Best Practices for Dealing with Workplace Violence

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Workplace violence is one of the most serious issues facing the American workforce. Workplace violence manifests itself in a multitude of ways. Threatening to carry out or carrying out an act of physical violence, intimidating, harassing or disrupting the activities of colleagues at the workplace come under the definition of workplace violence.

Occupational Safety and Health Administration (OSHA) estimates that up to two million Americans get affected by violence at the workplace, an alarming piece of statistics for one of the world’s most highly developed nations, in which the workplace is central to most peoples’ lives.

Mixed picture of workplace violence statistics

Since general awareness about workplace violence went on the ascendant in the 1980’s, there has been a remarkable dip in the incidence of workplace homicide, which is surely the most serious form of workplace. Killing a colleague over a difference at work is certainly the most barbaric form of workplace violence.

OSHA put the number of workplace homicide for 2014 at just over 400, which, although is a figure that has been steadily falling over the years; is not negligible. The bad news, however, is that other forms of workplace violence, such as intimidation, discrimination, bullying, hostility, and harassment, have been steadily rising over these few years.

Workplace violence is not taken seriously enough by employers

The tragedy about workplace violence is that a majority of the cases go unreported. As much as 60% of crimes committed against women at the workplace didn’t get to the enforcement agencies in the form of complaints between 1993 and 1999.

What is of equal worry is that nearly half of corporate executives don’t consider workplace violence as being serious enough to warrant intervention. Two thirds of American executives do not believe that workplace violence will create a negative impact on their budgets.

Many organizations are far behind in taking measures aimed at tackling workplace violence. Organizations need to identify the factors that precipitate and trigger workplace violence. Some of the most common factors that are directly linked to workplace violence include:

  • Confrontational behavior of a few employees
  • Exchange of money, which could lead to bitterness that could turn into violence
  • Serving alcohol in the office premises
  • Targeting people who work in lonely or remote locations at odd hours
  • Women at the workplace, who are vulnerable to becoming targets of workplace violence

Completely outmoded laws

A major problem facing the American workplace today is that most laws and methods of dealing with workplace violence are pretty outdated. Many organizations continue to be governed by rules that were made when workplaces were vastly different from those that we see today. The workplace before the advent of the New Economy was far different. Cybercrime, for instance, was unborn a few decades ago. Another of the outlets for initiating workplace violence, the social media, was also not born at the time of formulation of many of the laws that govern many organizations. Yet, the laws and rules on workplace violence have failed to keep pace.

Complete learning on dealing with workplace violence

So, how do organizations deal with workplace violence in the current scenario? All these aspects of how they can do it will be the learning a highly valuable, yet entertaining webinar from TrainHR, a leading provider of professional trainings for the healthcare industry, will be offering.

This webinar will have Dr. Gerard Lewis, an international consultant and trainer, who has worked with national and international government agencies, healthcare facilities, educational institutions and private businesses on a wide range of work, behavioral health and organizational issues; as speaker.

In order to gain full understanding of the area of workplace violence and to get an understanding of the ways of dealing with it, please register for this webinar by visiting TrainHR

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program. This webinar has been approved for 1.5 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Updating policies to stay current

Dr. Lewis will show how organizations can stay current with their policies and protocols to include workplace violence as a major part of the agenda. He will offer a comprehensive overview of best practices for organizational hostility mitigation and the role of HR.

Participants will be able to understand best practices for responding to workplace hostility, be able to provide policies, procedures and programs to their client-organizations, know the current changes in statistics as well as terminology relative to this ongoing issue, and understand how and when to provide psychological interventions around workplace hostility incidents.

The following areas will be covered at this webinar:

  • A brief overview of statistical trends
  • Updated definitions of violence, hostility, bullying, weapons, harassment, etc.
  • Sample policies for Workplace Hostility Mitigation Policy
  • Strategies to handle restraining/protective orders
  • An understanding of how to provide psychological interventions around a workplace hostility incident
  • Identifying the “at risk” employee and how to intervene
  • When to get a fitness for duty evaluation, what to expect from the evaluation and the role of the HR
  • Case examples.

