It can be gleaned from above scenario that violence can be a significant workplace hazard. It may cause physical and psychological harm and may result in permanent disability and even death to the person

Workplace violence could translate to direct and indirect costs for the organization.

Aside from the financial costs incurred due to absenteeism, lost productivity, more insurance premiums, medical expenses and mending damage to property, a more serious cost comes in the form of emotional trauma experienced by the victims and their families.

The reaction of individuals depends to a large extent on the nature of the incident, the workers, own experiences, skills and personality, and the extent to which they are directly or indirectly involved. Some common reactions associated with workplace violence are:

• Body changes brought about by distress, such as palpitation, increased breathing rate, muscle tension and nausea
• Rage, dissent and frustration
• Feelings of not in control
• Anxiety and shock
• ?Guilt and embarrassment
• Irritability and inability to concentrate
• ?Sleeplessness and nightmares after the event
• ?Fear of going back to the workplace

It is vital to know these signs/reactions immediately after the violent event to prevent the situation from becoming worse.

How to Manage Workplace Violence

It is necessary to develop strategies in coping with workplace violence for each of the three phases: before, during and after, an event.

D.Prevention

After taking a wide consideration and a broad research on the instigators, causes and effects of workplace violence at my job side, I decided to focus on how we can prevent workplace violence from occurring and avoid all these death and costs it brings to our businesses and organizations.

Considering the results of several studies conducted on workplace violence, it is noted that rash decisions and sudden reactions lead to more grave consequences and sufferings. Workplace violence could lead to injuries, pain and worse, death, if not addressed. The best solution to workplace violence is prevention. Preventing before it occurs. Or, in curbing tendencies and circumstances that instigate workplace violence.

Having a reliable prevention plan in place is the most important action that a company could undertake. It is also the least expensive part any agency’s workplace violence program (OSHA, 2006).

A documented plan designed to pro-actively manage violence at work should be prepared with the help of the workers and representatives from health and safety. The following Steps must form part of an effective WorkplaceViolence Management Plan:

Hazard identification: This step requires identifying situations that may subject workers and visitors to the workplace to workplace violence.

Step 1: How to identify hazards

It is difficult to know the reason for a violent outburst, but there are common factors applicable to a workplace. Violence at work may occur due to:

• Criminal activity, seeking for thrill or revenge
• Mentally unstable
• Use of alcohol or drugs
• To express irritation or frustration
• Being aggrieved because of unjust treatment, whether real or imagined
• To use intimidation in achieving a desired result
• Built-up anger from other issues not necessarily related to work
• Physical conditions that provide discomfort to the employee
• Culture of the workplace which encourages violent behavior such as intimidation, initiation ceremonies, harassment, etc
• Feelings of lack of control
• Discrimination such as cultural, religious, political and others

Personal and environmental factors often come into play which demands that different strategies be adopted to deal with the risk of violence. Identifying the cause for the potential violence and addressing it could greatly reduce violence and aggressive behavior.

The following are effective sources of information to identify these causes of violence in workplaces:

• Communicate to people who have experience with workplace violence in your industry
• Have open channels of communication with workers particularly their concerns on workplace violence
• Conduct a survey in confidence among workers ton inquire about any incidents that have caused irritation and any situations that may be potentially violent (near misses)
• Collect data on the risks of violence in workplaces similar to yours
• Check reports on accident and injury to identify past incidents
• Monitor work practices and inspect the workplace where there is potential for violence
• Create a system that encourages workers to report violent incidents

A checklist (please see sample below) is an effective method in carrying out the identification process.

Inspections on the workplace should be done by several persons to allow varied interpretation of risk.

At this point, it is not important to take steps or determine the action to be taken. The focus is to identify situations where violence could occur to be able to examine the situation in greater detail. However, if something needs to be done then it should be carried out immediately upon informing the people concerned.

Risk assessment: Assess violent situations which could cause injury or harm to workers and visitors, and determine the possible extent of the injuries or harm.

