WORKPLACE VIOLENCE PREVENTION
TRAINING MODULE
Course Overview
◼ This course covers the requirements for annual Workplace Violence Prevention as recommended by the Occupational Safety & Health Administration of the U.S. Department of Labor (OSHA).
◼ Information is presented in detail and then summarized in the “Key Points” sections throughout the course.
◼ Successful completion of the course includes taking the post-test.
◼ If at any time you have questions regarding this training, contact the on-duty supervisor. You may also send questions to VSM’s Clinical Service Specialist through the support link on this website
Course Outline
◼ Definition and review of workplace violence
◼ Risk factors
◼ Workplace security hazards
◼ Response to potential and actual violent situations
◼ Prevention methods
◼ Workplace Violence Prevention Program
◼ How to report incidents
◼ Post-incident procedures
Objectives
◼ Define workplace violence.
◼ Identify the four types of workplace violence.
◼ List at least three risk factors for workplace violence.
◼ Identify possible workplace security hazards.
◼ State the recommended response to potential and actual violent situations.
Objectives
◼ List at least three prevention measures to reduce the risk of workplace violence.
◼ Describe the Workplace Violence Prevention Program and where a written copy of the program is kept.
◼ State how to report a potential or actual violent incident.
◼ Describe the post-incident follow-up.
Workplace Violence Definition
◼
Workplace violence is any physical assault, threatening behavior, or verbal abuse
occurring in the work setting.
Workplace Violence Definition
◼ A workplace may be any location either permanent or temporary where an employee performs any work-related duty. This includes, but is not limited to, the buildings and surrounding perimeters,
including the parking lots, field locations, clients’ homes and traveling to and from work assignments.
Types of Workplace Violence
◼ Workplace violence has many sources.
◼ To better understand its causes and possible solutions, researchers have divided workplace violence into four categories:
1) Violence by strangers (criminal intent) 2) Violence by customers or clients
3) Violence by co-workers
4) Violence by personal relations
Type 1: Violence by Strangers
◼ The perpetrator is a stranger and has no legitimate relationship to the organization or to its employees.
◼ A crime is usually being committed in conjunction with the violence.
◼ Robbery
◼ Shoplifting
◼ Criminal trespassing
Type 2: Customer or Client
◼ The perpetrator has a legitimate relationship with the
organization—the recipient or
object of services provided by the affected workplace or victim.
◼ This category includes customers, clients, patients, students, and inmates.
Type 2: Customer or Client
It is believed that a large proportion of
customer/client incidents occur in the health care industry, in settings such as nursing homes or
psychiatric facilities.
Type 3: Co-Worker
◼ The perpetrator is an employee or past employee of the organization who attacks or threatens fellow employees.
◼ May be seeking revenge for what is perceived as unfair treatment.
◼ This category includes:
◼ Employees
◼ Supervisors
◼ Managers
◼ Owners
Type 4: Personal Relationship
◼ The perpetrator usually has or has had a personal
relationship with the intended victim and does not have a legitimate relationship with the organization.
◼ May involve a current or former spouse, lover, relative, friend or acquaintance.
Type 4: Personal Relationship
◼ Domestic violence carried out at the workplace
◼ The perpetrator is motivated by perceived difficulties in the relationship or by
psychosocial factors that are specific to the perpetrator.
Workplace Violence Includes
◼ Beatings
◼ Stabbings
◼ Suicides
◼ Shootings
◼ Rapes
◼ Near-suicides
◼ Psychological traumas
◼ Threats or obscene phone calls
◼ Intimidation
◼ Harassment of any nature
◼ Being followed
◼ Being sworn or shouted at
Examples of Workplace Violence
➢
Verbal threats to inflict bodily harm, including vague or covert threats➢
Attempting to cause physical harm:striking, pushing and other aggressive physical acts against another person
➢
Disorderly conduct, such as shouting, throwing or pushing objects, punching walls, and slamming doorsExamples of Workplace Violence
➢
Verbal harassment; abusive oroffensive language, gestures or other discourteous conduct towards
supervisors, fellow employees, or the public
➢
Making false, malicious or unfounded statements against coworkers,supervisors, or subordinates which tend to damage their reputations or undermine their authority
Key Points
Types of Workplace Violence
◼ Workplace violence is any physical assault, threatening behavior, or verbal abuse occurring in the work setting.