 

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HR compliance

Human resources compliance or HR compliance is a broad term, because it depends on the context and situation of usage. In general terms, it can be considered the act of ensuring that the organization is in adherence with state and federal regulations with regard to employment and human resources operations. HR compliance is also about having relevant HR policies, laws, practices, programs and guidelines in place.

Some of the common HR-related policies that organizations’ HR has to show compliance with include Family and Medical Leave Act (FMLA), Employee Retirement Income Security Act’s (ERISA), Equal Employment Opportunity Commission (EEOC) Uniform Services Employment and Reemployment Rights Act (USERRA), and the recent Patient Protection and Affordable Care Act (PPACA) among many others.

Why is HR compliance difficult to enforce?

HR compliance is not as easy as just doing some paperwork. For an organization to show full HR compliance, it has to show that about two dozen laws are being implemented at the workplace, often simultaneously! Many of these laws differ based on the number of employees the organization has. So, if an organization has X number of employees, it has to put in place some regulations, which will have to be completely re-hauled and re-implemented once the organization reaches a strength of Y employees.

How is HR compliance ensured?

HR compliance in an organization is implemented by carrying out an HR audit. Some of the items that have to be implemented as part of HR compliance include:

  • OSHA
  • Performance Management
  • Workers’ Compensation
  • Workplace Safety
  • Employee Benefits
  • Employee Payroll
  • Employee Recruitment and Hiring
  • Employee Recordkeeping
  • Employee Separation/Layoff
  • Employee Compensation/Wages
  • Employee New Hire Orientation
  • Labor Relations

Consequences of being non-HR compliant

State or federal agencies carry out random checks, at which organizations have to show complete HR compliance. If an organization fails to do this, it could attract fines. These fines are disproportionately high in relation to the cost of implementing these policies. Worse; it could lead to loss of face for the organization. So, it is always a good idea for organizations to show HR compliance.

References:

http://www.hrknowledgebase.net/2012/06/what-is-hr-compliance/

http://www.corporatecomplianceinsights.com/hr-function-compliance-role/

 

Contact Details
TrainHR
webinars@trainhr.com
http://www.trainhr.com
Phone:800-385-1627
Fax: 302-288-6884
43337 Livermore Common | Fremont| CA | USA | 94539

Communicate properly

Communication is at the heart of organizational matters. Communication is about conveying information and matters within and outside the organization. The two important aspects of communication are what is conveyed, and how that is conveyed.

Know what to say

The communicator, irrespective of the position he or she is in, has to understand that the most important aspect of any communication is to know what to say. This is the nucleus of the idea of communication, because this is what the basis of the

communication is. The essence of the communication is the most important element, because without it, there is no need for the communication. The way of saying what has to be said can vary depending on who it is being said to, but the central idea of what has to be conveyed is the same.

Choice of words is important

Once the idea of what has to be said is clear, the next important thing is to know how to say it. This follows the first aspect.For example, conveying something to a manager will be of one kind, while saying the same matter to another grade of employee could require a different way of putting it. A manager may need to be told in business terms with the aid of figures and statistics, while another set of employees may not require these. The choice of words is thus important.

Understand if you were understood

Once a communication has been made; it is very important to understand what was understood. Or else, the purpose of the communication is completely lost. One of the ways of doing this is to ask the person to repeat what was communicated. This ensures that both are on the same page. A more solid way of ensuring that proper communication has taken place is to put everything down in writing. This is often done after meetings, but it could be a good practice to do this even when it is not so formal.

 

Contact Details

TrainHR
webinars@trainhr.com
http://www.trainhr.com
Phone:800-385-1627
Fax: 302-288-6884
43337 Livermore Common | Fremont| CA | USA | 94539