8/30/2018 Fisher Phillips - Workplace Violence Prevention Training Workplace Violence Prevention & Active Shooter Training August 30, 2018 Annie Lau John Loftus Fisher Phillips Boston Properties (415) 490-9023 Director of Safety & Security alau@fisherphillips.com fisherphillips.com When, not If Violence in the Workplace fisherphillips.com 1
8/30/2018 Fisher Phillips - Workplace Violence Prevention Training fisherphillips.com UPS Shooting – June 13, 2017, San Francisco Shooter, an employee, had filed a grievance claiming that he was working excessive overtime and appeared to specifically go after the three drivers he killed fisherphillips.com 2
8/30/2018 Fisher Phillips - Workplace Violence Prevention Training ConAgra Foods Shooting, July 2004, Kansas City Employee kills 6 co-workers because he was upset over teasing fisherphillips.com Excel Industries, February 2016, Kansas Employee kills 3 and injures 14 coworkers, 90 minutes after he was served with a restraining order fisherphillips.com 3
8/30/2018 Fisher Phillips - Workplace Violence Prevention Training Workplace Violence Nearly 2 million Americans report they’ve been victims of violence at work each year fisherphillips.com FBI study of active shooter incidents in United States, 2000 - 2016 • 70% ended in 5 minutes or less • 66.9% incidents ended prior to police arrival • 40% were mass killings (i.e., 3 or more killed) fisherphillips.com 4
8/30/2018 Fisher Phillips - Workplace Violence Prevention Training fisherphillips.com Workplace violence, defined OSHA defines workplace violence as: …any act or threat of physical violence, harassment, intimidation, or other threatening disruptive behavior that occurs at the work site. It ranges from threats and verbal abuse to physical assaults and even homicide. It can affect and involve employees, clients, customers, and visitors. fisherphillips.com 5
8/30/2018 Fisher Phillips - Workplace Violence Prevention Training Who is involved? According to the National Institute for Occupational Safety and Health, workplace violence falls into four categories: • Criminal intent • Customer/client • Worker-on-worker • Personal/domestic relationship Source: National Safety Council (NSC) fisherphillips.com Dangerous potential Factors that may increase the risk of violence for a job and/or workplace: • Exchanging money with the public and working with volatile, unstable people • Working alone or in isolated areas • Workplaces where alcohol is served • Time of day and location of work fisherphillips.com 6
8/30/2018 Fisher Phillips - Workplace Violence Prevention Training Dangerous jobs Law Customer enforcement service agents personnel Those associated with the highest Delivery Cashiers risk of workplace drivers violence include: Healthcare Public service professionals workers (especially nurses) Source: OSHA fisherphillips.com How can employers reduce the risk of violence in their workplaces? fisherphillips.com 7
8/30/2018 Fisher Phillips - Workplace Violence Prevention Training Understand the potential warning signs • Excessive use of alcohol or drugs • Unexplained absenteeism, change in behavior or decline in job performance • Depression, withdrawal or suicidal comments • Resistance to changes at work or persistent complaining about unfair treatment • Violation of company policies • Emotional responses to criticism, mood swings • Paranoia Source: NSC website fisherphillips.com Best Practices to Prevent Workplace Violence: During Employment • Policies • Commitment to safe work environment • Physical and non-physical violence • No weapons • Duty to Report • Zero Tolerance fisherphillips.com 8
8/30/2018 Fisher Phillips - Workplace Violence Prevention Training Create a prevention program A well-written and implemented workplace violence prevention program includes: • Educating and training employees • Creating an emergency action plan • Conducting mock training exercises with local law enforcement • Adopting a zero-tolerance policy toward workplace violence Source: NSC fisherphillips.com Then implement it! Train employees on warning signs, both remote and immediate Implement a process for reporting any threat of violence to or in the workplace (also address confidentiality, social media and falsification) Ensure that employee privacy is respected Emphasize that all threats are taken seriously and will be investigated Source: OSHA fisherphillips.com 9
