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focus-area/human-resources/workplace-violence
560162401
['Workplace Violence']

Workplace violence is any violent act that occurs in the workplace and creates a hostile work environment that affects employees' physical or psychological well-being. A risk factor is a condition or circumstance that may increase the likelihood of violence occurring in a particular setting. Risk factors include employee contact with the public, exchanging money, selling/dispensing alcohol or drugs, and more, which should all be monitored to help prevent workplace violence hazards.

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Workplace violence

Workers face significant risks of job-related violence. While the Occupational Safety & Health Administration (OSHA) does not have a regulation addressing the issue, the agency has issued violence prevention guidelines — based on industry best practices and feedback from stakeholders — that provide recommendations for developing policies and procedures to eliminate or reduce workplace violence in a range of workplace settings.

These guidelines reflect the variations that exist in different settings and incorporate the latest and most effective ways to reduce the risk of violence at work. The workplace determines not only the types of hazards that exist, but also the measures that will be available and appropriate to reduce or eliminate workplace violence hazards.

Violence prevention programs and employer obligations

  • Workplaces can reduce or eliminate the risk of violence by implementing a violence prevention program that combines training, site analysis, and combined management and employee participation.
  • OSHA doesn’t specifically regulate workplace violence prevention but does expect employers to keep employees safe.
  • Recommendations include a combination of administrative controls, engineering controls, and worker training.

Violence prevention programs

A written program for workplace violence prevention, incorporated into an organization’s overall safety and health program, offers an effective approach to reduce or eliminate the risk of violence in the workplace. A violence prevention program focuses on developing processes and procedures appropriate for the workplace in question.

The building blocks of an effective workplace violence prevention program include:

  • Management commitment and employee participation,
  • Worksite analysis,
  • Hazard prevention and control,
  • Safety and health training, and
  • Recordkeeping and program evaluation.

The components are interdependent and require regular reassessment and adjustment to respond to changes within an organization, such as expanding a facility or changes in managers, customers, or procedures.

A workplace’s violence prevention program should have clear goals and objectives for preventing workplace violence, be suitable for the size and complexity of operations, and be adaptable to specific situations and specific operations. As with any occupational safety and health program, it should be evaluated and reassessed on a regular basis.

Employer obligations

While the Occupational Safety & Health Administration (OSHA) does not have specific requirements for employers regarding violence prevention, the agency expects employers to keep employees safe. Recommendations include:

  • Assessing risks;
  • Developing a safety and health program;
  • Developing a procedure for employees to report concerns;
  • Using engineering controls (as feasible);
  • Using administrative controls;
  • Training workers in, at a minimum:
    • How to recognize the earliest stages of a possible assault,
    • How to avoid or mitigate potential violent encounters (including some words that non-English speakers may use to help de-escalate an assault),
    • How to seek refuge/assistance if violence appears imminent, and
    • How to use restraint and/or release techniques.
  • Establishing a comprehensive program of medical and psychological counseling and debriefing for employees experiencing or witnessing assaults and other violent incidents; and
  • Providing reliable means of communication (e.g., two-way radios) to employees who may need to summon assistance.

Active shooting incidents

  • Active shooting incidents have been on the rise in the United States, and paying attention to warning signs can help prevent future incidents in the workplace.
  • Active shooters tend to be white males acting alone but are otherwise difficult to profile.
  • Shootings often begin with the shooter targeting specific individuals and then moving on to a larger pool of victims chosen by opportunity.

While it’s scary to use the word “epidemic” when describing active shootings in the United States, incidents are becoming more frequent. Attack locations are unpredictable — most often businesses, but also schools, government buildings, churches, and outside venues. In addition, the number of people injured or killed during each incident is rising.

Shooters often exhibit signs (subtle though they may be) in the weeks before an attack, and paying attention to these signs can save lives.

For most people, believing someone they know is capable of such violence can be difficult. Thoughts of “I’m overreacting” or “I’ll get them in trouble” can stop people from reporting what they have observed. But there is a difference between tattling (or wanting someone to get into trouble) and telling (or wanting to save someone or prevent something bad from happening).

The more familiar people become with the warning signs conveyed by shooters leading up to their attacks, the more incidents can be prevented.

Characteristics of active shooters

According to the U.S. Department of Homeland Security (DHS), an active shooter is “an individual actively engaged in killing or attempting to kill people in a confined and populated area.” The majority of incidents end before law enforcement arrives. To help prevent loss of human life in an active shooting incident, companies and individual employees must take steps to plan and prepare for these types of events.

The unfortunate truth is there are few similarities among active shooters, the locations they target, or their choice of victims. A study by the Federal Bureau of Investigation (FBI) found that the majority of shooters were males acting alone, but other demographic factors varied widely. Aside from gender (94% male) and race (63% white), there were no similarities in age, education, employment, or criminal background of the shooters studied.

Active shooting incidents

Active shooting incidents start abruptly and typically last just minutes, most often ending before police arrive on the scene. These incidents have taken place in rural areas, suburban communities, and large cities. Most incidents happen in areas of commerce (42%), but shooters also target schools, open areas, government buildings, residences, churches, and healthcare facilities.

If a shooter is targeting specific individuals (which occurs in the majority of cases), the rampage may start in a private residence or office building and then move to a more populated location. There, the shooter continues shooting, indiscriminately choosing victims simply by who is easiest to hit. The age, gender, race, religion, and culture of victims rarely matter to the shooter.

The FBI study also looked at the amount of time shooters spent planning and preparing for their attack:

  • Planning: Active shooters can spend anywhere from a few hours to years planning their attacks. This can include things like making the decision to be violent in the first place, selecting targets, and conducting surveillance. Since planning largely takes place in the shooter’s mind, it may go unnoticed, especially if the shooter is already familiar with his targeted location or intended victims’ schedule.
  • Preparing: Actions taken to prepare for the shooting, such as making arrangements for the event or obtaining firearms or body armor, are more noticeable.

Workplace violence indicators

  • Active shooters have often experienced multiple major stressors in the previous year and believe their attack is fighting back against an injustice.
  • Warning signs include combative behavior, increased substance use, depression, decreased hygiene, and obsession with weapons.

Active shooters typically have an “avenger mindset,” often believing they are fighting back against an injustice, either real or perceived, that has happened to them or someone they know. This feeling of having been wronged or treated unfairly can be triggered by stressors in their personal life (financial, legal, or relationship problems; drug or alcohol abuse; mental or physical ailments) or in the workplace (job loss, suspension, unequal or unfair treatment, harassment). Generally, active shooters experience multiple stressors (with an average of more than three) in the year before their attack.

Many active shooters exhibit warning signs or give hints of their intentions to others in person or through social media. The most important thing employees can do is report any indication of violence or retaliation — no matter how small it may seem — to their supervisor or Human Resources (HR) department.

While an employee who bullies, intimidates, or threatens coworkers should definitely be reported to the employer, other actions can also indicate that an individual may become violent. Warning signs may include:

  • A notable increase in frustration or picking fights,
  • An obsession with weapons,
  • A decline in health or hygiene habits,
  • An increase in alcohol or drug use, or
  • Signs of suicidal thoughts or depression.

Employees should be encouraged to talk with their supervisor about how to report both actual violence and precursors to violence at their company.

The advice “If you see something, say something.” applies here. As in other situations where that advice is given, “saying something” may feel like an overreaction, but it is everyone’s responsibility to themselves and their coworkers to give supervisors the chance to address behavioral problems before they escalate.

Reporting worrisome conduct is not an attempt to get another individual in trouble, but a way to get that person help before anything bad happens. Many shootings could have been prevented had someone spoken out.

Employers have a legal requirement to take employees’ concerns seriously and, crucially, to protect them from any retaliation.

Identifying and responding to an active shooter situation

  • While employers are responsible for keeping their workers safe, everyone should know how to recognize and respond to threats.
  • Disaster response has three stages — denial, deliberation, and decision — and the faster the decision stage is reached, the better.

Employers have a responsibility to keep their workforce safe, but employees should know how — and be encouraged — to take control of their own safety. No one should have to put their well-being entirely into the hands of others.

Everyone has the right to do what is necessary to stay safe. Just like any other threat (fire, tornado), people can learn to identify and survive an active shooting situation.

The subconscious mind cannot tell the difference between imaginary and real situations. Therefore, it can be helpful to practice how to respond to an active threat by both:

  • Visualizing (seeing the event unfold in the mind), and
  • Seeding (adding sounds and experiencing the feelings of the event).

Identifying an active shooting in progress

Gunfire is not a common sound in most workplaces, so the human brain will typically associate the noise with something less frightening to prevent triggering a stressful physiological response. “Could it be a car backfiring? Is someone shooting off fireworks?”

However, those noises are no more common than gunfire — just less scary. Thus, it’s imperative not to waste time wondering if it was gunfire or not.

Actual gunfire will be followed by sounds of hysteria — screaming, yelling, and running as people react to the situation. This is the time to take action in order to survive. The action to take will depend on the responder’s location, physical abilities, and distance from the active shooter.

There are three stages of disaster response, and the chance of survival increases with the speed that a person proceeds through them:

  1. Denial. The brain makes up stories as protection — it doesn’t want to believe the situation is real or be the first to react.
  2. Deliberation. The human brain (rational thinking) and the reptilian brain (fight, flight, or freeze) are in conflict.
  3. Decisive moment. Time to take action.

Assessing the situation

  • Planning escape routes from unfamiliar areas and maintaining situational awareness are important components of personal safety.
  • People should be able to quickly and realistically assess their abilities in a crisis situation, then move past fear to action.

While at work, people are most familiar with the area surrounding their desks or workspaces. They likely know multiple routes out of the building and are familiar with nearby conference areas or break rooms.

However, when working or meeting in unfamiliar areas, it’s wise to take a minute and plan out possible courses of action if faced with an active threat. There are three important questions to ask in each unfamiliar location:

  • What are the options for exiting the building? (Know more than one way out of the building);
  • Which location(s) could be secured if the shooter tried to access them?; and
  • What could be used for self-defense? (Look for items that could be used as weapons).

Everyone should try to have a true awareness of their surroundings at all times. Shooters look for people not paying attention and those unaware of what is going on.

In an active shooter situation, there is a high possibility the shooter is carrying multiple firearms, extra ammunition, and possibly even explosives. No one should go near or attempt to pick up any device or bag left behind by the attacker because it may detonate.

In all likelihood, the attack has been well planned out; shooters are typically familiar with the layout of the building, giving them an advantage over the police. Some shooters are suicidal, so finding an escape is not part of their plan. They may not stop the attack until confronted by police or civilians, or until they decide to stop on their own.

Surviving an active threat requires people to realistically assess their own abilities, including:

  • How physically fit they are,
  • Any injuries that could prevent them from executing a plan, and
  • How well they can keep their composure.

It is important to move past fear quickly in order to make choices that lead to survival. Dropping to the ground or hiding under a table doesn’t work in this situation!

The number of casualties is determined by how quickly police arrive and how available targets are for the shooter. Since more than half of all active shootings end before law enforcement arrives, survival may depend on bystanders’ ability to assess themselves and the situation to determine the best course of action. These include:

  • Avoiding the shooter,
  • Denying the shooter access to them, or
  • Defending themselves.

Doing nothing is not an option.

Avoiding the active threat

  • Fast, decisive escape is the wisest plan in an active shooting situation.
  • 911 should be called and informed about the situation as thoroughly as possible without speculation.

The best way to stay safe in an active shooting situation is to escape.

Escape tactics:

  • Run toward an exit, unless the route there crosses the shooter’s path;
  • If blocked from the closest exit but in reach of a window, break the window and get out; and
  • If in a group, break away from the others.

What not to do:

  • Hesitate,
  • Stay put,
  • Copy the actions of others,
  • Run in a group (this can turn a bunch of single targets into one more easily hit large target), or
  • Stop to gather belongings or go back for anything.

If others are hiding, frozen with fear, or unsure of what to do, they should be told to leave the area immediately. But if they hesitate or try to gather any belongings, it’s unwise to wait for them.

Pulling the fire alarm might seem like a good idea, but this sends the wrong signal to others in the building and could put them in the shooter’s path. It also summons firefighters rather than police.

Once outside and safe from harm, it’s time to focus on actions to help others, including:

  • Preventing people from entering the building, and
  • Calling 911.

The 911 dispatcher should not be given assumptions or guesses, but should be told as many facts as possible, such as:

  • Location;
  • Number of shooters;
  • Number of victims;
  • Whether any Improvised Explosive Devices (IEDs) were seen; and
  • All available information about the shooter, including:
    • The shooter’s location,
    • The shooter’s appearance,
    • What weapons the shooter is carrying,
    • Whether the shooter is wearing body armor, and
    • Anything the shooter said.

Denying the active shooter access

  • Find locations that provide cover and concealment when exiting is not an option.
  • Lock and barricade doors when possible, and avoid hiding in easy-to-spot locations.
  • Plan ahead and take steps to prevent exposure and injury.

If safely exiting the area is not possible, the next step is to actively find a location that can keep the attacker away. Ideally, this location should offer both:

  • Cover (to avoid getting hit by a bullet), and
  • Concealment (to hide from the shooter).

Lock the door if possible, and use anything available to barricade it, such as tables, desks, chairs, or other heavy objects.

Simple actions like these have proven effective in thwarting an active shooter who wants to cause as much harm as possible in the shortest amount of time. When the door is locked, the shooter typically moves on to find the next open door. If the door does not have a lock, try other methods of preventing entry. For example, binders can act as door stops for doors that open inwards, and belts can be wrapped around the closer arm of a hydraulic door to keep it from opening more than a few inches.

Never hide under a table or desk. This strategy alone will not provide any safety. Just because the shooter cannot be seen doesn’t mean the shooter cannot still see others. While this may be a familiar “duck and cover” position, it turns people into easy targets in an active shooter situation.

Use available resources and plan ahead

If a “go bag” is placed in the room, it will contain useful items. A “go bag” is simply a bag filled with items that can help a person survive an emergency situation. During an active threat incident, door stops, a window punch, and even a bleeding control kit can all help to save a life.

If the shooter is able to see inside a chosen hiding location, the room should appear empty. Increase invisibility by:

  • Shutting off the lights,
  • Staying away from windows,
  • Lining up against the wall with the door on it,
  • Being quiet,
  • Silencing cell phones, and
  • Turning off the phone’s vibration feature.

While waiting, start mentally creating a backup plan. Think about next possible moves. If running is the best option, think through which direction to go in. If fighting back becomes the only option, consider different defense maneuvers options to be prepared for any situation.

Defending against the active shooter

  • When there is no choice but to fight back, use any items available to improvise a weapon and take advantage of the shooter’s tunnel vision to attack from the side.
  • Fully commit to fighting back and use any means necessary to disable the shooter.
  • Do not fight fair; fight with fury and create chaos.

In some situations, there is no choice but to fight back against an active shooter. If the only option is to self-defense, look around the area for “improvised” weapons. Choose items within reach that can be used to injure or disable the active shooter like a fire extinguisher, shovel, scissors, coffee mug, or even a pot of hot coffee.

Studies show the active shooter will have tunnel vision; the shooter’s focus will be on targets in a direct line of vision, so individuals positioned directly on either side the shooter may be able to avoid notice. Take advantage of being outside the shooter’s “attack tunnel” and strike with full force from the side.

Fighting back

When fighting back, fully commit to the action. Do not fight fair. Fight with fury and create chaos. With fellow coworkers, aggressively attack the shooter; throw items to catch the shooter off guard and strike weak spots like eyes, throat, or groin area. Do anything possible to prevent an ongoing attack or future killings. Attack and keep on attacking until the shooter is stopped. Do not give up until the shooter is disarmed.

If, at any time, the gun is pointed down, hold it there or grab and hold the shooter’s arm down. The leverage this creates makes it difficult for the shooter to raise the gun and continue shooting. If involved in a tug-of-war situation with the gun, push the gun into the shooter and let go. This action may cause the shooter to stumble and could make it easier to get the shooter to the ground.

Think about moves that are against the rules in a wrestling match or a mixed martial arts fight — biting, stomping on feet, hitting below the belt — they’re against the rules because they are effective. Go ahead and fight dirty. Then, work together with coworkers to restrain the shooter until police arrive. Only those familiar with firearm safety should handle the gun. Do not inadvertently fire the weapon and hurt others trying to attack or restrain the shooter. No one should be handling the gun when law enforcement arrives.

After police arrive at the scene

  • Stay clear of police officers and calmly exit the premises when possible, but remain at the scene to help provide information to the police.
  • If remaining behind, help save lives with first aid and bleeding control practices.
  • When speaking with law enforcement officers, avoid embellishments, opinions, or hearsay.

When police arrive at the scene, their primary roles are to:

  • Stop the shooter from killing people,
  • Stop wounded or injured people from dying, and
  • Evacuate the building.

Officers may enter the building with little to no information on the number of shooters or their locations. Keep in mind the police are actively looking for the threat. If confronted by police, follow their verbal commands, keep hands up and visible, spread fingers to indicate the absence of a weapon, and avoid any sudden movements.

Be sure to stay out of the officers’ way when moving toward exits. Do not try to grab onto the officers or attempt to hide behind them. Do not point, yell, or scream at them. Try to remain calm and exit quickly.

Remember that upon entering the scene, officers will not stop to help injured persons. They must secure the area (stop the threat) so emergency medical personnel can enter the building and offer aid to those who need it. Help save lives by learning first aid and bleeding control basics. Uncontrolled bleeding can result in death in as little as 5 to 10 minutes. It is the #1 cause of preventable death from trauma.

