WTS Threat Assessment

Dealing with the Crisis of
a Workplace Threat of Violence

A former employee tells a co-worker he'll "get even with the company for firing me";

Co-workers of a battered woman tell their security manager they fear her jealous husband will bring his threats to kill her into the workplace;

A supervisor tells his HR manager a subordinate is making "increasingly bizarre and angry statements about his disagreements with the company's course".

Who actually may do harm, how soon, and what are prudent steps for employers to take in these kinds of scenarios?

Although most employers and managers are aware of the possibility of workplace violence, when faced with it the first time they quickly realize the need for accurate information and direction. Whether or not this is a new experience for you or your organization, here are some helpful tips:

•	Many cases can be screened or assessed as not presenting a risk of violence with a minimum of invested expert time and expense. The sooner a case of concern is identified and reviewed, the more likely it is either not a risk, or can be managed successfully. Emergencies needing prompt law enforcement or security responses do occur, but few cases pose an imminent, immediate risk.
•	The warning signs, predictors, and contexts that lead to workplace "grudge" or targeted violence are well-understood and can be focused on quickly.
•	Hasty, ill-informed actions to terminate, discipline, incarcerate, or otherwise attempt to distance from or punish the individual for threats or serious misconduct may trigger feelings of humiliation and rage, which will increase the possibility of violence in some cases. A number of possible response options exist, but looking for a "cook book" to manage all situations is unlikely to guarantee success, or protection from various employer exposures.
•	As incidents increase in apparent seriousness, effective case assessment and management require an organized, multi-disciplinary response on the part of the employer.
•	The disciplines to be involved include human resources, security, employment law, assessment and incident management specialization, as well as key management leadership and, when appropriate, effective law enforcement liaison. With increased risk levels, no one specialty should expect to resolve cases without the assistance of the other disciplines.
•	Separation and other employment decisions and security strategies are greatly improved with risk assessment data, much of which is readily accessible, legally obtainable, and very useful to risk assessment specialists assisting employers.

WTS will assist with crisis or case assessment and strategy in the following manner:

•	Initial risk screening provided by telephone to assist the employer in determining the apparent level and category of violence risk
•	Incident management consultation which may include steps for further investigation and assessment, strategies to defuse volatile individuals, communication guidelines, and a plan to resolve situations safely and appropriately
•	Formal expert risk assessments in face-to-face meetings with employees or other individuals posing a concern about violent behavior
•	Collaboration with your multi-disciplinary resources including legal, security, and human resources toward an integrated and sensible response to cases
•	Continuing analysis and monitoring of all case-relevant data available to update opinions of risk that translate into appropriate, safe, and balanced employer actions
•	Education and de-briefing of affected "targets" and other employees with information appropriate for their own security decisions and resolution of their personal emotions
•	Recommendations for additional specialized resources such as attorneys, investigators, and security professionals whom we consider well qualified in the area of workplace threat management, should our clients need these resources