Unexpected Violence in the
Workplace – The New Reality!
Raymond C. Ferrara, CPP, CFE, MBCI, CBM, M.S.Ed
Objectives

Raise awareness

List prevention strategies

Look at legal issues

Identify documentation requirements.

Convert your new expertise into action
Statistics
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Approximately 2 million people in the United States are
victims of workplace violence each year
In an average week in United States workplaces, one employee
is killed and at least 25 are seriously injured in violent assaults
by current or former coworkers
Workplace violence accounts for nearly 16% of all workrelated fatal occupational injuries.
The Department of Labor’s Bureau of Labor Statistics lists
homicide as one of the top four leading causes of death within
the workplace
Homicide is the 2nd leading cause of job-related deaths for
women
Statistics
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Approximately 68 percent of employers have written
policies addressing workplace violence
Approximately 79 percent of employers regulate
and/or prevent weapons on company premises
Workplace violence costs a lot more to worry about
than attorney fees

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U.S. businesses about $4.2 billion annually
American companies pay over 1,700,000 sick days
annually due to lost time resulting directly from
workplace violence
Healthcare Stats
The healthcare sector leads all other industries,
with 45% of all nonfatal assaults against workers
resulting in lost work days in the US. (BLS,
2006)
 In 2009 there were 2,050 assaults and violent
acts reported by RNs requiring an average of 4
days away from work (BLS, Private Industry,
State and Local Government, 2011)

What is Workplace Violence?

Workplace violence is any physical assault,
threatening behavior, or verbal abuse occurring
in the work setting.
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According to the FBI, “WPV includes:
Homicide, physical assault, domestic violence, stalking,
threats, harassment, bullying, emotional abuse,
intimidation, and other forms of conduct that create
anxiety, fear, and a climate of distrust in the workplace.
What is Workplace Violence?
Cont’d…
A workplace may be any location either permanent
or temporary where an Associate performs any
work-related duty.
This includes, but is not limited to,
the building and the surrounding perimeters,
including the parking lots, field location,
customers’ job sites, and traveling to and
from work assignments.

According to SHRM

Workplace violence: Assaults and other violent acts or
threats that occur in or are related to the workplace and
entail a substantial risk of physical or emotional harm to
individuals or damage to company resources or
capabilities.

Workplace violence may involve employees, clients and
vendors of the affected organization as well as those who
do not have a relationship with the organization but who
may know the intended victims.
Types of WPV and Preventative
Strategies
Type I:

Violent acts by criminals who have no connection with the
workplace, but enter to commit robbery or another
crime

Most Common Victims:
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Bank runs, second/third shift workers
Preventative Strategies:
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Emphasis on physical security measures, special employer
policies, and Associate training (Physical Security Assessment,
camera, panic alarms, hold-up procedures)
Types of WPV and Preventative
Strategies
Type II:
Violence directed at Associates/employees by
customers or vendors
 Most Common Victims:
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Counter sales, showroom consultants, and drivers
Preventative Strategies:
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Policy, procedures, awareness training
Types of WPV and Preventative
Strategies
Type III:
Violence against coworkers, supervisors, or managers by a present
or former associate/employee

Most Common Victims:
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Any Associate/employee
Preventative Strategies:

Policy, procedures, training, assessment,
behaviors
observable
Types of WPV and Preventative
Strategies
Type IV:
Violence committed in the workplace by someone who does not
work there, but has a personal relationship with an
associate/employee
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Most Common Victims:
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An abusive spouse or domestic partner
Any Associate/employee
Preventative Strategies:
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Policy, procedures, training, security department awareness
Other Types of WPV:

Property-Directed

Associate damaging company
property or reputation
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Terroristic violence against a targeted company
and its associates
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Gang-related violence
Examples of WPV

Making false, malicious or unfounded
statements against coworkers, supervisors,
or subordinates which tend to damage their
reputations or undermine their authority

Inappropriate remarks, such as making
delusional statements
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Fascination with guns or other weapons,
bringing weapons into the workplace
Examples of WPV

Verbal harassment; abusive or
offensive language, gestures
or
other discourteous conduct
towards
supervisors, fellow Associates, or customers
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Disorderly conduct, such as
shouting, throwing or pushing
objects, punching walls, and
slamming doors
Examples of WPV

Verbal threats to inflict bodily
harm; including vague or covert threats
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Attempting to cause physical harm; striking,
pushing and other aggressive
physical acts against another
person
Actual Threats
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Do not minimize actual statements or threats made by
the individual

Take them at their word or action and respond
appropriately. Contact your Human Resources or
Security Department, if you have one. If serious,
contact law enforcement immediately.

