Building A Safe Workplace: Preventing Workplace Violence Employee Training : Building A Safe Workplace: Preventing Workplace Violence Employee Training and
The Commonwealth of Pennsylvania
Slide2 : Building A Safe Workplace:
Preventing Workplace Violence
Contents I. Introduction
A. Self
B. Program Objectives
C. Workplace Violence
1. Responsibility and Workplace Impact
2. Video
II. Awareness
A. Facts
B. Definitions
C. Violent Episodes
D. Domestic Violence
E. If You Know a Victim…
F. Continuum of Violence
G. What to Watch For
H. Warning Signs
I. Triggers of Workplace Violence
J. Possible Motivations
III. Preparedness
A. The Assault Cycle
B. Avoiding Victimization
C. Workplace Violence Coordinator/ Response Team
Slide3 : IV. Intervention
A. How to Address Types of Violence
B. Addressing Potential Violence
C. Suggestions for Dealing With Angry People
D. Preparing to Deal With Violence
1. Aggressive Customer Behavior
2. Bomb Threats
3. Telephone Threats
4. Suspicious Mail,Packages and Deliveries
V. The Importance of Follow-up
A. The Obligation to Report Incidents
B. How Trauma Affects Employees
1. Stages
2. Symptoms
3. Critical Incident Stress Debriefing(CISD)
C. Handouts
1. Things to Remember About Trauma
2. What You Can Do For Others
3. What You Can Do For Yourself
VI. Closing
A. Review of resources
B. Questions
C. Evaluation Building A Safe Workplace:
Preventing Workplace Violence
Slide4 : Program Objectives 1. Participants will understand the mutual responsibility
of employer and employee to maintain a safe place to work.
2. Participants will be able to identify workplace situations which
may be potentially violent.
3. Participants will recognize the warning signs
for potential violence.
4. Participants will learn how to respond to actual or
potentially violent workplace situations.
Slide5 : Responsibility
“Employees, supervisors and managers who witness
or experience any workplace violence situation, including
threats of violence, must report the incident through the
established agency reporting procedures to the
appropriate authorities. All incidents and suspected
incidents of workplace violence as defined in this directive, must be reported.” (Management Directive 205.33,Workplace Violence, 6/22/99.)
All employees are responsible for making and
reporting observations and taking measures which
help to facilitate and ensure a secure workplace
which is free from violence and threats of violence. The Commonwealth is committed to providing a safe work environment
The Commonwealth’s Management Directive 205.33 provides for safeguards to ensure a workplace which is free of violence and threats of violence.
Slide6 : The Facts According to the National Institute for Occupational Health
and Safety (NIOSH), the following factors may increase a
workers’ risk of homicide:
Exchange of money with the public.
Working alone or in small numbers.
Working alone at night or in the early morning hours.
Working in high crime areas.
Guarding valuable property or possessions.
Working in community settings.
Both men and women who work in government have a greater
number and higher rate of assaults than private sector employees.
The annual rate of nonfatal assaults against women working in
state government is 8.6 times higher than women in the private
sector; women working in local government are 5.5 times as likely
to be assaulted than private sector women.
Bachman, Ronet. National Crime Victimization Survey: Violence and Theft
in the Workplace. Washington, DC: Bureau of Justice Statistics,
US Department of Justice, July, 1994.
Slide7 : Definitions
Workplace: A workplace is any Commonwealth owned or leased property, location where Commonwealth business is conducted, or site where an employee is considered “on duty.” Commonwealth vehicles being utilized for Commonwealth business are included in this definition. Additionally, workplace violence can occur at any location if the violence has resulted from an act or decision made during the course of conducting Commonwealth business.*
Violence: Violence connected to the workplace takes many forms. Incidents of workplace violence include, but are not limited to threats in person, by letter or note, telephone, fax, or electronic mail; intimidation, harassment to include sexual harassment, mugging, robbery,and attempted robbery, and destruction of Commonwealth property. Cases that are considered extremely serious include, but are not limited to, physical assault, rape,or murder, and bomb threats. Incidents may take place between employees; employees and clients; employees and acquaintances/ partners; and employees and strangers. Incidents of workplace violence may occur either at or away from the workplace. The determining factors in assessing whether an incident constitutes workplace violence are the individuals involved and the relationship of the action to the workplace; the location of the incident; and/or if the violence is a result of Commonwealth business.*
Assault: To attack someone physically or verbally, causing bodily or emotional injury, pain and/or distress. This might involve the use of a weapon, and includes actions such as hitting, punching, pushing, poking, and kicking.**
Also included may be shouting, name calling, use of derogatory language.
