covid-19 insights webinar why workplace violence ... · why workplace violence prevention still...

COVID-19 INSIGHTS WEBINAR

Why Workplace Violence Prevention Still MattersHuman Resources Considerations for a Reopened World

May 14, 2020

ABOUT HILLARD HEINTZE

Hillard Heintze, a Jensen Hughes company, is one of the leading security risk management firms in the United States. We help protect people, performance, interests and reputations by offering services that provide insight, deliver assurance and instill confidence.

Sikich LLP is a global company specializing in technology-enabled professional services. With more than 1,000 employees, Sikich draws on a diverse portfolio of technology solutions to delivers transformative digital strategies and ranks as one of the largest CPA firms in the U.S.

ABOUT SIKICH

2 © 2020 HILLARD HEINTZE | Protecting What Matters®

INTRODUCTION

Today’s subject matter experts

Matthew DohertySVP, Threat + Violence Risk Management

Hillard Heintze

Janel O’Connor, SPHR, SHRM-SCPChief Human Resources Officer

Sikich LLP


AGENDA

• Does Workplace Violence Prevention Still Matter?

• Recognize Financial Hardship

• Promote Mental Health Awareness

• Acknowledge Domestic Violence Concerns

• Find New Avenues for Employee Engagement

• Advance Workplace Violence Prevention in a Virtual Work World


DOES WORKPLACE VIOLENCE PREVENTION STILL MATTER?

If workplaces are mostly vacant, is workplace violence still a risk?

© 2020 HILLARD HEINTZE | Protecting What Matters®5


If workplaces are mostly vacant, is workplace violence still a risk?

• Workplace violence is more than just the act of an active shooter

• Not everyone is working from home

• And ‘normal’ work will resume at some point



Known precursors of workplace violence

• Financial stressors

• Untreated mental illness

• Troubled domestic situations

• Substance abuse issues



How can you as an HR or security professional support the best outcomes for your teams?

• At the highest level, model leadership, compassion and community

• Create valuable moments of connection and interaction that support workforce wellness

• Use any opportunity now to educate workforce on available resources


POLLING QUESTION

Has your company started developing a reentry strategy?

a) Yes, developing a strategy

b) Yes, just starting discussions

c) Not yet, but planning to

d) No and not sure when we’ll start


RECOGNIZE FINANCIAL HARDSHIP

Layoffs, reduced pay and phased re-entry add another layer to an overstressed workforce

14.7% unemployment1

18 million workers on temporary layoffs1


1 Bureau of Labor Statistics, May 8, 20202 Kaiser Family Foundation, May 13, 2020

27 million have recently lost health insurance2


Strategies to help employees cope

Continually communicate any changes in medical coverage, availability of telemedicine, prescription delivery

Offer information on leave and disability policies, qualifying life events for benefits enrollment, HSA/FSA policies. Consider unpaid leave options

Provide links, documents, webinars and other information on managing 401(k) and investments during this period of volatility

Develop repository which can include paycheck distribution details, medical benefits, contact information for outsourcing benefit


12


Best practices for layoffs and terminations for concerning individuals• Establish a playbook for offboarding employees• Don’t assume the employee’s exit is the end of the story• Consider open source intelligence and threat monitoring• Make sure leaders involved in separating employees are

aware of safety concerns• Train your workforce to recognize and report warning

signs of potential violence both in the office and in a work-from-home world

© 2020 HILLARD HEINTZE | Protecting What Matters®


If a separation situation escalates

• Have your threat assessment team or equivalent assess and manage any threats before they escalate into violent acts

• If a viable threat is identified, the team determines options and actions

• Engage third-party experts to assess your workplace violence prevention policies and procedures as risks of employee retaliation and extremism pervade


PROMOTE MENTAL HEALTH AWARENESS

“Experts warn that a historic wave of mental health problems is approaching: depression, substance abuse, post-traumatic stress disorder and suicide.”

Washington Post, May 6, 2020


POLLING QUESTION

Are you planning a communication strategy for mental health awareness?

a) Yes

b) No

c) Not sure



Communication campaign

May is mental health awareness month

• Encourage open culture

• Provide a guide with options for self-care, teletherapy, traditional therapy and EAP resources

• Be mindful of burnout, know the signs

• Encourage employees to self-identify warning signs, take time off if needed

• Make certain leaders are equipped with required training


17


Decrease stigma surrounding mental health issues

• Create or expand a culture of open dialogue regarding mental well-being

• Share employee testimonials on counseling services

• Teach employees how to respond to an individual who may be experiencing mental health issues

• Foster a sense of community

© 2020 HILLARD HEINTZE | Protecting What Matters®


Emphasize suicide prevention • 10th leading cause of death in the U.S.

