of Injury and Illness (OSHA 200)
• Medical reports of work injuries assaults
• Incidents of abuse, verbal attacks, or aggressive
  behavior
• Information on clients with history of violence
• Minutes of safety meetings, records of hazard
  analyses, and corrective actions
• Records of all training programs

48
Evaluation

• Establish uniform violence reporting system and
  regular review of reports
• Review reports of minutes from staff meetings on
  safety issues
• Analyze trends and rates in illness/injury or
  fatalities caused by violence
• Measure improvement based on lowering frequency
  and severity of workplace violence

49
Sources of Assistance

• OSHA Consultation Program
• OSHA Internet Site www.osha.gov
• NIOSH
• Public Safety Officials
• Trade Associations
• Unions and Insurers
• Human Resource and Employee Assistance
  Professionals