◼ Most incidents of workplace violence are one of these four types:
1) Violence by strangers (criminal intent) 2) Violence by customers or clients
3) Violence by co-workers
4) Violence by personal relations
Workplace Violence Statistics
◼ Approximately 2 million American workers are victims of workplace violence each year. In 1999, there were 645 homicides in the U.S. workplace.
◼ Homicide is the second leading cause of death in the workplace.
Workplace Violence Statistics
◼ Workplace violence costs an
estimated $55 million annually in lost wages. Lost productivity,
legal expenses, property damage, diminished public image, and
increased security measures add up to billions of dollars per year.
◼ Workplace violence is everyone’s problem.
Risk Factors
A number of factors may increase a worker’s risk for workplace violence, including:
✓ Contact with the public
✓ Exchange of money
✓ Delivery of passengers, goods, or services
✓ Having a mobile workplace such as a taxicab or police cruiser
✓ Working with unstable or volatile persons in health care, social service, or criminal justice settings
Risk Factors
A number of factors may increase a worker’s risk for workplace violence, including:
✓ Working alone or in small numbers
✓ Working late at night or early morning hours
✓ Working in high-crime areas
✓ Guarding valuable property or possessions
✓ Working in community-based settings
Key Points
Risk Factors for EMS
◼ Delivery of passengers, goods, or services or exchange of money
◼ Having a mobile workplace such as an ambulance
◼ Working with unstable or volatile persons in health care, social service, or criminal justice settings
◼ Working alone or in small numbers
◼ Working late at night or early morning hours
◼ Working in high-crime areas or community-based settings
Recognizing Security Hazards
◼ Security hazards are circumstances present in the physical surroundings of the workplace and in the behavior of others that increase the risk of violence.
◼ Early recognition of security hazards calls for enhanced awareness of the physical environment, of your own actions, and of the people around you.
Security Hazards
in the Environment
Security hazards in the physical environment are factors that isolate
employees, allow others
easy access to buildings and work sites, or place potential weapons within reach.
Security Hazards
in the Environment
Workplace security hazards include:
◼ Isolated location or job activities
◼ Access to the building is not controlled
◼ No locks on doors or between work areas
◼ Lighting problems such as dark hallways and parking lots
Security Hazards
in the Environment
Workplace security hazards include:
◼ Lack of phones or means of communication between employees
◼ Early morning or nighttime hours of employment
◼ Unknown person(s) loitering outside workplace
◼ Easy access to objects that could be used as weapons such as knives or scissors
Response to Security Hazards in the Environment
◼ Consideration should be given ahead of time to the particular security hazards that are present in the workplace.
◼ Steps should be taken to reverse those circumstances that isolate employees, allow others easy access to buildings and work sites, or place potential weapons within reach.
Response to Security Hazards in the Environment
◼ Awareness is the first step! Pay attention to your physical surroundings!
◼ Trust your instincts. Remove yourself from uncomfortable situations whenever feasible.
Response to Security Hazards in the Environment
◼ Whenever possible, avoid locations that are poorly lit or have poor visibility.
◼ Work with a partner and have an effective means of communication with others such as a cell
phone or pager.
◼ Use the locks and security systems available to you.
◼ Report security hazards to your supervisor.
Security Hazards:
Behavior of Others
◼ Emergency medical personnel have an increased risk of encountering potentially violent behavior due to the type of clients they serve.
◼ Patients may be disoriented by drugs, alcohol, stress or physical trauma.
Security Hazards:
Behavior of Others
No one can predict human behavior and there is no specific profile of a potentially dangerous individual. However,
indicators of increased risk of violent behavior are available.