Step 2: How to assess risks

The following questions could help determine risks:

• What is the likelihood of workers recognizing potential violence and understanding the action needed to eliminate the risk?
• How likely is it that someone will be injured or harmed if they are involved in a violent incident?
• How serious would the injury or harm be if something did happen?
• How many people would be affected?
• How often would these people be exposed to the risk of injury or harm from workplace violence?

In determining the degree of risk, one has to consider the possible consequences brought about by a violent situation. Sufficient information to recognize the factors for potentially violent situations is also necessary.

Risks could be classified as high, medium or low in several areas of your workplace. Prioritize situations that are most likely to occur frequently and those which could result to worst injuries. These should have high priority and should be addressed immediately. If a situation could potentially become violent but the possibility of occurring is almost nil it should be the least priority.

3. Risk control: Adopting measures to prevent or lessen the risk of injury and harm.

Step 3: How to control risks

The goal of this step is to emphasize the need for action to get rid of situations which lead to violence and to reduce the risk of injury or harm.

The best way to manage a hazard is to eliminate it. If this is not possible, the risk should be

minimized by applying the strategies in the hierarchy of controls. The first few control measures of the hierarch are more effective than those near the bottom and more practicable. Those near the bottom of the hierarchy are difficult to maintain, and serve as interim measures until more permanent controls can be implemented.

In many cases a combination of different actions may be required to reduce risk to manageable level.

a) Eliminate the hazard

Key principle: Change the system of work to totally get rid of the trigger for workplace
violence.

Recognizing the exact cause or trigger for workplace violence could lead to its removal and enable work to be done without risks of violence.

b) Use a safer alternative

Key principle: Replace a hazardous procedure with a less hazardous one.

Remove hazardous situation to reduce the risk. For example:

• For delivery people who receive cash payments, non-cash payments should be considered
• In situations where cleaners work alone at night, the night cleaning should be done by allowing cleaners to work together
• Where customers wait for a service, to avoid customers to confront workers, customers should be told what to expect and good communication should be established
• Removing potential weapons in public areas, such as paper spikes and scissors,

could prevent violent situation to erupt..

c) Use engineering solutions

Key principle: Design the building or structure to provide for safe systems of work.

Considering hazardous situations in designing building, vehicle or structure to reduce risk of workplace violence such as providing for security doors, permanent

screens, security lighting, alarm systems and communication systems.

Key principle: Make changes to the working environment.

In an existing building, structural changes can be added to lessen the risk of workplace violence such as:

• Improve security and lighting
• Redesigning waiting areas for more comfort
• Providing play corners for children
• Putting high counters and other needed barriers

Key principle: Use physical barriers to separate workers from customers, clients or members
of the public who may cause them harm.

Physical barriers can be used in a several situations, such as:

• Reception areas for possible aggressive clients
• Workplaces where drugs, cash or valuables are handled
• In prisons, hospitals and psychiatric facilities where possibility of attack from
  inmates or patients may occur.

d) Reorganize the work

Key principle: Provide training in communication, how to handle aggression and how to
respond to aggression or violence.

Training could prevent the situation to become unmanageable. Training should include:

• Responsibilities
• Causes and kinds of violence
• Recognizing potential for violence in a person’s conduct
• Identification, assessment and control approach for workplace violence
• Incident reporting and recording
• Customer service skills
• Negotiation skills
• Communication skills
• Basic self-defense
• Legal issues pertaining to violence and self-defense
• Emergency and response measures
• Worker assistance programs

Key principle: Set up work arrangements so that assistance is available when it is needed.

Stressful work situations could lead to short tempers. In these instances, it is prone to losing control of the situation.

Job rotation could help ease stress especially for new workers.

Avoid persons working alone in situations where risk is likely to occur or during peak times.

A new worker should work with a worker with more experience.

Refer clients such as those who need detoxification, drug and alcohol rehabilitation and psychiatric treatment to other services if your facility is not equipped for these problems.

Key principle: Set up effective communication systems between workers to ensure they are
aware of potentially violent situations.
When workers interact with people prone to violence, efficient transfer of
information from one worker to another helps a person to prepare for potentially violent incident.
This applies in prisons, detention centers, psychiatric hospitals, nursing homes and other health care facilities when the care of inmates or patients is handed over from one person to another several times in a day.

