Addressing Workplace Violence at the Right Level

Archive for the ‘Workplace Safety’ Category

Addressing Workplace Violence at the Right Level

Posted on: August 30th, 2026

Addressing workplace violence requires shifting the focus from the individual employee level and incident response to systemic, organizational level accountability.  Research shows that treating violence as an isolated or expected “part of the job” fails to address causation and the root systemic failures, such as inadequate staffing, profit-driven management models, and a lack of senior management engagement and accountability. https://psnet.ahrq.gov/perspective/addressing-workplace-violence-and-creating-safer-workplace

To fix the structural disconnect and focus interdiction and intervention at the right levels, organizations and policymakers must target three specific tiers:

     1. Executive and Governance Level (Systemic Accountability)

  • Lead with Policy, Not Just Training and Technology: Executive leadership often treats violence as a training issue for front-line workers and technology as prevention. Instead, leadership must pivot toward implementing zero incident tolerance structural guidelines in support of zero-tolerance, establishing transparent compliance metrics, auditing workplace violence prevention program top-down and assessing the physical environment.
  • Remove Institutional Neglect: True mitigation prevention and mitigation measures require executive leaders to directly link management performance reviews to safety outcomes, eliminating the cultural minimization that often shields organizations from liability.
  • Fund Safer Instructure Design: Executives must allocate budgets specifically for security and safety infrastructure – such as proximity alarms, structural barriers, alert, notification and communications technology, predictive and prevention software, customized security guidelines, and increased security personnel – rather than prioritizing profit-driven management models.

    2. Operational and Managerial Level (Culture and Reporting)

  • Dismantle Barriers to Reporting: Managers must actively break down the belief that reporting is useless or that it will cause administrative retaliation.
  • Standardize What Constitutes Workplace Violence: Middle management must align teams on a single definition of what constitutes workplace violence, definition of violence that validates psychological abuse, verbal threats, bullying and harassment ensuring these acts are treated with same weight as physical assaults.
  • Execute Comprehensive Follow-up: Operational leaders must move past the immediate crisis response. They need to establish mandatory mental health resources, peer support groups, and transparent tracking to show staff exactly what organizational actions were taken against perpetrators. Such actions instill trust and confidence in management’s ability to provide for workforce safety and security.

    3. Structural and Legislative Level (Macro Protection)

  • Legislative Mandates: True change requires strict regulatory oversight.  Passing federal and state laws – such as the healthcare violence mitigation bills championed by the American Nurses Association (ANA) and California SB 553 Workplace Violence Prevention Training – forces employers to meet baseline safety-security standards or face strict penalties. https://www.medicaleconomics.com/view/why-80-of-incidents-of-workplace-violence-go-unreported
  • Acknowledge the True Economic and Societal Burden: Workplace violence costs billions annually in employee turnover, sick leave, and worker compensation not to mention exorbitant legal costs. State and national bodies must view workplace security and workforce safety as a public health priority, linking systemic funding to the implementation of verified violence prevention programs.

In conclusion, addressing workplace violence prevention concerns, senior management must build a culture of safety and listen to employees without fear of punishment. Prevention must become a top-down focus with accountability and responsibility up and down the organizations and across functional line.

 

About the Author:

 Felix P. Nater, CSC is the President and Owner of Nater Associates Ltd. a Workplace Security Management Consulting firm specializing in Workplace Violence Prevention, Violence Response and Crisis Management. Felix is a Certified Security Consultant, and former U.S. Postal Inspector and is a nationally recognized speaker, trainer, coach and co-author of ‘Combating workplace Violence: Creating and Maintaining Safe Work Environments”. He differentiates services Nater Associates Ltd. delivers through a highly specialized, practitioner-based “top-down, inside-out” approach to workplace security strategy and workplace violence prevention, shaped by decades of direct, hands-on-experiences. His consulting practice serves manufacturing, processing, production, utility companies and public housing organizations seeking credible, practical, and sustainable prevention strategies.

His preferred title is “Human Resource – Security Workplace Violence Prevention Consultant”.

His Unique Selling Proposition is – Helping organizations implement and manage workplace security with a focus on workplace violence prevention.

