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🔒 🔒 🔒 [Audiobook] Human Resources | Crisis Management
What if the future of your company's success hinged on your ability to manage crises effectively? Join us as we explore the indispensable role of crisis management in the workplace, a necessity as fundamental as finance and personnel management. Discover the critical distinctions between aggression and violence, identify the potential triggers, and learn how to recognize early warning signs to prevent violent events. Through the insightful scenario of Mr. Smith and his department manager, Steve, you'll gain valuable insights into developing a robust crisis management plan tailored to your workplace.
Workplace violence is a dire issue, claiming more lives than accidents or natural disasters. We dissect various forms of threats, from bullying to verbal threats, and reveal why ignoring them can have devastating consequences. Learn how to implement effective crisis communication plans, debunk common myths about workplace violence, and understand why awareness and proactive measures are non-negotiable for ensuring a safe working environment. This episode is packed with practical advice and real-life examples to help you recognize warning signs before they escalate.
Finally, we turn our focus to training and preparedness, highlighting the essential components of a workplace Crisis Management Program. Through the experiences of Scott and new employee Jenny, you’ll understand the importance of having clear policies, accessible reporting channels, and regular training sessions. Discover how early intervention can stop a crisis from worsening and why it's crucial to focus on current needs rather than outdated myths. Tune in to learn how to foster a culture of non-violence and protect everyone in your organization.
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Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Crisis Management. Module 1. Getting Started. Crisis management is as important to any company as finance management and personnel management. Having a clear and effective program and plan for an event is critical not only to your survival but to the profitability and possibly to the survival of the company. Being able to identify risk, assess a situation and respond appropriately are important and require not only important and require not only training, but practice. Module 2. Crisis.
Speaker 1:What is a crisis? A crisis is any event that threatens a person, group of people or the company itself. Crisis can occur any time day or night, weekday or weekend. A company that anticipates a crisis and prepares for such an event is better able to avoid negative situations completely or, if the situation occurs, better able to manage it. Internal risks occur inside of the company property or during company hours and involve an employee and their duties. The internal risks of crisis are many Triggers that take place outside of the workplace can result in a reaction or escalation within the company.
Speaker 1:Vendors, employees, customers any of these people could pose the risk of committing an act of violence within a company or on its property. Internal risks are not always a violent act such as an assault. It could also come in the form of threatening emails, unwanted deliveries, such as an assault. It could also come in the form of threatening emails, unwanted deliveries, etc. Another source of internal risk for violence is the company and its management. Understaffed sites and poorly managed departments are another risk that could trigger an escalation to violence. High turnover rates, under-equipped areas and poorly organized departments can be a source of stress that should be addressed before an event does occur can be a source of stress that should be addressed before an event does occur. External risks are just like they sound. They are the risks that the company or employees have from the outside environment Strangers, non-employees, anyone not related to the company. These risks can include crimes like robbery, larceny and drive-by shootings, etc. Although external risks are not as easily controlled as internal risks, the risk of an external event occurring can be lessened With the proper analysis of the operations of the company. Risks can be mitigated a drop safe for deposits at the cash register, security cameras, etc.
Speaker 1:Aggression is defined as violent or hostile behavior without provocation. It can also mean the readiness of the aggressor to confront those perceived to have wronged them. Aggression usually results in the physical or mental harm to one's self or others. There can be warning signs of aggressive behavior, a withdrawal from social life and isolation from others, losing one's temper more easily, and violent outbursts against inanimate objects. There are a number of reasons why aggression may be projected A sense of competition, to assert dominance, to express possession, to intimidate or threaten, a reaction to fear and loss of control. The textbook definition of violence is the use of physical force or power to hurt, damage or otherwise do harm to others or property of others. Other definitions describe violence as a criminal offense of physical force or intimidation, an extreme form of aggression.
Speaker 1:Workplace violence occurs more often than many of us realize. Violence can be committed by a stranger, a co-worker, a manager, even the owner. Most violent acts have warning signs that indicate a person's emotional state may be escalating and that they are a danger to others. Every company needs a stern and well-planned policy and program educating its employees about workplace violence. Every employee needs to be made aware that violence will not be tolerated. A culture of non-violence is one way to protect everyone, including customers, from an unpleasant event.
