Because most people follow the rules, and because most violent people give ample signs before they act, employers can be successful at preventing workplace violence, says expert Dennis A. Davis, Ph.D.
Davis, director of client training for Ogletree, Deakins, Nash, Smoak & Steward, P.C. in Vista, California, delivered his comments at the recent SHRM Employment Law & Legislative Conference in Washington, DC.
Five Keys to Preventing Violence
Davis delineates five key components of violence prevention programs:
- Screening/Selection
- Policy
- Crisis Management Team
- Supervisor/Greeter Training
- Compliance Campaign
1. Screening/Selection
The best chance an employer has to avoid employee violence is during selection and screening, says Davis. Just keep those violent people out of your company. He recommends the following:
Require Two Letters. Davis recommends requiring two letters of reference, one professional (it does not need to be from a supervisor/manager, just someone with knowledge of the candidate’s work ethic) and one personal.
Do not move forward in the process until the letters are in, Davis says. The result of your letter request? Many of the people you’d like to screen out will not be able to get someone to vouch for them, and their applications will die on the vine.
Conduct Face-to-Face Interviews. “Interviews are essential, says Davis.
Everyone must have a face-to-face meeting. They are an effective way to determine if my description of the applicant (on paper) is reflected in the presentation (in person).
Remember that Everything Counts. For example, he says, track interaction with office staff during scheduling. Is the person respectful? Professional?
Was the person on time? Did the person appear well-groomed and appropriately attired?
In general, remember that the person presumably is on his or her best behavior.
2. Violence Policy
Ninety percent or more of the population will acquiesce to expectations when they are made clear, says Davis, so you have to lay out the rules. Your policy, he says:
- Should be a stand-alone policy
- Must state “there is zero tolerance”
- Must specify that “threats of violence are considered acts of violence”
- Must address the issue of weapons at work
New employees should be required to read and sign-off on the policy, and vendors should be required to read and agree to enforce the policy with their employees, Davis says.
You may also require vendors to follow the same policy as employees. Include your organization’s requirements when entering into agreements with contractors.
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3. Crisis Management Team
HR can’t deal with violence alone, Davis says. You need a crisis management team (CMT).
Typical CMT members might be:
- HR
- Legal
- Safety/Security
- EAP
- Executive Management
- Psych/Medical
Typical CMT responsibilities would be:
- Program development and management
- Policies and procedures development
- Information campaign
- Participate in threat assessment process
- Coach managers/supervisors on workplace violence threats/incidents
- Coordinate training plan
- Serve as liaison to relevant external organizations
- Trauma response
- Act as resource specialist
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The most vital function of the CMT is tracking, Davis says. Potentially violent employees tend to move around often. Because they may be obnoxious or disruptive, managers and supervisors are only too glad to be rid of them. The CMT tracks incidents and individuals to be certain of appropriate intervention.
Finally, says Davis, make sure your employees know how to access the CMT.
In tomorrow’s Advisor, we’ll look at three more violence-prevention components, training your “greeters,” and a wellness program that will aid your violence-prevention efforts.
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