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A spectrum of behaviors, including overt acts of violence, threats, and other conduct that generates a reasonable concern for safety from violence,

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Presentation on theme: "A spectrum of behaviors, including overt acts of violence, threats, and other conduct that generates a reasonable concern for safety from violence,"— Presentation transcript:

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3 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 Homicide Attempted Homicide Physical Assault Sexual Assault Threat Vandalism Sabotage Product Contamination Arson/bombing Stalking Domestic violence Terrorism Sabotage Product Contamination Arson/bombing Stalking Domestic violence Terrorism

5 Workplace Violence Stats *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 Work-related Conflict Personal Conflict Domestic Violence Robbery Revenge Displaced Anger A Stalker’s Obsession Terrorism Customer/Client Supplier/Patient Disgruntled

8 *ASIS/SHRM Workplace Violence Intervention and Prevention Standard, 2011

9 *IOFM, Security Director’s Report- December 2012 Shootings in Hospitals

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11 Motivations *IOFM, Security Director’s Report- December 2012

12 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 IOFM, Security Director’s Report – November 2012

14 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 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 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 HS Policy 7313

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. 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?

23 Employer’s Role Work to create an environment of unity

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

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. 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

30 Type of SituationAbusive 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 situationAttempt 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 expectCODE 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 Type of SituationPerson 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 situationSee 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 expectCODE 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 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 □ Sex □ Hat □ Height □ Glasses □ Weight □ Hair □ Age □ Facial Hair □ Race □ Coat □ Shirt □ Pants □ Shoes A Suspect’s Physical Description

34 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)

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


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