“An ounce of prevention is worth a pound of cure”.

 

Contact:

Info@naterassociates.com

Office: 704-784-0260

Website: www.naterassociates.com

Your People Are The Real Perimeter: The Human Element That Makes Safety/Security Work

Posted on: August 12th, 2026

Imagine buying the most expensive, high-tech security system available for your business.  You install facial recognition cameras, badge-restricted doors, and top-tier monitoring and access control software.  You feel completely protected.

Then, an employee props open a secure back door with a rock to grab a breath of fresh air, leaving the building entirely vulnerable.

This common scenario highlights a fundamental truth in workplace safety & security: polices, plans and technology are useless without human buy-in.  “Prevention must create an environment where the workforce feels a part of the solution.”

True security cannot be forced from the top down.  To build a secure workplace, organizations must shift from a culture of strict compliance to a culture of active contribution. Employees must feel empowered.

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The Danger of “Top-Down” Security

Many organizations approach safety and security by handing employees a thick policy handbook during onboarding and requiring a once-a-year compliance video or computer-based training. This creates several distinct problems:

  •  Checked Boxes:  Employees view security as a chore rather than a shared responsibility.
  • Blind Spots: Management cannot see every hidden hazard or cultural tension on the ground.
  • Fear of Reporting: Without trust, workers stay silent about red flags to avoid “causing trouble.”

When security feels like a set of rigid rules dictated by executives, employees disconnect.  They become passive bystanders rather than active protectors of their workplace.

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How to Make Your Workforce Part of the Solution

Building an environment where employees feel ownership over safety requires strategic, intentional cultural shifts.

1.  Demystify the Reporting Process

Employees will not report erratic behavior, bullying, or security hazards if they fear retaliation or think management will ignore them. Organizations must provide clear, confidential, and multi-channel reporting options.  More importantly, leadership must demonstrate that every report is taken seriously and investigated with empathy.

2.  Move from Compliance to Engagement

Ditch the generic security presentations. Instead, implement interactive training that focuses on real-world small group discussions and situational awareness sessions and threat de-escalation. When workers practice how to react to everyday stressors or conflict, they build the confidence needed to act during a real crisis. Shifting from “reactive to proactive”.

3. Give Everyone a Clear Role

An employee handbook shouldn’t just list what not to do.  It should explicitly outline what an employee should do to maintain a secure environment.  Define clear, actionable steps for greeting strangers, securing work environments, engaging with disgruntled individuals, and escalating concerns.

4.  Close the Communication loop

If an employee takes the risk to report a security concern, never let it fall into a black hole. While details must remain confidential, follow up with the reporter to let them know the situation was handled, and how best to manage personnel security concerns. This transparency builds the trust necessary to keep the communication lines open.

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Prevention is a Partnership

Security guards and surveillance cameras can only do so much.  Your frontline workforce is your most powerful, agile and effective security system—but only if they feel valued and empowered.

By treating your team as partners in prevention rather than subjects of surveillance, you create an environment where everyone looks out for one another. True security isn’t something you do to your employees; it is something you build with them.

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About Author:

Felix P. Nater, CSC is the President and Owner of Nater Associates Ltd. a Workplace Security Management Consulting firm specializing in Workplace Violence Prevention, Violence Response and Crisis Management. Felix is a Certified Security Consultant, former U.S. Postal Inspector and nationally recognized speaker, trainer and coach, and co-author of Combating workplace Violence: Creating and Maintaining Safe Work Environments. He differentiates services delivered through a highly specialized, practitioner-based “inside-out” approach to workplace security strategy and workplace violence prevention, shaped by decades of direct, hands-on-experiences. His consulting practice serves manufacturing, processing, production, utility companies and public housing organizations seeking credible, practical, and sustainable prevention strategies.

His preferred title is “Human Resource Workplace Violence Prevention Security Management Consultant”.

His Unique Selling Proposition is – Helping organizations implement and manage workplace security with a focus in workplace violence prevention.

“An ounce of prevention is worth a pound of cure”.

Contact:

Info@naterassociates.com

Office: 704-784-0260

Website: www.naterassociates.com

What Do You Say When Your CEO Asks You Tough Questions About the Workplace Violence Prevention Program?

