Workplace Violence Guidelines
OHR Home Page   jobs.sc.gov   Hot Topics Career Opportunities Employee Services Employer Services Training & Development Statistical Info How to Contact Us OHR Webmail Other Agencies State Employees Weather Alert Workforce Planning Sam Wilkins, Director 1201 Main Street Suite 800 Columbia, SC 29201 Phone: (803) 737-0900		Revised 10/11/95 Introduction The following are points to consider in developing a Workplace Violence Policy. The development and implementation of a workplace violence policy should help ensure that all employees are provided a work environment free from violence. I. RISK MANAGEMENT All forms of workplace violence are prohibited. These include, but are not limited to: Physical-the use of force in order to harm Threats-expressions of intent to inflict injury Harassment-words, gestures, and actions which tend to annoy, alarm, or abuse another person Property damage-intentional damage to property owned by the state, employees, visitors, or vendors A. Environment The workplace environment consists of the building, grounds, lighting, space planning, and other considerations. It also includes the attitude the employees have about management, their perception of fair and equal treatment, and their belief that they will be safe at work. Some points to consider in reviewing your physical environment are: Provide a floor plan to key management personnel and employees who greet customers; the floor plan should indicate entry and exit points, note where individuals are located and be updated as employment changes are made. Provide adequate lighting in parking areas and entrances; encourage employees to walk in groups to parking areas. Have both internal and external emergency contact telephone numbers posted in conspicuous area. Review the landscaping surrounding your buildings to ensure that are not any hedges, trees, etc., that intruders could hide behind. Increase the number of security staff on duty during high risk hours. If stairwells lock from the outside, post warning signs on the inside to remind employees to be sure the doors lock behind them. Provide escorts for employees who work late. The perception by employees that management is concerned and is acting to ensure their safety is a major component for combating violence in the workplace. Some points to consider that could enhance this perception include: Adopt a "Zero" tolerance approach to the act or threat of violence of any kind; include in your Progressive Discipline Policy the definition of workplace violence and sanctions for threats or acts of violence. Develop a personal Safety Kit for all employees outlining procedures and protocol to be followed should they experience a threatened or actual violent incident. Devise a plan for the investigation of threats and violent acts. Educate employees on the services available under the Employee Assistance Program as a resource to address personal and job related pressures they may be experiencing. Develop a plan for debriefing, stress counseling, etc., for employees in the event a violent act occurs. Develop a communications system for employees to report potential problems or actual incidents; make sure they know a report will not result in retaliation by management. Agency receptionists or other personnel, whose duties include front-line customer contact, should be trained to follow the established procedures and protocol in the event a threat or violent act occurs. Designate and train employees who will be the contact/key persons in the event of an emergency. B. Training for Supervisors and Employees Training on workplace safety is an integral part of creating a safe environment. Topics may include: Awareness regarding warning signs of a potentially violent person or situation First aid and CPR training Safety awareness Training and personal and workplace safety Hostage situations and what to expect For individuals going to off-site environments/field offices, use of self defense techniques such as -- Verbal defense, Training in martial arts, Use of lawful defense mechanisms such as pepper mace. C. Red Flag/Indicators of Potential Offenders There are many signs that can point to an employee with violent tendencies. In some cases these individuals can often be identified and provided assistance before they contribute to a violent incident. Many extreme incidents of violence by co-workers are preceded by lesser offenses such as insubordination, challenges to authority, and harassing comments. Some of the potential employee behaviors that should place supervisors and employees on alert are: A past history of violent or threatening behavior A co-worker’s reasonable fear of an employee Extreme stress in an individual’s personal or job life Evidence of chemical dependency An obsession with weapons Observations of threatening behavior Routine violations of company policy or rules Sexual and other harassment of co-workers Destructive behavior Obsession with retaliation after being disciplined—not receptive to criticism Showing little involvement with co-workers—a "loner" unwilling to adjust to agency policies Significant changes in behavior or beliefs Deteriorating physical appearance Showing excessive interest in recently publicized