Workplace Violence Prevention and Violence Response Planning Considerations

Archive for the ‘Workplace Homicides’ Category

Workplace Violence Prevention and Violence Response Planning Considerations

Posted on: March 21st, 2023

Is your workplace violence response plan to an active assailant something of concern to you?  You no longer read or hear frequent news reports about the “Going Postal” threat anymore. The Postal Service recognized it needed to take preventive measures.

Why?

Could it be that initiative-taking measures were taken and continued today to manage the threat? What is your organization’s mindset relative to the active assailant threat? Is the active assailant taken for granted as someone not employed at your workplace or school and incapable of such violence? Is your school relying on technology and the presence of school resource officers to be your school’s first line of prevention measures? Today as more incidents of disgruntled persons hit the news waves are you questioning or doubting your readiness? If you are, that is a commendable reaction. The next question is – what will you do about it?

 

Has Covid-19 confused the thinking in how to classify the workplace security threat because of remote work or work from home scenarios? Perhaps you can keep the continuity in perspective by adding workforce protection and modifying policy, plans and procedures? We don’t need to get too complicated but, we have to be realistic and practical.

 

It seems that every time you turn the news on there’s a report of a workplace shooting, mall shooting, parking lot shooting or school or college shooting all that seem to strike a sense of fear. But workplaces need not fear when there’s an investment in worker safety and security based on a management commitment that shares both a legal and moral sense of duty and responsibility. A prepared workplace can withstand the public outcry and legal scrutiny better than one that relies on Myths or Concerns out of fear of arousing employee concerns.

 

Workplaces and Employees don’t have to wait for the day when they hear gun shots or screams of a knife or machete wielding person running amok in their workplaces to begin taking robust, agile and proactive™ prevention and violence response measures.

 

Prepare NOW for the WHEN and not for the IF IT HAPPENS worst case scenario through proactive, responsive, engaging practical (PREP violence prevention and violence response policy, plans and procedures. When we hear about incidents of workplace violence, it often seems like something that never could happen in our workplaces, until it does.  Will we be prepared?  Just because it has not happened at your workplace does not mean you should expose your workforce to unnecessary risk or your workplace unnecessary liability.

 

When speaking of the workplace, we refer to every work environment your workforce might be performing their assigned duties.  So that means, considering the risks your workforce might be exposed to as a field inspector, sales personnel, repair and utility personnel, medical services providers, social workers, truck drivers, taxi services and security personnel. Workplace violence prevention means addressing the potential risks the workforce might be exposed to wherever they might be.

 

When you go to the doctor for your annual physical examination you trust that your doctor knows what he’s doing and asks you the right questions. You do not challenge or question her diagnosis and recommendations though you should.  So when was the last time you had a workplace physical (security) examination; a security assessment to assess and evaluate your workplace violence prevention, violence response measures and security posture?  As a trusted advisor, your concerns are my priorities. As one healthcare facility manager Client once said, “Felix, thank you for pointing us in the right direction. Your recommendations following your assessment have taken us in a direction we needed to go”.

 

If you say you have never had a security assessment, you might have an existing vulnerability or security gap that a disgruntled person might exploit. You might be investing in a thoughtful strategy that could be redirected to achieve greater benefit.  Do not let fear direct your ways.  Just know that as an organization there are protective measures you can plan for that include plans and procedures in immediate protective measures and safe harbor rooms. If you have not had the physical security examination you probably don’t know that you can’t alert your employees, communicate with your employees or know anything about the police response and police encounter.

 

Preparation is key. That’s why I have coined a key word called: PREP (Prepared, Responsive, Engaged and Practical) as the foundation of a credible workplace violence prevention  and violence response plan.

 

Here are 5 Things I recommend you should do TODAY.  If you want to increase your workplace security posture against a threat of routine incidents of workplace violence or homicidal violence, do the following immediately:

 

  1. Dispel the myths. Do not say it will never happen here. Do not say we do not have a problem with workplace violence. Remember, it is the problem that you do not know about that can escalate right under your eyes.
  2. Conduct a Workplace Violence Prevention Critical Vulnerability Assessment ™ of your Workplace Violence Prevention posture. (Includes review of the policy, plans, procedures, and protocols)
  3. Conduct a Violence Response Assessment/Audit. (Includes review of the physical security layout to identify gaps in the security posture, alert, notification and communication system, potential safe harbor rooms and evacuation routes.)
  4. Roll out Violence Response and Safe Harbor Room Procedures and Guidelines. (Includes immediate protective measures, identification of safe harbor room, organizational responsibilities, safe harbor room configuration, alert, notification and communications instructions, role of security forces, police response and police encounter.)
  5. Train the entire workforce on the Violence Response and Safe Harbor Room Procedures and Guidelines. This type of training should be facilitator led. If logistic concerns challenges facilitator led training, every effort must be made to have a subject matter expertise can answer employee questions and address their concerns.

 

But please do not worry because if you have gotten down this far in the post you definitely care and are concerned.  You have been proactive and were seeking to know what more you could do. Well, because you have been proactive your Workplace Violence Prevention Critical Vulnerability Assessment ™ should have identified vulnerability gaps and identified ways to improve your overall workplace violence prevention and security awareness posture, even your business continuity and continuation of operations plans.

 

About the Author: Felix P. Nater, CSC the President/Owner Nater Associates, Ltd. a security management consulting practice coaching and consulting organizations on workplace security strategy with a focus on workplace violence prevention is a Certified Security Consultant (CSC) as awarded by the International Association of Professional Security Consultants (IAPSC).  Nater Associates, Ltd. celebrated 20 years as a security management consultant. He prides himself on understanding and interpreting the issues around the threat of workplace violence, workplace violence prevention and violence response in the delivery of his services. His motto continues to be “an ounce of prevention is worth a pound of cure.”

 

Can Human Resources Play an Enhanced Role in Managing the Threat of Workplace Violence Through Supervisor Intervention?

Posted on: June 22nd, 2022

Human Behavior is a critical component of preventing workplace violence.  So how can employers improve their capability to reduce the threat of violence before it escalates to the homicidal acts we have seen recently. ASK ALAN: How To STOP Workplace Violence? – (alan-adler.com)

May and June were a period of horrific workplace and public shootings. On May 14, 2022, there was the TOPS Market Mass Shooting in Buffalo, New York. Then at the start of the Memorial Day weekend there was the Robb Elementary School Shooting at Uvalde, Texas raising questions about the school’s lock down response plans and the police department’s violence response. On June 1st, there was a shooting at an Oklahoma Hospital involving a distraught patient complaining of back pain following the surgery a week earlier who killed the surgeon, and three others. Can poor communications a contributing factor?

Organizations may be waiting too long before intervening in preventing the escalation of potential problems because of confusion in not understanding the meaning of workplace violence and workplace violence prevention.

Workplace violence is not just the homicidal act of violence by the disgruntled current or former employee or the intimate partner violence spillover into the workplace. But it is the everyday variety of harassment, verbal abuse, intimidation, threats, pushing, shoving, kicking, and fighting, which OSHA (Occupational Safety and Health Administration) defines as nonfatal acts of workplace violence.

