Disclaimer
The following is provided as general information on the complex topic of work place violence. It is presented to inform and educate. Premier Consulting Services Inc., assumes no liability for any action taken, or not taken by any party as a result of reading this information. PCSi has waived its copyright on the following and readers are permitted to download and copy this information.

Employer's Take Heed

Last year a disgruntled husband showed up before 7:00 a.m. at his wife's place of work, near Anderson Indiana. Earlier that week she had filed for divorce. With a loaded gun he headed into the unprotected, unsecured office where his wife, and her boss worked and where another person was visiting. He opened fire, leaving two dead and his wife paralyzed from the waist down. He then turned the gun on himself.

In suburban Georgia an unhappy customer of a large brokerage firm walked across the street from the parking garage. He carried with him an arsenal of weapons. As he entered the reception area of the firm he began shooting. The doors were unlocked. The building was not secured. There were no security measures in place. Before he took his own life he killed numerous employees. The motive for his rampage is open for speculation.

The day after Christmas 2000, a distressed software tester working for a company in Boston, allegedly shot and killed seven people including one visitor. It is thought the shooter was distressed over company cooperation with the IRS in a dispute about back taxes. After his shooting rampage he sat down in the reception lobby and waited for police to arrive.

In February of this year a 68 year old former employee of the Navistar plant in Melrose IL. overpowered a security guard, gained access to the plant floor, where he randomly shot eight people, killing four, before taking his own life. He was scheduled to begin a six-month prison sentence the next day for his involvement in a plan to steal from the plant he had worked at for over 25 years. He carried his guns in a golf bag.

Day after day, week after week, year after year, scenes like this one are repeated across the United States. What was once humorously referred to as "going postal" has now spread from big cities to small towns and into every business in America. The feeling is "no one is safe." Local, state and federal leaders and political figures grapple for an answer on how to stop this senseless violence. Yet the familiar scenes of carnage are still with us. You never know when or if the peaceful, quiet, withdrawn guy in the "cubie" down the hall may suddenly erupt without warning and go on a killing spree.

How is an employer to protect him or herself or their employees from these acts of violence committed in the workplace? The answer is both simple and difficult. It requires education, knowledge, being prepared, planning ahead, and most of all accepting that it can happen where you work and it can happen to you. Below are a few facts which we at Premier Consulting Services Inc., hope will help you better understand this perplexing perplexing problem.

1. The fear of a violent episode in the workplace is the number one security concern among executives.

2. Workplace violence is defined as: Any action that may threaten the safety of an employee or impact the employee's physical or psychological well being or cause damage to company property.

The Effects of Work Place Violence:

3. The long-term effects of workplace violence on the employees are:

a. Loss of trust in the employer;
b. Increased turnover;
c. Low morale;
d. Increased stress;
e. Increased worker's compensation claims; and
f. Reduced productivity.

How Much Do You Know?

4. In spite of the number of episodes, generally employers know very little about workplace violence. To test your knowledge take our workplace violence quiz, provided below.

The Stages of Workplace Violence.

5. In general employees who are likely to engage in workplace violence go through three stages which employers can use to identify who might be likely to become violent.

A. Stage One: Employee becomes uncooperative, argumentative, may become belligerent; intimidating; cusses loudly, spreads rumors, and is openly hostile to the organization.

B. Stage Two: Employee makes threats, sends violent messages, talks about hurting others, ("If I get hurt in the next lay off everybody is going to feel my pain."), and may destroy company property.

C. Stage Three: Employee is involved in fights, openly threatens others about getting even, destroys property, talks of suicide or murder. commits murder, rape, arson.

The Warning Signs of Workplace Violence.

6. The warning signs, THE RED FLAGS, of potential workplace violence:

a. Increased belligerence;
b. Ominous threats;
c. Talks about weapons;
d. Obsessive behavior, not letting go of issues and concerns;
e. Angry outbursts;
f. Extreme disorganization;
g. Noticeable changes in behavior; and
h. Comments about homicide or suicide.

What Can You Do?

7. How can you protect your company from violence by current or former employees or unhappy spouses?

A. Secure the premises. Swipe card lock systems are easy to implement and are fairly inexpensive. Establish physical barriers that make entry difficult or cumbersome. One employer uses a revolving bar gate entry system that forces employees to enter single file and does not allow them to enter carrying large items such as golf bags where weapons can be concealed. Have adequate means of escape from the facility. An employee in fear of his or her life should not have to take refuge under a desk as their only means of protecting themselves. They should be able to exit rapidly and easily. Panic bar locks on the interior of emergency exit doors will keep the facility secure from external entrance and allow the employees to exit rapidly. Install panic alarms in strategic locations such as stairwells, reception areas. These alarms sound a shrill siren when struck with the fist or palm of the hand. Practice evacuating the building under emergency conditions.

The Profile of The Violent Employee.

8. The profile of employees who have engaged in violent acts is described below: (Remember this is just a profile. Not every person who matches this profile is going to be violent).

a. White male;
b. Late 20s to mid 40s in age;
c. Has low self-esteem;
d. Has a history of drug or alcohol abuse;
e. Has a previous history of aggression;
f. Engages in romantic obsessions;
g. Is chemically dependent; (remember this may include prescription drugs)
h. Is withdrawn and a loner;
i. Tends to blame others for his problems;
j. Is easily frustrated;
k. Is easily stressed; and
l. Has an obsession or fascination with weapons.

What Else Can You Do?

9. An important factor is to create a work environment that is friendly, polite, cordial. Establish a low tolerance or zero tolerance for harassment in any form. Do not casually dismiss the use of foul language. Insist that employees from the CEO on down to the lowest level be treated with respect, and treat each other with respect.

10. Provide training to your supervisors on the subject of work place violence.

11. Establish a confidential hot line employees can use to confidentially inform someone of their concerns and fears about other employees. Follow up on those concerns. Check, make sure. An ounce of prevention is worth a pound of cure.

For more information or assistance from one of out professional staff on this complex and frightening issue contact us. We hope this helps. Good luck.

How Much Do You Know? --- A Workplace Violence Quiz

1. Once an employee commits a violent act at work s/he loses all his or her rights as an employee.
T. F.

2. There are no warning signs that indicate if an employee might suddenly become violent.
T. F.

3. Drug and alcohol use and abuse are indicators of the potential for work place violence.
T. F.

4. Running a tight ship and being stern is the most effective way to prevent workplace violence.
T. F.

5. Often times poor management practices "triggers" an increase in workplace violence.
T. F.

6. One of the most effective ways to prevent work place violence is effective hiring and screening practices.
T. F.

7. Acts of sexual, racial or ethnic harassment are not examples of work place violence.
T. F.

8. The leading cause of death in the work place for women is work place violence.
T. F.

9. If employers train their employees about work place violence they run the risk of encouraging a violent episode.
T. F.

10. Training supervisors on the subject of work place violence has been shown to be an effective deterrent.
T. F.

Answers: 1. False. 2. False. 3. True. 4. False. 5. True. 6. True. 7. False. 8. True. 9. False. 10. True.

To learn more about how PCSi can help you and your company with this complex and frightening issue contact us

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