Recent instances of workplace violence should be reminders

Posted by Ross Arrowsmith on Monday, November 16th 2009 under Workplace Violence

Two notable incidences of workplace violence erupted recently. A fatal shooting in Orlando, Fla., at an engineering firm and multiple murders at the Fort Hood Army base in Texas serve as grim reminders that our workplaces can be targets for violence. The peace and quiet of an office or the busy buzz of a warehouse can take a deadly turn at any time, without obvious warning.

Although the Fort Hood incident was more devastating in terms of numbers of people killed and injured, the Orlando incident is more typical of the everyday risks many employers face. After just one year on the job, Jason Rodriguez was fired by the engineering firm in mid-2007 for failing to improve his work performance. The sting of job loss apparently festered with Rodriguez over the next two years. He eventually reacted; killing one employee and injuring others. Rodriquez claimed his former employer “left me to rot.” He had not been able to find comparable work and stated his former employer made it difficult for him to obtain unemployment benefits.

Fortunately, these types of incidences remain rare, and actually are on the downswing according to the Department of Labor. Of course, not all incidences of violence result in deaths or serious injuries. The vast majority of workplace violence incidences are far less extreme than those experienced at Fort Hood and Orlando, and many go unreported. Stalking, threats, intimidation, harassment and property destruction are all forms of violence. Domestic disputes often spill over into the workplace. Incidences that first appear innocuous, like insensitive teasing or subtle forms of bullying, can escalate. At some point, many businesses experience some form of workplace violence; therefore, implementing a few common sense strategies helps minimize the risks while creating a happier and safer workplace. Proactive prevention is key.

Prevention starts with a workplace violence policy. Although a policy won’t deter someone bent on violence, it offers guidance to employees about what to do when faced with a violent coworker or customer, and can illustrate unacceptable behaviors. It also can provide legal support for terminating violators. Most policies prohibit carrying weapons and firearms into the workplace, and include rights and parameters for management to search desks, furnishings and personal property on work premises.

Managers should be cognizant of warning signs, such as frequent mood swings, personal hardships, depression, stress, anxiety and negative behaviors such as lying and poor attitudes. Most managers aren’t qualified and should not try to professionally assess or counsel their employees in dealing with complicated life issues. However a confidential referral to a community mental health professional, financial counselor or other social service agency may provide the support needed for the employee to better cope.

Drug and alcohol abuse raises the risk level for violence and creates other problems for the employer. Pre-employment, random and reasonable suspicion drug testing helps weed out employees who are current substance abusers, and reduces the risk of violent and inappropriate work behavior.

Perform due diligence when hiring employees and make sure the employee is suited for the job. Just as in the issue in Orlando, performance problems raise stress levels and often turn into employment actions that can escalate into some form of violence. Conducting background and reference checks help identify applicants with troubled histories and help defend employers from negligent hiring allegations. Likewise, promptly disciplining violators sends a message worker safety is a priority and minimizes exposure to claims of negligent retention.

Discharging an employee is a highly charged situation, as are layoffs or other forms of discipline. How management handles these sensitive situations directly influences whether it escalates or is defused. Therefore, even in emotional situations, management should learn to control anger and handle these types of situations professionally with sensitivity and respect.

Minimizing the risk for workplace violence is an important management responsibility, but it’s easy to get complacent. Preventing violence is usually not on the top of our “to do” lists for each day; however, the Fort Hood and Orlando incidences remind us once again it should be.