1. OSH 190 Workplace violence
2009

2. Definition of Workplace
Building or work area, including offices, reception areas, hallways.
A remote site when workers are engaged in official business.
A vehicle, private or employer-owned, when used for business purpose.

3. Workplace Violence Definition
Three main types of violence:
Verbal Abuse/Threats
Threatening Behavior
Physical Assault
Any of these behaviors alone or together constitute an incident.
If you have had one or more incidents, you have potential to need a program.

4. Verbal Abuse & Threats QUESTION: Are abuse and threats different?
ANSWER: Abuse may be intended to hurt the feelings of and humiliate someone, while threats may make the victim fear for their safety.
In verbal abuse, the assailant may use profanity, and make statements which are furious, intense, distorted, meant to cause injury, and create a hostile environment. Other examples are obscene phone calls or harassment of any nature. Profanity in and of itself doesn’t necessarily constitute a threat. But, combined with other actions/behaviors can and may escalate to threatening behavior.

5. Verbal Abuse & Threats
Verbal abuse itself does not constitute necessity for a formal program. When a someone makes actual threats; this is termed “threatening behavior” and if a pattern persists, then a formal program may be needed. Most employers can get by with a Human Resources policy that addresses “bad behavior” and a “no violence tolerance”. This policy would address employee-on-employee violence, and gives examples of behavior that is not tolerated and needs to change. This HR policy could be enough to satisfy risks that exist in most workplaces, and an actual program may not be needed.
As an employer, it is always better to be proactive in addressing emerging hazards, rather than take a “wait and see” attitude.

6. Risk Factor / Prevention Action
A risk factor is:
A condition or circumstance that may increase the likelihood of violence occurring in a particular setting.
A prevention action is:
A strategy or means to control or eliminate risk factors.

7. Four Categories of Violence
Violence by Strangers
Violence by Customers or Clients
Violence by Co-workers
Violence by Personal Relations

8. Violence by: Strangers
Assailant has no business relationship to workplace
Motive is to commit robbery or other criminal act
Accounts for most of fatalities from workplace violence
The assailant may enter a business appearing to be a customer, but their real motive may be to commit a crime. In Washington, violence by strangers accounts for most of the fatalities related to workplace violence.

9. Risk Factors: Strangers
Face-to-face contact with public
Exchange money with public
Guard valuable property

10. Risk Factors: Strangers
Work late night/early morning
Work alone or in small numbers
High crime areas or community settings

11. High-Risk Workplaces: Strangers
Taxicabs
Liquor stores
Gas stations/convenience stores

12. High-Risk Workplaces: Strangers
Grocery stores
Hotels/motels
Bars/Restaurants

13. Prevention Actions: Strangers
Signs stating cash register has minimal cash
Clear view of cash register from street
Drop safe or limited access safe
Silent alarms
Adequate outside lighting
Maximum $50 in register

14. Prevention Actions: Strangers
Address employee isolation factors
Control access to worksite
Provide security personnel
Devise method to alert police/security
Train workers in prevention
Install security cameras

15. Violence by: Customers or Clients
Assailant receives services from or is under custodial supervision of the workplace or victim
Account for most of non-fatal injuries

16. Violence by: Customers or Clients
Assailants can be current or former customers or clients such as passengers, patients, students, inmates, criminal suspects or prisoners.
The workers attacked typically provide direct services to the public.
In some industries, violence by customers or clients occurs on a daily basis, especially verbal threats. Examples: correctional facilities, psychiatric hospitals.

17. Risk Factors: Customer or Client
Work in isolation
Work after regular hours
Site has uncontrolled access
Clients with past violent behavior

18. Risk Factors: Customer or Client
Potential weapons visible and accessible, even desk supplies
and heavy objects
Lack of quick communication to security
Lack of escape route No

19. High-Risk Workers: Customer or Clients
Bus/rail drivers
Social service providers
Health care workers

20. High-Risk Workers: Customer or Clients
Teachers
Sales personnel
Law enforcement employees

21. Prevention Actions: Customer or Client
Controlled access, locked doors
Quick method to alert security, panic buttons, personal alarms
Limit employee isolation with patient/customers

22. Prevention Actions: Customer or Client
Client referral/assistance programs
Set up worksite so employees are not trapped from exiting
Eliminate easy access to potential weapons

23. Violence by: Co-workers
Assailant has employment-related involvement
Current or former employee or manager
Large media attention to
violence by co-workers,
but small number of
actual fatalities

24. Risk Factors: Co-worker
Chronic Labor-Management disputes
Frequent grievances
High number of injury claims
Understaffing/excessive overtime
Authoritarian management

25. Other Risk Factors: Co-worker
High workplace stress
Unusual stress outside of work
Lack of protocols for disciplinary actions
Individual with history of violent behavior
Lack of training for supervisors
Generally an employer is not required to have a program in anticipation of violence by co-workers. But, if incidents of aggression occur, threats, assaults, etc., then you need to evaluate the potential risks and protect employees from any potential hazards.

26. High-Risk Workplaces: Co-worker
Any workplace can be at risk
Assailant usually seeking revenge for perceived unfair treatment

27. Prevention Actions – Co-worker
Management policies for disciplinary actions, lay-off’s, etc.
Prohibit weapons at workplace
Enforce no-tolerance for workplace violence
Provide security personnel
Employee assistance/counseling
A zero tolerance needs to be set for unacceptable behavior. Behavior can and does escalate. Don’t assume someone knows what they are saying and doing is wrong. They need to be told and they can then be held responsible to change. Don’t let anyone excuse bad behavior by saying, “Oh, that’s the way Fred always is, he doesn’t mean anything.”

28. Violence by: Personal Relations
Assailant confronts a worker, at the worksite, with whom they have a personal relationship outside of work.
Personal relations include:
Current or former spouse
Lover
Friend
Relative
Acquaintance

29. Risk Factors: Personal Relations
Individual with history of violent/threatening behavior
Domestic violence
Lack of controlled access to worksite
No policy regarding restraining orders

30. High-Risk Workplaces: Personal Relations
Any workplace can be at risk
Assailant motivated by perceived difficulties in the relationship or by mental health factors that influence his/her relationships

31. Prevention Actions: Personal Relations
Control worksite access
Encourage reporting of harassment, stalk- ing, domestic violence, restraining orders
Prohibit weapons
Enforce policies on handling and preventing violence situations
Relocate affected person within worksite
Notify other staff as needed

32. Restraining Orders
Your policy should encourage employees to report the existence of a restraining order, if the order includes prohibition of contact at the work site, which most will, so you can do a better job of insuring a safe worksite.
You can’t force employees to notify you about an order, only encourage the reporting to help insure everyone’s safety. If someone tells you they have a restraining order, be sure and ask for a copy, don’t just go on someone’s word. You can and should call the local police if the respondent shows up at the worksite. You can ask for information on restraining orders from the local prosecutor’s office. Each jurisdiction can have slightly different rules about how they handle the orders. Respect each restraining order and treat each the same, even if you know the individuals involved and might have your own opinions.
If you notice disruptive behavior occurring in the workplace that appears to effect the work of the employee and/or other employees, you can step in and say that work is being disrupted, does the employee need any help? Most people are reluctant to discuss personal issues, but if given an opening, they might feel more comfortable asking for help.