• Long Island Coalition for Workplace Violence Awareness and ...

Long Island Coalition for
Workplace Violence Awareness and Prevention
WORKPLACE VIOLENCE AWARENESS & PREVENTION
an
Information and Instructional Package
for Use by Employers and Employees
February, 1996
 LONG ISLAND COALITION FOR
WORKPLACE VIOLENCE AWARENESS AND PREVENTION**
American Insurance Services Group, Inc.
American Society for Industrial Security (ASIS)
American Society of Safety Engineers (ASSE)
(Long Island Chapter)
Communications Workers of America, District One
International Brotherhood of Electrical Workers, Local Union #25
Johnson & Higgins
Long Island Association of Crime Prevention Officers
Long Island Federation of Labor
Lynbrook Police Department
Nassau County Police Department
Nassau-Suffolk Hospital Council
National Association of Women in Construction (NAWIC)
National Health and Human Services Employees Union, Local 1199
New York Committee for Occupational Safety and Health (NYCOSH)
New York State AFL-CIO
New York State Department of Labor Consultation Program
New York State Police
New York State Public Employees Safety and Health Program - (PESH)
New York State United Teachers (NYSUT)
Public Employees Federation (PEF), Region 12, Long Island
Service Employees International Union (SEIU)
Suffolk County Police Department
United Food and Commercial Workers Union, Locals 342-50 and 1500
United States Department of Labor - Occupational Safety and Health Administration (OSHA)
**Listed in alphabetical order
ii
 DISCLAIMER
The purpose of this workplace violence guide is to educate employers, employees and others
about ways to reduce risks and injuries from workplace violence. It is not intended as a
substitute for a specific workplace security program tailored to any particular work
environment. The Coalition, its individual members, and the organizations they represent,
assume no liability for any use of this document. Nothing in this informational package shall be
construed to supersede, or in any manner affect, and/or interrupt any federal, state or local
civil/criminal law. The content of this document is strictly the opinion of the coalition itself, and
is not representative of any individual member.
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 TABLE OF CONTENTS
PART I .............................................................................................................. Page 1
Workplace Violence Awareness and Prevention: Facts and Information
PART II .............................................................................................................. Page 11
Elements of a Workplace Violence Prevention (WPV) Program
PART III ........................................................................................................... Page 29
Sample Workplace Violence Prevention Program (WPVP)
Completed Written WPVP Program (Example)
Sample Self Inspection Security Check List
Sample Incident Report Form
Sample Employee Security Survey
PART IV ........................................................................................................... Page 68
Resource Guide: References and Additional Information
PART V ............................................................................................................. Page 75
Membership of the Long Island Coalition for Workplace
Violence Awareness and Prevention
iv
 PART I
WORKPLACE VIOLENCE AWARENESS
and PREVENTION
FACTS and INFORMATION
1
 WORKPLACE VIOLENCE AWARENESS & PREVENTION
The purpose of this document is to assist employers and employees to reduce the risk
from workplace violence. It is intended to serve as a resource document from which employers
and employees can get information and guidance, and can identify additional contacts and
reference sources to implement a Workplace Violence Awareness and Prevention Program.
THE FACTS:
Workplace murder is the leading killer of working females, (35% of their fatal work
injuries) and the second leading killer of males. The problem is especially acute in service sector
industries (e.g. retail establishments, taxi and limousine, police and security services).
According to the figures released on August 3, 1995, by the U. S. Bureau of Labor Statistics
(BLS)1, 1,071 workers were murdered in the workplace in 1994, a slight decrease from 1,074
the previous year. According to the National Institute for Occupational Safety and Health
(NIOSH),2 the following factors may increase workers' risk of homicide:
• Exchange of money with the public
• Working alone or in small numbers
• Working late at night or early in the morning hours
1
Toscano, Guy. National Census of Fatal Occupational Injuries, 1994. Washington D.C.:
Bureau of Labor Statistics, U. S. Department of Labor, August 1995.
2
Preventing Homicide in the Workplace. Cincinnati, OH: National Institute for
Occupational Safety and Health; U.S. Department of Health and Human Services, Sept. 1993.
2
 • Working in high crime areas
• Guarding valuable property or possessions
• Working in community settings
While workplace murders have grabbed media attention, they are only part of the
problem. For each murder, there are countless other incidents of workplace violence in which
the victim is harassed, threatened or injured, sometimes seriously. A major obstacle in
quantifying the real extent of the problem is the issue of chronic under-reporting. However,
some information is available from the U. S. Department of Justice.