Does Human Resources (HR) have a role in training supervisors as a workplace violence prevention strategy?

If you view workplace violence prevention as an ongoing process involving multiple intervention strategies, then you agree employers must maximize their internal capabilities early on.  It does not require a complex process, but it does require senior management commitment and investment that allows for training in the recognition of warning signs, risk factors and swift intervention.

So, can Human Resources play a role in making supervisors a workplace violence prevention strategy?

I think so! Supervisors can be an effective part of the workplace violence prevention strategy if HR can play a role in providing them training in how to manage the potentially hostile workplace on aspects of workplace violence, workplace violence prevention, technical expertise and consultation that helps them determine what course of administrative action is most appropriate in specific situations.

My position is that there is NEVER an excuse for a supervisor not knowing their workforce, or for failing to recognize their responsibility in providing a work environment that is RESPECTFUL, SAFE AND CONSISTENT in its handling of both good and poor performers as well as in managing and maintaining appropriate employee behaviors. Could this be asking too much when one considers whether the workforce trust supervisors and even considers them part of the problem?

It is my belief that HR can play an initiative-taking, constructive role in building trust and confidence in the workforce? They can improve the perception that HR overlooks the minor incidents that contribute to the daily victimization of employees reluctant to report in avoiding having a bullseye painted on their chest. Employees believe that HR waits for the escalation as proof of the premediated behavior and overlooks the psychological damage the day-to-day exposure has. Training supervisors in the role they can take to address such behaviors a strategy worth pursuing before it is too late.

Can supervisors be effective in creating positive communications between management and workforce by developing an empathetic leadership style that promotes trust and confidence in the hearts and minds of employees? Employees want to be a part of the solution but view supervisors as part of the problem.

While the questions are many does it make sense for HR to play a role in training supervisors to understand their resources in assessing, evaluating, and addressing the threat of workplace violence, including use of Alternatives to Discipline and use of Alternative Dispute Resolution process, and receiving advice, and counsel regarding personnel and labor law regulations? What do we have to lose now? Despair is not a solution.

The overriding goal of supervisor involvement is to make civility and decency in the workplace as critical as the paycheck. Shouldn’t the objective at this stage be the need to upgrade and humanize the way in which employers deal with all employees every day rather than just to focus narrowly on how to respond to the one who has made threats; is confrontational, disruptive or a disciplinary problem?  So why cannot HR enhance supervisor prevention capability through their visibility by training supervisors to be the solution.

 Long-term planning to improve employee morale pays in human terms.  Studies have shown that companies with effective grievance redress, harassment procedures also reported lower rates of workplace violence and workplace conflict.

While the intention of the Zero Tolerance Policy is well known, how effective is it really when discipline is the perceived outcome. How does an employer motivate an employee to report observations of a co-worker who might be his friend or Godparent to their child if the outcome is discipline and/or separation?

Despite the perception problems, employers must pursue alternative prevention strategies if they are to stem the alarming rise of the homicidal act of workplace violence in recognizing the employer’s duty and responsibility to provide for a safe and secure workplace. A workforce that is convinced that working from home is not as risky as working from the office, plant, warehouse or being shot in the parking lot.

Are there any undocumented obstacles and hurdles? HR needs to be viewed as the Champion of workforce safety and security if they are to dismantle negative perceptions when it comes to workplace violence prevention and zero tolerance.

As an ongoing workplace violence prevention strategy HR can play a role by assisting, assessing, and investigating allegations of workplace violence in the initial stages to address root causes and contributing factors?  Do you have an answer?

Workforce patience is already stretched enough. It might be time for Human Resources to step up as leaders in a unique way if not in this way.  If supervisors are called upon to discipline those who cross the line of civility, why can’t they be called upon to serve as day-to-day mediators and observers. Workplace Violence Is Unfortunately On The Rise Felix Nater Discusses Best Practices Regarding Recent Office Shooting – EIN Presswire (einnews.com)

Supervisors can be trained to recognize dramatic changes in employees such as mood swings, changes in appearance, time and attendance problems, co-worker interactions, and work performance.

Felix P. Nater, CSC is a retired Postal Inspector and security management consultant who partners with organizations to help implement and manage workplace security with an emphasis on workplace violence prevention and active shooter and the workplace mindset. He has spent the last 20 years working with organizations interested in improving, changing or enhancing their internal capabilities.  www.naterassociates.com  

Guest Blogger Dawn Marie Westmoreland and Felix P. Nater Discuss the “WHY”, “WHAT” and “How” of Workplace Violence Prevention

Posted on: August 11th, 2021

This edition of News & Tips to Combat Workplace Violence – the Blog highlights Dawn Marie Westmoreland as the Guest Blogger discussing the “WHY”, “WHAT” and “HOW” of workplace violence and workplace violence prevention with Felix P. Nater, CSC, Nater Associates, Ltd.  Dawn celebrates her one-year anniversary of her syndicated radio show, “The Empowered Whistleblower”.  Dawn has featured yours truly on the “The Empowered Whistleblower” Show on previous occasions.

The interview focused on tragic workplace homicides specifically the April 15, 2021, shooting incident at the FedEx plant, Indianapolis, Indiana. This senseless incident resulted in the deaths of 8 coworkers and 5 injured totaling 13 victims who were innocently doing their respective jobs. Though this shooting incident was reported by the media and local police as an active shooter, this shooting was actually classified as a mass shooting.

What’s sad is that by April 2021, April was a deadly month of workplace homicides.  There were about 26 victims of workplace shootings. Unfortunately, that’s not all.  As of July 31, 411 mass shootings fitting the Mass Shooting Tracker project criterion, leaving 437 people dead and 1,688 injured, for a total of 2,125 total victims, some including the shooter(s). So I ask the  question, WHY is there a penchant for violence?

(Source: https://en.wikipedia.org/wiki/List_of_mass_shootings_in_the_United_States_in_2021)

WHY? Most businesses do not report workplace violence that does not result in deaths or serious injuries. That’s due to lack of communication, fear of taking action, and of course, lack of awareness. But the numbers are hard to ignore regardless.

Dawn thought the message was appropriate and applicable in reminding our audience that as employees we all deserve to work in safe and respectful work environments and that proactive measures can be taken to reduce the threat and minimize the risks.

Dawn Marie Westmoreland, who has 30 years’ experience working in HR, is not new to workplace conflict and personnel security threats. So, this edition is ripe in presenting an important opportunity to bring up that while it was Fedex then, it could be any workplace or educational institution that could be victimized in similar fashion tomorrow.

No workplace or educational institution is immune from the threat of workplace violence. How prepared are you really? Is the workplace active shooter an organizational prevention response or an unfortunate reaction to an unforeseen event?

WHAT? OSHA reports that there are about 2 million reported incidents of workplace violence annually. By workplace violence we mean nonviolent acts (verbal abuse, name calling, harassment, bullying, intimidation, and threats) and violent acts (throwing objects with intent to injure, fist fights, sexual assault, lethal force such as armed robbery and active shooter, bomb threats, and terrorist acts).

