Workplace violence in challenging times

In the years following the COVID-19 pandemic, workers have experienced unprecedented levels of physical, financial, and emotional stress, which can lead to increased levels of frustration and worse, violence.¹ What can businesses do to prevent, identify, and — if needed — de-escalate hostility in the workplace as employees grapple with these stressors?

Our webinar, Workplace Violence in Challenging Times: Navigating employee safety and security addressed the impact of the pandemic on Americans’ mental health, explored how compounded stress can lead to increased crime, hostility, and violence, and discussed ways that employers can promote workplace safety and security.

Growing stress and hostility

The increase in nationwide stress is a growing concern, especially as employers start to bring their workforces back to onsite facilities. Employers should build awareness around the stresses their employees may be experiencing, take preventative steps to identify concerning behavior, and have a plan in place should something happen.

Use identification, training, and planning to prepare for potential threats

To start, employers should learn how to recognize behavior that could lead to a threat. “Are we recognizing that an individual is showing red flags or some indicator that they are in a hostile, aggressive state, or leaning towards potentially committing some act of violence?” asks Hart S. Brown, CEO and security & risk practice lead of technology firm Future Point of View. While fitness for duty exams can screen for certain indicators, people managers can learn to watch for changes in behavior, increased absenteeism, unstable or emotional responses, or increased talk of violence. Typically, these sorts of behaviors grow over time, so early identification and intervention can help.

Offer training to help managers and employees understand red flags and indicators for violence. “Identify training that can be given to employees to help each other recognize when somebody is struggling with something,” notes Brown. Training can help teach how to approach a struggling employee, what language to use, and techniques to de-escalate the situation.

Have a scenario-based plan for hostility management and incorporate your training into your onboarding plans and share the plan annually thereafter. The plan should include an overview of violence risk factors, techniques to diffuse hostile or violent situations, and alert or alarm systems to notify the appropriate authorities should something occur.

Conduct a security review of your facilities

When developing a response plan, inspect your facilities to identify vulnerabilities and plans for evacuation or shelter. Security companies or even local police organizations can inspect your facility to make recommendations, but there are still steps you can take if you don’t have access or funds for a professional inspection.

“I generally refer to security as time,” notes Brown. “How long does it take for an individual to do something that you don’t want them to do? Can you put enough barriers in place to create enough of a delay — from a time perspective — in order to protect yourself until help arrives?”

Get buy-in from leadership

Having leadership’s support is an important component of risk prevention and response. Should an event occur, leadership will be responsible for managing the crisis — including financial and legal obligations. When raising the need for crisis response, Brown advises to “make it humanistic. Let the employers know that it’s important to employees and could impact productivity.”

Organizations also should confirm if there are safety compliance measures they must follow with local, state, and federal legislators. If an incident were to occur, legislation can be expensive; but “if plans are in place and leadership believes in those plans, we see a competitive advantage in most cases when a crisis occurs,” says Brown.

Be a trusted source of communication

Especially during challenging times, employees may be unsure where to go for information, often fueling a sense of uncertainty. “Uncertainty itself has a tendency to make individuals start to insert their worst fears,” notes Brown.

Organizations can challenge those feelings of uncertainty or uneasiness through consistent communication. “Become that trusted resource as a leader within the organization,” says Brown. “Communication — by giving information and resources as we make this next transition and re-adaptation — will become incredibly important in order to address these issues before they even come to your doors.”