Adopting the ANSI/ASIS Standard Workplace Violence Prevention
Transcription
Adopting the ANSI/ASIS Standard Workplace Violence Prevention
Adopting the ANSI/ASIS Standard Workplace Violence Prevention & Intervention - A Case Study Glenn Faber, CPP Dan Arenovski, CPP Goal Use the ANSI/ASIS Standard as a guide to review, improve and maintain a Workplace Violence Prevention & Intervention Program. 2 Agenda • • • • • • • • Definition Stakeholders Critical Steps Needs Assessment / Policy Review Overview of Facility Developing a Gap Analysis Potential Gap Analysis Results Maintaining the Program 3 Definition ASIS Standard Workplace Violence: A spectrum of behaviors – including overt acts of violence, threats, and other conduct – that generates a reasonable concern for safety from violence, where a nexus exists between the behavior and the physical safety of employees and others (such as customers, clients, and business associates) on-site, or off-site when related to the organization. 4 Critical Steps • Must have buy-in from senior management • Team development (identifying stakeholders) Security Human Resources General Counsel Occupational Safety & Health Personnel (EHS) Union Leaders, Employee Assistance Programs, Crisis & Risk Management, Public Relations/Corporate Communications • Know each stakeholders’ role 5 Critical Steps • • • • • Introduction of ANSI/ASIS Standard Sharing the goals and objectives Assigning deliverables Begin each meeting with past deliverables Keep the momentum 6 Needs Assessment • Is there a program and/or policy in place? • Does it meet the minimum of the Standard? • How is it distributed – employee manual, new employee orientation, on-line training? Employee required to sign to acknowledge acceptance 7 Overview of Facility • 15-story, multi-tenant, high-rise (approximately 2,000 people) • Stamford, CT – City of 125,000 • Within a two block radius: Train Station – 50,000 people daily Financial District Mall Interstate 95 8 Developing a Gap Analysis • • • • • Essential step for implementation Creating a template to fit our needs Keeping it basic MS Excel spreadsheet SharePoint site (with a MS Word copy of the Standard) 9 10 Line Number Line Number/Section Number/Reference Description Section Number 6.2.7 Workplace Violence Standard Reference Page, Paragraph, Line #... 6.2.7 Centralized Record Keeping: The workplace violence prevention and intervention program should include a system of centralized record keeping, 13 6.2.8d 6.2.8 Continued... d) A conflict resolution or mediation process to assist an organization in addressing normal, work‐ related interpersonal tensions and conflicts that might arise among co‐ workers. 6.2.8d " " 14 15 11 Department or Business Unit Completing Form/Stakeholder Department or Business Unit Completing Form Who is the Stakeholder (EHS) (Corp. Sec.) (HR) (GC) (EHS) (Corp. Sec.) (HR) (GC) (EHS) (Corp. Sec.) (HR) (GC) (EHS) (Corp. Sec.) (HR) (GC) (EHS) (Corp. Sec.) (HR) (GC) (EHS) (Corp. Sec.) (HR) (GC) 12 Is the procedure currently in place?/ANSI Current Process Practice/SBP/SOP ANSI Is the Procedure Current SBP/SOP currently in Process Practice place? (Yes) (No) (Partially) (Can) (May) (Should) (Shall) (Yes) (No) (Yes) (No) (Partially) (Can) (May) (Should) (Shall) (Yes) (No) (Yes) (No) (Partially) (Can) (May) (Should) (Shall) (Yes) (No) 13 Is there a Gap?/Explanation of the Gap Is there a Gap? Explanation of the Gap (Yes) Determine if a special medical record file should be (No) used in the case of potential workplace violence (Partially) situations. (Yes) Security Officers may often be the first to a scene and (No) may not be currently trained to manage conflict (Partially) resolution. A formal conflict resolution or mediation process may (Yes) not be in place, however, your HR representative may (No) intervene and help resolve as issues are brought to (Partially) their attention. 14 What needs to be accomplished to meet the Standard?/Status What needs to be accomplished to meet the Standard? Need to develop process of record keeping for cases initiated in the Health Center. Status (Not Started) (In‐Process) (Completed) Specialized training should be made available (Not Started) through an outside contractor specializing in (In‐Process) conflict resolution (Completed) Provide training in conflict resolution with respect to workplace threats (Not Started) (In‐Process) (Completed) 15 Will there be a training requirement?/What will be the procedure to conduct the training?/Who should be trained? Will there be What could the Procedure Who Should a training be to conduct the be Trained? requirement? training? (EHS) (Corp. Sec.) (HR) (GC) (Yes) (No) Consider developing a formal record keeping program. (Yes) (No) All contracted Guard Force (EHS) would be required to be (Corp. Sec.) trained in conflict (HR) resolution within 6 (GC) months of being assigned. (Yes) (No) Consider training all applicable personnel in conflict resolution. Consider using outside agency to conduct training. (EHS) (Corp. Sec.) (HR) (GC) 16 Notes/Comments/Target Date/Last Reviewed/Easy/Moderate/Difficult/Low/Med/High Notes / Comments Easy Moderate Last Target Date Reviewed Difficult Low Med High DISCUSSION 7/30/2012 7/31/2012 M/M DISCUSSION 7/30/2012 7/31/2012 M/M DISCUSSION 7/30/2012 7/31/2012 M/M 17 Potential Gap Analysis Results • • • • A policy may not meet the Standard Threats made by any individual are unacceptable Policy should include all work related activities Reporting should also include behaviors that generate a concern • Prohibited conduct includes but not limited to, intent to cause physical harm, stalking or harassing. Do not limit reporting to immediate supervisors • Confidentiality should be maintained throughout the investigative process 18 Potential Gap Analysis Results • Domestic Violence • • • • Potential to impact the workplace Creating a level of comfort Develop appropriate safety precautions Employee Assistance Programs may assist and support victims • Protective Orders • Include the workplace • Keep it generic • Maintain a copy and a tickler file 19 Potential Gap Analysis Results • Lack of awareness training – Identification of key indicators…Behavioral Changes • • Missing conflict resolution training Behavioral profiler Limited knowledge of existing retainer Conducted session between TMT and profiler • • Liaison with PD/FD: floor plans, keys, access cards Develop a formal Threat Management Team Corporate Security General Counsel Human Resources Environment, Health & Safety Medical Liaison 20 Post Gap Analysis • Disseminating the updated WVPI Policy to employees • Training considerations Computer module training Live third-party training & exercises • Rolling-out the program out to the other sites • Site specific needs – corporate headquarters vs. manufacturing facility • Creating satellite threat management teams • Closing all the “Gaps” 21 Maintaining the Program • Yearly reviews • Testing and exercises Continuous improvements • Ongoing liaison with local Law Enforcement/Emergency Response Personnel • Quarterly meetings of all TMT members • Annual training for the appropriate colleagues Awareness + Action = Prevention 22 “Vigorous prevention programs, timely intervention, and appropriate responses by organizations and their employees will contribute significantly to a safe and secure work environment.” FBI Law Enforcement Bulletin Workplace Violence Prevention Readiness and Response 23 Questions? 24 Contacts: Glenn Faber, CPP Senior Director, Corporate Security 203-588-8530 Glenn.faber@pharma.com Dan Arenovski, CPP Associate Director, Security 203-588-7057 Dan.arenovski@pharma.com 25
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