A spectrum of behaviors, including overt acts of
violence, threats, and other conduct that
generates a reasonable concern for safety from
violence, where a nexus exists between
behavior and the physical safety of employees
and others (such as customers, clients and
business associates), on site or off site when
related to the organization. *
*ASIS/SHRM, Workplace violence Intervention and Prevention Standard, 2011
Types of Workplace Violence
• Homicide
•Sabotage
• Attempted
Homicide
•Product
Contamination
• Physical Assault
• Sexual Assault
• Threat
• Vandalism
•Arson/bombing
•Stalking
•Domestic violence
•Terrorism
Workplace Violence Stats
 87
2
The number of injured victims
each day in the US
The number of victims killed
each day in the US
 70%
*ASIS/SHRM Workplace Violence Intervention and Prevention Standard, 2011
Myths About Workplace Violence
COMMITTED BY PEOPLE WHO
SUDDENLY SNAP UNDER
PRESSURE
COMMITTED BY DISGRUNTLED
EMPLOYEES
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•
•
•
•
•
•
•
•
Work-related Conflict
Personal Conflict
Domestic Violence
Robbery
Revenge
Displaced Anger
A Stalker’s Obsession
Terrorism
Customer/Client Supplier/Patient
Disgruntled
*ASIS/SHRM Workplace Violence Intervention and Prevention Standard, 2011
Shootings in Hospitals
*IOFM, Security Director’s Report- December 2012
Shootings in Hospitals
Shootings in Hospitals
Motivations
*IOFM, Security Director’s Report- December 2012
Risk factors associated with workplace related
intimate partner homicides include occupation,
time of day and location.
 Women in healthcare, production, and
office/administration suffered the highest
proportion of homicide related to IPV.
 Over half of homicides by IPV occurred in
parking lots and publicly accessible buildings.
 End or beginning of shifts are the most
dangerous times.
IOFM, Security Director’s Report – November 2012
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•
•
The White House noted that “domestic violence
affects both the safety of the workplace and the
productivity of employees”.
According to a study, the employee assistance
program (EAP) frequently fails to identify individuals
who abuse or have the potential to abuse their
intimate partner.
Employers lose when they hire abusers. Perpetrators’
work performance and productivity are affected
because of missing work, showing up late or leaving
early, difficulty concentrating, and errors on the job.
– 31 % of abusers took time off work to be abusive to an
intimate partner or deal with the aftermath of an
abusive incident
– 51 % Thought their job performance was negatively
affected during the time of their abuse.
IOFM, Security Director’s Report – November 2012
The following examples occurred during a month’s
time span in late 2012:
On September 4, in Jackson, Tenn., police arrested a man they
said shot this fiancée while at work at Best Buy
On September 10, a woman arriving at work at a Pier One
Imports store in Raleigh, N.C., was shot and killed inside her car
by her ex-husband.
On September 11, a manager of a Sioux Falls, S.D., salon was
killed in a confrontation with the ex-boyfriend of an employee.
On September 24, at a Statesville, N.C., manufacturing plant, a
man shot his wife while she was taking a work break in the
parking lot.
On September 28, a woman stabbed her husband in the back
with a knife at the Pennsburg, Pa., meatpacking plant where he
worked.
Violence Is More Likely To
Happen In Workplaces That…
• Have no company policy
• Managers that ignore threats and signs of
violence
• Fail to screen new employees
• Fail to provide training
• Terminate employees without due process
• Ignore complaints about an employee’s
behavior
• Create a toxic work environment
• Subject employees to frequent change and
uncertainty about future
• Have inadequate security measures and
procedures
Components Of A Workplace Violence
Prevention Program
• Pre-employment screening
– Our HR Process to include interviews,
reference and background checks
• Zero-tolerance policy
– HS Policy 7313
• Appropriate disciplinary procedures
– Utilization of HR training for managers and supervisors and
seeking assistance from HR on consistency of practice
• Grievance procedures
– In place
• Violence prevention training
– System wide
HS Policy 7313 – Disruptive
Behavior
“The purpose of this policy is to set forth UCLA
Hospital System’s need to create and
maintain an environment free from
intimidating, disruptive, threatening, bullying
and violent behavior.”
HS Policy 7313
• Focus on employee behaviors but
can be expanded to behavioral
impact of patients and visitors
• Defines examples of inappropriate
behavior
• Outlines specific reporting
procedure
• Outlines supervisory responsibilities
• Discusses available resources
Setting Limits
• Managers have to set Limits with all employees
they supervise.
• Managers and their supervisors who report to them
must be on the same page.
• The limits and message must be consistent from
shift to shift, supervisor to supervisor.
• Discipline has to be even handed and consistent.
• Discipline is to be corrective and not punitive.
