Presentation Slides

• 1. Threat Management (Violence in the Workplace) Presented by Christina Holbrook April 2003

2. Legal Duty

• OSHA general duty clause ~

• • Employer shall furnish a (workplace) free from recognized hazards

• Premise liability ~

• • Employer shall maintain safe work environment.

• Vicarious liability ~

• • Occurs when employer knowingly allows aberrant behavior to persist (management inaction).

• Negligent retention, hiring, and supervision ~

• • Employers fail to terminate threatening employees or hire employees who pose a danger to the workforce.

3. Key Elements of a Threat Management Program

• Establish Policy & Procedure

• Form Threat Management Teams

• Conduct Management & Employee Training

• Perform Pre-employment Screening

• Case Management (long-term)

4. Workplace Violence Defined

• At Boeing itsanyincident that could:

• Threaten the safety of an employee, contractor, customer, or visitor;

• Have an impact on any employees physical or psychological sense of well-being;

• Cause damage to company property.

5.

• Company downsizing, labor unrest, and layoffs are key triggering events for WPV incidents.

• Our experience, and Subject Matter Experts (SME) research, indicates that intervention is essential to mitigate potentially violent acts.

• External SMEs identify training as key component for an affective threat management (workplace violence prevention) program.

Situation Why is this program so important? 6. Acts of Workplace Violence

• Intimidation and bullying

• Highly aggressive, erratic behavior

• Harassment and verbal threats

• Domestic violence starting, or spilling into the workplace

• Stalking

• Vandalism, sabotage, or arson

• Assaults

• Employee suicides (includes attempts and threats)

• Possession of weapons

• Workplace homicides

7. Whats The Impact?

• The leading cause of death for women at work.

• Over 6 million workers are threatened.

• Over 2 million workers are physically attacked.

• Over 200 workplace suicides.

• SMEs estimate that over half of incidents are unreported.

• Billions of dollarslost in collateral absenteeism and diminished productivity.

• WPV accounted for 18% of all violent crime from 93-99.

8. Why Isnt Violence Reported?

• Its accepted, expected, and rationalized.

• Lack of confidence in responders.

• Unaware of the value of reporting.

• Fear of retaliation or being blamed.

• Embarrassment, guilt or shame.

• Management uncertainty.

9. Workplace Violence Myths

• Workplace violence is committed by people who suddenlysnap .

• We cant predict or prevent violence.

• I didnt see it, hear it, or know about it. . .

• Most situations will resolve themselves if given enough time.

• It cant happen here.

10. 11. Results of Fear in the Workplace

• Diminishes work performance and productivity

• Destroys morale

• Creates stress and anxiety

• Causes financial risks

• Left unchecked, sends the wrong message

• Manager liability

12. Violence Is A Process ... CRITICALINCIDENT PERSON ENVIRONMENT TRIGGERING EVENT 13. This will never happen at my place of work. Only in the Movies right? 14. Incidents Insert your companys cases and stats here. 15. Common Pre-Incident Indicators

• Previous history of violence

• Loner or isolationist behavior

• Emotional problems, mental health issues, and substance abuse

• Career frustration or disgruntlement

• Antagonistic relationship with others

• Obsessive fixation

16. One can not rationalize, irrational behavior. The best indication of future behavior is past behavior. Is this person troubled or troubling? 17. PRO-1870 Threat Management procedure establishes requirement for HR to coordinate and direct training

• Leadership Team

• Sponsorship

• Needed to encourage compliance and participation

• Supported by PPC

SME Deployment Training delivered by Security and HR SMEs with extensive case management experience

• Training Material & Tools

• TM website & tools

• One hour training

• Web-Spot Threat Mgmt

Threat Management Training Macro Strategy 18. By Bruce Rosenstein,USA TODAY, June 2002Civility consultant Giovinella Gonthier delivers an astonishing litany of things, little and big, that we do to drive each other crazy inRude Awakenings: Overcoming the Civility Crisis in the Workplace .A former ambassador to the United NationsShe now is president of Civility Associates in Chicago, working with companies. Incivility, she stresses, is related to violence.There has been considerable attention in recent years on multiple murders in the workplace.A civility program may help spot potential murderers before they go berserk. It may also help prevent hiring them at all. She particularly likes Boeing's Managing Workplace Violence programto create a safe environment.The company provides training and reinforces it with brochures and Threat Management Teams that investigate assaults, stalking, bullying and so on.People planning on violence may think twice, considering that Boeing defines the workplace broadly, according to Gonthier:"regular offices, field locations, temporary offices, parking lots and travel between workplace locations." A civil office is a safe one 19. If Violence Strikes ...

• Create distance between yourself and the individual.

• Take immediate action to protect yourself by leaving the area or finding cover.

• Call Security and the Police.

• Always know your location: physical address, building, column.

• Remain calm. A calm attitude can influence the others behavior.

20. Boeing is striving to provide a safe workplace environment, free from actual or perceived threats or incidents of violence. Assuring a violence-free workplace is everyone's responsibility, and its for everyones benefit. 21. Christina Holbrook The Boeing Company (253) 657-9299 [email_address] Question? Call me or send me a message. Thank you!