Key principle: Set up effective communication systems to be used in an emergency.

This is especially important for people who work alone, such as transport workers and field. workers. Mobile phones, intercoms, duress alarms and beepers should be available in cases of emergency.

Key principle: Use monitoring and surveillance systems to improve security.

Video monitoring and observation mirrors as added security measures.

Key principle: Establish written policies and procedures for specific tasks or situations to
reduce the risk of violence.

• Cash handling
• Field work or with potential for violence
• Handling suspect mail (letters or parcels)
• Client intake and assessment procedures

Key principle: Use administrative procedures to separate workers from customers, clients or
members of the public who may cause them harm.

Agreements to aid workers such as procedures that prevent customers from contacting workers out of business hours.

Key principle: Co-ordinate the administration of the system for controlling violent incidents.

Management responsibilities should be allocated to properly integrate the management
of violent, disruptive incidents into the workplace’s emergency management plan.

All workers should clearly understand their roles in the event of a violent incident.

Key principle: Establish clear policies on violence between co-workers.

Management non-tolerance of any activity that will humiliate, degrade or embarrass other workers.

e) Provide personal protection

Key principle: Use personal protective clothing and equipment.

Personal protective clothing and equipment (PPE) should be made available to provide
greater protection for workers or as a temporary measure while other risk controls are
being mobilized. It should not be the only control used, as it is the least effective way of dealing with workplace violence.

Monitor and review: This means to regularly check the execution and effectiveness of the risk control measures adopted.

Completing the four steps is required from employers, contractors, self-employed persons and anyone else who has control of a workplace.

`

Programs Needed to Prevent Workplace Violence (OSHA, 2006):

Pre-Employment Screening – An agency together with the servicing personnel and legal offices should determine the pre-employment screening methods they use to determine the best person for the position such as interview questions, background and reference checks and drug testing. These screening techniques should comply with Federal laws and regulations.

Threat Assessment Team- An interdisciplinary team formed by the agency to determine possible workplace violence cases then create and implement plan to deal with it.

Security- Preserving safety within the work place is a necessary aspect of any prevention program. Safety could be promoted by implementing several measures such as employee photo identification badges, guard services, and coded key cards that would grant access to buildings and grounds. Measures adopted should be suitable for the location and work settings of the agency.

Alternative Dispute Resolution (ADR) – This program is most helpful in resolving conflicts early on using one of the following methods: ombudspersons, facilitation, mediation, interest-based problem solving, and peer review.

Agency Work and Family Life Programs (such as flexiplace, child care, maxiflex, etc.) – An agency is advised to recognize and possibly change internal policies and procedures which could create negative climate in the workplace.

Prevention of Workplace Violence (OSHA, 2006):

• Awareness/Training
• Threat Assessment
• Long-Term Security
• Alternative Dispute Resolution (ADR)
• Employee Assistance Program

Awareness/Training

A critical aspect of any agency’s prevention program is the training. Training is important for employees and supervisors, staff in offices that could become involve in addressing incidents of workplace violence.

Participating in training sessions conducted by the agency’s Employee Assistance Program, security, conflict resolution, and employee relations staffs offer employees the opportunity to meet experts within the agency who can help when they are in the midst of situations that could turn violent.

All employees should be able to determine cases which manifest violent, intimidating, threatening, and disruptive behavior and report these incidents. All employees must be provided with phone numbers to be able to report quickly in cases of crises or emergency. To

be effective, training of employees on workplace violence prevention should cover a broad variety of subjects which include the following topics:

• The policy of the agency on violence.
• Encourage employees to report incidents and the proper steps to take in doing so
• Methods of preventing or resolving possible violent situations or handling aggressive behavior
• Ways to handle hostile persons
• Anger management
• Methods and competence to defuse conflicts
• Effective strategies in coping with tress, relaxation techniques and wellness training
• Security measures such as finding and using safety devices which include alarm systems
• Personal safety measures
• Programs within the agency that can help employees settle conflicts, such as the Employee Assistance Program, ombudspersons, alternative dispute resolution, and mediation

Aside from the above-mentioned training programs, general supervisory training should also be given due attention. Creating a healthy, productive workplace could lead to prevention of possible volatile situations. Supervisory positions therefore are important in providing a non-violent atmosphere in the workplace. Supervisory training should include leadership skills such as formulating clear standards, swift action on employee problems, using probationary period, performance counseling,

discipline and other management tools. Learning these skills or intervention can diffuse possible violent situations and prevent it from becoming full-blown problem.

