We’re in a recession. Millions of people have or are going to lose their jobs. Even the ones who manage to avoid the layoffs are going to lose sleep worrying. All of this infuses the workplace with an emotional volatility that’s likely to erupt into violence at any moment. The key to preventing violence is anticipating its occurrence. This three-part series will show you how to deal with the threat of violence engendered by layoffs and recessionary pressures.

The Emotional Effects of Job Loss

When people lose their jobs, they go through several emotions—different states of “loss.”  They go into a slight state of disbelief, maybe a form of shock that allows them to cope. They feel a sense of being overwhelmed. They struggle internally and then maybe externally with a spouse. Some effects of job loss include:

• Severe instability;
• Loss of the “work family”;
• Loss of self-esteem and sense of self-worth;
• Ill health;
• Sleep disorders;
• Eating disorders;
• Back pains; and
• Stress.

Most people pick up the pieces, tap into reserve funds, go on unemployment insurance, look for a job and network relentlessly until they land one. But some people don’t handle being laid off nearly as well. They take it personally. They blame management and the other employees who kept their jobs, including you. They might come around to seeing you or another superior as the cause of their problems. And they might channel all their energy to planning revenge for their loss.

The Risk of Violence from Unbalanced People

People in the latter group lack mental stability. The National Institute of Mental Health estimates that 26.2 percent of Americans ages 18 and older – close to 60 million people – suffer from an identifiable mental disorder. The killer at Virginia Tech clearly fell under this category. And while mass murder at work and elsewhere remains a rare event, worker-against-worker violence and on-the-job homicide happens all too often.

The numbers are gloomy, no matter who conducts the studies:

• OSHA reports that two million Americans are victims of workplace violence each year;
• According to the Bureau of Justice Statistics, about 1.7 million workers in the U.S. are injured during workplace violence each year; and
• The U.S. Bureau of Labor Statistics’ 2005 Census of Fatal Occupational Injuries (CFOI) shows that the years 1992 through 2004 saw an average of 807 workplace homicides annually.

While the most recent of these years, according to the CFOI, have seen a modest drop in incidents in the U.S., the problem is growing worldwide, as found by a United Nations’ International Labor Office study released last year.

Guidelines Restore Order and Prevent Violence

We probably all work with somebody who’s mentally unstable. Often, the mentally unstable do their job well and blend in with everybody else. But there are also individuals who can’t hide their instability—who show outward signs of violence.

In recession and prosperity, companies must develop policies and contingency plans to deal with the threat of workplace violence. They must acknowledge that workplace violence can happen to them, anticipate problems before they occur and act to prevent them.

Company officials cannot control the behavior of others. But they can incorporate guidelines to follow. They just need help. Faced with a range of threats, such as disgruntled employees, domestic violence, stalkers and, of course, robberies, rapes and assaults, American businesses and organizations are hiring consultants in record numbers to design programs that train employees and employers in how to predict and prevent violence on the job. The organization and security consultant can join forces to reduce the risk of violence by developing official policies that address “red flags.” These policies include:

• Safety procedures;
• Hiring and firing practices;
• Threat management;
• Crisis intervention; and
• Supervisory training.

Understanding human behavior is a key ingredient in countering this violence, and management must learn this skill, according to a recent article in The Wall Street Journal, “Bosses Have to Learn How to Confront Troubled Employees.” The article points to major corporations that have implemented programs that train managers in how to spot troubled, potentially violent workers and have instituted hotlines employees may use to report workplace violence.

A study by the Society for Human Resource Management finds that 68 percent of employers have a formal workplace violence policy. A survey by the American Society of Industrial Security finds 25 percent of firms turning to employee training, 15 percent to zero-tolerance policies and 13 percent to limited building access in their attempts to prevent workplace violence.

Conclusion

What’s clear is the need for intelligent anticipatory strategies. Next week, we’ll look at the behaviors employers must anticipate in determining who might be a perpetrator of workplace violence, the effects of downsizing on the psyche and a few suggestions on performing exit interviews.

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