1. Violence in the Workplace
How to Prevent and Defuse for Supervisors
Slide Show Notes
In this training session, we will discuss violence in the workplace and how it affects us.
While fortunately, workplace violence is a relatively rare occurrence, we must always be fully prepared to deal with it in a way that protects us all from harm.
You play an important role in preventing violence, recognizing potential threats, defusing violent situations, and training employees to follow proper security procedures.

2. Session Objectives You will be able to:
Identify the causes of workplace violence
Spot the signs of potential violence
Follow required security procedures
Respond effectively to violent acts
Recognize and respond to terrorist threats
Slide Show Notes
The objective of this training session is to help you deal effectively with workplace violence. At the end of the training session you will be able to:
Identify the causes of workplace violence;
Spot the signs of potential violence;
Follow required security procedures;
Respond effectively to violent acts; and
Recognize and respond to terrorist threats.

3. Session Outline The risks of workplace violence
Factors that contribute to violence
Symptoms of impending violence
Security measures to prevent violence
Proper response to violent incidents
Proper response to terrorist threats
Slide Show Notes
In this session, we will discuss:
The risks of workplace violence;
Factors that contribute to violence;
Symptoms of impending violence;
Security measures to prevent violence;
Proper response to violent incidents; and
Proper response to terrorist threats.
Make sure you know your organization’s violence prevention policy.
Review your organization’s violence prevention policy and ask trainees if they have any questions about it.

4. Sources of Violence Employees Former employees Customers
Other outsiders
Criminals
Terrorists
Slide Show Notes
In addition to giving you the tools to combat workplace violence, this session will heighten your awareness of the problem and focus attention on possible sources of violence. For example, sources of violence may include:
Employees;
Former employees;
Customers;
Other outsiders, such as vendors, delivery people, friends and partners of employees, and ex-spouses;
Criminals, such as thieves, muggers, or rapists, who could also use violent methods to achieve their goals in or around your facility;
And finally, terrorists—although for most companies like ours, the risk of terrorist attack is slight.
Ask trainees if they have ever had an experience with workplace violence. Maintain confidentiality. Who was the source of the violence? How did they handle the situation? How was it resolved? What did they learn from the incident?

5. Who’s Affected by Violence?
Victims
Witnesses
Co-workers
Customers and others
Slide Show Notes
Everyone is affected by workplace violence, not just the victims. That’s why it’s important for employees to talk about a violent incident and, if necessary, recommend professional assistance for people who have trouble coping. Follow these guidelines:
Be patient and understanding with victims of violence. They may not “bounce back” immediately into their normal working routine.
Realize that witnesses to crimes can also have emotionally stressful reactions to what they’ve seen. Be sensitive to witnesses who may be more on edge or distracted than usual.
Even co-workers who are not involved in an incident and do not witness it can be troubled if their friends and co-workers are affected. This applies to your colleagues as well as your employees.
Finally, remember that customers and others such as vendors or delivery people may witness violent incidents in your workplace, and they may seek reassurance that they will be safe in the future when they come to your facility.

6. Encounters with Violence
1/6 of violent crimes occur in the workplace
Violence is the second leading cause of workplace deaths
18,000 are assaulted at work each week
Violence costs industry millions a year
Some employees face higher risks
Slide Show Notes
Ours is a violent society, and some of that violence finds its way into the workplace. Consider these facts:
One-sixth of violent crimes occur in the workplace. There are over 1.5 million incidents a year.
Violence is the second leading cause of workplace deaths. Three workers die each day. Guns are involved in 80 percent of deaths.
As many as 18,000 people are assaulted at work each week.
Violence costs American industry millions in lost productivity, legal fees, and other related expenses every year.
And, certain types of jobs pose a higher risk for violence, including those where employees handle cash, work alone, work late-night or early morning hours, work in high-crime areas, guard valuables, or work in community settings.
What high-risk jobs do you have in your workplace? What special precautions do you take to protect employees in these positions?
Ask trainees to identify high-risk jobs in their departments and among their employees. Have them describe the special precautions they take to protect these employees.

