Retaliatory workplace violence is on the rise

By Sandy Capps, The Tennessean

The recent incident of retaliatory academic workplace violence highlights a tragic fact. Workplace violence is on the rise, and it knows no boundaries. On Feb. 16, University of Alabama-Huntsville professor Amy Bishop was charged with capital murder in connection with a deadly shooting that killed three people. As with the recent case of the Yale University researcher Annie Le, the horrific incidents leave us wondering, what went wrong? In cases like these, a single answer may never emerge. What this incident can teach us however, is the importance of paying attention to the details.

Academic employers know the importance of background checks and practicing good hiring policies. But an upfront screening, no matter how thorough, can’t reveal the hidden danger that may be lurking unrevealed except through the passage of time.

However, a key factor once an applicant is hired, is to maintain vigilance in observing employee behavior. In other words, don’t ignore the small stuff. In doing so, employers can often discover a pattern developing, such as one through attendance, performance and conduct records.

Many times, we discover that supervisors are uncomfortable dealing with these behaviors, and they may find it easier to simply ignore them, deeming them small issues best overlooked. However, employers today realize that properly trained managers who follow policies and procedures can often help identify potential at-risk employees before a critical incident occurs.

Why? Because workplace violence cannot be overlooked. In 2008, according to the U.S. Department of Labor Statistics, assaults and violent acts were the second-leading cause of workplace fatalities in 2007.

While approximately 70 percent of the companies I work with have employee policies in place, only about 10 percent of those companies have conducted employee and management training to ensure understanding and awareness of these policies. Training helps employees, managers and supervisors recognize the intent of policies.

Some employers find the task of training all employees and managers on policy to be an overwhelming and time-consuming task. However, modern communication technology gives providers flexibility in offering training logistics.

For instance, training programs today are available using online content, multimedia presentations and Web conferencing options. Other companies hold the perception that policy training is not cost-effective. On the contrary, the cost of training is much more affordable than defending a lawsuit that results from the lack of preparation.

However, managers don’t need to handle these behaviors on their own. We recommend utilizing a thorough Employee Assistance Program to address issues and concerns as soon as a problem is identified. Or, in times of crisis, a critical incident debriefing can also help defuse anger, shock and other reactions. For instance, the incident at UAH not only affects the faculty, but students, the Huntsville community, and our state and nation as a whole.

Companies should craft an EAP policy that best fits their needs. Each company differs in size, gender, culture, technology and other factors. Because of the difference in make-up of the employee population, policies should reflect the needs of that population. For instance, some companies do not require mandatory supervisor referrals, whereas others do. Some companies utilize a work-life Web service where employees can identify stress levels, relationship issues and other problems online.

The main message that companies should take to heart regarding employee policies is to be proactive, and don’t overlook patterns of behavior that can potentially explode into a workplace violence event. Being prepared for potential scenarios is always less costly than having to react to an incident after it occurs.