Prepare to manage a potentially violent scenario so that it doesn't escalate. If you find yourself talking to a high-risk employee, choose your words carefully. In a calm, unhurried tone, say what you see. Avoid issuing judgments or giving advice.
- For instance, say, "You screamed at that customer" instead of, "You cannot treat our customers in that manner!" By describing what you see and hear in neutral language, you enable the employee to realize what he or she did. Better yet, you come across less as an accuser and more as an observer. Employees may be more able to overcome their violent urges if they're speaking with an observer rather than a finger-pointing boss who scolds them.
- After you share your observations, stop and listen. Let the employee blow off steam. Meanwhile, you or a coworker who sees what's happening should know how to signal for immediate help (such as pressing an auto-dial button on a cell phone reserved for emergencies).
- Evaluate your employee's performance regularly. Periodic performance evaluations allow an opportunity to correct behavior incrementally and deal with issues in the supervision relationship. An employee who receives a bad evaluation after not having one for several years can feel persecuted, and it will provoke an angry reaction, especially if it results in termination.
- THE EAP CAN HELP: The EAP is an important resource for helping employees with behavior problems that involve anger management issues. Make a supervisor referral when you are concerned about displays of inappropriate behavior by employees.
It's True! According to the National Institute on Occupational Safety and Health, 20 workers are murdered and 18,000 are assaulted on the job each week in the United States. Over a million people in the United States are victims of workplace violence each year, and such violence costs employers $121 billion per year. Workplace homicide is the second leading cause of death in the American workplace after vehicle accidents.
|
Tip Because violence can erupt after a termination, set employees' expectations properly if they're in danger of being fired. Document their unacceptable performance or behavior and explain the consequences if it continues. Avoid surprise terminations.
|