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Transcript of Workplace Violence
Alert security of unusual behavior
Wear ID badge
Store briefcase and purse locked and out of site
Do not walk alone at night Every workday 16,400 threats are made, and 723 workers are attacked.
One of four full-time workers has been harassed, threatened or attacked on the job.
Workplace violence, which costs American businesses an estimated $36 billion annually, is the second leading cause of job-related deaths for all workers (behind only motor-vehicle deaths) and the leading cause for women.
No wonder the Centers for Disease Control has called workplace violence "epidemic." There are often signposts — clues — that point toward potential violence in the workplace, if only we know where to look. Employees can, with proper training, learn to spot those clues and forestall violent acts. •What is workplace violence? • Types of violence •Risk factors • Prevention methods •Security measures • Red flags •Weapons •Response plan
•In 2010, 506 workplace homicides occurred in the United States.
•Workplace homicides declined 7 percent in 2010 to the lowest ever recorded total by the fatality census. However, workplace homicides involving women increased 13 percent.
•Of the 678,026 violent crimes committed against victims who were working or on duty in 2008, 553,201 were simple assaults, 99,171 were aggravated assaults, 11,595 were robberies, and 12,633 were rapes or sexual assaults.
•Strangers committed the greatest proportion of nonfatal workplace violence against males (53 percent) and females (41 percent) between 2005 and 2009
•About 70 percent of workplace homicides were committed by robbers and other assailants while about 21 percent were committed by work associates between 2005 and 2009. Violence by Customers, Clients, or Patients Violence by Employees and Supervisors Violence by Domestic Partners or Relatives of Employees Internal Risk Factors Include: Highly competitive sectors with intense workloads, Restructuring of an organization, e.g. impending layoffs Ignoring warning signs from certain individuals who have a gripe with co-workers or management Allowing an ongoing feud between co-workers to go unaddressed by management Chronic verbal abuse by a supervisor towards workers Denial on the part of management regarding employee tension or favoritism towards one party Old school mentality by management that tolerates and enables supervisor abuse External Risk Factors Include Working alone or in small numbers
Working late night/early morning
Working with money
Delivering passengers, goods or services Having a mobile workplace like a taxicab or police car
Working in high crime areas
Guarding property or possessions
Contact with the public Any condition that may increase a worker’s risk for violence. How Can Violence Be Prevented on the Job? Prevention Strategies (External Risk) Don’t work alone late at night or early morning
Call for a security escort if working late
Carry a cellular phone
Redesign workspace to prevent entrapment
Train staff in ways to diffuse violence. Place curved mirrors at hallway intersections
Maintain good lighting indoors and outdoors
Prepare plan for consumers who “act out”
Control access to employee work areas Prevention Strategies (Internal Risk) Risk Assessment: Confidential survey of all employees designed to uncover internal risk factors, coupled with analysis of external risk factors
Presentation of overall risk analysis to top management, along with supporting facts
WPV training for all levels of organization
Sensitivity training for high-risk employees as necessary
Follow-up survey of employees to gauge impact of training
List of Risk Factors found during analysis
Methods used for Hazard Prevention and control written plan required if you have 20 or more full time employees
Management Commitment and Employee Involvement Preventing Workplace Violence Five Warning Signs of Escalating Behavior 1. COnfusion :The person appears bewildered or distracted.
They are unsure or uncertain of the next course of action 2. Frustration: The person is impatient and reactive
The person resists information you are giving them
The person may try to bait you 3. Blame:
The person places responsibility on everyone else
They may accuse you or hold you responsible
They may find fault with others
They may place blame on you 4. Anger
The person may show a visible change in body posture
Actions may include pounding fists, pointing fingers, shouting or screaming
This signals VERY RISKY BEHAVIOR! 5. Hostility:
Physical actions or threats appear imminent
There is immediate danger of physical harm or property damage
Out-of-control behavior signals the person has crossed the line Case Study: What is a typical WPV scenario for your organization and how might you respond proactively? Lets use a disgruntled employee with a gun. 5. Responses to Hostility:
Disengage with the person and evacuate the area.
Attempt to isolate the person if it can be done safely.
Alert your supervisor and contact security immediately 4. Responses to Anger.
Don’t argue with the person.
Don’t offer solutions.
Prepare to evacuate the area or isolate the person.
Contact your supervisor and security personnel 3. Responses to Blame:
Disengage with the person and bring a second party into the discussion.
Use a teamwork approach.
Draw the person back to the facts.
Show respect and concern.
Focus on areas of agreement to help resolve the situation. 2. Responses to Frustration:
Move the person to a quiet location.
Reassure them, talk to them in a calm voice.
Attempt to clarify their concerns 1. Responses to Confusion:
Listen Attentively to the person.
Ask clarifying questions.
Give factual Information WORKPLACE VIOLENCE IS A REALITY!
PROPER TRAINING AND PREPARATION, AS WELL AS SUPPORTING SYSTEM PROCESSES AND PROCEDURES CAN MINIMIZE THE THREAT OF VIOLENCE.
BE PREPARED! DON’T BE A VICTIM! SUMMARY Violence by Strangers Committing Robbery
Violence by Customers, Clients, or Patients
Violence by Employees and Supervisors
Violence by Domestic Partners or Relatives of Employees (new category) The Occupational Safety and Health Act’s(OSH Act) General Duty Clause requires employers to provide a safe and healthful workplace for all workers covered by the OSH Act. Employers who do not take reasonable steps to prevent or abate a recognized violence hazard in the workplace can be cited. Failure to implement suggestions in this fact sheet, however, is not in itself a violation of the General Duty Clause Weapons at Work Concealed Weapons Dangerous Instruments Dealing with a volatile situation
Workplace violence is any physical assault, threatening behavior, or verbal abuse occurring in the work setting
A workplace may be any location either permanent or temporary where an employee performs any work-related duty.
