Counter Workplace Violence
One of the toughest issues employers face is violence in the workplace. What can or should you do about it? There are five rules of thumb that we think will help.
Rule #1: Manage the situation
If employees are acting inappropriately at work – bursts of anger, screaming, and the like – counsel them. Tell them it's not appropriate, no matter how much stress they're under, and they need to stop. Strongly encourage them to utilise company resources to help sort out any number of stressors. And, if they do it again, consider firing them.
Even if someone's outbursts are caused by mental or physical conditions, you can hold them accountable for their conduct. When you fire them, do so because they're screaming at someone, not because they're suffering from schizophrenia, for example. How you label the discharge in those situations is crucial.
Rule #2: Go on vacation
Have an annual leave policy, and enforce it. Annual leave policies rattle on endlessly about how leave time is computed but usually contain nothing about ensuring that it's taken. Consider requiring employees to take their leave – no excuses. There's a reason we give employees annual leave – so they can get away, become refreshed, and develop a different perspective. In terms of work/life balance we think it's a terrible idea to let employees cash in unused leave.
Rule #3: Make a proportionate response
When you're confronted with workplace violence, ask this question: What is a proportionate response to what we know? In other words, is your response to a threat of violence proportional to what the threat is and who's making it? A proportionate response can include a range of responses. For instance, you might allow for cooling-off periods during difficult situations. That isn't unlike parents' count-to-10 principle.
Sometimes when feelings run high – whether in a disciplinary situation or a management meeting – you should think about allowing someone to call a time-out and go somewhere and cool off for 10 or 15 minutes. How you implement it isn't as important as your recognition that it's OK to do so. It cuts off violence or threats at the pass.
Rule #4: Think differently
Don't slavishly adhere to the following mantra: You threaten violence, you are fired, get out. If the situation warrants, think about a technique known as a "supportive separation." It works especially well with employees who believe they have nothing to lose – a chronic illness, a divorcing spouse, a bleak financial future. When people feel hopeless, that's when they come back to do violence.
Tell employees in those situations that threats of violence won't be tolerated but that you do care about them as human beings and you want to help them segue back into the workplace. Then give them, say, 100 percent of their salaries for the first month after leaving employment, 75 percent for the next, and so forth.
Yes, we know, people shouldn't be rewarded for bad behaviour, but a supportive separation makes sense in the right circumstances.
Rule #5: Don't get overly involved in employees' personal lives
Violence often stems from an employee's disgruntled spouse or significant other. It is not a good idea to try and protect an employee outside of work. You can't just do a little bit of that. If you're in for a dime, you're in for a dollar, and if you take on that responsibility and mess up, you could be legally liable.
Of course, there are things you can do that are work-related and compassionate. For example, if an employee needs time to find a family violence shelter and is out of paid time off, pay the employee for the time needed to find a place. You'll be glad you did, and you'll feel good about it.
Bottom line
You're not a sitting duck when it comes to workplace violence. You're not helpless. You have a range of options – and can make a principled decision you can live with.
“Copyright 2006 Great Lakes HR Now and CBS Radio Inc. Used by permission. All Rights Reserved.”