Workplace Violence

Screen applicants. Every company's workplace violence prevention program should include a thorough investigation of applicants' backgrounds (including employment history and possible criminal record) and qualifications for the job opening. Many experts believe that incidents of workplace violence are more likely to occur when an employee is struggling with his/her responsibilities, so ability to fulfill the responsibilities of the position in question is a particularly relevant consideration. In addition, interviews should include questions that can help identify potential risky hires. According to Michael A. Gips, writing for Security Management, such questions include: "What would you do if a fellow employee called you a bad name? Embarrassed you in front of others? What did your previous boss do that made you mad? Tell me about a past supervisor you admired. It is a clear warning sign that a person has problems getting along with others if he can not identify a single past supervisor he liked." In addition to the above background and interviewing techniques, many companies have also adopted drug and alcohol testing, aptitude testing, and honesty testing as part of their overall interviewing process.

Recognize warning signs. Law enforcement and security experts agree that employees who engage in violent acts often—though not always—exhibit behaviors that serve as "red flags" indicating potential problems. These include: engaging in direct or veiled threats against coworkers, paranoid behavior, unreciprocated romantic interest in a coworker, obsession with weapons, pronounced mood swings, excessive anger over company policies or decisions, decreased productivity, and deteriorating relations with fellow staff, customers, or vendors.

Be cognizant of potential "trigger" events. Business owners should remember that workplace violence does not erupt for no reason, and that if it takes place within the walls of the company, the chances are pretty good that it was triggered by a workplace issue or event. Demotions, critical performance appraisals, layoffs, disciplinary actions, and other professional disappointments can all trigger violent behavior.

Counseling. Employee assistance programs can be very valuable to workers who are struggling with stress at home and/or in the office. When confronted with a volatile employee, a company's natural tendency may be to fire the troublemaker. In some cases, however, this action may exacerbates the situation and can even provoke a violent episode. The better approach is to suggest the troubled employee get professional counseling. Paying for it out of your own pocket, if necessary, is worth it, if it will avert a disaster. In addition, some employers have instituted policies designed to give employees an outlet to relate their grievances and concerns. These avenues range from regular meetings with managers to comment boxes or surveys.

Terminate with dignity. Employers can reduce their exposure to workplace violence by instituting and carrying out policies that treat terminated employees with respect. In addition, some consultants encourage companies to offer outplacement counseling for ex-employees as part of their severance packages. Before doing so, however, business owners and managers should discuss possible legal ramifications with a qualified attorney.

Address ex-employees who pose a potential threat. Many businesses erroneously believe that once an employee has been discharged and is no longer in the workplace, the worker no longer poses a threat. But this is not necessarily the case. A study by Northwestern National Life Insurance, for example, stated that 3 percent of the total number of reported incidents of workplace violence were perpetrated by ex-employees. Restraining orders, password changes, and other special security measures may be necessary in some situations.

PROVIDING REFERENCES FOR EX-EMPLOYEES

"The mere act of helping a violent or potentially violent ex-employee gain new employment raises problems, according to legal experts," wrote Gips. He noted that according to legal consultants, "there is no legal duty to warn a prospective employer of another company's experiences with an employee. But if the company purports to say something positive about the employee without revealing negative information, [it] might be interpreted as an endorsement of that employee, which could trigger the duty to tell the whole truth—including the violence or threatened violence." Other potential legal pitfalls await business owners who are asked to comment on ex-employees who engaged in questionable behavior that nonetheless never became violent in nature. Business owners and managers can not simply speculate that an ex-employee might be a violence risk, if there is no confirmed behavior upon which to base that opinion. Statutes governing defamation liability in this area vary considerably from state to state, so business owners who are asked about ex-employees who are seen as security risks should seek legal advice before responding.

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