7. Triggers of Violence Layoff Firing Bad behavior warning
Poor performance review
Conflict with co-worker
Slide Show Notes
Employee-related violence in the workplace is caused when someone reacts to a trigger in a violent manner. These triggers can be related to the workplace. For example:
When a business struggles and needs to have a layoff, affected employees can react violently.
Employees who are fired for disciplinary or other reasons can also become violent—either at the time of firing or later.
Current employees who are warned about bad behavior may have a negative and violent reaction.
Employees who receive a less-than-satisfactory performance review may take exception in a physical manner, as may some who do not receive the promotion or raise they expected.
Finally, conflicts among employees can sometimes escalate into violent behavior.
Make sure you understand and follow your organization’s security procedures for handling these incidents, including exit interviews, denying access to computer files, or escorting former employees off the premises.
Ask trainees to describe tense situations connected with discharge or layoff of employees. Maintain confidentiality. How did they handle these situations? Then review security procedures to be followed in these cases, such as exit interviews, denying access to computer files, or escorting former employees off the premises.

8. Triggers of Violence (cont.)
Domestic violence
Disputes with ex-partners
Alcohol or drug abuse
Emotional problems
Financial difficulties
Slide Show Notes
Personal problems can also turn into violence at work from either employees themselves or from their contacts outside of work. For example:
This can include cases of domestic violence in which either the employee overloads emotionally into a violent work incident or an abuser follows the employee to work and causes a violent act.
Ex-partners can create violent problems at work.
Employees with drug or alcohol problems can cause unsafe working conditions as well as becoming violent.
Emotional problems brought on by stress or mental illness can also lead to workplace violence.
And, financial difficulties can lead to great stress for employees, which can then lead to violent outbursts.
Ask trainees to share incidents of workplace violence that resulted from personal problems of an employee or someone connected to the employee, such as a former partner or abusive partner. Maintain confidentiality.

9. Triggers of Violence (cont.)
Customer interactions
Robberies, muggings, other crimes
Random acts of violence
Slide Show Notes
Sometimes workplace violence is the result of interactions with other outsiders, such as angry or disturbed customers.
Violence can erupt during the course of robberies, muggings, rapes, vandalism, etc., that can occur in parking areas, just outside your facility, or even inside the facility if it is penetrated by criminals. Employees whose jobs take them on the road are particularly susceptible to these types of assaults.
And, unfortunately, in this day and age, random acts of violence perpetrated by drugged, deranged, or vicious people can also lead to incidents of work-related violence.

10. Background on Violence
Questions?
Slide Show Notes
Do you understand the sources, costs, and causes of workplace violence? Now it's time to ask yourself if you understand the information presented so far.

11. Spot the Signs Of potential for violence: Threatening to get even
Blaming others
Talking about violence or weapons
Holding grudges
Slide Show Notes
In this part of the session, we’ll look at how to identify and respond to threats of workplace violence. In order to respond effectively to violent incidents, you must first be able to recognize the signs. Look for these potential threats of violence:
Co-workers, clients, or customers who threaten to get even;
People who start blaming others for problems;
People who talk excessively about violence in the news, in the movies, on TV, or about weapons; and
People who hold grudges.

12. Spot the Signs (cont.) Of immediate threat: Threatening words or moves
Raising voice level
Abusive language
Slide Show Notes
Also, be aware of these immediate threats:
Co-workers, clients, or customers who make verbal threats or threatening moves;
People who raise their voices; and
People who begin using abusive language.
Make sure you know and follow your organization’s procedures for reporting potential or immediate threats and violent incidents.
Discuss procedures for reporting threats or violent incidents.

13. First Response Do: Remain calm Show respect Focus on problem
Alert co-workers
Report the incident
Slide Show Notes
When you notice signs of potential violence, take immediate steps to defuse the situation.
Here’s what to do:
Remain calm. Continue to speak in a moderate tone of voice.
Show respect to people even when they become upset.
Focus on the problem by asking for details about the situation and going over possible solutions.
If you still feel the person may become violent, alert a co-worker or colleague with a prearranged danger signal.
Finally, report the situation immediately according to established procedures if things threaten to get out of control.

14. First Response (cont.) Don’t: Argue or raise your voice
Mimic an angry person’s behavior
Slide Show Notes
Here’s what not to do:
Never argue with an agitated person or tell them they’re wrong to be upset.
And, never raise your voice or mimic the angry person’s behavior. This will only escalate the situation and make it worse.
Role-play an interaction between a supervisor and an angry and abusive employee.