Domestic violence: A reference to acts of physical and psychological violence, including harassing or intimidating behavior, that occur as a part of a personal relationship such as marriage or other intimate relationships. Included in the concept of domestic violence are spousal abuse, abuse among intimates, as well as physical and sexual abuse of children and/or the elderly or the infirmed.**
Intimidating or harassing behavior: Threats or other conduct which in any way creates a hostile environment, impairs operations, or frightens or inhibits others. Psychological intimidation or harassment includes making statements which are false, malicious, disparaging, derogatory, rude, disrespectful, abusive, obnoxious, insubordinate, or which have the intent to hurt others’ reputations. Physical intimidation or harassment may include holding, impeding, or blocking movement, following , stalking, touching or any other inappropriate physical contact or advances.**
Threat: Any oral or written expression or gesture that could be interpreted by a reasonable person as conveying an intent to cause physical harm to persons or property. Statements such as, “I’ll get him” or “She won’t getaway with this” are examples of threatening expressions.**
State Employee Assistance Program(SEAP): A program for state employees designed to assist employees and families with substance abuse, emotional, family, financial, marital, and/or personal problems. All employees, supervisors,managers and union stewards are encouraged to utilize the services of SEAP when personal problems first develop regardless of any job performance concerns. Policy and procedures are contained in Executive Order 1996-10, Management Directive 505.22 and Manual M505.3, all titled State Employee Assistance
*Management Directive 205.33, Workplace Violence, 6/22/99
**US Department of Health and Human Services, HHS Guidelines:
“Understanding and Responding to Violence in the Workplace”, 11/96.
Slide8 : Violent Episodes Stranger Violence
Random violence: Perpetrator has no business relationship with the affected workplace. Example: Armed Robbery
Types of businesses most vulnerable to this kind of violence include:
- retail stores - banks
- warehouses - taxi cabs
- gas stations - convenience markets
Client Violence
Perpetrator is the recipient of, or providing a service to the affected workplace. Example: Social Worker being attacked by client.
Personnel most vulnerable to this kind of violence:
employees working in public safety: police, fire, paramedics
mass transit drivers, delivery personnel
medical, mental health, and substance abuse treatment centers
customer service reps
Employee Violence
Perpetrator is an employee (including temporaries, sub-contractors), former employee, or associate of an employee. Example: Employee attacks supervisor, employee attacks co-worker. All businesses are vulnerable to this kind of violence.
Domestic Violence
Perpetrator may be an employee’s family member, significant other, or partner. Example: Spouse attacks employee. All businesses re vulnerable to this type of violence.
Slide9 : Domestic Violence Domestic violence accounts for 27% of violent events
in the workplace.
Violence is committed by someone with a personal
relationship with the worker.
Victims of domestic violence are generally, but not
exclusively, females.
Most, but not all incidents are perpetrated by individuals
outside the workplace.
Early warning signs in the victim include: increased fear,
emotional episodes, signs of physical injury, excessive
phone calls, work performance deterioration.
Slide10 : If You Know a Victim of Domestic Violence... DO DON’T
Ask Wait for him/her to come to you
Express concern Judge or blame
Listen and validate Pressure
Offer help Give advice
Support his/her decisions Place conditions on your
support
Remember:
Do not ignore the situation
Refer to SEAP as a resource
Respect confidentiality
Slide11 : Continuum of Violence:
Behavioral Progression
Early on in the process there may be:
Refusal to cooperate with immediate supervisor
Spreading rumors and gossip to harm others
Consistently arguing with co-workers
Belligerence toward customers/clients
Constantly swearing at others
Making unwanted sexual comments
As feelings grow there may be:
Increasing number of arguments with customers, vendors, co-workers and management
Refusal to obey company policies and procedures
Sabotaging equipment and stealing property
Verbalizing wishes to hurt co-workers and/or management; making suicidal threats
Sending sexual, violent, or inappropriate notes to co-workers and/or management.
