Preventing Violence in Challenging Times

Violence is a growing concern in our society and in many organizations because of:

.        After-effects of the pandemic reflecting lingering frustrations and resentments

·        A population increasingly aggressive, entitled and quick to confront and even threaten

·        Domestic violence spilling into the workplace, often magnified by the pandemic

·        Triggering or precipitating events including layoffs, mergers and downsizing

·        “Copy-cat” effects following widely publicized violent incidents

·        The “Lone Wolf” domestic terrorist based upon religious or political beliefs

·        Evolving area crime, drug use and gang influences

·        Less civil and respectful workplaces where bullying and harassment are overlooked or accepted

And yet, when I conduct workplace violence and security vulnerability and risk assessments, I often find relatively little as far as adequate workplace violence plans, policies, mitigation/threat management processes, communications or training. Too often I’m called after the violence happens, OSHA sends a letter or employees raise heightened concerns and even fears. Too often when I review emergency plans, I find robust plans for accidental events like fire, natural disasters and medical emergencies, and little or nothing for purposeful incidents like threats, violence, bomb threats, terrorism and hostage taking.

When considering your workplace violence management program, ask yourself:

·        Does you program adequately address the four critical components of violence management: prevention, mitigation, response and recovery?

·        Are your employees aware of their roles? Do they feel safe? Will they speak up?

·        Have you coordinated with your local law enforcement agencies? Do they know your plan, your facility and their roles?

·        Do you have a written and formalized process to identify and mitigate persons (customers, visitors, patients, residents, family members, employees, students, contractor employees, etc.) who may be problematic or have a proclivity toward violence, especially before, during and after triggering or precipitating events such as terminations, disciplines, refusals of service, financial demands, expulsions, providing of bad news, etc.? Too often such situations are managed at the moment “by the seat of the pants” with no advance planning. For example, I have not yet found a Human Resources department with a formalized and documented plan for the many ways safely handling a problematic termination or layoff, before, during and after.

·        Is your plan, program and even active shooter training geared to your industry’s particular trends, risks and vulnerabilities as well as your unique culture, history and location(s)? For example, organizations that deal directly with the public (hospitality, retail, food service, office buildings, schools, libraries and healthcare) will face different risks than, say, manufacturing where the threat is more often internal.

·        Have you considered why someone, either internally or externally, might choose your organization or one of its facilities for threats, attack or other compromise?

·        Have you considered protection and training of your vulnerable “front-line” staff such as receptionists, counter clerks, screeners, registration staff, tellers, salespeople, waitstaff, etc.? Can they escape? Do they know how to de-escalate and manage unsafe situations? They are often the first employees encountered and may face the brunt of dissatisfaction and anger.

·        Do phone and computer-based service staff such as in call centers have a plan and training? Phone threats should not be brushed off. Some could be followed through.

·        Is there a management team trained and ready to intervene early and manage potential or actual threatening and violent situations? Such teams may include representatives of Security, Human Resources, Safety, Facilities/Maintenance, Risk Management/Legal, Counseling/Mental Health, and Operations.

·        Will employees consistently report threats, violence and other behaviors of concern? Are the reporting channels known, trusted and appreciated? If management doesn’t know they can’t respond and keep their people safe.

·        Is your physical and procedural security program cost effectively geared toward your true and present risks and vulnerabilities?

·        Have you identified, trained and drilled responders and incident command leaders?

·        In addition to active shooter training and drills, have you considered other worst case protective measures such as identifying safe rooms/shelters, prompt lockdown capabilities, mass communications tools, access and egress control, panic/duress buttons, video, visitor management, and competent and visible security staff?

·        Do you have a recovery process for after an incident to provide support and counseling to your people and all affected, to communicate with internal and external audiences, to document, to conduct root cause analyses and town halls, and to reasonably assure that there won’t be recurrence? I have seen how these events can have a significant and long-term effect on morale, turnover, reputation, liabilities and productivity. 

There are few areas where it is more true that an ounce of prevention is worth a pound of cure. The first thing I typically hear when I’m brought in following serious acts of violence such as deaths by shootings or stabbings is, “We never thought it would happen here.” It can and does happen to anyone and anywhere. Although random and totally unanticipated acts of violence do happen, many incidents I’ve reviewed might have been prevented had the situations been better managed at an early stage.

It should be noted that, when an individual is unstable and vengeful, they may choose to make a “statement” through violence or could express themselves through bomb threats, hacking, contamination, vandalism or sabotage. In any case, the early warning indicators and preventive measures may be mostly the same.

Please call or write should you have any questions or concerns or just to discuss. I provide workplace violence management and/or security vulnerability assessments/reviews, development of related plans and policies, training programs, expert witness support, and support following incidents.

Dick Sem, CPP – Sem Security Management – [email protected] – 262-862-6786

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