The U. S. Department of Justice (DOJ) National Crime Victimization Survey3 statistics,
published in July 1994, found that almost one million workers were victims of violence while
working. The survey excludes homicides since it was based on interviews with victims.
According to the survey, one in six violent crimes in the United States - an estimated 8% of
rapes, 7% of robberies and 16% of assaults - occurs at work. An indicator of the seriousness of
the workplace violence problem was the finding in the study that 30% of the victims were
confronted with armed offenders, one-third of whom carried handguns. The study noted that
16% of violent workplace incidents resulted in physical injuries and 10% required medical care.
Nonfatal assaults were primarily encounters between patients and nursing staff in health
care institutions. Other occupations where violence at work produced lost work time included
private security guards, truck drivers, and sales workers.
3
Bachman, Ronet. National Crime Victimization Survey: Violence and Theft in the
Workplace. Washington, D. C.: Bureau of Justice Statistics, U.S. Department of Justice, July
1994.
3
 Almost two-thirds of nonfatal assaults occurred in service industries, such as nursing
homes, hospitals, and establishments providing residential care and other social services
(halfway homes, for example). Retail trade industries such as grocery stores and eating and
drinking places accounted for about one -fifth of these assaults.
Both men and women who work in government have greater numbers and higher rates of
assault than the private sector employees. The annual rate of nonfatal assault against women
working in state government is 8.6 times higher than women in the private sector; women
working in local government are 5.5 times more likely to be assaulted than private sector
women.
More than half of all workers fatally injured on the job in the New York, Northern New
Jersey, Long Island, Metropolitan area in 1993 died as a result of an assault or violent act.
Additionally, according to data from the 1993 Census of Fatal Occupational Injuries, only Los
Angeles, with 48 percent of workplace deaths attributable to violence, came close to the 51
percent rate for this area. Nationally, 21 percent of occupational or workplace deaths resulted
from violence. Of the 364 fatal occupational injuries in the New York Area, 186 resulted from
assaults and violent acts.
4
 Assaults and violent acts as a
percent of all fatal work injuries
by metropolitan area, 1993
New York - Northern
New Jersey - LI 51
Los Angeles 48
Houston 41
San Francisco 38
Detroit 37
Washington, DC 36
Philadelphia 35
Dallas 34
Chicago 27
Boston 27
Atlanta 26
Miami 24
0 10 20 30 40 50 60
Source: Bureau of Labor Statistics, Middle Atlantic Regional Office, 2/9/95
The 1993
Census of Fatal Occupational Injuries, part of the redesigned BLS safety and health statistics
program, provides the most complete count of fatal work injuries available because it uses
multiple state and federal data sources. The data for the New York - Northern New Jersey- Long
Island area presented in this report are a product of cooperative programs conducted with the
participation of the New Jersey Department of Health, the New York State Department of
Health, the New York City Department of Health, the Connecticut Department of Labor and the
Pennsylvania Department of Health. Data for the other metropolitan areas were gathered from
similar programs in health and labor departments in the states involved.
The New York, Northern New Jersey, Long Island, NY - NJ - CT - PA Consolidated
Metropolitan Statistical Area is comprised of 14 counties in New Jersey, 12 Counties in New
York, four counties in Connecticut and one county in Pennsylvania.4
In addition to the human cost, businesses suffer economic losses when they are the
4
Middle Atlantic Regional Office - Bureau of Labor Statistics data released 2/9/95.
5
victims of workplace violence. According to the U. S. Department of Justice survey,5 assaults at
work cost 500,000 employees 1,751,100 lost days of work each year, which averages out to 3.5
days per crime. In terms of just lost wages, the estimated annual total was more than $55
million. When lost productivity, legal expenses, property damage, diminished public image,
increased security and other factors are included, total losses from workplace violence probably
can be measured in the billions of dollars.
Another cost borne by employers is liability for the injuries suffered by victims of
workplace violence and/or liability claims in negligent or wrongful deaths occurring on the job.
Third parties assaulted and/or seriously injured in the workplace have won significant awards in
suits against businesses or others with responsibility in the workplace who were found to be
5
Bachman, Ronet. National Crime Victimization Survey: Violence and Theft in the
Workplace. Washington, D.C.: Bureau of Justice Statistics, U. S. Department of Justice, July
6
negligent in this area. And while workers' compensation insurance is generally the employee's
only remedy for on-the-job injuries from assaults, in certain states, employees have successfully
sued their employers in civil court.
1994.
