Post on 31-Dec-2015
description
Workplace Violence:What To KnowWhat To Do
William McPeckDirectorEmployee Health and SafetyMaine State Government
The Perspective I Bring
Social worker with EAP specialization Maine State Fire Marshal’s Office
Investigated fires, explosions and arsons Trained in criminal profiling Trained in threat assessment Instructor in non-violent crisis
intervention
What Is Workplace Violence? Workplace violence
Any act of physical violence – overt aggression Homicide, physical and sexual assault
Workplace aggression – emotional toll Expressions of hostility
Gestures, facial expressions and verbal assaults Threats of physical violence Harassment, intimidation, bullying
Ostracism/shunning Obstructionism
Passive/aggressive behaviors that impede job performance or achievement of organizational objectives
Source: Joel Neuman, Journal of Management, May/June, 1998
Workplace Violence Can…
Be inflicted by a stranger with criminal intent, or
Be inflicted by an abusive Employee, supervisor or manager Client, patient or customer Former employee, manager or supervisor Family member or significant other
Workplace Violence Can…
Affect or involve Employees Visitors, customers, patients or clients contractors
Why the Increase in Workplace Violence?
Increase in societal tolerance of violence Acceptance of violence as a form of
communication Increased accessibility to weapons Less control over work environment Lack of careers, commitment and loyalty
Job vs. career Downsizing, Reengineering
Do more with less Loss of middle management
Why the Increase in Workplace Violence? (con’t)
Substance abuse Psychological factors
Increasing stress Breakdown of support systems
Nuclear families Extended families Sense of neighborhood/community
Change The increasing pace of change Ability to cope with pace of organizational
change
Why the Increase in Workplace Violence? (con’t)
Insatiable electronic media demands 24/7 TV news The Internet
Government and government workers easy targets for angry citizens Changes in government benefits and
services Entitlement philosophy
How Big Is The Problem?
Source of the statistics needs to be kept in mind
Two general sources of data Crime statistics Occupational injury statistics
OSHA Bureau of Labor Statistics Annual Survey National Traumatic Occupational Fatalities
Surveillance System - NIOSH
How Big Is The Problem? Nationally
1 million individuals are the victim of a violent workplace crime each year (BJS)
This represents 15% of all violent crimes committed annually in America (BJS)
The 1998 National Crime Victimization Survey estimates some 2 million American workers are victims of workplace violence each year.
(Source: Bureau of Justice Statistics, 1994)(Source: National Crime Victimization Study – 1998)
How Big Is The Problem? Nationally (con’t)
1980 – 1989 nearly 7,600 U.S. workers were victims of homicide in the workplace
Approximately 12% of all deaths from injury in the workplace
Causes of death in the workplace #1 Motor vehicle #2 Machinery #3 Homicide
(Source: NIOSH, 1993)
How Big Is The Problem? Nationally (con’t) Workplace Homicides
@7,600 1980 – 1989 (NIOSH, 1993) 1,080 in 1994 (BLS) 860 in 1997 (BLS) 645 in 1999 (BLS)
Overall workplace homicide has remained the third most frequent cause of fatalities in the workplace
How Big Is The Problem?
Nationally (con’t) 1997, Percent of Work-Related
Homicides by Type Type 1 Criminal Intent – 85% Type 2 Customer/Client – 3% Type 3 Co or Past Worker – 7% Type 4 Personal Relationship – 5%
(Source: BLS)
How Big Is The Problem?
Nationally (con’t) From 1980 – 1989, workplace homicide
was the leading cause of fatal occupational injury for women (NIOSH, 1993)
In 1999, workplace homicide was the second leading cause of fatal occupational injury for women (BJS)
How Big Is The Problem?
Nationally (con’t) Victims of Workplace Violence 1992 –
1996 73.6% Simple Assault 19.7% Aggravated Assault 4.2% Robbery 2.5% Rape and Sexual Assault 0.05% Homicide
Source: National Crime Victimization Study - 1998
How Big Is The Problem? Nationally (con’t)
Fully 99.8% of the victims of workplace violence survive the assaults they experience
Source: Joel Neuman, Journal of Management, May/June, 1998
This doesn’t make the experience any less traumatic!
How Big Is The Problem? Nationally (con’t) Average number of violent non-fatal
victimizations in the workplace, 1992 – 1996,by selected occupations Retail - @285,000 Law Enforcement – @240,000 Teaching - @135,000 Medical - @130,000 Mental Health - @ 75,000 Transportation - @ 65,000
Source: University of Iowa, Injury Prevention Research Center, February 2001
How Big Is The Problem?
Maine’s Experience (Source: Bureau of Labor Statistics)
Disabling Cases 1997 144 cases 1.1% 1998 164 cases 1.3% 1999 218 cases 1.3%
Maine State Government Employees Mental health workers Correctional workers Law Enforcement personnel
Who Commits Workplace Violence?