Supervisors are not required to have expertise in resolving violent behavior but must at least be equip with the knowledge on which experts to approach and should be willing to listen to advice and ask for help from the experts.

Areas which should be included in the supervisory training are:

• Encourage employees to report incidents in which they feel threatened for any reason by anyone inside or outside the organization.
• Skills in showing compassion and support towards employees who report incidents
• Skills in administering disciplinary actions
• Fundamental skills in handling crisis situations
• Fundamental emergency procedures, such as who to call and what support resources and services are on hand
• Suitable screening of pre-employment references
• Fundamental skills in resolving conflicts

Agency personnel who form part of the assessment and response teams need to have skills in the area they are assigned. They must also know when and who to call for outside assistance. Members should augment their knowledge by participating in programs and training sessions sponsored by government and professional organizations, reading professional journals and other literature, and networking with others in the profession they are representing. These are effective for team members to use in preparing to deal with workplace violence situations. In

some cases where participation on a team is a required duty, employees may require special supplemental training.

Team members must also understand each other’s professions to allow them to work together effectively. Assessment and response team training should consist of discussion of policies, legal constraints, technical vocabulary, and other considerations that each profession brings to the interdisciplinary group.

Threat Assessment

Knowing the seriousness of a potentially volatile or stressful situation and how to handle the situation in the best possible manner forms the basis of a threat assessment. Since it is very difficult to assess if a certain threat will be carried out, the agency must consider each threat as a serious situation and act in a manner as if the person may carry out the threat.

The employee’s agency handbook on workplace violence should inform the employee who to contact within the agency when a potentially violent situation presents. The contact person should take whatever action is necessary and appropriate to set in motion a threat assessment team. The goal of the threat assessment team is to provide support on managing the situation in a way that protects the employees.

The composition of the threat assessment team will differ and depend on the situation involved. This is often comprised of representatives from (OSHA, 2006):

• Management
• Employee Relations
• Employee Assistance Program (EAP)

• Law Enforcement, and/or Security
• Civil Rights/EEO
• Safety and Health Management Office
• Unions, where applicable
• Office of the General Counsel
• Office of Inspector General
• Conflict Resolution Office

Threat assessment teams assess the risks persons under suspicion may pose to particular targets. The approach and the timing for these evaluations will be specific to the circumstances of the potentially violent situation. Threats from sources outside the agency may demand different course of actions.

Once a threat assessment is concluded, management will determine the additional measures needed to prevent any possible security lapses. To prevent misunderstandings and confusion, management should explain to employees and customers what new steps are being implemented and explain to them the reasons for doing so.

Long-Term Security

Aside from dealing with situations as they arise, the agencies are also required to continually assess situations that may lead to threats. There is a number of existing basic security measures that many USDA offices already implemented, sometimes in conjunction with neighboring Federal offices or the facility lessor. In addition, there are means to create physical barriers between the employee and the person posing hazard to him/her.

Administrative procedures are also available which can lessen the possibility for violence. The agency’s administrative management staff is responsible for putting implementing the said measures. The Department is able to provide agencies with detailed information to facilitate the process.

Special Measures for Employees Who Work in the Field. USDA has numerous employees sent to, literally, the field, the forest, and the city, to do their job sometimes alone. Like ordinary U.S. workers and citizens, USDA field employees are also exposed to risks of crime perpetrated against them while doing their job, whether the reason is job related or not. Some USDA employees receive threats in the midst of doing compliance inspections and even attacked while surveying forest tracts. Each agency is required to provide employees with specific safety guidelines suitable to situations they will likely encounter while doing their duties.

