Workplace Violence Course Outline

The following outline summarizes the major points of information presented in the
program. The outline can be used to review the program before conducting a
classroom session, as well as in preparing to lead a class discussion about the
program.

Background
• Workplace violence can be any act of physical violence, threats of physical
violence, harassment, intimidation, or other threatening, disruptive
behavior that occurs at the worksite.
• A number of different actions in the work environment can trigger or cause
workplace violence.
• Workplace violence may be the result of non-work-related situations such
as domestic violence or “road rage.”
• Workplace violence is not to be accepted or tolerated.
• Violence is a substantial contributor to death and injury on the job.
• The National Institute Occupational Safety Health (NIOSH) data indicates
homicide has become the second leading cause of occupational injury and
death, exceeded only by motor vehicle-related deaths.
• More than half of workplace homicides occurred in retail trade and service
industries.

Cost of Workplace Violence

• The Workplace Violence Research Institute estimated costs of workplace
violence to U.S. businesses at $36 billion per year.
• Costs include medical and psychiatric care, lost business and productivity,
repairs and clean up, higher insurance rates, increased security costs and
the loss of valued employees.
• Business owners are being held liable for not making their locations safe
for employees and visitors.

Risk Factors
• A worker’s risk for workplace assaults include contact with the public,
exchange of money, delivery of passengers, goods or services, and having
a mobile workplace such as a taxicab or police cruiser.

Misconceptions about Workplace Violence

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 • Sensational acts of co-worker violence form only a small part of the
problem, but often emphasized by the media.
• Most workplace homicides are not the result of disgruntled workers who
take out their frustrations on co-workers and others.

Homicides and Non-Fatal Violence

• Workplace homicide is the leading cause of death among female workers
in the U.S. and is the second leading cause of death for men.
• Many non-fatal violence occurrences were robberies while workers were
locking up at night or making money drops or pickups.
• Nearly half of the workplace assaults are described as incidents involving
hitting, kicking, or beating.

Prevention Strategies
• The three prevention strategies include environmental designs,
administrative controls, and behavioral strategies.

Environmental Designs
• Commonly implemented cash-handling policies include procedures such
as using locked drop safes, carrying small amounts of cash, posting signs
and printing notices that limited cash is available.
• Physical separation of workers from customers, clients, and the general
public through the use of bullet-resistant barriers or enclosures.
• The height and depth of counters are also important in protecting workers
since they introduce physical distance between employees and the public.
• Visibility and lighting are also important environmental design
considerations.
• Access to and egress from the workplace is also important areas to
assess.
• The ease with which non-employees can gain access to work areas
because doors are unlocked and areas where potential attackers can hide
are issues that should be addressed.
• Security devices are available that may reduce the risk for assaults against
workers and facilitate the identification and apprehension of perpetrators.
• These devices include closed-circuit cameras, alarms, two-way mirrors,
card-key access systems, and panic-bar doors locked from the outside
only, and trouble lights.

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Administrative Controls
• Work practices and staffing patterns during the opening and closing of
establishments and during money drops and pickups should be reviewed.
• Policies and procedures for assessing and reporting threats allow
employers to track and assess threats and violent incidents in the
workplace.
• Policies should include guidance on recognizing the potential for violence
and methods of defusing or de-escalating potentially violent situations.
• Procedures for obtaining medical care and psychological support following
violent incidents should also be addressed.
• Training and education efforts are clearly needed to accompany such
policies.

Behavioral Strategies
• Training employees in non-violent response and conflict resolution has
been suggested to reduce the risk that volatile situations will escalate to
physical violence.
• Training should emphasize the appropriate use and maintenance of
protective equipment, adherence to administrative controls, and increased
knowledge and awareness of the risk of workplace violence.
• The behaviors and attitudes that may be indicators of disruptive,
threatening or violent behavior are:
o upset over recent events
o recent major change in behavior, demeanor, appearance
o recently withdrew from normal activities, family, friends, and co-
workers
o Intimidating, verbally abusive, harasses or mistreats others
o challenges/resist authority
o blame others
o use/abuse drugs and/or alcohol
o stalking
o making threatening references to other incidents of violence
o makes threats to harm self, others, or property
o weapons – has or is fascinated with weapons
o communicated specific proposed act(s) of disruption or violence

Prevention Procedures
• Good working relationships between employers, employees and
customers must be established.
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 • Training managers and supervisors with conflict resolution skills help to
maintain good working relationships.
• Established workplace policies help protect workers from harassment and
threats.
• Effective security measures provide employees with an environment where
they can produce their best work without anxiety.
• Job counseling/training assistance provides support for employees during
traumatic times like layoffs, financial or marital problems.
• Crisis management plans can be developed for dealing with violence in the
workplace.
• Recognition and response to the potentially violent person is another way
to reduce the danger of violence.
• Make a resource list of service agencies in your area that would be helpful
in terms of emotional counseling, debt relief, stress reduction and job
retraining.

What an employee can do if confronted by disruptive, threatening or violent

behavior:
• Use a calm, non-confrontational approach to defuse the situation.
• Do not take the behavior personally.
• Set limits to indicate the behavior needed to deal with the concern.
• Ask questions – respective concern and interest.
• Consider offering an apology.
• Summarize what you hear the individual saying.

If you feel threatened or in danger

• Find a way to excuse yourself, leave the room/area and get help.
• Do not mention discipline or the police if you fear an angry or violent
response.
• Signal for assistance.
• Do not isolate yourself with an individual you believe may be dangerous.
• Never try to remove him/her from the area.

Preventive actions you can take

• Develop a secret code word within your department for calling the police.
• Discussing safety issues with co-workers.
• Reporting promptly and accurately all threats or acts of violence.
• Arranging furniture to prevent entrapment.
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 • Attend training on workplace violence prevention.
• Asking for a physical assessment of your work area by police.

Post Incident Response

• When a violent incident occurs, many are affected – the victim, witness,
bystanders, as well as friends relatives, and co-workers of those involved
in or witnessing the event.
• To avoid long-term difficulties following a violent event certain follow up
responses and interventions must take place.
• Disruptive, threatening, or violent behavior can occur in the workplace.

Regulations
• Occupational Safety and Health Act of 1970 is to assure safe and healthful
working conditions for every working person and to preserve our human
resources.
• The National Institute for Occupational Safety and Health (NIOSH) is
charged with recommending occupational safety and health standards and
describing exposures that are safe for various periods of employment.

Summary
• Each week in the United States, an average of 20 workers are murdered
and 18,000 are assaulted while at work.
• Death and injury due to someone’s chosen occupation should not be an
accepted cost of doing business in our society.
• No single intervention strategy is appropriate for all workplaces and there
are no definitive strategies available at this time.

106 Capitola Drive

Durham, NC 27713
(P) 919-544-6663 (F) 919-544-5800
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