Homicide in the workplace is the fastest growing form of murder with the rate doubling in the last 10 years, says Bruce Wilkinson, president of Workplace Consultants in New Orleans, La.
Wilkinson, who discussed the topic at the American Furniture Manufacturers Association’s human resources/safety exposition in Myrtle Beach, S.C., says workplace violence, while not a chronic problem in the woodworking industry, is certainly an industry-wide one.
Workplace violence is “any incident in which an employer, employee or visitor is threatened, intimidated, verbally or physically attacked, harassed, injured or killed.” It can manifest itself in everything from threats to property damage to murder and even suicide.
Wilkinson says major indicators of potentially violent behavior are a violent history, obsession with weapons and/or the job, carrying a concealed weapon, threatening and/or intimidating fellow workers or management, loner tendencies, grudge-keeping and hypersensitivity to criticism. Alcohol and/or drugs as well as company layoffs and labor disputes can inflame worker hostility.
“Violent people hate change. They think it’s some form of injustice and it’s all towards them,” he says.
Management can add further fuel to a situation by micromanaging, providing poor working conditions, mandating overtime on a frequent basis and cutting employee benefits. But at the same time, Wilkinson strongly encourages management to document worker abuses, discussing only a worker’s poor performance instead of other factors like suspected drug use.
When discussing job performance with an obviously angry worker, Wilkinson offers these tips:
• Allow physical space in a discussion - two to four feet is recommended. Stay calm. Don’t glare or stare.
• Word comments carefully, speaking slowly and in a low tone.
• Listen carefully. Be empathetic. Use silence as a calming tool.
• Stay alert to physical warning signals like a red face, sweating, pacing, exaggerated gestures, scowling or glaring.
Workplace Management Tips
• Create a fair and open workplace with Wilkinson’s “three P’s” — policy, procedures and practices.
• Incorporate drug testing and/or background checks in pre-employment screening.
• Investigate and document all related incidents and perform quarterly physical security audits.
• Implement security procedures and policies on threats, harassment, and handling employee and customer concerns and grievances — establishing anti-violence/threat notification. Have a well-practiced crisis-and-escape plan for violent incidents.
• Train managers, supervisors and employees to recognize signs of troubled employees, vendors or visitors, as well as how to resolve conflicts. Appoint a “threat assessment team.”
• Provide laid-off employees access to job placement and re-employment professionals.
• Discipline with dignity. Avoid confrontational behavior such as yelling or intimidating body language. Have security nearby if necessary.
• Follow disciplinary procedures. Don’t impulsively fire anyone.
• Have someone other than an immediate supervisor or manager investigate an incident.
• Suspend the employee until the investigation is done.
• Use crisis or security procedures if deemed necessary.
• If the situation escalates, warn fellow workers about the potential danger. If it involves seeking a restraining order, warn the threatened person(s) so they also can take precautions.