7
 THE DEFINITIONS
According to the National Institute for Occupational Safety and Health (NIOSH):
WORKPLACE VIOLENCE is any physical assault, threatening behavior or verbal abuse
occurring in the work setting. It includes but is not limited to beatings, stabbing, suicides,
shootings, rapes, near suicides, psychological traumas such as threats, obscene phone calls, an
intimidating presence, and harassment of any nature such as being followed, sworn at or shouted
at.6
Workplace may be any location, either permanent or temporary, where an employee
performs any work-related duty. This includes, but is not limited to, the buildings and the
surrounding perimeters, including the parking lots, field locations, clients' homes, and traveling
to and from work assignments.
Workplace violence (WPV) incidents can be divided into categories depending on the
relationship between the assailant and the worker or workplace. These categories are:
Violence by Strangers: In this type of incident the violence is committed by a
stranger. This stranger has no legitimate relationship to the worker or workplace and enters the
workplace, usually on the pretense of being a customer, to commit a robbery or other violent act.
Workers
6 For statistical purposes, the law enforcement community defines Workplace Violence
as the commission of proscribed criminal acts or coercive behavior which occurs in the work
setting. It includes but is not limited to homicides, forcible sex offenses, kidnaping, assault,
robbery, menacing, reckless endangerment, harassment and disorderly conduct. The term
coercive behavior is intended to convey the sense that workplace violence may take many forms
in addition to the use of force. The aggressor may use berating language, physical or verbal
threats or damage personal property.
8
also may be victimized by strangers outside the "traditional" workplace but while acting within
the course and scope of their employment.
Violence by Customers/Clients: In these incidents, the violence is committed by
someone who receives a service provided by a business, such as a current or former customer,
client or patient, a passenger, a criminal suspect or a prisoner. The violence can be committed in
the workplace or, as with service providers, outside the workplace but while the worker is
performing a job related function.
Violence of this kind is divided into two types. One type involves people who may be
inherently violent such as prison inmates, mental health service recipients, or other client
populations. The other type involves people who are not known to be inherently violent, but
are situationally violent. Something in the situation induces an otherwise non-violent client or
customer to become violent. Typically, provoking situations are those which are frustrating to
the client or customer, such as denial of needed or desired services or delays in receiving such
services. Violence by Co-Workers: In co-worker incidents, the perpetrator
has an employment relationship with the workplace. The perpetrator can be a current or former
employee, a prospective employee, a current or former supervisor or a manager. Co-worker
violence that occurs outside the workplace, but which resulted or arose from the employment
relationship would be included in this category. This type of violence can again be divided into
two types. Violence between supervisors and subordinates, and violence between workers at the
same levels.
Violence by Personal Relations: In personal relations incidents, the violence is
committed by someone who has a personal relationship with the worker, such as a current or
9
former spouse or partner, a relative or a friend. Included in this category is the perpetrator who
has a personal dispute with the worker and enters the workplace to harass, threaten, injure or kill.
10
 WHOSE RESPONSIBILITY
Employers have both a legal duty and a moral obligation to provide a safe workplace. To
prevent loss of life and injuries and to limit financial losses and potential liability, employers
should institute policies and procedures to prevent violence from occurring in their workplaces.
These policies may include means to identify the potential for violence, procedures to prevent
the occurrence of violence and, in the event prevention fails and an incident of violence occurs,
plans to respond and mitigate further damage.
Under the General Duty Clause, Section 5(a)(1) of the Occupational Safety and Health
Act (OSHA) of 1970, employers are required to provide their employees with a place of
employment that "is free from recognizable hazards that are causing or likely to cause death or
serious harm to employees". This duty includes inspecting the workplace to discover and correct
a dangerous condition or hazard in the workplace and to give adequate warning of its existence.
The OSHA General Duty Clause has been interpreted to mean that an employer has a
legal obligation to provide a safe workplace. An employer that has experienced acts of
workplace violence, or becomes aware of threats, or intimidation or other potential indicators
showing that the potential for violence in the workplace exists or has the potential to exist, would
be on notice of the risk of workplace violence and may be required to implement a workplace
violence prevention program.
11
 PART II
ELEMENTS OF A
WORKPLACE VIOLENCE PREVENTION PROGRAM
12
DEVELOPING A WORKPLACE VIOLENCE PREVENTION PROGRAM
Every employer should establish, implement and maintain a written WPV Prevention
Program. It should be made available to all employees, including managers and supervisors;
and all employees should receive specific training concerning its content and implementation.
The program should reflect the level and nature of threat faced by the employee(s)/employer.