After the incident

After the threat has been stopped and the area secured, law enforcement will let people know it’s safe. Do not leave the scene. Police officers will want to talk to everyone involved at that time or as soon as possible after the event occurs.

When speaking with law enforcement officers, always tell the truth. Stick only to known facts and avoid embellishments, opinions, or hearsay. Tell officers specifically what was seen, heard, and experienced.

Do not talk to reporters or post details about the situation on social media. Direct all media inquiries to a corporate communications director or designated company representative.

For many, surviving an active shooting incident will be the most traumatic event of their life. Seek counseling through programs available at work or in the community.

Firearms in personal vehicles

  • Although many states have adopted laws that allow employees to store a firearm in a personal vehicle, employers can still prohibit weapons on company property, including company vehicles.
  • Signs may be posted outside of businesses open to the public that designate them as gun-free zones, although signs are not typically required under state law.
  • An employer may establish a general weapons prohibition for most employees but choose to allow exceptions for specified groups.

Personal vehicles

Though employers can ban guns in the workplace, about half of U.S. states have adopted laws which allow employees to store a firearm in a personal vehicle, even if the vehicle is parked on company property. Generally, the vehicle must be locked, and the firearm should not be visible from outside the vehicle.

These laws often do not allow for policies that prohibit weapons in personal vehicles, though some state laws have exceptions for jails, schools, or businesses that provide natural gas or liquid petroleum.

Many of these laws prevent employers from asking whether an applicant or employee has a permit to carry a concealed weapon and may prohibit making hiring or firing decisions based on such information. A few states also prohibit employers from searching an employee’s vehicle for weapons, although searches may be conducted for other legitimate reasons (such as stolen property or drugs).

Company vehicles

Although these laws appear under state concealed carry statutes, they apply only to weapons in personal vehicles. The laws do not prevent employers from restricting weapons in company vehicles. In addition, employers may still prohibit weapons anywhere else on company property, including outdoor areas and buildings.

While employers may prohibit weapons in company vehicles, the provision for storing a firearm in a personal vehicle may extend to an employee’s use of that vehicle for business, and a prohibition against carrying weapons during work time can still be enforced. For example, a pizza delivery driver who uses a personal vehicle could not be prohibited from keeping a firearm in the vehicle while making deliveries, but could still be prohibited from carrying the weapon in a hip holster or pocket while making those deliveries.

Signs

If the business is open to the public, the employer may post a sign which informs the public that weapons are not permitted on the premises. Some jurisdictions require specific signs to be posted before prohibiting weapons. State laws may have guidelines for the size of the sign, the size of the letters used, or even require that specific language be used. If members of the public enter the premises in violation of the sign, they can be asked to leave, and refusal to do so is typically considered unlawful trespassing.

Some states designate certain types of private businesses to be gun-free zones, such as bars, day cares, and in states where it is legal, marijuana dispensaries.

In most states, employers are not required to post signs for the purpose of notifying employees about any restrictions, since employees who are familiar with company policies should already be aware of any restrictions. However, employers can certainly choose to post signs, and a few state laws (Illinois in particular) may require posting even if employees are made aware of the policy through other means. Acceptable signs in Illinois are available on the Illinois State Police Firearms Services Bureau website at ispfsb.com/Public/Signage.aspx.

Company policies concerning weapons

Some employers have asked if the company may prohibit weapons in general, but still allow specified individuals (such as company owners or members of management) to possess firearms on the premises. State laws do not actually require employers to prohibit weapons, and organizations that choose to do so should be able to create exceptions, as long as the policy is not discriminatory (e.g., based on gender, age, race, national origin, or other protected classes).

Employers commonly establish different policies or benefits for groups of employees. In the same way, an employer could establish a general weapons prohibition for most employees, but choose to allow exceptions for specified groups based on employment status or classification, such as management.

Because gun laws vary, it’s best to check which state and local laws are applicable to the specific business location to make sure policies and signs are compliant.

Asking about permits

  • Some state laws prohibit inquiring about concealed weapon carry permits, either implicitly or explicitly.
  • Employers should avoid asking questions that are not related to job duties, like asking about permits.

If the employer does choose to ask about carry permits, there should be a legitimate business reason for doing so.

Is it OK to ask employees about permits?

Employers should review state laws before asking questions about whether a potential employee possesses a carry permit. Some laws may prohibit the inquiry, whether explicitly or implicitly. For example, a law may not specifically prohibit such questions, but might prohibit an employer from conditioning employment on the answer. This may raise questions about why the employer asked in the first place.

As a further example, employers usually avoid asking about an employee’s age because of concerns about age discrimination claims, even though the Age Discrimination in Employment Act does not prohibit such questions. However, asking for the information may raise questions about how the employer will use the information.

Attempting to assert a business reason for asking about concealed carry permits might result in additional inquiries. For example, Alabama law allows employees to store a firearm in a personal vehicle during hunting season if the employee has a hunting license. An employer who claims a business need to know about firearms in the parking lot might therefore need to make annual inquiries on whether employees purchased a hunting license.

How will the employee react?

Another consideration is whether employees would answer questions about carry permits. They might feel that the information is none of the company’s business and refuse to answer, or provide a false answer. If state law prohibits adverse action based on possession of a permit, any disciplinary action taken for that refusal or dishonesty might be seen as improper. This assumes the employer could uncover evidence of dishonesty, since lists of permit holders are not normally available to the public.

While some employers may be uncomfortable with these laws, asking about information that is speculative or not related to the job duties should generally be avoided.

Legitimate business reasons for inquiries

If an employer does feel the need to ask questions about permits, there should be a legitimate business reason for doing so. For example, most state laws which allow firearms in personal vehicles will require that the weapon remain out of sight, and that the weapon should not be removed from the vehicle. If another employee reports seeing a weapon (or reports that someone was handling a weapon in the parking lot), the employer’s investigation can certainly include questions about whether the individual has a permit.

Similarly, the possibility that an aggressive or potentially violent employee may have a weapon on the premises can be the basis for a legitimate inquiry. If a particular employee gets angry and begins shouting or making threats toward others, the company may choose to ask whether that employee has a permit for a concealed weapon. If adverse employment action is taken, the employer should still be able to show that the underlying conduct (not merely the possession of a permit) was the foundation for that decision.

Management commitment and worker participation

  • The combination of management and employee involvement in workplace violence prevention programs is essential to the program’s success.
  • Management should acknowledge the value of a safe, healthful, violence-free workplace and take steps to ensure programs get the attention they deserve.
  • Employees should provide feedback and insight for the programs to ensure the programs meet their specific needs.

Management commitment and worker participation are essential elements of an effective violence prevention program. Management’s ability to provide full support for the development of the workplace’s program, combined with worker involvement, is critical for the success of the program. One way to develop procedures that ensure management and employees are involved in the creation and operation of a workplace violence prevention program is to hold regular meetings — possibly as a team or committee.

Management’s commitment

Effective management leadership begins by recognizing that workplace violence is a safety and health hazard. Management commitment, including the endorsement and visible involvement of top management, provides the motivation and resources for workers and employers to deal effectively with workplace violence.

This commitment should include:

  • Acknowledging the value of a safe, healthful, violence-free workplace and ensuring and exhibiting equal commitment to the safety and health of workers;
  • Allocating appropriate authority and resources to all responsible parties, including access to information, personnel, time, training, tools, or equipment;
  • Assigning responsibility and authority for various aspects of the workplace violence prevention program to ensure all managers and supervisors understand their obligations;
  • Maintaining a system of accountability for involved managers, supervisors, and workers;
  • Supporting and implementing appropriate recommendations from safety and health committees;
  • Establishing a comprehensive program of medical and psychological counseling and debriefing for workers who have experienced or witnessed assaults and other violent incidents;
  • Ensuring that trauma-informed care is available for workers who want/need it;
  • Establishing policies that ensure incidents and near misses are reported, recorded, and monitored; and
  • Ensuring that no reprisals are made against anyone who does report or record an incident in good faith.

Additionally, management should:

  • Articulate a policy and establish goals,
  • Allocate sufficient resources, and
  • Uphold program performance expectations.

Employee involvement

Through involvement and feedback, workers can provide useful information to employers to design, implement, and evaluate the program. Workers with different functions and at various organizational levels also bring a broad range of experience and skills to program design, implementation, and assessment. The range of viewpoints and needs should be reflected in committee composition.

Employee involvement should include:

  • Participating in the development, implementation, evaluation, and modification of the workplace violence prevention program;
  • Participating in safety and health committees that receive violent incident reports or security problems, making facility inspections and responding to recommendations for corrective strategies;
  • Providing input on additions to or redesigns of facilities;
  • Identifying the daily activities that employees believe put them most at risk for workplace violence;
  • Discussing and assessing improvement strategies for policies and procedures — including complaint and suggestion programs designed to improve safety and security;
  • Ensuring that there is a way to report and record incidents and near misses, and that issues are addressed appropriately;
  • Ensuring that there are procedures to ensure that employees are not retaliated against for voicing concerns or reporting injuries; and
  • Participating in employee training and continuing education programs.

Worksite analysis and hazard identification

  • Step-by-step assessments of a worksite can help reduce potential hazards and prevent violent incidences.
  • Assessments should be conducted by a team that includes different levels of management, employees, operation representatives, and other important personnel.
  • Periodic inspections of the workplace outside of the regular assessments help ensure that hazards are appropriately identified and handled.

A worksite analysis involves a mutual step-by-step assessment of the workplace to find existing or potential hazards that may lead to incidents of workplace violence. Cooperation between workers and employers in identifying and assessing hazards is the foundation of a successful violence prevention program.

Who should complete the assessment?

The assessment should be made by a team that includes senior management, supervisors, and workers. Although management is responsible for controlling hazards, workers have a critical role to play in helping to identify and assess workplace hazards because of their knowledge and familiarity with facility operations, process activities, and potential threats.

Depending on the size and structure of the organization, the team may also include representatives from operations, employee assistance, security, occupational safety and health, legal, and human resources staff. The assessment should include a records review, a review of the procedures and operations for different jobs, employee surveys, and a workplace security analysis.

Following the assessment

Once the worksite assessment analysis is complete, it should be used to identify the types of hazard prevention and control measures needed to reduce or eliminate the possibility of a workplace violence incident occurring. In addition, it should assist in the identification or development of appropriate training.

The assessment team should also determine how often and under what circumstances worksite analyses should be conducted. For example, the team may determine that a comprehensive worksite analysis should be conducted annually, but require that an investigative analysis occur after every incident or near miss.

Periodic inspections

Additionally, those conducting the worksite analysis should periodically inspect the workplace and evaluate worker tasks in order to identify hazards, conditions, operations and situations that could lead to potential violence. The advice of independent reviewers, such as safety and health professionals, law enforcement or security specialists, and insurance safety auditors may be solicited to strengthen programs. These experts often provide a different perspective that serves to improve a program.

Information is generally collected through:

  • Records analysis,
  • Job hazard analysis,
  • Employee surveys, and
  • Customer surveys.

Information collected for a worksite analysis

  • Records should be reviewed, analyzed, and tracked to spot preventable patterns and implement appropriate controls.
  • The job hazard analysis examines the relationship between the employee, the task, the tools, and the work environment, making worker participation essential.
  • Employee questionnaires or surveys help identify and correct risks and should include feedback and follow-up reports.

Records analysis and tracking

Records review is important to identify patterns of assaults or near misses that could be prevented or reduced through the implementation of appropriate controls. Records review should include medical, safety, specific threat assessments, workers’ compensation, and insurance records.

The review should also include the Occupational Safety and Health Administration (OSHA) Log of Work-Related Injuries and Illnesses (OSHA Form 300) if the employer is required to maintain one. In addition, incident/near-miss logs, a facility’s general event or daily log, and police reports should be reviewed to identify assaults relative to particular:

  • Locations,
  • Work areas,
  • Job titles,
  • Activities—such as cashiers, and
  • Time of day.

Job hazard analysis

A job hazard analysis is an assessment that focuses on job tasks to identify hazards. The job hazard analysis examines the relationship between the employee, the task, the tools, and the work environment.

Reviewing procedures and operations connected to specific tasks or positions helps identify if those tasks contribute to hazards related to workplace violence. These tasks can then be modified to reduce the likelihood of future violence.

Worker participation is an essential component of the analysis. As noted in OSHA’s publication on job hazard analyses, priority should be given to specific types of job. For example, priority should be given to:

  • Jobs with high assault rates due to workplace violence,
  • Jobs that are new to an operation or have undergone procedural changes that may increase the potential for workplace violence, and
  • Jobs that require written instructions.

After an incident or near miss, the analysis should focus on:

  • Analyzing those positions that were affected;
  • Identifying if existing procedures and operations were followed, and if not, identify why (in some instances, not following procedures could result in more effective protections);
  • Identifying if staff were adequately qualified and/or trained for the tasks required; and
  • Developing, if necessary, new procedures and operations to improve staff safety and security.

Employee surveys

Employee questionnaires or surveys are effective ways for employers to identify potential hazards that may lead to violent incidents, identify the types of problems workers face in their daily activities, and assess the effects of changes in work processes.

Detailed baseline screening surveys can help pinpoint tasks that put workers at risk. Periodic surveys — conducted at least annually or whenever operations change/incidents of workplace violence occur — help identify new or previously unnoticed risk factors and deficiencies or failures in work practices.

The periodic review process should also include feedback and follow-up. Questions for the review process may include:

  • What daily activities, if any, expose you to the greatest risk of violence?
  • What, if any, work activities make you feel unprepared to respond to a violent action?
  • Can you recommend any changes or additions to the workplace violence prevention training you received?

Hazard prevention and control

  • Hazards must be identified, controls must be implemented, and the success of those goals must be evaluated for prevention programs to be successful.
  • Hazards may be eliminated through substitutions, workplace/engineering adaptations, and administrative controls.

After the systematic worksite analysis is complete, the employer should take the appropriate steps to prevent or control the hazards that were identified.

To do this, the employer should:

  • Identify and evaluate control options for workplace hazards;
  • Select effective and feasible controls to eliminate or reduce hazards;
  • Implement these controls in the workplace;
  • Follow up to confirm that these controls are being used and maintained properly; and
  • Evaluate the effectiveness of controls and improve, expand, or update them as needed.

In the field of industrial hygiene, these steps are generally categorized, in order of effectiveness, as:

  • Substitution,
  • Engineering controls, and
  • Administrative and work practice controls.

These principles can also be applied to the field of workplace violence. In addition, employers should ensure that, if an incident of workplace violence occurs, post-incident procedures and services are in place and/or immediately available.

Substitution

The best way to eliminate a hazard is to eliminate it or substitute a safer work practice. While these substitutions may be difficult in some operations, they still should be considered and implemented.

Engineering controls and workplace adaptations

Engineering controls are physical changes that either remove the hazard from the workplace or create a barrier between the worker and the hazard. In facilities where it is appropriate, there are several engineering control measures that effectively prevent or control workplace hazards. Engineering control strategies include:

  • Using physical barriers (such as enclosures or guards) or door locks to reduce employee exposure to the hazard,
  • Metal detectors,
  • Panic buttons,
  • Better or additional lighting, and
  • More accessible exits (where appropriate).

The measures taken should be site-specific and based on the hazards identified in the worksite analysis appropriate to the specific setting. For example, closed circuit videos and bulletproof glass may be appropriate in convenience store, but not at a new vehicle dealership.

If new construction or modifications are planned for a facility, assess any plans to eliminate or reduce security hazards.

Administrative and work practice controls

Administrative and work practice controls are appropriate when engineering controls are not feasible or not completely protective. These controls affect the way workers perform jobs or tasks. Changes in work practices and administrative procedures can help prevent violent incidents.

As with engineering controls, the practices chosen to abate workplace violence should be appropriate to the type of site and in response to hazards identified.

Post-incident procedures and services

  • Identifying the root cause of the indecent and taking immediate steps to help those affected is crucial to the success of the prevention program.
  • Treatment and strong follow-up programs for employees who have been victimized and traumatized should be immediate.
  • The five basic steps to investigating the report should begin as soon as the immediate needs are taken care of.

Post-incident response and evaluation are important components to an effective violence prevention program. Thoroughly investigating incidents of workplace violence provides a roadmap to avoiding fatalities and injuries associated with future incidents. The purpose of the investigation should be to identify the “root cause” of the incident. Root causes, if not corrected, inevitably recreate the conditions for another incident to occur.

Immediate first steps

When an incident occurs, the immediate first steps are to:

  • Provide first aid and emergency care for the injured worker(s), and
  • To take any measures necessary to prevent others from being injured.

All workplace violence programs should provide comprehensive treatment for workers who are victimized personally or may be traumatized by witnessing a workplace violence incident. Injured staff should receive prompt treatment and psychological evaluation whenever an assault takes place, regardless of its severity — free of charge. Also, injured workers should be provided transportation to medical care.

Victims of workplace violence could suffer a variety of consequences in addition to their actual physical injuries. These may include:

  • Short- and long-term psychological trauma;
  • Fear of returning to work;
  • Changes in relationships with coworkers and family;
  • Feelings of incompetence, guilt, powerlessness; and
  • Fear of criticism by supervisors or managers.

Follow-up programs

Consequently, a strong follow-up program for these workers will not only help them address these problems, but also help prepare them to confront or prevent future incidents of violence.

