The workplace shootings this past December at Edgewater Technologies Inc., in Wakefield, Mass., sent a chilling message to members of the IT community: High-tech workplaces are not immune from workplace violence. Many IT workers are asking themselves, if it happened there, could it happen at their offices?

1. Understand the numbers and the impact

Violence at the workplace is decreasing, according to the Employment Policy Foundation, in Washington. Even so, one incident of violence can be devastating to employees, their families, and the company as a whole. Researchers at Texas A&M University in Corpus Christi, Texas, estimate that each violent incident costs an employer $5 million, on average, in lost employee work time and subsequent lawsuits.

2. Understand the root causes

The cause of workplace violence is a result of interaction among three things, says Lynne McClure, president of McClure Associates, a consultancy on workplace risks, in Phoenix. Workplace violence can result when a high-risk employee -- one that solves problems through violence -- works in an organization that enhances stress factors, and undergoes a life-altering or "last straw" event. Everyone experiences stress, loss, or illness at some point in their public or work lives. All but a few people weather these storms without resorting to violence, McClure says.

There is growing pressure to administer tests during the hiring process, or later for existing employees, but not everyone wants to leave fate to a written test. "I think there are very few tests that are accurate as predictors," says Ellen Bayer, a representative for the American Management Association, in New York. "Managers simply need to stay in touch with employees."

3. Heed the warning signs

McClure has identified eight types of behavior that may help company's identify a high-risk employee.

1. Actor behavior: acting out in anger, such as pounding on desks;
2. Fragmentor behavior: taking no responsibility for problems or blaming problems on others;
3. Me-first behavior: doing things that suit themselves even to the detriment of the company, colleagues, or customers;
4. Mixed-messenger behavior: undermining others behind their backs while appearing to be nice in person;
5. Wooden-stick behavior: refusing to adapt to changes or attempting to control others;
6. Escape-artist behavior: handling stress through lying or alcohol or drug dependency;
7. Shocker behavior: exhibiting changes in behavior or acting out of character;
8. Stranger behavior: acting remotely, using poor social skills or poor personal hygiene, or being fixated on an idea or person.

What managers must look for in high-risk employees is "how many of these behaviors does an employee exhibit, how often, and how intensely," McClure says. Adds Ellen Bayer,"Knowing your employees and being able to recognize changes is the best prevention."

4. Train your staff

Short of administering tests -- which can be legally problematic -- companies can be proactive about preventing workplace violence through employee training.

"Employees should be trained in behaviors and on what managers' responses to potential situations will be," McClure says. All employees should know how to report incidents of violent, intimidating, threatening, or other disruptive behavior.

Employers can make available courses on stress management, guidance toward the prevention or diffusion of volatile situations or aggressive behavior, and instruction in how to deal with hostile persons. Supervisory training, according to the U.S. Office of Personnel Management, should cover the following:

• Ways to encourage employees to report incidents in which they feel threatened by anyone inside or outside the organization,
• Skills in behaving compassionately and supportively toward employees who report incidents,
• Skills in taking disciplinary actions,
• Basic skills in handling crisis situations,
• Basic emergency procedures, and
• How to ensure that appropriate screening of pre-employment references has been done.

5. Establish procedures and remedies

Well before any violent warning signs are present, employers should establish security procedures and provide emergency phone numbers. "Employees need to know who to call first -- police or security," McClure says. Keep employees advised and updated on the location and operation of safety devices, including alarm systems. "Employees should also be trained not to be heroes in a violent workplace incident. They should get to a safe place and then call the appropriate authorities," McClure adds.

Companies may also consider sponsoring personal security training and establishing an effective grievance process.

» posted by ITworld staff

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