◼ Direct or veiled threats of harm
◼ Intimidating, belligerent, harassing, bullying, or other inappropriate and aggressive behavior
◼ Numerous conflicts with supervisors and other employees
Security Hazards:
Behavior of Others
Indicators of increased risk of violent behavior include:
◼ Bringing a weapon to the workplace, making inappropriate references to guns or weapons
◼ Statements showing fascination with incidents or workplace violence, statements indicating approval of the use of violence to resolve a problem, or
statements indication identification with perpetrators of workplace homicides
Security Hazards:
Behavior of Others
Indicators of increased risk of violent behavior include:
◼ Statements indication desperation (over family, finances, or other personal problems) to the point of contemplating suicide
◼ Drug/alcohol abuse
◼ Extreme changes in behavior
Response to Security Hazards in the Behavior of Others
◼ Early recognition of potentially dangerous situations is the first step in a response strategy.
◼ By anticipating, recognizing and responding to a hazardous situation appropriately, you may be able to prevent violence from happening.
Response to Security Hazards in the Behavior of Others
◼ Each of the behavioral indicators mentioned is a clear sign that something is wrong.
◼ None should be ignored!
◼ Some behaviors require
immediate police or security involvement, and others
indicate a need to arrange supportive intervention.
Response to Security Hazards in the Behavior of Others
◼ Learn and use non-violent crisis intervention and conflict resolution techniques.
◼ Trust your instincts.
◼ When you feel uncomfortable with the behavior of others, remove yourself from the situation or
promptly seek assistance.
Key Points
Security Hazards-Environment
◼ Poor lighting and visibility
◼ Isolation
◼ Easy access to objects that could be weapons
◼ No locks on doors
◼ Previous acts of violence in the area
Key Points
Security Hazards-Behavior of Others
◼ Argumentative, belligerent, erratic, threatening
◼ Fascination for weapons and violence
◼ Drug/alcohol abuse
Employee Prevention Measures
Nothing can guarantee that an employee will not become a victim of workplace
violence. However, there are several steps that can help reduce the risk:
◼ Learn how to recognize, avoid, or
diffuse potentially violent situations by attending personal safety training
programs.
◼ Alert supervisors to any concerns about safety or security and report all
incidents immediately in writing.
Employee Prevention Measures
Nothing can guarantee that an employee will not become a
victim of workplace violence. However, there are several steps that can help reduce the risk:
◼ Avoid traveling alone into unfamiliar locations or situations whenever possible.
◼ Carry only minimal money and required identification into community settings.
◼ Be familiar with laws and regulations regarding workplace violence and your facility’s violence prevention program.
OSHA and
Workplace Violence
◼ In 1970, the Occupational Safety and Health
Administration of the U.S.
Department of Labor (OSHA) issued safety standards that included a General Duty
clause.
◼ The General Duty clause
requires employers to furnish a place of employment which is free from recognized hazards that are causing or likely to
cause death or serious physical harm, including the prevention and control of workplace
violence.
OSHA and Workplace Violence
◼ In 1989, OSHA published the Safety and Health Program Management Guidelines. The guidelines, while not mandatory, are intended for use by
employers who are seeking to provide a safe and healthful workplace through effective workplace violence prevention programs.
Workplace Violence Prevention Program
A workplace violence prevention program demonstrates an organization’s concern for employee emotional and physical safety and health. The program encompasses the following elements:
◼ Management commitment and a system of accountability
◼ Employee involvement
◼ Worksite analysis
◼ Hazard prevention and control
◼ Training and education
◼ Recordkeeping and evaluation of the program
Your Workplace Violence Prevention Program
◼ A written description of the Workplace Violence Prevention Program can be found in the office.
◼ A written description is also available through Ninth Brain
Threat Assessment Team
◼ A key element of the Workplace Violence Prevention program is the Threat Assessment Team.
◼ Our Threat Assessment Team has been incorporated into the Safety Committee function.
