WORKPLACE VIOLENCE PREVENTION
Violence in the workplace is an important safety and health issue, one that is too often overlooked or ignored. In many cases, a violent incident can be avoided, because occurrences are often preceded by warning signs. However, these signals frequently go unrecognized—or are recognized but disregarded.
Generally, violence develops over time—which means that with proper implementation of an antiviolence policy, employers have a chance to recognize the early signs of violence and stop it before it explodes.
It’s a sad fact that violence in the workplace has become a serious issue for all kinds of businesses.
Although dramatic, multiple homicide incidents are highly publicized, they represent a very small number of workplace violence incidents. The majority of incidents that employers and workers deal with on a daily basis are cases of assaults, domestic violence, stalking, threats, harassment, and physical and/or emotional abuse that make no headlines.
We can prevent situations that can result in violence by recognizing the circumstances and people most likely to pose a danger and by being alert to personal safety precautions.
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SOME TRIGGERS OF WORKPLACE VIOLENCE
Workplace violence can have work-related or personal triggers—and attackers can be anybody, such as co-workers, former colleagues, customers, or a complete stranger. Sometimes job stress can make people desperate to get even because of:
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Job loss or fear of losing a job
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A warning or reprimand from a supervisor
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Not receiving a raise or promotion
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Acts or words considered unfair or hostile
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Tension with coworkers or supervisors that has not been resolved
But there is no profile of a person who will commit violence in the workplace. It has to do with behaviors.
DISCRIMINATION, HARASSMENT, & BULLYING
Zoetis has a strong policy against discrimination and harassment, and supervisors or trained on recognizing signs of bullying behavior. When someone perceives that they are the target of behavior designed to control them, whether it violates Zoetis policy or not, they may become alienated, disillusioned or depressed.
These feelings of helplessness can cause workers to fixate on others as the source of their problems, which could lead to thoughts of lashing out.
SIGNS & BEHAVIORS WHICH MAY PROCEED WORKPLACE VIOLENCE
Don’t ignore signs and behaviors of violence in others, such as:
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Vowing revenge
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Intimidating others
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Talking about weapons
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Holding grudges
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Blaming others for problems,
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and having angry outbursts.
Sometimes personal problems can spill over into the workplace. For example:
An abusive partner or one unable to accept the breakup of a romance or marriage may track an employee to work and trigger a physical attack. If there is a grudge or romantic obsession, the employee may be stalked or threatened at work. Also, alcohol or drug abuse can make a person who is upset become violent. So it’s important that if you are dealing with domestic violence, please let us know about it.
BASIC CONFLICT MANAGEMENT
One of the most important ways to avoid violence is to know how to respond if you are faced with an attacker or someone who frightens you.
If you are confronted by an angry coworker, customer, or a stranger:
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Do not argue.
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Do not respond with a threat.
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Do not do anything to increase the person's anger
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Do remain calm!
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Do decide on a warning signal with members of your department for this purpose.
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Do scream to alert someone if you have to.
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Do anything you can to avoid going somewhere with the attacker.
WORKPLACE VIOLENCE PRECAUTIONS
You must report any violence no matter who is involved—even if it’s someone you like. Don’t protect an attacker you know; it will leave the opportunity for future violence or implicate you in a crime.
Be responsible for your own safety by taking sensible, everyday precautions to help prevent or minimize any violence.
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Do not let anyone into your workplace.
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Alert security to strangers or anyone who should not be in the workplace, such as a former colleague. If there is a particular person you do not want let in to see you at work, tell your supervisor
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Pay attention to the emergency training we provide. Be familiar with ways to exit the building.
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Take any personal or work-related threatening or violent behavior seriously and report it. Don’t wait for things to get out of hand.
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Let someone know when you are working over-time, and try not to work alone.
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And finally, if at all possible, don’t leave the workplace alone.
ACTIVE SHOOTER PREPAREDNESS
NOW - PREPARE
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Take online active shooter preparedness training
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If you see something suspicious, say something
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Know emergency response plans
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Identify the exits and good places to hide
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Learn and practice first aid skills and use of tourniquets
DURING – SURVIVE
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RUN. Getting away from the shooter or shooters is the top priority. Leave your things behind and run away. If safe to do so, warn others nearby. Call 911 when you are safe. Describe each shooter, their locations, and weapons.
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HIDE. If you can’t get away safely, find a place to hide. Get out of the shooter’s view and stay very quiet. Silence your electronic devices and make sure they won’t vibrate. Lock and block doors, close blinds, and turn off the lights. Don’t hide in groups—spread out along walls or hide separately to make it more difficult for the shooter. Try to communicate with police silently—like through text messages or by putting a sign in an exterior window. Stay in place until law enforcement gives you the all clear.
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FIGHT. Your last resort when you are in immediate danger is to defend yourself. Commit to your actions and act aggressively to stop the shooter. Ambushing the shooter together with makeshift weapons such as chairs, fire extinguishers, scissors, and books can distract and disarm the shooter.
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AFTER – BE SAFE
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Keep hands visible and empty.
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Know that law enforcement’s first task is to end the incident, and they may have to pass injured along the way.