15. Know Security Measures
Cameras, silent alarms
Locks, coded entry
Lighting
Reporting procedures
Conflict resolution training
Counseling
Slide Show Notes
You and your employees need to know and regularly practice the following security measures:
Make use of security cameras, silent alarms, and other security equipment. Know where these devices are and how to activate the silent alarm.
Keep locked doors locked. Don’t give out the entry codes to anyone not authorized to enter your workplace.
Keep to well-lit areas, especially when working alone or after hours. Report any broken lighting immediately.
Use established procedures for reporting problem behavior.
Participate in any conflict resolution training the company offers to help you deal with agitated people.
And, encourage employees who are feeling stressed to take advantage of counseling services offered by the organization.
Make sure you know what kind of assistance your organization offers through the employee assistance program so that you can offer the appropriate counseling options to employees.
Remind trainees of assistance available to stressed employees through the organization’s employee assistance program and explain how to refer employees for counseling.

16. Follow Security Procedures
Report strangers
Escort visitors
Wear ID
Lock valuables
Report missing items or signs of break-in
Use danger signal
Slide Show Notes
You and your employees should also follow these security procedures:
Report to the proper authority any strangers you see anywhere in the building or hanging around outside the building.
Make sure visitors are escorted the entire time they’re on the premises.
Wear your required identification wherever appropriate.
Lock valuable items, such as purses and wallets, in your desk or locker.
Report any missing items or signs of a break-in immediately. Cooperate with the investigation.
Finally, if applicable, use the prearranged danger signal to alert someone in your immediate vicinity of imminent danger.
Make sure you know and follow all of your organization’s security procedures. Make sure the employees you supervise do as well.
Ask trainees to explain what they would do if they discovered that security equipment wasn’t working or found signs of a break-in. Discuss those issues and other key violence-related points about your company’s security policy.

17. Work Safely After Hours
Let people know
Avoid being alone
Stay near phones
Lock office door
Slide Show Notes
Working after hours places you and your employees at heightened risk of violence. Follow these guidelines to stay safe after hours:
It’s very important for you and your employees to let people know that you will be working outside of your normal shift, whether you come in early or stay late. Let the security officer know you’re on the premises and where you’ll be, especially if you won’t be in your normal workspace. It’s also a good idea to let someone at home know.
Avoid being alone in the building, if at all possible.
Stay near a phone, especially if you have to be alone for any length of time.
And, lock the door to your office, especially if you are alone in the building.
Make sure you and your employees know what to do if you see a stranger wandering the halls after hours.
Ask trainees to describe what they would do if they saw a stranger wandering the halls after hours.

18. After Hours Work Safely (cont.)
Let security know when you leave
Walk out with someone
Check car before getting in
Sit near driver on public transportation
Slide Show Notes
Also, let security know when you leave, and let someone at home know that you’re on your way.
Try to leave at the same time as someone else so that you can walk out together.
Check your vehicle inside and out before you get in. Make sure no one is in the back seat or hanging around the side opposite you. Lock the doors once you’re inside.
Finally, sit near the driver on public transportation.
Make sure you and your employees know and follow after-hours work policies and security issues, such as what time the security guard leaves and when the overnight alarm is activated.
Review after-hours work policies and discuss security issues related to working after hours, such as what time the security guard leaves and when the overnight alarm is activated.

19. Personal Security Keep vehicle doors locked
Walk in busy, well-lit areas
Walk purposefully
Make eye contact
Check your surroundings
Slide Show Notes
You and your employees should also make personal security a habit when you are coming and going from the facility or traveling on business. Remind employees of these personal security measures:
Keep vehicle doors locked—both while driving and whenever you leave the vehicle.
If you are walking, choose busy, well-lit areas.
Walk like you know where you’re going. Act comfortable with and familiar in your surroundings.
Make friendly eye contact with people near you.
And, check the personal space around you to be alert for muggers or others who could threaten your safety.

