Possible Solutions to the Impact of Violence/Abuse in a workplace

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.