WORKPLACE VIOLENCE HOW TO KEEP YOUR EMPLOYEES AND CUSTOMERS SAFE

1. WORKPLACE VIOLENCEHOW TO KEEP YOUR EMPLOYEES AND CUSTOMERS SAFE CHANDLER POLICE DEPARTMENT Lt. Mike Kelly Sgt. Pat McDonnell Officer Velma Anderjeski “Serving with Courage, Pride and Dedication”

2. PURPOSE • To introduce members of the business community to the reality of workplace violence by providing: • background information • statistics • prevention/recognition information • guidelines for handling a critical incident

3. OBJECTIVES • Inform the business community of the risks associated with workplace violence • Provide tips on recognizing and evaluating risks • Provide tools for businesses to manage situations once they occur • Coordinate business/emergency responder plans for handling incidents

4. WHY SET UP A PROGRAM? • OSHA General Duty Clause 5a of 19 USC 654 • Each Employer shall: • Furnish to each of his employees, employment and place of employment which are free from recognized hazards that are causing, or likely to cause, death or serious physical harm to its employees.

5. Your Legal Responsibility • Foreseeability • Duty to warn

6. ADDITIONAL REASONS • High cost of just one incident • Threats and other violent, abusive behaviors are no longer being tolerated in the workplace • Executives, professionals, and administrative personnel are no longer immune to acts of violence in the workplace

7. ADDITIONAL REASONS • Layoffs, increased workload, having to do more with less, and other unpopular changes in the work environment have been associated with increased risk for violence • Recent reports and surveys suggest that workplace violence impacts large numbers of employers and employees

8. AND FINALLY • It’s the right thing to do. Employers have both a moral and a legal obligation to provide a safe workplace for their employees, clients and visitors.

9. CASE STUDY #1 • VIOLENCE CATCHES A COMPANY UNPREPARED

10. LEGAL ISSUES YOU MAY FACE • Third Parties may sue for: • negligent hiring • negligent retention • negligent supervision • negligent training

11. LEGAL ISSUES • Additional considerations - the employee who is the subject of an investigation may sue for: • wrongful discharge • defamation/slander • invasion of privacy • ADA (Americans with Disabilities Act) issues

12. WHAT THE POLICE DEPARTMENT IS DOING • Promoting community awareness of issues • Internal program construction • Market the program to local businesses

13. OUR PLAN/RESPONSE • Implement strategies to: • Prevent workplace violence incidents • Respond to incidents when they occur • Help businesses manage incidents • Provide a tactical response when necessary

14. OUR PLAN/RESPONSE • Before an incident occurs: • Provide training for businesses • Provide training for emergency response personnel • Prepare operational response plans

15. WORKPLACE VIOLENCE • In the United States, each week an average of 25 workers are murdered while at work or on duty • An average of 18,000 workers are assaulted • Homicide is the #1 cause of occupational injury death among women, #2 among men • Firearms are used over 80% of the time

16. WORKPLACE VIOLENCE • Workplace violence is clustered in certain occupational settings; • Retail trade & service industries account for more than half of workplace homicides & 85% of nonfatal workplace assaults. • Taxicab drivers are the #1 victims of homicide while on duty.

17. WORKPLACE VIOLENCE • Workers in healthcare, community services, and retail settings are at risk for non-fatal assaults.

18. VIDEO

19. WORKPLACE VIOLENCE DEFINED • An intentional act committed by an individual or a group for the purpose of (or results in) psychologically or physically affecting an organization or persons associated with an organization.

20. Domestic violence related incidents Harassment Intimidation Stalking Threats Flat tires Sabotage Vandalism Theft Assault Extortion EXAMPLES OF WORKPLACE VIOLENCE

21. EARLY WARNING SIGNS • THE BIG THREE: • Threats • Intimidation • Weapons

22. EARLY WARNING BEHAVIORS • Threats • Direct • Indirect • Veiled • Conditional

23. EARLY WARNING BEHAVIORS • Intimidation • Glaring/staring • Looming over • Intimidating physical gestures

24. EARLY WARNING BEHAVIORS • Weapons • Fascination with weapons • Carrying weapons at work • Inappropriate comments about weapons

25. OTHER WARNING SIGNS • Work history • Personal History

26. Excessive tardiness or absences Increased need for supervision Reduced Productivity Inconsistency Strained workplace relationships Inability to concentrate Violation of safety procedures Changes in health or hygiene Unusual behavior Substance Abuse EARLY WARNING INDICATORS

27. EARLY WARNING INDICATORS • Excuses or blaming • Depression

28. WHO COMMITS THESE ACTS? • Someone you or a fellow employee knows; • Ex-husbands/wives of employees • Ex-boyfriends/girlfriends of employees

29. WHO COMMITS THESE ACTS? • Someone you work with; • Disgruntled employees • Ex-employees • Disgruntled customers/clients

30. Limit public access to work areas Keep employee entrances locked Set up safe rooms Set up a safety committee Change locks or codes regularly Security/staff notification of court orders Devise a code system Write 911, address & location in building/area on phones Set up a security system WHAT CAN YOU DO?

