WORKPLACE VIOLENCE


an attorney to learn if your business is lo- cated in a so-called “guns in trunks” state.


Once you have written a workplace


violence policy, make it available to all employees. Don’t just put the document on the shelf and forget it. “I can’t tell you how many places I go into and no one has read the policy in years,” says White.


Tread Carefully So your workplace violence policy is writ- ten,


communicated, and posted. How


should you approach the employee whose behavior violates its terms? Privately and with sensitivity.


“Do not approach the troubled em-


ployee in public,” says Bonczyk. “That can be devastating and embarrassing, and can lead to still more aggressive acts.” Bonc- zyk advises pulling the person aside and holding a meeting behind closed doors. “Put away the cell phone and focus 100 percent on the employee.”


Start by putting the individual at ease,


advises Bonczyk. “Break the ice and give the employee an opportunity to calm down by offering a glass of water or a cup of cof- fee, and by talking about common topics such as the weather or new movies.”


Once the individual seems calm and


collected, move on to a description of the behavior you have witnessed. You might open with words such as these: “Josh, yesterday I noticed that you shouted at Sandra when she asked you to help with her presentation. You seemed very angry. What was going on which caused you to behave that way? And how can we help?”


“Focus on what you have seen,” says


Bonczyk. Describe behaviors that you have actually witnessed rather than trying to interpret emotions or causes. Suggesting that the individual is troubled, or resent- ful, or envious of another employee’s suc- cess will only cause the person to deny the charge and become more upset.


As your conversation proceeds, take steps to calm any emotional outbursts. “If June 2021 23


the employee starts to scream and to become aggressive, don’t try to interrupt or become aggressive yourself,” advises Bonczyk. “Instead, lower your own voice and try to defuse the situation by repeating your desire to understand and to help.”


The focus of the conversation should not be on placing blame for behavior


but on offering assistance to help the employee behave better. “Be sincere about your desire to assist the troubled employee,” says Bonczyk. “People can tell when you’re not.”


Once the employee explains what is troubling him, offer whatever assistance


is appropriate, says Bonczyk. Suppose Josh says he is having money problems. Here is where you can suggest he speak with a local financial counselor with whom your organization has a relationship. In many cases, you may suggest the person meet a representative from your Employee Assistance Program (EAP), if you have one. The employee whose behavior relates to something like the serious illness of a family member may be entitled to time off under provisions of the Family and Medical Leave Act.


Make a note on your calendar for a follow up meeting, perhaps 10 days or


two weeks later, or even sooner if the situation warrants it. Find out if the employee has made gains in solving his problem and if there is anything else your organization can do to help.


Dealing With Orders Of Protection Many cases of workplace violence originate in the home. “An em-


ployer who receives an employee order of protection against a non- employee spouse must assess the risk to the workplace,” says Felix P. Nater, president of Nater Associates, a security consulting firm operat- ing out of New York City and Charlotte, N.C.


Nater suggests consulting with local law enforcement officers on the


best procedures to follow (such as calling 911) if the spouse is spotted on the workplace premises, then training employees in those proce- dures. Obtain a copy of the restraining order, and keep it on hand to provide to the police when necessary.


Work with the affected employee to reduce risk. The employer might


reasonably accommodate the employee with a leave of absence or a flexible work schedule, and institute additional security measures such as changing the employee’s parking spot and their work location. “The goal is to protect the workforce and reduce the employer’s liability for a violent act,” says Nater.


Finally, make sure the employee knows the game plan if the spouse


shows up at work. Perhaps she should move to a predetermined location in a back room while the staff calls the police.


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