Several types of assistance can be incorporated into the post-incident response. For example, trauma-crisis counseling, critical-incident stress debriefing, or employee assistance programs may be provided to assist victims.

Whether the support is trauma-informed or not, counseling should be provided by:

  • Certified employee assistance professionals,
  • Psychologists,
  • Psychiatrists,
  • Clinical nurse specialists, or
  • Social workers.

Alternatively, the employer may refer staff victims to an outside specialist. The employer may establish an employee counseling service, peer counseling, or support groups.

Counselors should be well-trained and have a good understanding of the issues and consequences of assaults and other aggressive, violent behavior. Appropriate and promptly rendered post-incident debriefings and counseling reduce acute psychological trauma and general stress levels among victims and witnesses. In addition, this type of counseling educates staff about workplace violence and positively influences workplace and organizational cultural norms to reduce trauma associated with future incidents.

Investigation steps

Once these immediate needs are taken care of, the investigation should begin promptly. The basic steps in conducting incident investigations are to:

  1. Report as required. Determine who needs to be notified, both within the organization and outside (e.g., authorities), when there is an incident. Understand what types of incidents must be reported and what information needs to be included. If the incident involves hazardous materials, additional reporting requirements may apply.
  2. Involve workers in the incident investigation. The employees who work most closely in the area where the event occurred may have special insight into the causes and solutions.
  3. Identify root causes. Identify the root causes of the incident. Don’t stop an investigation at “worker error” or “unpredictable event.” Ask “why” the worker responded in a certain way, etc.
  4. Collect and review other information. Depending on the nature of the incident, records related to training, maintenance, inspections, audits, and past incident reports may be relevant to review.
  5. Investigate near misses. In addition to investigating all incidents resulting in a fatality, injury or illness, any near misses (defined as a situation that could potentially have resulted in death, injury, or illness) should be promptly investigated as well. Near misses are caused by the same conditions that produce more serious outcomes and signal that some hazards are not being adequately controlled, or that previously unidentified hazards exist.

Safety and health training

  • Education and training are key elements of a workplace violence protection program.
  • Training programs should involve all workers, including contract workers, supervisors, and managers.

Supervisors and managers must be trained to recognize high-risk situations so they can ensure workers are not placed in assignments that compromise their safety.

Education and training

Education and training are key elements of a workplace violence protection program. These elements help ensure that all employees are aware of potential hazards and know how to protect themselves and their coworkers using established policies and procedures.

Training can:

  • Help raise the overall safety and health knowledge across the workforce,
  • Provide employees with the tools needed to identify workplace safety and security hazards, and
  • Address potential problems before they arise and ultimately reduce the likelihood of workers being assaulted.

The training program should involve all workers, including contract workers, supervisors, and managers. Workers who may face safety and security hazards should receive formal instruction on any specific or potential hazards associated with the unit or job and the facility. Such training may include information on the types of injuries or problems identified in the facility, including methods to control the specific hazards. It may also include instructions on how to limit physical interventions during workplace altercations whenever possible.

Understanding the importance of training

Every worker should understand the concept of “universal precautions for violence”— that is, that violence should be expected but can be avoided or mitigated. In addition, workers should understand the importance of a culture of respect, dignity, and active mutual engagement in preventing workplace violence.

New and reassigned workers should receive an initial orientation before starting their job duties. All workers should receive required training annually. In high-risk settings and institutions, refresher training may need to happen more frequently, perhaps monthly or quarterly, to effectively reach and inform all workers. Effective training programs should involve role-playing, simulations, and drills.

Training for supervisors and managers

Supervisors and managers must be trained to recognize high-risk situations so they can ensure workers are not placed in assignments that compromise their safety. Such training should encourage workers to report incidents and to seek the appropriate care after experiencing a violent incident.

Supervisors and managers should learn how to reduce safety hazards and ensure that workers receive appropriate training. Following training, supervisors and managers should be able to recognize a potentially hazardous situation and make any necessary changes to reduce or eliminate the hazards.

The training program should also include an evaluation. At least annually, the program content, the methods, and the frequency of training should be reviewed. Program evaluation may involve supervisor and employee interviews, testing, observation, and review of reports related to the behavior of individuals in threatening situations.

Training topics, recordkeeping, and program evaluation

  • Depending on the severity of the risk, a combination of training programs may be used to keep management up to date on violence prevention.
  • Keeping accurate records and performing evaluations of violence prevention programs are essential for determining effectiveness, identifying issues, and quickly applying needed changes.

Training topics may include management of assaultive behavior, professional/police assault-response training, or personal safety training on how to prevent and avoid assaults. A combination of training programs may be used, depending on the severity of the risk.

In general, training should cover the policies and procedures for a facility as well as de-escalation and self-defense techniques. Both de-escalation and self-defense training should include a hand-on component. The following provides a list of possible topics:

  • A workplace violence prevention policy;
  • Risk factors that cause or contribute to assaults;
  • The location, operation, and coverage of safety devices, such as alarm systems, along with information about required maintenance schedules and procedures;
  • Early recognition of escalating behavior or recognition of warning signs or situations that may lead to an assault;
  • Ways to recognize and prevent/diffuse volatile situations or aggressive behavior;
  • Ways to manage anger and appropriately use medications;
  • Ways to deal with hostile customers;
  • Proper use of safe rooms and areas where staff can find shelter from a violent incident;
  • A standard response action plan for violent situations that includes knowing the availability of assistance, knowing how to respond to alarm systems, and knowing how to handle communication procedures;
  • Self-defense procedures;
  • Ways to protect oneself and coworkers, including the use of a “buddy system”;
  • Policies and procedures for reporting and recordkeeping; and
  • Policies and procedures for obtaining care, counseling, workers’ compensation, or legal assistance after a violent episode or injury.

Recordkeeping and program evaluation

Recordkeeping and evaluation of the violence prevention program are necessary to determine its overall effectiveness and identify any deficiencies or changes that should be made.

Accurate records of injuries, illnesses, incidents, assaults, hazards, corrective actions, and training can help employers:

  • Determine the severity of the problem;
  • Identify any developing trends or patterns in particular locations, jobs, or departments;
  • Evaluate methods of hazard control;
  • Identify training needs; and
  • Develop solutions for an effective program.

Key records include:

  • The Occupational Safety and Health Administration (OSHA) Log of Work-Related Injuries and Illnesses (OSHA Form 300). Covered employers are required to prepare and maintain records of serious occupational injuries and illnesses using the OSHA 300 Log. As of January 2015, all employers must promptly report to OSHA:
    • All work-related fatalities within 8 hours, and
    • All work-related inpatient hospitalizations, all amputations, and all losses of an eye within 24 hours.

Injuries caused by assaults must be entered on the log if they meet the recording criteria:

  • Medical reports of work injury, workers’ compensation reports, and supervisors’ reports for each recorded assault. These records should describe the type of assault — such as an unprovoked sudden attack or patient-to-patient altercation — who was assaulted, and all other circumstances of the incident. The records should include a description of the environment or location, lost work time that resulted, and the nature of injuries sustained. These medical records are confidential documents and should be kept in a locked location under the direct responsibility of a healthcare professional.
  • Records of incidents of abuse, reports conducted by security personnel, and verbal attacks or aggressive behavior that may be threatening, such as pushing or shouting and acts of aggression. This may be kept as part of an assaultive incident report. Ensure that the affected department evaluates these records routinely.
  • Documentation of minutes of safety meetings, records of hazard analyses, and corrective actions recommended and taken.
  • Records of all training programs, attendees, and qualifications of trainers.

Elements of a program evaluation

  • Employers should regularly evaluate safety and security measures as part of the overall violence prevention program.
  • Evaluation reports should be shared with all workers, and any changes should be discussed at regular meetings.

As part of their overall program, employers should evaluate their safety and security measures. Top management should review the program regularly and, with each incident, evaluate its success. Responsible parties (including managers, supervisors and employees) should reevaluate policies and procedures on a regular basis to identify deficiencies and take corrective action.

Management should share workplace violence prevention evaluation reports with all workers. Any changes in the program should be discussed at regular meetings.

All reports should protect worker confidentiality either by presenting only aggregate data or by removing personal identifiers.

Processes involved in an evaluation include:

  • Establishing a uniform violence reporting system and a regular schedule to review reports;
  • Reviewing reports and minutes from staff meetings on safety and security issues;
  • Analyzing trends and rates in illnesses, injuries, or fatalities caused by violence relative to initial or “baseline” rates;
  • Measuring improvement based on lowering the frequency and severity of workplace violence;
  • Keeping up-to-date records of administrative and work practice changes to prevent workplace violence and to evaluate how well they work;
  • Surveying workers before and after making job or worksite changes or installing security measures/new systems to determine their effectiveness;
  • Tracking recommendations through to completion;
  • Surveying workers periodically to learn if they experience hostile situations while performing their jobs;
  • Complying with the Occupational Safety and Health Administration (OSHA) and state requirements for recording and reporting injuries, illnesses, and fatalities; and
  • Requesting periodic law enforcement or outside consultant review of the worksite for recommendations on improving worker safety.

Violence prevention programs and employer obligations

  • Workplaces can reduce or eliminate the risk of violence by implementing a violence prevention program that combines training, site analysis, and combined management and employee participation.
  • OSHA doesn’t specifically regulate workplace violence prevention but does expect employers to keep employees safe.
  • Recommendations include a combination of administrative controls, engineering controls, and worker training.

Violence prevention programs

A written program for workplace violence prevention, incorporated into an organization’s overall safety and health program, offers an effective approach to reduce or eliminate the risk of violence in the workplace. A violence prevention program focuses on developing processes and procedures appropriate for the workplace in question.

The building blocks of an effective workplace violence prevention program include:

  • Management commitment and employee participation,
  • Worksite analysis,
  • Hazard prevention and control,
  • Safety and health training, and
  • Recordkeeping and program evaluation.

The components are interdependent and require regular reassessment and adjustment to respond to changes within an organization, such as expanding a facility or changes in managers, customers, or procedures.

A workplace’s violence prevention program should have clear goals and objectives for preventing workplace violence, be suitable for the size and complexity of operations, and be adaptable to specific situations and specific operations. As with any occupational safety and health program, it should be evaluated and reassessed on a regular basis.

Employer obligations

While the Occupational Safety & Health Administration (OSHA) does not have specific requirements for employers regarding violence prevention, the agency expects employers to keep employees safe. Recommendations include:

  • Assessing risks;
  • Developing a safety and health program;
  • Developing a procedure for employees to report concerns;
  • Using engineering controls (as feasible);
  • Using administrative controls;
  • Training workers in, at a minimum:
    • How to recognize the earliest stages of a possible assault,
    • How to avoid or mitigate potential violent encounters (including some words that non-English speakers may use to help de-escalate an assault),
    • How to seek refuge/assistance if violence appears imminent, and
    • How to use restraint and/or release techniques.
  • Establishing a comprehensive program of medical and psychological counseling and debriefing for employees experiencing or witnessing assaults and other violent incidents; and
  • Providing reliable means of communication (e.g., two-way radios) to employees who may need to summon assistance.

Active shooting incidents

  • Active shooting incidents have been on the rise in the United States, and paying attention to warning signs can help prevent future incidents in the workplace.
  • Active shooters tend to be white males acting alone but are otherwise difficult to profile.
  • Shootings often begin with the shooter targeting specific individuals and then moving on to a larger pool of victims chosen by opportunity.

While it�s scary to use the word �epidemic� when describing active shootings in the United States, incidents are becoming more frequent. Attack locations are unpredictable � most often businesses, but also schools, government buildings, churches, and outside venues. In addition, the number of people injured or killed during each incident is rising.

Shooters often exhibit signs (subtle though they may be) in the weeks before an attack, and paying attention to these signs can save lives.

For most people, believing someone they know is capable of such violence can be difficult. Thoughts of �I�m overreacting� or �I�ll get them in trouble� can stop people from reporting what they have observed. But there is a difference between tattling (or wanting someone to get into trouble) and telling (or wanting to save someone or prevent something bad from happening).

The more familiar people become with the warning signs conveyed by shooters leading up to their attacks, the more incidents can be prevented.

Characteristics of active shooters

According to the U.S. Department of Homeland Security (DHS), an active shooter is �an individual actively engaged in killing or attempting to kill people in a confined and populated area.� The majority of incidents end before law enforcement arrives. To help prevent loss of human life in an active shooting incident, companies and individual employees must take steps to plan and prepare for these types of events.

The unfortunate truth is there are few similarities among active shooters, the locations they target, or their choice of victims. A study by the Federal Bureau of Investigation (FBI) found that the majority of shooters were males acting alone, but other demographic factors varied widely. Aside from gender (94% male) and race (63% white), there were no similarities in age, education, employment, or criminal background of the shooters studied.

Active shooting incidents

Active shooting incidents start abruptly and typically last just minutes, most often ending before police arrive on the scene. These incidents have taken place in rural areas, suburban communities, and large cities. Most incidents happen in areas of commerce (42%), but shooters also target schools, open areas, government buildings, residences, churches, and healthcare facilities.

If a shooter is targeting specific individuals (which occurs in the majority of cases), the rampage may start in a private residence or office building and then move to a more populated location. There, the shooter continues shooting, indiscriminately choosing victims simply by who is easiest to hit. The age, gender, race, religion, and culture of victims rarely matter to the shooter.

The FBI study also looked at the amount of time shooters spent planning and preparing for their attack:

  • Planning: Active shooters can spend anywhere from a few hours to years planning their attacks. This can include things like making the decision to be violent in the first place, selecting targets, and conducting surveillance. Since planning largely takes place in the shooter�s mind, it may go unnoticed, especially if the shooter is already familiar with his targeted location or intended victims� schedule.
  • Preparing: Actions taken to prepare for the shooting, such as making arrangements for the event or obtaining firearms or body armor, are more noticeable.

Workplace violence indicators

  • Active shooters have often experienced multiple major stressors in the previous year and believe their attack is fighting back against an injustice.
  • Warning signs include combative behavior, increased substance use, depression, decreased hygiene, and obsession with weapons.

Active shooters typically have an �avenger mindset,� often believing they are fighting back against an injustice, either real or perceived, that has happened to them or someone they know. This feeling of having been wronged or treated unfairly can be triggered by stressors in their personal life (financial, legal, or relationship problems; drug or alcohol abuse; mental or physical ailments) or in the workplace (job loss, suspension, unequal or unfair treatment, harassment). Generally, active shooters experience multiple stressors (with an average of more than three) in the year before their attack.

Many active shooters exhibit warning signs or give hints of their intentions to others in person or through social media. The most important thing employees can do is report any indication of violence or retaliation � no matter how small it may seem � to their supervisor or Human Resources (HR) department.

While an employee who bullies, intimidates, or threatens coworkers should definitely be reported to the employer, other actions can also indicate that an individual may become violent. Warning signs may include:

  • A notable increase in frustration or picking fights,
  • An obsession with weapons,
  • A decline in health or hygiene habits,
  • An increase in alcohol or drug use, or
  • Signs of suicidal thoughts or depression.

Employees should be encouraged to talk with their supervisor about how to report both actual violence and precursors to violence at their company.

The advice �If you see something, say something.� applies here. As in other situations where that advice is given, �saying something� may feel like an overreaction, but it is everyone�s responsibility to themselves and their coworkers to give supervisors the chance to address behavioral problems before they escalate.

Reporting worrisome conduct is not an attempt to get another individual in trouble, but a way to get that person help before anything bad happens. Many shootings could have been prevented had someone spoken out.

Employers have a legal requirement to take employees� concerns seriously and, crucially, to protect them from any retaliation.

Identifying and responding to an active shooter situation

  • While employers are responsible for keeping their workers safe, everyone should know how to recognize and respond to threats.
  • Disaster response has three stages � denial, deliberation, and decision � and the faster the decision stage is reached, the better.

Employers have a responsibility to keep their workforce safe, but employees should know how � and be encouraged � to take control of their own safety. No one should have to put their well-being entirely into the hands of others.

Everyone has the right to do what is necessary to stay safe. Just like any other threat (fire, tornado), people can learn to identify and survive an active shooting situation.

The subconscious mind cannot tell the difference between imaginary and real situations. Therefore, it can be helpful to practice how to respond to an active threat by both:

  • Visualizing (seeing the event unfold in the mind), and
  • Seeding (adding sounds and experiencing the feelings of the event).

Identifying an active shooting in progress

Gunfire is not a common sound in most workplaces, so the human brain will typically associate the noise with something less frightening to prevent triggering a stressful physiological response. �Could it be a car backfiring? Is someone shooting off fireworks?�

However, those noises are no more common than gunfire � just less scary. Thus, it�s imperative not to waste time wondering if it was gunfire or not.

Actual gunfire will be followed by sounds of hysteria � screaming, yelling, and running as people react to the situation. This is the time to take action in order to survive. The action to take will depend on the responder�s location, physical abilities, and distance from the active shooter.

There are three stages of disaster response, and the chance of survival increases with the speed that a person proceeds through them:

  1. Denial. The brain makes up stories as protection � it doesn�t want to believe the situation is real or be the first to react.
  2. Deliberation. The human brain (rational thinking) and the reptilian brain (fight, flight, or freeze) are in conflict.
  3. Decisive moment. Time to take action.

Assessing the situation

  • Planning escape routes from unfamiliar areas and maintaining situational awareness are important components of personal safety.
  • People should be able to quickly and realistically assess their abilities in a crisis situation, then move past fear to action.