Dawn’s objective during the radio show, which was also videotaped, was to bring out the value of workplace violence prevention in taking proactive measures that help an organization understand prevention as a philosophy, forging a mindset that understand the approach to take to resolve issues, reduce conflict, deescalate incidents, minimize risk and roll out hasty intervention measures.

We can reduce active shooting incidents and mass shooting fatalities and keep employees safe by taking workplace violence head on. HOW?

By assessing their worksites, employers can identify methods for reducing the likelihood of incidents occurring. OSHA believes that a well-written and implemented workplace violence prevention program, combined with engineering controls, administrative controls, and training can reduce the incidence of workplace violence in both the private sector and federal workplaces.

OSHA encourages employers to develop additional methods as necessary to protect employees in high-risk industries.” Source:  https://lnkd.in/d9mWD38

Click the link to see and listen to Dawn Marie Westmoreland interview Felix P. Nater, CSC, Security Management Consultant.   https://lnkd.in/dh4wr2q

Workplace Violence Prevention: When Is The Time To Improve Your Prevention Posture

Posted on: February 6th, 2020

Now is the time for all organizations to seize the moment to improve their workplace violence prevention security posture. Why wait until you are surprised by the former disgruntled employee or angry spouse; both preventable situations. MYTH…workplace violence is not preventable. TRUTH…there is no management commitment.

How? By conducting a critical assessments of your workplace violence prevention policies and workplace violence prevention programs to insure alignment with other existing policies, plans and procedures and identifying gaps in physical security and security management. Evaluate the training ROI (Return on Investment) to insure it’s meeting the intended objectives. Is the training addressing a particular concern? Is it customized to specifically address worksite specific risks? Is the training audience and content specific?

Most employees I speak with do not like computer based training that is not Branded or interactive. In fact, many do not like compliance training because they believe it’s designed to address workplace requirements and not their personnel safety and security concerns and needs.

Why a comprehensive assessment in the first place? It’s my experiences that the assessment results could very well give those involved the evidence needed to present it to the C-suite, the Executive Director, Superintendent and/or the Board of Directors.

A comprehensive assessment could very well uncover gaps in the existing prevention initiative that could help thwart the next homicidal threat, workplace suicide or intimate partner spillover into the workplace violence. Gaps may include access control, visitor management, and/or physical security and contracting policy.

Workplace violence prevention policies that do not address objectives, provide explanations of the prohibited behavior and organizational responsibilities to include workforce responsibilities, contribute more to ambiguity than prevention. Most policies tend to focus on the employee on employee and former employee threat and not the 4 Categories of Workplace Violence Prevention provided by OSHA.

Type #1: Criminal Intent This is when violence occurs and the perpetrator has no connection to the business or its employees, seeking merely to perform a crime that will likely involve physically harming someone. Most workplace homicides, as well as incidents of robbery, shoplifting, terrorism and even criminal trespass qualify.

Type #2: Customer/Client This happens when the perpetrator has an acceptable relationship with the business and becomes hostile while being served. While this can be perpetrated by any group being serviced by a business, the bulk of occurrence of this form of workplace violence tend to happen within the healthcare sector, in places like nursing homes and mental health facilities-the most common victim of this sort of harassment tend to be the caregivers of patients.

There is also a fair number of incidents of workplace violence being committed against police, flight attendants and educators. These three professions account for 3 percent of all workplace homicides.

Type #3: Worker vs. Worker This form of workplace violence arises when a current or former employee commits violence against another current or former employee. This category is responsible for 7 percent of workplace homicides.

Type #4: Personal Relationships In this type of workplace violence, the perpetrator is unconnected to the business but is connected to one of the victims. This is the sort of situation that arises when the victims of domestic violence have their violator show up to continue the unwanted attention at the job site. 5 percent of all work-related homicides would be considered this type.

To be comprehensive in approach and design, employer and educational institutions should strive to develop policies, plans, procedures and training that take into account worksite specific risks in addressing their  responsibilities to provide for a safe workplace not just the current employee or student threat.

According to the Occupational Safety and Health Act’s (OSH Act) General Duty Clause essentially states that employers are required to provide a safe and healthful workplace for all workers covered by the OSH Act.

https://www.osha.gov/Publications/OSHA3828.pdf

Employers who do not take reasonable steps to prevent or abate a recognized violence hazard in the workplace can be cited. Any hazard can be a person such as a current employee, former employee, disgruntled spouse, vendor, client, customer or non-employee posing a threat to workforce safety while in the performance of their jobs.

https://www.osha.gov/pls/imis/generalsearch.citation_detail?id=314179649&cit_id=01001

Sometimes organizations overlook valuable internal data and/or other external data to support program objectives and initiatives.  For example, reviewing such data and considering its potential impact, proactive organizations can benefit by the analysis of pertinent information in helping organizations how best to prevent or minimize the threat of violence, understand circumstances, or even identify the next active shooter.

For example, statistical information pertaining to the 277 FBI-designated active shooter incidents that occurred in the United States from 2000 to 2018 offer valuable insight and analysis of where the emphasis or focus can be directed. https://www.fbi.gov/about/partnerships/office-of-partner-engagement/active-shooter-incidents-graphics

So Why wait for the next workplace or school place shooting? Prevention can take on a meaningful productive role when organizations take employee observations and reports seriously, do not overlook potential warning signs and roll out a credible reporting system.  Therfore, it’s important to promote and encourage the workforce to report their victimization and observations.

Preventing the homicidal threat of workplace violence begins by first addressing the nonfatal conduct that when left unabated leads to conflict and escalation. Or when the unintentional consequence of policies, assignments, personnel decisions, reorganizations, mandates or even mergers and acquisitions contribute to unhappy and disgruntled employee behaviors who make their displeasure known. Early intervention is key in avoiding escalation or being caught by surprise.

When the disgruntled employee transitions to the thoughts of homicidal violence, he has crossed the line of rational thinking, justifying their intended actions. As preventing workplace violence is an ongoing process involving multiple intervention strategies, organizations must design policies/plans that are flexible to engender empathy, and compassion in treating victims and witnesses with dignity and respect.

Why Wait? Why not strengthen your existing workplace violence prevention and security posture NOW? Appoint a program manager to be the “Go To Person” who helps the organization stay ahead of any surprises by working with the workforce to review existing conditions, confirm that training supports policies, plans and procedures and that creative training opportunities are exploited for maximizing the training value. You might call this person the “Threat Manager” or “Workforce Protection Manager”

To insure an organizational commitment and investment, senior managers can implement leadership and management strategies that integrate specific resources, efforts and tools in combating the threat of workplace violence. Until there is an alignment between performance, responsibility, accountability and consequences the workplace violence prevention policy will be seen as a management disciplinary tool.

Workplace Violence Prevention remains an essential workplace initiative for all organizations, no matter their size or scope, and the key to successful workplace violence prevention and incident management is thorough, thoughtful development of human resource-security metrics and ongoing analysis.