Posted on: May 11th, 2026

When your CEO asks tough questions about your Workplace Violence Prevention Program (WVPP), focus on facts, accountability, and proactive risk mitigation. CEOs care about two primary things: reducing liability and ensuring business continuity.  https://naterassociates.com/what-if-your-ceo-put-you-in-charge-of-workplace-violence-prevention/

A structured, confident response involves preparing clear answers to the most common executive questions.

  1. “Are we actually prepared if an incident occurs?

“What to say: “We have established clear response protocols in alignment with OSHA guidelines. Our staff undergoes regular training on situational awareness and de-escalation, and we hold routine safety drills, so everyone knows their immediate next steps. https://www.osha.gov/workplace-violence

“Executive takeaway: Emphasizes that you have a proactive, actionable plan in place.

  1. “How much is this going to cost / Are we legally compliant?

“What to say: “Our program is built to ensure full legal compliance with state and federal regulations. Investing in these preventative measures significantly reduces our financial and legal liability, protecting both our employees and our bottom line. https://www.dir.ca.gov/dosh/Workplace-Violence/FAQ.html

“Executive takeaway: Positions the program as a necessary protective investment rather than shortsighted costs.

  1. “How do you know our current safety measures are working?

“What to say: “We conduct regular risk assessments and maintain a transparent, confidential reporting system for employees to flag concerning behavior early. We also analyze this data to continuously improve our physical security and administrative controls.  https://www.offitkurman.com/offit-kurman-blogs/workplace-violence-prevention-warning-signs

“Executive takeaway: Shows that you use data and continuous monitoring to stay ahead of potential threats.

  1. “How are we preventing these issues from happening in the first place?”

What to say: “Prevention starts with our workplace culture. We maintain a zero-tolerance policy, offer employee assistance programs to support mental well-being, and train our managers to recognize early warning signs before any escalation occurs.

“Executive takeaway: Highlights the human element of your program, demonstrating that early intervention prevents disasters.  https://naterassociates.com/preventing-workplace-violence/violence-interdiction-method/

In closing:

“Executives typically consider corporate risks, whether financial, reputational, legal or commercial. The challenge faced as security and risk management professionals as a whole is to make this something perceptible to the company. It’s obvious to us how much a company and its employees gain from our activities, but senior management will not buy into our idea until they understand that this creates a competitive advantage”. ~Pedro Sa, Security Management Executive with broad expertise in Security, Intelligence and Operations Management. Founder & General Manager of H7 Advisors.  www.linkedin.com/in/pedro-sa . www.linkedin.com/in/pedro-sa

About the Author:

Felix P. Nater, CSC President and Owner of Nater Associates Ltd. a nationally recognized workplace violence prevention security management consultant is known for his extensive background as a former United States Postal Inspector and security management consultant. Nater Associates Ltd. specializes in partnering with small & midsize companies to help them implement and manage proactive workplace violence prevention strategy. His sweet spot is working with organizations that see a need and want to make a difference. https://naterassociates.com/start-workplace-violence-consulting/

His core expertise and methodology are focused on his Violence Interdiction Model that emphasizes a “reverse OSHA top-down assessment” and a Likert-based workplace violence prevention security vulnerability assessment, strategic planning and specialized training.

He is the co-author of Combating Workplace Violence: Creating and Maintaining Safe Environments is a commentator and appears regularly as a podcast guest.

Office: 704-784-0260

Email: info@naterassociates.com

Website: www.naterassociates.com

What About Workplace Violence Prevention Policy Development, Can It Be Effective?

Posted on: June 13th, 2025

Before setting out to write the workplace violence prevention policy, we must understand what constitutes workplace violence and what we are trying to prevent. You should have an understanding about what you think would be necessary to consider in developing a violence prevention policy.

Workplace violence is a global public health problem that has already caused a serious threat to both the physical and mental health of everyone in organizations (Duan et al., 2019). Thus, preventing violence in the workplace is critically important, as suggested by the numerous books, articles, workshops, and seminars that have been available on the subject (Van Fleet & Van Fleet, 2022, 93-95).

