|
A Manager's Handbook:
|
||
Workplace Violence: Stopping It Before It StartsAs a manager, you play an important role in preventing workplace violence and ensuring that threatening or violent behavior receives an appropriate response when it does occur. Most Federal agencies have workplace violence policies and procedures, as well as interdisciplinary workplace violence teams to assist you. However, it is up to you to ensure that your own work area is safe and that your employees know what to do in an emergency. Within the same agency, different worksites and missions produce different risks and safety factors. Some employees work in highly secure headquarters buildings while others work in storefront offices open to the public. Regardless of how carefully the agency has developed its policies and procedures, it is still important to apply them in a way that makes sense in each individual site. That's where you play a key role with your detailed knowledge of what your employees actually do and under what circumstances they do it. Risk FactorsAssessing possible risks is an important early step in violence prevention. One way of assessing risks in your workplace is to look at possible sources of violence: strangers, customers, and employees or their associates.
Preventative MeasuresAs a manager, you should involve your staff in assessing risk factors and needs for additional training, lighting, or whatever is necessary. They may have observed problems you have not noticed. Being part of the assessment and planning process can help them understand that every employee has a role in violence prevention. It is also important to keep employees well informed about helping resources such as the Employee Assistance Program (EAP), your agency's alternative dispute resolution program, and any other resources that can help them solve problems before violence becomes an issue. Everyone should know exactly what to do in an emergency. Stickers on telephones can help reinforce the message. Do not leave your employees wondering whether they should call 911, the guard desk in the lobby, or their friend down the hall in the Inspector General's office. The way you interact with your employees can be a preventive factor. If you earn your employees' trust through fairness and good judgment, they will call your attention to potential problems before they explode. If you are courteous and respectful in your own behavior, you will set a positive example for their behavior. It is also important to intervene promptly if someone is behaving rudely toward fellow employees, bullying co-workers, or being inappropriate in ways that raise the level of tension in the office. It may just require a conversation; the employee may simply be unaware of the impact of the behavior on others. Still, it is a good idea to check with your employee relations specialist before you talk with the employee. Warning SignsUnfortunately, the best prevention strategies cannot always prevent violence, so you need to be aware of warning signs. You do not need to become an expert on violent behavior; instead you need to know when it's time to look into the situation and seek advice. Warning signs tend to fall into two categories:
These situations should make alarm bells go off in your mind. Even if your own response seems somewhat "gut level" and hard to explain, you should listen to your own feelings. You're not making decisions yet; you are just identifying a situation that needs to be explored. You can follow up on your initial response by observing the situation more closely, gathering additional information, and seeking professional advice. If your agency has a workplace violence team, that is the natural place to go for help. If not, you may need to assemble your own team, including the offices typically represented on agency teams, such as your EAP, employee relations specialist, and security office. Your own supervisor's experience and knowledge of agency resources can be an important resource for you as well. Of course, if the situation seems to be immediately dangerous, you need to call the appropriate authorities and take whatever steps are necessary to protect safety. Fortunately, most situations are not immediately explosive, and there is usually time to plan a thorough and thoughtful response. ResponseThe response will vary to fit the situation. Essentially there are three major tasks:
As soon as possible, you and your advisors need to stabilize the situation in a way that preserves safety. This might involve barring a customer or employee from the building temporarily, or moving a threatened employee temporarily to a safer place. Once the immediate danger has passed, you need to move on to investigate the situation, collect statements and other documentation, and develop a long term plan. The long term plan may involve personnel actions, legal measures, or involvement of law enforcement organizations. You need to be concerned about employees affected by whatever has happened. Even those not directly involved can find it upsetting to learn there has been an incident in their own workplace. Do they need information, a chance to compare their responses with those of co-workers, or a meeting with the EAP? Earlier chapters of this manual can give you ideas about how to support these employees and help them regain their morale and effectiveness. A Final NoteIf you would like more detailed information about workplace violence and about setting up an agency program, visit Dealing with Workplace Violence: A Guide for Agency Planner. |
|||