Providing service, care, advice or education e. Working with unstable or volatile persons e. Working in premises where alcohol is served e. Working alone, in small numbers e.
Working in community-based settings e. Having a mobile workplace e. Working during periods of intense organizational change e. Working with third party workers, such as contractors or sub-contractors. Risk of violence may be greater at certain times of the day, night or year. For example: late hours of the night or early hours of the morning tax return season overdue utility bill cut-off dates during the holidays pay days report cards or parent interviews performance appraisals Risk of violence may increase depending on the geographic location of the workplace.
For example: near buildings or businesses that are at risk of violent crime e. These occupations include: health care employees or those who dispense pharmaceuticals veterinary practices police, security, or correctional officers social services employees, including crisis intervention and counselling services teachers or education providers municipal housing inspectors public works employees retail employees sellers of alcohol sale, or consumption on the premises taxi or transit drivers.
When conducting this assessment: Conduct an inspection of the workplace. Focus on the work being done, the workplace design and layout, and your administrative and work practices.
Consider internal factors such as culture, conditions, activities, organizational structure, etc. Consider external factors such as location, clients, customers, family violence, etc. Any measures in place to protect the psychological health and safety of the workplace, such as job factors like how much control over the work an individual has, excessive workload, tight deadlines, etc. Review any incidents of violence in your own workplace. Ask employees about their experiences, and whether they are concerned for themselves or others.
Review any incidents of violence by consulting existing incident reports, first aid records, and health and safety committee records. Determine whether your workplace has any of the risk factors associated with violence. Evaluate the history of violence in similar places of employment. Obtain information from any organizations with which you are associated; e.
Seek advice from local police security experts. Review relevant articles or publications. The policy should: Be developed by management and employee representatives, including the health and safety committee or representative, and union, if present. Apply to management, employee's, clients, independent contractors and anyone who has a relationship with your company. Define what you mean by workplace violence, harassment and bullying in precise, concrete language. Provide clear examples of unacceptable behaviour and working conditions.
State in clear terms your organization's view toward workplace violence and harassment, and its commitment to prevention. Precisely state the consequences of making threats or committing violent acts. Outline the process by which preventive measures will be developed. The risk factors for violence vary from hospital to hospital and in home care settings, depending on location, size, and type of care.
A great many nurses work outside the hospital in high-risk public sector healthcare settings such as prison and jail medical units, drug and alcohol residential treatment facilities, or as visiting nurses. Companies that do not conduct thorough background screenings on potential employees run the risk of hiring someone who could be prone to violence, or has a violent past.
Although many companies are using psychological tests during the hiring process in an attempt to weed out the potentially violent candidates, the test is not full-proof and should not be substituted for a thorough background check. As much as companies attempt to dictate this, employees do not leave their personal issues at the door. Stress, of a workplace and personal nature, can cause an employee to snap and lash out at at whomever the perceived enemy is. Overworking employees can create a hostile work environment, and if the employee is also battling personal issues, the combination can have disastrous, if not deadly, results.
An employee assistance program EAP can diffuse a situation with a potentially violent employee before the employee has a chance to act. Be prepared. Find out who to contact and what to do. If possible, defuse the anger. If it is safe and the anger is directed toward you, try to defuse it.
The anger may be directed toward someone else. In that case, after a cooling-off period, ask the employee to talk to the proper supervisor or coworker. Focus on the problem and look for an answer together.
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