However, all that advice has come from psychologists, physicians, and such.  What has been lacking is advice from those who know and understand management and organizations — advice that would not only reduce the threat of workplace violence but advice that, if followed, would also enable organizations to develop potential competitive advantages in terms of their personnel and productivity.  Look within your organization for such expertise, and if it is not available consider the value of retaining such services.

We must also consider the reality that prevention is not 100% preventable.  In a perfect world, organizations would identify individuals who would potentially commit workplace violence during the hiring phase and never hire them. Unfortunately, this is not a perfect world and people change overtime anyway. However, organizations can inform and educate everyone, particularly those in management positions, to know when someone may be on the brink of committing a violent act.

In addition, when preparing to write operate under the premise that OHSA (Occupational Safety and Health Administration) captures workplace violence under Four Types/Categories (#1 criminal intent; #2 client to worker; #3 worker to worker; and #4 domestic (personal relations) under Four OSHA Categories: General Industry, Construction, Maritime and Agriculture.

A workplace violence prevention policy and accompanying plans with procedures should demonstrate the organization’s commitment toward ensuring the safety of members of the organization as well as customers, clients, and suppliers. Both management commitment and employee involvement are necessary for the development and maintenance of an effective policy/plan. The continued success and appropriateness of intervention strategies outlined in the policy can be monitored and adjusted with data collected at least annually.

Without a demonstrated commitment of management at all levels, others will not follow; and if management does not lead and others do not follow, then company policies will not succeed, no matter how well composed the lines are and how expensive the paper on which they are printed—they will remain “lost in space” when violence comes knocking.

Workplace Violence Prevention should not be an independent initiative but an organizational investment in creating and maintaining safe work environments with senior management leading the initiative through employee engagement.

About the Author:

Felix P. Nater, CSC is a certified security management consultant helping small & mid-size manufacturing, process, production, and utility firms implement and manage workplace security strategy with a focus on workplace violence prevention, and violence response (hostile workplace intruder). Felix is a retired U.S. Postal Inspector who previously worked on a U. S. Postal Inspection Service Workplace Violence Prevention Team and Major Crimes Unit. During his time on the workplace violence prevention team, Felix worked with local postmasters, postal service managers and senior executives to promote a culture of workplace violence prevention delivering training as needed and responding to a variety of incidents rendering risk abatement and risk management recommendations, and testifying at various city, county, state and federal criminal and civil hearings. Over the past 23 years as president and owner of Nater Associates Ltd, Felix has worked with small, medium, and large businesses and government agencies. He applies his Nater Associates Violence Interdiction Methodology as a part of his consulting process LI3CE (Leadership, Integration, Collaborating, Coordinating, Communication and Execution) in maximizing business and organizational independent capability to initiate and manage their programs. Felix is the author of Combating Workplace Violence: Creating and Maintaining Safe Environments with David and Ella Van Fleet, is a nationally recognized speaker and consultant, advisor and coach. He appears on a variety of podcasts as well as local and national news networks. Felix is retired from the U.S. Army Reserves where he previously served as the command sergeant major of a major U. S. Army Reserve Command.

 

10 Workplace Violence Prevention TIPs to Manage, Prevent, and Improve the Workplace Safety and Security Culture

Posted on: May 20th, 2024

Creating a Workplace Culture of Safety and Security grows from within by leaders who set the example. It is not mandated. It is exemplified. It reflects people seeing the organization as “walking the walk and talking the talk.” People care about people. This is when organizational leaders through supervisors and others, lead by example by showing, correcting, and educating before there’s the surprise attack. Now is a better time than ever to review your capability to combat the threat of workplace violence every day. Workplace Violence Prevention is an ongoing process involving multiple intervention strategies. The active shooter is a failed workplace violence prevention program.

 

  1. Provide some level of assessment and evaluation of employee-reported incidents of violence to determine the need to conduct an official investigation. Ineffective responses to employee concerns and complaints erode trust, and confidence and disrupt workplace performance efficiencies. Such practices can lead to employees taking the “law” into their own hands. By that I mean if nothing is done about it, they will do what is necessary to protect themselves.