Document the threat.
Potential Results of WPV
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Workplace violence damages…
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Trust
Community
Sense of security
Every Associate/employee has a right to feel safe and
secure while on the job
Violence in the Workplace
Homicides
Physical
Assaults
High
Risk
of
Harm
Verbal Threats
Intimidation & Harassment
Hassles & High Maintenance
Low
Risk
of
Harm
Continuum of Workplace
Violence
Homicide
Assaults
Threats
Verbal
abuse
Legal Duties and Obligations
OSHA General Duty clause, Workers’
Comp and Civil Rights laws require:

1.
The employer has a legal obligation to provide a workplace
free of conditions or activities that either the employer or
industry recognizes as hazardous and that cause, or are
likely to cause, death or serious physical harm to employees
when there is a feasible method to abate the hazard.
2.
Employers responsible for job-related injuries.
3.
Protection from harassment,
threats, and violence.
Legal Duties and Obligations
If NO action is taken to
avert preventable
violence, the victim may
sue the employer under
such claims as
negligence, workers’
comp, and OSHA.
Legal Duties and Obligations
Zero Incidents Trumps Zero Tolerance
But if action is taken to
avert preventable violence,
the accused may sue the
employer for such claims
as discrimination, invasion
of privacy, false
imprisonment, wrongful
discharge, defamation.
Interdisciplinary Response to
WPV
There needs to be written policies that address threats,
violence, harassment, drug and alcohol use, and weapons.
Physical Security Surveys
Threat Assessment Teams (HR, Risk, Legal, Security
Safety, Facilities Management)
Outside resources (Operational Psychologists,
Executive Protection Specialists)
Trained Threat Management Teams
Threat Assessment
Evaluating Current Prevention
and Intervention Practices
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Does your organization have protocols in place to
manage workplace emergencies?
Does your organization identify clear lines of workplace
behavior?
Does your workplace encourage employees to report
circumstances of concern?
Are employees aware and trained about policies or
programs related to workplace violence?
Evaluating Current Prevention
and Intervention Practices
Does your organization have the following:
 Anti-harassment and discrimination policy?
 Substance abuse policy?
 Code of business conduct/ethics policy?
 Electronic communication policy?
 Inspection policy establishing employer’s right to access
employee’s workplace computer, desk, locker, other
items and premises as may be necessary and
appropriate during an investigation?
WPV Threat Assessment Survey
Recommendations for Workplace Violence Prevention Programs

For a sample threat assessment survey, go to
www.osha.gov/Publications/osha3153.pdf
or www.osha.gov/Publications/osha3148.pdf
Physical Security Assessment
According to ASIS, a physical security risk
assessment could include the following items:
 Documenting law enforcement, fire department
and hospital locations and contact information.
 Documenting contacts for security staff in
nearby facilities.
 Documenting other building tenants.
 Securing all building entrances after hours, and
arming alarm systems.
Physical Security Assessment
Securing dock/shipping areas at all times.
 Making sure all entrances, parking lots and
grounds are well-lit.
 Securing doors and windows so they cannot be
easily opened or removed.
 Actively monitoring video cameras during
business hours and ensuring that cameras cover
all entrances, exits and parking areas.