31. WHAT CAN YOUR COMPANY DO? • Use a job application form that includes an appropriate waiver and release. • Evaluate the need for screening contract personnel who work at your facility. • Recommend to legislative bodies that access to conviction records in all states be made available to businesses when conducting their background investigation process

32. WHAT CAN YOUR COMPANY DO? • Form in-house threat-assessment teams • Be ready ahead of time - PLAN! • Have post-trauma counseling available

33. COMMUNITY RESOURCES • Invite local police into your firm to promote good relations and to help them become more familiar with your facility. • Use law enforcement and security experts to educate employees on how to prevent violence in the workplace. • Utilize local associations & community organizations as a resource.

34. INSTITUTE & REVIEW SECURITY PROCEDURES • Conduct security surveys at scheduled intervals to help determine whether modifications should be made. • Improved lighting in and around the place of work (including parking lots); • Arranging escorts for employees who are concerned about walking to and from the parking lot;

35. INSTITUTE AND REVIEW SECURITY PROCEDURES • Having reception areas that can be locked to prevent outsiders from going into the offices when no receptionist is on duty; and • When appropriate, having more than one employee on the premises.

36. INSTITUTE AND REVIEW SECURITY PROCEDURES • Use, maintain, and regularly review appropriate physical security measures, such as electronic access control systems, silent alarms, metal detectors, and video cameras in a manner consistent with applicable state and federal laws.

37. INSTITUTE AND REVIEW SECURITY PROCEDURES • Limit former employees’ access to the workplace as appropriate. • Develop policies regarding visitor access within facilities.

38. COMMUNICATION • Improve internal/external communications - employees should have a means to alert others in the workplace to a dangerous situation and to provide information requested by emergency responders. • CASE STUDY #2

39. COMMUNICATIONS • If appropriate, establish an internal emergency code word or phone number similar to 911. • Place lists of contact persons, crisis management plans, evacuation plans, and building plans where they can be made available to emergency responders (at offsite locations).

40. RULES • Establish ground rules for behavior - Organizations that do not tolerate drug abuse or aggressive interaction lower the risk of workplace violence.

41. TRAINING • Employee & Manager training - In order for policies and procedures concerning workplace violence to be effective, they must be implemented in conjunction with appropriate employee training.

42. PREVENTION PROGRAMS • Companies need to have programs in place to assist troubled employees and to address managerial concerns before violence or threats arise.

43. REPORTING PROCEDURES • All employees should know how and where to report violent acts or threats of violence. • Establish a policy to assure that reports which are submitted from outside the company, concerning potentially violent people who are likely to be present at your worksite are routed to the appropriate manager and then investigated.

44. THREAT MANAGEMENT PLAN • It is important to prepare a threat management plan so that when a threat occurs everyone will know that there is a policy and will understand what to do. The plan might include:

45. THREAT MANAGEMENT PLAN • Designating a threat management team; • Providing guidance concerning liaison with outside assistance; • Providing guidance developed in concert with local authorities for collecting and preserving evidence, including interviews of involved parties;

46. THREAT MANAGEMENT PLAN • Managing of communications regarding the incident, for example, media relations, internal communications, and possible use of a rumor control desk; • Managing the release of sensitive information where appropriate; • Assigning responsibilities for contacting the families of victims;

47. THREAT MANAGEMENT PLAN • Managing clean-up and repairs; • Making decisions about returning to work; • Notifying customers and suppliers about changes in orders; • Providing employees and their families with information about their benefits; and • Managing operations and trauma care after the crisis.

48. CASE STUDY #3

49. ADDRESSING VIOLENT OR THREATENING INCIDENTS • Use all available resources • Evaluate security after a threat

50. PERSONAL CONDUCT TO MINIMIZE VIOLENCE • DO • Project calmness: move and speak slowly, quietly and confidently. • Be an empathetic listener: encourage the person to talk and listen patiently. • Focus your attention on the other person to let them know you are interested in what they have to say.