- Arenas/Stadiums/Leagues /Entertainment
- Construction, Real Estate, Property Management
- Critical Infrastructure: Electric, Gas, Water
- Education: K-12
- Education: University
- Government: Federal, State and Local
- Hospitality & Casinos
- Hospitals & Medical Centers
- Ports: Sea, Land & Air
- Retail/Restaurants/Convenience Stores
- Transportation/Supply Chain/Warehousing
Like the requirement to review technological needs against current and future applications, so must companies review and assess current training methodologies and objectives in addressing Workplace Violence Prevention and Security Awareness. Preventing and mitigating the threat of workplace violence requires multiple intervention strategies of which training plays a significant role. Companies are better off when they understand that preventing workplace violence is not crisis or threat management, conflict management or emergency preparedness, it is prevention. “Tiered Training” has the potential value of negating existing gaps in understanding and performance by customizing the content and the audience to suit the training objective.
Workplace violence prevention is an ongoing continuous process towards correcting contributing factors, evaluating potential threats and mitigating risks. An organization’s workplace violence prevention program should address threats posed by employee-on-employee, vendors, contractors, external threats away from the workplace, domestic violence spillover into the workplace and active shooter protocols. Training can move organizations toward a seamless understanding between content objectives and appropriate response. Effective programs have C-suite support through a written corporate policy statement of commitment creating a culture that avoids violence at all levels through proactive measures, of which training plays an important part. Moving away from old paradigms of issuing zero tolerance policy statements that aren’t consistently enforced or complaints that are not aggressively investigated compromises and invalidates the policy’s intent. The problem with this inconsistency in managing workplace violence prevention is that it leaves the organization open to scrutiny for failing to follow its own policy. “Tiered Training” can be an approach to help bridge the inconsistency void by addressing the gaps in misunderstanding. Centralizing the objectives but decentralizing the delivery to workplace specific situations and needs can do this.
• Discussing employee, supervisor and manager responsibilities in reporting, documenting and investigating complaints.
• Discussing past incidents in increasing security awareness.
• Introducing techniques and tactics in responding to the active shooter.
• Sheltering in Place and Safe Rooms
• Reviewing and integrating emergency evacuation procedures.
• Discussing Access Control and Visitor Management Protocols.
• Integrating the value of technology as a security multiplier.
To truly bridge the learning and retention benefit, CSO’s and Human Resources Directors can ensure accountability and retention by tying the training objectives to certain measurable but specific security standards or metrics. Training that does not have a performance standard or security metrics is not deemed important by employees simply because that which the “boss” checks and pays attention to is what gets done. As such, it becomes an employee’s priorities when training is accountable and measured against a performance standard and specific outcome. Workplace Violence Prevention training in particular can have a measurable impact on business measures of merit simply because it impacts the business generally in the following areas:
• saves money
• increases worker productivity
• involves supervisors and managers in the process of saving time and costs
• improves employee-management
• improves employee satisfaction and
Recent findings outline in “A Hackett Benchmarking and Research Report (2009)” shows that companies that spend $218 per employee on training have more than a 16 percent voluntary turnover, while companies that spend over $273 per employee have turnovers of seven percent. Simply put, investment in thoughtful productive security awareness training is a win-win for company and employee alike.
• employee downtime
• time spent on conducting investigations
• employee grievances and complaints
• employee morale
• personnel turnover
• counseling and support services
• performance, production and efficiency
• medical costs
• legal cost
• internal and external image
Judging from recent and past incidents of violent acts, workplace violence prevention is no simple proposition. It is a proactive process that would achieve greater global value if it were incorporated as part of the business and security processes. For example, increased awareness and preparedness might be addressed in the following ways:
• incorporate workplace violence and security awareness in new employee orientations.
• conduct annual employee refresher training.
• include specific measures of merit as part of supervisory and managerial performance evaluations.
Having the stated management commitment drives the imagination in bringing quality workplace specific training. It can be done! The Postal Service is a prime example. In an era when tough talk and catchy rhetoric too often eclipse any real action, some organizations are beginning to understand that an effective workplace violence prevention program is smart business. In the final analysis it is about protecting their most important as set – their employees and to maintain a positive reputation with their customers, shareholders and the media, while minimizing disruptions to normal operations. Companies that take workplace violence seriously, who focus on prevention and understand the importance of implementing a comprehensive workplace violence prevention approach will in the long run come out ahead.
* Zig Ziglar, success speaker
** Oliver Serrat, Head of the Knowledge Management Center, Regional and Sustainable Development Department, Asian Development Bank
***Adult Learning Styles and Training Methods” John Mihall and Helen Belleti, February 16, 1999
Workplace Violence Interdiction & Security Risk Governance Consulting ModelCrisis Response Plan
Favorable Policy Statement Implication
Workplace Violence Interdiction & Security Risk Governance Consulting ModelDerived Favorable Policy Statement Values
• Structure Policy and Support Programs Reduce Risk
• Proper Planning & Coordination Improves Response
• Increased Awareness Improves Personnel Security
• Hazard Recognitions Minimizes Employee Risks
• Enhanced Background Screening Features
• Enhanced Awareness Improves Morale
• Identification of Vulnerable Building Systems
• Verification of Employee Family Support Issue
• Credible Incident Reporting System
Workplace Violence Interdiction and Security Risk Governance Consulting Policy Implications on Legislations and RegulationsCompliance & Legal Liability
• Sarbanes- Oxley
• Gram-Leach Biley Act
• NFP 1600 & ISOs
• Workers Comp Insurance.
• Liability/Premises Ins.
• Corporate Policy
• Emerging Guidelines & Standards
• Vicarious Liability Issues
Legislation & Regulations
• OSHA, General Duty Clause
• Workers Comp
• American with Disabilities Act
• EEO/Sexual Harassment
• Violence Against Women
• Domestic Violence
• Jury System Improvement Act of 1978
Workplace Violence, Security and Risk Governance Consulting Model Policy Implications on OperationsFacilities Management
• Safety & OSHA compliance
• HVAC Systems
• Infrastructure Assets
• OSHA Supporting Annex to National Command Response Requirements
• Emergency coordination
Emergency Management Planning
• Evacuations (Temporary, Relocations & Full)
• Shelter in Place
• Continuity of Operations Planning
• Business Interruption and Business Continuity
• Personnel Accounting Pre-During-Post Incident
• Mail Handling Procedures
• NYC Rule 26 (Emergency Actions Plans Coordinator)
• People, Property & Premises
• Visitor Management
• Access Control
• Security Staffing
• Technology Needs
• Property & Premises Crimes
• VIP & Travel
• Personnel Accountability
• Media Relations
• Public Info
• First Responders
• Incident Response
• Post Disaster Support
Human Resource Security
• Background screening
• Hiring, Retention, Terminations
• Selections, Training, Assignments & Staffing
• Performance appraisals and promotions
• New Employee Orientations
• EAP Counseling
• Employee Relations
• Safety & Injury Prevention
• Workplace Violence Response Planning and Coordination
• Domestic Violence and Partner Relationships