While at work, people are most familiar with the area surrounding their desks or workspaces. They likely know multiple routes out of the building and are familiar with nearby conference areas or break rooms.

However, when working or meeting in unfamiliar areas, it�s wise to take a minute and plan out possible courses of action if faced with an active threat. There are three important questions to ask in each unfamiliar location:

  • What are the options for exiting the building? (Know more than one way out of the building);
  • Which location(s) could be secured if the shooter tried to access them?; and
  • What could be used for self-defense? (Look for items that could be used as weapons).

Everyone should try to have a true awareness of their surroundings at all times. Shooters look for people not paying attention and those unaware of what is going on.

In an active shooter situation, there is a high possibility the shooter is carrying multiple firearms, extra ammunition, and possibly even explosives. No one should go near or attempt to pick up any device or bag left behind by the attacker because it may detonate.

In all likelihood, the attack has been well planned out; shooters are typically familiar with the layout of the building, giving them an advantage over the police. Some shooters are suicidal, so finding an escape is not part of their plan. They may not stop the attack until confronted by police or civilians, or until they decide to stop on their own.

Surviving an active threat requires people to realistically assess their own abilities, including:

  • How physically fit they are,
  • Any injuries that could prevent them from executing a plan, and
  • How well they can keep their composure.

It is important to move past fear quickly in order to make choices that lead to survival. Dropping to the ground or hiding under a table doesn�t work in this situation!

The number of casualties is determined by how quickly police arrive and how available targets are for the shooter. Since more than half of all active shootings end before law enforcement arrives, survival may depend on bystanders� ability to assess themselves and the situation to determine the best course of action. These include:

  • Avoiding the shooter,
  • Denying the shooter access to them, or
  • Defending themselves.

Doing nothing is not an option.

Avoiding the active threat

  • Fast, decisive escape is the wisest plan in an active shooting situation.
  • 911 should be called and informed about the situation as thoroughly as possible without speculation.

The best way to stay safe in an active shooting situation is to escape.

Escape tactics:

  • Run toward an exit, unless the route there crosses the shooter�s path;
  • If blocked from the closest exit but in reach of a window, break the window and get out; and
  • If in a group, break away from the others.

What not to do:

  • Hesitate,
  • Stay put,
  • Copy the actions of others,
  • Run in a group (this can turn a bunch of single targets into one more easily hit large target), or
  • Stop to gather belongings or go back for anything.

If others are hiding, frozen with fear, or unsure of what to do, they should be told to leave the area immediately. But if they hesitate or try to gather any belongings, it�s unwise to wait for them.

Pulling the fire alarm might seem like a good idea, but this sends the wrong signal to others in the building and could put them in the shooter�s path. It also summons firefighters rather than police.

Once outside and safe from harm, it�s time to focus on actions to help others, including:

  • Preventing people from entering the building, and
  • Calling 911.

The 911 dispatcher should not be given assumptions or guesses, but should be told as many facts as possible, such as:

  • Location;
  • Number of shooters;
  • Number of victims;
  • Whether any Improvised Explosive Devices (IEDs) were seen; and
  • All available information about the shooter, including:
    • The shooter�s location,
    • The shooter�s appearance,
    • What weapons the shooter is carrying,
    • Whether the shooter is wearing body armor, and
    • Anything the shooter said.

Denying the active shooter access

  • Find locations that provide cover and concealment when exiting is not an option.
  • Lock and barricade doors when possible, and avoid hiding in easy-to-spot locations.
  • Plan ahead and take steps to prevent exposure and injury.

If safely exiting the area is not possible, the next step is to actively find a location that can keep the attacker away. Ideally, this location should offer both:

  • Cover (to avoid getting hit by a bullet), and
  • Concealment (to hide from the shooter).

Lock the door if possible, and use anything available to barricade it, such as tables, desks, chairs, or other heavy objects.

Simple actions like these have proven effective in thwarting an active shooter who wants to cause as much harm as possible in the shortest amount of time. When the door is locked, the shooter typically moves on to find the next open door. If the door does not have a lock, try other methods of preventing entry. For example, binders can act as door stops for doors that open inwards, and belts can be wrapped around the closer arm of a hydraulic door to keep it from opening more than a few inches.

Never hide under a table or desk. This strategy alone will not provide any safety. Just because the shooter cannot be seen doesn�t mean the shooter cannot still see others. While this may be a familiar �duck and cover� position, it turns people into easy targets in an active shooter situation.

Use available resources and plan ahead

If a �go bag� is placed in the room, it will contain useful items. A �go bag� is simply a bag filled with items that can help a person survive an emergency situation. During an active threat incident, door stops, a window punch, and even a bleeding control kit can all help to save a life.

If the shooter is able to see inside a chosen hiding location, the room should appear empty. Increase invisibility by:

  • Shutting off the lights,
  • Staying away from windows,
  • Lining up against the wall with the door on it,
  • Being quiet,
  • Silencing cell phones, and
  • Turning off the phone�s vibration feature.

While waiting, start mentally creating a backup plan. Think about next possible moves. If running is the best option, think through which direction to go in. If fighting back becomes the only option, consider different defense maneuvers options to be prepared for any situation.

Defending against the active shooter

  • When there is no choice but to fight back, use any items available to improvise a weapon and take advantage of the shooter�s tunnel vision to attack from the side.
  • Fully commit to fighting back and use any means necessary to disable the shooter.
  • Do not fight fair; fight with fury and create chaos.

In some situations, there is no choice but to fight back against an active shooter. If the only option is to self-defense, look around the area for �improvised� weapons. Choose items within reach that can be used to injure or disable the active shooter like a fire extinguisher, shovel, scissors, coffee mug, or even a pot of hot coffee.

Studies show the active shooter will have tunnel vision; the shooter�s focus will be on targets in a direct line of vision, so individuals positioned directly on either side the shooter may be able to avoid notice. Take advantage of being outside the shooter�s �attack tunnel� and strike with full force from the side.

Fighting back

When fighting back, fully commit to the action. Do not fight fair. Fight with fury and create chaos. With fellow coworkers, aggressively attack the shooter; throw items to catch the shooter off guard and strike weak spots like eyes, throat, or groin area. Do anything possible to prevent an ongoing attack or future killings. Attack and keep on attacking until the shooter is stopped. Do not give up until the shooter is disarmed.

If, at any time, the gun is pointed down, hold it there or grab and hold the shooter�s arm down. The leverage this creates makes it difficult for the shooter to raise the gun and continue shooting. If involved in a tug-of-war situation with the gun, push the gun into the shooter and let go. This action may cause the shooter to stumble and could make it easier to get the shooter to the ground.

Think about moves that are against the rules in a wrestling match or a mixed martial arts fight � biting, stomping on feet, hitting below the belt � they�re against the rules because they are effective. Go ahead and fight dirty. Then, work together with coworkers to restrain the shooter until police arrive. Only those familiar with firearm safety should handle the gun. Do not inadvertently fire the weapon and hurt others trying to attack or restrain the shooter. No one should be handling the gun when law enforcement arrives.

After police arrive at the scene

  • Stay clear of police officers and calmly exit the premises when possible, but remain at the scene to help provide information to the police.
  • If remaining behind, help save lives with first aid and bleeding control practices.
  • When speaking with law enforcement officers, avoid embellishments, opinions, or hearsay.

When police arrive at the scene, their primary roles are to:

  • Stop the shooter from killing people,
  • Stop wounded or injured people from dying, and
  • Evacuate the building.

Officers may enter the building with little to no information on the number of shooters or their locations. Keep in mind the police are actively looking for the threat. If confronted by police, follow their verbal commands, keep hands up and visible, spread fingers to indicate the absence of a weapon, and avoid any sudden movements.

Be sure to stay out of the officers� way when moving toward exits. Do not try to grab onto the officers or attempt to hide behind them. Do not point, yell, or scream at them. Try to remain calm and exit quickly.

Remember that upon entering the scene, officers will not stop to help injured persons. They must secure the area (stop the threat) so emergency medical personnel can enter the building and offer aid to those who need it. Help save lives by learning first aid and bleeding control basics. Uncontrolled bleeding can result in death in as little as 5 to 10 minutes. It is the #1 cause of preventable death from trauma.

After the incident

After the threat has been stopped and the area secured, law enforcement will let people know it�s safe. Do not leave the scene. Police officers will want to talk to everyone involved at that time or as soon as possible after the event occurs.

When speaking with law enforcement officers, always tell the truth. Stick only to known facts and avoid embellishments, opinions, or hearsay. Tell officers specifically what was seen, heard, and experienced.

Do not talk to reporters or post details about the situation on social media. Direct all media inquiries to a corporate communications director or designated company representative.

For many, surviving an active shooting incident will be the most traumatic event of their life. Seek counseling through programs available at work or in the community.

Firearms in personal vehicles

  • Although many states have adopted laws that allow employees to store a firearm in a personal vehicle, employers can still prohibit weapons on company property, including company vehicles.
  • Signs may be posted outside of businesses open to the public that designate them as gun-free zones, although signs are not typically required under state law.
  • An employer may establish a general weapons prohibition for most employees but choose to allow exceptions for specified groups.

Personal vehicles

Though employers can ban guns in the workplace, about half of U.S. states have adopted laws which allow employees to store a firearm in a personal vehicle, even if the vehicle is parked on company property. Generally, the vehicle must be locked, and the firearm should not be visible from outside the vehicle.

These laws often do not allow for policies that prohibit weapons in personal vehicles, though some state laws have exceptions for jails, schools, or businesses that provide natural gas or liquid petroleum.

Many of these laws prevent employers from asking whether an applicant or employee has a permit to carry a concealed weapon and may prohibit making hiring or firing decisions based on such information. A few states also prohibit employers from searching an employee�s vehicle for weapons, although searches may be conducted for other legitimate reasons (such as stolen property or drugs).

Company vehicles

Although these laws appear under state concealed carry statutes, they apply only to weapons in personal vehicles. The laws do not prevent employers from restricting weapons in company vehicles. In addition, employers may still prohibit weapons anywhere else on company property, including outdoor areas and buildings.

While employers may prohibit weapons in company vehicles, the provision for storing a firearm in a personal vehicle may extend to an employee�s use of that vehicle for business, and a prohibition against carrying weapons during work time can still be enforced. For example, a pizza delivery driver who uses a personal vehicle could not be prohibited from keeping a firearm in the vehicle while making deliveries, but could still be prohibited from carrying the weapon in a hip holster or pocket while making those deliveries.

Signs

If the business is open to the public, the employer may post a sign which informs the public that weapons are not permitted on the premises. Some jurisdictions require specific signs to be posted before prohibiting weapons. State laws may have guidelines for the size of the sign, the size of the letters used, or even require that specific language be used. If members of the public enter the premises in violation of the sign, they can be asked to leave, and refusal to do so is typically considered unlawful trespassing.

Some states designate certain types of private businesses to be gun-free zones, such as bars, day cares, and in states where it is legal, marijuana dispensaries.

In most states, employers are not required to post signs for the purpose of notifying employees about any restrictions, since employees who are familiar with company policies should already be aware of any restrictions. However, employers can certainly choose to post signs, and a few state laws (Illinois in particular) may require posting even if employees are made aware of the policy through other means. Acceptable signs in Illinois are available on the Illinois State Police Firearms Services Bureau website at ispfsb.com/Public/Signage.aspx.

Company policies concerning weapons

Some employers have asked if the company may prohibit weapons in general, but still allow specified individuals (such as company owners or members of management) to possess firearms on the premises. State laws do not actually require employers to prohibit weapons, and organizations that choose to do so should be able to create exceptions, as long as the policy is not discriminatory (e.g., based on gender, age, race, national origin, or other protected classes).

Employers commonly establish different policies or benefits for groups of employees. In the same way, an employer could establish a general weapons prohibition for most employees, but choose to allow exceptions for specified groups based on employment status or classification, such as management.

Because gun laws vary, it�s best to check which state and local laws are applicable to the specific business location to make sure policies and signs are compliant.

Asking about permits

  • Some state laws prohibit inquiring about concealed weapon carry permits, either implicitly or explicitly.
  • Employers should avoid asking questions that are not related to job duties, like asking about permits.

If the employer does choose to ask about carry permits, there should be a legitimate business reason for doing so.

Is it OK to ask employees about permits?

Employers should review state laws before asking questions about whether a potential employee possesses a carry permit. Some laws may prohibit the inquiry, whether explicitly or implicitly. For example, a law may not specifically prohibit such questions, but might prohibit an employer from conditioning employment on the answer. This may raise questions about why the employer asked in the first place.

As a further example, employers usually avoid asking about an employee�s age because of concerns about age discrimination claims, even though the Age Discrimination in Employment Act does not prohibit such questions. However, asking for the information may raise questions about how the employer will use the information.

Attempting to assert a business reason for asking about concealed carry permits might result in additional inquiries. For example, Alabama law allows employees to store a firearm in a personal vehicle during hunting season if the employee has a hunting license. An employer who claims a business need to know about firearms in the parking lot might therefore need to make annual inquiries on whether employees purchased a hunting license.

How will the employee react?

Another consideration is whether employees would answer questions about carry permits. They might feel that the information is none of the company�s business and refuse to answer, or provide a false answer. If state law prohibits adverse action based on possession of a permit, any disciplinary action taken for that refusal or dishonesty might be seen as improper. This assumes the employer could uncover evidence of dishonesty, since lists of permit holders are not normally available to the public.

While some employers may be uncomfortable with these laws, asking about information that is speculative or not related to the job duties should generally be avoided.

Legitimate business reasons for inquiries

If an employer does feel the need to ask questions about permits, there should be a legitimate business reason for doing so. For example, most state laws which allow firearms in personal vehicles will require that the weapon remain out of sight, and that the weapon should not be removed from the vehicle. If another employee reports seeing a weapon (or reports that someone was handling a weapon in the parking lot), the employer�s investigation can certainly include questions about whether the individual has a permit.

Similarly, the possibility that an aggressive or potentially violent employee may have a weapon on the premises can be the basis for a legitimate inquiry. If a particular employee gets angry and begins shouting or making threats toward others, the company may choose to ask whether that employee has a permit for a concealed weapon. If adverse employment action is taken, the employer should still be able to show that the underlying conduct (not merely the possession of a permit) was the foundation for that decision.

Workplace violence indicators

  • Active shooters have often experienced multiple major stressors in the previous year and believe their attack is fighting back against an injustice.
  • Warning signs include combative behavior, increased substance use, depression, decreased hygiene, and obsession with weapons.

Active shooters typically have an �avenger mindset,� often believing they are fighting back against an injustice, either real or perceived, that has happened to them or someone they know. This feeling of having been wronged or treated unfairly can be triggered by stressors in their personal life (financial, legal, or relationship problems; drug or alcohol abuse; mental or physical ailments) or in the workplace (job loss, suspension, unequal or unfair treatment, harassment). Generally, active shooters experience multiple stressors (with an average of more than three) in the year before their attack.

Many active shooters exhibit warning signs or give hints of their intentions to others in person or through social media. The most important thing employees can do is report any indication of violence or retaliation � no matter how small it may seem � to their supervisor or Human Resources (HR) department.

While an employee who bullies, intimidates, or threatens coworkers should definitely be reported to the employer, other actions can also indicate that an individual may become violent. Warning signs may include:

  • A notable increase in frustration or picking fights,
  • An obsession with weapons,
  • A decline in health or hygiene habits,
  • An increase in alcohol or drug use, or
  • Signs of suicidal thoughts or depression.

Employees should be encouraged to talk with their supervisor about how to report both actual violence and precursors to violence at their company.

The advice �If you see something, say something.� applies here. As in other situations where that advice is given, �saying something� may feel like an overreaction, but it is everyone�s responsibility to themselves and their coworkers to give supervisors the chance to address behavioral problems before they escalate.

Reporting worrisome conduct is not an attempt to get another individual in trouble, but a way to get that person help before anything bad happens. Many shootings could have been prevented had someone spoken out.

Employers have a legal requirement to take employees� concerns seriously and, crucially, to protect them from any retaliation.

Identifying and responding to an active shooter situation

  • While employers are responsible for keeping their workers safe, everyone should know how to recognize and respond to threats.
  • Disaster response has three stages � denial, deliberation, and decision � and the faster the decision stage is reached, the better.

Employers have a responsibility to keep their workforce safe, but employees should know how � and be encouraged � to take control of their own safety. No one should have to put their well-being entirely into the hands of others.

Everyone has the right to do what is necessary to stay safe. Just like any other threat (fire, tornado), people can learn to identify and survive an active shooting situation.

The subconscious mind cannot tell the difference between imaginary and real situations. Therefore, it can be helpful to practice how to respond to an active threat by both:

  • Visualizing (seeing the event unfold in the mind), and
  • Seeding (adding sounds and experiencing the feelings of the event).

Identifying an active shooting in progress

Gunfire is not a common sound in most workplaces, so the human brain will typically associate the noise with something less frightening to prevent triggering a stressful physiological response. �Could it be a car backfiring? Is someone shooting off fireworks?�

However, those noises are no more common than gunfire � just less scary. Thus, it�s imperative not to waste time wondering if it was gunfire or not.

Actual gunfire will be followed by sounds of hysteria � screaming, yelling, and running as people react to the situation. This is the time to take action in order to survive. The action to take will depend on the responder�s location, physical abilities, and distance from the active shooter.