Stalking
As behavior escalates there may be:
Threatening / committing suicide
Physical fights
Destruction of property
Committing murder, physical or sexual assault, and/or arson
Threatening to use/ using weapons to harm others.
Slide12 : What to Watch For Moderately
Significant Criteria:
-Recent behavior changes
-Alienation
-Excessively bitter
-Mental health, substance abuse issues
-Irrationality, grandiosity
-Externalizes responsibility for behavior
-Raised in abusive family
-Sexual fetishes
-Recent significant self-esteem loss Significant Criteria:
-Grudge over loss or threat of loss
-Recent loss of significant other
-Emotional mood swings
-Fascination with violence
-Self-destructive behavior
-Fascination with pornography
-Severe intoxication
-Fear of losing control
-Rages
-Abusive to opposite sex
-Symbolic dehumanization of others
-Post traumatic stress from combat Everyone has his/her own “normal” behavior. Be a good observer of
unusual behavior which is a change from one’s normal routine.
Slide13 : Warning Signs History of violence
Mental illness
A romantic obsession
Substance abuse
Chronic blaming
Impaired neurological functioning
Increased frustration with one’s circumstances
Fascination with weapons
Threats of revenge
Absence of emotional control
Slide14 : Triggers of Workplace Violence Domestic disputes
Job performance counseling or disciplinary action
Job stress
Harassment
Racial, ethnic, cultural, gender or lifestyle conflicts
Furloughs
Terminations
Slide15 : Possible Motivations Individuals exhibiting violent behavior may have the following motivations: Face-saving
Attention-getting
Manipulating
Retaliating
Assault Cycle : Assault Cycle First:
An individual has a traumatic experience which creates such strong emotional reactions that he or she believes those feelings cannot be controlled or resolved. [Individual is terminated from job.]
Second:
The traumatized individual projects responsibility for his/her state of mind onto the situation, externalizing blame for his/her unresolvable psychological state. [Believes termination occurred because his supervisor did not like him/her.]
Third:
The person’s thinking turns inward and becomes increasingly egocentric. Self-protection and self-preservation become the only concern. From this perspective, violence seems to be the only way out. [Terminated individual believes it will be impossible to get a new job as long as firing supervisor is around to give a reference.]
Fourth:
Following a period of internal conflict, which may be prolonged, the person commits or attempts a violent act. [Terminated individual attempts to commit an act of violence to dispose of previous supervisor.]
Slide17 : Avoiding Victimization Be alert.
Be careful how you say and do things.
Avoid taking unnecessary risks.
Use the “Buddy System”.
Park in well lighted areas.
Have an escape plan or route.
Always let someone know where you are.
Be familiar with and practice emergency
procedures.
Report any incidents of potential or actual
violence as soon as possible.
Slide18 : Workplace Violence Coordinator/
Response Team Purpose:
Assess the vulnerability to workplace violence.
Reach agreement on preventive actions to be taken.
Implement plans for responding to acts of violence.
Communicate internally with employees.
Recommend/ implement training programs related to
workplace violence.
Conduct a workplace assessment.
Serve as a Trauma Team during worksite incidents.
Slide19 : Early Warning Signs:
Observe and document
Report
to the appropriate supervisor
When the Situation Has Escalated:
Remain calm
Secure your safety and that of others immediately
Contact supervisor, local law enforcement personnel
Contact SEAP for support, as needed
In an Emergency:
Remain calm
Secure personal safety
Call emergency contact
Cooperate with security/ law enforcement personnel
Contact supervisor
Contact SEAP for support, as needed How to Address Types of Violence
Addressing Potential Violence: Co-workers, Clients, Strangers : Addressing Potential Violence: Co-workers, Clients, Strangers Employees have a responsibility to maintain a safe workplace. We recommend the following process to assist employees in addressing uncomfortable situations: Think before you act. Avoid confrontation. Use common sense.
Assess your personal feelings about the individual.
Describe the individual’s behavior.
Assess how the behavior affects you.
Determine whether you need assistance in handling the problem.
Report the threat/behavior to your supervisor.
Slide21 : Suggestions for Dealing
With Angry People When in physical jeopardy, seek safety and
call law enforcement as soon as possible. Give the aggressor your full attention; use direct eye contact;stay out of arm’s reach.