Physical Security Assessment
Functioning adequate access control system
 Implementing commercial-grade security locks
 Doing an inventory of electronic key cards, to
ensure they are returned by exiting employees,
and deactivating cards immediately after workers
leave the organization or lose their card
 Tracking and auditing employees’ keys

Risk Factors and Early Warning
Signs
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Moral righteousness (“I’ve been wronged”)
Can’t (or won’t) take criticism; does nothing wrong
Homicidal or suicidal comments or threats
Holds a grudge, especially against management
Expresses desperation over work or family
Has history of violent behavior (on or off job)
Fascinated with incidents of workplace violence
Intimidating and/or harassing behavior
More Risk Factors and Early
Warning Signs
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Carrying or displaying work tools as
weapons
Threats of harm (direct or veiled)
Paranoia (“They’re out to get me”)
Excessive drug or alcohol use
Experiencing legal problems
Ignores co-worker safety
Outbursts of anger
What’s your “gut” telling you?
Sample Threat Management
Process Non-emergency
Threat Risk Screening
Fact finding verification
 Confirm the statements leading to the threat
 Current and former supervisors
 Background check refresh
 HR files
Threat Risk Screening
Motivating factors for the action or statements
 What was communicated – Hunter or Howler
 Violence interest, weapons, group affiliation
 Has the individual engaged in planning an act
 Conducted site surveillance, target harassing,
breaching, stalking
 History of mental illness or substance abuse
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Threat Risk Screening
Has the individual exhibited symptom:
 Paranoia, delusional ideas
 Extreme agitation
 Suicidal tendencies
 Acted out on beliefs
Threat Risk Screening
Does the individual blame others or exhibit a
strong sense of entitlement, defensiveness,
intolerance of others
Is the individual experiencing strong life stressors
 Financial, divorce, custody disputes, loss of
status, death in the family (human factors)
Threat Risk Screening
What is the individual’s known history
 Conflict
 Violence
 Criminal conduct (domestic or substance abuse)
Threat Risk Screening
Does the individual have critical emotional
anchors (family)
 Has the individual expressed genuine remorse
 Has the individual responded positively to
defusing efforts
 Has the individual engaged in problem solving
and sought professional treatment
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Threat Assessment Knowledge
Resources
Lone Worker Safety
“Someone who works by themselves without close or
direct supervision.”
“Lone working should carry no more risk than normal
working, but managers must recognize that risks to
lone workers are greater because there is a reduced level
of immediate support available.”
Lone Worker Safety
Lone Worker Safety
Situational Awareness:
 is the ability to identify, process, and
comprehend the critical elements of
information immediately confronting you.
More simply, it’s knowing what is going on
around you. Are you prepared to respond to
these critical pieces of information?
Lone Worker Safety
Eliminate lone working if possible
 Implement control measures to reduce risk
 Train staff members in methods of safe lone
working
 Monitor the situation to ensure the risk reduction
methods work

The Receptionist
Identify and resolve security vulnerabilities in
the front desk and reception area
 Develop procedures and policies to maintain a
secure front desk area and facility
 Recognize at-risk and threatening behaviors of
irate customers and visitors
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The Receptionist
Identify common tactics that distract front desk
personnel from dangerous, criminal actions
 De-escalate hostile individuals and manage
hostile encounters
 Interact with aggressive customers and visitors
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Domestic Violence in the
Workplace
Harassing Phone calls
 Stalking
 Unauthorized entry
 Protective Orders
 No Trespassing notice
 Criminal records research
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Domestic Violence
Active Shooter
Myths & Realities
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Myths
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No one knew
Never saw it coming
He just snapped
Realities
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Erratic or abnormal behavior is a warning sign of possible
future violence.
Warnings can be through comments, feelings, or thoughts.
There are flags along the path to violence.
1986
Patrick Sherrill
The Faces of Active
Shooters
2012
James E. Holmes
2013
Aaron Alexis
2012
Adam Lanza
1966
Charles Whitman
Killed 14
Killed 14
Wounded 6
Wounded 32
2003
Doug Williams
Killed 12
Wounded 58
Killed 12
Wounded 8
2013
Christopher Dorner
2011
Killed 27
Wounded 2
2013
John Zawahri
1991
George Hennard
Jared Lee Loughner
Killed 6
Wounded 9
1999
Dylan Klebold
Killed 4
Wounded 3
Killed 4
Injured 5
Killed 6
2007
Seung-Hui Cho
Wounded 12
2009
Nidal Malik Hasan
Wounded 20
2007
Robert A. Hawkins
2001
Eric Harris
Killed 23
William D. Baker
Killed 32
Killed 13
Wounded 32
Wounded 25
Killed 13
Killed 5
Killed 9
Wounded 21
Wounded 4
Wounded 4
Active Shooter Response
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Seek secure area
Calm, reassure, and quiet others
Report the incident
Treat the injured
Law enforcement response:
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Objective is to neutralize threat
Evacuation
Follow-up medical care, interview, counseling
Investigation
Active Shooter Training
Run – Hide – Fight
http://www.readyhoustontx.gov/videos.html
Practical Advice

