By Carol Hurst, LVT, CVPM, CVJ
Workplace violence a subject that I hate to have to write about. It is one of those scenarios that you hate to have to acknowledge. However, it is past time to have a plan in place that will help to keep our staff as prepared as possible. The thing we can’t control that is primary in this equation is other people. However, it is important to understand the factors you can control, and outline the steps you would take, should there be a violent event at your practice. In fact, one could argue that it is the employer’s obligation to reduce risks and provide a plan for employees addressing workplace violence.
When evaluating risk factors, OSHA says of workplace violence, “Research has identified factors that may increase the risk of violence for some workers at certain worksites. Such factors include exchanging money with the public and working with volatile, unstable people. Working alone or in isolated areas may also contribute to the potential for violence. Providing services and care, and working where alcohol is served may also impact the likelihood of violence. Additionally, time of day and location of work, such as working late at night or in areas with high crime rates, are also risk factors that should be considered when addressing issues of workplace violence. Among those with higher-risk are workers who exchange money with the public, delivery drivers, healthcare professionals, public service workers, customer service agents, law enforcement personnel, and those who work alone or in small groups.”
https://www.osha.gov/SLTC/workplaceviolence/
Veterinary medicine hits several of these high points. Where there is a safety risk, OSHA requires a workplace to put plans in place to address that risk.
I want to go over with you how to create a policy for addressing violence in the workplace.
Questions to ask yourself when creating the policy:
How do I prevent workplace violence?
Even though we cannot control other people, there are several factors within our control.
- Money: The fact that we handle cash transactions means that we are at risk. How are you addressing cash handling? Can any staff member get into your cash drawer? Is cash reconciled out of sight of the general public? Do you keep a set, smaller amount, in the “till,” depositing all into a larger safe out of sight – advertising this fact with signs?
- Zero-tolerance policies: For some reason we are notorious for letting our clients abuse our staff. Almost as though we are so afraid of losing business that we allow behavior that, under any other situation, would not be tolerated. We need to take a zero tolerance policy on clients being abusive.
- Train your staff on what kinds of behaviors are unacceptable. This includes threats that may be made in a “joking” manner. Likewise, empowering them with the actual words they would say in a situation like this is imperative. “Mrs. Smith, we do not tolerate threats of any kind. I want to help you with your concern but first I need x, y, z from you.” Along the same lines, if a client is implying or actively threatening, who do they call? Can they ask the client to leave the building? What happens if you are currently performing services on their pet? All of these questions need to be answered by your practice leadership but they are important elements to preparing your team.
- Even though the above instructions are starting to address the after-effect, my many years in practice have taught me that the types of clients that fall into this category are going to behave how you let them. Their choices (once clinic policy has been established) is to shape up or ship out. Since these should comprise a small percentage of your clientele, losing some of them won’t make a big difference overall. What about following up with individuals who have threatened the practice or someone at the practice? Are we reporting them to law enforcement?
How do I address a violent situation?
One strategy is to contact your local law enforcement agency to see if they can come to your facility for personal training of your team and aid in developing a policy. They can really give insight on what prevention and what addressing a scenario may look like for your area, building and business. Another strategy in developing a solid plan really comes down to thinking about individual scenarios and developing general practices to address them. For example:
- If someone comes into the practice intending to rob it, with a weapon, how do you want your staff to react? Do you have a panic button? Are they instructed to comply with demands and not worry or stress about giving up money or drugs?
- What about active shooters? As painful as this is to talk about, coming up with a plan is the responsible thing to do. This is an area where getting professional insight for your practice would be beneficial.
- What about potential violence from the partners of employees? Are we taking those “calls for help” seriously when someone hints around about a traumatic home-life?
- What about overnight shifts? What systems do we have in place to keep our team safe? Are there any areas that need to be updated or improved upon?
Conclusion
Having a policy on addressing workplace violence is a must. It should be a multi-faceted policy that not only covers prevention but also addresses any risk assessment. Further, having discussions with your team about these potential scenarios can help provide direction if something does happen.