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WORKPLACE VIOLENCE Prevention and Response Based on the Handbook Workplace Violence Prevention and Response By U. S. Department of Agriculture October,

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Presentation on theme: "WORKPLACE VIOLENCE Prevention and Response Based on the Handbook Workplace Violence Prevention and Response By U. S. Department of Agriculture October,"— Presentation transcript:

1 WORKPLACE VIOLENCE Prevention and Response Based on the Handbook Workplace Violence Prevention and Response By U. S. Department of Agriculture October, 2001

2 What This Course Will Cover  What is Workplace Violence?  Responsibilities  Prevention of Workplace Violence  Identifying Potentially Violent Situations  Responding to Violent Incidents  Disclosure of Information

3 What is Workplace Violence?  Any act of violence, against persons or property, threats, intimidation, harassment, or other inappropriate, disruptive behavior that causes fear for personal safety at the work site.  Workplace violence can affect or involve employees, visitors, contractors, and other non-Federal employees.

4 What Can Cause Workplace Violence? Work Related  Anger over disciplinary actions  Loss of a job  Resistance to policies  Disagreement  Stress Non-Work Related  Domestic violence  Road rage  Hate incidents or crime  Stress

5 Who Can Inflict Workplace Violence?  Abusive employee  Manager  Supervisor  Co-worker  Customer  Family member  Stranger

6 Whatever the cause or whoever the perpetrator, workplace violence is not to be accepted or tolerated.

7 Employees Responsibilities “It is up to each employee to help make USDA a safe workplace for all of us”  Be familiar with Department/Agency policy  Be responsible for securing their own workplace  Question and/or report strangers to supervisors  Be aware of any threats, physical or verbal, and/or any disruptive behavior

8 Employee Responsibilities cont.  Be familiar with local procedures for dealing with threats and emergencies  Do not confront individuals who are a threat  Be familiar with the resources of the Employee Assistance Program  Take all threats seriously

9 Supervisors Responsibilities  Inform employees of Department policies and procedures  Ensure that employees know specific procedures for dealing with threats and emergencies, and how to contact police, fire, and other safety and security officials.  Ensure that employees with special needs are aware of emergency evacuation procedures and have assistance.

10 Supervisors Responsibilities Cont.  Respond to potential threats and escalating situations by utilizing proper resources from: law enforcement, medical services, Federal Protective Service, human resources staff, and the Employee Assistance Program  Take all threats seriously  Check prospective employees’ backgrounds prior to hiring

11 Security/Facilities Staff Responsibilities  Serve as the liaison with law enforcement  Conduct regular threat assessment surveys of the facility  Keep management advised of the risk of violence, and the means to close security gaps  Work with facility personnel to improve the security level of the buildings, grounds, parking lots, etc.

12 Prevention of Workplace Violence A sound prevention plan is the most important and, in the long run, the least costly portion of any agency’s workplace violence program. The following programs will assist in prevention:  Pre-Employment Screening  Security  Alternative Dispute Resolution (ADR)  Threat Assessment Team  Agency Work and Family Life Programs

13 Pre-Employment Screening An agency should determine, with the assistance of its servicing personnel and legal offices, the pre-employment screening techniques. Techniques may include:  Interview questions  Background and reference checks  Drug testing (if appropriate for the position under consideration and consistent with Federal laws and regulations).

14 Security Maintaining a safe work place is part of any good prevention program. There are a variety of ways to help ensure safety. Some security measures include:  Employee photo identification badges  Guard services  Individual coded key cards for access to buildings and grounds

15 Alternative Dispute Resolution (ADR) This program is most effective in resolving disputes when a conflict has been identified early and one of the following techniques is used:  Ombudspersons  Facilitation  Mediation  Interest-based problem solving  Peer review

16 Threat Assessment Team This interdisciplinary team will work with management to assess the potential for workplace violence and, as appropriate, develop and execute a plan to address it.

17 Agency Work and Family Life Programs An agency should identify and modify, if possible, self-imposed policies and procedures which cause negative effects on the workplace climate. Examples include:  Flexi-place  Child care  Maxi-flex

18 Awareness/Training One of the most critical components of any agency’s prevention program is training. All employees should know how to recognize and report incidents of violent, intimidating, threatening, and disruptive behavior. All employees should have phone numbers for quick reference during a crisis or an emergency.

19 Awareness/Training In addition, workplace violence prevention training for employees should include the following topics:  Agency’s workplace violence policy  Encouragement to report incidents & procedures to do so.  Ways of preventing or defusing volatile situations or aggressive behavior.  Diversity training to promote understanding & acceptance of co-workers and customers from different races, sexes, religions, abilities, ethnic backgrounds and sexual orientations.

20 Awareness/Training  Ways to deal with hostile persons.  Managing anger.  Techniques and skills to resolve conflicts.  Stress management, relaxation techniques, wellness training.  Security procedures such as location and operation of safety devices such as alarm systems.  Personal security measures.  Programs operating within the agency that can assist employees in resolving conflicts such as EAP & ADR.

21 Awareness/Training In addition to the training suggested for employees, special attention should be paid to general supervisory training. It is important that supervisory training include basic leadership skills such as:  Setting clear standards  Addressing employee problems promptly.  Using the probationary period, performance counseling, discipline, and other management tools conscientiously.

