ASSET PROTECTION

1. ASSETPROTECTION WORKPLACE VIOLENCE INSTRUCTIONAL GUIDELINES April White Area Manager AW2473@att.com 314-331-9801

2. TRAINING OBJECTIVES • TO GAIN AN UNDERSTANDING OF WORKPLACE VIOLENCE AND ITS IMPACT • TO GAIN AN UNDERSTANDING OF THE THREAT ASSESSMENT APPROACH AS A METHOD OF EVALUATING RISK • TO PROVIDE THE PARTICIPANT WITH PROACTIVE TECHNIQUES FOR DEALING WITH INAPPROPRIATE BEHAVIOR • TO HAVE THE PARTICIPANT APPLY THE WPV TECHNIQUES IN A PRACTIAL EXCERCISE

3. Introduction to Workplace Violence • Workplace Violence is a collaborative effort that involves the employee and the company. Understanding the concept of workplace violence and implementing the appropriate measures will decrease the likelihood that your company and its employees will become a victim.

4. Homicides in the workplace • 68% Strangers • 14% Co-workers or Former Co-Workers • 9% Domestic Violence • 8% Customers and Clients • Source- U.S. Department of Justice

5. Non- Fatal Workplace Violence • Approximately 2 million non-fatal workplace violence incidents are reported annually • Source- U.S. Department of Justice

6. Defining Workplace Violence • Assaults, other violent acts or threats which 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.

7. Inappropriate behavior vs Workplace Violence • Discourtesy toward others (e.g., failure to work harmoniously with fellow employees • Inappropriate language • Insubordination (i.e., failure or refusal to comply with a supervisor’s instructions • Note: Inappropriate behavior if not handled could later lead to potential WPV

8. Damage to Company Property Customer Threats Robbery Suicides Terrorism/ Hate Crime Physical violence Harassment Intimidation Threats Domestic violence Workplace Violence Includes

9. Defining Domestic Violence • A pattern of behavior in which one intimate partner uses physical violence, coercion, threats, intimidation, isolation and emotional, sexual or economic abuse to control the other partner in a relationship. • Stalking or other harassing behavior is often an integral part of domestic violence.

10. Types of WPV Perpetrators • Outsiders: Someone who has no legitimate relationship with the victim or workplace. They may enter the workplace or approach the employee on company property to commit a robbery, rape or other criminal acts • Customer: Someone who is a recipient of a service provided by the affected workplace or victim • Employee: Someone who has an employment-related relationship with the workplace victim. You may have current or former employees in this situation • Employee-related outsider: Someone who is possibly a current or former spouse/lover, a relative, acquaintance or some other person who has a dispute involving an employee of the workplace.

11. Workplace Violence Policy Violence, weapons, and threats of physical harm in the workplace should be strictly forbidden. ABC Company is committed to the safety of its employees. Physical violence, intimidation, or any threat of violence by any employee against any co-worker, supervisor, or customer will not be tolerated. Any incidents will be investigated and employees engaging in this conduct will be disciplined, up to and including termination. Possession of any weapons or firearms is strictly prohibited on company premises, in company vehicles or on the employee's person while engaged in company business outside of company premises. Employees are never permitted to bring any weapons or firearms in their personal vehicles onto Company premises. Any employee who sees or learns of prohibited conduct or has concerns about safety should report these concerns to a supervisor immediately.

12. FOUR MAJOR MISTAKES COMPANIES OFTEN MAKE • Utilizing negligent hiring and retention practices. • Ignoring or neglecting potentially violent behavior. • Failing to coordinate information and resources. • Providing inadequate security measures to safeguard employees. 

13. Employers have a legal responsibility to provide a safe work environment • You could be exposed to civil litigation • Businesses lose 36 billion dollars annually as a result of workplace violence • Disability, Workers Compensation, Loss of Employees, Productivity, Insurance • The average out of court settlement is $500,000 & the average jury verdict is $3 million • OSHA Citations • Section 5(a) (1) • Each employer shall furnish to each of his employees a work environment that is free from recognized hazards that are causing or likely to cause death or serious physical harm. 

