- 1. Threat Management (Violence in the Workplace) Presented by
Christina Holbrook April 2003
2. Legal Duty
- OSHA general duty clause ~
-
- Employer shall furnish a (workplace) free from recognized
hazards
-
- Employer shall maintain safe work environment.
-
- Occurs when employer knowingly allows aberrant behavior to
persist (management inaction).
- Negligent retention, hiring, and supervision ~
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- Employers fail to terminate threatening employees or hire
employees who pose a danger to the workforce.
3. Key Elements of a Threat Management Program
- Establish Policy & Procedure
- Form Threat Management Teams
- Conduct Management & Employee Training
- Perform Pre-employment Screening
- Case Management (long-term)
4. Workplace Violence Defined
- At Boeing itsanyincident that could:
- Threaten the safety of an employee, contractor, customer, or
visitor;
- Have an impact on any employees physical or psychological sense
of well-being;
- Cause damage to company property.
5.
- Company downsizing, labor unrest, and layoffs are key
triggering events for WPV incidents.
- Our experience, and Subject Matter Experts (SME) research,
indicates that intervention is essential to mitigate potentially
violent acts.
- External SMEs identify training as key component for an
affective threat management (workplace violence prevention)
program.
Situation Why is this program so important? 6. Acts of Workplace
Violence
- Intimidation and bullying
- Highly aggressive, erratic behavior
- Harassment and verbal threats
- Domestic violence starting, or spilling into the workplace
- Vandalism, sabotage, or arson
- Employee suicides (includes attempts and threats)
7. Whats The Impact?
- The leading cause of death for women at work.
- Over 6 million workers are threatened.
- Over 2 million workers are physically attacked.
- Over 200 workplace suicides.
- SMEs estimate that over half of incidents are unreported.
- Billions of dollarslost in collateral absenteeism and
diminished productivity.
- WPV accounted for 18% of all violent crime from 93-99.
8. Why Isnt Violence Reported?
- Its accepted, expected, and rationalized.
- Lack of confidence in responders.
- Unaware of the value of reporting.
- Fear of retaliation or being blamed.
- Embarrassment, guilt or shame.
9. Workplace Violence Myths
- Workplace violence is committed by people who suddenlysnap
.
- We cant predict or prevent violence.
- I didnt see it, hear it, or know about it. . .
- Most situations will resolve themselves if given enough
time.
10. 11. Results of Fear in the Workplace
- Diminishes work performance and productivity
- Creates stress and anxiety
- Left unchecked, sends the wrong message
12. Violence Is A Process ... CRITICALINCIDENT PERSON
ENVIRONMENT TRIGGERING EVENT 13. This will never happen at my place
of work. Only in the Movies right? 14. Incidents Insert your
companys cases and stats here. 15. Common Pre-Incident
Indicators
- Previous history of violence
- Loner or isolationist behavior
- Emotional problems, mental health issues, and substance
abuse
- Career frustration or disgruntlement
- Antagonistic relationship with others
16. One can not rationalize, irrational behavior. The best
indication of future behavior is past behavior. Is this person
troubled or troubling? 17. PRO-1870 Threat Management procedure
establishes requirement for HR to coordinate and direct
training
- Needed to encourage compliance and participation
SME Deployment Training delivered by Security and HR SMEs with
extensive case management experience
- Training Material & Tools
Threat Management Training Macro Strategy 18. By Bruce
Rosenstein,USA TODAY, June 2002Civility consultant Giovinella
Gonthier delivers an astonishing litany of things, little and big,
that we do to drive each other crazy inRude Awakenings: Overcoming
the Civility Crisis in the Workplace .A former ambassador to the
United NationsShe now is president of Civility Associates in
Chicago, working with companies. Incivility, she stresses, is
related to violence.There has been considerable attention in recent
years on multiple murders in the workplace.A civility program may
help spot potential murderers before they go berserk. It may also
help prevent hiring them at all. She particularly likes Boeing's
Managing Workplace Violence programto create a safe environment.The
company provides training and reinforces it with brochures and
Threat Management Teams that investigate assaults, stalking,
bullying and so on.People planning on violence may think twice,
considering that Boeing defines the workplace broadly, according to
Gonthier:"regular offices, field locations, temporary offices,
parking lots and travel between workplace locations." A civil
office is a safe one 19. If Violence Strikes ...
- Create distance between yourself and the individual.
- Take immediate action to protect yourself by leaving the area
or finding cover.
- Call Security and the Police.
- Always know your location: physical address, building,
column.
- Remain calm. A calm attitude can influence the others
behavior.
20. Boeing is striving to provide a safe workplace environment,
free from actual or perceived threats or incidents of violence.
Assuring a violence-free workplace is everyone's responsibility,
and its for everyones benefit. 21. Christina Holbrook The Boeing
Company (253) 657-9299 [email_address] Question? Call me or send me
a message. Thank you!