Managing workplace violence risk with proper screening, tools, training and protocols

In August, a horrific act of workplace violence occurred at a Manchester, Connecticut business. An employee who had been confronted after he was allegedly documented on video for stealing product opened fire on his co-workers and supervisors. At the end of the event, eight employees and the shooter were dead. An act like this causes both business leaders and employees to review their own circumstances and exposure to this type of risk. Within a day of this event our phone began to ring with inquiries about workplace violence and what could be done to avoid it. Our answer: there is no singular solution to prevent an act. While there are indicators of this behavior, no one can predict human behavior and there is no "specific profile" of a potentially dangerous individual. It is important to remember that even the most respectful environment can experience incidents of workplace violence. Corporate environments may not always be the stressor that leads to the occurrence of an incident. These acts may be committed by an employee's spouse or significant other or even vendors and visitors, anyone of whom may all be experiencing psychological problems, are under the influence of alcohol or drugs, or suffering from other stressors. In order to intervene in a timely and appropriate way, responsible organizations must address many different aspects of risk management to avoid these types of incidents. First, let's level set. Not every workplace violence event is a multiple victim homicide. Each and every day there are events in the workplace that can be rightfully categorized as workplace violence. Events such as but not limited to: bullying, harassment and intimidation can be considered workplace violence or at the very least, unacceptable conduct that can if unchecked ultimately lead to physical violence. ASIS International, the leading professional security organization defines workplace violence as a "broad range of behaviors falling along a spectrum that, due to their nature and/or severity, significantly affect the workplace, generate a concern for personal safety, or result in physical injury or death. Additionally, the workplace setting varies. A home healthcare provider's workplace might be his transport vehicle or a patient home. A taxi driver operates his workplace. Thus, there are different threats and vulnerabilities based upon a worker's job location. A convenience store operator working at 2am by himself probably has a higher general risk of workplace violence than a clerk does in an accounting firm. However, circumstances can quickly change the threat level. Every corporation should have a publicized workplace violence policy to which appropriate attention and training is given. Corporations and smaller businesses must conduct pre-employment criminal and employment screening. Many times, firms hiring people look to a background check as a compliance issue. A good screening conducted with proper interview techniques can avert many issues as historical conduct can preview the potential for workplace violence. A publicized anonymous ethics or compliance reporting mechanism allows for employees who know of non-compliance by others to be reviewed and for appropriate follow up action. In some cases where an employees' "hair goes up on the back of the neck"; they fail to report the feeling or observation for fear that they will subsequently be targeted. Trained managers who observe or are made aware of possible workplace violence offenders must know how to correctly and swiftly address the situation. Failure to do so can result in a negligent retention lawsuit. Managers terminating agitated, confronted or historically vocal employees must be made aware of resources to assist them in evaluating controlling and mitigating potential situations. Companies tuned into their risk management will address their vulnerabilities and create a culture of security compliance every day. Those that have not done so are more exposed, and when a potential situation arises for them they often find it too late to enact good security and safety practices as the threat unfolds. Further, some workplace violence events have occurred years later as the assailant blames his current personal circumstance as a result of an action created by the former employer. You can't easily create an environment which entirely halts workplace violence, however with proper employee screening, administrative tools, training and protocols you can greatly reduce your exposure to it. Michael Wanik, CPP, is vice president of consulting and investigations for SSC, Inc., Shelton, Conn.