22 Awareness/Training Other areas that should be included in supervisory training are:  Ways to encourage employees to report incidents.  Skills in behaving compassionately and supportively.  Skills in taking disciplinary actions.  Basic skills in handling crisis situations.  Basic emergency procedures.  Appropriate screening of pre-employment references.  Basic skills in conflict resolution.

23 Threat Assessment Determining the seriousness of a potentially violent or stressful situation and how to best intervene is the basis of a threat assessment. The agency should always treat threats in a serious manner and act as though the person may carry out the threat. The purpose of the threat assessment team is to provide guidance on managing the situation in a way that protects the employees.

24 Threat Assessment Team Members Typically include:  Management  Employee Relations  Employee Assistance Program  Law Enforcement, and/or Security May also include representatives from:  Civil Rights/EEO  Safety and Health Management Office  Unions, where applicable  Office of the General Counsel  Office of Inspector General  Conflict Resolution Office

25 Emergency Plans The plan should be specific to the type of facility, building, and the workers it covers, and should describe:  Calling for help  Calling for medical assistance  Emergency escape procedures & routes  Safe places to escape  Accounting for all employees when evacuating  Procedures to secure the work area where the incident took place  Procedures for accounting for all employees  Training & educating employees  Procedures for regularly evaluating & updating plan  Procedures for debriefing participants

26 Alternative Dispute Resolution (ADR)  Designed to help parties resolve conflicts with a neutral third party.  Some ADR processes include facilitation, conciliation, mediation, and ombudsperson programs.

27 Mediator  Trained in listening and communicating  Can defuse tensions, and clear up misunderstandings  Creates a safe setting for open communication  Provides for improved relations and communications for the future

28 Ombudsperson  “Eyes and ears” of the highest level of an organization  Listens, investigates, and recommends solutions to problems  Listens to complaints or grievances about the organization

29 Considerations for Using ADR  Parties are so committed to their views that progress is stuck  Communication styles between disputing parties require third-party assistance  You want to resolve a dispute but do not want to file a formal complaint  You want to resolve your conflict quickly

30  ADR may not be appropriate when the parties are so hostile toward each other that sitting down together might be unsafe.

31 Employee Assistance Program (EAP)  Each agency has a confidential EAP with trained counselors who can address workplace stress and violence issues.  EAP is also required to help employees deal with alcoholism or drug abuse and other problems, such as, marital or financial.

32 Identifying Potentially Violent Signs  Intimidating  Harassing  Bullying  Numerous conflicts with customers, co- workers, or supervisors  Substance abuse  Statements contemplating suicide  Belligerent  Aggressive behavior  Carrying a weapon  Inappropriate references to guns or threats  Extreme changes in normal behaviors

33 If you notice violent signs, you should:  If you are a co-worker: notify the employee’s supervisor  If it is a customer: notify your supervisor  If it is your subordinate: evaluate the situation by taking into consideration what may be causing the problems  If it is your supervisor: notify that person’s manager

34 External Threats Employees should be aware of external threats from organizations or the public. The following are some types of external threats:  Domestic Terrorist Groups  Special Interest Groups  General Public  Permittees/Contractors

35  It is very important to respond appropriately, i.e., not to overreact but also not to ignore a situation.

36 Responding to Violent Incidents  Occupant Emergency Plan  Emergency Response Team  Plans and Procedures for Recovering From a Workplace Violence Emergency  Evaluation

37 Occupant Emergency Plan  Refer to the phone numbers of security, police, and medical service in your facility occupant emergency plan  If you do not have a copy of the plan for your facility contact your supervisor

38 Emergency Response Team  Their purpose is to deal with the actual violent situation and its aftermath as well as to take steps to prevent similar future occurrences.

39 Plans and Procedures for Recovering Agencies must be prepared to:  Deal with the situation  Help in the healing process  Get the workforce back to productivity  Employees experience three stages of “crisis reactions”

40 Stage One: Emotional Reactions  Shock  Disbelief  Denial  Numbness  Increasing heart rate  Perceptual senses become heightened or distorted  Adrenaline levels increase

41 Stage Two: “Impact stage”  Anger  Rage  Fear  Terror  Depression  Withdrawal  Grief  Sorrow  Confusion  Helplessness  Guilt

42 Stage Three: “Reconciliation stage”  Employee tried to make sense out of the event  Understand its impact  Through trial and error, reach closure of the event so it doesn’t interfere with his or her ability to function and grow  Long-term process

43 Evaluation  Determine if everything was done that could have been done  What can be done to prevent it from happening again  Threat assessment and emergency response teams should be part of this process.

44 Disclosure of Information  Threat Assessment Team  Critical Incident Stress Debriefing  Dealing With the Media

45 Threat Assessment Team  Information will be released to individuals needing the information in order to conduct an appropriate investigation into the situation, protect agency personnel, or confront the person making the threat.

46 Critical Incident Stress Debriefing This type of debriefing allows the employees a chance to:  Recover from severe stress  Talk about what they have gone through  Compare their reactions with those of others.

47 Dealing With the Media  Questions from the news media relating to incidents of workplace violence should be forwarded to the appropriate public affairs staff for your office.

48 Conclusion For additional information regarding preventing workplace violence, please review REE Policy & Procedure found at the following website: Take The Quiz


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