 

  1. Establish a “Reporting Policy” and provide avenues and opportunities for employees to report safety and security concerns, observations, and victimization. Having a clearly defined, credible reporting, tracking, and monitoring system provides reassurances that their reports and complaints are taken seriously. In other words, not fallen on deaf ears. Organizations can reduce incidents and avoid civil liability allegations in cases of serious injuries or fatalities by engaging in proactive measures that promote accountability and responsibility.

 

  1. Holding supervisors and managers responsible and accountable for responding, managing, and processing initial employee complaints can have an influence. There should not be any discretion at this level to promote an organizational commitment to workforce safety, security, and risk management.

 

  1. Employers must lead from the front. They must ever be mindful that victims are reluctant to step forward if there is credibility in reporting concerns. Essential witnesses withhold their observations out of fear of retaliation. Such instances can become problematic. As problem employees they are identified as troublemakers and problem children, a term commonly used in schools. Students are commonly referred to as “problem children” becoming victims of student bullies and other forms of harassment. At work, however, adult workers are denied vacation choices, requested days off are also denied. Sudden changes in assignments including change of assigned area. Bullying of this nature is always a tool of the “rogue” supervisor-manager who feels the negative attention.

 

  1. Prejudging and undermining employee reports place them at risk by failing to address the information promptly and thoroughly, contributing to perceptions of disparate treatment. Unfair prejudgment of employee disputes and situations results in long-term discord between coworkers and management.

 

  1. Be sensitive to employee working conditions and the impact of established policies, plans, or procedures on employee perceptions of unfairness especially when the employee feels victimized. Learn to recognize and be alert to early warning signs of potential problems because of personnel changes, reorganizations, impending business decisions, mergers, and acquisitions.

 

  1. Make employee encounters with management a dignified process, especially during the disciplinary and termination experiences. Giving employees the benefit of the doubt by treating them with dignity and respect diminishes stress. Know the impact of heavy-handedness. Giving detailed explanations and allowing room for feedback reduces anxiety and tension.

 

  1. Consider the value of forming a workplace violence prevention team or the more formalized threat assessment team to serve as the company incident management teams in monitoring and tracking reports that de-escalate future problems. Create a team that is representative of key members of the organizational leadership team with authority to act.

 

  1. Don’t be afraid to dig for root causes, conducting a root cause analysis or critical vulnerability assessment can yield interesting discoveries before arriving at culpability. The Zero Tolerance Policy should not be used as a “Termination” Weapon. Being ever mindful that acts of workplace violence tend to be emotional and reactionary to events to grievances and perceptions of unfairness. Keep clarity on reality. Stay focused on potential “Triggers” and avoid assumptions.

 

  1. Bring the HR & Security department together as a human resource – security collaborative team in a way of sharing information that hastily mitigates risk and makes exigent decisions. There is no excuse for the disgruntled employee to transition into volatile thoughts of homicidal retaliation. This concept can be a value-added benefit during the initial assessment and evaluation phase of employee reports and complaints. If the police are called, be prepared to manage the support they provide. Avoid turning over the human resource-security matter to local police who might not offer the best advice in every situation. While coordination is recommended, having an Emergency Action Plan for these situations ensures an efficient hand-on in hostile emergency matters until the police are on location.

 

About Felix Nater, CSC President & Chief Security Consultant at Nater Associates Ltd. is a Certified Security Consultant, and trained Workplace Violence Prevention Consultant, Advisor and Coach to manufacturing, processing, production, and utility employers who helps them identify issues that lead to workplace violence. He helps organizations assess and evaluate their workplace violence prevention -security posture, implement and manage workplace security strategy with an emphasis on workplace violence prevention. He has been involved in this work for over 30 years as a Workplace Violence Prevention Specialist, starting out as a U.S. Postal Inspector having diversified expertise in criminal, security, administrative, training and program management experiences. He is the main author of the book with David Van Fleet & Ella Van Fleet entitled: Combating Workplace Violence: Creating & Maintaining Safe Work Environments. bit.ly/3odv3NA

Office: 7040784-0260

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  

How to Improve the Strategic Value of Workplace Violence Prevention

Posted on: January 2nd, 2022

Happy 2022! May it be your best year ever.