As a general rule, employees who work alone or far from the office must have a daily work plan and must inform a person of their locations throughout their tour of duty. When necessary and possible, management can impose a “buddy system” policy or provide for back-up, such as police assistance, so that workers need not cope with a probable dangerous situation oh his or her own.

Areas of Work Most Affected by Workplace
Violence

National occupational health and safety and workers. Compensation data show that almost half the workplace assaults resulting in injuries or lost time from work are in the health and
community services industry. This includes hospitals, institutions for the intellectually handicapped, aged care facilities and prisons.

Workers most frequently assaulted are nurses and other hospital staff, welfare
officers, security guards, prison officers, childcare workers, teachers aides and teachers.

Higher risk of workplace violence for people who work alone in community settings such as estate agents, taxi drivers, bus drivers and newspaper sellers.
People who work alone at night may also face hazards.

Robbery or attack is greater for workers who handle cash, drugs or valuable merchandise, such as cashiers, pharmacy assistants and bank tellers.

Workers who deal with the public in service industries and Government agencies
are also exposed to some forms of violence such as agencies implementing public housing, services to children and families, and social security.
New workers may experience humiliation and hazardous initiation ceremonies.

Emergency Plans.

Many offices have emergency plans or crisis response plans already in place. These plans contain procedures to follow during a fire or other emergency. Unfortunately most do not have procedures for possible workplace violence emergencies, including bomb threats. It is important for these plans to also cover violent incidents. Agencies located in same place should have a common emergency plan. The plan should be fit the type of facility, building, and the employees it protects, and should include the following:

Procedures for calling for help;

Procedures for calling for medical assistance;

Procedures for notifying the proper authorities or whoever is acting in their place, security personnel and the police;

Emergency escape procedures and routes;

Safe places to escape inside and outside of the facility;

Procedures to secure the work area where the incident took place;

Procedures for accounting for all employees if a facility is evacuated;

Procedures for identifying personnel who may be called upon to perform medical or rescue duties;

Training and educating employees in workplace violence issues and the emergency action plan;

Procedures for regularly evaluating and updating the plan; and

Procedures for debriefing participants to identify lessons learned

Outside groups that use USDA facilities should be acquainted of USDA’s policy on workplace violence and the procedures in coping with violent incidents.

Alternative Dispute Resolution (ADR)

Alternative Dispute Resolution or ADR processes are intended to aid parties settle conflicts with the help of unbiased third parties. ADR serves as an effective alternative to court litigation or agency adjudications, or to resolve conflicts which the parties cannot resolve on their own. ADR processes include facilitation, conciliation, mediation, and ombudsperson programs.

Two examples of how ADR can work:

A mediator who has been trained in listening and communicating can defuse tensions, clear up misunderstandings, and open the door to productive dialogue.

An ombudsperson is the “eyes and ears” of the highest level of an organization. Individuals having complaints or grievances about the organization can bring them confidentially to the ombudsperson who listens, investigate, and recommend solutions to problems.

Considerations for Using ADR

ADR can be suitable in resolving many issues at work. ADR may be an option :

• Parties are refuse to listen to other’s views that there is deadlock.
• Communication styles between parties needs neutral party assistance
• Resolution of a dispute without filing a formal complaint
• Quick resolution to conflict

ADR may not be appropriate to hostile conflicting parties. For an ADR to be successful, trust is an important factor.

Trust can be created by:

• Allow users of the program to get involved in designing it.
• Choosing competent, neutral third parties
• Voluntary rather than mandatory
• Program spearheaded by respected office/individual

Initiating an ADR Process

Conflict Between Employees: USDA agencies have programs meant to resolve conflict in the workplace. Most programs offer third-party intervention.

Conflict With Customers: USDA Certified Mediation Programs provide mediation for conflicts between USDA and program applicants or participants in 20 States. USDA employees who have a problem with a customer could take steps towards mediation in some States.

Employee Assistance Program

Each agency has a confidential Employee Assistance Program (EAP) with trained counselors who can manage workplace violence issues.

