1. Workplace Violence to Recovery
Michelle Cross, ARM, CPE, CDCP, MBCP
National Practice Leader, Business Continuity Planning
Lorie Alioto, CBCP
National Practice Advisor, Business Continuity Planning

5. The Facts

6. Violence defined (WHO)
Violence is the intentional use of physical force or power
threatened or actual,
against oneself, another person, or against a group or community
which either results in or has a high likelihood of resulting in injury, death, psychological harm, maldevelopment or deprivation

7. Workplace Violence defined WHO)
Workplace violence is any act or threat of physical violence, harassment, intimidation or other threatening disruptive behavior that occurs at the work site
Ranges from threats and verbal abuse to physical assaults or homicide
Affects and involves employees, clients, customers and visitors
Continuing concern for employers and employees

8. Impact of Workplace Violence
2,000,000 +/- workers are victims of workplace violence each year
2014
4th leading cause of fatal occupational injuries, US
4,679 fatal workplace injuries
403 workplace homicides

9. Impact to Employees 2013 non-fatal assaults 876,000 lost workdays
$16 million in lost wages

10. The Price of Violence

11. Cost of workplace violence (2013)
Lost business and productivity
Loss of employees
Medical Care
$121,000,000,000
Increased Security
Psychiatric Care
Higher Insurance Rates
Litigation
Negative Publicity 9

12. Soft Costs Absenteeism Turnover Fear Morale Psychological damage
Public relations
Diversion of Management Resources

13. Just the threat of violence can render a company inoperative
Just the threat of violence can render a company inoperative. There is no work without employees.

14. The Violent Offender

16. Excessive False Positives
Common Traits
History of fascination of violence
Little or no criminal record
Fascination with weapons
Unstable work history
Alcohol / drug abuse
Family / marital problems
Poor relationships at work
Excessive False Positives

17. It’s a pretty predictable profile
Workplace killers usually believe they should have reached a pinnacle of their careers only to find themselves sliding back. As frustration and depression mounts, they often have no friends or family to turn to for help. Finally, an incident at work triggers a reaction, and instead of blaming themselves for their troubles, they blame others – often, but not always the future victims.
These people have a cognitive preparedness to aggression. They’ve got these structures in place to justify aggressive behavior. They don’t think they are crazy. They just think they are right.
It’s a pretty predictable profile
It is a problem of false positives There are plenty of people in society who share these traits, but they don’t go and kill anyone.
Typically, this is not a nice person just having a bad day . . . 15

18. Potential Warning Signs
Issues with authority figures
Supervisors / managers
Government
Bullying / intimidating behavior
Suspicion or paranoia
Using social media to vent work issues
Outrageous claims, extreme political views and to spew hatred
Inconsistent work patterns/attendance

19. Potential Warning Signs
Significant behavior changes
Stress in personal life
Blaming others for failures / problems
Obsessive interest in coworker
Predicting harm to others
Testing limits of acceptable behavior

20. Motivation for Workplace Violence
Criminal behavior
Firing/layoff
Prejudice
Personal problems
Romantic obsession
Dissatisfaction with company
Interpersonal conflict
Anger about disciplinary action
Perception of mistreatment
Compensation
Title
Wage garnishment 18

21. Factors Increasing Risk of Violence
Management’s failure to fulfill commitments
Inconsistent rules and discipline
Ineffective grievance procedures
Perception of employees as tools
Unclear goals and expectations
Poor relationships with co-workers and supervisor

22. The Deadly Week 22 22

23. Deadly week September 23, 2014 September 25, 2014 September 26, 201421

24. Safe workplaces transformed into danger zones
Why?
How might these cases of workplace violence been prevented?

25. September 16, 2013
September 16, 2013 23

26. Warning signs? 24

27. The Planning 27 27

28. Prevention Begins with Planning
Create violence prevention policy
Fair/Confidential HR Policies
Proactively manage stress
Report/investigate all incidents
Train/educate manager and staff
Respond to warning signs

29. Workplace Violence Prevention Policy
Zero tolerance for all forms of WPV
No weapons
Procedure for reporting and investigating
Define consequences for WPV
No reprisals for reporting violence
Senior management endorsed and supported

30. Fair & Confidential HR Policies
The hiring process
Background checks
Psychological testing
Establish and follow grievance procedures
Maintain a fair and consistent
Reward system
Disciplinary process
Termination

31. Companies (should) take positive approach to workplace violence
. . . Companies (should) take positive approach to workplace violence Employees should be trained to notice a change in behavior among employees. The slightest changes – being late to work, being snippy over a minor matter - can suggest trouble . . .
. . . method of screening potentially violent employees in the hiring process. . . That gives employers an accurate indication of whether someone they are about to hire has an aggressive mindset.
The next step is not to punish the behavior. “What companies should do is go to these employees and ask them if something is going on They should ask if there is something the company can do to help.” 29

32. Question
The old saying "an eye for an eye" means that if someone hurts you, then you should hurt that person back. If you are hit, then you should hit back; if someone burns your house, then you should burn that person's house. Which of the following is the biggest problem with the "eye for an eye" plan?
A. It tells people to "turn the other cheek.”
B. It offers no way to settle a conflict in a friendly manner.
C. It can only be used at certain times of the year.
D. People have to wait until they are attacked before they can strike.