The potential for and/or source(s) of violence in a specific workplace requires a review and
assessment of the vulnerability to the four (4) categories of violence previously outlined;
Violence by Strangers, Client/Customers, Coworkers and Personal Relationships .
When violence may be committed by strangers, workers can be victimized both in and
outside the "traditional" workplace, but while acting within the course and scope of their
employment. Use of specific training, staffing and protective equipment coupled with effective
physical security methods, and policies must be reviewed and assessed.
Two basic types of violence by client/customer(s) against workers are of concern. The
first involves individuals that may have a history of violent behavior, such as prison inmates,
mental health service recipients. Situations where this may occur are usually well recognized,
and prevention focuses on appropriate staffing, and specialized training, augmented with other
control measures. The second arises when client or customers may be “situationally” violent
and are provoked when they become frustrated by delays or by the denial of benefits or social
services. In these cases, problem anticipation, appropriate training and other control measures
deemed effective are the focus for prevention.
13
 Coworker violence can occur on several levels; between supervisors and subordinates or
between nonsupervisory and supervisory workers at the same level or different levels. A well
written violence prevention policy which treats all employees fairly, training in conflict and
dispute resolution and active involvement of trained Employee Assistance Program (EAP)
personnel, is appropriate in these circumstances.
Finally, the potential for violence resulting from personal relationships must be
considered. Estranged domestic partners may seek out their victims while they are at work.
Employees who may be victims of domestic violence need to be aware and feel secure in alerting
their employers to the potential for a workplace attack. Strict policies should be implemented
that 1) address the confidentiality of personal employee information (i.e. home address, work
schedules), 2) deny or restrict workplace access to employee relatives or outside visitors, and 3)
allow flexibility in the use of leave, work schedules or transfers in situations where employee(s)
may be at risk of violence.
To be successful, workplace violence prevention efforts must have commitment from top
management and must involve supervisors, employees and employee representatives.
Commitment and involvement are essential in any safety and health program. Management
provides the organizational resources along with the motivating forces necessary to deal
effectively with safety and security hazards. Employees should be involved, both individually
and collectively, through participation in worksite assessment, assisting in the development of
clear effective procedures and by identifying existing and potential hazards. Employee
knowledge and experience should be incorporated into any written plan to correct and prevent
safety and security hazards.
14
Elements of a WPV Prevention Program include:
• A Clearly Written Company Workplace Violence Policy Statement
• Establish a Threat Assessment Team
• Hazard Assessment
• Workplace Hazard Control and Prevention
• Training and Education
• Incident Reporting, Investigation, Follow-up and Evaluation
• Recordkeeping
15
WRITTEN WORKPLACE VIOLENCE PREVENTION POLICY STATEMENT
An important element of an effective program for prevention of workplace violence is a
clearly written company policy statement which demonstrates top management's concern and
commitment to their employees' safety and health.
The written policy should state that the employer:
√ will provide adequate authority and budgetary resources to responsible parties so
that identified goals and assigned responsibilities can be met;
√ includes and encourages employee participation in the design and implementation
of its workplace violence prevention program;
√ refuses to tolerate violence at the workplace, and has developed and implemented
a program to reduce incidents of violence;
√ applies workplace violence policies consistently and fairly to all employees,
including supervisors and managers.
√ requires prompt and accurate reporting of violent incidents, whether or not
physical injury has occurred;
√ will not discriminate against victims of workplace violence.
The policy should be easily accessible to all employees and copies should be made available to
employees upon request.
16
THREAT ASSESSMENT TEAM
The initial step in developing a workplace violence prevention program is to designate a
Threat Assessment Team.
The Threat Assessment Team should be designated to assess the vulnerability to
workplace violence and reach agreement on preventive actions to be taken. The team should
also be responsible for:
√ recommending/implementing employee training programs on workplace violence;
√ implementing plans for responding to acts of violence;
√ communicating internally with employees.
Threat Assessment Team membership should include representatives of the following:
• senior management;
• operations;
• employees or their representatives;
• security;
• finance;
• legal;
• human resources.
Responsibility for auditing the overall WPV prevention program should rest with the Threat
Assessment Team.
17
HAZARD ASSESSMENT
The elements of a hazard assessment include records review, workplace security analysis
and workplace surveys.
Records Review:
The Threat Assessment Team can begin its work by reviewing previous incidents of
violence. A review and analysis of existing records is necessary to develop a baseline, by
identifying patterns that may indicate the causes and severity of assault incidents, identifying
changes necessary and developing an appropriate plan to correct these hazards.
