480 likes | 863 Views
WORKPLACE VIOLENCE : ISSUES IN RESPONSE. National Center for the Analysis of Violent Crime Behavioral Analysis Unit Critical Incident Response Group. Supervisory Special Agent Eugene A. Rugala. National Center for the Analysis of Violent Crime
E N D
WORKPLACE VIOLENCE : ISSUES IN RESPONSE National Center for the Analysis of Violent Crime Behavioral Analysis Unit Critical Incident Response Group
Supervisory Special Agent Eugene A. Rugala National Center for the Analysis of Violent Crime Behavioral Analysis Unit Critical Incident Response Group FBI Academy Quantico, Virginia 703-632-4321 earugala@fbiacademy.edu
Topics To Be Discussed: • The role of the FBI’s National Center for the Analysis of Violent Crime in Workplace Violence • What is Workplace Violence? • Statistics on Workplace Violence • Common Myths about Workplace Violence • Types of Workplace Violence
Topics Continued: • Causes of Workplace Violence • Costs of Workplace Violence • Perpetrators of Workplace Violence • Warning signs of Workplace Violence • Assessing the threat • Managing potential Workplace Violence
What Is Workplace Violence? WORKPLACE VIOLENCE CAN BE DEFINED AS ACTION THAT MAY THREATEN THE SAFETY OF AN EMPLOYEE, IMPACT THE EMPLOYEE’S PHYSICAL AND/OR PSYCHOLOGICAL WELL-BEING OR CAUSE DAMAGE TO COMPANY PROPERTY
Statistics Regarding Workplace Violence • 2 MILLION VIOLENT VICTIMIZATIONS A YEAR • HOMICIDE IS THE NUMBER TWO CAUSE OF DEATH FOR WOMEN AND NUMBER THREE FOR MEN • MOST COMMON TYPE OF WORKPLACE VICTIMIZATION IS SIMPLE ASSAULT
Statistics Continued: • IN 2003, THERE WERE 631 WORKPLACE HOMICIDES • WOMEN ARE THE VICTIMS IN THREE-FIFTHS OF ALL REPORTED INCIDENTS OF WORKPLACE VIOLENCE
Workplace Homicides, U.S. 2002 Source : Bureau of Labor Statistics
HOMICIDES ATTEMPTS PHYSICAL ASSAULTS SEXUAL ASSAULTS THREATS VANDALISM SABOTAGE PRODUCT CONTAMINATION ARSON/BOMBINGS STALKING DOMESTIC VIOLENCE TERRORISM Types Of Workplace Violence
EMPLOYEES FORMER EMPLOYEES TEMPORARY OR PART-TIME EMPLOYEES CONTRACTORS CUSTOMERS SUPPLIERS CLIENTS/PATIENTS ACQUAINTANCES OF EMPLOYEES FAMILY MEMBERS OF EMPLOYEES STRANGERS TERRORISTS Perpetrators Of Workplace Violence
Myths About Workplace Violence WORKPLACE VIOLENCE IS COMMITTED BY PEOPLE WHO SUDDENLY SNAP UNDER PRESSURE IS COMMITTED BY DISGRUNTLED EMPLOYEES
Myths Continued: MOST SITUATIONS WILL RESOLVE THEMSELVES IF GIVEN A COOLING OFF PERIOD IF WE LEARN TO RECOGNIZE THE POTENTIALLY VIOLENT EMPLOYEE, WE CAN STOP WORKPLACE VIOLENCE
Workplace Homicides THE VAST MAJORITY OF WORKPLACE HOMICIDES ARE A RESULT OF ROBBERY AND RELATED CRIMES
Occupations With the Highest Risk of Homicide Homicide rate per 100,000 Workers TAXICAB DRIVERS SALES/COUNTER CLERKS POLICE/DETECTIVES GUARDS SALES, SUPERVISORS 27.5 5.9 4.4 4.1 2.5 2.5 1.5 1.5 0.8 0.5 MANAGERS, FOOD AND LODGING PLACES CASHIERS BARTENDERS TRUCK DRIVERS NATIONAL AVERAGE
Who’s At Risk? LAW ENFORCEMENT HEALTHCARE RETAIL SALES OTHER SERVICE INDUSTRIES
WORK-RELATED CONFLICT PERSONAL CONFLICT DOMESTIC VIOLENCE ROBBERY REVENGE DISPLACED ANGER A STALKER’S OBSESSION TERRORISM A CUSTOMER, CLIENT, SUPPLIER OR PATIENT IS DISGRUNTLED Reasons For Workplace Violence
THAT HAVE NO COMPANY POLICY MANAGERS THAT IGNORE THREATS AND SIGNS OF VIOLENCE FAIL TO SCREEN NEW EMPLOYEES FAIL TO PROVIDE TRAINING TERMINATE EMPLOYEES WITHOUT DUE PROCESS IGNORE EMPLOYEE’S COMPLAINTS ABOUT ANOTHER EMPLOYEE’S BEHAVIOR Violence Is More Likely To Happen In Workplaces That…..