In the late winter of 2020, Hanna Hasl-Kelchner asked me to join her on her podcast, Business Confidential Now.  A lot has happened over 2021 that has raised the level of concern, so we decided to reissue the interview in this format to get attention and implementation of some practical solutions.  We had a great conversation then if you’d like to listen to the entire episode. We’ve decided to include short snippets of each subtopic for your listening convenience as I expand upon each subtopic to make the case for proactive engagement, awareness, preparedness, and proactivity as well as training in violence response (active shooter and police response). Listen to the full episode here. https://bit.ly/3f6QhUN

 

There were three topics of particular interest that Hanna focused on that really emphasized the interview and aligned closely with the main theme and what we talked about during the show. Here they are:

 

You could be the subject of workplace violence and not know it.  OSHA has definitions of workplace violence to help employers formulate policies and captures the incidents under 4 specific Categories of Workplace Violence.  Let’s address what workplace violence covers. There are a lot of employees out there who do not know they are victims of workplace violence and who might assume because they do not know and not to report it.

 

Most workplaces to include school places do not truly understand the integration of workplace violence prevention as an organizational function. Workplaces operate believing that it can’t happen to them. They really should not think like that simply because workplaces and their workforce are a microcosm of our society. No business whether a small, medium, or large employer is immune from the reality of workplace violence.

 

Whatever the size or status of your workplace, each workplace should have a workplace violence prevention policy supported by a workplace violence prevention program. It doesn’t have to be complicated or complex, but it should cover specific aspects of the threats and risks your workplace might be exposed to or experiences. The threats and risks run the gamut from physical violence to emotional and traumatic violence otherwise known as psychological violence.

 

Because under the OSHA Duty to Warn Clause, employers are required to provide for a safe workplace violence free of any hazard that might lead to violence, they are expected to introduce workplace violence prevention policies and risk mitigation measures that include training and security measures.

 

The threat of workplace violence is a real and present danger that does not always have to include physical violence. The most frequent incidents are nonfatal such as verbal abuse such as verbal abuse which include name calling, insults, racial and ethnic slurs, taunting, harassment, bullying, sexual harassment, intimidation, threats, and nuisance behavior.

 

The idea is to address these so-called minor or nonfatal incidents as quickly as possible to avoid escalation. Stop the banter and drop the excuses.  OSHA annually documents approximately 2,000 reported incidents of what is commonly referred to as nonfatal and nonfatal incidents like an active shooter or homicide during a physical assault.  The objective is to establish a proactive workplace violence prevention mindset designed to inform the workforce through a policy that clarified what constitutes workplace violence, addresses mutual responsibilities, and speaks to the consequences for breaching the policy. Ultimately the objective is to avoid is the disgruntled employee whom you walk out the front door from returning through the unsecured back door.  https://youtu.be/eA79GElBktg

 

9 Potential workplace violence warning signs you need to know. While there are a host of red flags and warning signs that may apply to any type of workplace, my recommendation is to keep this subject as simple and practical as possible to encourage to overcome the fear of reporting his or her observation. Reporting of the coworker of misconduct is a difficult decision for the employee who relates to the problem and may be empathetic. It doesn’t mean they tolerate what they see, hear, or assume but that they do not want to be wrongly accused or might be concerned about their personal safety.

 

The purpose of workplace violence prevention training is to create a compelling training experience that encourages reporting based on red flags or warning signs and impact to workplace safety and security. The goal is early reporting and swift intervention whether it applies to an employee observation or suspicious non-employee report. Helping the workforce to appreciate the value of reporting is essential in gaining their cooperation.

 

Reporting can be anonymous or for attribution – just report it. One doesn’t have to be perfect or accurate only that it gets reported. Go with gut feelings supported by your training, suspicions, observations, and the recognized behaviors. Don’t put off the observation by rationalizing and justifying what was heard or seen. Waiting is not an option in addressing suspicious behavior.  We want to prevent escalation, prevent an assault, prevent problems by calling management’s attention appropriately and swiftly. https://youtu.be/zzajBm9w6qE

 

Why workplace violence prevention doesn’t need to be expensive. Small and midsize organizations lament over the thought because it will cost too much money and time for something that has never happened before. There is an old Lee Myles Transmission commercial – “pay me now or pay me later”.  Mandated court spending is a lot more than voluntary investment in prevention. “An ounce of prevention is worth a pound of cure”.

