Necessary steps management should take to prevent workplace violence "spillover"

Recent economic trends, corporate downsizing and the world situation have resulted in increased levels of stress and uncertainty among employees. As the job market becomes precarious and as competitive pressures mount, behavioral patterns modify. While management continually strives to make their operations more productive and profitable, under any conditions, there is a growing need to address the issues of potential violence in the workplace and workplace violence "spillover." In order to provide a secure work environment, management, supervisors and employees must be assured that not only the hazards from violence will be controlled, but also that management is taking every step necessary to recognize and deal with potential violence indicators. A commitment to employee well being, and security, is good business. Workplace violence is commonly defined as the threatened, attempted or even actual conduct of a person who is likely to imperil the safety and health of a worker. This includes any threatening statements, behavior or harassment that gives a worker sufficient reason to believe that his/her health and safety are at risk. With regard to workplace violence "spillover," workplace violence may be by strangers, clients, and personal relationships commonly referred to as, "domestic and relationship violence in the workplace." Here are some facts from Felix Nater: "Approximately 1.3 million women and 835 thousand men are physically assaulted by an intimate partner each year in the United States." "Domestic violence is the leading cause of injury to women between the ages of 15 and 44 in the U.S., more than car accidents, muggings and rapes combined." "When domestic violence creeps into the workplace the signs that someone is being abused may not be evident and an abused employee may be too embarrassed to come forward and seek help." "But that doesn't mean that there aren't people in the next cubicle who know about it or are experiencing severe mental or physical abuse outside the workplace at the hand of a loved one." "Partnership violence contributes to lost productivity to premature death; Homicide is the #1 leading cause of death for women on the job, and 20% of those were murdered by their partner at the workplace." Places of business must have a management endorsed Workplace Violence Prevention Program. This program must include the physical layout and conditions of the workplace, work organization practices and procedures, controls such as visitor control and after hour's control, provision for personal protection alert devices and training in the appropriate responses. Management must plan strategies to prevent workplace violence incidents and to evaluate their ability and preparedness in the areas of crisis management. It is often difficult even for a trained professional to reliably predict a worker's potential violence, but there are observable indicators of excessive stress that might point to impending, dangerous behavior. Some of these indicators are: inconsistent social behavior, social pressure such as divorce or finances, a sudden decrease in productivity or a need for increased supervision, excessive tardiness, absences or worker's compensation claims, chronic labor-management disputes, drug or alcohol abuse, changes in health or hygiene, more aggressive physical and verbal actions, acts of graffiti, acts of destroying company property, disregard of safety procedures, strained workplace relationships, romantic obsession, excuses, inability to concentrate, notable withdrawal or depression and, of course, a demonstrable negative reaction to an actual or perceived layoff. It is recommended that a Threat Assessment Team comprised of management and employees perform monthly reviews in accordance with an issued Workplace Violence Prevention Manual. There should be clear and open channels of communication to management, to provide outlets to employees who wish to express their professional or personal frustrations as well as serious concerns about domestic violence which may "spillover" into the workplace. Workplace stress does not have to result in employee violence. An employee complaint or suggestion should allow employees to voice their concerns to management without fear of reprisal. It may be a cry for help. There should be employee participation in the process designed to receive workplace violence information and incident reports, facility inspection reports and security problem issues. Identify warning signs, risk factors and work patterns, whether they are apparent stress, disorientation, lack of communications or fatigue. Determine what company contributing environmental factors there might be, if any, such as poor facility lighting, excessive noise levels or over burdening workloads. All unusual or erratic behavior must be documented and there should be prompt and accurate reporting of incidents with and without injury. Your organization must learn how to identify, and deal with, the "angry employee" to the extent of bringing in a trained professional for psychological intervention if necessary. You must learn to recognize the early warning signs of negative behavior, the means of predicting and preventing violent acts, diffusing volatile situations, methods of self-protection and the protection of co-workers, and emergency evacuation planning. For assistance with domestic and workplace violence programs, Safeguards International's workplace violence professionals are prepared to support all property owners and managers, and corporate tenants, by performing violence prevention seminars and preparing in-house violence prevention manuals. Allan Schwartz, CPP is president and CEO of Safeguards International, Inc., Yonkers, N.Y.