When Violence Strikes at Work

When workplace violence hits the headlines, its every HR professional’s and business owner’s worst night mare. This week in Connecticut, during a workplace murder suicide, 9 employees lost their lives. In light of this tragedy, many employers are wondering what can be done to prevent or reduce the likelihood that a similar incident will not occur at there business.

It’s not often that workplace violence makes the news, but incidents of workplace violence still occur even if they don’t catch the attention of major media outlets. According to Bureau of Labor Statics, workplace homicide is the fourth leading cause of fatal occupational injury in the United States. Additionally in 2005, the last year the survey was completed, there were 564 workplace homicides. With numbers like these, it’s understandable why businesses are concerned.

While there is no way to completely eliminate the risk of workplace violence, there are some practical measures that organizations can take to reduce the risk.

Implement pre-employment screenings appropriate for your organization. At a minimum screenings should include a criminal background check including local and nationwide traces. Other screenings may also be considered based on the type of business and the work the potential candidate will perform.

Take action to secure the building. Contracting or employing unarmed security guards can lend a feeling of security for employees and also help to diffuse possibly violent situations. Security should always be alert or nearby during terminations and disciplinary meetings. Security guards can also make rounds around the building and walk employees to their cars when it is requested. Other options to consider include security cameras and monitored alarm systems.  

Require employee id badges and limit access to the building. Require employees to prominently wear company issued picture id badges while on company property. The building can also be secured by requiring an employee id badge to enter the building. Id badges can also be used to restrict access to certain areas of the building (i.e. Human Resources department), to a limited number of employees.

Effectively manage site visitors. Direct visitors to a central location, ideally to the security station, to log there name, purpose of visit, employee they are meeting, time of visit and later time of departure. Provide visitors with a name badge that should be worn prominently, which identifies them as a visitor. Visitors should also be escorted by security or an employee at all times during their visit.

Encourage employees to report workplace safety concerns. Employees can provide valuable information regarding threats to workplace safety. These concerns are not only limited to observations from co-workers. If an employee is being stalked or has been threatened by a significant other, this information should be reported. The employer can then respond appropriately to assist the employee in remaining safe while at work. Complaints should be kept confidential and free from retaliation.

There are many preventative steps businesses can take to reduce the chances of workplace violence occurring in their organization. The key is to remain dedicated to promoting a safe environment for employees, clients and customers.

Does your organization have a workplace violence policy? A critical step to prevention is having a policy and to address the issue of violence at work. DocSourceNow, your premier destination for HR forms, policies, procedures and training, has a comprehensive workplace violence policy ready for download. Visit our website today!

Breaking Up is Hard

Remember your first breakup as a kid? It was probably awkward and nerve wrecking and came along with sweaty palms and rambling thoughts. Even if the person had the breakup coming to them, it still didn't make it any easier.  Fast forward to a later breakup and I'd bet you dollars to donuts that the reasons for the breakup became more sophisticated but the execution is probably still as awkward as an adolescent with acne and a squeaky voice. Having to deliver news that has the power to crush someone emotionally or on the flip side cause them to erupt into a fit of anger should be be hard to do and a bit frightening.

Terminating an employee is no easier than a breakup. Its still a relationship. It still involves emotions, but unlike puppy love breakups, there are some serious consequences from an employment breakup. Two words, "You're fired", can cause a domino effect of disastrous events for the person on the receiving end. As most people don't work for the sheer enjoyment of it, taking away the paycheck means the rent doesn't get paid, little Johnny can't get braces and cable gets disconnected. Especially in this economy, there are not very many jobs in the sea. 

The employer doesn't get off the hook without consequence either. While no one really has power to control how and why you breakup with that boyfriend or girlfriend in the sixth grade, the EEOC has its nose in why an employer terminates an employee. Of course, you're thinking of the Employment at Will doctrine right now. That's fine and good as long the termination is not for an illegal reason and I'll add that you can prove. If the EEOC doesn't agree with you, it could have very well been cheaper to keep the employee on board.

But there is no need to remain in a employment relationship afflicted with irreconcilable differences in avoidance of confronting an uncomfortable conversation. Firing someone will hopefully never be the highlight of your job, but it can be a done in such a way that allows the employee to maintain their dignity and nix your sweaty palms.