While data alone will not be successful on its own, worksite specific data can help managers point to areas of concern in addressing critical prevention through actionable information employees can consume, understand and relate to. Policy not supported by the above is wasteful use of time, resources and budgeting.

While I may suggest that “an ounce of prevention is worth a pound of cure”, I am a realist and recognize that the pressure to produce is always top priority in American businesses. Time away from the desk for training is viewed as time away from production and revenue generation and courses that contribute directly to regulatory compliance always have first dibs on the budget.  However, Courts want to hear about the employer’s sincere efforts not excuses around budgets, schedules and resources, In the end the juries  want to know if the serious injury or fatality was preventable by taking reasonable risk mitigation measures.

To maximize the time, resources and budgeting, plan the training to insure it is workforce and worksite specific. Workplace violence should mean different things to a mechanic working in a vehicle maintenance facility; an employee working in a retail establishment; a service provider on a customer’s property trying to locate downed power lines; a nurse in a custodial care mental health unit, an armored car driver, a social worker at a client’s home, or a medical insurance provider traveling between locations alone, employees at a plant working with temporary employees and or employees working at a headquarters office setting.

Employers and educational institutions can enjoy a credible workplace prevention initiative if the effort is comprehensive and tied to integration, collaboration, coordination, communication, technology, leadership, supervision and training.

Chances are that you do not believe workplace violence is an issue at your workplace but why take the chance?

Lockdown Drills & Kids: Teaching Lifesaving Skills to Children of All Abilities…

Posted on: April 19th, 2019

As a workplace security consultant specializing in workplace violence prevention, what I do with the Client must create sustainability long after I am gone. Organizational resources must be considered when developing training content. The need to be as realistic must not outweigh the organization’s capabilities to sustain the effort.

School and workplace violence response strategies and tactics are important but at what expense? Should the “training approach” to active shooter be one designed around the means justifies the end or around creating the best retentive value around the execution of thoughtful programming that encourages and promotes quality training objectives?

Should those involved be traumatizing students, staff and workers for the purpose of making training as realistic as possible? According to the research the facts are not clear. In the 25 plus years I have been exposed to workplace violence and workplace violence prevention, it’s been my intentional desire to create training that stimulated learning and motivated retention of the content based on mutually collaborative experiences. The idea is to design training with organizational effectiveness in mind.

A recent “active shooter” drill in Indiana made my skin crawl. As someone who came from a military and law enforcement background, I was horrified to discover that local law enforcement officers told teachers to kneel along a wall while they were shot execution style with plastic bullets trying to demonstrate reality.

This is exactly what happens when corporate leaders and school superintendents fail to involve themselves in the decision-making process while leaving it up to others to decide what’s good for your school or workplace environments. Any role I may play as a security consultant must be predicated on organizational input and desired outcomes.

For example, how may reading this blog have been instructed on management responsibilities, prolonged lockdown issues, special needs and family support preparation considerations and planning related to an active shooter? Probably a few, maybe! You know why? Simply because there is a lack of experience based and knowledge centered training and consulting taking place today more than ever without specific facts.

In my interest to give the active shooter training challenge credibility and perspective, I am always seeking to find professionals with a unique and  thoughtful education and learning methodology that serves to create understanding and responsible actions.

In some instances schools are already described as prison comps by students, teachers and parents as environments that expose students to other risks, say parents who speak under anonymity. I don’t say eliminate the training but rather suggest that such training be thoughtful and deliberate.

This issue of my blog highlights the efforts of Guest Blogger Rachel Tepfer Copeland and her child’s experience during a preschool lock down exercise. You must know that my blogs often attracts direct phone calls from interested readers and concerned victims, witnesses and observers who have value to add, offer support and their services.

Rachel Tepher Copeland a Certified Child Life Specialist struck me as the type of guest blog contributor I desire to collaborate with because of the value and lessons that can be learned from such experiences, if we are to be a part of the solution in supporting the need for quality active shooter and lock down training moving forward.

Such training should not exploit the school or the workplace’s fears. It’s my opinion that active shooter drills marginally, if at all improve safety of teachers, students and workers, while exposing them to mental trauma and physical injury. The decision to bring in local police trainers or to hire the expert consultant should be predicated on past performance, knowledge of content, delivery capability and desired outcomes. There are states like Iowa, Florida and South Carolina and others interested in passing laws requiring these drills in public schools. I agree with the training need but disagree with the mandate for a variety of reasons implied and addressed in this blog.

Here’s Rachel Tepher Copeland and her preshooler’s experience for your information.

Rachel:

One afternoon I went to pick up my son from preschool and he was very obviously shaken and upset. A generally chatty guy, I was concerned when he had a difficult time telling me what had happened.

The most I could gather was that the class had played a strange game where the children had hidden in the dark behind backpacks. Then it dawned on me, it was a lock-down drill. The more questions I asked my son, the more concerned I became. We quickly turned the car around and headed back to speak with the preschool director of the highly vetted private preschool he attended.

After further conversation, I found that my son had become scared, overwhelmed and upset during the drill because he did not know or understand what was happening. He did not feel comfortable hiding with the class in the tight quarters and became upset. In an effort to make him more comfortable, the teachers removed him from the bathroom and placed him, alone, in the darkened classroom.

He was told to hide behind a backpack located right next to the large window and to stay there until someone came back for him. Then the teachers went back inside the bathroom with the other children and locked the door. I was furious. I was heartbroken. But more than anything, I was scared.

As a Certified Child Life Specialist since 2004, my job has always been to talk to children about scary and overwhelming situations and make them easier to understand. Reading books to children is an amazing way to take something terrifying and make it relatable, especially for the very young. Social stories are one of my favorite means of preparing children for difficult situations. I love social stories because they are perfect for children of any ability, as they are a positive, empowering story written in first person language, which encourages and empowers children to learn new difficult skills.

After my son’s horrific experience, I searched everywhere for a book with easy to understand directions that would be appropriate for my son to learn about lock-downs and how to keep himself safe. However, no matter where I looked, I could only find books for much older children.

There was nothing age appropriate or all-encompassing in a social story format. Additionally, all of the resources I found discussed option-based teaching (i.e. run, hide, fight).

While these are sometimes successful options for adults, options-based teaching is neither developmentally appropriate nor feasible for young children or children with special needs.

After searching the market and finding it bare, I decided to write my own book for my son. Originally, I created a single copy of the book I Can Be A Superhero During A Lockdown just for him, however, after another major school shooting occurred only miles from our home, I decided to self-publish it and make it available to anyone who might also find it helpful.

I Can Be A Superhero During A Lockdown is now an Amazon best seller and has been endorsed by several safety organizations, including Safe and Sound Schools and Safe Havens Interventional.

I am proud to have created a resource that helps to decrease anxiety while also teaching children of all developmental abilities how to remain safe. My website, RachelTepferCopeland.com , also provides tips and information for parents and educators about lockdowns.

My son is very proud of the book we have created- in fact the main character is a cartoon replica of him. He no longer has issues during lockdowns and was able to complete a drill successfully without any problems.