20. Personal Security (cont.)
Go into store if you’re followed
Carry only the money you need
Divide valuables on your person
Carry items close to your body
Check your vehicle before entering
Slide Show Notes
If you feel that your personal space is being invaded or that you are being followed, go into a well-lit, busy store.
Carry only the amount of money you need.
Divide any valuables you’re carrying into different pockets, money pouches, etc.
Carry visible items, such as purses, briefcases, or computers, close to your body to deter robbers from snatching and running.
Finally, check your vehicle before entering it. Make sure no one is hiding under or inside it.
Ask trainees to tell about any incidents of violence that either they or their employees have experienced coming and going from work or while on the road for business reasons.

21. Background Checks Prevent violent employees from entering workforce
Conduct checks for a legitimate business interest
Use the job application
Avoid negligent hiring claims
Slide Show Notes
Background checks are more important than ever in the effort to identify and prevent violent employees from entering the workforce.
You don't have to do background checks for everyone, but the reasons for doing background checks—or not doing them—should be related to legitimate business interests. For example, if your company has 120 employees, 60 of whom enter customers’ homes to conduct repairs and 60 of whom are office workers, you may have a legitimate reason for conducting background checks for only the repair workers. But if you conduct a background check for one repair worker, you must investigate all of them.
Start with the job application. Unexplained gaps in an applicant’s life or work history may indicate an issue that requires further investigation. Gaps in an applicant’s history also make a criminal check difficult since any reference point for where that person lived, worked, or went to school does not exist.
Finally, employers that fail to investigate the background of an applicant who’s hired for a risk-sensitive position may be liable for negligent hiring or retention if the employee is later involved in harmful misconduct or illegal activities. Punitive damages for those cases can run into millions of dollars.

22. Progressive Discipline
Puts employee on notice, reducing likelihood of violence
Object is to notify, punish appropriately, and reform employee
Steps usually include:
Informal/oral notice
Written notice
Suspension
Termination
Slide Show Notes
In some instances, violent outbursts may be avoided by giving an employee proper notice of any performance or behavioral issues through progressive discipline.
The object of progressive discipline is to put the employee on notice that his or her behavior is not acceptable, make the punishment fit the crime, and to get the employee to reform.
If the employee will not change his or her ways, the progression works up to dismissal. The steps usually progress in the following way:
Informal meetings and oral reprimands;
Written deficiency notices, including formal evaluation conferences documented by written records and/or unsatisfactory performance evaluations;
Suspension without pay; and
Termination.

23. Employee Grievances Effective procedures resolve conflict:
Verbal discussions with supervisor
Written explanation from supervisor
Written decision from personnel department
Appeals
Slide Show Notes
Unionized workplaces have established procedures for addressing employee grievances. However, in the nonunion environment, you will be called on to address employee grievances appropriately and effectively in order to resolve conflict and reduce the likelihood of any violent behavior. A typical grievance system might include the following steps:
Verbal discussion with supervisor. As a general rule, you should encourage resolution at the supervisory level. After all, the supervisor and the employee are the ones who must live with the decision. Employees should be required to bring complaints to the attention of the supervisor first.
Written explanation from supervisor. If the employee-supervisor discussion does not settle matters, the employee’s next step is to present the supervisor with a written grievance. In this case, it is best to have a standard form for employees to use. The supervisor would be required to respond in writing.
Written decision from personnel department. The next step would be a written grievance filed with the personnel manager. He or she would be required to answer, in writing, within a set number of days.
The final piece of an effective grievance procedure is the ability to appeal. A procedure that allows for an appeal gives the program real credibility in the eyes of employees. Appeal to an impartial outsider would probably be the ideal way to handle appeals.

24. Termination Meetings Choose an office near an exit
Minimize furniture and other objects in the room
Request security personnel
Obtain a restraining order, if necessary, after a termination
Slide Show Notes
Employee terminations can be potential sources of violence, whatever the reason for the discharge. Whenever you must discharge an employee for violent behavior, follow these steps:
Choose an office near an exit in which to conduct the termination.
Minimize the furniture and other objects in the room.
Request that a security person be present or nearby.
And finally, obtain a restraining order that bars the person from company premises after a termination, if necessary.