Little conflicts could become full-blown if unresolved. Early intervention could contain the problem. Professional counselors can help discuss problems that have negative effect on job performance. EAP is required to help employees with alcoholism or drug abuse problems, and most EAP counselors extend help to employees with other problems such as financial..

EAP may vary from agency to agency in its makeup and scope of services. Confidentiality is important for EAP. The privacy of employees who seek EAP services are protected by laws, policies, and professional ethics of EAP providers.

Identifying Potentially Violent Situations

The following are warning signs of potential workplace violence:

• Intimidating, bullying, or other aggressive behavior
• Conflicts with customers, co-workers, or supervisors
• Bringing a weapon to the workplace (unless necessary for the job), making improper remarks on guns, or making idle threats

• Statements showing interest, approval or sympathy with perpetrators on incidents of workplace violence
• Statements of desperation and thinking of suicide
• Direct or veiled threats
• Substance abuse
• Extreme changes in usual behaviors

Once you have noticed a subordinate, co-worker, or customer showing any of the above signs, the following steps should be taken:

• If a co-worker, notify the employee’s supervisor immediately about observations
• If it is a customer, notify supervisor immediately
• If it is a subordinate, then evaluate the situation by knowing the cause of employee’s problems
• If it is a supervisor, inform that person’s manager

It is very important to respond suitably to the situation. Managers should discuss the situation with expert resource staff to be able to determine how to manage the situation well.

E. SECOND PHASE: DURING -IMMEDIATE RESPONSE

Implement emergency plans and response procedures developed for particular situations and take action to contain violent incidents if and when they occur.

3. IMMEDIATE RESPONSE

Where it is not possible to completely remove risks of violence or threatening

behavior, the management plan should include response procedures to be done when violent incidents arise to minimize harmful effects.

Procedures should be created to deal with particular situations such as:

• Armed hold-ups
• Physical violence
• Verbal threats
• Responding to alarms

The procedures should address the following questions:

• How do workers seek assistance?
• If the area needs to be cleared of people, under what circumstances and how is this done?
• How should workers respond to an aggressor’s request?
• What observations should workers make?
• What steps need to be taken following the incident?

When a violent incident occurs in a workplace, there should be a well coordinated response brought about by a plan and proper training of employees.

Emergency Management

The emergency planning for workplace violence should aim to:

• Decrease the degree of risk to lives, property and the environment
• Manage any incident and lessen its impact on the workplace, and
• Use as the basis for the training for people involved in any emergency at the workplace

Worker Assistance Programs

Worker assistance forms part of the immediate response and recovery phase to lessen the effects of trauma.

Workers should know the authority in charge of violent incidents.

It should provide swift professional counseling and support.

General arrangements such as providing a safe place to retreat to, controlling media access to

the workers, communicating with families and arranging transport home are also vital to lessen pressure on workers.

F. THIRD PHASE: AFTER – RECOVERY AND REVIEW

This phase is necessary to restore the work processes, return things to normal as soon as possible and provide support and counseling to workers to minimize the impact of the incident. In this phase, review violent incidents to identify areas in need of improvement should take place.

Recovery is the phase where reorganization and reconstruction occurs. There is resumption of normal operations after a violent incident occurred.

Steps should be taken to make the workplace safe. First aid and medical assistance
Should be arranged and the support for concerned workers be provided.

Establishing control in the workplace.

The recovery phase should focus on workers who return to daily routines as quickly as possible after the violent incident. In this phase, agreed plans should be immediately and efficiently implemented to minimize risks of long-term hazardous effects.

The following actions are necessary part of the phase:

• Give clear information to all workers
• Provide continuous professional counseling and support services for workers and families
• Give workers time to recover, but encourage them to return to work as part of the

recovery process.

• Provide legal advice and workers compensation arrangements
• Investigate the matter and evaluate safety management to lessen the risk of injury or harm in the future

SAMPLE WORKPLACE VIOLENCE CHECKLIST

This checklist can be used as a guide to aid in determining potentially violent situations and to review and improve safety procedures. Tick the appropriate response.

