Prevent workplace violence through awareness, training

Security for employees during work hours is eroding as workplace violence is increasing. More than 50 percent of companies report workplace violence, ranging from bites, punches and kicks to more serious behaviors such as rape, robbery, estranged spouses coming after a partner at work and disgruntled associates shooting management and peers.

Organizations maintain responsibility under several laws to ensure team members remain free from harm. The Occu-pational Health and Safety Administra-tion requires corporations to report incidents of workplace violence.

If injuries are determined to be work- related, workers' compensation benefits will be initiated. In some instances, the filing of personal injury lawsuits against enterprises is permitted. If a business is aware that a former laborer displayed a tendency toward violence but does not inform future employers, the previous employer might be sued for negligence.

To minimize liability and maximize the safety of your workers, remain continually aware of warning signs that may indicate a troubled associate prone to future violence. Is he intrigued with violence? Does he have an inaccurate perception of an event? Does he not have a support person for venting? Does he possess a deficiency in appropriate coping mechanisms for managing personal and work-related problems?

Disciplinary actions, pay cuts, benefit reductions, mental illness, substance abuse, harassment, layoffs and firings might trigger violence. An organizational climate allowing a supervisor to be critical, sarcastic and demeaning will generate aggressive feelings in staff.

Companies should undertake four steps toward workplace violence prevention. First, top management must be committed to a team member awareness program. Express concern for the emotional and physical safety and health of laborers. Employees must believe the executives of the corporation completely support the prevention and effective handling of any workplace violence.

Second, devise, disseminate and consistently enforce written, anti-violence and anti-harassment policies. Include comprehensive background investigations for job candidates and a complaint or suggestion system for security concerns. Develop a committee to review the concerns, conduct inspections, and provide and implement recommendations.

Third, conduct a work-site analysis, and formulate and execute plans to correct identified discrepancies. Ascertain the vulnerability of a location to violence, review traits of assailants and victims in previous incidents and determine physical risk factors of the building.

Fourth, conduct yearly, company-wide, in-house training regarding conflict resolution, proper coping mechanisms while resolving problems, the psychology of confronting combative people and how to diffuse conflicts that might turn violent. Provide special management training concerning safe work practices and unique risk situations.

If workplace violence does occur, seek legal counsel. Evaluate the facts. Prepare a course of action. Create a supportive environment by communicating initial, appropriate information to workers and then continuing to keep them well- informed. Secure the services of a professional counseling service for crisis counseling as needed. Be ready to communicate with the press and respond to customer inquiries.

Do not be caught unprepared by workplace violence.

(Lynne Haggerman is president/ owner of Haggerman & Associates, a retained search, outplacement, in-house management training and hu-man resources consulting firm.)