National Center for the Analysis of Violent Crime Behavioral Analysis Unit Critical Incident Response Group WORKPLACE VIOLENCE : ISSUES IN RESPONSE

Supervisory Special Agent Eugene A. Rugala National Center for the Analysis of Violent Crime Behavioral Analysis Unit Critical Incident Response Group FBI Academy Quantico, Virginia

Topics To Be Discussed: The role of the FBI’s National Center for the Analysis of Violent Crime in Workplace Violence What is Workplace Violence? Statistics on Workplace Violence Common Myths about Workplace Violence Types of Workplace Violence

Topics Continued: Causes of Workplace Violence Costs of Workplace Violence Perpetrators of Workplace Violence Warning signs of Workplace Violence Assessing the threat Managing potential Workplace Violence

What Is Workplace Violence? WORKPLACE VIOLENCE CAN BE DEFINED AS 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

Statistics Regarding Workplace Violence 2 MILLION VIOLENT VICTIMIZATIONS A YEAR HOMICIDE IS THE NUMBER TWO CAUSE OF DEATH FOR WOMEN AND NUMBER THREE FOR MEN MOST COMMON TYPE OF WORKPLACE VICTIMIZATION IS SIMPLE ASSAULT

Statistics Continued: IN 2003, THERE WERE 631 WORKPLACE HOMICIDES WOMEN ARE THE VICTIMS IN THREE- FIFTHS OF ALL REPORTED INCIDENTS OF WORKPLACE VIOLENCE

Workplace Homicides, U.S Circumstance/ Victim/Offender Relationship Number Percent Robbery/Other Crimes % Co-worker/ Former Co-worker 70 11% Customer /Client 26 4% Personal 35 6% Total % Source : Bureau of Labor Statistics

Types Of Workplace Violence HOMICIDES ATTEMPTS PHYSICAL ASSAULTS SEXUAL ASSAULTS THREATS VANDALISM SABOTAGE PRODUCT CONTAMINATION ARSON/BOMBINGS STALKING DOMESTIC VIOLENCE TERRORISM

Perpetrators Of Workplace Violence EMPLOYEES FORMER EMPLOYEES TEMPORARY OR PART-TIME EMPLOYEES CONTRACTORS CUSTOMERS SUPPLIERS CLIENTS/PATIENTS ACQUAINTANCES OF EMPLOYEES FAMILY MEMBERS OF EMPLOYEES STRANGERS TERRORISTS

Myths About Workplace Violence WORKPLACE VIOLENCE IS COMMITTED BY PEOPLE WHO SUDDENLY SNAP UNDER PRESSURE IS COMMITTED BY DISGRUNTLED EMPLOYEES

Myths Continued: MOST SITUATIONS WILL RESOLVE THEMSELVES IF GIVEN A COOLING OFF PERIOD IF WE LEARN TO RECOGNIZE THE POTENTIALLY VIOLENT EMPLOYEE, WE CAN STOP WORKPLACE VIOLENCE

Decline in Workplace Homicides , 02

Workplace Homicides THE VAST MAJORITY OF WORKPLACE HOMICIDES ARE A RESULT OF ROBBERY AND RELATED CRIMES

Occupations With the Highest Risk of Homicide Homicide rate per 100,000 Workers TAXICAB DRIVERS SALES/COUNTER CLERKS POLICE/DETECTIVES GUARDS SALES, SUPERVISORS MANAGERS, FOOD AND LODGING PLACES CASHIERS BARTENDERS TRUCK DRIVERS NATIONAL AVERAGE

Who’s At Risk? LAW ENFORCEMENT HEALTHCARE RETAIL SALES OTHER SERVICE INDUSTRIES

Reasons For Workplace Violence WORK-RELATED CONFLICT PERSONAL CONFLICT DOMESTIC VIOLENCE ROBBERY REVENGE DISPLACED ANGER A STALKER’S OBSESSION TERRORISM A CUSTOMER, CLIENT, SUPPLIER OR PATIENT IS DISGRUNTLED

Violence Is More Likely To Happen In Workplaces That….. 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 EMPLOYEE’S COMPLAINTS ABOUT ANOTHER EMPLOYEE’S BEHAVIOR