There are three stages of disaster response, and the chance of survival increases with the speed that a person proceeds through them:

  1. Denial. The brain makes up stories as protection � it doesn�t want to believe the situation is real or be the first to react.
  2. Deliberation. The human brain (rational thinking) and the reptilian brain (fight, flight, or freeze) are in conflict.
  3. Decisive moment. Time to take action.

Assessing the situation

  • Planning escape routes from unfamiliar areas and maintaining situational awareness are important components of personal safety.
  • People should be able to quickly and realistically assess their abilities in a crisis situation, then move past fear to action.

While at work, people are most familiar with the area surrounding their desks or workspaces. They likely know multiple routes out of the building and are familiar with nearby conference areas or break rooms.

However, when working or meeting in unfamiliar areas, it�s wise to take a minute and plan out possible courses of action if faced with an active threat. There are three important questions to ask in each unfamiliar location:

  • What are the options for exiting the building? (Know more than one way out of the building);
  • Which location(s) could be secured if the shooter tried to access them?; and
  • What could be used for self-defense? (Look for items that could be used as weapons).

Everyone should try to have a true awareness of their surroundings at all times. Shooters look for people not paying attention and those unaware of what is going on.

In an active shooter situation, there is a high possibility the shooter is carrying multiple firearms, extra ammunition, and possibly even explosives. No one should go near or attempt to pick up any device or bag left behind by the attacker because it may detonate.

In all likelihood, the attack has been well planned out; shooters are typically familiar with the layout of the building, giving them an advantage over the police. Some shooters are suicidal, so finding an escape is not part of their plan. They may not stop the attack until confronted by police or civilians, or until they decide to stop on their own.

Surviving an active threat requires people to realistically assess their own abilities, including:

  • How physically fit they are,
  • Any injuries that could prevent them from executing a plan, and
  • How well they can keep their composure.

It is important to move past fear quickly in order to make choices that lead to survival. Dropping to the ground or hiding under a table doesn�t work in this situation!

The number of casualties is determined by how quickly police arrive and how available targets are for the shooter. Since more than half of all active shootings end before law enforcement arrives, survival may depend on bystanders� ability to assess themselves and the situation to determine the best course of action. These include:

  • Avoiding the shooter,
  • Denying the shooter access to them, or
  • Defending themselves.

Doing nothing is not an option.

Avoiding the active threat

  • Fast, decisive escape is the wisest plan in an active shooting situation.
  • 911 should be called and informed about the situation as thoroughly as possible without speculation.

The best way to stay safe in an active shooting situation is to escape.

Escape tactics:

  • Run toward an exit, unless the route there crosses the shooter�s path;
  • If blocked from the closest exit but in reach of a window, break the window and get out; and
  • If in a group, break away from the others.

What not to do:

  • Hesitate,
  • Stay put,
  • Copy the actions of others,
  • Run in a group (this can turn a bunch of single targets into one more easily hit large target), or
  • Stop to gather belongings or go back for anything.

If others are hiding, frozen with fear, or unsure of what to do, they should be told to leave the area immediately. But if they hesitate or try to gather any belongings, it�s unwise to wait for them.

Pulling the fire alarm might seem like a good idea, but this sends the wrong signal to others in the building and could put them in the shooter�s path. It also summons firefighters rather than police.

Once outside and safe from harm, it�s time to focus on actions to help others, including:

  • Preventing people from entering the building, and
  • Calling 911.

The 911 dispatcher should not be given assumptions or guesses, but should be told as many facts as possible, such as:

  • Location;
  • Number of shooters;
  • Number of victims;
  • Whether any Improvised Explosive Devices (IEDs) were seen; and
  • All available information about the shooter, including:
    • The shooter�s location,
    • The shooter�s appearance,
    • What weapons the shooter is carrying,
    • Whether the shooter is wearing body armor, and
    • Anything the shooter said.

Denying the active shooter access

  • Find locations that provide cover and concealment when exiting is not an option.
  • Lock and barricade doors when possible, and avoid hiding in easy-to-spot locations.
  • Plan ahead and take steps to prevent exposure and injury.

If safely exiting the area is not possible, the next step is to actively find a location that can keep the attacker away. Ideally, this location should offer both:

  • Cover (to avoid getting hit by a bullet), and
  • Concealment (to hide from the shooter).

Lock the door if possible, and use anything available to barricade it, such as tables, desks, chairs, or other heavy objects.

Simple actions like these have proven effective in thwarting an active shooter who wants to cause as much harm as possible in the shortest amount of time. When the door is locked, the shooter typically moves on to find the next open door. If the door does not have a lock, try other methods of preventing entry. For example, binders can act as door stops for doors that open inwards, and belts can be wrapped around the closer arm of a hydraulic door to keep it from opening more than a few inches.

Never hide under a table or desk. This strategy alone will not provide any safety. Just because the shooter cannot be seen doesn�t mean the shooter cannot still see others. While this may be a familiar �duck and cover� position, it turns people into easy targets in an active shooter situation.

Use available resources and plan ahead

If a �go bag� is placed in the room, it will contain useful items. A �go bag� is simply a bag filled with items that can help a person survive an emergency situation. During an active threat incident, door stops, a window punch, and even a bleeding control kit can all help to save a life.

If the shooter is able to see inside a chosen hiding location, the room should appear empty. Increase invisibility by:

  • Shutting off the lights,
  • Staying away from windows,
  • Lining up against the wall with the door on it,
  • Being quiet,
  • Silencing cell phones, and
  • Turning off the phone�s vibration feature.

While waiting, start mentally creating a backup plan. Think about next possible moves. If running is the best option, think through which direction to go in. If fighting back becomes the only option, consider different defense maneuvers options to be prepared for any situation.

Defending against the active shooter

  • When there is no choice but to fight back, use any items available to improvise a weapon and take advantage of the shooter�s tunnel vision to attack from the side.
  • Fully commit to fighting back and use any means necessary to disable the shooter.
  • Do not fight fair; fight with fury and create chaos.

In some situations, there is no choice but to fight back against an active shooter. If the only option is to self-defense, look around the area for �improvised� weapons. Choose items within reach that can be used to injure or disable the active shooter like a fire extinguisher, shovel, scissors, coffee mug, or even a pot of hot coffee.

Studies show the active shooter will have tunnel vision; the shooter�s focus will be on targets in a direct line of vision, so individuals positioned directly on either side the shooter may be able to avoid notice. Take advantage of being outside the shooter�s �attack tunnel� and strike with full force from the side.

Fighting back

When fighting back, fully commit to the action. Do not fight fair. Fight with fury and create chaos. With fellow coworkers, aggressively attack the shooter; throw items to catch the shooter off guard and strike weak spots like eyes, throat, or groin area. Do anything possible to prevent an ongoing attack or future killings. Attack and keep on attacking until the shooter is stopped. Do not give up until the shooter is disarmed.

If, at any time, the gun is pointed down, hold it there or grab and hold the shooter�s arm down. The leverage this creates makes it difficult for the shooter to raise the gun and continue shooting. If involved in a tug-of-war situation with the gun, push the gun into the shooter and let go. This action may cause the shooter to stumble and could make it easier to get the shooter to the ground.

Think about moves that are against the rules in a wrestling match or a mixed martial arts fight � biting, stomping on feet, hitting below the belt � they�re against the rules because they are effective. Go ahead and fight dirty. Then, work together with coworkers to restrain the shooter until police arrive. Only those familiar with firearm safety should handle the gun. Do not inadvertently fire the weapon and hurt others trying to attack or restrain the shooter. No one should be handling the gun when law enforcement arrives.

After police arrive at the scene

  • Stay clear of police officers and calmly exit the premises when possible, but remain at the scene to help provide information to the police.
  • If remaining behind, help save lives with first aid and bleeding control practices.
  • When speaking with law enforcement officers, avoid embellishments, opinions, or hearsay.

When police arrive at the scene, their primary roles are to:

  • Stop the shooter from killing people,
  • Stop wounded or injured people from dying, and
  • Evacuate the building.

Officers may enter the building with little to no information on the number of shooters or their locations. Keep in mind the police are actively looking for the threat. If confronted by police, follow their verbal commands, keep hands up and visible, spread fingers to indicate the absence of a weapon, and avoid any sudden movements.

Be sure to stay out of the officers� way when moving toward exits. Do not try to grab onto the officers or attempt to hide behind them. Do not point, yell, or scream at them. Try to remain calm and exit quickly.

Remember that upon entering the scene, officers will not stop to help injured persons. They must secure the area (stop the threat) so emergency medical personnel can enter the building and offer aid to those who need it. Help save lives by learning first aid and bleeding control basics. Uncontrolled bleeding can result in death in as little as 5 to 10 minutes. It is the #1 cause of preventable death from trauma.

After the incident

After the threat has been stopped and the area secured, law enforcement will let people know it�s safe. Do not leave the scene. Police officers will want to talk to everyone involved at that time or as soon as possible after the event occurs.

When speaking with law enforcement officers, always tell the truth. Stick only to known facts and avoid embellishments, opinions, or hearsay. Tell officers specifically what was seen, heard, and experienced.

Do not talk to reporters or post details about the situation on social media. Direct all media inquiries to a corporate communications director or designated company representative.

For many, surviving an active shooting incident will be the most traumatic event of their life. Seek counseling through programs available at work or in the community.

Assessing the situation

  • Planning escape routes from unfamiliar areas and maintaining situational awareness are important components of personal safety.
  • People should be able to quickly and realistically assess their abilities in a crisis situation, then move past fear to action.

While at work, people are most familiar with the area surrounding their desks or workspaces. They likely know multiple routes out of the building and are familiar with nearby conference areas or break rooms.

However, when working or meeting in unfamiliar areas, it’s wise to take a minute and plan out possible courses of action if faced with an active threat. There are three important questions to ask in each unfamiliar location:

  • What are the options for exiting the building? (Know more than one way out of the building);
  • Which location(s) could be secured if the shooter tried to access them?; and
  • What could be used for self-defense? (Look for items that could be used as weapons).

Everyone should try to have a true awareness of their surroundings at all times. Shooters look for people not paying attention and those unaware of what is going on.

In an active shooter situation, there is a high possibility the shooter is carrying multiple firearms, extra ammunition, and possibly even explosives. No one should go near or attempt to pick up any device or bag left behind by the attacker because it may detonate.

In all likelihood, the attack has been well planned out; shooters are typically familiar with the layout of the building, giving them an advantage over the police. Some shooters are suicidal, so finding an escape is not part of their plan. They may not stop the attack until confronted by police or civilians, or until they decide to stop on their own.

Surviving an active threat requires people to realistically assess their own abilities, including:

  • How physically fit they are,
  • Any injuries that could prevent them from executing a plan, and
  • How well they can keep their composure.

It is important to move past fear quickly in order to make choices that lead to survival. Dropping to the ground or hiding under a table doesn’t work in this situation!

The number of casualties is determined by how quickly police arrive and how available targets are for the shooter. Since more than half of all active shootings end before law enforcement arrives, survival may depend on bystanders’ ability to assess themselves and the situation to determine the best course of action. These include:

  • Avoiding the shooter,
  • Denying the shooter access to them, or
  • Defending themselves.

Doing nothing is not an option.

Avoiding the active threat

  • Fast, decisive escape is the wisest plan in an active shooting situation.
  • 911 should be called and informed about the situation as thoroughly as possible without speculation.

The best way to stay safe in an active shooting situation is to escape.

Escape tactics:

  • Run toward an exit, unless the route there crosses the shooter’s path;
  • If blocked from the closest exit but in reach of a window, break the window and get out; and
  • If in a group, break away from the others.

What not to do:

  • Hesitate,
  • Stay put,
  • Copy the actions of others,
  • Run in a group (this can turn a bunch of single targets into one more easily hit large target), or
  • Stop to gather belongings or go back for anything.

If others are hiding, frozen with fear, or unsure of what to do, they should be told to leave the area immediately. But if they hesitate or try to gather any belongings, it’s unwise to wait for them.

Pulling the fire alarm might seem like a good idea, but this sends the wrong signal to others in the building and could put them in the shooter’s path. It also summons firefighters rather than police.

Once outside and safe from harm, it’s time to focus on actions to help others, including:

  • Preventing people from entering the building, and
  • Calling 911.

The 911 dispatcher should not be given assumptions or guesses, but should be told as many facts as possible, such as:

  • Location;
  • Number of shooters;
  • Number of victims;
  • Whether any Improvised Explosive Devices (IEDs) were seen; and
  • All available information about the shooter, including:
    • The shooter’s location,
    • The shooter’s appearance,
    • What weapons the shooter is carrying,
    • Whether the shooter is wearing body armor, and
    • Anything the shooter said.

Denying the active shooter access

  • Find locations that provide cover and concealment when exiting is not an option.
  • Lock and barricade doors when possible, and avoid hiding in easy-to-spot locations.
  • Plan ahead and take steps to prevent exposure and injury.

If safely exiting the area is not possible, the next step is to actively find a location that can keep the attacker away. Ideally, this location should offer both:

  • Cover (to avoid getting hit by a bullet), and
  • Concealment (to hide from the shooter).

Lock the door if possible, and use anything available to barricade it, such as tables, desks, chairs, or other heavy objects.

Simple actions like these have proven effective in thwarting an active shooter who wants to cause as much harm as possible in the shortest amount of time. When the door is locked, the shooter typically moves on to find the next open door. If the door does not have a lock, try other methods of preventing entry. For example, binders can act as door stops for doors that open inwards, and belts can be wrapped around the closer arm of a hydraulic door to keep it from opening more than a few inches.

Never hide under a table or desk. This strategy alone will not provide any safety. Just because the shooter cannot be seen doesn�t mean the shooter cannot still see others. While this may be a familiar �duck and cover� position, it turns people into easy targets in an active shooter situation.

Use available resources and plan ahead

If a �go bag� is placed in the room, it will contain useful items. A �go bag� is simply a bag filled with items that can help a person survive an emergency situation. During an active threat incident, door stops, a window punch, and even a bleeding control kit can all help to save a life.

If the shooter is able to see inside a chosen hiding location, the room should appear empty. Increase invisibility by:

  • Shutting off the lights,
  • Staying away from windows,
  • Lining up against the wall with the door on it,
  • Being quiet,
  • Silencing cell phones, and
  • Turning off the phone�s vibration feature.

While waiting, start mentally creating a backup plan. Think about next possible moves. If running is the best option, think through which direction to go in. If fighting back becomes the only option, consider different defense maneuvers options to be prepared for any situation.

Defending against the active shooter

  • When there is no choice but to fight back, use any items available to improvise a weapon and take advantage of the shooter�s tunnel vision to attack from the side.
  • Fully commit to fighting back and use any means necessary to disable the shooter.
  • Do not fight fair; fight with fury and create chaos.

In some situations, there is no choice but to fight back against an active shooter. If the only option is to self-defense, look around the area for �improvised� weapons. Choose items within reach that can be used to injure or disable the active shooter like a fire extinguisher, shovel, scissors, coffee mug, or even a pot of hot coffee.

Studies show the active shooter will have tunnel vision; the shooter�s focus will be on targets in a direct line of vision, so individuals positioned directly on either side the shooter may be able to avoid notice. Take advantage of being outside the shooter�s �attack tunnel� and strike with full force from the side.

Fighting back

When fighting back, fully commit to the action. Do not fight fair. Fight with fury and create chaos. With fellow coworkers, aggressively attack the shooter; throw items to catch the shooter off guard and strike weak spots like eyes, throat, or groin area. Do anything possible to prevent an ongoing attack or future killings. Attack and keep on attacking until the shooter is stopped. Do not give up until the shooter is disarmed.

If, at any time, the gun is pointed down, hold it there or grab and hold the shooter�s arm down. The leverage this creates makes it difficult for the shooter to raise the gun and continue shooting. If involved in a tug-of-war situation with the gun, push the gun into the shooter and let go. This action may cause the shooter to stumble and could make it easier to get the shooter to the ground.

Think about moves that are against the rules in a wrestling match or a mixed martial arts fight � biting, stomping on feet, hitting below the belt � they�re against the rules because they are effective. Go ahead and fight dirty. Then, work together with coworkers to restrain the shooter until police arrive. Only those familiar with firearm safety should handle the gun. Do not inadvertently fire the weapon and hurt others trying to attack or restrain the shooter. No one should be handling the gun when law enforcement arrives.

After police arrive at the scene

  • Stay clear of police officers and calmly exit the premises when possible, but remain at the scene to help provide information to the police.
  • If remaining behind, help save lives with first aid and bleeding control practices.
  • When speaking with law enforcement officers, avoid embellishments, opinions, or hearsay.

When police arrive at the scene, their primary roles are to:

  • Stop the shooter from killing people,
  • Stop wounded or injured people from dying, and
  • Evacuate the building.

Officers may enter the building with little to no information on the number of shooters or their locations. Keep in mind the police are actively looking for the threat. If confronted by police, follow their verbal commands, keep hands up and visible, spread fingers to indicate the absence of a weapon, and avoid any sudden movements.

Be sure to stay out of the officers� way when moving toward exits. Do not try to grab onto the officers or attempt to hide behind them. Do not point, yell, or scream at them. Try to remain calm and exit quickly.

Remember that upon entering the scene, officers will not stop to help injured persons. They must secure the area (stop the threat) so emergency medical personnel can enter the building and offer aid to those who need it. Help save lives by learning first aid and bleeding control basics. Uncontrolled bleeding can result in death in as little as 5 to 10 minutes. It is the #1 cause of preventable death from trauma.