Many children, however, are not as lucky. While necessary, lockdown drills themselves cause trauma to young children—the recent viral picture of a child with a goodbye note written on her arm to her parents only one example.

As educators, parents, safety professionals, and professionals that work with children, we need to remember that providing age appropriate and child-friendly information to children about what to expect and how to respond is respectful of children, their feelings and needs.

To ignore the situation, to assume that it is just like other drills that children complete regularly or to compare it to duck and cover drills of more seasoned parents’ youth is not the same.

A recent Washington Post report revealed that during the 2017-2018 school year alone, over 4.1 million children enduring a lock-down drill. Over 220,000 of those children were in pre-school and kindergarten. We have the choice of either preparing our children in advance or dealing with the after affects of the trauma they suffer.

I’ve chosen to preemptively prepare my child and to teach him what to do if he was to ever face a true active situation. We all have a choice to make. We can either sit around and read about the horrific things that are happening in our company and wonder “when are things going to change? When is somebody going to do something about that?!”

Or we can each realize that we ARE somebody. Teaching young children how to keep themselves safe while decreasing anxiety is something that you can do right now. And there’s no day better than the present to make a difference, and maybe even save some lives.

Felix:

It’s my opinion as a workplace security management consultant specializing in workplace violence prevention that students and employees should not be exposed to physical or traumatic injury just to create a training reality. Such training should be tied to the organizational prevention strategy that takes all of the related issues into consideration as life survival immediate protective measures.

They should be designed to educate and prepare those involved to respond appropriately in a way that empowers them to react with a measured sense of command and control of their situation. A dad of a middle schooler told me that his son told him that it made no sense to run back to his classroom when it made more sense to exit through the nearby doors.

 

Another Workplace Shooting at the Henry Pratt Company, Aurora, IL, February 16, 2019 Leaves Five Current Employees Dead and 5 Police Officers Wounded

Posted on: March 6th, 2019

How confident are you really with your Workplace Violence Prevention initiative?

Another Workplace Shooting, Friday, February 16, 2019 at the Henry Pratt Company, Aurora, IL.  It’s been about 3 weeks since this shooting and I worry that there will be another. You want to know why? Simply because employers really believe that “termination” is the solution to the “disgruntled problem employee”.  Managers do not lead, they create – yes, they create resentment and hostility by the unintended consequences of their actions.

 

How many organizations have protocols in place for “terminations”? Is there a process that attempts to salvage rather than to discard? Are these “problem employees” treated with dignity and respect or like they are easily replaceable?  Do managers rely on a stroke of the pen to eliminate the problem? And does control and  cockiness influences their “false sense of security”? to believe that deletion of their “access privileges” will prevent the re-entry into the workplace at a date and time of their choice?  The only “workplace security mindset” they may have is the one that says we can call the police if the employee gets out of line. This mentality does not lead to a healthy police-workplace relationship.

 

Just because employers do not have protocols or processes in place doesn’t mean the disgruntled current or former employee doesn’t have a plan of their own. Stop assuming! Could it be that every time the separated employee returned to address a separation issue, to meet with the union representative or to correct compensation disputes the “problem employee” was in fact developing his own “risk assessment plan”? When employers mistreat the employee they actually plant the seed that germinates in their hearts and minds that rationalizes and justifies their anger. Failure to address the “problem employee’s” issues or management’s reluctance to deal effectively with the situation fuels the anger and waters the seeds of justification and rationalization.

 

While the anger may not result in “shooting up the workplace or the school place” the disgruntled employee can sabotage your operations, machinery or systems; call in false fire alarms and bomb threats; vandalize personal property like cars and do much more despicable acts that “satisfies their urge to get even.  I have been involved such despicable acts of retaliation in the past. What about the victim of bullying who doesn’t see any resolution and decides to take matters into their own hands? Sound familiar? If it does, it reminds me of the student who resorts to violence.

 

Gary Martin, the alleged Henry Pratt Company employee involved in this shooting with a history of violence was able to obtain an Illinois Firearm Owner’s Identification (FOID) card despite his felony record a gap in that system allowed Martin to apply for his concealed carry permit that ultimately triggered the discovery of his criminal history and revocation of the FOID. There was no indication the guns were ever confiscated only the post shooting investigation will prove that to be the case. Martin reportedly had been convicted for beating his girlfriend with a baseball bat and served prison time. The same individual had successfully circumvented State of Illinois firearms purchase laws and possibly procured the firearm used in the killing of 5 former co-workers and wounding 5 police officers. This same individual had been hired by the firm involved.  So what went wrong in the hiring process? Was this a management hiring decision where Martin was given an opportunity or a negligent hiring example?

 

Whatever the reasoning, I caught up with Gary Thompson; Director of Physical Security at Aaron’s whose profound statement stayed with me. He said, “the incident happened before it started.” Let me ask you. Could a Threat Assessment team process been instrumental as a significant part of an effective workplace violence prevention initiative? I think so! Workplace violence prevention is an ongoing process involving multiple intervention strategies of which Threat Assessment plays a significant prevention role.

 

Shootings like this reflect a horrific example of how little is understood and applied in the prevention of workplace violence. The focus is placed on the workforce level as if they have the ability to implement strategies and influence the process.  Workplace violence prevention involves an ongoing process that includes multiple intervention strategies designed to identify contributing factors, interdict and prevent escalation at the early stages and identify predisposition by reviewing personnel records and assessing current potential and capability. It also includes employee involvement but is their input valued? Threat Assessment is a significant component of the workplace violence prevention initiative that by design allows for my process of integration, collaboration, coordination of effort and resources and effective communications, leadership and execution in assessing and evaluating potential threats.

 

Workplace must seek to collaborate their resources in a coordinated spirit where communication silos are dismantled.  Organizations have a legal and moral responsibility to implement and manage thoughtful workplace security strategy and tactics that are supported by training and shared experiences that help the workforce connect the dots. Anticipation of problems and recognition of responsible courses of actions is vital in prevention and root cause analysis. Post shooting observations and discussions are helpful moving forward but too late and preventing the shooting, allegations of negligence in hiring, training and management policies. What’s your workplace’s current posture?

 

It is essential to conduct work-site specific assessments to have an understanding of risk mitigation measures so as to prevent and avoid future problems and if not to be in a proactive position to minimize personnel and business risks. Innovative and creative separation protocols might have minimized the Henry Pratt Company outcome through the implementation of proper procedures that help reduce conflict by educating all involved, including union personnel. However, remember that discipline and separation should be part of the planning process where in the end all involved are being held accountable without surprises.  It should include assessment of current management practices and company culture to identify contributory practices or approaches that may have unintentional consequences or not necessary.  Introduce innovative and creative separation protocols intended for smooth separations and disciplinary outcomes.   Workplace violence prevention strategies should empower workplaces and educational institutions in avoiding the surprise active shooter

 

Planned scheduled training is key in connecting the dots! But not just training to satisfy annual training requirements. Training should be appropriate in content and audience specific and designed to bring about specific changes or improvements.  Training in warning signs and risk factors must be supported by examples and be scenario based.  Challenge the trainer to develop content and methods that promote memory learning and retention through situational awareness. The creation of the workplace violence prevention mindset is the primary objective of a solid training objective. The idea is to engage the organization proactively, supervisors doing their thing and management playing enforcer of the policies, protocols and rules. Employees who understand their roles, responsibilities and consequences of not reporting observations or victimization become proactive participants.