33. The Aggressive Answer
D. People have to wait until they are attacked before they can strike. This answer is based on the aggressive person's preference for retaliation over reconciliation and interest in not being victimized or perceived as weak

34. Physical Security Lighting (inside and outside)
Communications (phones, alarms, emergency numbers)
Security personnel (trained professionals)
Surveillance equipment
Controlled access
Limited access areas

35. Sample rings of protection (US Chemical Industry)33

36. Managing Stress Proactively
Planning for layoffs, downsizings, restructuring
EAP available to all staff
Substance abuse policies
Integrity hotlines
Effective grievance procedures

37. Manager Training People skills Conflict resolution
Aggression management
Performance reviews
Disciplinary procedures
Hiring/interview process
Termination process

38. Managing Stress Proactively
Planning for layoffs, downsizings, restructuring
EAP available to all staff
Substance abuse policies
Integrity hotlines
Effective grievance procedures

39. Employee Training Workplace violence prevention policy
How to report violent incident
Recognizing early warning signs / behavior changes
Notifying manager and HR
Emergency response

40. The Response 40 40

41. Run Hide Fight Video

42. Employee Training Conduct Active Shooter response exercises
Work with local law enforcement organizations to design exercises
Recognizing the sound of gunshots and reacting quickly
Run Hide Fight
Call 9-1-1, when safe to do so
FEMA Exercise guidance
IS-120 and IS-130

43. Community Based Relationships
Establish relationships
Police
Emergency responders
Fire Department
Coordinate response

44. Crisis Communications
First Priority is Emergency Communications
Protect employees
Methods
Alarms / Signals
Differ by event
Automated messages

45. Crisis Communications
Trained spokesperson(s)
Timely communications
Media
Families
Customers
Regulatory agencies
Coordinate with public authorities
Create sample scripts to practice
Rehearse

46. 43

47. Business Continuity Plan
Violence is a crisis event
Make sure BCP addresses human-centric events
Disruptions to operations
Employee Concerns
Crime Scene
Unable to access job site

48. Exercise

49. Introduction
Welcome. You are about to participate in an exercise designed to help you think about emergency response, crisis communications and business continuity planning in the face of a crisis event.
This exercise is based on a fictitious scenario occurring at the Figment Corporate Offices. For the purpose of this exercise, you are employed by Figment, in your actual business continuity, disaster recovery, emergency management or crisis management role

50. Introduction
The exercise consists of a series of “moves” or situations. Each move will begin with an update of the situation, and will conclude with specific questions, which you and the group will discuss and answer. You should be prepared to present your group’s assessment and those actions and responses you collectively feel are most appropriate given the information you have.
Scenario is hypothetical and facts are fictitious
Limited amount of information.

51. Background
Steve Smith is a 52 year old man working in the technology department at Figment. He has been working in this position for the past two years.
Maria Jones joined Figment’s technology department 6 months ago.
Members of the technology department rotate to take call, (usually once every two months). When Maria started, Steve was given weekend call twice in one month. When he questioned the schedule, he was told that they had to “reset the line-up” to add Maria and it was just the way the names fell.

52. Background
Steve requested to be assigned to a new upgrade project but it was given to Maria, with the explanation that she is better “suited”.
Earlier this year, Steve was denied a promotion. He just overheard Maria telling a colleague that she has been put up for a mid-year promotion.

53. February 1
Steve goes to HR to complain. Trish, the HR manager, is on her way out; her daughter has a soccer game. Steve tells Trish about the project, the call schedule and the promotion. Trish replies that she is in a rush now but will look into this tomorrow and get back to him.

54. March 2
Steve had not heard anything from HR. He calls Trish but gets her voice mail. He leaves a message that he is very upset about the way he is being treated in his department and asks her to please call him back. He leaves his home and cell number.
Trish is out sick but she did not update her voic .

55. March 4
Steve has not heard back from Trish in HR about his complaints and the investigation.
It is common knowledge in the technology department that Steve has been having some problems at home. Over the last few weeks he has become argumentative with coworkers.
He has had excessive absences since the middle of February.
He told a co-worker that Maria intentionally makes him look bad to management and that he is going to “fix her wagon”.

56. Warning Signs Opportunities to Intervene
No promotion
Action items to get promotion next year
On-call
Reorder list so Steve does not have two in a row HR
Follow through
Return calls
Treat respectfully
Coworker
Take threat seriously
Report to manager / HR

57. MOVE 1

58. Move 1 – March 9
9:00 AM
Maria has a meeting in the downstairs conference room with two vendor representatives from the Paylosity application to fix a problem with payroll submission.
Steve arrives at work and goes directly to Maria’s office but she is not there. He asks her co-workers where she is but they say they don’t know.
Steve seems anxious and angry.
The co-workers call Trish in HR to report Steve’s unsettling behavior.

