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Workplace Violence Prevention Policy – What Behavior Should be Included?

May 1st, 2018 Comments off

 

Workplace courtesy and safety should be a simple matter of applying those basic rules of behavior we all should have learned by the time we were five years old. It has however become a complicated issue, with social and legal consequences for both the offenders and their employers that fail to identify aggressive behaviors as violations. Is bullying a behavior that should be defined within the workplace violence prevention policy and included as unacceptable behavior? Is a domestic abuse problem any of the company’s business? Where does ‘aggressive management’ cross the line into the early stages of potential workplace harassment and create a hostile working environment in which people are prone to over-react?

Yes, these conditions do have to be very clearly spelled out in a workplace violence prevention program and in any written policy statements. If your policy is limited to actual physical violence or threats of violence, it will fall short of recent standards. Such standards set by the Occupational Safety and Health Administration (OSHA – see directive CPL 02-01-052 dated 9/8/11) and ASIS/SHRM’s Workplace Violence Prevention and Intervention – American National Standard document defines workplace violence with broad language. In order for your policy to provide some hope of prevention, as well as a reasonable defense in court, the following types of activity and conduct must be addressed:

* Criminal activity within the workplace or outside the workplace on business

* Customer/client/patient confrontations while on duty

* Personal partner abuse/domestic violence spilling into the workplace

* Aggressive co-worker (or former co-worker) issues such as abusive emails, verbal threats, hostile intimidation, and any other unacceptable behavior that invokes fear in the workplace

* Bullying and cyber-bullying

Much of this conduct is subject to assessment of ‘degree’, especially bullying, but your policy should give clear examples of unacceptable behavior. Absent written directives forbidding such behavior, can mislead employees into thinking nothing is wrong, and therefore incidents can go unreported. This will not only assure its continuation, but will probably lead to more drastic, or more aggressive, conduct if not addressed. If it seems like there might be some spillover into other policies governing employee conduct, like your Harassment Prevention Policy, so be it. You still want to address the unacceptable behavior, see that it is reported, and take action to stop it. It is ok if abusive or aggressive conduct is recognized by more than one policy.

To be effective, the Workplace Violence Policy has to be understood by the entire workforce, and the only method for achieving that is through training. This training has to be done at the employee level for all. Employees have to be considered your first line of reporting responsibility. They should learn the behavioral red flags and the reporting requirements expected. Training also has to be done for the supervisors who are going to be your second line of responsibility to investigate the issues. Then, the designated Threat Assessment Team should be given even more specific training as to how the policy is to be applied and enforced. High-risk terminations, for example, should always include an assessment by the Threat Assessment Team and followed by established protocols for termination. Check out our whole Workplace Violence Prevention series of training courses at www.imac-training.com.

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