1. Workplace Violene Threat/Interaction/Response Leadership Review
UCLA Health System Security

2. What is Workplace Violence?
An action that may threaten the safety of an employee, impact the employee’s physical and/or psychological well-being or cause damage to company property

3. Defining Workplace Violence
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

4. Types of Workplace Violence
Homicide
Attempted Homicide
Physical Assault
Sexual Assault
Threat
Vandalism
Sabotage
Product Contamination
Arson/bombing
Stalking
Domestic violence
Terrorism

5. Workplace Violence Stats
2 million The number of victims in the US each year
87 The number of injured victims each day in the US
2 The number of victims killed each day in the US
70% The number of reported workplaces with no formal program or policy to address workplace violence
*ASIS/SHRM Workplace Violence Intervention and Prevention Standard, 2011

6. Myths About Workplace Violence
COMMITTED BY PEOPLE WHO SUDDENLY SNAP UNDER PRESSURE
COMMITTED BY DISGRUNTLED EMPLOYEES

7. Reasons for Workplace Violence
Work-related Conflict
Personal Conflict
Domestic Violence
Robbery
Revenge
Displaced Anger
A Stalker’s Obsession
Terrorism
Customer/Client Supplier/Patient Disgruntled

8. The Evolution of Workplace Violence
MILDER BEHAVIOR
Unusual Behavior
Acting Out
MID RANGE BEHAVIOR
Verbal Assault
Harassment
VIOLENT BEHAVIOR
Deadly Encounter
Physical Assault
*ASIS/SHRM Workplace Violence Intervention and Prevention Standard, 2011

9. Shootings in Hospitals
Demographics
From 11 years of data researchers found that 23% of shootings in the ED occurred from the perpetrator’s taking of a gun from Security Personnel or Police.
73% of these shootings occurred in non-rural areas.
The ED and the area around it was the most frequent location of hospital shootings
*IOFM, Security Director’s Report- December 2012

10. Shootings in Hospitals
Most frequent victims are:
Perpetrators (45%)
Hospital Staff (20%)
Patients (13%)
Visitors (8%)
Security Officers/Police (5%)

11. Shootings in Hospitals
Motivations
The most common motives are:
A grudge (27%)
Suicide (21%)
Ending the life of an ill relative (14%)
Escape attempts by patients in police custody (11%)
*IOFM, Security Director’s Report- December 2012

12. Intimate Partner Violence (IPV)
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.

13. Leading Cause of Workplace Homicide for U.S. woman
Homicides perpetrated by a personal relation (33%) is the 2nd leading cause of workplace Homicide for woman. Of which the vast majority were intimate partners (nearly 80%).
More woman died on the job as a result of domestic violence than at the hands of a client- such as student, patient, or prisoner, or current or former coworker.
IOFM, Security Director’s Report – November 2012

14. Employer's Role in IPV
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

15. IPV Most Recent Events
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.

16. 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

17. 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

18. 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.”

19. 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

20. 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.

21. Team Approach
Involve key departments when dealing with a difficult or potentially violent employee.
Human Resources
Security
UCLA Police
Staff & Faculty Counseling
Risk Management

22. What Can You Do If You Determine That An Employee Is Potentially Dangerous?
Provide training/coaching
Provide counseling
Transfer employee
Restructure position
Take disciplinary action
Suspend employee with/without pay
Terminate employee

23. Employer’s Role Work to create an environment of unity
Employees need to feel safe and secure

24. 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

25. 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

26. What Workplace Violence Costs
51% % of workplace violence costs attributed to lost productivity.
1.7 Billion Dollars Amount employers lose annually due to stress.
60 Thousand Dollars Estimated cost to hire and training a new person.
24 Million Dollars The dollar loss associated with a workplace bully
*ASIS/SHRM Workplace Violence Intervention and Prevention Standard, 2011

27. Leadership Stats

28. 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 co-workers.
Security and HR should be notified that there is a problem.
When a situation is out of control security should be called immediately.

29. 4 Things To Keep In Mind When Responding To Hostile & Aggressive Situations
Don’t ignore your “gut” feeling
Don’t tolerate or excuse inappropriate behavior even it is infrequent
Don’t dismiss your own safety
Don’t ignore warning signals that a person is about to explode (e.g., clenched fist, increasing facial & body tension, elevated screaming, statements like, “I’m warning you!”)

30. CODE GRAY 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”

31. CODE SILVER 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”

32. Reporting a Problem
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

33. A Suspect’s Physical Description
□Sex
□Hat
□Height
□Glasses
□Weight
□Hair
□Age
□Facial Hair
□Race
□Coat
□Shirt
□Pants
□Shoes

34. Strategies for Survival in an Active Shooter Event
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)

35. Additional Resources UCPD Dispatch: (310) 825-1491
Staff and Faculty Counseling Center
(310)
UCPD website:
Security Escorts at SMH : (424)
Security Escorts at WWH: (310)

36. Questions? Presented by: Vernon Goodwin
Security Director for UCLA Health System