Critical warning signs of workplace violence not what employees expect

Experts claim that workplace violence rarely strikes without warning, but according to a new study on the issue, the majority of the US workforce does not recognise those potential warning signs. This is one of many compelling findings from a recent study commissioned by the American Association of Occupational Health Nurses Inc. (AAOHN), indicating the need for employee education and training on workplace violence.

"AAOHN's study found that nearly 20 percent of the entire workforce claimed they have experienced an episode of workplace violence first-hand, yet the majority still do not know what to look for when it comes to determining potential offender characteristics," said AAOHN president Susan A. Randolph. "These findings alone define a significant need for companies to commit to and implement workplace violence education and prevention programs. Without employee education, a company will be far less able to diffuse a potential violent situation before it arises."

AAOHN's survey was designed to gauge employee knowledge around the issue of workplace violence and demonstrate the need for violence prevention education. To help ensure survey accuracy, experts from the FBI's National Center for Analysis and Violent Crime, who are currently developing a workplace violence monograph available to companies later this year, were consulted during the development of survey criteria. Respondents to AAOHN's survey were asked about their personal experiences, concerns, perceptions and overall awareness of the issue. Following are key findings from those questions:

Recognising the warning signs:
As stated above, the AAOHN survey found the vast majority of respondents did not recognise many of the key workplace violence warning signs, which have been identified by the FBI. In fact, when given a list of "red flag" behaviours, less than 4 percent of respondents were able to identify some of the most common warning signs usually seen in potential offenders. These warning signs include changes in mood, personal hardships, mental health issues (e.g. depression, anxiety), negative behaviour (e.g. untrustworthy, lying, bad attitude), verbal threats and past history of violence.

Defining workplace violence - men vs. women:
According to the FBI, workplace violence can be defined as any action that may threaten the safety of an employee, impact the employee's physical or psychological well-being, or cause damage to company property. When survey respondents were given a list of examples and asked to flag what they perceived as actions of workplace violence, the majority of respondents were in agreement with what was and was not considered violence. However, when answers were analysed by gender, there was a significant difference between what men and women considered to be workplace violence, especially when it came to such actions as stalking, threats and intimidation, and sexual harassment.

Workplace violence prevention:
In response to findings such as the ones outlined in the survey and the overarching prevalence of workplace violence among the US workforce, AAOHN and the FBI are offering guidance to help companies develop workplace prevention and education programs. This includes the following:

* Management should conduct a thorough organisational risk assessment and develop workplace violence prevention policies and programmes that address potential risks in environmental design (security cameras, key card access), administrative controls and behavioural strategies.

* Programmes should clearly define the spectrum of workplace violence (ranging from harassment to homicide), delineate employee responsibilities for recognising and reporting signs, and be shared with every employee. All programmes should promote zero tolerance.

* Ask for and integrate employee ideas when developing and implementing a violence prevention programme.

* Create a confidential and seamless reporting system. Encourage workers to report any and all concerns to a single representative, such as an occupational health and safety professional or human resource manager.

* Incorporate a variety of communications tools such as posters, newsletters, staff meetings and new employee materials.

* When training employees, review common warning signs, behavioural traits and how to recognise potential problems. Employees should also understand that each case is different, and to not limit at risk behaviour to a standard profile.

* Involve all employees in workplace violence prevention programs. Training should be ongoing and mandatory for every employee.

* As an employee, actively participate in all education and awareness programmes. If you do not have a violence prevention program at work, request information from your occupational health department, human resource department or manager.

* As an employee, if you recognise that a colleague exhibits at risk behaviour, report any concerns to your human resources representative or occupational health professional.

www.aaohn.org

•Date: 2nd December 2003 •Region: N.America •Type: Article •Topic: BC general
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