Stopping all workplace violence may be a next to impossible task. However, there are specific, preventative measures that can be taken. The human resources professional, along with trained supervisory and management personnel, plays a vital role in this prevention process.

Let us begin with the employment process. One of the causes of workplace violence is job stress. Some of the most common causes of job stress are:

• lack of ability to perform in the job
• lack of interest in the job (i.e. a person likes developing budgets but not supervising people and is hired to be a sales forecasting supervisor)
• personality profile makes the employee incompatible with his/her supervisor
• the company culture
• needs of the position

When these factors are combined, it is easy to see that when a person does not fit the position, the result can be tremendous stress.

A Recommendation
So how can such a situation be avoided? Utilize a combination of behavioral and historical interviewing techniques to learn what is truly inside the candidate. The historical interview helps you learn about repeatable patterns in the candidate's life (i.e. do they have a pattern of success as a sales forecaster or have they been terminated from several previous jobs due to personality conflicts.)

The question: "Have you ever been disciplined, suspended or terminated from employment because of an argument, harassment, or fighting with an employee or manager?" should be asked of each candidate in the employment interview.

Secondly, consider the use of pre-employment assessment tools such as the PREVUE to ascertain whether the candidate's abilities, interests, and personality fit the requirements of the open position.

Pre-employment drug testing is a highly effective screening tool. Is every abuser of drugs and alcohol involved in workplace violence? No. But more than 80% of individuals involved in workplace violence have a history of drug and/or alcohol abuse. When conducted by a legitimate hospital or medical clinic this screening generally costs less than fifty dollars.

In addition to the irrational behavior of those on drugs, remember that the financial need to support the habit opens the door to theft, selling of drugs and drug paraphernalia, loan sharking and other undesirable activities. There is very little evidence of drug abuse in the workplace impacting only the abuser - other employees are also affected.

Background/reference checking is also essential. Remember that it is legal to ask the same questions when conducting a background check as during the interview (provided you have a signed release from the candidate).

These checks should include a quick visit to your local courthouse and/or sheriff's department to review public records. Also, obtain the names of the candidate's previous supervisors and coworkers during the interview. Most will be candid and honest with you as to what they know about the candidate.

After the Hire
After the candidate has been hired, who knows them best? Absolutely right! Their co-workers. Co-workers are keenly aware of changes in a fellow employee's attitude, performance, appearance, family living situation, use of alcohol or drugs, and interest in weapons. These changes are signs that the employee is undergoing changes, possible stress and, in some cases, is actually calling out for help.

An open door atmosphere of helping fellow workers is important - as opposed to the feeling of one employee "ratting" on another. This open door is created by trust and mutual confidence between employees and management. The sharing of information by employees is the best defense against workplace violence after someone has been hired.

Potentially violent employees also demonstrate some or all of the following:

• They are the victims of poor management or poor equipment when they make mistakes.
• They have an unusual interest in the ability of firearms to kill and the potential of explosives.
• They discuss, in great detail, incidents of violence such as the Columbine High School killings.
• They withdraw from others, become loners and are antisocial.

The development of a plan to address situations where there are threats, intimidation, or physical violence is necessary. All employees need to know what to do and have specific responsibilities. These are circumstances that require thorough planning and training. From the identification of who moves the crowd back when two employees are fighting, to who is responsible for escorting an employee to their car when they have a restraining order protecting them from a violent spouse - all necessitate precise planning and execution.