HR professionals will receive accreditation towards their SHRM designation upon completion of any of IMAC’s pre-approved online courses
Ohio-based International Management Assistance Corporation (IMAC) has achieved HRCI approval for several of the courses offered at its IMAC Online Training Academy. Human resources professionals will now receive HRCI accreditation towards their Society for Human Resource Management (SHRM) designation upon successful completion of any of these unique, professionally-relevant courses, available at http://www.imac-training.com.
The courses pre-approved by the HR Certification Institute (HRCI) have been designed expressly to further the careers of HR professionals, and include pragmatic subject matter developed by some of the industry’s top security professionals. Most popular of the accredited courses include an overview of workplace violence, nonviolent confrontation, high-risk terminations and work stoppage management.
Launched in early 2011, the IMAC Online Training Academy is unique in the practical and applicable nature of the training it provides. The IMAC security education team brings together respected experts who will instruct primarily on the realistic application of field-tested concepts and tactics to ensure students get relevant knowledge and techniques to equip them to succeed in the industry today. In addition to its more than twenty courses geared to HR professionals, the school also provides workplace violence training for security professionals and corporate executives.
“Our newly accredited courses for HR professionals are certain to provide a real career edge,” says Rob Shuster, vice president of protective services and training. “We are happy to have our very current and carefully-developed curriculum formally recognized by the HRCI, and look forward to imparting the latest industry knowledge, best practices, and training to as many eager learners as possible.”
Occupational Safety and Health Administration (OSHA) compliance and civil liability will often revolve around the legal opinion of whether an act of violence could have been foreseen, and mitigation or prevention steps taken. If the act occurred in your workplace, or in an environment related to your business dealings, your organization will have to answer this often unclear question of what was reasonably foreseeable. The different categories of workplace violence incidents have been defined as:
Criminal intent by an individual not related to the workplace
Violence by a customer/client/patient with some relation to the workplace
Co-worker or former employee violence
Personal relationship violence (domestic violence) unfolding in the workplace
None of these categories will escape this foreseeability question. So, what will be necessary in order to develop a defensible position that your organization had done everything reasonable to anticipate and prevent violence? You will need much of the following to build your defense:
Crime statistics (trends and recent occurrences) in the geographic location of the workplace
Physical security audit at the property
Research on crimes and violence typically related to your industry – perhaps from professional associations or peer groups
Records regarding specific acts of violence at the workplace (or at other company facilities) in the past
Records of employee complaints and incidents of ‘bullying’ in the workplace
Evidence of employee and supervisory training relative to aggressive behavior recognition and reporting responsibilities
Development of a case management team for assessment purposes when investigation of an individual or incident is called for
Records regarding reports of domestic violence affecting someone in your workforce – especially if it has become noticed at work
Evidence of safe termination protocols for individuals where violence or aggression has been an issue
Proof that all policies and procedures are periodically updated and tested for validity
This is certainly not a complete list but it is enough to give your organization a good start at being prepared. The biggest challenge that any employer has to face is getting out of denial that this could happen to them. Waiting to respond, even effectively, after an incident has occurred is too little too late. This is good practice, not just legally, but for the safety of your employees and visitors.
Whether it is being proactive about preparing for a workplace violence incident, an industrial accident, a pending labor strike, or an internal scandal within your organization, there is no better way of getting your policy manual(s) off the shelf and tested than a mock or tabletop exercise. These should be lead by a third party contingency planning specialist with experience in crisis management. They don’t necessarily have to have been through each of your anticipated scenarios but they do need to have sufficient field experience to know what curves to throw into the exercise that are based on real world events.
Ideally the mock crisis is one that is reasonable for your environment, industry, and circumstances. It should involve senior management so that it conveys the true significance of the event. All internal organizational entities must participate for the event to be useful. The objective is to see what everyone can and will do and what the realistic parameters for action are going to be. Making assumptions that some particular action would be done (as is often the case with mental walkthrough exercises) will not offer the same critical evidence of practicality. Outside emergency responder participation is always a plus but not essential, however they should at least be consulted with specific response capability questions. This might even spark their interest to participate as practice themselves. The more action oriented the exercise the more effective and accurate the feedback is going to be. If conducting a “table top” only is all that your management will buy into then, the exercise should be carried out with seriousness, full participation, and as much real time simulation as possible.
Yes, these can come with some cost and be slightly disruptive. However, what is learned regarding the practicality and functionality of your policies and contingency/emergency plans can save the organization from exponential losses by comparison. There will be no more important thing if a real crisis hits. Why would you not want to field test the plan of action you’re going to depend on to provide your guidance for crisis resolution? With the proper planning, complete communication of the exercise, and full support from all levels of the organization, you can be more confident in your contingency/emergency plans knowing that they have been professionally tested. Furthermore, you will be able to legally prove – if you ever have to – that you did everything you could to be prepared.