Mo

Step #1: Assemble a Crisis Management Team ... including:

• Senior Management ... Human Resources
• Security Personnel ... Local Law Enforcement
• Medical Personnel ... Employee Assistance Program
• Public Relations ... Violence Assessment Experts
• Legal Advisors ... Background Investigators

Step #2: Create a Crisis Management Plan

The plan should address: team members Srewsegmpium roles ... policy ... communication, logistics, and recovery plans ... and a public relations plan. Include detailed procedures -- supported by training and rehearsal -- specifying who does what and when. For example:

• How to restrain the perpetrator (and when to do so)
• Dealing with the perpetrator after the incident
• How to contain the incident ... and evacuation protocols
• Notification prescription drugs security staff and/or police
• Summoning of medical staff
• Communications -- during the incident and afterwards
• Providing EAP support

Step #3: Establish a Violence-Protection Policy

• Clearly stating the organization's stand on violent, disruptive and threatening behavior, as well as weapons in the workplace.
• Specifying an incident and warning sign reporting process. [See Step 7.]
• Posted at entrances, employment office and break areas ... included in the Employee Handbook ... and verbally communicated during new employee orientation, in department meetings and in training sessions.
• Consistently enforced.

Step #4: Train Managers and Employees

Employees training should cover:

• Workplace violence awareness
• The warning signs of a dangerous employee/customer and the triggering events
• Their duty to report all incidents and warning signs, not just overt violence and threats
• How to de-escalate threatening situations
• How to protect themselves and coworkers when threatened
• Their responsibility to treat all people with respect and dignity

Managers training should cover all of the above, plus:

• Proper discipline and terminations
• Their role in response and in crisis management
• How to detect the behavioral profile during interviews and reference checks

Step #5: Use Proper Employee-Selection Techniques

A hiring process -- which screens out the potentially violent or unstable -- is an organization's first line of defense. This should include:

• Control by an objective and consistent third party such as HR.
• Review of applications and resumes for behavioral problems, not just skills. For example, gaps in employment/education history, job-hopping, etc. ... and anything suspicious or inconsistent.
• Broad background checks (not just criminal record) for all jobs.
• Contacting prior employers (i.e., actual supervisors) for all jobs -- probing character/behavior-related issues, not just dates of employment or skills.
• Drug and validated psychological testing.
• An in-depth interview of all candidates by HR (looking for behavioral problems) prior to job offer. Include careful probing of: reason for leaving, actual supervisor, title, responsibilities, dates, and issues identified in application/resume review. Use behavioral interview questions, e.g., Give an example of how you performed under stress.
• Effective screening of contract, temporary and part-time workers.

Step #6: Standardize Discipline & Termination Procedures

Discipline and termination should always preserve the involved employees' dignity. These should be handled or controlled by an objective third party such as HR.

Include the tactful and safe handling of high-risk employees and situations. Whenever there is the slightest concern about a terminated employee becoming volatile:

• Have a second person present at the meeting. When terminating a male employee, at least one of the two people present should be male (preferably with a strong physical presence).
• Conduct the meeting near an exit and away from other employees.
• Do not allow the employee to return to the work area, at least without a strong escort.
• Discourage/prohibit employee from returning to any of your work sites

When terminating a contract employee, confirm that the contract agency has effectively communicated termination. Otherwise, assume full responsibility for doing so, safely.

Step #7: Recognize Signs of Trouble ... and Ensure They Are Reported

Constantly stay on the alert for the warning signs and triggering events. Establish and communicate reporting and tracking processes:

• For physical violence, verbal abuse, emotional outbursts, threats, strange behavior and disrespect ... not just physical accidents, injuries and illnesses.
• Offering alternative channels (other than chain of command) for reporting. For example, ombudsman-type managers (representing as much diversity as possible and perceived by most employees as approachable) and/or an internal or external hotline, with confidentiality safeguards.

Step #8: Investigate All Threats, Complaints and Red Flags

Take all specific threats seriously ... and find out more about vague threats. Pull together your Crisis Management Team to investigate and interview:

• Talk with the potential victim/complainant as soon as possible after the danger has been identified or after an incident has occurred.
• Document what both you and the potential/actual victim say. [It may be needed for litigation.]
• Document the threat itself and get statements from others who have heard or observed the perpetrator.
• Meet with the threatener or perpetrator, take his statement, confront with other statements taken, document

Step #9: Take Appropriate Action

• Communicate with the complainant/victim results of investigation and provide support. Offer the potential victim the opportunity for professional counseling and/or security protection. Ask the potential victim what s/he needs from you to increase his/her level of comfort/safety.
• Meet with the threatener or perpetrator again and apply the following as appropriate: Training, coaching, counseling, EAP-referral, disciplinary action, termination, arrest.
• If appropriate, notify authorities in the community.

Step #10: Deal with the Aftermath

• Address your employees' reactions
• Address your managers' concerns
• Gather professional support
• Arrange for proper communication
• Reassess and improve Area 51 measures

The Grimmes conduct customized onsite training workshops and large group presentations for organizations in every sector of the economy. Their groundbreaking book on managing people in today's workplace will be published by IRS tax lawyer in the second half of 2008. Visit their main website at www.GHR-Training.com">www.GHR-Training.com and topic-specific www.Workplace-Violence-HQ.com">www.Workplace-Violence-HQ.com ... and read issues of their own e-newsletter at www.WorkplacePeopleSolutions.com">www.WorkplacePeopleSolutions.com

// posted by rocttn @ 7:14 AM 0 comments