A response in a shaded box indicates that the issue should be assessed and controlled.

PART A: Hazard identification checklist

1. The Work Environment

• Are money/valuables/drugs kept at the workplace? Yes No
• Does the workplace provide a customer or client service? Yes No
• Do staff work alone or at night? Yes No
• Are violent incidents fairly common in your industry or area? Yes No
• Is it easy to enter the workplace unnoticed? Yes No
• Does the workplace have:
• Low lighting or dark areas? Yes No
• Irritating or high noise levels? Yes No
• Inadequate space for staff and clients/customers? Yes No
• Inadequate barriers between staff and clients? Yes No
• Furnishings or equipment that could be used as weapons? Yes No

2. Clients/customers

• Are customers or clients likely to become angry or disgruntled? Yes No
• Are clients likely to be affected by drugs or alcohol? Yes No
• Are clients/patients likely to suffer from mental illness? Yes No
• Do inexperienced workers deal with potentially difficult clients? Yes No
• Are procedures available for referring clients to other services for Yes No
• psychiatric, drug, alcohol and behavioral reasons?
• Are clients made aware of what is expected of them
  regarding their conduct at the workplace? Yes No

3. Workers

• Are staff relationships frequently tense? Yes No
• Are certain workers likely to become violent? Yes No
• Are certain workers likely to use abusive language? Yes No
• Are workers stressed, unhappy or bored at work? Yes No
• Are personal difficulties becoming a problem at work? Yes No
• Is prejudice or intolerance displayed at the workplace? Yes No
• Are initiation ceremonies or bullying accepted practice
  amongst workers? Yes No

4. Training

Have workers who may be exposed to workplace violence received the following training:

• Legal responsibilities? Yes No
• How to recognize potentially violent behavior? Yes No
• Causes and types of violence? Yes No
• Client Service skills? Yes No
• Negotiation skills? Yes No
• Communication skills? Yes No
• Security procedures? Yes No
• Basic self-defence? Yes No
• Incident reporting and recording? Yes No
• Emergency and response procedures? Yes No
• Worker assistance programs? Yes No

5. Procedures

• Is there an agreed response plan for violent situations? Yes No
• Are there written procedures for the following:
• Cash handling? Yes No
• Securing the premises? Yes No
• Safe storage of personal property? Yes No
• Handling disputes involving clients? Yes No
• Responding to alarms? Yes No
• Reporting violent incidents? Yes No

6. Communication

• Can workers communicate effectively with clients/customers Yes No
• to diffuse potentially violent situations?
• Are field workers or persons working alone able to call Yes No
• for help quickly in an emergency?
• Are mobile phones, intercoms, duress alarms and beepers Yes No
• available and in good working order?
• Are emergency telephone numbers prominently displayed Yes No
• or on automatic dial?

7. Security
Does the premises have:

• Duress alarms at counter areas and in interview rooms? Yes No
• Monitoring and surveillance systems? Yes No
• Fire alarms and sprinkler systems? Yes No
• Firefighting equipment meeting current regulations? Yes No
• Security screens and doors? Yes No
• Master key locking systems? Yes No
• Outdoor security lights triggered to operate after dark? Yes No
• Hidden safes? Yes No
• Interview Rooms with two exits? Yes No
• Staff only exits from office areas? Yes No
• Parking facilities which are close by, well lit and Yes No
• with minimal shrubbery?

PART B: Post Incident Checklist

Did the procedure for reporting the violent incident include a description of:

• The type of incident (e.g. verbal, physical, sexual,
  armed hold-up, bomb or death threat) Yes No
• Nature and extent of injuries, if any? Yes No
• Time and location, including whether it was on call-out? Yes No
• Who was involved (e.g. client and staff member) Yes No
• Was the immediate response procedure correctly followed? Yes No
• Were police/other emergency services promptly called? Yes No
• Was first aid immediately available if required? Yes No
• Was the incident discussed with employees afterwards? Yes No
• Was a worker assistance/counseling service provided if needed? Yes No
• Were workers able to return to normal duties soon after the incident? Yes No