Violence Continued: CREATE A “TOXIC” WORK ENVIRONMENT SUBJECT EMPLOYEES TO FREQUENT CHANGE AND UNCERTAINTY ABOUT THEIR FUTURE INADEQUATE SECURITY MEASURES AND PROCEDURES IN PLACE

Cost Of Workplace Violence COSTS TO EMPLOYERS: DECREASED/LOST PRODUCTIVITY MEDICAL, LEGAL, WORKERS COMPENSATION COSTS, COURT COSTS, OVERTIME TO MAKE UP LOST WORK, EMPLOYEE COUNSELING TARNISHED PUBLIC IMAGE

Costs Continued: COST TO EMPLOYEES REDUCTION IN EMPLOYEE EARNINGS DUE TO TIME OFF PERMANENT EFFECTS ON HEALTH AND WELL- BEING OF THE INJURED EMPLOYEE HARDSHIP ON THE EMPLOYEE’S FAMILY DESTRUCTION OF EMPLOYEE MORALE INCREASED STRESS LEVEL AT WORK AND HOME DECREASED WAGES AND BENEFITS TO OFF-SET COSTS OF VIOLENCE

Social Factors ECONOMIC DOWNTURN AVAILABILITY OF AND ACCESS TO WEAPONS BREAKDOWN OF FAMILY AND COMMUNITY FAST-PACED, HIGH STRESS SOCIETY MEDIA GLORIFICATION OF VIOLENCE HOLIDAY STRESS

Personal Factors LOSS OF JOB, RAISE OR PROMOTION BREAK-UP OF A RELATIONSHIP FAMILY/MARITAL PROBLEMS MONEY PROBLEMS DRUG OR ALCOHOL ABUSE STRESS DOMESTIC VIOLENCE

Causes Of Employee Disenchantment CONFUSION LACK OF TRUST NOT BEING LISTENED TO NO TIME TO SOLVE PROBLEMS OFFICE POLITICS SOMEONE SOLVING PROBLEMS FOR YOU NOT KNOWING WHETHER YOU ARE SUCCEEDING

Disenchantment Con’t: INDISCRIMINATE RULES BOSS TAKES CREDIT FOR YOUR WORK SCARCE RESOURCES BELIEVING YOU CAN’T MAKE A DIFFERENCE MEANINGLESS JOB

PROACTIVE VS REACTIVE

THERE IS NO PROFILE OF A WORKPLACE VIOLENCE OFFENDER EACH CASE OR SITUATION MUST BE LOOKED AT INDIVIDUALLY AND JUDGED ON IT’S OWN INDIVIDUAL MERITS

Behavioral Characteristics Of A Violent Employee PAST VIOLENT BEHAVIOR OBSESSION WITH WEAPONS COMPULSIVE READING AND COLLECTING GUN MAGAZINES DIRECT OR VEILED THREATS INTIMIDATION OR INSTILLING FEAR IN OTHERS OBSESSIVE INVOLVEMENT WITH THE JOB

Characteristics Con’t: FEW FRIENDS AND OUTSIDE INTERESTS TENDS TO STAY TO HIM OR HERSELF CAN BE DESCRIBED AS A LONER UNWANTED ROMANTIC INTEREST IN A CO-WORKER HYPER-SENSITIVE TO CRITICISM HOLDS GRUDGES

Behavioral Characteristics Continued BLAMES OTHERS DOES NOT ACCEPT RESPONSIBILITY FEELS ENTITLED FREQUENTLY ANGRY AND ARGUMENTATIVE DEPRESSED/SUICIDAL THOUGHTS LOW FRUSTRATION TOLERANCE

Employees Can Observe Behavior On The Job DECREASED PRODUCTIVITY MISSED DUE DATES FREQUENT ABSENTEEISM POOR WORK PERFORMANCE DISTRUSTFUL OR SUSPICIOUS OF PEOPLE’S MOTIVES EXTREME CHANGES IN BEHAVIOR

Other Characteristics Include: RECENT FAMILY, FINANCIAL OR PERSONAL PROBLEMS INTEREST IN RECENTLY PUBLICIZED VIOLENT EVENTS PREOCCUPATION WITH VIOLENT THEMES OR REVENGE DRUG OR ALCOHOL ABUSE