After the incident

After the threat has been stopped and the area secured, law enforcement will let people know it�s safe. Do not leave the scene. Police officers will want to talk to everyone involved at that time or as soon as possible after the event occurs.

When speaking with law enforcement officers, always tell the truth. Stick only to known facts and avoid embellishments, opinions, or hearsay. Tell officers specifically what was seen, heard, and experienced.

Do not talk to reporters or post details about the situation on social media. Direct all media inquiries to a corporate communications director or designated company representative.

For many, surviving an active shooting incident will be the most traumatic event of their life. Seek counseling through programs available at work or in the community.

Firearms in personal vehicles

  • Although many states have adopted laws that allow employees to store a firearm in a personal vehicle, employers can still prohibit weapons on company property, including company vehicles.
  • Signs may be posted outside of businesses open to the public that designate them as gun-free zones, although signs are not typically required under state law.
  • An employer may establish a general weapons prohibition for most employees but choose to allow exceptions for specified groups.

Personal vehicles

Though employers can ban guns in the workplace, about half of U.S. states have adopted laws which allow employees to store a firearm in a personal vehicle, even if the vehicle is parked on company property. Generally, the vehicle must be locked, and the firearm should not be visible from outside the vehicle.

These laws often do not allow for policies that prohibit weapons in personal vehicles, though some state laws have exceptions for jails, schools, or businesses that provide natural gas or liquid petroleum.

Many of these laws prevent employers from asking whether an applicant or employee has a permit to carry a concealed weapon and may prohibit making hiring or firing decisions based on such information. A few states also prohibit employers from searching an employee’s vehicle for weapons, although searches may be conducted for other legitimate reasons (such as stolen property or drugs).

Company vehicles

Although these laws appear under state concealed carry statutes, they apply only to weapons in personal vehicles. The laws do not prevent employers from restricting weapons in company vehicles. In addition, employers may still prohibit weapons anywhere else on company property, including outdoor areas and buildings.

While employers may prohibit weapons in company vehicles, the provision for storing a firearm in a personal vehicle may extend to an employee’s use of that vehicle for business, and a prohibition against carrying weapons during work time can still be enforced. For example, a pizza delivery driver who uses a personal vehicle could not be prohibited from keeping a firearm in the vehicle while making deliveries, but could still be prohibited from carrying the weapon in a hip holster or pocket while making those deliveries.

Signs

If the business is open to the public, the employer may post a sign which informs the public that weapons are not permitted on the premises. Some jurisdictions require specific signs to be posted before prohibiting weapons. State laws may have guidelines for the size of the sign, the size of the letters used, or even require that specific language be used. If members of the public enter the premises in violation of the sign, they can be asked to leave, and refusal to do so is typically considered unlawful trespassing.

Some states designate certain types of private businesses to be gun-free zones, such as bars, day cares, and in states where it is legal, marijuana dispensaries.

In most states, employers are not required to post signs for the purpose of notifying employees about any restrictions, since employees who are familiar with company policies should already be aware of any restrictions. However, employers can certainly choose to post signs, and a few state laws (Illinois in particular) may require posting even if employees are made aware of the policy through other means. Acceptable signs in Illinois are available on the Illinois State Police Firearms Services Bureau website at ispfsb.com/Public/Signage.aspx.

Company policies concerning weapons

Some employers have asked if the company may prohibit weapons in general, but still allow specified individuals (such as company owners or members of management) to possess firearms on the premises. State laws do not actually require employers to prohibit weapons, and organizations that choose to do so should be able to create exceptions, as long as the policy is not discriminatory (e.g., based on gender, age, race, national origin, or other protected classes).

Employers commonly establish different policies or benefits for groups of employees. In the same way, an employer could establish a general weapons prohibition for most employees, but choose to allow exceptions for specified groups based on employment status or classification, such as management.

Because gun laws vary, it’s best to check which state and local laws are applicable to the specific business location to make sure policies and signs are compliant.

Asking about permits

  • Some state laws prohibit inquiring about concealed weapon carry permits, either implicitly or explicitly.
  • Employers should avoid asking questions that are not related to job duties, like asking about permits.

If the employer does choose to ask about carry permits, there should be a legitimate business reason for doing so.

Is it OK to ask employees about permits?

Employers should review state laws before asking questions about whether a potential employee possesses a carry permit. Some laws may prohibit the inquiry, whether explicitly or implicitly. For example, a law may not specifically prohibit such questions, but might prohibit an employer from conditioning employment on the answer. This may raise questions about why the employer asked in the first place.

As a further example, employers usually avoid asking about an employee’s age because of concerns about age discrimination claims, even though the Age Discrimination in Employment Act does not prohibit such questions. However, asking for the information may raise questions about how the employer will use the information.

Attempting to assert a business reason for asking about concealed carry permits might result in additional inquiries. For example, Alabama law allows employees to store a firearm in a personal vehicle during hunting season if the employee has a hunting license. An employer who claims a business need to know about firearms in the parking lot might therefore need to make annual inquiries on whether employees purchased a hunting license.

How will the employee react?

Another consideration is whether employees would answer questions about carry permits. They might feel that the information is none of the company’s business and refuse to answer, or provide a false answer. If state law prohibits adverse action based on possession of a permit, any disciplinary action taken for that refusal or dishonesty might be seen as improper. This assumes the employer could uncover evidence of dishonesty, since lists of permit holders are not normally available to the public.

While some employers may be uncomfortable with these laws, asking about information that is speculative or not related to the job duties should generally be avoided.

Legitimate business reasons for inquiries

If an employer does feel the need to ask questions about permits, there should be a legitimate business reason for doing so. For example, most state laws which allow firearms in personal vehicles will require that the weapon remain out of sight, and that the weapon should not be removed from the vehicle. If another employee reports seeing a weapon (or reports that someone was handling a weapon in the parking lot), the employer’s investigation can certainly include questions about whether the individual has a permit.

Similarly, the possibility that an aggressive or potentially violent employee may have a weapon on the premises can be the basis for a legitimate inquiry. If a particular employee gets angry and begins shouting or making threats toward others, the company may choose to ask whether that employee has a permit for a concealed weapon. If adverse employment action is taken, the employer should still be able to show that the underlying conduct (not merely the possession of a permit) was the foundation for that decision.

Asking about permits

  • Some state laws prohibit inquiring about concealed weapon carry permits, either implicitly or explicitly.
  • Employers should avoid asking questions that are not related to job duties, like asking about permits.

If the employer does choose to ask about carry permits, there should be a legitimate business reason for doing so.

Is it OK to ask employees about permits?

Employers should review state laws before asking questions about whether a potential employee possesses a carry permit. Some laws may prohibit the inquiry, whether explicitly or implicitly. For example, a law may not specifically prohibit such questions, but might prohibit an employer from conditioning employment on the answer. This may raise questions about why the employer asked in the first place.

As a further example, employers usually avoid asking about an employee�s age because of concerns about age discrimination claims, even though the Age Discrimination in Employment Act does not prohibit such questions. However, asking for the information may raise questions about how the employer will use the information.

Attempting to assert a business reason for asking about concealed carry permits might result in additional inquiries. For example, Alabama law allows employees to store a firearm in a personal vehicle during hunting season if the employee has a hunting license. An employer who claims a business need to know about firearms in the parking lot might therefore need to make annual inquiries on whether employees purchased a hunting license.

How will the employee react?

Another consideration is whether employees would answer questions about carry permits. They might feel that the information is none of the company�s business and refuse to answer, or provide a false answer. If state law prohibits adverse action based on possession of a permit, any disciplinary action taken for that refusal or dishonesty might be seen as improper. This assumes the employer could uncover evidence of dishonesty, since lists of permit holders are not normally available to the public.

While some employers may be uncomfortable with these laws, asking about information that is speculative or not related to the job duties should generally be avoided.

Legitimate business reasons for inquiries

If an employer does feel the need to ask questions about permits, there should be a legitimate business reason for doing so. For example, most state laws which allow firearms in personal vehicles will require that the weapon remain out of sight, and that the weapon should not be removed from the vehicle. If another employee reports seeing a weapon (or reports that someone was handling a weapon in the parking lot), the employer�s investigation can certainly include questions about whether the individual has a permit.

Similarly, the possibility that an aggressive or potentially violent employee may have a weapon on the premises can be the basis for a legitimate inquiry. If a particular employee gets angry and begins shouting or making threats toward others, the company may choose to ask whether that employee has a permit for a concealed weapon. If adverse employment action is taken, the employer should still be able to show that the underlying conduct (not merely the possession of a permit) was the foundation for that decision.

Management commitment and worker participation

  • The combination of management and employee involvement in workplace violence prevention programs is essential to the program�s success.
  • Management should acknowledge the value of a safe, healthful, violence-free workplace and take steps to ensure programs get the attention they deserve.
  • Employees should provide feedback and insight for the programs to ensure the programs meet their specific needs.

Management commitment and worker participation are essential elements of an effective violence prevention program. Management�s ability to provide full support for the development of the workplace�s program, combined with worker involvement, is critical for the success of the program. One way to develop procedures that ensure management and employees are involved in the creation and operation of a workplace violence prevention program is to hold regular meetings � possibly as a team or committee.

Management�s commitment

Effective management leadership begins by recognizing that workplace violence is a safety and health hazard. Management commitment, including the endorsement and visible involvement of top management, provides the motivation and resources for workers and employers to deal effectively with workplace violence.

This commitment should include:

  • Acknowledging the value of a safe, healthful, violence-free workplace and ensuring and exhibiting equal commitment to the safety and health of workers;
  • Allocating appropriate authority and resources to all responsible parties, including access to information, personnel, time, training, tools, or equipment;
  • Assigning responsibility and authority for various aspects of the workplace violence prevention program to ensure all managers and supervisors understand their obligations;
  • Maintaining a system of accountability for involved managers, supervisors, and workers;
  • Supporting and implementing appropriate recommendations from safety and health committees;
  • Establishing a comprehensive program of medical and psychological counseling and debriefing for workers who have experienced or witnessed assaults and other violent incidents;
  • Ensuring that trauma-informed care is available for workers who want/need it;
  • Establishing policies that ensure incidents and near misses are reported, recorded, and monitored; and
  • Ensuring that no reprisals are made against anyone who does report or record an incident in good faith.

Additionally, management should:

  • Articulate a policy and establish goals,
  • Allocate sufficient resources, and
  • Uphold program performance expectations.

Employee involvement

Through involvement and feedback, workers can provide useful information to employers to design, implement, and evaluate the program. Workers with different functions and at various organizational levels also bring a broad range of experience and skills to program design, implementation, and assessment. The range of viewpoints and needs should be reflected in committee composition.

Employee involvement should include:

  • Participating in the development, implementation, evaluation, and modification of the workplace violence prevention program;
  • Participating in safety and health committees that receive violent incident reports or security problems, making facility inspections and responding to recommendations for corrective strategies;
  • Providing input on additions to or redesigns of facilities;
  • Identifying the daily activities that employees believe put them most at risk for workplace violence;
  • Discussing and assessing improvement strategies for policies and procedures � including complaint and suggestion programs designed to improve safety and security;
  • Ensuring that there is a way to report and record incidents and near misses, and that issues are addressed appropriately;
  • Ensuring that there are procedures to ensure that employees are not retaliated against for voicing concerns or reporting injuries; and
  • Participating in employee training and continuing education programs.

Worksite analysis and hazard identification

  • Step-by-step assessments of a worksite can help reduce potential hazards and prevent violent incidences.
  • Assessments should be conducted by a team that includes different levels of management, employees, operation representatives, and other important personnel.
  • Periodic inspections of the workplace outside of the regular assessments help ensure that hazards are appropriately identified and handled.

A worksite analysis involves a mutual step-by-step assessment of the workplace to find existing or potential hazards that may lead to incidents of workplace violence. Cooperation between workers and employers in identifying and assessing hazards is the foundation of a successful violence prevention program.

Who should complete the assessment?

The assessment should be made by a team that includes senior management, supervisors, and workers. Although management is responsible for controlling hazards, workers have a critical role to play in helping to identify and assess workplace hazards because of their knowledge and familiarity with facility operations, process activities, and potential threats.

Depending on the size and structure of the organization, the team may also include representatives from operations, employee assistance, security, occupational safety and health, legal, and human resources staff. The assessment should include a records review, a review of the procedures and operations for different jobs, employee surveys, and a workplace security analysis.

Following the assessment

Once the worksite assessment analysis is complete, it should be used to identify the types of hazard prevention and control measures needed to reduce or eliminate the possibility of a workplace violence incident occurring. In addition, it should assist in the identification or development of appropriate training.

The assessment team should also determine how often and under what circumstances worksite analyses should be conducted. For example, the team may determine that a comprehensive worksite analysis should be conducted annually, but require that an investigative analysis occur after every incident or near miss.

Periodic inspections

Additionally, those conducting the worksite analysis should periodically inspect the workplace and evaluate worker tasks in order to identify hazards, conditions, operations and situations that could lead to potential violence. The advice of independent reviewers, such as safety and health professionals, law enforcement or security specialists, and insurance safety auditors may be solicited to strengthen programs. These experts often provide a different perspective that serves to improve a program.

Information is generally collected through:

  • Records analysis,
  • Job hazard analysis,
  • Employee surveys, and
  • Customer surveys.

Information collected for a worksite analysis

  • Records should be reviewed, analyzed, and tracked to spot preventable patterns and implement appropriate controls.
  • The job hazard analysis examines the relationship between the employee, the task, the tools, and the work environment, making worker participation essential.
  • Employee questionnaires or surveys help identify and correct risks and should include feedback and follow-up reports.

Records analysis and tracking

Records review is important to identify patterns of assaults or near misses that could be prevented or reduced through the implementation of appropriate controls. Records review should include medical, safety, specific threat assessments, workers� compensation, and insurance records.

The review should also include the Occupational Safety and Health Administration (OSHA) Log of Work-Related Injuries and Illnesses (OSHA Form 300) if the employer is required to maintain one. In addition, incident/near-miss logs, a facility�s general event or daily log, and police reports should be reviewed to identify assaults relative to particular:

  • Locations,
  • Work areas,
  • Job titles,
  • Activities�such as cashiers, and
  • Time of day.

Job hazard analysis

A job hazard analysis is an assessment that focuses on job tasks to identify hazards. The job hazard analysis examines the relationship between the employee, the task, the tools, and the work environment.

Reviewing procedures and operations connected to specific tasks or positions helps identify if those tasks contribute to hazards related to workplace violence. These tasks can then be modified to reduce the likelihood of future violence.

Worker participation is an essential component of the analysis. As noted in OSHA�s publication on job hazard analyses, priority should be given to specific types of job. For example, priority should be given to:

  • Jobs with high assault rates due to workplace violence,
  • Jobs that are new to an operation or have undergone procedural changes that may increase the potential for workplace violence, and
  • Jobs that require written instructions.

After an incident or near miss, the analysis should focus on:

  • Analyzing those positions that were affected;
  • Identifying if existing procedures and operations were followed, and if not, identify why (in some instances, not following procedures could result in more effective protections);
  • Identifying if staff were adequately qualified and/or trained for the tasks required; and
  • Developing, if necessary, new procedures and operations to improve staff safety and security.

Employee surveys

Employee questionnaires or surveys are effective ways for employers to identify potential hazards that may lead to violent incidents, identify the types of problems workers face in their daily activities, and assess the effects of changes in work processes.

Detailed baseline screening surveys can help pinpoint tasks that put workers at risk. Periodic surveys � conducted at least annually or whenever operations change/incidents of workplace violence occur � help identify new or previously unnoticed risk factors and deficiencies or failures in work practices.

The periodic review process should also include feedback and follow-up. Questions for the review process may include:

  • What daily activities, if any, expose you to the greatest risk of violence?
  • What, if any, work activities make you feel unprepared to respond to a violent action?
  • Can you recommend any changes or additions to the workplace violence prevention training you received?

Hazard prevention and control

  • Hazards must be identified, controls must be implemented, and the success of those goals must be evaluated for prevention programs to be successful.
  • Hazards may be eliminated through substitutions, workplace/engineering adaptations, and administrative controls.

After the systematic worksite analysis is complete, the employer should take the appropriate steps to prevent or control the hazards that were identified.

To do this, the employer should:

  • Identify and evaluate control options for workplace hazards;
  • Select effective and feasible controls to eliminate or reduce hazards;
  • Implement these controls in the workplace;
  • Follow up to confirm that these controls are being used and maintained properly; and
  • Evaluate the effectiveness of controls and improve, expand, or update them as needed.

In the field of industrial hygiene, these steps are generally categorized, in order of effectiveness, as:

  • Substitution,
  • Engineering controls, and
  • Administrative and work practice controls.

These principles can also be applied to the field of workplace violence. In addition, employers should ensure that, if an incident of workplace violence occurs, post-incident procedures and services are in place and/or immediately available.

Substitution

The best way to eliminate a hazard is to eliminate it or substitute a safer work practice. While these substitutions may be difficult in some operations, they still should be considered and implemented.

Engineering controls and workplace adaptations

Engineering controls are physical changes that either remove the hazard from the workplace or create a barrier between the worker and the hazard. In facilities where it is appropriate, there are several engineering control measures that effectively prevent or control workplace hazards. Engineering control strategies include:

  • Using physical barriers (such as enclosures or guards) or door locks to reduce employee exposure to the hazard,
  • Metal detectors,
  • Panic buttons,
  • Better or additional lighting, and
  • More accessible exits (where appropriate).