Emotional outbursts happen when employees are caught off guard. Understandably an employee is more likely to erupt into an emotional display if this is the first time they were made aware of a performance or behavior problem. No on likes being blind sided. There area certain exceptions when coaching is just not appropriate such as cases of workplace violence or other no tolerance situations, but even still company policies should directly address these offences and be communicated to employees.  

The good news is keeping your employees informed of their performance and behavior issues is not difficult. Before approving a termination action, insist that your managers demonstrate and provide documentation that the employee has been coached and counselled in the area of the deficiency. One-on-ones are excellent methods to discuss performance on a regular basis and disciplinary notices should be used appropriately to document insufficient performance after coaching has proved ineffective.

Timing is everything. This is also true as it relates to terminating employees. Once the decision has been made to terminate an employee, take the action immediately. Terminating an employee thirty minutes before the end of their shift on a Friday usually don't bode well with employees. Terminating an employee on Christmas Eve, is asking for an emotional and I'll just say unpleasant reaction. While there is not a perfect time, there are better times. Terminating an employee during the lunch hour is an alternative as the work area will be less populated and the employee will not have put in a full day of work to be fired at the eight hour mark.

Once a time has been selected, choosing a place to have the meeting is critical. Some places are better than others. The break room may not be the best option. A private conference room or office with a door are great options. Its also smart to not do the meeting alone. Terminations can be highly litigious, this is no time for employer said, employee said. In addition to a human resources representative, the employee's immediate supervisor should also be present.

Plan to keep the meeting short, no longer than fifteen minutes. Coaching managers prior to the meeting will help keep the meeting on track and focused on the behavior not the employee. This is not a time for discussion, it is a time to stick to the facts. Keep in mind that this news will be overwhelming to the employee. Present the employee with a copy of the final disciplinary notice and supporting documentation to review at a later time  once the shock wears off. NOTE: Always consult your legal council before releasing any documentation to employees, especially in the context of a termination. 

Always end the meeting in a way that preserves the employee's dignity. Have tissues available in event the employee needs them. Offer to mail the employee their personal belongings to prevent returning to their work area and running into employees. Regardless of the employee's reaction, maintain your composure and treat the employee respectfully and professionally.

Finally, remember that as a human resources professional, its not your role to hire or fire anyone. Just like your mother or father didn't break up with your sixth grade crush on your behalf, neither should you fire an employee on a manager's behalf. But like we all have to learn how to deal with dissolution  of relationships, so do managers. Consider this experience as an essential component of the manager's development. Put on your consultant hat and coach the manager through the process, provide advice and guidance. You will be present during the termination meeting to pull up if the meeting starts to head south. 

No termination will be a walk in the park, but being prepared can the process respectful and less nerve wrecking for all involved.

Its Summer Time. Do You Know Where Your Employee's Minds Are?

You don't need to step outside to know that summer has begun, the dazed over gazes of your employee's eyes is the only clue you need. Work, during the summer is only a necessary evil to finance the summer escapades. Summer is heavy on the brain and visions of beach parties, holiday barbeque's and laying out by the pool are dancing in their heads. Time off requests are certainly coming in like a good surf.

The good thing for employees suffering with summer fever is that most US employers offer some sort of paid time off (PTO) or vacation benefit. Its healthy for employee's to take time off away from the office. How else can the company audit their activities? But that's another blog post. Now is also a good time for employers to take a look at their time off policies or create one, to make sure that the company is offering a competitive time off benefit and ensure that everyone is same page with the rules involved.

According to the Society for Human Resources Management, the average vacation days per year by years of service is summarized in the chart below.

Years of service	Average days per year
Less than 1 year	9
2 years of service	11
3 years of service	12
4 years of service	12
5 years of service	14
6 years of service	15
7 years of service	15
8 years of service	16
9 years of service	16
10 years of service	17
11 years of service	18
12 years of service	18
13 years of service	18
14 years of service	19
15 years of service	19
More than 15 years of service	21

Is your company cheating employees out of days by pool or giving employees more time to enjoy all the fun that comes along with the summer?

By the way, the lure of summer possibilities calls out to Human Resources professionals too. If you need to draft a time off policy for your organization, don't spend hours re-inventing the wheel. DocSourceNow is your ticket to freedom with policies and forms ready to download and print. So now that I've helped you get your work done, get out and do something unproductive!