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Workplace Violence
Posted on August 30, 2012 in Consulting
Workplace violence reared its ugly head last week when a man shot and killed a former co-worker outside the Empire State Building. This terrible incident reminds us that workplace violence is all too prevalent. The Department of Labor reports that 2 million workers are subject to some sort of workplace violence each year. Data from the Bureau of Labor Statistics shows that from 1997 to 2010 there were 1,512 occupations homicides committed by work associates and another 634 occupational homicides committed by relatives or other personal acquaintances.
Sadly, the U.S. has a long history of workplace violence. Even Labor Day, which we will soon celebrate, came into existence at a time when violence was prominent in the battle between business and unions. As we prepare to celebrate this holiday, I suggest a few ideas for helping making the workplace safer.
Terminate anyone who threatens or participates in a violent act
Often employers investigate a fight at work to determine the antagonist and protagonist and make a ruling on who is to blame for starting the fight. Is this effort really worth the trouble? Workplace altercations usually start with a verbal altercation that escalates. Both sides to the verbal altercation participated in raising the tensions and created the possibility of violence. Each could instead have shown the courage to walk away. So why assign fault to one party rather than terminate both.
Perhaps it is better not to assign fault at all and terminate anyone who is involved in any workplace threats or violence. Employers should publish a policy making the company’s stand on violence very clear. Make a job dependent on having the courage to walk away from a potentially hostile or violent situation. This sets an example and hopefully a deterrent.
Employers must think twice about making exceptions to this rule. Sometimes an otherwise “good” employee is involved in an altercation. In that case, a manger might want to bend the rules so that the “good” employee may remain. The smart approach is to follow policy and avoid exceptions.
Adopt a fraternization policy
There are many good reasons to adopt a policy that precludes dating in the workplace or the hiring of married persons. Jealousy is one simple reason. Dating at work complicates the workplace and presents the opportunity for a jilted ex to grow angry. Time spent seeking romantic attention of another at work is just bad business and creates the opportunity for hostility.
Some years ago I helped a client through a real life example that proves this point. A husband and wife worked together but their marriage was on the rocks. The husband grew convinced that a colleague was having a relationship with his wife, although it seemed entirely the creation of his imagination and jealous rage. He hid in corners and tried to catch his wife interacting with the other man. Imagine the fright on the innocent co-worker. The company terminated the husband, and for a period of time thereafter increased security measures. All ended fine but that client thought long and hard about how to control personal relationships in its workplace following that incident.
An employer can eliminate the tension that may come from romantic relationships by banning dating among co-workers.
Background checks
All employers should conduct a background check on a new hire. The cost is marginal and the potential for avoiding future problems is dramatic. Employers should adopt strict rules barring hiring of persons with violent pasts.
Promote respect
The law bars certain kinds of discrimination and only precludes certain kinds of harassment. Yet, malicious and juvenile behavior that might not be illegal may just as easily prompt illegal workplace violence. For example, neither Texas nor federal law makes harassment based on sexual orientation illegal. Failing to police and prohibit employees who ridicule others based on sexual orientation (because it might not be illegal) may, however, very well prompt illegal hate crimes or violent reactions. In short, employers should make respect for co-workers a priority; irrespective of whether the law requires civility in the workplace.
Create a hotline or other anonymous means of filing complaints
Experts suggest that any vehicle for encouraging employees to voice concerns and complaints enhances the opportunity for problem resolution and avoid pent up anger and violence. Hotlines, suggestion boxes, and other anonymous means of filing complaints encourages open and complete expression of concerns. I have seen many occasions where allegations, subsequently proven to be true, came to light only because the complainant had the opportunity to remain anonymous.
Discourage controversial discussions in the workplace
With the Presidential election so near, the media is all the more focused on highly charged social issues. Abortion and gay marriage, for example, are topics that many people have extremely strong opinions about and, for some people, their stance is extremely emotional and based on deep rooted religious beliefs. Managers should be trained to encourage employees to respect that people are entitled to hold divergent views and that discussing these non work-related topics during work time adds unnecessary tension to the workplace.
Have a plan
Employers rehearse for fire drills but rarely for violence in the workplace. Employers should consider a plan and train employees how to respond in the event of violence at work. Some useful planning and general information can be found at:
http://www.osha.gov/OshDoc/data_General_Facts/factsheet-workplace-violence.pdf
http://www.tdi.texas.gov/pubs/videoresource/stpwpvio.pdf
I hope you enjoyed this post and will share it with others that you think will find it useful.