Speaker 1:Mr Smith has just returned from a workplace violence seminar. He asks his department manager, steve, to join him in creating a crisis management plan. First they need to identify the risks and complete an assessment rating the risks. Mr Smith explains that internal risks are those that are within the company, like an employee that has been terminated. Steve says that they also need to consider the external risks, like being robbed, as they are assessing the probability of their risks for violence. Steve asks Mr Smith what he considers aggression. Mr Smith explains that aggression is violent or hostile behavior possible to be powerful or intimidating to someone else. Steve asks what violence is defined as then and Mr Smith tells him what he learned at the conference that violence is any harmful action that is meant to hurt, whether physically or mentally. These definitions helped Steve while he was completing the assessment of risk Module 3.
Speaker 1:Workplace Violence. Statistics show that most deaths in the workplace occur due to violence, not from equipment or from natural disaster, but from workplace violence. Employees and customers expect a safe environment. Incidents of workplace violence can have many repercussions across the company and the marketplace. Threats of violence in the workplace can come in many forms. Bullying, mailed threats and direct threats of violence are just a few of the ways that violence can be threatened by not only employees and customers, but from complete strangers to the company. Also. Threats can be verbal, written or stated. No threat should be ignored, no matter the circumstances. Employers are not required to tolerate such behavior and can be held liable if they ever do ignore a threat of violence. Reporting a threat of violence should always include information such as where, when and how was the threat expressed? What was the wording? The person used? Have there been any previous incidents involving the person?
Speaker 1:Damage from a crisis or event of workplace violence can be much greater than just the initial loss. Consider the physical damage of the event, such as personal injury, damage to the property and the damage to the day's profits. Now consider the damage to the company's reputation. Is it a safe place to visit or work at? Does this company care for and protect its customers and employees? We must also consider the damage to the emotional state of the people that witness the event. They may need counseling and potentially need time off work to recover. It's important for every company to have some sort of crisis communication plan that outlines what employees should do in different situations and how they can alleviate customer panic. What employees should do in different situations and how they can alleviate customer panic.
Speaker 1:A psychological act of violence is when one person uses hostile behavior against another person to inflict emotional damage or to undermine their victim. This could present as attacking someone's dignity or integrity by harassing, bullying or putting the person's employment in jeopardy fraudulently. Psychological acts like harassment, belittling and bullying can cause mental stress and anguish to the victim and can greatly affect their quality of life. The effects of these acts can range from anxiety, insomnia and mood changes to social isolation, ptsd and cardiac disorders. Physical acts of violence can be against an employee or against company property. The intensity can range from vandalism to assault to homicide. Some examples would be grabbing, hitting, pushing and assault with a weapon, just to name a few different cases. Physical acts can be against an inanimate object, like stabbing a counter with a utility knife. It can be against a person. In the case of an altercation, physical violence not only leaves a mark on the victim, but it also causes great stress on the staff. Physical acts of violence make others anxious, jumpy and this affects the crew's productivity.
Speaker 1:Bob shows the crew a video on workplace violence. The video shows an unhappy employee slamming the door and breaking the window of the manager's office. The team in the video hears the employee state that he will be back to even the score as he storms off the production floor. After the video. Bob asks the team to identify the threats of the employee and how this is a psychological act of violence. Steph states that he said his threat to the team as he stormed off and this could be an emotional stress on the team. Bob then asks the team if there are any physical acts that need to be addressed. Tom states that the damage to the door was a physical act of violence that should be disciplined.
Speaker 1:Module 4. Myths. Benjamin Franklin once said if you fail to plan, you are planning to fail. The same can be said for crisis management. Choosing to believe the myths about workplace violence is setting you up for failure. Workplace violence kills more employees than any other cause. Here are some of the myths that you need to avoid.
Speaker 1:Believing that workplace violence just occurs and that there is nothing that can be done to prevent it allows employers and employees to avoid the issue completely. Every perpetrator of workplace violence has had a reason for their actions and has likely shown signs leading up to the violent incident. Growing aggression, threats and increased absences are all signs of escalation that should have been noticed and reported. The belief that violence just happens encourages employees to not be aware of their surroundings, not to report suspicious behavior, etc. This belief may also result in companies not offering training, practices and programs concerning workplace violence. Workplace violence would never happen here. Do not assume that what has not happened in the past will never happen in the future. Believing this might cause you to ignore any indications or hints that something is about to happen. Believing this myth may cause you to ignore risks that are obvious to others. More often than not, after an act of violence has occurred, the survivors are quoted as saying I had no idea or I never saw it coming. Don't be that person. Be aware of your surroundings. Even if it seems harmless at the time, behaviors can escalate and need to be reported.