Support victims of WPV and domestic violence
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Don’t punish them
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Adopt and practice fair and consistent
disciplinary procedures for violators
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Build a workplace climate of trust and respect
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At the first sign of WPV, have your established
protocol ready. CONTACT YOUR THREAT
MANAGEMENT TEAM. If necessary, contact law
enforcement.
Understanding Employer Contributions
to WPV
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Understaffing
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Poorly defined job responsibilities
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Downsizing and re-organization
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Poor labor-management relations
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Negative management styles
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Arbitrary orders, micro-managing, public reprimands, inconsistent discipline
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Inadequate security
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Lack of Associate counseling
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Lax safety standards – high injury rate
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Not addressing Associate grievances
Hiring Practices
1.
What your Risk/Human Resources Department can
do to assist:
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2.
Pre-employment screening
Review histories of drug or alcohol abuse
Past work conflicts
Criminal convictions
What you should do:

The Interview
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Defensive hostile attitude?
Frequent job changes?
Blames others for problems?
Managers’ Responsibilities

Demonstrate the workplace culture and climate
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Do not tolerate horseplay, bullying, intimidation, lack
of trust

Prevent high levels of stress, frustration, and anger
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Prevent poor
communication
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Team approach
for response
Employees Should Understand:
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Policy and procedure
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Risk factors and warning signs
Prevention and defusing techniques
Cultural diversity
Action and assistance plans
Personal protection
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Medical care, counseling, workers’ comp, legal assistance,
PTSD, Corporate Chaplain Program, EAP
Buddy system, night escort
Reporting and record keeping
Employees Should Understand:
A safe way to anonymously report a crime, or potential
crime, without fear of reprisal
Response Recommendations
Remember the “Three R’s”:
Red Flags
Resources
Recovery
RRR
Response Recommendations
First “R”:
Red Flags
Recognize a potential
problem for what it is – a
potential problem!
You don’t need to be a
a work prevention expert
to figure it out. That’s why
you’ve got…
Response Recommendations
Second “R”:
Resources
“Who ya gonna call?”
Human Resources
Security
Legal
Employment Practices
Employee Assistance Program
Counselors
Social Service agencies
Law enforcement
Response Recommendations
Third “R”:
Recovery
Once we identify the problem (red flag) and
consult with the right people (resources), it’s
time to “fix it and make it better” (recovery).
To Prevent WPV --- Go LOCO
Go LOCO
Listen to employees
Observe employees
Compare notes with colleagues
Obtain help
Now That We’ve Just Traveled
Down the Road Leading to the
Prevention of Workplace Violence…
Let’s Revisit our Objectives
1.
2.
3.
4.
Raised awareness
Listed prevention strategies
Looked at legal issues
Identified documentation requirements
NOW, it’s time for YOU to…
Convert your new expertise into action!
Resources
http://peaceatwork.org/
http://www.workplaceviolence911.com/
https://www.osha.gov/SLTC/workplaceviolence/index.html
Resources
http://www.atapworldwide.org/
http://workplaceviolencenews.com/
Healthcare Resources
http://www.cdc.gov/niosh/topics/violence/training_nurses.html
http://nursingworld.org/workplaceviolence
https://www.osha.gov/SLTC/healthcarefacilities/violence.html
Healthcare Resources
https://www.osha.gov/SLTC/etools/hospital/hazards/work
placeviolence/viol.html
https://www.asisonline.org/
http://www.iahss.org/
Why this is important
Pelham, Alabama
That’s It!
Raymond C. Ferrara, CPP, CFE, MBCI, CBM, M.S.Ed