80% committed by males 40% committed by complete
strangers 35% committed by casual
acquaintances 19% by individuals well known to
victim 1% by relatives of the victim(Source: Bureau of Justice Statistics, 1994)
Weapons Used
WORKPLACE HOMICIDES, 1990-1989 Guns – 75% Knives etc. – 14% (Source, NIOSH, 1993)
In 62% of the violent crimes the perpetrator was not armed; in 30% of the violent crimes the perpetrator was armed with a handgun (Source: BJS, 1994)
Where Did The Incidents Occur?
61% in private companies 30% in government agencies 8% involved self-employed individuals(Source: BJS, 1994)
What Does Workplace Violence Cost?
The Economics of Workplace Violence Three most affected areas are:
Costly litigation Negligent hiring Negligent retention Negligent supervision Inadequate security
Lost productivity > 80% for 2 weeks post incident
CISD, investigations, PTSD Increased turnover Decreased morale
What Does Workplace Violence Cost?
The Economics of Workplace Violence (Continued) Damage Control
Tangible Customer buying decisions
Intangible Media exposure Community relations Corporate image
(Source: Workplace Violence Research Institute)
What Does Workplace Violence Cost?
Estimated that some 500,000 employees miss 1,751,000 days of work annually or 3.5 days per incident
This missed work equates to approximately $55 million in lost wages
(Source: BJS, 1994)
Classifications of Workplace Violence
Type I Criminal Intent Type II Customer/Client Type III Worker-on-Worker Type IV Personal Relationship
Source: University of Iowa, Injury Prevention Research Center, February 2001
Classifications of Workplace Violence
Type I – Criminal Intent Perpetrator has no legitimate
relationship to the organization or its employees
A crime is usually being committed in conjunction with the violence Robbery, shoplifting, criminal trespassing
Classifications of Workplace Violence (con’t)
Type II – Customer/Client The perpetrator has a legitimate
relationship with the organization – The recipient or object of services provided by the affected workplace or victim
This category includes customers, clients, patients, students, inmates, etc.
Classifications of Workplace Violence (con’t)
Type III – Worker-on-Worker The perpetrator is an employee or past
employee of the organization who attacks or threatens fellow past or present employees
May be seeking revenge for what is perceived as unfair treatment
Includes employees, supervisors and managers
Classifications of Workplace Violence (con’t)
Type IV – Personal Relationship The perpetrator usually does not have a
legitimate relationship with the organization, but has or has had a personal relationship with the intended victim
May involve a current or former spouse, lover, relative, friend, or acquaintance
Domestic violence carried out at the workplace The perpetrator is motivated by perceived
difficulties in the relationship or by psychosocial factors that are specific to the perpetrator
What Are Possible Risk Factors?
Exchange of money with the public Working alone or in small numbers Working late night or early morning Working in high crime areas Guarding valuable property or
possessions Working in community settings
(e.g. taxicab drivers, retail clerks, police)
What Are Possible Risk Factors? (con’t)
Where alcohol/drugs sold or dispensed
Exposure to unstable or volatile persons? (e.g. health care, social services, criminal justice settings)
Employees deciding on benefits, or in some way controlling a person’s future, well-being or freedom? (Such as a government agency does)
(Source: NIOSH)
Conditions Allowing Workplace Violence
Individual Characteristics Precipitating Events or Conditions System Characteristics
Source: Workplace Solutions, 1997
Conditions Allowing Workplace Violence (con’t)
Individual Characteristics Paranoid personality and thinking Drug and/or alcohol problem Life stressor – divorce/separation, illness,
helplessness, loss or control, isolation
Conditions Allowing Workplace Violence (con’t)
Precipitating events or conditions Termination Job changes Harassment by co-workers or supervisors
Conditions Allowing Workplace Violence (con’t)
System Characteristics Not recognizing or ignoring early warning
signs Indifference to the needs of employees Poor management of downsizings,
terminations and accidents Punishing or terminating impaired or
deviant employees Poor or non-existent communication
between labor and management
Conditions Allowing Workplace Violence (con’t)
System Characteristics (con’t) Information that could signal problems is
not shared Lack of commitment and involvement by
top management
Indicators of Potential Workplace Violence
Intimidating, harassing, bullying, belligerent or other inappropriate and aggressive behavior
Numerous conflicts with customers, co-workers or supervisors
Bringing a weapon to the workplace (unless job related)
Making inappropriate references to guns
Indicators of Potential Workplace Violence (con’t)
Making threats or idle threats about using a weapon to harm someone
Making statements showing a fascination with incidents of workplace violence
Making statements indicating approval of the use of violence to resolve a problem
Indicators of Potential Workplace Violence (con’t)
Making statements indicating the identification with perpetrators of workplace homicides
Statements indicating desperation over family, financial or other types of personal problems
Statements about contemplating suicide
Indicators of Potential Workplace Violence (con’t)
Direct or veiled threats of harm Substance abuse Extreme changes in normal behavior
Source: U.S. Department of Agriculture, 1998
Profile of the Most Likely Type III Perpetrator
A male, aged 25 to 40 years Has a history of violence Tends to be a loner Owns several weapons Has requested some form of
assistance in the past Exhibits frequent anger Has a history of conflict with others
