Workplace Violence Is Your Company Prepared To Prevent This From Happening To You, To Your Workers or To Where Your Family Travels?

This month, instead of writing about machine safety, even though the AWSF Fair in Las Vegas is soon to arrive, I wanted to write about Workplace or Travel Safety. We have all seen these horrible news stories, airline workers being attacked by passengers, workers being attacked by other or ex-employees, healthcare workers being attacked by patients, and so the list goes on and on.

Updated 5/9/2021

The latest on workplace violence statistics for 2021 is that, despite the COVID-19 pandemic, many federal agencies have been able to publish figures relating to fatal and non-fatal injuries at work, and from these figures, it has been possible for health and safety experts to extract statistics relating to workplace violence.

Comparing these statistics with other sources of data, it is clear that many businesses continue to under-report non-fatal injuries and illnesses at work. This under-reporting creates a misleading picture of violence in the workplace and, due to not acknowledging the issue, results in businesses failing to adequately protect employees.

The discrepancy between reported workplace violence and unreported workplace violence is expected to worsen when statistics for 2020 are produced. Despite many employees working remotely in the relative safety of their homes, those who have continued to work on-site during the pandemic have faced increasing levels of violence.

According to the OSHA website, public-facing employees have been screamed at, spat on, and assaulted for trying to enforce mask-wearing rules, and, in November, a Family Dollar store security guard was shot and killed for trying to enforce mask-wearing rules. It is doubtful that many of the non-fatal incidents will appear in official workplace violence statistics.

Office workers have also been subject to COVID-19-related workplace violence. According to HR Daily Advisor, the stress of the pandemic has raised stress levels and lowered thresholds for confrontation over previously non-existent issues such as social distancing and hand hygiene. Again, we´ll likely never know how many confrontations escalated into workplace violence.

Our workplace is an important part of our lives. Many people spend from 35 to 65 percent of their waking hours at work. We dedicate a great amount of time and energy to our job. Unfortunately, workplace violence is also becoming a common occurrence. Many people identify themselves by their careers, while others identify all their problems with their work environment.

Most people think of violence as a physical assault. However, workplace violence is a much broader problem. It is any act in which a person is abused, threatened, intimidated, or assaulted in his or her employment.

Workplace Violence Includes

■ Threatening behavior – such as shaking fists, destroying property, or throwing objects.
■ Physical attacks – hitting, shoving, pushing, or kicking.
■ Verbal or written threats – any expression of an intent to inflict harm against a colleague or the workplace itself.
■ Verbal abuse – swearing, insults, or condescending language.

While many people do not consider verbal abuse a symptom of workplace violence, if gone unchecked, the behavior may escalate.

Workplace violence is not limited to incidents that occur within a traditional workplace. Work-related violence can occur at off-site business-related events, at social events related to work, or away from work, but resulting from work relationships.

What Work-Related Factors Increase the Risk of Violence?

Certain factors and interactions can put people at increased risk of workplace violence, including: working with the public; handling money or valuables; working during organizational change (e.g., strikes, downsizing); pay days; performance appraisals; promotions or employee terminations.

How Do You Know If Your Workplace Is at Risk?

Potentially, all work environments are at risk; wherever people work together, there is a potential for inappropriate behavior. Every company should have a plan set to deter and/or deal with threatening behavior. If you don’t believe it can happen at your company, you should read some of the statements from employees who have been victimized: they, too, thought it would never really happen to them.

While some risk factors increase the chance of violence from outsiders, most employers in those fields (and their insurers) are aware of the potential for danger and take measures to minimize the risk. However, many employers who had considered themselves non-risk have been victims of workplace violence.

What Can You Do to Prevent Violence in Your Workplace?

The most important component of any workplace violence prevention program is management commitment communicated in a written policy. An effective workplace violence prevention program must have financial support, employees trained to recognize and report threats or warning signs of potential violence, and a staff trained for quick intervention and open communication across all lines.

You need to create systems that can detect people who are breaking down under stress and deal with them in a way that is fair, legal, and compassionate. But your responsibility is also to your co-workers to minimize their risk.

The Program Must

■ Be developed by management and employee representatives (if you are a union shop, make sure your plan is in line with your bargaining agreement).
■ Apply to management, employees, clients, independent contractors, and anyone who has a relationship with your company.
■ Define what you mean by workplace violence in precise, concrete language.
■ Provide clear examples of unacceptable behavior and working conditions.
■ Precisely state the consequences of making threats or committing violent acts, including reprimand, suspension, and/or termination of employment.
■ Require reporting of all incidents of violence, including threats of violence.
■ Outline the process by which employees can report incidents and to whom.
■ Develop procedures for investigating and resolving complaints.
■ Offer a confidential Employee Assistance Program (EAP) to allow employees with personal problems to seek help.

Having and adhering to a written policy on workplace violence will encourage employees to report incidents and will show that management is committed to dealing with incidents involving violence, harassment, and other unacceptable behavior.

Preventative Measures

Preventive measures generally fall into three categories: workplace design, administrative practices, and work practices.

Workplace Design

■ Positioning reception or service areas so they are visible to others
■ Minimizing the number of entrances
■ Using coded cards or keys
■ Adequate exterior lighting
■ Strategically placing fences

Administrative Practices

■ Keeping cash register funds to a minimum
■ Using electronic payment systems

Employee Termination Practices

■ Have more than one management representative present
■ Conduct terminations privately and at the end of the day
■ Avoid scheduling termination meetings far in advance
■ Be fair, swift, and prepared with paperwork

For Employees Working Away From a Traditional Office

■ Prepare a daily work plan
■ Identify a designated contact and backup
■ Check client credentials
■ Use the buddy system
■ DO NOT enter situations where you feel unsafe

Legislation and Training

The “General Duty Clause” of the Occupational Safety and Health Act requires employers to furnish a work environment that is safe from recognized hazards, which includes workplace violence.

Finally, without training, one does not have a full workplace violence prevention program. Training allows managers, supervisors, and employees to identify warning signs and understand the consequences of threats or violent behavior.

My company, Podojil & Associates, Inc., has joined forces with the International Association of Safety, Health & Environmental Professionals (IASHEP) www.iashep.org. Workplace Violence Prevention is one course offered to members, and for $100.00 per year, members may take this course for free.

Should you want more information on IASHEP, please contact me through the magazine. As always, I am here to help.

Until then, stay safe.

John F. (Jack) Podojil
President / CEO
CEHSP, CSHET, CHCM, CHMM, CMGS, CRTS, ASA, CUSA, CPEA, CHS-III – Diplomat
Podojil & Associates Inc.
IASHEP Director
IASHEP Advisory Board Member
IASHEP Director of Curriculum Development