Team Approach
Involve key departments when
dealing with a difficult or
potentially violent employee.
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•
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•
Human Resources
Security
UCLA Police
Staff & Faculty Counseling
Risk Management
What Can You Do If You Determine That
An Employee Is Potentially Dangerous?
Employer’s Role
Work to create an environment of unity
Leadership’s Role in Workplace
Violence Prevention
• The importance of defining employee
roles as they relate to workplace
violence prevention.
• Building and communicating a
violence-free culture to your
employees.
• Engaging employees to develop a
sense of teamwork and unity,
decreasing the likelihood of workplace
violence incidents.
*ASIS/SHRM Workplace Violence Intervention and Prevention Standard, 2011
Impacts on Employees and Your
Business
Increased:
• Absenteeism
• Turnover
• Stress
• Costs for employee
assistance
programs,
recruitment, etc.
• Risk for accidents/
incidents
Decreased:
•Productivity and
motivation
•Morale
•Corporate image and
customer confidence
•Customer service
What Workplace Violence Costs
 51%
 1.7 Billion Dollars
 60 Thousand Dollars
 24 Million Dollars
% of workplace violence costs
attributed to lost productivity.
Amount employers lose
annually due to stress.
Estimated cost to hire and
training a new person.
The dollar loss associated with
a workplace bully
*ASIS/SHRM Workplace Violence Intervention and Prevention Standard, 2011
Leadership Stats
17%
45%
44%
90%
22%
45% of Employers implement workplace violence training programs
90% of those who did implement violence training only did so for supervisors
ONLY 22% of Companies have updated workplace violence policies
ONLY 44% of Senior managers are concerned with workplace violence
ONLY 17% Senior management are "very concerned"
Reporting A Problem
•
•
•
•
Staff/Supervisors must recognize when a
staff members behavior is becoming
abusive and report it.
Supervisors should notify Manager or
Director of staff members who are
becoming aggressive/abusive toward coworkers.
Security and HR should be notified that
there is a problem.
When a situation is out of control security
should be called immediately.
4 Things To Keep In Mind When Responding
To Hostile & Aggressive Situations
Type of Situation
Abusive or combative person
How to Report
#36 at SM
#36 at WW
Report: location, your name and contact
information, description
What to do if you are involved in the situation
Attempt to de-escalate the situation to the best
of your ability, engage fellow staff to assist in
communication with individuals, remove
patients and visitors from the area as available
What to do if you are not involved in the
situation
Communicate with patients, visitors, and staff,
Isolate patients and visitors from the situation.
Provide staff to respond to the location with
assistance in providing a show of “numbers” to
attempt to de-escalate situation.
What response to expect
CODE GRAY overhead page, Medical Center
Security will immediately respond to the
affected area and provide a show of force and
physical assistance if needed. UCLA Police will
standby if needed.
HS Policy 8110 – Abusive or Combative Person “Code Gray”
Type of Situation
Person with a Weapon or Hostage Situation
How to Report
#36 and 911 at SM
911 and #36 at WW
Report: location, description of individual, type
of weapon, number of people in area
What to do if you are involved in the situation
See strategies for survival below
What to do if you are not involved in the
situation
Communicate with patients, visitors, and staff.
Evacuate all ambulatory individuals, shelter
in place with all non- ambulatory
individuals. Wait for all clear.
What response to expect
CODE SILVER overhead page, UCLA Police and
that of external law enforcement agencies,
Medical Center Security will create a
perimeter to limit access to affected area
HS Policy 8109 – Person with a Weapon or Hostage Situation “Code Silver”
Reporting a Problem
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Call UCLA Police at #36 (or for suspicious
activity or non-weapon events) at WW and SM
Provide the location of the incident (as
specific as possible, room number, building,
etc)
Provide a brief description of what is
happening
Provide your name and contact phone
number
Provide information on the suspect’s physical
description
Provide a description of the weapon
(handgun, rifle, knife, etc.)
Report any injuries
A Suspect’s Physical Description
□Sex
□Height
□Hat
□Glasses
□Weight
□Age
□Race
□Hair
□Facial Hair
□Coat
□Shirt
□Pants
□Shoes
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Get Out! – ESCAPE
Take cover – get behind something
that will stop a bullet (Look for
chances to ESCAPE)
Hide and don’t bunch up– (Look for
chances to ESCAPE)
Play Dead – (Look for chances to
ESCAPE)
Attack the Attacker (LAST RESORT)
– Element of Surprise, Watch and
listen for the subject to stop
shooting and reload
(adapted from UC Davis Police Department Training information)
Questions?
Presented by: Vernon Goodwin
Security Director for UCLA Health System
vgoodwin@mednet.ucla.edu