25. Violent Confrontations
Don’t resist a robbery
Try to fight off physical assault
Report the incident
Don’t clean up until you’ve been examined
Deal with your reaction
Slide Show Notes
Make sure you and your employees know how to respond if confronted by a violent person. Review these tips with them:
In the case of a mugging or theft, where personal property is at stake and the assailant does not intend to do physical harm, don’t resist. Give over your valuables and let the person go.
However, in cases of physical assault or kidnapping, try to fight the assailant off or scream for help.
Immediately report the incident to the proper authorities. Answer questions from investigators as thoroughly as possible.
If you’re physically injured, don’t clean up or change clothes until you’ve had a medical examination.
Finally, deal with your emotional as well as physical well-being after the incident. Don’t ignore or stifle stressful or fearful feelings associated with the event. Avail yourself of professional assistance if you feel the need.

26. Action Against Violence
Questions?
Slide Show Notes
At this point, be sure you understand how to take action against workplace violence, including:
Spotting signs of potential violence;
Responding to potentially violent people; and
Taking proper security measures to prevent violence.

27. Terrorist Threats Likely strikes Potential targets Slide Show Notes
In this part of the session, we’ll look at how to deal with terrorist threats. Whatever symbolic or political motivations were behind them, the terrorist attacks of September 11, 2001, occurred in workplaces and endangered employees in both the private and public sectors who worked in the World Trade Center or the Pentagon. And the reasons those workplaces were chosen applies to possible terrorist attacks today. For example:
Companies located in high-profile buildings or skyscrapers are likely targets, as are those in any government buildings. Chemical-processing facilities and utility companies are also likely targets.
Within a company, potential targets include:
Personnel;
Chemical storage and processes;
Air-handling systems;
Electrical power systems;
Computer, telephone, and other communication systems;
Water supplies;
Building lobbies; and
Loading docks.

28. Cyberterrorism Company measures Employee practices Firewall
Virus protection
Employee practices
Never install unlicensed software
Delete suspicious
Never reveal passwords
Avoid illegal websites
Slide Show Notes
Cyberterrorism is one possible means of terrorist attack. Why?
Because computer networks are extremely useful in business, which make them extremely effective targets for terrorists who want to disrupt the economy.
For this reason, companies install firewalls that guard against unwanted activity inside the network.
They also employ virus protection systems and keep these systems up to date to guard against hackers.
You and your employees can keep the network safe by:
Never installing unlicensed or pirated software;
Deleting suspicious s—especially those with attachments;
Never revealing computer passwords and by changing them frequently; and
Avoiding improper or illegal websites and downloads.
Make sure you and your employees understand your organization’s computer security policies and procedures.
Discuss your organization’s computer security policies and procedures.

29. CBRN Chemical agents Biological agents Radioactive weapons
Nuclear strikes
Slide Show Notes
Terrorists can also strike using CBRN weapons—that is, chemical, biological , radioactive, or nuclear weapons. These weapons could be released using small aerosol devices, crop-dusting planes, ventilation systems, or bombs. Food and water systems can also be poisoned with these agents. Here are the specifics of CBRN weapons:
Chemical agents include nerve gases, mustard gas and other blistering agents, cyanide gas, and phosgene.
Biological agents include anthrax, botulism, smallpox, ricin, viral hemorrhagic fevers, salmonella (including Ebola and Marburg), and E. coli.
Radioactive weapons include dirty bombs that scatter radioactive materials and expose people to radiation levels that increase their risk of cancer.
And, nuclear weapons include bombs that kill people in the explosion and through radioactive exposure.

30. Mail Suspicious letters Unexpected packages Don’t open
Place in plastic container
Isolate it from everyone
Report it
Unexpected packages
Report unattended objects
Look for bad or missing addresses, oily stains, lopsided shapes
Slide Show Notes
Terrorists can attack through the mail in various ways. Anthrax is one biological agent that has been sent in envelopes. Here’s how to stay safe when handling pieces of mail:
If you receive an envelope you feel may be contaminated:
Don’t shake it or open it; if powder has spilled, don’t clean it.
Put the envelope in a plastic bag or container, or cover it and any spilled powder.
Don’t let anyone near it.
And, report it to security and/or the police immediately.
If you receive an unexpected package, treat it with caution as follows:
Report to the security department immediately if you encounter a briefcase, bag, or package left unattended.
And, when receiving packages, check for signs of foul play, such as addresses with titles but no names, misspellings of common words, no return address, oily or discolored stains, odors, protruding wires, lopsided shapes, or ticking sounds.
Make sure you and your employees know your organization’s security procedures for handling mail and reporting suspicious items.
Discuss security procedures for handling mail and reporting suspicious items.