violent acts or violent entertainment Exhibiting paranoid behavior D. Threat Management Teams Agencies should have procedures in place and have personnel trained to respond to threats and acts of violence. Assigned personnel should answer calls when acts of violence or threats are made, investigate incidents, debrief affected employees, offer assistance, and deal with the media and the public. Possible composition of team members: Human Resources Specialists Employee Assistance Personnel Psychologists Safety and Health Specialists Security Personnel Attorneys Facility Management Specialists Public Relations Specialists The training of these teams should include such areas as: Mediation Conflict resolution Listening skills Investigation techniques Diversity awareness Role playing E. Employment Process One way to prevent violence in your workplace is to avoid hiring people who exhibit violent behavior. Past behavior is often a predictor of future behavior. Carefully screen all of your potential new hires. Some ways to accomplish this are: Conduct criminal inquiry with SLED. Thoroughly review experience/reference checks. Review credit and financial reports. Check motor vehicle records. Verify educational records. Question unexplained gaps in employment history. Inquire about the movement of long distances between job locations. Observe "red flag" behaviors (See Section C). F. Termination Process Termination is a very stressful event for all parties. Many employees react angrily to what they perceive is an unfair action by management to end their employment. To alleviate some of the pressures on employees being terminated, consider the following: Prior to termination, assess the employee’s potential for violence in deciding how and when to terminate. Handle the exit interview in a professional but compassionate manner; try to understand the impact of the action on the employee. Clearly explain the reasons for termination. Provide the employee an opportunity to discuss any disagreement with the termination. Provide placement or counseling services whenever possible. II. PROCEDURES A. Reporting Any indicators of potential violence in the workplace must be immediately brought to the attention of appropriate threat managerial team members, supervisors, human resources staff, and security. Suggested considerations: Any employee who experiences or witnesses such acts, conduct, behavior, or communication must immediately contact his supervisor, the human resources department, agency security, or other designated officials. Any supervisor who receives a complaint of violence, threats, or harassment, or who has reason to suspect that these acts or behaviors are occurring, must notify the above designated officials immediately. Upon being informed of an allegation of violence, threat, or harassment, the staff of the human resources department, agency security, or other designated officials will investigate the matter. Upon the conclusion of this investigation, the agency will determine how to respond. The reporting employee will be notified of the outcome of the investigation and the employee will be advised of any corrective or preventive action taken. Appropriate disciplinary action, up to and including dismissal, will be taken in instances of misconduct, as identified by the agency. Employees who knew of information about violence, threats, or harassment, but did not act consistent with this procedure, will be subject to appropriate discipline. An employee will not be retaliated against by the agency for reporting violence, threats, or harassment. B. Recordkeeping/Evaluation A plan to track threats and violent acts and agency efforts to prevent and address them should be kept. Records should be reviewed periodically to aid agencies in developing strategies to prevent workplace violence and to enhance prevention efforts. Important items to record include: Date of the incident Name of the person(s) reporting the incident, their title, work location, and phone number Name of the victim or target of the threat Name, work location, and phone number of the perpetrator Names, phones numbers of witnesses Signed statements from witnesses Detailed summary of the incident Background of victim or target of the threat Background of perpetrator, employment status, history, etc. C. Post-Trauma Crisis Management Long-term problems can develop if posttraumatic consequences are not managed. It is important to address these as soon as possible following an act of violence. Some suggested considerations are: Contact family members as soon as possible. Demonstrate concern and caring for those who have been harmed by the trauma. Report on the condition of the injured through agency communication methods. Set up meetings with those who are affected on a regular basis to debrief them on issues related to the event. Open up communications channels and control rumors. Determine personnel and business requirements in order to restore the agency back to normal as soon as possible. Acknowledge to employees what steps are necessary to get back to normal. Arrange for post-trauma team to return to the workplace on a periodic basis to counsel and debrief employee.

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