Let the aggressor express his/her concerns (vent); don’t react to words with touching or reaching. Remain calm through the encounter.
Restate/validate their concerns.
Ask the aggressor for his/her suggestions on possible action for resolution.
Let the aggressor know what you can do and when you can get back to him/her with a resolution (if applicable).
Follow through on the concern/complaint.
Slide22 : Preparing to Deal With Violence
Slide23 : Every Commonwealth employee is responsible to help ensure workplace safety.
As such, employees are to report any workplace situation which may contribute to the occurrence of violence to their supervisor in accordance with agency policy.
Supervisors are to take appropriate action and report back to the employee in a timely manner.
Inappropriate use of the reporting system is subject to disciplinary action. Any report made in good faith will be accepted. The Obligation to Report Incidents
Slide24 : How Trauma Affects Employees Following traumatic situations individuals experience normal
reactions to an abnormal event. Crisis reactions demonstrated by
employees who are victims and/or observers of violent incidents
generally fall into several stages:
Stage One: Emotional Reaction Stage
Behaviors are typical of a “fight or flight” stress reaction and
include disbelief, denial, tearfulness. Physical
symptoms may include racing of the heart, hyper-vigilance;
disturbances of eating, sleeping, and concentration.
Stage Two: Impact Stage
Emotions intensify and may include rage, anger, grief, depression,
guilt, withdrawal. Physical symptoms may also intensify.
Stage Three: Reconciliation Stage
Individual has had an opportunity for self-evaluation of the incident ,
begins the process of reintegration, resolution and closure.
Slide25 : Common Symptoms After a Critical Incident Emotional
Fear
Anxiety
Depression, sadness, grief
Feeling hopeless or helpless
Feeling numb
Irritability
Inappropriate emotional responses
Anger
Guilt, survivor guilt, survival guilt
Phobias
Denial
Excessive worry about others
Agitation
Feeling overwhelmed
Cognitive Thoughts
Confusion
Difficult concentrating and making decisions
Memory problems
Shortened attention span
Overly critical
Preoccupation with the event
Flashbacks
Overly sensitive Behavioral
Social withdrawal/Silence
Hyperalert to environment, hypervigilance
Suspiciousness
Emotional outbursts, loss of control
Changes from typical behavior
Avoiding thoughts, feelings or situations related to the event
Changes in communication
Change in sexual function
Increased consumption or alcohol and/or other drugs
Physical
Nausea/Diarrhea
Shallow breathing
Twitches/Tremors
Dizziness/Faintness
Chills/Sweating
Easily startled/Jittery
Fatigue
Changes in appetite
Sleep disturbances and nightmares
Headaches
Grinding teeth
Feeling uncoordinated After experiencing a traumatic event, it is very common, in fact quite normal, for people to experience a wide range of emotional or physical reactions. These responses may appear immediately after the event or some time later. They may last for a few days, a few weeks, or even longer. Don’t worry -- these are normal reactions to an abnormal situation. It’s important to understand that like the flu, your reactions will run their course and you will feel better in time. The following are some of the most common symptoms:
Slide26 : Critical Incident Stress Debriefing Definition
Structured informal discussion that provides education, validation, reassurance and support for participants’ reactions to a critical incident while allowing an opportunity to ventilate. Debriefings are not counseling, treatment or psychotherapy.
Purpose and goals
To facilitate recovery from traumatic stress and reduce or prevent post traumatic stress disorder, depression, anxiety or panic reaction, phobias, or other mental health concerns.
Process
Introduction
Facts
Thoughts
Reactions
Symptoms
Teaching
Re-entry NOTE: Requests for a CISD must be made by the SEAP Coordinator and
coordinated with the Office of Administration- SEAP.
Slide27 : Things to Remember About Trauma Everyone responds differently to trauma. Try not to judge yourself or others. This is an important time to honor your own feelings and experiences as well as those of others.
Experiencing a critical incident may trigger memories of other trauma you have experienced. This is normal and although painful, will pass in time.
Take care of yourself. It is important to rest, eat well, and exercise to relieve pent-up feelings and stress. Put unrelated stressful decisions on hold. Don’t force yourself to do things that feel uncomfortable. Allow for time alone and with others as you need it.
A trauma in the workplace is serious. We may not realize how much a part of our lives our co-workers have become until something happens to one of them.
