Violence in the Workplace
-A Spreading Phenomenon

By Clint Van Zandt

As many companies, both in Europe and the United States, are moving towards flatter structures, the profile and pattern of the workforce is changing, too.  The increase of mergers in the last few years and corporate downsizing mean that many companies have been letting go a number of their employees.  The loss of a job can mean a loss of identity for many people, particularly men who often strongly identify with the traditional role of the breadwinner.

While at one time employers could dismiss employees with little fear of repercussions, today they must not only contend with avoiding industrial lawsuits filed against them by their former employees, but also with avoiding any violence.

Recent studies carried out in the United States help establish the characteristics and hallmarks of workplace violence and profiles of potential offenders.

As little as 16 percent of threats in the workplace come from strangers.  Clients, and to a vast extent current and former employees, make up the majority of offenders.  Incidents occur either as acts of revenge against former supervisors after redundancies and dismissal or while the assailant is still in employment and has grievances or disciplinary actions pending at the time of the attack.  Even being passed over for promotion in some cases appears to be motive enough.

Ninety-seven percent of all assailants are male, and while murder suspects in general are under 30 years old, the workplace offender averages just below age 40.  These older individuals have more of a chance to build up a series of frustrations over the years.

Society has been breeding a “culture of excuse,” where individuals claim to be “victims” who are not responsible for their own behavior.  However, the use of firearms confirms that these crimes are not spur-of-the-moment temporary insanity cases, but are premeditated.  Assailants sometimes carry extra firearms, ammunition and even a list of their intended victims.

Media coverage tends to focus on those cases with the highest number of victims.  However, a recent study found that on average the number of deaths per incident is 2.5, including offender suicides.  Thirty-six percent of the assailants committed suicide, reflecting the finality of their intentions.  This represents a real danger to responding security officers.  If offenders do not care about getting hurt, they may react recklessly and aggressively, which gives them a tremendous tactical advantage over security personnel.

Cases of domestic violence can also spill over into the workplace.  The cause for the victimization of women in the workplace by domestic partners is easy to understand.  While a woman can change her residence, her work address remains the same.

As with any crime, prevention remains the best way to avoid violence in the workplace.  In all cases, a good background investigation is essential.  As private employers may not have the experience and are therefore reluctant to venture into this area, they may wish to hire outside consultants.  As few as 10 percent of applicants with criminal records actually admit this fact when applying for employment.  Furthermore, up to one-third of all job applications contain a major falsification.

Problem management depends on recognizing the various warning signs with employees.  Some of the classic signs are chronically poor work performance, conflicts with supervisors and other employees, unfounded grievances and complaints, abuse of sick leave, and view of self as a victim.  Any threat of violence, subtle or direct, should be taken seriously, documented and investigated by the local police, if appropriate.  None of the above are fail-safe indicators for violence,

however, sometimes offenders make their plans very clear, if anyone is paying attention.  Early recognition and intervention with a problem employee allow the best opportunity to manage the situation.

If employment has to be terminated, a properly documented case history provides an easily defensible action in court.  Although most separations go smoothly, any personal action can go wrong with potentially disastrous results.  The key to a smooth employment termination is planning.

Do not terminate by surprise.
Ensure an individual knows his/her shortcomings and has the opportunity to improve prior to dismissal and that he/she is tactfully warned that his/her behavior could lead to dismissal.

Termination never comes at a good time.
The affected employee will undoubtedly have some type of situation or crisis ongoing in his/her life that needs to be considered in the dismissal process.

Provide counseling.
Provide the best outplacement counseling your company can afford and make sure that this service is immediately available to the affected employee.

Keep termination meeting brief.
Keep the meeting brief; you will never find a truly easy way to tell an employee his/her job is ending.

Allow the employee to save face.
Do not attack the individual or demean him/her in any way.  During the termination meeting, simply explain the situation while acknowledging the strengths and contributions, if appropriate.

Provide generous severance pay.
Try to be generous with severance pay, attempt to continue the employee’s medical benefits for the short term, and ensure the employee has the terms of the severance package in writing to avoid future misunderstandings.

Avoid using uniformed security personnel.
Unless violent, do not use uniformed security personnel to escort the affected employee from the office.  Appropriate keys, codes and computer access information must be turned in and/or changed immediately upon termination.

Review corporate outplacement practices.
Although most separations go smoothly, any termination can go wrong.  It is wise to review practices to make sure they are safe.

Treat each situation with respect.
For many people, work is life.  Losing a job is traumatic, even if the person affected expects the loss and sees it coming.  Treat each situation as very serious; noting the person losing his/her job perceives it in this manner.

For more information, please contact Control Risks at (703) 893-0083 or visit www.control-risks.com. Reprinted with permission of Control Risks.