(excluding COVID-19 fatalities) • 11% increase from 2017 to 2018• 40% of fatal occupational injuries are suicide• Strong link between economic upheaval

and suicide and substance abuse



How can you help prevent suicide• Do not underestimate the power of just asking• Try to be fully present and don't panic – take some

deep breaths yourself • Use a concerned and compassionate tone – your job is

to be non-judgmental – but do not try to cheer them up• Listen fully and do not talk about yourself or personal

relation to the subject• Ask directly if they are thinking about taking their own

life• If they appear to be struggling, stay online with the

person until you or they can contact an appropriate resource like EAP, HR or National Suicide Prevention Lifeline



It’s okay to set boundaries

• As a manager, support system or even friend, it is important to know that you cannot be responsible for the individual 24/7

• Reach out to the EAP yourself to cope with what is a difficult conversation and situation

• Ask your EAP for extended resources if not immediately part of your package


ACKNOWLEDGE DOMESTIC VIOLENCE CONCERNS

“The very technique we are using to protect people from the virus can perversely impact victims of domestic violence.”

Anita Bhatia, Deputy Executive Director of the United Nations Women



Domestic violence will continue to intensify

• Domestic violence and mental illness are intertwined

• Exacerbated by social isolation and financial stressors



Supporting this crisis within a crisis

• Send a domestic violence-focused email to the entire organization

• Engage outside support for known at-risk employees

• Engage expert support to adapt your current policies and programs to respond to the uncertainly of violence risk during the pandemic

• Network with other organization



Ensure employees feel safe coming forward

• Create a culture of courtesy and respect• Don’t use punitive language or tactics• Engage strong upper-level management support for the program• Raise employees’ and managers’ awareness of the program• Share information on where victims can get help • Teach employees how to recognize signs of victimization • Establish anonymous hotlines or portals for colleagues to report

concerning behavior or scenarios


FIND NEW AVENUES FOR EMPLOYEE ENGAGEMENT

Guides, tips and tricks for working remotely

• Establishing routine

• Taking breaks

• Eating properly

• Flexing hours where needed (for e-learning/children)

• Daycare constraints



‘How to’ guidance for leaders

• Manage remote teams

• Manage performance virtually

• Conduct effective virtual meetings

• Engage virtually beyond work-related subjects


POLLING QUESTION

Has your company implemented new workforce wellness initiatives during COVID-19?

a) Yes

b) No



Develop employee resource groups

• Working parents of toddlers, elementary, middle school, high school, special needs

• Singles, empty nesters

• Hobbies, cooks, sports enthusiasts, book clubs



Wellness challenges

• Virtual 5K

• ‘Quaran-team’ steps challenge

• Share ‘random acts of kindness’ stories

• Recognition programs

• Identify positive reinforcements


ADVANCE WORKPLACE VIOLENCE PREVENTION IN A VIRTUAL WORK WORLD

Establish a robust prevention program• A policy that promotes a safety-conscious culture • Supporting procedures• A multi-disciplinary threat assessment team • A behavioral threat assessment capability • Multiple means of reporting• Require training at all levels of the organization• Link to culture• Ensure leadership support and drive• Implement ongoing communication


ADVANCE WORKPLACE VIOLENCE PREVENTION IN A VIRTUAL WORK WORLD

Actions you can take now• Implement or continue online training• Reinforce that protecting the workplace is about caring, not about punishment• Emphasize accountability – and responsibility for one another’s safety• Highlight the importance of reporting while working from home• Explain reporting mechanisms• Clarify that virtual channels can be used to convey important information• Encourage anonymity and confidentiality


THANK YOU FOR YOUR TIME

Matthew DohertySenior Vice PresidentThreat + Violence Risk [email protected]

Janel O’Connor, SPHR, SHRM-SCPChief Human Resources OfficerSikich [email protected]


covid-19 insights webinar why workplace violence ... · why workplace violence prevention still...

Documents