8/30/2018 Fisher Phillips - Workplace Violence Prevention Training Take note A zero-tolerance policy… …Should include all workers, patients, clients, visitors, contractors, and anyone else who may come in contact with company personnel. …Can be a separate workplace violence prevention program or incorporated into a safety and health program, the employee handbook, or manual of standard operating procedures. …Must be known and understood that all claims of workplace violence will be investigated and resolved promptly. Source: OSHA fisherphillips.com Best Practices to Prevent Workplace Violence: During Employment • Supervisor Training • Identifying threats • Persistent problems • Lying or blaming others • Fascination with weapons • Adverse employment action fisherphillips.com 10
8/30/2018 Fisher Phillips - Workplace Violence Prevention Training Best Practices to Prevent Workplace Violence: During Employment • Employee Training • Workplace Violence Policy • Types of potential emergencies • Reporting procedures • Alarm or alert systems • Evacuation plans/routes fisherphillips.com Training for All Workers • Raise the overall safety and health knowledge across the workforce • Provide employees with the tools needed to identify workplace safety and security hazards • Address potential problems before they arise and ultimately reduce the likelihood of workers being assaulted • Formal instruction on specific or potential hazards associated with the unit, job, and facility fisherphillips.com 11
8/30/2018 Fisher Phillips - Workplace Violence Prevention Training Best Practices to Prevent Workplace Violence: During Employment • Searches • Threat investigation • Employee assistance program fisherphillips.com Best Practices to Prevent Workplace Violence: Termination • Witness • Timing • Script • Post-meeting plan fisherphillips.com 12
8/30/2018 Fisher Phillips - Workplace Violence Prevention Training Even with an action plan in place, can it still happen? (Unfortunately.) fisherphillips.com How May Employers Be Liable For Workplace Violence? • Failure to properly screen employees results in hiring a person with a history or evidence of criminal acts. • Keeping an employee after the employer became aware of the employee’s unsuitability and failed to act. fisherphillips.com 13
8/30/2018 Fisher Phillips - Workplace Violence Prevention Training How May Employers Be Liable For Workplace Violence? • Failure to provide necessary monitoring to ensure the employee is performing duties. • Inadequate measures to safeguard employees and customers from potential threats. fisherphillips.com Cal OSHA Workplace Violence Prevention • Healthcare April 1, 2017 • Violent Incident Log • Recordkeeping April 1, 2018 • Workplace Violence Prevention Plan • Review of Workplace Violence Prevention Plan • Training fisherphillips.com 14
8/30/2018 Fisher Phillips - Workplace Violence Prevention Training Cal OSHA • Currently considering Workplace Violence Prevention Standards for General Industry • Procedures to: • Develop/provide training • Identify and evaluate workplace violence hazards • Correct workplace violence hazards in timely manner • Post-injury response and investigation fisherphillips.com Is Workplace Bullying A Problem? • Common experience • 27% report being the present or a prior target of a bully at work (36 million people) • Consequences • 61% of bullied targets lose their jobs with their employers • 29% voluntarily left their jobs to escape more mistreatment • 19% were forced to quit when work conditions worsened • 13% were terminated by the employer Workplace Bullying Institute, http://workplacebullying.org/multi/pdf/WBI-2014-US-Survey.pdf fisherphillips.com 15
8/30/2018 Fisher Phillips - Workplace Violence Prevention Training Is Workplace Bullying A Problem? • Cost of bullying is incredibly high: • High number of hours in lost time & productivity • Consider high cost of leave, non- productive time, and of replacing departing employees • Tensions in the workplace rise • Increase in tardiness, early departure from work, or absenteeism occurs fisherphillips.com Addressing Bullying Situations • Commitment from leadership • Make it clear to all employees that a bullying management style is not consistent with your mission and values • The bully must embrace becoming a part of solution • Solicit feedback and be open to change • Identify Action Plan • Make meeting expectations a part of performance review fisherphillips.com 16
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