 

This shooting is sad and preventable.

https://www.washingtonpost.com/nation/2019/02/16/man-kills-five-warehouse-shooting-spree-shortly-after-being-fired-illinois-police-say/

 

So I ask these questions.

 

Does your organization manage the threat of workplace or school violence by REACTION or PREVENTION?  REACTION is operating under the myths it won’t happen here or that workplace violence is not preventable and when it happens the police are called. PREVENTION is a management and employee commitment and investment that designs proactive policies supported by quantifiable training and supporting plans, procedures and protocols.

 

Does your workplace violence prevention policy follow the OSHA Five Factors in developing and managing an effective workplace violence prevention program?

 

Management Commitment and Worker Participation—OSHA deems management responsible for controlling hazards by, among other things, urging all levels of management to become deeply involved in all aspects of the workplace violence prevention program, and worker participation should be required because workers can help identify and assess workplace hazards;

Worksite Analysis and Hazard Identification—management and workers are called upon to work together to assess records, existing procedures, and operations for jobs, employee surveys, and workplace security analyses;

 

Hazard Prevention and Control—after the worksite analysis is complete, employers should take appropriate steps to prevent or control the identified hazards and periodically evaluate the effectiveness of the chosen controls and improve, expand, or update them, as needed;

 

Safety and Health Training—all workers (including contractors and temporary employees) should receive training on the workplace violence prevention program at least annually and, in particularly high-risk settings, as often as monthly or quarterly to effectively reach and inform all workers; and

 

Recordkeeping and Program Evaluation—OSHA logs of Work-Related Injuries and Illnesses,  worker injury reports, information regarding patients with a history of violence, and other documents reflecting trends or patterns at the workplace should be studied and the effectiveness of the workplace violence prevention program should be frequently evaluated and improved, as necessary.

 

In closing, workplace violence prevention must have a methodology.  Communications, Collaboration and Coordination are essential ingredients in developing the workplace violence prevention mindset.  The issues and problems revealed in the Henry Pratt Company shootings were preventable workplace homicides. Expecting different outcomes but doing the same thing will not result in an effective prevention mindset.

 

Living assumptions add to the confusion.  Training by assumptions reinforces the confusion. Workplace violence should mean different things to a clerk working third shift in a convenience store, a nurse in a custodial care mental health unit, an armored car driver, or a manager at the headquarters of a financial services firm.

 

The employer or educational institution’s workplace violence prevention initiative will be more credible – and more likely to succeed – if they have a clear idea that’s clearly conveyed to every employee. The idea is to have employees that feel safe, have confidence in management’s commitment and who when called to be a witness in a civil liability law suit will represent the company or educational institution in the best of circumstances.

 

So what is your workplace attempting to accomplish by the workplace violence prevention policy – discipline or prevention?

 

Workplace Violence Prevention – Myths, Confusion & Misunderstandings

Posted on: July 9th, 2017

My business associate and Founder of the Workplace Violence Prevention Institute Kathleen M. Bonczyk, Esq. Attorney, Consultant and Advocate properly calls June a bloody month when a former employee named Henry Bello entered the Bronx Lebanon Hospital, New York City at about 2:50 p.m., Friday, June 30, 2017 with a rifle concealed under a lab coat and began shooting. At least one person was killed and 6 others were injured before Bello apparently committed suicide. It was reported as a disgruntled ex-employee rampage shooting – the fourth in the United States since June 5th.

Pretty straight forward report. However, would you agree that there’s too much confusion and myths about Workplace Violence Prevention and what it is? I often read of news reports where experts are quoted as saying that though “workplace violence is rare workplaces need to take relative measures to protect against armed intruders such as actives shooters”.
According to OSHA USA there are over 2 million reported incidents of workplace violence every year and that the number could be considerably higher. This lack of understanding in defining workplace violence might be at the root cause of why the prevention effort is woefully underfunded and under managed. There is a tendency to confuse the use of “workplace violence” as referring to a homicidal threat. When in fact, “Workplace violence” includes much more than just homicides or workplace shootings.
The U.S. Department of Labor defines “workplace violence” as any threat or act of physical violence, harassment, intimidation or other threatening disruptive behavior that occurs at a work site. In making a distinction between the types of violence both the FBI and OSHA  separates “workplace violence” into four (4) categories of violence based on victim-perpetrator relationship. Such acts of workplace violence are even further defined as nonfatal and fatal incidents.
In reality, homicidal incidents of violence involving current employees, former employees and disgruntled spouses and intimate partner violence in the workplace is a fairly rare occurrence in the United States.

Media coverage and sensationalized reports by some misinformed suggest that homicidal violence is increasing. The number of workplace related homicides has fallen from 518 in 2010 to 417 in 2015, the last year for which complete statistics are available. Of these cases, only an average of 12 percent were committed by a current or former co-worker.

It is important that we clarify these myths and confusions in reporting and in categorizing workplace violence if workplaces are to appropriately commit and invest resources. Managing the threat of workplace violence requires understanding the continuum acts and their direct correlation to escalation such as name calling, verbal abuse, bullying, harassment, arguments, personal disputes, fights and other forms of workplace related nonfatal acts of violence if, human resources, security managers, risk managers and others responsible are to justify implementation of comprehensive policies and plans.

Language is important in applying the right mixture of prevention strategy, resources, awareness and training. If and when the language is cleaned up employers can then begin to appreciate the value of “an ounce of prevention is worth a pound of cure” in rolling out and managing comprehensive workplace violence prevention policies that are aligned with strategies, plans, procedures, training, plans, people and technology.

I thought you might find this article from my blog on the topic relevant and appropriate. Please click the link.  https://naterassociates.com/what-does-workplace-violence-prevention-mean-to-you/

Workplace Violence Prevention is NOT preparing the workforce to take on armed intruders in the workplace.   That’s too late and suggest a failed prevention initiative. Prevention is hopefully never having to deal with the threat of posed by the disgruntled current or former employee who transitions to active shooter or hostile intruder.

It certainly isn’t waiting for a disgruntled employee to exact his anger on the workplace. Workplace Violence Prevention is preventing that kind of thinking from happening in the first place. It requires an integrated, collaborated, coordinated and a communicated leadership philosophy. 

The myths and confusion associated with Workplace Violence Prevention continues to be a challenge for most organizations regardless of size or type. We accept that no organization is immune and many are unprepared to deal with routine incidents let alone complex issues associated with an armed intruder.

What’s particularly concerning is that disgruntled employees transition to homicidal aggression without notice or reporting by employers, employees and/or family members. Rarely is the employer alerted. Rarely do employees report their suspicions or observations.

