Chapter Seven of Kerr (2010) talks about reaction and recovery, the process, and details involved in the aftermath of workplace violence. Post-incident recovery plan after the occurrence of workplace violence is divided into two different categories, one of which is the preparation and prevention stage and the other, response, and recovery. The first category comprises the various tactics and strategies to minimize, prevent, or delay the adverse effects of workplace violence. Chapter seven is more concerned with the second category, which is response and recovery. It specifically outlines the methods used to handle the harmful effects of concluded workplace violence. This stage-manages the aftermath of both small and large incidences.
The first step in the recovery process outlined in this chapter is the process of planning strategy and reporting. The model for planning and reporting varies with the size of the firm. Smaller entities require simpler models to understand, while larger organizations may need complex models. Additionally, setting up these preventive strategies also depends on the industry. This is so because different industries are faced with different types of threats to workplace violence. Notably, workplace violence is inevitable regardless of the level of preventive measures placed by the company. Basically, organizations must trace their history of abuse to pick lessons from them, establish a communication strategy, and create a security awareness program.
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The communication system ought to analyze departments, link them to the top leadership to enable tracing of causes of violence. This chapter also notes the need to reconsider workplace security metrics and measure violence to help strategize. Moreover, the process of reporting ought to include details of dates, location, time, victims and witnesses, incident description, participant names, and information is recorded electronically. The process should also include victim and witness recovery as part of the incident management plan, employee training on incident reporting, and threats identification. Finally, the process is also keen on crime prevention, something that is done to prevent violent incidents.
Chapter 7 also outlines the cases where downsizing and terminations can be applied upon the aftermath of violence in the workplace. This refers to the process of reducing the overall amounts of employees or that of the affected departments to avoid the recurrence of violence. There are various reasons that may prompt an organization to consider downsizing, and one rare one is to get an employee to change from unwanted behavior. Normally, such an employee would be moved from one department to another with the hope that change of environment, job description, or supervisor would get them to change. Kerr (2010) suggests that termination should be considered as a last resort.
The chapter also outlines the recommended step-by-step actions that ought to be considered in the process of disciplining an employee and terminating their employment contracts. Firstly, the process should involve higher managers, the human resource manager, and the company’s disciplinary department who can recap on the employee’s past mistakes. The process recommends the selection of a conference room as an ideal place for a termination talk and that the talk is done on a Friday afternoon. Information regarding reasons for the termination should be readily placed and put forth to the employee straightforward. As soon as the meeting commences, the IT department should strike the name and any other access privileges of the employee of the company system.
Incident management and threat assessment are also discussed in this chapter. This set of procedures involves the process of making an early intervention to a threat of violence as an act of managing events of violence. A threat assessment involves the process of preventing the actual occurrence of an issue upon identification as a threat. A threat assessment may include a detailed process of investigating a likely violent incident. The process of threat assessment and incident management can be conducted by different people depending on the organization. It could be done by external agents, a team of employees, law enforcement agencies, or the human resource team.
It is very important to evaluate the level of risk and the seriousness of a given threat. This evaluation is done based on the nature of the threat, whether the threat originates internally or externally, and the mode through which the information on threat was received. Additionally, information on mails, suspect and witness information, availability or possibility of involvement of a weapon, and any existing history of violence on the subject of the assessment. The seriousness would also be evaluated on whether the sources are factual or based on hearsay, subject’s behavior as recorded in their HR file, possible drug use by subject, recurrence of threat, and location, among others. Threat assessment and incident management would be done better with the combination of law enforcement and outside sources.
Another area discussed as part of reaction and recovery is crisis management. This is different from incident management, which involves managing a possible occurrence of the incidence. Crisis management involves the process of responding to an incident of violence at the workplace, which may be serious or simple assault. In most cases, this process involves law enforcement agencies. Emergency planning is also part of crisis management and involves putting up medical kits to contain injuries in case of an incident of violence.
Active shooter scenario refers to incidences of attempted murders, often with firearms at the workplace. Layoffs are one of the reasons that push employees to involve in shooting and attempting murder using a firearm. Apart from that, an organization acting victim to a terrorist attack could also possibly lead to this.
Reference
Kerr, K. M. (2010). Workplace Violence: Planning for Prevention and Response. Burlington: Elsevier Publisher.