59. Move 1 – March 9
9:15 AM
Steve goes to HR to look for Trish but she is not in her office. He takes out a gun and fires 2 bullets into her chair.
Employees hear the noise and are looking to see what is going on.
Someone sees that Steve has a gun and screams “He’s got a gun!” before he shoots her.
Steve continues to search for Trish and Maria. Additional shots are fired.
Employees in the area are either hiding or running into the stairwell. Word of the shooter spreads quickly.
Someone calls

60. Discussion
What are your priorities?
What actions do you take?

61. MOVE 2

62. Move 2 – March 9 9:30 AM Police arrive on the scene.
Many Figment employees are inside hiding and unaware that the police have arrived.
9:35
The first TV news crew arrives. 

63. Move 2 – March 9
9:50 AM
Trish and Lisa, the technology department manager are discussing Steve. Trish says, “I know he was upset about not getting the promotion but I can’t believe he would do this.”
Reporters overhear this discussion and ask Trish and Lisa to make a statement.
They say “no comment” and walk away.

64. Discussion
What communication needs to occur? Who makes them? How are they communicated? Which stakeholders need to receive communication?
What decisions are made at this time?
How do you handle the media?

65. MOVE 3

66. Move 3 – March 9
10:15 AM
Employees have evacuated the building. Seventeen employees are missing.
Police are taking statements from employees.

67. Move 3 – March 9
11:30 AM
Trish receives the following information from the police:
One person was found dead in the hallway outside of the HR department. Seven people have been injured.
The alleged shooter has been found dead; it appears to be suicide.
Police officers are working on identifying the deceased; and will need Figment to provide the emergency contact name and address.
At this time, the building is a crime scene.
The police make an initial statement to the media. “Figment Corporation” is specifically mentioned.

68. Move 3 – March 9
1:45 PM
The technology department reroutes phones to the New York and Charlotte offices.

69. Discussion Who will handle the media?
What preparations need to occur before the media statement?
What communication needs to occur with employees?

70. MOVE 4

71. Move 4 – March 9
5:00 PM
The Police estimate the building will be closed for 5 days.
The offices will need to be cleaned and repaired prior to reopening.
At 10:00 AM tomorrow morning, police will escort one Figment employee into the office space to obtain employees’ personal items. Laptop computers are considered evidence and will not be released at this time.
The New York and Charlotte offices do not have enough staff to handle the amount of incoming phone calls generated by this incident. Calls are going unanswered.

72. Upcoming Business Activities at Figment
Payroll must be submitted by Noon tomorrow. Time cards for hourly staff are needed by 3 PM today to calculate monthly pay.
The shareholders meeting is scheduled for Friday at 9:00 AM.
The Figment customer appreciation event is scheduled for Wednesday, March 16. This event hosts Figments top 200 customers and is held in the Figment offices.
Orientation for new employees is scheduled for Monday March 21.

73. Discussion How will payroll be issued?
Will employees be expected to work tomorrow? Friday?
What arrangements have to be made to support resuming work?
What communication needs to occur with employees?
What other communications are needed?
What can be done to help the other offices with the amount of incoming phone calls?

74. MOVE 5

75. Move 5 – March 21 9:00 AM The offices are open and have been cleaned.
Many employees are unwilling to return to work, in the existing office space.
Trish has taken short term disability to recover from the emotional stress of the event.
Meghan Smith, the widow of Steve Smith gave a statement that her husband was treated badly at Figment and that caused a lot of problems at home. She said “Figment drove Steve to this horrible behavior.”
Trish has taken short term disability to recover from the emotional stress of the event.
Meghan Smith, the widow of Steve Smith gave a statement that her husband was treated badly by Figment and that caused a lot of their problems at home. She “Figment drove Steve to this horrible behavior.”

76. Discussion What is the business priority?
How will work be completed with such a significant reduction in staff and no laptops?
Who is handling client communications?
How will you respond to Meghan Smith’s allegations?
What communication needs to occur to employees, clients, other offices and business partners?

77. Summary
People tend to view WPV incidents as instantaneous occurrences, however, there are typically many opportunities to interrupt the progression leading to the incident.
WPV is a risk that can usually be controlled IF management is willing to invest the time, effort & resources necessary to do so.
When WPV occurs, activate crisis plans immediately

78. Thank you For additional information
Michelle Cross, ARM, CPE, CDCP, MBCP
National Practice Leader, Business Continuity Planning
Wells Fargo Insurance Services
Lorie Alioto, CBCP
National Practice Advisor, Business Continuity Planning

79. Resources The World Health Organization
The Boston Globe , December 27 – 30, 2000
The Wall Street Journal
FEMA, IS-907 Active Shooter Online Training
RUN HIDE FIGHT
OSHA Workplace Violence website