wells fargo insurance services workplace violence prevention and response michelle cross, arm, cpe,...
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Wells Fargo Insurance Services
Workplace ViolencePrevention and ResponseMichelle Cross, ARM, CPE, CBCPSenior Vice President
November 18, 2009
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The Facts
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What is Violence?
Actions exerted for the purpose of violating, damaging or abusing Physical and non-physical
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Just the threat of violence can render a company inoperative.
There is no work without employees.
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Nature of Violence
Offensive language
Obscene phone calls
Harassment
Threats
Intimidation
Assault
Rape
Shooting
Stabbing
Suicide
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Magnitude
In 2007:
16,840 violent incidents at work (causing lost time)
In 2008:
794 homicides (16% occupational fatalities)
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Study 2005
7,361,560 establishments reported violent incident in prior 11 months
Criminal, Customer, Co-worker, Domestic
Impacts
Absenteeism Insurance claims Turnover Fear levels Morale
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Accident Ratio Study
Deaths
Aggravated Assault - Robbery, Rape
Simple Assault
1
420
1,480
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Victim-Offender Relationships
Employment relationship
Personal relationships (real or perceived)
Recipient of goods/services/care
No relationship
they just want what you have, or
they want you to stop having it
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Note: Detail may not add to totals because of rounding. *Fewer than 10 sample cases.”
Victim Offender Relationships
Intimate
Other relative
Acquaintance – Coworker
Stranger
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“Typical” Offender
History of violent behaviors Little or no criminal record Fascination with weapons Unstable work history Alcohol / drug abuse Family / marital problems Poor relationships at work Loner – socially isolated Demonstrated emotional / mental instability Works in high pressure setting White male 30s and 40s
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Victim-Offender Relationship
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Escalating Behaviors
Warning Signs
Inconsistent work patterns
Attendance problems
Behavior changes
Stress in personal life
Paranoia
Blaming others
Obsessive interest in coworker
Predicting harm to others
Intimidating/outlandish behavior
Testing limits of acceptable behavior
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Motivation for Violent Behavior at Work
Criminal behavior
Firing/layoff
Prejudice
Personal problems
Romantic obsession
Dissatisfaction with company
Interpersonal conflict
Anger about disciplinary action
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Factors Increasing Risk of Violence
Management’s failure to fulfill commitments
Poor labor-management relations
Inconsistent rules and discipline
Ineffective grievance procedures
Perception of employees as tools
Unclear goals and expectations
Poor relationships with co-workers and supervisor
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The Planning
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Prevention Begins with Planning
Create WPV policy statement
Assess and control hazards
Fair/Confidential HR Policies
Proactively manage stress
Report/investigate all incidents
Train/educate staff
Manage aggressive behavior
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Should include:
Policy Statement
Zero tolerance for all forms of WPV
No weapons
Procedure for reporting and investigating
Define consequences for WPV
No reprisals for reporting violence
Senior management endorsed and supported
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Physical Security
Lighting (inside and outside)
Communications (phones, alarms, emergency phone numbers)
Security personnel (trained professionals)
Surveillance equipment
Controlled access
Limited access areas
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Sample Rings of Protection(US Chemical Industry)
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Fair & Confidential HR Policies
Hiring process
Background/reference checks
Supervisor/manager training
Discipline, termination techniques/policies
Substance abuse policies
Layoff/downsizing preplanning
WPV incident handling
Conflict resolution procedures
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Managing Stress Proactively
Planning for layoffs, downsizings, restructuring
EAP available to all staff
Integrity hotlines
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Training
People skills
Conflict resolution
Aggression management
Performance reviews
Disciplinary procedures
Hiring/interview process
Termination process
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The Response
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Emergency Response
Shelter in Place vs. Evacuation
Track employees
Evacuation outside building
Sheltered / safe location
Drills
De-escalation
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Community Based Relationships
Establish relationships
Police
Emergency responders
Fire Department
Coordinate response
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Crisis Communications
First Priority is Emergency Communications
Protect Employees
Methods
Alarms / Signals
Differ by event
Automated messages
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Crisis Communications
TRAINED Spokesperson
Timely communications
Media
Families
Customers
Regulatory Agencies
Scripts
Rehearse
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Business Continuity Plan
Violence is a crisis event
Make sure BCP addresses human-centric events
Disruptions to operations
Employee Concerns
Possible Crime Scene
Unable to access job site
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Summary
People tend to view WPV incidents as instantaneous occurrences, however, there are typically many opportunities to interrupt the progression leading to the incident.
WPV is a risk that can usually be controlled IF management is willing to invest the time, effort & resources necessary to do so.
When WPV occurs, activate crisis plans immediately
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Thank you!
Michelle Cross
617-204-2529
michelle_cross@wellsfargois.com
© 2009 Wells Fargo Bank, N.A. All rights reserved. For public use.
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