 

Human Resources and Security Directors have a corporate responsibility that in many instances hampers their ability to stay on top of workplace violence prevention. Larger organizations can have a workforce spread about in multiple locations over many states and countries. Expense is a legitimate pushback on whether to hire or train their workforce onsite but not an area where the courts have been sympathetic to. Being resourceful means doing more within your budgets. Conducting employee surveys can yield incredible results. Don’t worry that will create more work. The worst witness in a civil liability lawsuit is the employee who knew but was never asked. responsibility.

 

I say if you have knowledgeable resources, and your confidence level is high, relying on your internal expertise to develop basic content and present appropriate training content with credibility will go a long way. That person could be a supervisor, the HR Professional. security manager or the safety manager. The truth is that overcoming the arguments of limited resources and time, creativity and imagination can make the workplace violence prevention initiative a cost-effective workforce safety and security investment. Doing it yourself does not have to be sophisticated – just do it and you’d be surprised at the results.  Keep it simple.

 

Resourcefulness is the tip of creativity and innovation.  Organizations that do not employee security managers can be creative in training supervisors. As leaders within organizations supervisors by virtue of their reach and accessibility by the workforce can make the difference. Used as trainers, supervisors can highlight areas of specific concern among their teams daily or as situations dictate. As leaders, supervisors can be the first line of defense in responding to employee reports and complaints, assessing incidents and conduct workplace specific assessments. They are in a strategic position to act swiftly and proactively to observations and employee reports.

 

Speaking of cost effective, the greatest tool that gets the most for the investment is the new employee orientation. It can be a time where the security and human resources can maximize this tool to engage the new employee in articulating the workplace violence prevention policy, explaining prohibited behavior, discussing situations, and emphasizing the value of responsibilities in reporting. This is an opportunity where company and the new employee establish a positive connection. Assumptions are dismantled through clarity. Remember, workplace violence is a microcosm of our society. Referring the new employee to the Employee Handbook will not clarify their assumptions of what is and isn’t.

 

As organizations grow in capacity or operate as larger organizations resourcefulness empowers innovation and creativity in the use of personnel. With a lot of employees, a lot of teams, and a lot of people and departments they can allocate, commit, and invest internal use of their workforce to conduct assessments, evaluate risks, respond to incidents more proactively and assertively.

 

Larger organizations and maybe midsize ones might have the flexibility to roll out dedicated workplace violence prevention personnel to ensure that things are moving along the right direction in support of the policy. They may even consider workplace violence prevention as a project, assigning a ‘project manager” assigned who makes sure needed follow up gets done effectively in alignment with the policy, guidelines, procedures, and timeliness.

 

“Terminations” are a necessary business function, but a difficult management decision that organizations must make. How they are conducted determines the outcome.  Having a separation or termination protocol in place gives aid and comfort to all involved that equity and justice are the objective of ensuring the employee is treated with dignity and respect as part of a professional process.

 

Workplace Violence Prevention is really a leadership function that facilitate activities in setting direction, aligning the effort, and coordinating teams and people to ensure they’re moving in that direction, motivating, and inspiring people at their core. Avoiding escalation and reducing negative emotions by containing problems and minimizing conflict is a leadership responsibility juries in civil cases like to see are in place. Leadership is the function that empowers any organization to maximize the moral and ethical responsibility to provide for a safe and secure workplace. Prevention is really an engaged workforce in organizations that integrates the effort, coordinates the process of prevention into a daily seamless effort through quality training assumed within the company culture. https://youtu.be/tNaQRAW0f0w

 

Listen to the full episode here. https://bit.ly/3f6QhUN

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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

Are Your Perceptions of Workplace Violence Accurate? – Guest Blog by Michael Dorn, December 2, 2020

Posted on: December 2nd, 2020

Introduction: In this Guest Blog by Michael Dorn, we introduce the role of workplace violence from the standpoint of the workforce threat. YES, the workforce threat. While media attention focuses on the student “active shooter” the workforce threat make up a significant percentage of the school homicidal violence.  Our common interest centers on the importance of preventing the threat posed by the disgruntled employee. I recommend a comprehensive approach and design to workplace violence prevention that considers the type of workforce, work environment, past incidents, known risk indicators and contributing factors.