Violence Continued: CREATE A “TOXIC” WORK ENVIRONMENT SUBJECT EMPLOYEES TO FREQUENT CHANGE AND UNCERTAINTY ABOUT THEIR FUTURE INADEQUATE SECURITY MEASURES AND PROCEDURES IN PLACE
Cost Of Workplace Violence COSTS TO EMPLOYERS: DECREASED/LOST PRODUCTIVITY MEDICAL, LEGAL, WORKERS COMPENSATION COSTS, COURT COSTS, OVERTIME TO MAKE UP LOST WORK, EMPLOYEE COUNSELING TARNISHED PUBLIC IMAGE
Costs Continued: COST TO EMPLOYEES REDUCTION IN EMPLOYEE EARNINGS DUE TO TIME OFF PERMANENT EFFECTS ON HEALTH AND WELL- BEING OF THE INJURED EMPLOYEE HARDSHIP ON THE EMPLOYEE’S FAMILY DESTRUCTION OF EMPLOYEE MORALE INCREASED STRESS LEVEL AT WORK AND HOME DECREASED WAGES AND BENEFITS TO OFF-SET COSTS OF VIOLENCE
Social Factors • ECONOMIC DOWNTURN • AVAILABILITY OF AND ACCESS TO WEAPONS • BREAKDOWN OF FAMILY AND COMMUNITY • FAST-PACED, HIGH STRESS SOCIETY • MEDIA GLORIFICATION OF VIOLENCE • HOLIDAY STRESS
Personal Factors • LOSS OF JOB, RAISE OR PROMOTION • BREAK-UP OF A RELATIONSHIP • FAMILY/MARITAL PROBLEMS • MONEY PROBLEMS • DRUG OR ALCOHOL ABUSE • STRESS • DOMESTIC VIOLENCE
Causes Of Employee Disenchantment • CONFUSION • LACK OF TRUST • NOT BEING LISTENED TO • NO TIME TO SOLVE PROBLEMS • OFFICE POLITICS • SOMEONE SOLVING PROBLEMS FOR YOU • NOT KNOWING WHETHER YOU ARE SUCCEEDING
Disenchantment Con’t: • INDISCRIMINATE RULES • BOSS TAKES CREDIT FOR YOUR WORK • SCARCE RESOURCES • BELIEVING YOU CAN’T MAKE A DIFFERENCE • MEANINGLESS JOB
THERE IS NO PROFILE OF A WORKPLACE VIOLENCE OFFENDER EACH CASE OR SITUATION MUST BE LOOKED AT INDIVIDUALLY AND JUDGED ON IT’S OWN INDIVIDUAL MERITS
Behavioral Characteristics Of A Violent Employee • PAST VIOLENT BEHAVIOR • OBSESSION WITH WEAPONS • COMPULSIVE READING AND COLLECTING GUN MAGAZINES • DIRECT OR VEILED THREATS • INTIMIDATION OR INSTILLING FEAR IN OTHERS • OBSESSIVE INVOLVEMENT WITH THE JOB
Characteristics Con’t: • FEW FRIENDS AND OUTSIDE INTERESTS • TENDS TO STAY TO HIM OR HERSELF • CAN BE DESCRIBED AS A LONER • UNWANTED ROMANTIC INTEREST IN A CO-WORKER • HYPER-SENSITIVE TO CRITICISM • HOLDS GRUDGES
Behavioral Characteristics Continued • BLAMES OTHERS • DOES NOT ACCEPT RESPONSIBILITY • FEELS ENTITLED • FREQUENTLY ANGRY AND ARGUMENTATIVE • DEPRESSED/SUICIDAL THOUGHTS • LOW FRUSTRATION TOLERANCE
Employees Can Observe Behavior On The Job • DECREASED PRODUCTIVITY • MISSED DUE DATES • FREQUENT ABSENTEEISM • POOR WORK PERFORMANCE • DISTRUSTFUL OR SUSPICIOUS OF PEOPLE’S MOTIVES • EXTREME CHANGES IN BEHAVIOR
Other Characteristics Include: • RECENT FAMILY, FINANCIAL OR PERSONAL PROBLEMS • INTEREST IN RECENTLY PUBLICIZED VIOLENT EVENTS • PREOCCUPATION WITH VIOLENT THEMES OR REVENGE • DRUG OR ALCOHOL ABUSE