Speaker 1:Another myth is that workplace issues between employees or employees in the company will eventually solve themselves. Wrong. Simply hoping or wishing a problem away is not a successful plan of action. Ignoring a problem only reinforces the behavior and often allows the problem to grow. There are many reasons that a manager may ignore personnel issues. Some feel that it is none of their business, when in fact, everything involving the team is the manager's business. Some managers feel that it isn't their job, that they have more important things pending, but what could be more important than the safety of their employees and customers. Providing programs that employees can use to report issues and work through their own issues, like an EAP, is the role of the responsible manager.
Speaker 1:Many people believe that it is not possible to prevent violence because it is unpredictable. They just snapped. We have heard this phrase many times. But is it true? No, this is a myth and a way of avoiding the issue at hand. In fact, many statistics will say that in most situations of workplace violence, there were, in fact, warning signs to the impending acts and, in fact, preventable. Usually, these acts of violence are planned and focused on specific targets. The perpetrator has had a long buildup of negative events, such as a bad breakup, a termination or financial problems. Very seldom is the trigger a sudden and traumatic event. Knowing this can make you more aware of others and their possible changing behavior. Being aware can not only save costs and property, but also lives.
Speaker 1:Tom and Maria are both managers at a shop in the mall. Maria has proposed that they create a crisis management program that includes a workplace violence police. Tom thinks that this is a huge waste of time and money. Maria did some research and wanted to visit the subject again. Tom's response was that workplace violence is uncommon and when it does happen there is no way to prevent it. Maria pointed out that it never just happens. There are almost always warning signs and if they knew the signs they could watch for them. Tom then used the arguments that it isn't their job to get involved and they have better things to do at work. Maria pointed out that safety is number one and it goes a long way with the shop's reputation. She also points out that problems never work themselves out, they only escalate. Wouldn't he rather be prepared than surprised? Tom says they will start working on the plan and doing research. Maria is much happier.
Speaker 1:Module 5. Escalation. Escalation is usually defined as a rapid increase or an increase in intensity. In the subject of workplace violence, escalation means to increase the intensity of the conflict or the ways of instigating conflict in the workplace. Arguments can escalate into threats, which can then escalate into physical harm. Often the perpetrator believes that they will pressure the other side into bending to their will or performing in a certain way. Believes that they will pressure the other side into bending to their will or performing in a certain way. The threat of violence is a coercive technique used to control and have power over another. All threats of violence must be taken seriously and reported for documentation. As a situation escalates, the threats are a critical part of the consideration, given the situation. Threats often escalate from an argument or difference in opinions. Feelings of injustice are also a trigger for an escalation into threats of violence. The perpetrator needs to feel power over a situation in which they feel helpless. Threatening an act of violence is a way that this person feels will force the results they are striving for.
Speaker 1:Stalking, like bullying, is an escalation of a pre-existing issue that a person has against a person within the company. Although hard to define, it includes any act that would make any person feel ill at ease. Stalking includes, but is not limited to, any unwanted contact, like the perpetrator just showing up in odd places, spying, leaving unwanted gifts, etc. Stalking and bullying can be conducted face-to-face through email, regular mail and packages, etc. Stalking and bullying can be conducted face-to-face through email, regular mail and packages, etc. It often begins with the spreading of rumors and falsehoods, but can escalate to something much worse if left unchecked. This kind of activity robs the company of much more than just time on the clock. It affects so much more in regard to time lost. Due to the hostile activity, the victim has increased mental stress, which contributes to increased absenteeism, loss of initiative, distraction from their job and sometimes termination in employment. Victims often choose to leave the hostile environment or are terminated due to poor job performance or high absenteeism.