14. Work Place Violence Equation • THE INDIVIDUAL • STIMULUS OR TRIGGERING CONDITIONS. • SETTING THAT FACILITATES OR PERMITS THE EXPRESSION OF HOSTILE VERBAL COMMENTS AND THE DISPLAY OF DESTRUCTVE ACTIONS OR FORCE.

15. Causes of WPV • Emotional and Psychological Disorders • According to NAMI (National Alliance of the Mentally Ill) 47% of Americans will suffer from some form of Mental Illness in their lifetime • Employee stress & frustration • Unresolved personal and professional conflicts • Terminated/ troubled employees • Displaced anger from past situations • Misdirected Affection • Verbally abusive Managers

16. Indicators of Potentially Violent Behavior • Extremely upset over recent life events • Recent major change in behavior, demeanor, or appearance • Stalking behavior • Feels wronged, humiliated or degraded • Feels that rules don’t apply to them

17. History of Violence Threatens Violence Preoccupation with Violent Themes Impulsive Overly Sensitive/ Moody Loner Homicidal/suicidal thoughts Blames Others Chronic Trouble Makers Inability to handle frustration Lack of respect for authority figures No support system Paranoid Aggressive sexual behavior Substance Abuse Warning Signs of WPV

18. Possible Warning Signs of Substance Abuse • Change in attendance • Change in appearance • Wearing sun glasses at inappropriate times • Increase in thefts • Increased appetite for sweets • Changes in behavior and moods • Constant runny nose • Wearing clothing inappropriate for the weather • Dark marks and scars on arms • Unexplained disappearances • Associations with persons who are known drug users or dealers

19. More Signs of Possible Drug Abuse • Odor of Drugs, smell of incense or other cover-up scents • Evidence of rolling papers,pipes, screens, small butane torches • Conversations and jokes that are preoccupied with drugs • Constant borrowing of money • Unhealthy appearance • Bloodshot eyes, dilated pupils • Sudden slurred speech pattern • Increased and inappropriate anger or hostility • Chronic dishonesty

20. Drug Paraphernalia

21. Drug Paraphernalia

22. You suspect substance abuse problem Observe and document Have a dialogue with the employee Notify HR and Legal You found illegal drugs Get a witness Document what you have seen with the date and time Take photographs Work area If appropriate contact the authorities What should you do?

23. WHAT IS A THREAT? • * Intimidating, aggressive behavior. • * General verbal threats • * Specific verbal threats • * Physical threats or actions

24. Why are threats made? • Reaction of fear to punishment • Demand for attention • Intimidate or taunt • Test authority • Power or control

25. TYPES OF THREATS MANAGEMENT MAY ENCOUNTER • Direct Threat • specific • straight forward • details are provided “I am bringing a gun to work tomorrow and shooting my supervisor”! • Indirect Threat • vague • unclear • implies violence could occur not that it will “If I wanted to, I could take everybody in this center out”! • Veiled Threat • implies or hints violence • leaves the victim wondering “My life would be much better if you weren’t on the face of this earth” • Conditional Threat • Extortion “If you try to suspend me, I will come after you” • T-11

26. Threat Evaluation • An immediate assessment must be made by the manager to determine the severity of the threat • imminent or non-imminent danger

27. Imminent vs. Non Imminent • Imminent danger -Your physical safety or the safety of others is in immediate jeopardy. The danger could come in the form of an individual armed with a weapon, (gun or knife) assault, or related activity.Call #911 immediately • Non- Imminent danger-There is no immediate danger to the physical safety or well being to anyone, however there is a potential for an incident to develop or there has been an event which has already taken place.

28. Threat Levels • Low Level- poses minimal risk • Medium Level-A threat which could be carried out, although it may not appear entirely realistic • High Level-A threat that appears to pose an imminent and serious danger to the safety of others in the workplace

29. Threat Evaluation • How much credibility does the threat have on a scale from 1-5 • 1 symbolizing minimal risk (low) • 2 & 3 symbolizing possible risk (medium) • 4 & 5 symbolizing serious risk (high) • Utilize the Workplace Violence Checklist • History regarding the individual and situation • How much detail was provided in the threat • who, what, when, where, how