Employers are encouraged to take proactive measures in educating the workplace in understanding the “WHY” in resolving existing conditions or contributing factors that when left unresolved escalate to aggression, threats and fights and even worst when the  separated employee rationalizes his intentions to retaliate.

If interested in creating an organizational paradigm shift in your workplace violence prevention efforts from reactive to proactive, “Stop Talking and Take More Action today. Call to learn more about how the Workplace Violence Prevention Consultant, Nater Associates, Ltd. can help you. Please feel free to call Felix P. Nater, CSC for a complimentary 30 minute phone session with any questions or concerns. 1-877-valu101 (1-877-825-8101), NC: 704-784-0260, NY: 516-285-8484.

 

Active Shooter a Microcosm of Our Society Impacting Workplace Safety and Security

Posted on: January 25th, 2017

Intro by Felix Nater…

In this article my Special Guest Blogger, Lieutenant Colonel (Ret.) Mike Wood, author of Newhall Shooting: A Tactical Analysis, and I collaborate to draw correlations between the threat of workplace homicides and the societal impact the active shooter and mass shooter has on everyone  no matter where we might find  ourselves.

 

Since we spend as much time at work as we do away from home, we believe whatever violence response training workplaces can provide must be as comprehensive and realistic as possible.

When workplaces make decisions to train on “Run, Hide and Fight” employers must understand that policies plans and procedures must be aligned. Can you tell an employee to fight as a measure of last resort when your workplace violence prevention policy says fighting or acts of aggression are against the policy?  This contradiction might freeze decisions and appropriate responses. Just saying!

 

When we tell the employee to run without proper training the employee might run into the shooter or while running away might be shot. Is there the possibility of creating unintentional civil liability consequences, which a skillful attorney might exploit during a civil lawsuit emanating from a serious injury or wrongful death allegation? I don’t know! What do you think?

 

It’s like “Zero Tolerance”–a well-intended policy but maybe too rigid and too structured. The employee who notices a co-worker exhibiting warning signs rationalizes his observations before reporting a co-worker knowing that his co-worker can be disciplined and even fired.

 

I do not encourage that workplaces undertake a frequency of an impractical training schedule on active shooter drills just because it is the right way to train. My point is that current training may not be addressing the workplace responsibilities or properly addressing the tactical common sense decisions needed to be taken.

 

What I do encourage is thoughtful training that realistically connects employee and management responsibilities and expectations. Training which fails to articulate what occurs in a real world shooting incident, and which only pushes out information, will assuredly produce more conflict, confusion, and misunderstanding, and increase risk for those involved.

Mike and I served in the military, where vital survival skills were reinforced through intensive,  repetitive training in order to make them more reflexive.  We understand that employers lack the time and resources to train to this standard, and it’s not realistic to expect that a workplace training program will build ” muscle memory” that makes responses automatic.

My law enforcement career as a United States Postal Inspector / Firearms Instructor and Threat Management Coordinator exposed me to realities typically encountered in the law enforcement community associated with serving search warrants, making arrests, car stops and training law enforcement personnel in scenarios they are most likely to encounter. Inherent in these scenarios are behaviors that must be understood and multiple simultaneous actions that must take place.

 

Well the same thing happens to employees or shoppers during a shooting incident. The “brain freezes” not intentionally but because there’s no stored information that the reflexes can draw upon. Fear overcomes the moment. There are tactics one can take to manage the moment that are not difficult to train to but can help the recovery process during the initial sounds of hysteria. When I audit this training I cringe at the lack of substance and correlation.

 

Suffice to say that we have expertise and specialized skills unlikely to be found in most workplaces. As such, training “employees” needs to create a training objective that allows employees to understand their actions, how to act out independently or in concert during the escape, evasion, evacuation procedures.

 

Because time, money and resources are limitations, training must bring clarity to what it is participants are most likely to encounter, what they need to “Know, Do and Why”. Absent clarity in the content presented will not improve survival and only add to the confusion.  There are tactics employees can take before encountering the shooter and encountering the police.

 

I am saying that training in active shooter / hostile intruder should be informative, enlightening, educational and realistic. To have real world value such training must empower the employee to know what to do and why, no matter where they may find themselves during an active shooting or mass shooting incident. If you are in a movie theater you know how to minimize risk. When caught in a mall or department store or open area know how to make better decisions.

 

* * * * *

Thoughts by Mike Wood…

The New Year had hardly begun when a terrorist killed scores in a shooting attack on an Istanbul nightclub, and we hadn’t even completed the first full month of 2017 when another shooter killed five and wounded more here in our own country, at the airport in Fort Lauderdale, Florida.

 

While both of these attacks were horrific, neither was completely unexpected by those who were paying attention to the world around them.  We didn’t know the specifics of when and where the next “active shooter” attacks would take place, but we could be confident that they were on the way, in the same manner that we can predict there will be more to come.

 

We live in a world where the threats of attacks like these are ever-present.  Here in America, we have an increasingly violent criminal class which has become emboldened by failed public policies and the virulent anti-law enforcement culture which has taken hold in some communities.  Our mental healthcare system is broken, leaving untold numbers of emotionally disturbed persons, including many with violent tendencies, without access to proper care and supervision.  Additionally, there are a burgeoning number of foreign and domestic terrorists who would use violence to advance their political and cultural aims. In fact, our intelligence agencies have warned us that small-scale, asymmetric attacks like the Istanbul or Fort Lauderdale ones, are a preferred method of our enemy because they have a large impact while demanding very little in the way of resources or planning.

 

With all of these potential actors in play, it takes no imagination whatsoever to forecast that more attacks are coming.

 

So, what should you do about it?

 

The most important thing is to get your mind right. Accept the fact that it can happen to you. Doing so will help you to avoid the paralyzing effects of denial, and free your mind to solve important problems, should you find yourself subject to attack. Would you rather stand frozen in shock in the wake of an attack, or take immediate action to save yourself and others? The choice is yours to make, and it begins now with an acceptance of reality, and the appropriate programming of the mind.

 

Accepting that you could be the target of attack will allow you to change your behaviors in a positive and proactive way.  If you’re conscious of risk, then you’ll become more aware of your environment, and will do a better job of detecting and avoiding potential trouble. You’ll see the threats and indicators that people who walk around with their noses stuck to smart phone screens won’t, and you’ll have the time to avoid them. You’ll also do a better job of weighing costs and benefits, allowing you to avoid some unnecessary risks entirely, by opting out of the activities that would needlessly subject you to them.

 

Despite our best efforts to detect and avoid problems, trouble still has a way of finding us at times. In those cases, the more prepared we are to deal with trouble, the better off we will be.

 

From the perspective of mindset, we need to train ourselves that in an emergency (whether it’s a fire, a medical situation, or an attack), we will be active participants in our own rescue. If we are in danger, we must immediately take action to either remove ourselves from the threat, or terminate the threat, as conditions warrant. It would be nice to have help with this, but we cannot count on it, and we cannot delay our response until we receive it.  There is nobody who is more responsible for your personal safety than you, so you must take the lead role in rescuing yourself from danger.