Statistically, Your Typical Workplace Violence Offender Is Likely to Be: WHITE MALE BETWEEN THE AGES OF 30 AND 50 LITTLE OR NO CRIMINAL RECORD PARANOID/AGGRESSIVE BEHAVIOR UNSTABLE WORK HISTORY TROUBLEMAKER

Precipitating Factors: AN EMPLOYEE WHO POSESSES MANY OF THE CHARACTERISTICS MENTIONED AND WHO EXPERIENCES THE FOLLOWING MAY BE CONSIDERED HIGH RISK FOR ACTING OUT VIOLENTLY: SOMEONE WHO HAS BEEN REPRIMANDED, DEMOTED OR FIRED COUPLED WITH OTHER RECENT PERSONAL PROBLEMS

Miscellaneous Factors ROLE OF THE MEDIA SUBSTANCE ABUSE/INHIBITIONS ROLE OF FAMILY NEW BUSINESS PRACTICES MENTAL ILLNESS SUICIDE BY COP MANAGEMENT STYLE

AN EMPLOYEE CAN MANIFEST ANY ONE OR ALL OF THESE TRAITS AND NEVER ACT OUT VIOLENTLY

What Can You Do If You Determine That An Employee Is Potentially Dangerous? PROVIDE COACHING/TRAINING PROVIDE COUNSELING TRANSFER THE EMPLOYEE RESTRUCTURE THE POSITION TAKE DISCIPLINARY ACTION SUSPEND THE EMPLOYEE WITH OR WITHOUT PAY TERMINATE THE EMPLOYEE

NO ONE-SIZE-FITS-ALL STRATEGY

Components Of A Workplace Violence Prevention Program PRE-EMPLOYMENT SCREENING ZERO-TOLERANCE POLICY APPROPRIATE DISCIPLINARY PROCEDURES GRIEVANCE PROCEDURES VIOLENCE PREVENTION TRAINING EMPLOYEE ASSISTANCE PROGRAM

Components Of A Workplace Violence Prevention Program OUTPLACEMENT SERVICES SECURITY MEASURES ACCESS TO TRAINED ADVISORS CRISIS MANAGEMENT TEAM CRISIS MANAGEMENT PLAN

Managing Potential Workplace Violence ESTABLISH POLICY MANAGEMENT TEAM AWARENESS EDUCATION AND TRAINING CORPORATE CENTRAL REPORTING POLICY

Managing Potential Workplace Violence EFFECTIVE SECURITY ORGANIZATION INTAKE AND DATA ENTRY INVESTIGATE ALL REPORTS RISK ASSESSMENT

Managing Potential Violence Con’t: SITUATION CLASSIFICATION RISK RESPONSE OPTIONS SECURITY PLAN CASE MANAGEMENT AND DOCUMENTATION COMMUNICATE, COMMUNICATE, COMMUNICATE !!!!!

Crisis Management Team SECURITY PERSONNEL HUMAN RESOURCE MANAGERS EMPLOYEE ASSISTANCE COUNSELORS MEDICAL PERSONNEL SENIOR MANAGEMENT

LEGAL UNION REPRESENTATIVES INVESTIGATORS LAW ENFORCEMENT MENTAL HEALTH PROFESSIONAL PUBLIC RELATIONS EXPERT Crisis Management Team

WHAT DOES NOT WORK: ONE SIZE FITS ALL APPROACH RIGIDITY, INFLEXIBILITY DENIAL OF PROBLEM LACK OF COMMUNICATION LACK OF COLLABORATION IGNORING RESPECT LACK OF CLEAR WRITTEN POLICY NO DOCUMENTATION PASSING AROUND “BAD APPLES” LACK OF COMMITMENT TO SAFETY

FOR ADDITIONAL INFORMATION CONTACT: SUPERVISORY SPECIAL AGENT EUGENE A. RUGALA NATIONAL CENTER FOR THE ANALYSIS OF VIOLENT CRIME BEHAVIORAL ANALYSIS UNIT CRITICAL INCIDENT RESPONSE GROUP FBI ACADEMY QUANTICO, VIRGINIA TELEPHONE :