Workplace violence in challenging times

Amid economic uncertainty, rising costs, and global turmoil, physical, financial, and emotional stress remain high in the workforce. And as stress rises, so can the risk of frustration, hostility, and even violence.¹ Compounded stress can lead to increased crime and aggression, making it critical for employers to prioritize workplace safety and employee well-being. Is your organization prepared to support workforce well-being during challenging times? And what steps can your organization take to prevent, recognize, and de-escalate hostility in the workplace?

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. While fitness for duty exams can screen for certain indicators, people leaders 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 people leaders and employees understand red flags and indicators for violence. Training can help teach how to approach a struggling employee, what language to use, and techniques to de-escalate the situation.

Also, 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.

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.

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 having a strong plan in place can help provide a competitive advantage when a crisis occurs.

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.

Organizations can challenge those feelings of uncertainty or uneasiness through consistent communication. Providing information and resources to workers during challenging times can help you become a trusted leader and equip your organization to address issues proactively — before they escalate.

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