The measures taken should be site-specific and based on the hazards identified in the worksite analysis appropriate to the specific setting. For example, closed circuit videos and bulletproof glass may be appropriate in convenience store, but not at a new vehicle dealership.

If new construction or modifications are planned for a facility, assess any plans to eliminate or reduce security hazards.

Administrative and work practice controls

Administrative and work practice controls are appropriate when engineering controls are not feasible or not completely protective. These controls affect the way workers perform jobs or tasks. Changes in work practices and administrative procedures can help prevent violent incidents.

As with engineering controls, the practices chosen to abate workplace violence should be appropriate to the type of site and in response to hazards identified.

Post-incident procedures and services

  • Identifying the root cause of the indecent and taking immediate steps to help those affected is crucial to the success of the prevention program.
  • Treatment and strong follow-up programs for employees who have been victimized and traumatized should be immediate.
  • The five basic steps to investigating the report should begin as soon as the immediate needs are taken care of.

Post-incident response and evaluation are important components to an effective violence prevention program. Thoroughly investigating incidents of workplace violence provides a roadmap to avoiding fatalities and injuries associated with future incidents. The purpose of the investigation should be to identify the �root cause� of the incident. Root causes, if not corrected, inevitably recreate the conditions for another incident to occur.

Immediate first steps

When an incident occurs, the immediate first steps are to:

  • Provide first aid and emergency care for the injured worker(s), and
  • To take any measures necessary to prevent others from being injured.

All workplace violence programs should provide comprehensive treatment for workers who are victimized personally or may be traumatized by witnessing a workplace violence incident. Injured staff should receive prompt treatment and psychological evaluation whenever an assault takes place, regardless of its severity � free of charge. Also, injured workers should be provided transportation to medical care.

Victims of workplace violence could suffer a variety of consequences in addition to their actual physical injuries. These may include:

  • Short- and long-term psychological trauma;
  • Fear of returning to work;
  • Changes in relationships with coworkers and family;
  • Feelings of incompetence, guilt, powerlessness; and
  • Fear of criticism by supervisors or managers.

Follow-up programs

Consequently, a strong follow-up program for these workers will not only help them address these problems, but also help prepare them to confront or prevent future incidents of violence.

Several types of assistance can be incorporated into the post-incident response. For example, trauma-crisis counseling, critical-incident stress debriefing, or employee assistance programs may be provided to assist victims.

Whether the support is trauma-informed or not, counseling should be provided by:

  • Certified employee assistance professionals,
  • Psychologists,
  • Psychiatrists,
  • Clinical nurse specialists, or
  • Social workers.

Alternatively, the employer may refer staff victims to an outside specialist. The employer may establish an employee counseling service, peer counseling, or support groups.

Counselors should be well-trained and have a good understanding of the issues and consequences of assaults and other aggressive, violent behavior. Appropriate and promptly rendered post-incident debriefings and counseling reduce acute psychological trauma and general stress levels among victims and witnesses. In addition, this type of counseling educates staff about workplace violence and positively influences workplace and organizational cultural norms to reduce trauma associated with future incidents.

Investigation steps

Once these immediate needs are taken care of, the investigation should begin promptly. The basic steps in conducting incident investigations are to:

  1. Report as required. Determine who needs to be notified, both within the organization and outside (e.g., authorities), when there is an incident. Understand what types of incidents must be reported and what information needs to be included. If the incident involves hazardous materials, additional reporting requirements may apply.
  2. Involve workers in the incident investigation. The employees who work most closely in the area where the event occurred may have special insight into the causes and solutions.
  3. Identify root causes. Identify the root causes of the incident. Don�t stop an investigation at �worker error� or �unpredictable event.� Ask �why� the worker responded in a certain way, etc.
  4. Collect and review other information. Depending on the nature of the incident, records related to training, maintenance, inspections, audits, and past incident reports may be relevant to review.
  5. Investigate near misses. In addition to investigating all incidents resulting in a fatality, injury or illness, any near misses (defined as a situation that could potentially have resulted in death, injury, or illness) should be promptly investigated as well. Near misses are caused by the same conditions that produce more serious outcomes and signal that some hazards are not being adequately controlled, or that previously unidentified hazards exist.

Safety and health training

  • Education and training are key elements of a workplace violence protection program.
  • Training programs should involve all workers, including contract workers, supervisors, and managers.

Supervisors and managers must be trained to recognize high-risk situations so they can ensure workers are not placed in assignments that compromise their safety.

Education and training

Education and training are key elements of a workplace violence protection program. These elements help ensure that all employees are aware of potential hazards and know how to protect themselves and their coworkers using established policies and procedures.

Training can:

  • Help raise the overall safety and health knowledge across the workforce,
  • Provide employees with the tools needed to identify workplace safety and security hazards, and
  • Address potential problems before they arise and ultimately reduce the likelihood of workers being assaulted.

The training program should involve all workers, including contract workers, supervisors, and managers. Workers who may face safety and security hazards should receive formal instruction on any specific or potential hazards associated with the unit or job and the facility. Such training may include information on the types of injuries or problems identified in the facility, including methods to control the specific hazards. It may also include instructions on how to limit physical interventions during workplace altercations whenever possible.

Understanding the importance of training

Every worker should understand the concept of �universal precautions for violence�� that is, that violence should be expected but can be avoided or mitigated. In addition, workers should understand the importance of a culture of respect, dignity, and active mutual engagement in preventing workplace violence.

New and reassigned workers should receive an initial orientation before starting their job duties. All workers should receive required training annually. In high-risk settings and institutions, refresher training may need to happen more frequently, perhaps monthly or quarterly, to effectively reach and inform all workers. Effective training programs should involve role-playing, simulations, and drills.

Training for supervisors and managers

Supervisors and managers must be trained to recognize high-risk situations so they can ensure workers are not placed in assignments that compromise their safety. Such training should encourage workers to report incidents and to seek the appropriate care after experiencing a violent incident.

Supervisors and managers should learn how to reduce safety hazards and ensure that workers receive appropriate training. Following training, supervisors and managers should be able to recognize a potentially hazardous situation and make any necessary changes to reduce or eliminate the hazards.

The training program should also include an evaluation. At least annually, the program content, the methods, and the frequency of training should be reviewed. Program evaluation may involve supervisor and employee interviews, testing, observation, and review of reports related to the behavior of individuals in threatening situations.

Training topics, recordkeeping, and program evaluation

  • Depending on the severity of the risk, a combination of training programs may be used to keep management up to date on violence prevention.
  • Keeping accurate records and performing evaluations of violence prevention programs are essential for determining effectiveness, identifying issues, and quickly applying needed changes.

Training topics may include management of assaultive behavior, professional/police assault-response training, or personal safety training on how to prevent and avoid assaults. A combination of training programs may be used, depending on the severity of the risk.

In general, training should cover the policies and procedures for a facility as well as de-escalation and self-defense techniques. Both de-escalation and self-defense training should include a hand-on component. The following provides a list of possible topics:

  • A workplace violence prevention policy;
  • Risk factors that cause or contribute to assaults;
  • The location, operation, and coverage of safety devices, such as alarm systems, along with information about required maintenance schedules and procedures;
  • Early recognition of escalating behavior or recognition of warning signs or situations that may lead to an assault;
  • Ways to recognize and prevent/diffuse volatile situations or aggressive behavior;
  • Ways to manage anger and appropriately use medications;
  • Ways to deal with hostile customers;
  • Proper use of safe rooms and areas where staff can find shelter from a violent incident;
  • A standard response action plan for violent situations that includes knowing the availability of assistance, knowing how to respond to alarm systems, and knowing how to handle communication procedures;
  • Self-defense procedures;
  • Ways to protect oneself and coworkers, including the use of a �buddy system�;
  • Policies and procedures for reporting and recordkeeping; and
  • Policies and procedures for obtaining care, counseling, workers� compensation, or legal assistance after a violent episode or injury.

Recordkeeping and program evaluation

Recordkeeping and evaluation of the violence prevention program are necessary to determine its overall effectiveness and identify any deficiencies or changes that should be made.

Accurate records of injuries, illnesses, incidents, assaults, hazards, corrective actions, and training can help employers:

  • Determine the severity of the problem;
  • Identify any developing trends or patterns in particular locations, jobs, or departments;
  • Evaluate methods of hazard control;
  • Identify training needs; and
  • Develop solutions for an effective program.

Key records include:

  • The Occupational Safety and Health Administration (OSHA) Log of Work-Related Injuries and Illnesses (OSHA Form 300). Covered employers are required to prepare and maintain records of serious occupational injuries and illnesses using the OSHA 300 Log. As of January 2015, all employers must promptly report to OSHA:
    • All work-related fatalities within 8 hours, and
    • All work-related inpatient hospitalizations, all amputations, and all losses of an eye within 24 hours.

Injuries caused by assaults must be entered on the log if they meet the recording criteria:

  • Medical reports of work injury, workers� compensation reports, and supervisors� reports for each recorded assault. These records should describe the type of assault � such as an unprovoked sudden attack or patient-to-patient altercation � who was assaulted, and all other circumstances of the incident. The records should include a description of the environment or location, lost work time that resulted, and the nature of injuries sustained. These medical records are confidential documents and should be kept in a locked location under the direct responsibility of a healthcare professional.
  • Records of incidents of abuse, reports conducted by security personnel, and verbal attacks or aggressive behavior that may be threatening, such as pushing or shouting and acts of aggression. This may be kept as part of an assaultive incident report. Ensure that the affected department evaluates these records routinely.
  • Documentation of minutes of safety meetings, records of hazard analyses, and corrective actions recommended and taken.
  • Records of all training programs, attendees, and qualifications of trainers.

Elements of a program evaluation

  • Employers should regularly evaluate safety and security measures as part of the overall violence prevention program.
  • Evaluation reports should be shared with all workers, and any changes should be discussed at regular meetings.

As part of their overall program, employers should evaluate their safety and security measures. Top management should review the program regularly and, with each incident, evaluate its success. Responsible parties (including managers, supervisors and employees) should reevaluate policies and procedures on a regular basis to identify deficiencies and take corrective action.

Management should share workplace violence prevention evaluation reports with all workers. Any changes in the program should be discussed at regular meetings.

All reports should protect worker confidentiality either by presenting only aggregate data or by removing personal identifiers.

Processes involved in an evaluation include:

  • Establishing a uniform violence reporting system and a regular schedule to review reports;
  • Reviewing reports and minutes from staff meetings on safety and security issues;
  • Analyzing trends and rates in illnesses, injuries, or fatalities caused by violence relative to initial or �baseline� rates;
  • Measuring improvement based on lowering the frequency and severity of workplace violence;
  • Keeping up-to-date records of administrative and work practice changes to prevent workplace violence and to evaluate how well they work;
  • Surveying workers before and after making job or worksite changes or installing security measures/new systems to determine their effectiveness;
  • Tracking recommendations through to completion;
  • Surveying workers periodically to learn if they experience hostile situations while performing their jobs;
  • Complying with the Occupational Safety and Health Administration (OSHA) and state requirements for recording and reporting injuries, illnesses, and fatalities; and
  • Requesting periodic law enforcement or outside consultant review of the worksite for recommendations on improving worker safety.

Information collected for a worksite analysis

  • Records should be reviewed, analyzed, and tracked to spot preventable patterns and implement appropriate controls.
  • The job hazard analysis examines the relationship between the employee, the task, the tools, and the work environment, making worker participation essential.
  • Employee questionnaires or surveys help identify and correct risks and should include feedback and follow-up reports.

Records analysis and tracking

Records review is important to identify patterns of assaults or near misses that could be prevented or reduced through the implementation of appropriate controls. Records review should include medical, safety, specific threat assessments, workers� compensation, and insurance records.

The review should also include the Occupational Safety and Health Administration (OSHA) Log of Work-Related Injuries and Illnesses (OSHA Form 300) if the employer is required to maintain one. In addition, incident/near-miss logs, a facility�s general event or daily log, and police reports should be reviewed to identify assaults relative to particular:

  • Locations,
  • Work areas,
  • Job titles,
  • Activities�such as cashiers, and
  • Time of day.

Job hazard analysis

A job hazard analysis is an assessment that focuses on job tasks to identify hazards. The job hazard analysis examines the relationship between the employee, the task, the tools, and the work environment.

Reviewing procedures and operations connected to specific tasks or positions helps identify if those tasks contribute to hazards related to workplace violence. These tasks can then be modified to reduce the likelihood of future violence.

Worker participation is an essential component of the analysis. As noted in OSHA�s publication on job hazard analyses, priority should be given to specific types of job. For example, priority should be given to:

  • Jobs with high assault rates due to workplace violence,
  • Jobs that are new to an operation or have undergone procedural changes that may increase the potential for workplace violence, and
  • Jobs that require written instructions.

After an incident or near miss, the analysis should focus on:

  • Analyzing those positions that were affected;
  • Identifying if existing procedures and operations were followed, and if not, identify why (in some instances, not following procedures could result in more effective protections);
  • Identifying if staff were adequately qualified and/or trained for the tasks required; and
  • Developing, if necessary, new procedures and operations to improve staff safety and security.

Employee surveys

Employee questionnaires or surveys are effective ways for employers to identify potential hazards that may lead to violent incidents, identify the types of problems workers face in their daily activities, and assess the effects of changes in work processes.

Detailed baseline screening surveys can help pinpoint tasks that put workers at risk. Periodic surveys � conducted at least annually or whenever operations change/incidents of workplace violence occur � help identify new or previously unnoticed risk factors and deficiencies or failures in work practices.

The periodic review process should also include feedback and follow-up. Questions for the review process may include:

  • What daily activities, if any, expose you to the greatest risk of violence?
  • What, if any, work activities make you feel unprepared to respond to a violent action?
  • Can you recommend any changes or additions to the workplace violence prevention training you received?

Hazard prevention and control

  • Hazards must be identified, controls must be implemented, and the success of those goals must be evaluated for prevention programs to be successful.
  • Hazards may be eliminated through substitutions, workplace/engineering adaptations, and administrative controls.

After the systematic worksite analysis is complete, the employer should take the appropriate steps to prevent or control the hazards that were identified.

To do this, the employer should:

  • Identify and evaluate control options for workplace hazards;
  • Select effective and feasible controls to eliminate or reduce hazards;
  • Implement these controls in the workplace;
  • Follow up to confirm that these controls are being used and maintained properly; and
  • Evaluate the effectiveness of controls and improve, expand, or update them as needed.

In the field of industrial hygiene, these steps are generally categorized, in order of effectiveness, as:

  • Substitution,
  • Engineering controls, and
  • Administrative and work practice controls.

These principles can also be applied to the field of workplace violence. In addition, employers should ensure that, if an incident of workplace violence occurs, post-incident procedures and services are in place and/or immediately available.

Substitution

The best way to eliminate a hazard is to eliminate it or substitute a safer work practice. While these substitutions may be difficult in some operations, they still should be considered and implemented.

Engineering controls and workplace adaptations

Engineering controls are physical changes that either remove the hazard from the workplace or create a barrier between the worker and the hazard. In facilities where it is appropriate, there are several engineering control measures that effectively prevent or control workplace hazards. Engineering control strategies include:

  • Using physical barriers (such as enclosures or guards) or door locks to reduce employee exposure to the hazard,
  • Metal detectors,
  • Panic buttons,
  • Better or additional lighting, and
  • More accessible exits (where appropriate).

The measures taken should be site-specific and based on the hazards identified in the worksite analysis appropriate to the specific setting. For example, closed circuit videos and bulletproof glass may be appropriate in convenience store, but not at a new vehicle dealership.

If new construction or modifications are planned for a facility, assess any plans to eliminate or reduce security hazards.

Administrative and work practice controls

Administrative and work practice controls are appropriate when engineering controls are not feasible or not completely protective. These controls affect the way workers perform jobs or tasks. Changes in work practices and administrative procedures can help prevent violent incidents.

As with engineering controls, the practices chosen to abate workplace violence should be appropriate to the type of site and in response to hazards identified.

Post-incident procedures and services

  • Identifying the root cause of the indecent and taking immediate steps to help those affected is crucial to the success of the prevention program.
  • Treatment and strong follow-up programs for employees who have been victimized and traumatized should be immediate.
  • The five basic steps to investigating the report should begin as soon as the immediate needs are taken care of.

Post-incident response and evaluation are important components to an effective violence prevention program. Thoroughly investigating incidents of workplace violence provides a roadmap to avoiding fatalities and injuries associated with future incidents. The purpose of the investigation should be to identify the �root cause� of the incident. Root causes, if not corrected, inevitably recreate the conditions for another incident to occur.

Immediate first steps

When an incident occurs, the immediate first steps are to:

  • Provide first aid and emergency care for the injured worker(s), and
  • To take any measures necessary to prevent others from being injured.

All workplace violence programs should provide comprehensive treatment for workers who are victimized personally or may be traumatized by witnessing a workplace violence incident. Injured staff should receive prompt treatment and psychological evaluation whenever an assault takes place, regardless of its severity � free of charge. Also, injured workers should be provided transportation to medical care.

Victims of workplace violence could suffer a variety of consequences in addition to their actual physical injuries. These may include:

  • Short- and long-term psychological trauma;
  • Fear of returning to work;
  • Changes in relationships with coworkers and family;
  • Feelings of incompetence, guilt, powerlessness; and
  • Fear of criticism by supervisors or managers.