The Threat Assessment Team should analyze the following, when available, to
complete a record review:
• OSHA 200 logs and any other appropriate required records
• Incident reports
• Records of, or information compiled for recording of, assault incidents or near
assault incidents
• Medical records
• Insurance records
• Workers Compensation records
• Police reports
• Accident investigations
• Training records
• Grievances
• Other relevant records or information (i.e. minutes of meetings, etc.)
The Threat Assessment Team should identify and analyze any apparent trends in assault
incidents relating to particular departments, units, job titles, unit activities, time of day, etc. The
Threat Assessment Team should communicate with similar local businesses, trade associations,
community and civic groups concerning their experiences with workplace violence.
18
 Workplace Security Analysis:
In addition to a records review, the Threat Assessment Team should inspect the
workplace as well as evaluate the work tasks of employees to determine the presence of hazards,
conditions, operations and situations which might place workers at risk of occupational assault
incidents. The Threat Assessment Team should conduct follow-up inspections of the workplace
and observe hazardous work tasks on a periodic basis.
Workplace Surveys:
A questionnaire or survey should be distributed to employees to identify the potential for
violent incidents and to identify or confirm the need for improved security measures. A sample
questionnaire and inspection checklist is available in Part IV of this document; or the team may
develop their own questionnaires, with employee input into design, format and dissemination.
All employees should be encouraged to complete the questionnaire.
Employee questionnaires should be reviewed, updated and distributed as needed, or at
least once within a twenty-four (24) month period of time. Results should be analyzed and used
to revise and improve the overall content and implementation of the WPV Prevention Program.
19
HAZARD CONTROL AND PREVENTION
The Threat Assessment Team should identify and institute a combination of control
methods designed to eliminate or minimize the risks of assault incidents. These include, but are
not limited to:
• general building, work station and area design, security measures;
• security equipment;
• work practice controls and procedures;
• workplace violence prevention Policy Statement.
The employer may implement these control measures alone or in combination to address hazards
identified in the hazard assessment.
General building, workstation and area designs:
√ Review the design of all new or renovated facilities to ensure safe and secure
conditions for employees. Ensure that facilities are designed to ensure the
privacy of patients, clients and customers, yet permit employees to communicate
with other staff in emergency situations. (Such communication could be via clear
partitions, video cameras, speakers or alarms, etc. as appropriate to the workplace
situation.)
√ Design work areas and arrange furniture to prevent entrapment of the employees
and/or minimize potential for assault incidents.
√ Control access to employee work areas. (Use of locked doors, buzzers, card
access, etc.)
20
 √ Provide appropriate lighting systems for all indoor building areas as well as
grounds around the facility and in parking areas. Lighting should meet the
requirements of nationally recognized standards such as ANSI A-85, ANSI/IES
RP-7 1983, ANSI/IES RP-1 1993; as well as local building codes.
Security should not conflict with Life Safety Code requirements. Although it may be tempting
to keep doors locked to prevent intrusion, egress from inside the building must not be impeded.
Security Equipment:
√ Utilize Electronic Alarm Systems activated visually or audibly. Systems should
identify the location of the room or location of the employee by means of an
alarm sound and/or a lighted indicator or equally effective measure. Adequate
personnel must be available to render prompt assistance if such systems are
utilized.
√ Utilize Closed Circuit Television which permit security guards to monitor high
risk areas, both inside and outside the building.
√ Utilize Metal Detection Systems to identify persons with weapons.
√ Utilize cellular telephones, beepers, CB radios or hand-held alarms or noise
devices in field situations.
√ Examine and maintain security equipment on a regular basis to ensure it
effectiveness.
21
Work practice controls and procedures:
√ Provide identification cards for all employees, and establish sign-in and sign-out
books, and escort policy for non-employees. When identification badges are
provided, employees should be required to wear them.
√ Base staffing consideration on safety and security assessment. (Fixed site and
field locations.)
√ Develop internal communication systems to respond to emergencies.
√ Develop policy on how to deal in emergency or hostage situations.
√ Develop and implement security procedures for:
• employees who work late or off hours;
• accounting for field staff;
• when to involve in-house security or local law enforcement in an
assault incident;
• banning weapons in facilities unless authorized; and
• how the employer will respond to assault incidents.
√ Develop written procedures for employees to follow when entering any locations
where they feel threatened or unsafe.
√ Provide information and give assistance to employees who are victims of
domestic violence and develop procedures to ensure confidentiality and safety for
affected employees.
