Defined training strategy, prompt intervention make best weapons against workplace violence

The foodservice industry today must concern itself with preventing workplace violence both within and outside its walls. On a nationwide scale workplace violence costs American businesses an estimated $4.2 billion each year. Assaults at work result in more than 1.75 million lost workdays per year.

The Occupational Safety and Health Administration defines workplace violence as "violence or the threat of violence against workers. It can occur at or outside the workplace and can range from threats and verbal abuse to physical assaults and homicide, one of the leading causes of job-related deaths. However it manifests itself, workplace violence is a growing concern for employers and employees nationwide."

External workplace violence scenarios have become too familiar. At risk are foodservice operators who handle cash and work late-night hours. A common armed-robbery tactic is to establish surveillance on an operator's rear door nearest the trash container. When the door is opened to take out the trash, the attacker or attackers surprise and overpower the employee, force entry into the restaurant and create both a hostage situation and an armed-robbery situation.

A more recent physical security risk phenomenon is the "smoking door." We all have seen foodservice employees on short breaks, usually at the rear of the facility, smoking outside a propped-open door that leads directly into what should be a secured area of the facility. That is an invitation to trouble.

Police would refer to those security breeches as opportunities to "harden" the foodservice operation against workplace violence. A thorough review of company policies and training on foodservice closings and employee break procedures are in order. Prevention of external workplace violence requires constant vigilance.

The internal challenge of workplace violence prevention is less obvious and much less discussed because it involves people you know. The National Victims Assistance Academy reports that from 1986 to 2001, current or former employees committed 72 percent of workplace shootings. Those tragedies are always media-intensive events.

In addition, thousands of assaults, rapes and robberies occur annually at workplaces across America. The real challenge is changing how foodservice owners, managers and franchisees deal with the less-publicized events. Workplace violence awareness training for new and existing operators is crucial, yet most companies consider it a low priority. That should change.

Training should include measures to prevent both internal and external workplace violence. Corporate and regional foodservice owners and managers as well as their human resources executives should make clear the importance of workplace violence awareness and prevention when they hire new employees. A program should be in place that demonstrates that the company recognizes the real-world problems of its employees and sends the message that threats, bullying behavior and intimidation will be addressed. The company should stand willing to safeguard its employees through espoused policy and training to support intervention at the earliest stages.

Prevention training should be an ongoing part of a coherent strategy. Local law enforcement should be considered a powerful partner, and lines of communication should be established before a precipitating event. The recent cases of foodservice operators who were duped into strip searching employees or customers may have been avoided if local law enforcement had been a prevention partner.

In the aftermath of even a single violent episode, particularly one attracting media coverage, companies have to invest substantial time and resources in image rehabilitation. A single publicized workplace violence incident, through reduced patronage, can damage a valuable brand name. There can be massive costs in the form of legal fees, higher insurance premiums, medical and mental health costs, increased security measures, employee turnover, and work disruption during police and insurance investigations.

So where do you begin, or how do you improve on existing workplace violence prevention plans? Open and maintain a dialogue with local law enforcement. Communicate and implement a coherent strategy. Recognize that your business has legitimate concerns about issues of privacy, image, budget, liability and security that should be clarified as part of your violence-prevention planning process. Don't leave those issues unspoken and unresolved until a conflict arises. Be prepared.

This article does not necessarily reflect the opinions of the editors and management at Nation's Restaurant News.

Stephen Doherty is chief executive of Doherty Partners LLC, a Watertown, Mass.-based consulting firm specializing in workplace violence prevention. For more information visit www.dohertypartners.com.

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