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Follow law enforcement instructions and evacuate in the direction they come from.
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Consider seeking professional help for you and your family to cope with the long-term effects of the trauma.
HELPING THE WOUNDED
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Take care of yourself first, and then you may be able to help the wounded before first responders arrive:
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If the injured are in immediate danger, help get them to safety.
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While you wait for first responders to arrive, provide first aid—apply direct pressure to wounds and use tourniquets if you have been trained to do so. Turn wounded people onto their sides if they are unconscious and keep them warm.
REFERENCES/RESOURCES
VIDEOS
PODCAST
eLEARNING
DOCUMENTS/LINKS
SUPERVISOR & SAFETY LEADER DEEPER DIVES
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Article - Increase Workplace Wellness to Decrease Workplace Violence
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Article - Emotions at Work - Half of Employees Surveyed Report Losing Their Temper at Work
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Article - Gun Data and the Importance of Getting Facts Straight
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Article - How to Prepare Your Workforce for Violent Incidents
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Article - Taking Action Against Workplace Violence (6/19/19)
GLOSSARY
Physical Disability
Violence, Ergo
Having any physiological disease, disorder, condition, cosmetic disfigurement, or anatomical loss that (1) affects one or more of several body systems and (2) limits a major life activity. The body systems listed include the neurological, immunological, musculoskeletal, special sense organs, respiratory, including speech organs, cardiovascular, reproductive, digestive, genitourinary, hemic and lymphatic, skin and endocrine systems. A physiological disease, disorder, condition, cosmetic disfigurement, or anatomical loss limits a major life activity, such as working, if it makes the achievement of the major life activity difficult. When determining whether a person has a disability, an employer cannot take into consideration any medication or assistive device, such as wheelchairs or hearing aids, that an employee may use to accommodate the disability. However, if these devices or mitigating measures “limit a major life activity,” they should be taken into consideration. Physical disability also includes any other health impairment that requires special education or related services; having a record or history of a disease, disorder, condition, cosmetic disfigurement, anatomical loss, or health impairment which is known to the employer; and being perceived or treated by the employer as having any of the aforementioned conditions.
Physician or other licensed health care professional (PLHCP)
PPE, Chemical, Tools, Electrical, Biosafety, PIT, IIPP, Fire, Emergency, ERT, STF, Vehicle, Violence
an individual whose legally permitted scope or practice (i.e., license, registration, or certification) allows him or her to independently provide, or be delegated the responsibility to provide, some or all of the health care services required by Sections 2.4 and 10.
Protected class
Violence
Race, creed, color, national origin or ancestry, disability, veteran status, pregnancy, gender, gender expression, sexual orientation, gender identification, age
Quid Pro Quo Harassment
Violence
When a supervisor asks an employee to engage in sexual activity as a condition of receiving some form of benefit at work (a promotion, a raise, retention in his/her job, etc.)
Reasonable Accommodation
Violence, Ergo
any appropriate measure that would allow the applicant or employee with a disability to perform the essential functions of the job. It can include making facilities accessible to individuals with disabilities or restructuring jobs, modifying work schedules, buying or modifying equipment, modifying examinations and policies, or other accommodations
Safety Committee
IIPP, Emergency Response, Fire, PPEPPE, Chemical, Tools, Electrical, Biosafety, PIT, IIPP, Fire, Emergency, ERT, STF, Vehicle, Violence, Ergo
An organization of Abaxis managers and staff who meet regularly for the purpose of: reviewing investigations of accidents and exposures and makes suggestions to management for the prevention of future incidents; reviewing investigations of alleged hazardous conditions; reviewing results of the periodic scheduled inspections; submitting recommendations to assist in the evaluation of worker safety suggestions. These meetings are documented and minutes from the meetings are posted throughout the facility for review.
Sex Stereotype
Violence
an assumption about a person’s appearance or behavior, or about an individual’s ability or inability to perform certain kinds of work based on a myth, social expectation, or generalization about the individual’s sex.
Sexual Harrassment
Violence
Unwanted sexual advances, or visual, verbal or physical conduct of a sexual nature. This definition includes many forms of offensive behavior and includes gender-based harassment of a person of the same sex as the harasser. The following is a partial list of prohibited behavior: Visual conduct: leering, making sexual gestures, displaying of sexually suggestive objects or pictures, cartoons or posters. Verbal conduct: making or using derogatory comments, epithets, slurs and jokes. Verbal abuse of a sexual nature, graphic verbal commentaries about an individual’s body, sexually degrading words used to describe an individual. Physical conduct: touching, assault, impeding or blocking movements. Offering employment benefits in exchange for sexual favors. Making or threatening retaliatory action after receiving a negative response to sexual advances.
Shall
IIPP, STF, Emergency Response, PPE, Chemical Hygiene, HazCom, BBP, Biosafety, Tools, Violence, PIT, Electrical, Fire, Egro
A mandatory requirement.
Should
IIPP, STF, Emergency Response, PPE, Chemical Hygiene, HazCom, BBP, Biosafety, Tools, Violence, PIT, Electrical, Fire, Egro
A recommendation.