30. Who Handles What • Low Level- poses minimal risk • Best handled by the Manager • Medium Level-A threat which could be carried out, although it may not appear entirely realistic. • Possible investigation by HR, Legal, or Security • High Level-A threat that appears to pose an imminent and serious danger to the safety of others in the workplace. • Contact the Police • Conduct follow up investigation

31. High Level Threat • Responding to an Assault in the Workplace • Contact the Local Police Department • Secure the work area • Account for all employees • Organize your Critical Response Team • Cross Functional Team • Legal, Department Managers, HR, EAP • Take care of the victims • Figure out what happened, how it happened, and what will be necessary to prevent future incidents

32. MANAGEMENT RESPONSES TO LOW LEVEL THREATS • INTERVIEW AND INVESTIGATE • who, what, when, where, why & how • Ask open ended questions • COACHING AND COUNSELING • Proactive approach to resolving threatening situations • May involve Conflict Resolution • DISCIPLINARY • Review company policy • Implement the appropriate level of discipline • Document • MENTAL HEALTH • Refer for Counseling • LAW ENFORCEMENT • File a police report if it is reasonable to expect the employee may continue the behavior outside the workplace i.e. Harassment of a co-worker or supervisor

33. Diffusing low level threats or incidents • Having a planned strategy will give you a positive outcome • Careful Intervention • Active Listening • Calming Responses • Skillful Responses

34. Careful Intervention • Never break up an argument alone • Call for assistance • Be sure not to put yourself or others in harms way • Separate the individuals • Take the individuals to a secure and quiet area • Never break up a physical altercation • Secure the area • Call the police

35. Active Listening • Make Eye Contact • Minimal Encouragement • Paraphrasing or Reframing • Open ended questions • Effective Pauses • “I” phrases

36. CALMING PHRASES AND RESPONSE INTERVENTIONS • “Are you ok, you generally don’t act this way?” • “Let me check into this.” • “Let us go into the conference room to discuss this.” • “Help me understand why you are angry?” • “What happened to upset you?” • “Let’s take a minute here, help me understand.” • “Let’s step over here for a second so you can explain it to me.” • “I hear what your saying.” • “I understand you’re angry, frustrated, stressed out.” • “What made you decide to do that?” • “This is new to me. Let’s discuss it so I can understand the situation.” • “Have you thought out what the consequences would be?” • “How would you like to see this resolved?”

37. Change in Behavior Address the behavior Questioning/challenging Answer the question and redirect Defensive Behavior Remove the Threat Verbally Venting Allow it to happen Refusal to cooperate Explain your rationale Set Limits Empower w/choices allow time to make a choice enforce consequences Skillful Responses

38. Be flexible in your approach Be patient Be a positive role model Trust your feelings Encourage verbal expression Be an empathetic listener Project calmness Keep it simple Avoid public spectacles Be appropriately honest Be consistent Be attentive to signs of distress Consider social and cultural factors Keep your nonverbal cues non-threatening Respect personal space Be aware of body position Remember the WHAT MANAGERS CAN DO TO MINIMIZE VIOLENCE 10 Tips for Crisis Prevention

39. BEHAVIORS MANAGERS SHOULD AVOID • Acting defensively • Making threats • Being judgmental • Attacking the employees character • Taking the matter personally • Confusing obnoxious behavior with dangerous behavior • Being argumentative or condescending • Ignoring the problem or the warning signs • Forcing Conflict Resolution on two unwilling parties 

40. Preventative Measures Domestic Violence • Refer the employee for help • Encourage the employee to obtain a restraining order • Home & Work • Obtain a copy of the restraining order • Encourage the employee to notify the police • Adopt policies that allow the employee time off for court appearances • Notify necessary employees • Frontline of defense (Receptionist, Security Guard)

41. KEY POINTS TO SUCCESSFULLY MANAGE WORKPLACE VIOLENCE AND THREATS • Treat everyone with dignity and respect • Recognize troubled employees early and refer for help • Recognize troubling situations early and consult with the appropriate department • Respect confidentiality • Record the facts of the incident accurately • Create a Critical Response Team

42. Conclusion • There is no 100% guarantee that Workplace Violence can be avoided; however, with careful planning and intervention, you will decrease the likelihood that you will become a victim.