Speaker 1:Injury is usually defined as harm or physical damage to the body caused by an outside force. Injuries in the workplace, not due to the job description, but due to workplace violence, are extremely common. This injury could be a result of being shoved, slapped or hit, or, worse, a weapon may have been involved. Inflicted injuries cause not only physical harm, but psychological harm. Injuring another person is against the law and punishable, not only through the company's code of conduct, but also criminally. Any injury or threat of injury needs to be reported and documented. Security needs to be informed of the injury and managers alerted. Injury to an employee not only affects that employee, but the co-workers and company. The company may no longer be viewed as safe as it once was, hurting their reputation. The victim's co-workers can also be hurt emotionally. The stress of the incident can affect anyone. The number of deaths as a result of workplace violence has increased over the last few years. Homicide has been listed as one of the top five reasons for death in a workplace. With the appropriate training, you and your co-workers can be alerted to any warning signs and hopefully avoid escalation and save a life.
Speaker 1:Fiona and Anne worked next door to an office that had a workplace violence event. They sat at lunch the next day discussing the need for awareness of their surroundings and all the ways that an unhappy person could escalate to an unfortunate incident at work. Anne first mentions that threats get thrown around but no one really pays attention to them. They decide that that should be noticed more by everyone in the company. No threat should go unnoticed. Fiona mentions that there are some bullies on their crew. This would fall into the stalking and bullying category. She also mentions the creepy guy at the mall. He could be watched for stalking behaviors. The ladies further their discussion to when things escalate to something worse. The crisis that occurred next door was an all too horrible of a reminder. They discussed the people they knew that were injured and of the man that lost his life. Fiona mentioned that she read somewhere that homicide is one of the leading killers in the workplace. She thought that it would be equipment failure, but it isn't.
Speaker 1:Module 6. Concerning Behaviors as mentioned earlier, there are always signs before an incident of violence occurs. Make note when someone's behavior patterns change or the frequency and intensity of their behavior is disruptive. If a person is exhibiting many of the following behaviors, a precautionary report should be submitted to the appropriate manager. Being disruptive is one of the warning signs of a distressed coworker. Disruptive behavior is anything that impedes the employees or company from operating in a normal manner. Customers and co-workers are all affected by this behavior. Slamming doors, crying, sulking and having temper tantrums places the entire team in a negative working environment. Repeated acts of testing the limits of the company regarding personal behavior and a blatant disrespect for authority are behaviors that are not conducive to a cohesive team. Continually blaming others and constant complaining are also disruptive. Left unchecked, these behaviors will likely escalate.
Speaker 1:Emotional abuse is intended to degrade or humiliate another person. It causes emotional pain and isolation of the victim. Emotional abuse can occur in many forms. It is the purpose of the act that makes it abusive. Emotional abuse can come in the form of exclusion from a group, undermining another person's reputation, sabotage of another's work or bullying. Emotional abuse costs the victim in loss of productivity and absenteeism, loss of motivation and increased health issues. It also costs the company and time documenting and investigating the incidents, loss of the productivity of the employees and increased health care costs for the affected employees.
Speaker 1:Is there someone at work who makes you walk on eggshells around them? Do you try to avoid coming into contact with them at all costs? That person's complete disregard for others' feelings may cause anxiety in co-workers, customers and management. How could one person cause a team anxiety? Destruction of company property, throwing things, the use of emotional language, such as swearing someone who is never wrong, that handles criticism poorly and holds grudges, especially against management, will likely be the cause of a great deal of anxiety for their co-workers. Other examples of warning signs that need to be reported are a sudden change in behaviors like absenteeism, tardiness, confusion and distraction. Someone that no longer takes care of themselves in regard to personal hygiene or who becomes isolated with no friends or limited contact with others may be struggling emotionally. In many cases, there have been clear patterns of warning behaviors prior to escalation. A person that has displayed violence towards inanimate objects or has a preoccupation with violence may need to be reported to upper management and their behaviors reported and documented for future reference.
Speaker 1:Steve and Ian carpool together every day. They are both signed up for the crisis response team training next week. Steve wants to go over situations and preparing for the course. Ian asks Steve about concerning behaviors and co-workers. Steve responds that anyone that is continually being disruptive could be having issues that need to be addressed. He also tells Ian about the emotional abuse that some insubordinates may feel exists. Ian agrees and says these are things they could report to HR. Ian says that being disruptive could also go with causing anxiety. People who act this way sometimes cause anxiety in the new employees and customers. Steve agrees with Ian. He says that changes in behavior and isolation would alert him to a problem. Ian also adds that any behaviors like bullying, threatening etc. Are a given that they should always be reported immediately.