 

Make that commitment now.  Train yourself to look for avenues of escape when you enter a room. Refresh yourself with the locations of alarms or emergency equipment in your workplace. Make mental notes of the things in your environment that could serve as cover, concealment, or makeshift weapons. Give yourself the permission to use righteous force in the defense of yourself or others. Mentally rehearse your response to an active threat. Take classes to educate yourself in first aid and self-defense, and ensure you have access to lifesaving equipment.

 

Do these things now, while you have the time and resources.  We know that more trouble is on the way, so the only question is whether or not you’ll be a victor or a victim when it comes.

-Mike

 

 

What Does Workplace Violence Prevention Mean to You?

Posted on: September 9th, 2015

First off, what does your workplace violence prevention efforts look like to you? Is it a living document, a policy supported by plans and procedures? Is it reinforced with appropriate training? Can it withstand an unannounced OSHA Inspection? You have to be honest with yourselves in answering these questions if, you really want to dump the old and start out with the new ways of looking at WORKPLACE VIOLENCE PREVENTION. An effective approach clarifies expectations, provides examples and implements policies, plans and procedures.

I am emphasizing the reliance on the helpful OSHA definitions, tools and support. I am asking you to create a proactive organizational response that reinforces their effort with the OSHA Workplace Violence Prevention guidance in developing your own prevention response. I think OSHA has been ahead of the game for years, it’s just that some of us worry about other people’s statistics and what others were doing instead of worrying about what your organization (workplace / educational institution) should have been doing at your own workplace setting.   

“It doesn’t matter whether you are a school, college, university, processing or production plant, warehouse, government organization, office building, hospital, movie theater, mall or news station, you should consider a plan to prevent the threat of violence and minimize the risk of violence from a disgruntled coworker, intimate partner spillover into the workplace or the opportunistic criminal during an armed robbery or physical attack.  The plan must begin with an understanding of what WORKPLACE VIOLENCE PREVENTION IS. While the belief is that larger organizations are adequately prepared, startups, small and midsize businesses are not immune from addressing workplace violence prevention. Their risk are higher when it comes to recovery and business continuity.”

Investing in a serious commitment to WORKPLACE VIOLENCE PREVENTION is not a joke. You must first accept the reality that workplaces have a moral, ethical and legal obligation to provide for a safe and secure workplace for your workforce and stakeholders.  We are not just talking about employee on employee violence but, non-employee on employee violence and violence associated with armed robberies and other crimes of opportunity by criminals. However the tendency to wait for the “if” it happens will not allow you to have an effective WORKPLACE VIOLENCE PREVENTION initiative. It requires a proactive mindset. Thinking about the minor nonviolent psychological incidents that can escalate and lead to conflict and confrontations tomorrow must be addressed today. These are known existing hazards that OSHA refers to in their regulations.

How many workplaces can honestly say that they design prevention measures intended to address the current employee threat, the former employee threat and or the domestic or intimate partner workplace spillover violence threat?  How many workplaces actually provide their field personnel, sales personnel and repairmen orientations and training on responsible behavior and risk mitigation measures?  That’s prevention at its best or its worst. How engaged is your Workplace Violence Prevention initiative? What are you waiting for?

So what does WORKPLACE VIOLENCE PREVENTION mean to YOU? What does your program look like? Is it proactive or reactive?  A proactive WORKPLACE VIOLENCE PREVENTION policy requires an investment in training your workforce in ways that help them understand what workplace violence is, what is the meaning of prevention and how to respond to non-violent at risk situations as well as violent threat posed by current and former coworkers and an active shooter or hostile intruder? How many CEOs, COOs, HR or Security Directors know that WORKPLACE VIOLENCE PREVENTION is an ongoing process that involves multiple intervention strategies? A mouth full? YES! BUT, PREVENTION by it definition is the act of preventing.

“So if prevention is the action of prevention it implies enthusiasm in what we do. Thus, enthusiasm and being proactive go hand in hand. Hence prevention is the process of preventing workplace violence.”  

If you know that you have a problem employee, remote employee workforce, employees that deliver service related customer services or that often engage with the public, you have an obligation to increase the employee’s ability to protect themselves and make independent decisions in the face of danger or how to recognize warning signs and at risk situations and personnel. With knowledge and awareness of prevention measures the workforce is empowered to make better decisions about managing the outcome when dealing with disciplinary issues, employee misconduct or at risk conditions. Remember! Prevention requires responsible supervision and leadership. Do not treat discipline as a “GOTCHA” because it can GET YOU.

Workplace Violence Prevention can run the gamut and is only limited by the program manager’s lack of enthusiasm, commitment and imagination. But for the sake of this discussion let’s throw out  a few multiple intervention strategies and tactics that could save the day: positive communications, engaged leadership, effective supervision, performance coaching, EAP counseling, managing one’s  behavior, approach to situations, engaging customers, working in high crime areas, traveling, entering building and elevators just to name a few.

Proper WORKPLACE VIOLENCE PREVENTION is comprehensive but should not be complicated even though we know that workplace violence is a complex societal and environment reality. Nevertheless, WORKPLACE VIOLENCE PREVENTION is a proactive process that focuses on the “when” and not the “if”.  Preparing for the “if” makes an assumption that the likelihood of any violence occurring is a small risk not worth spending our money on waiting for something to happen.  The thought seems to be that   “if” an act of violence or serious threat should happen we can call in the police to handle the threat. Whether your organization designs a methodological approach or defers capabilities to external consultants and the local police, the workforce must understand relevant terms in avoiding assumptions. Connecting the dots does not happen in a vacuum. It emanates from training content that supports the policy, plans and procedures in helping the workforce relate to warning signs, aggression, predisposition and opportunity. Leaving clarity to the workforce will not result in early warning or a proactive response. It becomes a wait and see attitude.

This is a bad attitude that will not only place the workforce at risk but place your unprepared approach in a collision course with a civil liability law suit, bad press or bad publicity. 

This  wait and see attitude is exactly what you do not want to be associated with. This attitude increases personnel risk and organizational risk as victims and witnesses will assuredly tell it like it is on the witness stand of truth. We know where to find the skeletons and in which closets they are hiding in.  I don’t know of any hard-working, trusting employee who when confronted with answering questions about a workplace injury or fatality will graciously protect their employer in the face of a charge of willful negligence. Don’t be fooled that loyalty is your payoff.  When co-workers are seriously injured by a workplace offender or killed incident to an active shooter or armed robbery encounter your trusted workforce will come out of the woodwork or be found by a sharp reporter working the crowd. 

Such a trusted employee witness will reluctantly tell his or her side of the story because they’ve known you’ve never taken WORKPLACE VIOLENCE PREVENTION seriously.

Being compliant is a good thing but, it is NOT PREVENTION. CRISIS MANAGEMENT IS NOT PREVENTION. Think of WORKPLACE VIOLENCE PREVENTION as your workplace security insurance policy. In remembering the old Lee Myles Transmission advertisement, “Pay me now or pay me later” can easily apply in workplaces that were too smart for their bridges, too cost conscientious  or who decided that workplace violence prevention could wait until next year’s budget.  Don’t even think that way today.