31. Response to Terrorism Turn off ventilation units Leave the area
Close off area
Call 911
Notify your manager/security
Make list of affected people
Slide Show Notes
Fast, effective response to a terrorist attack can save lives and property. Here’s what to do:
The most basic safety step for responding to terrorist threats is to turn off local fans or ventilation units.
Leave the threatened area immediately.
Close off the threatened area to keep others out of danger.
Call 911 to report the threat.
Notify your boss and security.
And, list all people who were in the threatened area and give the list to law enforcement officers and public health authorities.
Make sure you and your employees know how to turn off ventilation units as well as how to contact security officers and/or community officials.
Explain how to turn off ventilation units. Get contact information for the security officer.

32. Evacuate, If Necessary Know evacuation signal Listen for instructions
Shut down equipment
Close doors and windows
Follow exit route
Go to assembly area
Slide Show Notes
If full evacuation of the building becomes necessary, follow company procedures. Here are some evacuation basics:
Know what the evacuation alarm sounds or looks like.
Listen to and follow any instructions that are given, whether over a public address system or in person, including which sections of the building may be unsafe to exit through and where the designated meeting area is.
Shut down any equipment in your area.
Close doors and windows behind you.
Follow the quickest exit route out of the building.
And, go immediately to the designated meeting area.
Make sure you and your employees know your organization’s Emergency Action Plan and evacuation procedures.
Review the organization’s Emergency Action Plan and evacuation procedures.

33. Shelter in Place Locate emergency kit Turn off HVAC equipment
Go to sheltering room
Shut windows and doors
Seal windows, doors, and vents
Listen to the radio
Slide Show Notes
Some situations affect the outside community and cause local authorities to recommend that employees stay at work and shelter in place. In that case:
Be prepared by locating the emergency kit. The kit should be outfitted with such items as first-aid supplies, duct tape, a flashlight, bottled water, and a radio.
Make sure HVAC equipment is shut down in the shelter area.
Go to the sheltering room and bring the emergency kit with you if it’s not already stored there.
Shut windows and doors to the sheltering room.
After everyone arrives, seal windows, doors, and vents with duct tape.
Finally, listen to the radio for news on the situation, further instructions, and the all-clear signal.
Make sure you and your employees know the locations of sheltering rooms and emergency kits in your facility as well as which local radio stations to listen to.
Tell trainees where sheltering rooms are in the facility, where emergency kits are kept, and what local radio stations to tune to.

34. The Aftermath Signs of distress Ways of coping Withdrawing from peers
Calling in sick
Overworking
Difficulty concentrating
Ways of coping
Talk about it
Spend time with loved ones
Turn TV coverage off
Seek professional help
Slide Show Notes
Once any incident of workplace violence is over, you need to deal with the aftermath. Here’s how:
First, look for these signs of distress among employees:
Withdrawing from work activity or peers, or appearing numb or emotionless;
Frequently calling in sick;
Overworking or working slowly; and
Difficulty concentrating, making decisions, or dealing with changes.
If you see any of these signs, use one or more of the following methods to help yourself and your employees cope:
Talk about the incident with employees and colleagues;
Spend extra time with loved ones;
Turn off television news coverage of the events and don’t read newspaper accounts; and
Seek professional counseling if you still feel upset.
Make sure you know about any support groups your organization sponsors and any community resources that are available for you and your employees.
Discuss any support groups your company may sponsor or community resources that may be available.

35. Key Points to Remember
Workplace violence can take many forms and has numerous causes
Keep alert to signs of potential violence and take immediate action when you recognize them
Make sure to follow security procedures and encourage employees to do likewise
Slide Show Notes
Here are the key points you should remember from this training session:
Workplace violence can take many forms and has numerous causes.
Keep alert to signs of potential violence and take immediate action when you recognize them.
And, make sure to follow security procedures and encourage employees to do likewise.
This concludes this training session.
Give trainees the quiz, if appropriate.