Speaker 1:Module 7. Domestic Violence Indicators. Domestic abuse may not begin at the workplace, but it affects the victim's workplace. It can happen to men or women, but more often women. There are many warning signs that an employee is experiencing domestic abuse. Changes in behavior, subordinate behavior and many other telltale signs can indicate abuse in the relationship of a co-worker. Remember there is one place that the abuser knows the victim will always be work.
Speaker 1:Any phone calls that are not work-related are a disruption to the workday, but when they are numerous, abusive in nature and from a significant other. These could be signs of domestic abuse at the home. These calls not only come to the victim but also to co-workers, the abuser seeking information on the victim and their activities. The victim often not only feels anxiety due to the content of the calls, but tension from the calls coming at work. The employee knows that the calls are against company policy but cannot stop the calls from coming in. This causes even more stress for the victim. Threats via the phone calls cause the victim to be uneasy, distracted and unable to concentrate on anything except the abuse. If you suspect a co-worker is experiencing violence at home, speak to someone and ask for guidance in reporting and documenting information.
Speaker 1:One of the most glaring indications that there may be a problem at home is when a good employee's work performance suddenly begins to suffer. The employee seems distracted. They take longer to complete tasks. Their concentration does not seem to be on their work anymore. Perhaps the victim is planning a getaway, planning how to hide the bruises, planning what to say to the abuser, but not planning on how they will get their work completed. This lack of concentration can cost the team time, energy and cost the company and productivity. In essence, the violence that occurs outside of the company is costing the company in the end. Identifying changes in the victim's behavior could help identify a serious problem and get the victim the help that they need.
Speaker 1:Black eyes, bruising, broken bones these are all signs of abuse. Adults typically do not fall, run into doors or slip and fall in normal situations, but when the employee explains away injuries with convenient accident stories, further investigation is warranted. Another warning sign is inappropriate attire or dress. For example, when the victim dresses in long sleeves on hot days or wears sunglasses inside the building, it is possible they are trying to hide the bruising. Wincing in pain when touched can be a sign of an underlying condition. Being suddenly startled or unconsciously ducking when surprised can also be signs of physical abuse and injuries Due to the circumstances at home.
Speaker 1:Victims of domestic abuse frequently have high absenteeism rates. Victims often take unplanned vacations and sudden uses of earned time. Absenteeism is frequent so as to hide injuries, but also due to the emotional abuse taking its toll on the victim's physical condition. These absences cost the victim money, the team and time and recovery from the loss of a member and the company and profits and productivity of a trained employee. Domestic abuse and the stress exerted on the victim often causes other physical conditions. Insomnia, headaches, gastric issues like ulcers and even cardiac issues all contribute to increasing absenteeism.
Speaker 1:Nick notices that Sandra has been missing a lot of work lately and when she is there her work is subpar. He calls his manager, stacy, and reports that he thinks that Sandra may be a victim of domestic abuse. Stacy asks him to elaborate a few absences. Does make a domestic abuse case. He tells her that Sandra has been wearing long sleeves and it is July in Texas. This is not normal. He also mentions that she has been wearing long sleeves and it is July in Texas. This is not normal. He also mentions that she has been getting a lot of phone calls from home. Her husband called Nick last week asking if Sandra was at work that day. Stacey agrees that there may be a problem and thanks Nick for his observant nature in reporting. Stacey calls in Sandra and offers her assistance. She tells her that there is also an employee assistance program that she can use free of charge, anonymously. Sandra makes an appointment with them for next week.
Speaker 1:Module 8. Triggers of Workplace Violence. Studies on past crises have shown that workplace violence always has a trigger. Most offenders do not just get up and decide to commit an act of violence. The triggers that cause a person to commit workplace violence are many, but can roughly be put into three main groups. The person feels that circumstances are unfair, personal or out of their control. Persons that are prone to violence are, more often than not, unable to accept responsibility for their actions, unable to accept criticism, etc. Reprimands and terminations to these people is an act of aggression, just another time that the company is picking on them. They do not feel that they have done anything wrong and the discipline often makes them angry or emotional. Disciplinary action against an emotional employee is a task that the HR department dreads. It needs to be performed according to the company's policy. Luckily, hr employees have been through the training needed to do it with tact and grace, hopefully avoiding any confrontation. The security and human resource department need to train together for situations such as these.