◼ The primary function of the team is to provide a thorough workplace security/hazard analysis and establish prevention strategies.
Threat Assessment Team
◼ Assess the organization’s vulnerability to workplace violence
◼ Make recommendations for preventative actions
◼ Develop employee training programs in violence prevention
◼ Establish a plan for responding to acts of violence
◼ Evaluate the overall Workplace Violence Prevention Program
Duties of the Threat Assessment Team include:
Employer Prevention Measures
There are three general approaches that employers can take to prevent workplace violence:
1) Environmental: secure the environment
2) Organizational/Administrative: develop and implement safe work practices
3) Behavioral/Interpersonal: train employees
Community-Based Employees
Working in the community, outside a traditional office
building, from an emergency-service vehicle increases the risk of coming in contact with potentially violent situations.
Community-Based Employees
Prevention measures for field workers should include consideration of the following:
◼ Preparation of daily work plans/itinerary
◼ Maintaining periodic contact throughout the day
◼ Use of a buddy system
◼ Telecommunication devices
Community-Based Employees
Recognize potentially dangerous situations ahead of time, so back-up can be started and employee does not handle situation alone
Security Measures in Your Facility
◼ Building security is keyed and has a keypad for employees, an and alarm system.
◼ Personal security includes panic button on portable radios.
◼ Communication measures – any incident or potential incident should be reported immediately to your department head.
◼ Buddy system – utilize the buddy system when going to the parking lot or any other dark area.
◼ To summon assistance in an emergency contact 911.
Key Points
Workplace Violence Prevention Program
◼ A formal program to reduce the risk of workplace violence.
◼ The program includes:
◼ Management commitment and a system of accountability
◼ Employee involvement
◼ Worksite analysis
◼ Hazard prevention and control
◼ Training and education
◼ Recordkeeping and evaluation of the program
Reporting Incidents
◼ All incidents of potential or actual workplace
violence including threats and verbal abuse must be reported as soon as possible to your supervisor or other designated individual.
◼ In your facility, incidents are reported to management.
◼ A written report is completed by the employee and submitted to management.
Post-Incident Follow-Up
◼ All incidents of actual or potential workplace violence are recorded and evaluated by the Safety Committee.
◼ Analysis is performed to determine the
organization’s immediate and/or long-term response in terms of security measures or policy changes.
◼ Medical care and support as well as counseling are provided as needed to employees following a violent incident.
Key Points
Reporting and Follow-Up
◼ All incidents of potential or actual workplace violence including threats and verbal abuse must be reported as soon as possible to your supervisor or other designated individual.
◼ All incidents are evaluated to determine the organization’s response.
◼ Medical care and support as well as counseling are provided as needed.
Employee Involvement
An effective violence prevention program in the
workplace requires employee involvement. You have a responsibility to:
◼ Understand and comply with the workplace violence prevention program and other safety and security policies
◼ Participate in employee complaint or suggestion procedures covering safety and security concerns
◼ Promptly and accurately report potential or actual violent incidents
Reference List
◼ National Institute for Occupational Health and Safety. (1996). Violence in the Workplace: Risk Factors and Prevention Strategies. NIOSH Publication No. 96-100. www.cdc.gov/niosh/homicide.
◼ National Institute for Occupational Health and Safety. (1997). NIOSH Facts:
Violence in the Workplace. Document #705002.
◼ Occupational Safety and Health Administration, U.S. Department of Labor (1998). Guidelines for Preventing Workplace Violence for Health Care and Social Workers. OSHA 3148. www.osha.gov.
◼ Occupational Safety and Health Administration, U.S. Department of Labor (2002). OSHA Fact Sheet: Workplace Violence. www.osha.gov.
◼ United States Office of Personnel Management. Office of Workforce Relations.
(1998). Dealing With Workplace Violence: A Guide for Agency Planners.
OWR-09.
◼ University of Iowa, Injury Prevention Research Center. (2001). Workplace Violence: A Report to the Nation. Iowa City, IA.