√ Train employees on awareness, avoidance, and action to take to prevent mugging,
robbery, rapes and other assaults.
√ Modify existing work practices that are identified by the hazard assessment where
22
employees face increased risk of violence.
23
EMPLOYEE TRAINING AND EDUCATION
All employees, regardless of their level of risk, should be taught:
• techniques for recognizing the potential for violence;
• procedures, policies and work environment arrangements developed to
control the risk to workers;
• proper use of security hardware;
• the appropriate response to incidents of violence, including emergency
and hostage situations;
• how to obtain medical assistance and follow-up; and
• procedures for reporting, investigating and documenting incidents of
violence;
• travel safety;
• cash handling procedures.
Effective training:
√ should be given on company time,
√ uses easily understood terminology,
√ is given in languages spoken by the employees,
√ provides sufficient time for questions and answers,
√ is conducted by trainers knowledgeable or qualified in their field of
expertise,
√ is conducted before taking a new job assignment, annually or when laws
24
 or procedures change.
Workers with job tasks or locations that place them at higher risk for
violent incidents should be provided specialized training in addition to those topics outlined
above. Training should be designed to deal with the nature of this risk.
Managers and supervisors should undergo the training outlined thus far plus
additional training to enable them to recognize a potentially hazardous situation or to make any
necessary changes in the physical plant, patient care treatment program, staffing policy and
procedures.
Managers and supervisors should also be trained to ensure that employees are not placed
in assignments that compromise safety and in methods and procedures which will reduce the
security hazards. They should be trained to behave compassionately towards co-workers when
an incident does occur. They need to ensure that employees follow safe work practices and
receive appropriate training to enable them to do this. They should reinforce the employer's
WPV Prevention Program, promote safety and security, and ensure employees receive additional
training as the need arises.
Security personnel need to be trained whenever possible for the specific job, facility
layout, security hardware on premises and particular high risk jobs.
25
INCIDENT REPORTING, INVESTIGATION, FOLLOW-UP, and EVALUATION
Incident Reporting - A procedure for reporting violent incidents should be
developed, if one is not already in place. This procedure should apply to all types of violent
incidents, whether or not physical injury has occurred (i.e. verbal abuse, threats of violence,
menacing, etc.). This procedure should be in writing and should be easily understood by all
employees. It should take into account issues of confidentiality. Employees may be reluctant to
come forward otherwise. Employees should not fear reprisal for bringing their concerns to
management's attention.
Each incident should be reported to and evaluated by the Threat Assessment Team. The
reports of incidents and their evaluation provide vital information and data necessary on
workplace violence and serve as a basis to identify program improvements.
Once an incident occurs, the employer should:
√ report it to the local police department;
√ secure work areas where disturbances occurred;
√ ensure the physical safety of employees and others remaining in the area as soon
as possible;
√ ensure that no work area is left short-staffed while others assist the victim or help
in securing the area;
√ quickly assess the work area, if it was disturbed or damaged during an incident,
to determine if it is safe;
√ provide critical incident debriefing to victims, witnesses and other affected
employees; these conversations must be strictly confidential.
26
 Incident Investigation - After an incident occurs, a detailed investigation is
imperative. All incidents, including near misses, should be investigated as soon as possible. A
delay of any kind may cause important evidence to be removed, destroyed intentionally or
unintentionally. The investigation should be focused on fact-finding to prevent recurrence and
not fault-finding. Employers should have effective medical management programs available and
maintain comprehensive records.
When conducting the investigation, the Threat Assessment Team should:
√ collect facts on who, what, when, where and how the incident occurred;
√ record information;
√ identify contributing causes;
√ recommend corrective action;
√ encourage appropriate follow-up;
√ consider changes in controls, procedures, policy.
Follow-up - Procedures should be established for responding quickly and
appropriately to the medical and psychological needs of employees following exposure to an
assault incident. Use of existing Employee Assistant Programs (EAPs) or the establishment of
such a program and its use should be encouraged. All employees affected by workplace
violence should be provided with appropriate medical and psychological treatment and follow-
up. Provisions for medical confidentiality and protection from discrimination7 must be
7
See applicable laws governing confidentiality.
27
included to prevent the victims of workplace violence from suffering further loss.
Evaluation - After doing the initial workplace security analysis, the Threat
Assessment Team should conduct periodic physical evaluations of the worksite. These physical
evaluations should focus on the identification and assessment of workplace security hazards and
address changes in employee work practices. These evaluations may require an assessment of
the potential for more than one type of workplace vi