Speaker 1:We all wish we had more money, the family would be taken care of, emergencies taken care of quickly and we would enjoy our leisure time more. We spend most of our time trying to make money. We all have financial woes at one time or another. We all respond to this stress in a different way. Some behaviors, however, can escalate to violence, and that violence could occur. At work, financial strain can often seem overwhelming or out of control. Some people respond to this stress with anger. They are angry with the boss for not giving them the promotion with more pay. They are angry at the company for not paying more in wages. They are angry because they don't win the lottery that can fix all their problems. This anger can easily escalate to illegal activities and even violence. This anger can easily escalate to illegal activities and even violence.
Speaker 1:Day-to-day life is stressful, but when the loss of a loved occurs, it is more than some people can handle. The distress on the survivor can be unbearable and leave them feeling out of control. Even change in day-to-day routines can be hard to accept. These intense feelings need an outlet. Unfortunately, it can be in the form of lashing out at others. Sometimes, the loss of a loved one can trigger a depression, and depression can sometimes lead to a sense of hopelessness, isolation and a perception that life is meaningless. Depression is a condition that needs to be dealt with by professionals, as it doesn't just go away. Often, a person has a belief that the world and everyone in it is against them. They feel that they are superior to others and any criticisms about them cannot possibly be accurate and are quite likely a personal attack. These perceived slights will often escalate into anger towards authority, anger towards co-workers or anger towards customers.
Speaker 1:Sarah and Megan have been tasked with writing a draft for a portion of the company violence program. They are assigned the section on triggers to violence in the workplace. They both decide to form an outline. First, sarah wants to use the most obvious trigger of reprimands and terminations at the job. This is the first thing she thinks of when workplace violence is the subject. Megan agrees and thinks another common trigger would be financial strain. Since everyone has this stress, megan feels it is good to include it also. Sarah says my cousin just passed away and I felt like I couldn't go to work for a few days. The loss of a loved one has got to be a trigger also. Megan agrees and gives her condolences and says that would be a good example. The last one that the ladies are going to include is perceived slights. Sarah thinks that they need to fully explain this concept as an imagined act of aggression. Megan wants to include plenty of examples, like bumping into someone accidentally. Sarah agrees and the women begin to write their rough draft Module 9. Conflict Dangers Module 9. Conflict Dangers.
Speaker 1:From time to time, everyone disagrees, even in the workplace, where you spend most of your awake time. Although conflict is natural, it can become an issue. When a disagreement escalates. Allowing bottled-up feelings and unresolved conflict to escalate into a verbal or even physical response has the potential to become a dangerous incident. A trigger is an event that causes another event. For example, the trigger for the 9-11 attacks was terrorism. Triggers to conflict can occur anywhere, not necessarily at the location where the violence may occur. Being aware of the triggers that may escalate further will allow you to be able to report the behavior to HR or the appropriate manager. A trigger could be reprimand from the supervisor, mistake pointed out by the manager, customer that did not acknowledge the person's presence. These could all trigger aggressive behavior. In some people the trigger may not even be work-related, possibly personal issues at home, but a trigger nonetheless.
Speaker 1:The action point is considered the point in the timeline at which you recognize that violence is a probable outcome and you must respond. When investigators analyzed past workplace violence episodes, they found that there are many action points leading up to the incident. Identifying that something is about to happen and then being the first to move gives you the advantage. An example is how everyone moves away from an argument when it looks like punches are about to fly. Notify the proper managers or departments. In most companies, security needs to be informed of the issues. After this, follow your company's outlined procedures.
Speaker 1:The flashpoint of an event is the point in the timeline where the violence actually occurs. In a robbery, it is at the cash register. In a disagreement, it is when the first punch is thrown, etc. This is the point of no return for the perpetrator. Your responsibility is to act as quickly as possible in accordance with the company policies and procedures. The location of a flashpoint can vary. It is not always at the trigger point. The trigger can push the perpetrator over the edge, but they may not act until at another location.