Profile of the Most Likely Type III Perpetrator (con’t)
Has a history of family or marital problems After periods of verbalizing anger, will
become withdrawn Is paranoid Exhibits self-destructive behavior such as
alcohol and/or drug use
Remember, don’t take profile too literally
Source: www.svn.net/mikekell/v3.html
Behavior Warning Signs of Potential Violence and Their Probability of
Occurrence
Male (80% or better) White (75% or better) Working age (90% or better) Will display one or more of the
following behaviors (90% or better) A history of violence Evidence of psychosis Evidence of abnormally strong sexual
desire (erotomania)
Behavior Warning Signs of Potential Violence and Their Probability of
Occurrence (con’t)
Evidence of drug and/or alcohol dependence
Evidence of depression and withdrawal A pattern of pathological blaming Evidence of impaired neurological
functioning An elevated frustration level An interest/fascination in weapons Evidence of a personality disorder
Behavior Warning Signs of Potential Violence and Their Probability of
Occurrence (con’t)
Unexplained increase in absenteeism Noticeable decrease in attention to
appearance and personal hygiene Has a plan to “solve all problems” Resistance and over reaction to changes
in policies or procedures repeated violations of the organization’s
policies
Behavior Warning Signs of Potential Violence and Their Probability of
Occurrence (con’t) The following behaviors are commonly exhibited, but
have an uncertain probability: Will vocalize or otherwise act out, violent
intentions prior to committing a violent act Over a sustained period of time, will exhibit
behaviors that are interpreted as insignificant, strange, bizarre or threatening by coworkers and supervisors
Remember: These are general guidelines.Exceptions will always occur
Source: Workplace Violence Research Institute
Preventing Workplace Violence
Three general approaches to prevention Environmental Administrative/Organizational Behavioral/Interpersonal
Source: University of Iowa, Injury Prevention Research Center, February 2001
Preventing Workplace Violence (con’t)
Environmental Adequate inside and outside lighting Secure entrances and exits Security hardware
Turnstiles Key cards Smart cards Biometric systems
Physical barriers
Preventing Workplace Violence (con’t)
Environmental (con’t) Metal and Explosives Detectors Security Forces
Uniformed vs. Business Attire Armed vs. unarmed
Specialized customer/client meeting rooms
Other engineering controls
Preventing Workplace Violence (con’t)
Administrative/Organizational Programs
Workplace Violence Plan Threat Assessment Team EAP
Policies Harassment Workplace violence SOPs
Preventing Workplace Violence (con’t)
Administrative/Organizational (con’t) Hiring and Termination Practices
Hiring Corroborate information on applications/resumes
(42% contain intentional misstatements of material facts)
Interview – Use of open-ended questions Looking for a pattern of aggressive behavior
Conduct background investigation Firing
Consider the possibility of violent response Plan out – script out the procedure
Preventing Workplace Violence (con’t)
Administrative/Organizational (con’t) Work Practice Controls - Work practices
aimed at maintaining a safe working environment – Written procedures and guidelines
Preventing Workplace Violence (con’t)
Behavioral/Interpersonal Changing employee attitudes toward security – It
won’t happen to me Staff training – Train staff to anticipate,
recognize and respond to conflict and potential violence in the workplace Personal security techniques Non-violent crisis intervention techniques De-escalation techniques Communication techniques How to report violent, inappropriate, disruptive
or threatening behavior
Preventing Workplace Violence (con’t)
Supervisor/manager training – in addition to the staff level training, supervisors and managers should receive training in: Creating a positive work culture/climate
that supports employees Developing skills for displaying compassion,
concern and support for employees – employee trust is critical
How to best utilize the EAP
Preventing Workplace Violence (con’t)
Supervisor/manager training (con’t) Performance management Administering progressive discipline Contract management/grievance
handling Employee counseling/coaching
Special Considerations For Managers/Supervisors
What are the workplace violence risks at the worksites you run?
Indicators that employees need immediate intervention Excessive tardiness or absences An increased need for supervisory attention or
supervision Reduced productivity Inconsistent work habits Strained workplace relationships
Special Considerations For Managers/Supervisors (con’t)
Inability to concentrate Violation of safety procedures
New, sudden involvement in accidents or violations
Changes in health or hygiene Unusual or sudden behavioral change Fascination with weapons Alcohol and/or drug abuse
Anonymous, confidential screening 1-877-788-4173
Special Considerations For Managers/Supervisors (con’t)
Stress Excuses and Blaming Depression
Anonymous and confidential screening 1-877-788-4173
Responding to Workplace Violence
Facility Emergency Action Plan Threat Assessment Team Emergency Response Team CISD EAP and Behavioral Health Services Media Contact Organizational Recovery/Continued
Operation Plan
Special Issues for Field Forces
Need to develop specific safety guidelines to employee’s specific situation and the problems they are likely to encounter
Preparation of daily work plans/itinerary (e.g. flight plan)
Maintaining periodic contact throughout their tour of duty
Special Issues for Field Forces (con’t)
Use of a buddy system Need to recognize potentially
dangerous situations ahead of time, so back-up can be secured/started or a strategy implemented so the employee does not go in alone
Source: U.S. Department of Agriculture, 1998