Follow-up programs

Consequently, a strong follow-up program for these workers will not only help them address these problems, but also help prepare them to confront or prevent future incidents of violence.

Several types of assistance can be incorporated into the post-incident response. For example, trauma-crisis counseling, critical-incident stress debriefing, or employee assistance programs may be provided to assist victims.

Whether the support is trauma-informed or not, counseling should be provided by:

  • Certified employee assistance professionals,
  • Psychologists,
  • Psychiatrists,
  • Clinical nurse specialists, or
  • Social workers.

Alternatively, the employer may refer staff victims to an outside specialist. The employer may establish an employee counseling service, peer counseling, or support groups.

Counselors should be well-trained and have a good understanding of the issues and consequences of assaults and other aggressive, violent behavior. Appropriate and promptly rendered post-incident debriefings and counseling reduce acute psychological trauma and general stress levels among victims and witnesses. In addition, this type of counseling educates staff about workplace violence and positively influences workplace and organizational cultural norms to reduce trauma associated with future incidents.

Investigation steps

Once these immediate needs are taken care of, the investigation should begin promptly. The basic steps in conducting incident investigations are to:

  1. Report as required. Determine who needs to be notified, both within the organization and outside (e.g., authorities), when there is an incident. Understand what types of incidents must be reported and what information needs to be included. If the incident involves hazardous materials, additional reporting requirements may apply.
  2. Involve workers in the incident investigation. The employees who work most closely in the area where the event occurred may have special insight into the causes and solutions.
  3. Identify root causes. Identify the root causes of the incident. Don�t stop an investigation at �worker error� or �unpredictable event.� Ask �why� the worker responded in a certain way, etc.
  4. Collect and review other information. Depending on the nature of the incident, records related to training, maintenance, inspections, audits, and past incident reports may be relevant to review.
  5. Investigate near misses. In addition to investigating all incidents resulting in a fatality, injury or illness, any near misses (defined as a situation that could potentially have resulted in death, injury, or illness) should be promptly investigated as well. Near misses are caused by the same conditions that produce more serious outcomes and signal that some hazards are not being adequately controlled, or that previously unidentified hazards exist.

Post-incident procedures and services

  • Identifying the root cause of the indecent and taking immediate steps to help those affected is crucial to the success of the prevention program.
  • Treatment and strong follow-up programs for employees who have been victimized and traumatized should be immediate.
  • The five basic steps to investigating the report should begin as soon as the immediate needs are taken care of.

Post-incident response and evaluation are important components to an effective violence prevention program. Thoroughly investigating incidents of workplace violence provides a roadmap to avoiding fatalities and injuries associated with future incidents. The purpose of the investigation should be to identify the �root cause� of the incident. Root causes, if not corrected, inevitably recreate the conditions for another incident to occur.

Immediate first steps

When an incident occurs, the immediate first steps are to:

  • Provide first aid and emergency care for the injured worker(s), and
  • To take any measures necessary to prevent others from being injured.

All workplace violence programs should provide comprehensive treatment for workers who are victimized personally or may be traumatized by witnessing a workplace violence incident. Injured staff should receive prompt treatment and psychological evaluation whenever an assault takes place, regardless of its severity � free of charge. Also, injured workers should be provided transportation to medical care.

Victims of workplace violence could suffer a variety of consequences in addition to their actual physical injuries. These may include:

  • Short- and long-term psychological trauma;
  • Fear of returning to work;
  • Changes in relationships with coworkers and family;
  • Feelings of incompetence, guilt, powerlessness; and
  • Fear of criticism by supervisors or managers.

Follow-up programs

Consequently, a strong follow-up program for these workers will not only help them address these problems, but also help prepare them to confront or prevent future incidents of violence.

Several types of assistance can be incorporated into the post-incident response. For example, trauma-crisis counseling, critical-incident stress debriefing, or employee assistance programs may be provided to assist victims.

Whether the support is trauma-informed or not, counseling should be provided by:

  • Certified employee assistance professionals,
  • Psychologists,
  • Psychiatrists,
  • Clinical nurse specialists, or
  • Social workers.

Alternatively, the employer may refer staff victims to an outside specialist. The employer may establish an employee counseling service, peer counseling, or support groups.

Counselors should be well-trained and have a good understanding of the issues and consequences of assaults and other aggressive, violent behavior. Appropriate and promptly rendered post-incident debriefings and counseling reduce acute psychological trauma and general stress levels among victims and witnesses. In addition, this type of counseling educates staff about workplace violence and positively influences workplace and organizational cultural norms to reduce trauma associated with future incidents.

Investigation steps

Once these immediate needs are taken care of, the investigation should begin promptly. The basic steps in conducting incident investigations are to:

  1. Report as required. Determine who needs to be notified, both within the organization and outside (e.g., authorities), when there is an incident. Understand what types of incidents must be reported and what information needs to be included. If the incident involves hazardous materials, additional reporting requirements may apply.
  2. Involve workers in the incident investigation. The employees who work most closely in the area where the event occurred may have special insight into the causes and solutions.
  3. Identify root causes. Identify the root causes of the incident. Don�t stop an investigation at �worker error� or �unpredictable event.� Ask �why� the worker responded in a certain way, etc.
  4. Collect and review other information. Depending on the nature of the incident, records related to training, maintenance, inspections, audits, and past incident reports may be relevant to review.
  5. Investigate near misses. In addition to investigating all incidents resulting in a fatality, injury or illness, any near misses (defined as a situation that could potentially have resulted in death, injury, or illness) should be promptly investigated as well. Near misses are caused by the same conditions that produce more serious outcomes and signal that some hazards are not being adequately controlled, or that previously unidentified hazards exist.

Safety and health training

  • Education and training are key elements of a workplace violence protection program.
  • Training programs should involve all workers, including contract workers, supervisors, and managers.

Supervisors and managers must be trained to recognize high-risk situations so they can ensure workers are not placed in assignments that compromise their safety.

Education and training

Education and training are key elements of a workplace violence protection program. These elements help ensure that all employees are aware of potential hazards and know how to protect themselves and their coworkers using established policies and procedures.

Training can:

  • Help raise the overall safety and health knowledge across the workforce,
  • Provide employees with the tools needed to identify workplace safety and security hazards, and
  • Address potential problems before they arise and ultimately reduce the likelihood of workers being assaulted.

The training program should involve all workers, including contract workers, supervisors, and managers. Workers who may face safety and security hazards should receive formal instruction on any specific or potential hazards associated with the unit or job and the facility. Such training may include information on the types of injuries or problems identified in the facility, including methods to control the specific hazards. It may also include instructions on how to limit physical interventions during workplace altercations whenever possible.

Understanding the importance of training

Every worker should understand the concept of �universal precautions for violence�� that is, that violence should be expected but can be avoided or mitigated. In addition, workers should understand the importance of a culture of respect, dignity, and active mutual engagement in preventing workplace violence.

New and reassigned workers should receive an initial orientation before starting their job duties. All workers should receive required training annually. In high-risk settings and institutions, refresher training may need to happen more frequently, perhaps monthly or quarterly, to effectively reach and inform all workers. Effective training programs should involve role-playing, simulations, and drills.

Training for supervisors and managers

Supervisors and managers must be trained to recognize high-risk situations so they can ensure workers are not placed in assignments that compromise their safety. Such training should encourage workers to report incidents and to seek the appropriate care after experiencing a violent incident.

Supervisors and managers should learn how to reduce safety hazards and ensure that workers receive appropriate training. Following training, supervisors and managers should be able to recognize a potentially hazardous situation and make any necessary changes to reduce or eliminate the hazards.

The training program should also include an evaluation. At least annually, the program content, the methods, and the frequency of training should be reviewed. Program evaluation may involve supervisor and employee interviews, testing, observation, and review of reports related to the behavior of individuals in threatening situations.

Training topics, recordkeeping, and program evaluation

  • Depending on the severity of the risk, a combination of training programs may be used to keep management up to date on violence prevention.
  • Keeping accurate records and performing evaluations of violence prevention programs are essential for determining effectiveness, identifying issues, and quickly applying needed changes.

Training topics may include management of assaultive behavior, professional/police assault-response training, or personal safety training on how to prevent and avoid assaults. A combination of training programs may be used, depending on the severity of the risk.

In general, training should cover the policies and procedures for a facility as well as de-escalation and self-defense techniques. Both de-escalation and self-defense training should include a hand-on component. The following provides a list of possible topics:

  • A workplace violence prevention policy;
  • Risk factors that cause or contribute to assaults;
  • The location, operation, and coverage of safety devices, such as alarm systems, along with information about required maintenance schedules and procedures;
  • Early recognition of escalating behavior or recognition of warning signs or situations that may lead to an assault;
  • Ways to recognize and prevent/diffuse volatile situations or aggressive behavior;
  • Ways to manage anger and appropriately use medications;
  • Ways to deal with hostile customers;
  • Proper use of safe rooms and areas where staff can find shelter from a violent incident;
  • A standard response action plan for violent situations that includes knowing the availability of assistance, knowing how to respond to alarm systems, and knowing how to handle communication procedures;
  • Self-defense procedures;
  • Ways to protect oneself and coworkers, including the use of a �buddy system�;
  • Policies and procedures for reporting and recordkeeping; and
  • Policies and procedures for obtaining care, counseling, workers� compensation, or legal assistance after a violent episode or injury.

Recordkeeping and program evaluation

Recordkeeping and evaluation of the violence prevention program are necessary to determine its overall effectiveness and identify any deficiencies or changes that should be made.

Accurate records of injuries, illnesses, incidents, assaults, hazards, corrective actions, and training can help employers:

  • Determine the severity of the problem;
  • Identify any developing trends or patterns in particular locations, jobs, or departments;
  • Evaluate methods of hazard control;
  • Identify training needs; and
  • Develop solutions for an effective program.

Key records include:

  • The Occupational Safety and Health Administration (OSHA) Log of Work-Related Injuries and Illnesses (OSHA Form 300). Covered employers are required to prepare and maintain records of serious occupational injuries and illnesses using the OSHA 300 Log. As of January 2015, all employers must promptly report to OSHA:
    • All work-related fatalities within 8 hours, and
    • All work-related inpatient hospitalizations, all amputations, and all losses of an eye within 24 hours.

Injuries caused by assaults must be entered on the log if they meet the recording criteria:

  • Medical reports of work injury, workers� compensation reports, and supervisors� reports for each recorded assault. These records should describe the type of assault � such as an unprovoked sudden attack or patient-to-patient altercation � who was assaulted, and all other circumstances of the incident. The records should include a description of the environment or location, lost work time that resulted, and the nature of injuries sustained. These medical records are confidential documents and should be kept in a locked location under the direct responsibility of a healthcare professional.
  • Records of incidents of abuse, reports conducted by security personnel, and verbal attacks or aggressive behavior that may be threatening, such as pushing or shouting and acts of aggression. This may be kept as part of an assaultive incident report. Ensure that the affected department evaluates these records routinely.
  • Documentation of minutes of safety meetings, records of hazard analyses, and corrective actions recommended and taken.
  • Records of all training programs, attendees, and qualifications of trainers.

Elements of a program evaluation

  • Employers should regularly evaluate safety and security measures as part of the overall violence prevention program.
  • Evaluation reports should be shared with all workers, and any changes should be discussed at regular meetings.

As part of their overall program, employers should evaluate their safety and security measures. Top management should review the program regularly and, with each incident, evaluate its success. Responsible parties (including managers, supervisors and employees) should reevaluate policies and procedures on a regular basis to identify deficiencies and take corrective action.

Management should share workplace violence prevention evaluation reports with all workers. Any changes in the program should be discussed at regular meetings.

All reports should protect worker confidentiality either by presenting only aggregate data or by removing personal identifiers.

Processes involved in an evaluation include:

  • Establishing a uniform violence reporting system and a regular schedule to review reports;
  • Reviewing reports and minutes from staff meetings on safety and security issues;
  • Analyzing trends and rates in illnesses, injuries, or fatalities caused by violence relative to initial or �baseline� rates;
  • Measuring improvement based on lowering the frequency and severity of workplace violence;
  • Keeping up-to-date records of administrative and work practice changes to prevent workplace violence and to evaluate how well they work;
  • Surveying workers before and after making job or worksite changes or installing security measures/new systems to determine their effectiveness;
  • Tracking recommendations through to completion;
  • Surveying workers periodically to learn if they experience hostile situations while performing their jobs;
  • Complying with the Occupational Safety and Health Administration (OSHA) and state requirements for recording and reporting injuries, illnesses, and fatalities; and
  • Requesting periodic law enforcement or outside consultant review of the worksite for recommendations on improving worker safety.

Training topics, recordkeeping, and program evaluation

  • Depending on the severity of the risk, a combination of training programs may be used to keep management up to date on violence prevention.
  • Keeping accurate records and performing evaluations of violence prevention programs are essential for determining effectiveness, identifying issues, and quickly applying needed changes.

Training topics may include management of assaultive behavior, professional/police assault-response training, or personal safety training on how to prevent and avoid assaults. A combination of training programs may be used, depending on the severity of the risk.

In general, training should cover the policies and procedures for a facility as well as de-escalation and self-defense techniques. Both de-escalation and self-defense training should include a hand-on component. The following provides a list of possible topics:

  • A workplace violence prevention policy;
  • Risk factors that cause or contribute to assaults;
  • The location, operation, and coverage of safety devices, such as alarm systems, along with information about required maintenance schedules and procedures;
  • Early recognition of escalating behavior or recognition of warning signs or situations that may lead to an assault;
  • Ways to recognize and prevent/diffuse volatile situations or aggressive behavior;
  • Ways to manage anger and appropriately use medications;
  • Ways to deal with hostile customers;
  • Proper use of safe rooms and areas where staff can find shelter from a violent incident;
  • A standard response action plan for violent situations that includes knowing the availability of assistance, knowing how to respond to alarm systems, and knowing how to handle communication procedures;
  • Self-defense procedures;
  • Ways to protect oneself and coworkers, including the use of a “buddy system”;
  • Policies and procedures for reporting and recordkeeping; and
  • Policies and procedures for obtaining care, counseling, workers’ compensation, or legal assistance after a violent episode or injury.

Recordkeeping and program evaluation

Recordkeeping and evaluation of the violence prevention program are necessary to determine its overall effectiveness and identify any deficiencies or changes that should be made.

Accurate records of injuries, illnesses, incidents, assaults, hazards, corrective actions, and training can help employers:

  • Determine the severity of the problem;
  • Identify any developing trends or patterns in particular locations, jobs, or departments;
  • Evaluate methods of hazard control;
  • Identify training needs; and
  • Develop solutions for an effective program.

Key records include:

  • The Occupational Safety and Health Administration (OSHA) Log of Work-Related Injuries and Illnesses (OSHA Form 300). Covered employers are required to prepare and maintain records of serious occupational injuries and illnesses using the OSHA 300 Log. As of January 2015, all employers must promptly report to OSHA:
    • All work-related fatalities within 8 hours, and
    • All work-related inpatient hospitalizations, all amputations, and all losses of an eye within 24 hours.

Injuries caused by assaults must be entered on the log if they meet the recording criteria:

  • Medical reports of work injury, workers’ compensation reports, and supervisors’ reports for each recorded assault. These records should describe the type of assault — such as an unprovoked sudden attack or patient-to-patient altercation — who was assaulted, and all other circumstances of the incident. The records should include a description of the environment or location, lost work time that resulted, and the nature of injuries sustained. These medical records are confidential documents and should be kept in a locked location under the direct responsibility of a healthcare professional.
  • Records of incidents of abuse, reports conducted by security personnel, and verbal attacks or aggressive behavior that may be threatening, such as pushing or shouting and acts of aggression. This may be kept as part of an assaultive incident report. Ensure that the affected department evaluates these records routinely.
  • Documentation of minutes of safety meetings, records of hazard analyses, and corrective actions recommended and taken.
  • Records of all training programs, attendees, and qualifications of trainers.

Elements of a program evaluation

  • Employers should regularly evaluate safety and security measures as part of the overall violence prevention program.
  • Evaluation reports should be shared with all workers, and any changes should be discussed at regular meetings.

As part of their overall program, employers should evaluate their safety and security measures. Top management should review the program regularly and, with each incident, evaluate its success. Responsible parties (including managers, supervisors and employees) should reevaluate policies and procedures on a regular basis to identify deficiencies and take corrective action.

Management should share workplace violence prevention evaluation reports with all workers. Any changes in the program should be discussed at regular meetings.

All reports should protect worker confidentiality either by presenting only aggregate data or by removing personal identifiers.

Processes involved in an evaluation include:

  • Establishing a uniform violence reporting system and a regular schedule to review reports;
  • Reviewing reports and minutes from staff meetings on safety and security issues;
  • Analyzing trends and rates in illnesses, injuries, or fatalities caused by violence relative to initial or �baseline� rates;
  • Measuring improvement based on lowering the frequency and severity of workplace violence;
  • Keeping up-to-date records of administrative and work practice changes to prevent workplace violence and to evaluate how well they work;
  • Surveying workers before and after making job or worksite changes or installing security measures/new systems to determine their effectiveness;
  • Tracking recommendations through to completion;
  • Surveying workers periodically to learn if they experience hostile situations while performing their jobs;
  • Complying with the Occupational Safety and Health Administration (OSHA) and state requirements for recording and reporting injuries, illnesses, and fatalities; and
  • Requesting periodic law enforcement or outside consultant review of the worksite for recommendations on improving worker safety.
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