Speaker 1:Do not hesitate to think that the abuser may be triggered by a home event and come to the victim's workplace and carry out an attack. Being prepared and aware for the worst-case scenario will help you respond during the event. The first mistake for most people is being unaware of their surroundings. Be informed of the behaviors and triggers that can escalate into a crisis. Your first line of defense is your ability to identify the situation and properly respond as quickly as possible. Another mistake is being unsure of the seriousness of the situation. Do not discount what your eyes may see. If you sense something or witness something, say something, report it to your supervisor, to the security department, anyone. But do not ignore the situation hoping it will go away.
Speaker 1:Tanya and Gina are watching a training video including a simulation of a robbery. They need to answer the questions that are asked as the video progresses. The first scene shows a man getting fired and being sent home. Gina states that this is a trigger to many emotions, including anger with the manager. The video continues and shows the same man returning to the workplace that afternoon. Tanya points out that the action point is when the secretary sees him in the parking lot parking his car. That is when she knows that something is going to happen and she calls security. The video continues to show the terminated employee entering in the office with a loaded shotgun. The video ends. Tanya says that this could be the flashpoint, but the man could still be negotiated If he shoots someone. That is the flashpoint. The video points out how well the secretary responded to the situation and identified the threat quickly and responsibly.
Speaker 1:Module 10. Response. You know what causes a violent incident and some warning signs to be aware of. What should you do in the case where you may see something alarming? Do you go straight to HR? What if it isn't what it seems? What if you do not say anything and a terrible event occurs tomorrow?
Speaker 1:This section is going to address a general idea of how to react to warning signs and behaviors that may lead up to a workplace crisis event. A disruptive co-worker who throws temper tantrums would be considered a lower-level area of concern. The coworker isn't threatening anyone or abusing someone, but is disruptive. Another example of an area that should be noticed would be a coworker that has no respect for authority. These are both behaviors that need to be noted, but neither is immediately alarming. This may be a good time for an informal intervention. Maybe this coworkworker doesn't realize how their behavior is perceived. A quick private discussion could be in order to let the co-worker know that they are not in line with the company's policy on conduct. A friendly reminder that this behavior bothers the team. Be sure to document your conversation afterwards. The documentation does not have to be sent anywhere, but could be used in the future if the problem persists.
Speaker 1:You notice some concerning behaviors in a co-worker. You are now noticing that these behaviors are not occasional or isolated incidents, but are becoming more of a pattern. A pushy co-worker is more disrespectful toward authority. There is more of a risk of escalation than demonstrated in the previous section and therefore needs to be handled differently. This level of behavior is more aggressive than the last examples that could be handled with an informal discussion. This type of behavior is more disruptive to the team and needs to be stopped immediately. A supervisor can express to the employee that this behavior is not acceptable according to company policy on conduct. The supervisor will then document the conversation and forward it to the proper manager.
Speaker 1:When behavior becomes intimidating to others, it can cause anxiety for team members. The supervisor has counseled the employee, but the problems are persisting. It is apparent that they are not interested in improving their behavior and have a total disregard for the situation. You need to report the incidents and all the pertinent information to the appropriate manager. At this point there needs to be a formal conversation between management and the employee, possibly with a witness. Specific behaviors and occurrences need to be addressed. This could also be the time that the employee is given a warning or reprimand Once having it brought to their attention. Most employees will at this time correct their behaviors. Any discussion will need to be documented and forwarded to the HR department for placement in the employee's file. Discussion will need to be documented and forwarded to the HR department for placement in the employee's file.
Speaker 1:Let's use the example of a co-worker who is consistently bullying customers. You are the only witness to this daily occurrence. You can report your concerns to a supervisor, but if that makes you uncomfortable or there are extreme behaviors being exhibited, you can always go to the Human Resources Department, hr or the Employee Assistance Program, eap. The employee may assume that since you haven't reported it, you condone it. This behavior cannot go unreported and you have to bring it to the proper department's attention. Hr, tip lines or the EAP all are trained to handle your situation. Your safety and well-being are the company's top priority. You just need to report the issues, incidents or occurrences, have your details ready, such as date, time, other witnesses, location etc. The company can't improve things if they do not know there is an issue.