This includes, but is not limited to, the buildings and the surrounding perimeters, including the parking lots, field locations, clients’ homes and traveling to and from work assignments Definition: Threats or obscene phone calls
Harassment of any nature
Being followed, sworn or shouted at Beatings
Psychological traumas Workplace Violence Includes New York State Workplace Violence Prevention Act On June 7, 2006 New York State passed legislation, Article 27-b of the Labor Law, that requires public employers to perform a workplace evaluation or risk assessment at each worksite and to develop and implement programs to prevent and minimize workplace violence. What Is Required By The Law? Every public employer should perform a risk assessment and evaluate their workplace to determine the presence of risk factors or situations that might place employees at risk of occupational assaults and homicides. What is a Risk Assessment? A Risk Assessment is an inspection or examination of the workplace to find existing or potential hazards (Risk Factors) for workplace violence; this can include:
Look at the history of past incidents; try to identify patterns or trends which occurred in your workplace.
Review your occupational injury and illness logs (SH 900) and incident reports to identify injuries resulting from violence.
Survey your workers at all levels regarding violent incidents reported or unreported Administrative and Work Practice Controls Lock delivery doors
Establish rules for workers leaving facility
Lock doors when not open, procedures for opening and closing
Adopt safety procedures for off-site work Methods Used For Hazard Prevention and Control Could Include:
Make high risk areas more visible
Install more lighting
Use drop safes, decrease cash on hand
Post signs – stating limited cash
Train employees on conflict resolution
Need a system to respond
Bullet resistant barriers
Etc. State clearly to patients, clients, and employees that violence will not be tolerated or permitted
Establish liaison with local police and state prosecutors
Require employees to report all assaults and threats
Set up trained response teams to respond to emergencies Integrate violence prevention into daily procedures
Minimal cash in register
Emergency procedures, systems of communication
Procedures to use barriers & enclosures
Evaluate staffing needs for high risk locations/times
Of all the states that issue carry pistol licenses, New York State has arguably the strictest handgun licensing policies in the nation. New York City, which is effectively a "No-Issue" jurisdiction for carry pistol licenses, has even stricter laws, including those regulating handguns exclusively kept at home. • Complementary and essential
• Management commitment provides the motivating force to deal effectively with workplace violence
• Employee involvement and feedback-enable workers to develop and express their commitment to safety and health Management Commitment and Employee Involvement: Employee Involvement: •Understand and comply with the workplace violence prevention program and other safety and security measures
•Participate in employee complaints or suggestion procedures covering safety and security concerns
•Prompt and accurate reporting of violent incidents . You should establish an intervention team
• Trauma-crisis counseling
• Critical incident stress debriefing
• Employee assistance programs to assist victims Post-Incident Response: • Diagnosis of Incident 1.What happened?
2.When did it start?
3.Is it over?
4.How did it happen
5.What might be at risk?
6.Can we immediately do anything to mitigate the problem? (5 min to 5 days)
7.Were any laws broken?
8.Were critical data affected
9.Are other areas at risk? Training and Education • Initially or upon assignment and annually thereafter
• Review of the Workplace Violence Prevention Program
• Risk Factors
• Methods for employees to protect themselves
• Controls/procedures put in place by the employer •Employees should understand concept of “Universal Precautions for Violence” - i.e., that violence should be expected but can be avoided or mitigated through preparation
•Employees should be instructed to limit physical interventions in workplace altercations unless designated emergency response team or security personnel are available Training program should involve all employees, including supervisors and managers Record-keeping and Evaluation • Record-keeping and evaluation of the violence prevention program are necessary to determine overall effectiveness and Identify deficiencies or changes that should be made • DOSH Log of Injury and Illness (SH 900)
• Reports of work injuries from assaults
• Incidents of abuse, verbal attacks or aggressive behavior
• Information on patients with history of violence
• Minutes of safety meetings, records of hazard analysis and corrective actions
• Records of all training programs Record-keeping Evaluation: •Establish uniform violence reporting system and regular review of reports
•Review reports of minutes from staff meetings on safety issues
•Analyze trends and rates in illness/injury or fatalities caused by violence
•Measure improvement based on lowering frequency and severity of workplace violence •Risk Evaluation
•WPVPP (> 20 employees, must be written)
List of Risk Factors
•Information and Training
Annually Thereafter Presented by Gabriel Sloane
Heidi Carson My name is Gabriel Sloane. I am a Deputy with the Monroe County Sheriff's Office and I have been teaching for 4 years.I have an Associates degree in Criminal Justice.
I am a State of New York Division of Criminal Justice certified general topics instructor since 2008.
I am a New York certified Physical Fitness and Defensive Tactics Instructor, and have been a Certified First Responder for 5 years. Instructional Objectives:
Upon the completion of this instruction, the employee, employer and management will:
1. Be able to define workplace violence.
2.Understand risk factors of workplace violence and be able to recognize the red flags.
3.Understand how to respond to incidents and how to avoid future incidents.
4.Know how to make their work environment safer, through risk assessment. The Case for Workplace Violence Training Lock-down Procedure:
Is policy in place for specific incidents?
Shelter in place
The signal to start lock-down
Access and Egress
Duties of specific teams or persons