Training and proper program management philosophy and strategies are important. Decisions to conduct training should be a collaborative effort engaging the training consultant’s expertise in coordination with realistic content and delivery formats.

Principals and District Management can take reasonable proactive measures in addressing potential at risk teachers and staff by hastily addressing all reports and observations without assuming or applying shortsighted logic. Sometime educational institutions overlook valuable internal data in reviewing current reports against existing internal and external data.

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 from where the emphasis or focus can be directed in validating the potential for violence. https://www.fbi.gov/about/partnership/office-of-partner-engagement/active-shooter-incidents-graphics.

Michael Dorn’s contributions below forms the inescapable reality that educational institutions are also workplace environments for teachers, principals, administrative staff and school board members who are no different from any other employee and their environmental, societal and family risk factors.

What’s often taken for granted is the notion that the only perpetrators of school violence are the ‘mentally ill’ students.

But what about the disgruntled principal or teacher and the factors negatively impacting their mental well-being. Just like the student who has access to the school, who scrutinizes the at-risk factors and behaviors of the principal? Whether at a warehouse, manufacturing plant, office building or educational institution the workforce threat is a real and present danger.  Therefore, Workplace Violence Prevention should be an ongoing process involving multiple intervention strategies that includes the entire workforce and students.  It should be devoid of myths, assumptions or special treatment that limits critical assessment and application of threat assessment principles.

On May 6, 1940, the principal of South Pasadena Middle School opened fire at his school district’s office building and killed three victims.  He then drove to his school and murdered two teachers.  This tragedy is one of eleven fatal school attacks carried out by school employees in the United States to date.  In addition to fatal shootings carried out by teachers and school administrators, our nation’s second most deadly attack at a K12 school was carried out by a disgruntled and deeply troubled school board member in 1927.

After most of the 2,000 pounds of explosives detonated blowing up the Bath School, the attacker drove his vehicle to the school and carried out a suicide bombing killing 43 students and employees.

These attacks make up a significant percentage of the active assailant and targeted school attacks at U.S. K12 schools.  And while these attacks occurred many years ago, more recent attacks in the Lee County, Florida Public School System and at the Episcopal School of Jacksonville demonstrate that violent acts committed by school employees is still a concern.

Unfortunately, many K12 school systems and non-public schools have dedicated significant amounts of time, energy and budget on barricading training and devices while neglecting prevention measures for acts of violence that are far more common than an active assailant forcing entry to a locked classroom.

In reality, there has been only one fatal attack at a U.S. K12 school to date where an attacker forced entry to a locked classroom, entered the room and killed victims.  This shooting occurred at a reservation high school in Red Lake, Minnesota.  Having worked that case as an expert witness, I can state with relative certainty that neither barricading nor door blocking devices would have saved any lives in that attack.  While this attack method could certainly be used in future attacks, it has simply not been a common attack method.  In contrast, lethal attacks by school employees do represent a pattern that deserves more attention than it has received.

This is one of many examples of how easy it can be for any type of organization to fail to align prevention and preparedness measures with actual violence risk levels.  This example also demonstrates how important preemployment screening measures, training programs, assessment capabilities and other approaches to prevent acts of workplace violence can be.

Has your organization carefully evaluated how well your violence prevention and preparedness measures align with actual risks?

Thankfully, there are skilled experts with advanced knowledge in this important area that can help organizations develop approaches tailored to fit their unique needs.  I am appreciative that one of these experts has been kind enough to allow me to contribute this guest blog on this important topic.

Felix P. Nater, CSC of Nater Associates, Ltd. is a workplace violence prevention consultant who helps organizations through executive leadership how to develop and manage proper ways to handle threats of workplace violence through an educated, involved, coordinated and vigilant organizational response.