Speaker 1:Harry is addressing his crew on the company's workplace violence program and policies. This year Harry is sharing the spotlight with Clara and they are training both of their crews at the same time, harry tells Clara that he always starts the presentation with the explanation that noticing concerning behaviors like a temper tantrum and documenting them is the first level of response to disruptive behavior. That way the team knows that not every case means the employee needs disciplined. Clara agrees. Clara suggests that she cover the sections. Not every case means the employee needs disciplined. Clara agrees. Clara suggests that she cover the sections on discussing issues with the employee in hopes of curbing the bad behavior without a disciplinary action being needed, a warning for the employee and ensure that the worker knows the company's policy on this behavior. She would also like to cover the section on reporting and documenting more extreme cases to the manager for a reprimand that would go into the employee's file. Harry wants to end the presentation with a discussion on extreme behavior that needs to be reported immediately and possibly anonymously, to the company tip line. Clara and Harry feel they have a good presentation and schedule the meeting for the next day.
Speaker 1:Module 11. Strategies violence. The company should also include emergency responses specific to different crisis. What does your company do to stop workplace violence? What are you supposed to do in the event of a crisis?
Speaker 1:There are several guidelines that any company needs to have in their workplace violence policy. First, a clear company policy stating their position on violence and how it will be handled. This code of conduct needs to come from the top of the company to impress the importance of it. This will emphasize that zero tolerance is the company's stance. Second, policies on natural disaster, such as fire or tornado, need to be included in the plan. Step-by-step policies address evacuations, documentations, department involvement, etc. Finally, policies should be included on criminal acts from outside, unknown sources, such as robbery or active shooter incidents. All policies need to be addressed and distributed throughout the entire workforce.
Speaker 1:Programs should be in place that perform risk assessments on a regular basis and offer a statement of how the company will handle these risks. There should also be a program designed for the reporting, documenting and investigation into behaviors that cause concern. Employee Assistance Programs EAP are a good example of a company program that could aid employees in this area. They are also usually equipped to work with the aftercare of employees in the unfortunate event of a crisis. Programs that educate on how to identify risks, potential problems and possible sources of violence or crisis should be known to all employees. Every employee should be educated in the proper response to any crisis. These programs will also nurture an open-door culture within the company. Communication is one of the most important factors to the success of crisis management.
Speaker 1:Emergency procedures need to be included in the crisis management program of any company. The procedures and responsibilities of not only the emergency response team need to be specified, but also the procedures that the rest of the employees need to follow. For example, there needs to be a fire evacuation procedure, an active shooter procedure, etc. These procedures need to specifically explain, step by step, each employee's responsibility and required response. Each risk or crisis type needs to have its own procedure and documentation. This documentation can then be used in future analysis. Review and response to these procedures needs to occur on a regular basis. These procedures should include procedures for calling for help, emergency escape routes, procedures for accounting for all employees during crisis.
Speaker 1:All employees need to be trained on the warning signs of crisis, along with reporting policies and emergency procedures in the event that there is an occurrence. New hires should be trained as they are hired. As the risks and policies change, the entire workforce needs to be retrained. There should also be practices or drills where applicable. For example, fire drills or active shooter drills are good ways to practice a crisis so that there is less panic if or when a crisis occurs. Employees need to know how important the workplace violence program is to the well-being of the company. They also need to understand the consequences to breaking these rules. Emergency preparedness training includes the employee's responsibilities and necessary responses. Training will provide the experience needed to react during a crisis.
Speaker 1:Scott is going over the crisis workplaceplace Violence Program with a new employee, jenny. He first gives Jenny a code of conduct guide that includes the policy of violence and behavior. He points out that there is an HR department and EAP for any issues that Jenny may have and need to report. He also shows her where to find copies of the Crisis Management Program in the employee handbook. Jenny asks about some different procedures like active shooter and fire evacuations. Scott goes over emergency procedures and different policies on her specific questions. He also refers her to her manager for any more questions on the procedures for her department. Scott tells Jenny that they will have an annual training session for everyone in the company to go over any changes. Jenny is glad that Scott covered these topics, as it is easy to forget to ask until it is too late.
Speaker 1:Module 12. Wrapping Up. Although this workshop is coming to a close. We hope that your journey to crisis management is just beginning. We wish you the best of luck on the rest of your travels. Words from the wise. We wish you the best of luck on the rest of your travels. Words from the wise, andy Gilman. The secret of crisis management is not good versus bad, it's preventing the bad from getting worse. Lawrence Douglas Wilder. Anger doesn't solve anything. It builds nothing, but it can destroy everything. Harold S Janine. We must not be hampered by yesterday's myths in concentrating on today's needs.