Statistically, Your Typical Workplace Violence Offender Is Likely to Be: • WHITE MALE • BETWEEN THE AGES OF 30 AND 50 • LITTLE OR NO CRIMINAL RECORD • PARANOID/AGGRESSIVE BEHAVIOR • UNSTABLE WORK HISTORY • TROUBLEMAKER
Precipitating Factors: AN EMPLOYEE WHO POSESSES MANY OF THE CHARACTERISTICS MENTIONED AND WHO EXPERIENCES THE FOLLOWING MAY BE CONSIDERED HIGH RISK FOR ACTING OUT VIOLENTLY: SOMEONE WHO HAS BEEN REPRIMANDED, DEMOTED OR FIRED COUPLED WITH OTHER RECENT PERSONAL PROBLEMS
Miscellaneous Factors • ROLE OF THE MEDIA • SUBSTANCE ABUSE/INHIBITIONS • ROLE OF FAMILY • NEW BUSINESS PRACTICES • MENTAL ILLNESS • SUICIDE BY COP • MANAGEMENT STYLE
AN EMPLOYEE CAN MANIFEST ANY ONE OR ALL OF THESE TRAITS AND NEVER ACT OUT VIOLENTLY
What Can You Do If You Determine That An Employee Is Potentially Dangerous? PROVIDE COACHING/TRAINING PROVIDE COUNSELING TRANSFER THE EMPLOYEE RESTRUCTURE THE POSITION TAKE DISCIPLINARY ACTION SUSPEND THE EMPLOYEE WITH OR WITHOUT PAY TERMINATE THE EMPLOYEE
Components Of A Workplace Violence Prevention Program PRE-EMPLOYMENT SCREENING ZERO-TOLERANCE POLICY APPROPRIATE DISCIPLINARY PROCEDURES GRIEVANCE PROCEDURES VIOLENCE PREVENTION TRAINING EMPLOYEE ASSISTANCE PROGRAM
Components Of A Workplace Violence Prevention Program OUTPLACEMENT SERVICES SECURITY MEASURES ACCESS TO TRAINED ADVISORS CRISIS MANAGEMENT TEAM CRISIS MANAGEMENT PLAN
Managing Potential Workplace Violence • ESTABLISH POLICY MANAGEMENT TEAM • AWARENESS EDUCATION AND TRAINING • CORPORATE CENTRAL REPORTING POLICY
Managing Potential Workplace Violence • EFFECTIVE SECURITY ORGANIZATION • INTAKE AND DATA ENTRY • INVESTIGATE ALL REPORTS • RISK ASSESSMENT
Managing Potential Violence Con’t: • SITUATION CLASSIFICATION • RISK RESPONSE OPTIONS • SECURITY PLAN • CASE MANAGEMENT AND DOCUMENTATION • COMMUNICATE, COMMUNICATE, COMMUNICATE !!!!!
Crisis Management Team • SECURITY PERSONNEL • HUMAN RESOURCE MANAGERS • EMPLOYEE ASSISTANCE COUNSELORS • MEDICAL PERSONNEL • SENIOR MANAGEMENT
Crisis Management Team • LEGAL • UNION REPRESENTATIVES • INVESTIGATORS • LAW ENFORCEMENT • MENTAL HEALTH PROFESSIONAL • PUBLIC RELATIONS EXPERT
ONE SIZE FITS ALL APPROACH RIGIDITY, INFLEXIBILITY DENIAL OF PROBLEM LACK OF COMMUNICATION LACK OF COLLABORATION IGNORING RESPECT LACK OF CLEAR WRITTEN POLICY NO DOCUMENTATION PASSING AROUND “BAD APPLES” LACK OF COMMITMENT TO SAFETY WHAT DOES NOT WORK:
FOR ADDITIONAL INFORMATION CONTACT: SUPERVISORY SPECIAL AGENT EUGENE A. RUGALA NATIONAL CENTER FOR THE ANALYSIS OF VIOLENT CRIME BEHAVIORAL ANALYSIS UNIT CRITICAL INCIDENT RESPONSE GROUP FBI ACADEMY QUANTICO, VIRGINIA 22135 TELEPHONE : 703-632-4321 EMAIL: earugala@fbiacademy.edu