While we may question the appropriateness of “grieving” at work, it is necessary in order to put closure on the incident. People grieve in different ways and those differences need to be supported and respected.
It can be helpful to consider the possible positive results that can come from experiencing a trauma or loss. The experience can lead to a reassessment of what’s really important, an opportunity to make changes, and to be more appreciative of those around us. For many people, surviving a crisis can help build self-confidence. Knowing they had the strength to manage through a very difficult situation can lead to believing: “If I made it through that I can make it through anything!”
Slide28 : What You Can Do for Others Take care of yourself first. Then you can help others.
Listening
Listen carefully.
Acknowledge feelings as normal.
Be sensitive to individual circumstances, and different points of view.
Don’t respond with “you’re lucky it wasn’t worse.” Instead, say that you are sorry such an event has occurred and you want to understand and help.
Don’t take emotional responses like anger personally.
Respect an individual’s need for privacy. If someone doesn’t want to talk about the incident or their feelings, don’t insist.
Reaching Out At Work
Organize support groups at work to help one another
Offer a “listening ear” to someone who hasn’t asked for help but may need it.
Give encouragement, support and understanding with on-the-job issues.
Identify resources for additional help (SEAP, mental health benefit, human resources department).
Helping Family and Friends
Offer to spend time with the traumatized person. Reassure them that they are safe now.
Offer help with everyday tasks like cleaning, cooking, caring for the family.
Respect their need for privacy and time alone.
Suggest available help (SEAP, community resources, church groups, etc.)
Keep communication open - be available and accessible.
Slide29 : What You Can Do For Yourself Eat well-balanced and regular meals, even if you don’t feel like it. Good nutrition is very important when you are feeling stressed.
Get plenty of rest.
Exercise regularly. It can help work off some physical stress symptoms, leaving you feeling calmer and better able to relax. If you’re feeling lethargic, exercise can help energize you and clear your mind.
Avoid caffeine, especially if you are having trouble sleeping.
Avoid the use of drugs or alcohol, including prescription and over-the-counter drugs to numb the pain. It will only complicate or delay your recovery.
Structure your time and set priorities. Maintain your basic normal routine, but give yourself permission to skip the extras for a while.
Don’t make any major life changes or decisions.
Do make as many small daily decisions as possible to reassert your sense of control.
Don’t try to avoid or deny reoccurring thoughts or feelings about the incident. They are normal and will decrease over time.
Give yourself permission to feel rotten and to share your feelings with others.
Do things that you enjoy. Take mini-breaks: go out to dinner, take 10 minutes alone, watch a movie. Talk with people you trust: your family, friends, co-workers. Don’t be afraid to reach out. People do care.
Don’t be afraid to set limits with others when you don’t feel like talking. You don’t have to discuss the incident or your feelings when you don’t want to.
Don’t label yourself as “crazy.” Remind yourself you’re having normal reactions.
Write down your thoughts and feelings. This can be especially helpful if you’re having trouble sleeping or when you wake from a troubling dream.
Ask for help if you need it. If you are having trouble coping on your own help is available from many sources:
Professional assistance from a counselor may sometimes be necessary. This does not imply weakness or craziness. It simply indicates that the particular event was just too powerful to handle by yourself.
In the workplace you may be able to get assistance from your co-workers, the human resource department, or SEAP.
Church, friends, family, and other community resources can be valuable sources of support. When you’ve experienced a trauma, it can be a shock to your whole system. The following are some ideas to help you cope with any physical or emotional symptoms you may be experiencing:
Slide30 : Trainer’s Name: ________________________ Date/Time: ________________
Bureau/Agency: ________________________ Location: __________________
Please circle your responses and make comments or suggestions below.
Very Little
Excellent Good Good Value Poor
1. What is your OVERALL opinion of this course? 5 4 3 2 1
2. The course MATERIALS were: 5 4 3 2 1
3. The course ACTIVITIES were: 5 4 3 2 1
4. The instructor’s PRESENTATION of the information was: 5 4 3 2 1
5. The instructor’s KNOWLEDGE of the the subject was: 5 4 3 2 1
6. Would you recommend this training to co-workers? YES NO Training Evaluation for:
Preventing Workplace Violence Comments, questions and concerns: What did you feel was the most useful? What did you feel was the least useful? What changes would you recommend to improve this training?