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Prepared by the Canadian Centre
for Occupational Health and Safety
Objectives
This is your guide to developing a workplace violence
prevention program. Using the advice in this booklet,
you will be able to:
identify risk factors
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develop a prevention policy
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conduct a hazard assessment
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develop a comprehensive prevention program
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develop procedures for reporting and
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investigating incidents
develop a critical incident management plan
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develop victim support services
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follow-up on and learn from incidents
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develop a training program
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identify relevant legislation
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Scope
This guide will assist in the development and implemen-
tation of a workplace-specific violence prevention
program. It is a practical hand-out for participants in
employee training sessions.
The guide does not address the specific needs of police
officers, security guards, prison guards or others whose job
it is to manage potentially violent people and situations.
Target Audience
This guide is written for anyone who wants to learn about
workplace violence and its prevention. It is especially
useful to individuals involved in the development and
implementation of workplace violence prevention programs.
How do I use this Guide?
The information in this guide has been organized to
support the development of workplace-specific violence
prevention programs across business sectors and occupa-
tional groupings. For this reason, the content is presented
by workplace setting or situation (e.g. 鈥渨orking alone鈥?),
rather than by occupation (e.g. 鈥渟ervice station attendant鈥?
or 鈥渢axi driver鈥?) or business sector (e.g. 鈥渞etail鈥?).
Section II describes how to establish a comprehensive
workplace violence prevention program. You may
choose to apply some or all of the advice, depending
on factors such as:
the risk of violence at your organization
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the size of your organization
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the legal requirements in your jurisdiction
T
As a minimum, there are certain steps to workplace
violence prevention which everyone should follow,
including writing your own policy and conducting your
own hazard assessment.
Once you have completed your workplace violence hazard
assessment (as described in Section II.1), you will have
developed a priority list of situations or circumstances
which put you or your co-workers at particular risk. Using
those factors or program components, consult the sections
of this guide called 鈥淧reventing Workplace Violence鈥? and
鈥淩esponding to Workplace Violence鈥?. Using the practical
knowledge that you and your co-workers have of your
workplace, you can develop the best preventive practices
for your specific situation. The following chart indicates
some of the risk factors more commonly associated with
specific occupations.
Evaluate the history of violence in similar
places of employment.
You may use one or more of the following approaches.
Obtain information and advice from:
鈥? your insurer
鈥? regional or national insurance associations
鈥? your workers鈥? compensation board
鈥? your occupational health and safety
enforcement agency
鈥? your local police department
鈥? your union
Seek advice from a local security expert.
Review relevant publications, including industry
specific journals.
Contact your regional or national safety councils.
Contact your state, provincial or equivalent crime
prevention associations.
Contact your professional association or industry
organization.
Collect newspaper or magazine clippings relating to
violence in your industry.
Contact legislative authorities to determine if
specific legislation regarding workplace violence
prevention applies to your workplace.
Refer to Section VI for general information on work-
place violence prevention legislation in Canada and the
United States.
Organize and review the information you
have collected.
Look for trends. Identify occupations and locations
which are most at risk.
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7. Providing Workplace Violence Training
and Education
Education and training are an indispensable part of any
violence prevention program. The exact content and type
of training necessary depend upon the results of your
workplace hazard assessment and your workplace-specific
prevention program.
All employees need to understand:
their rights and responsibilities under any relevant
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legislation and company policy
the scope of workplace violence and risk factors
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your organization鈥檚 prevention policy
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Know your rights and responsibilities.
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2. Personal Safety
Emergency Preparedness
Know your emergency exits and procedures, including
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safe places or rooms.
Know where to access telephones, including local
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pay telephones.
Imagine appropriate responses to various situations
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you may find yourself in.
Decide ahead of time how you will respond to
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various situations.
Compare procedures with your co-workers or people
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with similar occupations.
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Know how you will
respond to violent
situations.
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Working with Patients and their Families
Approach patients and their family members in a
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non-threatening, respectful manner.
Provide the right information at the right time.
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DO NOT overload patients or family members with
too much medical or technical jargon.
Clearly and fully explain procedures.
Review the patient鈥檚 profile prior to meeting with the
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patient and/or family. Take note of any potential
concerns and take appropriate precautionary
measures, for example use the 鈥渂uddy鈥? system or
increase natural surveillance.
Clearly and fully explain to the patient and/or family,
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before and during procedures:
鈥? what is involved
鈥? how long it will take
鈥? whether it will hurt
If you feel threatened, DO NOT conduct intimate
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examinations of patients alone. Arrange to have a
colleague in the room or close by.
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3. Responding to Harassment, Bullying
or Mobbing
If you feel that you are being bullied, mobbed, discrimi-
nated against, victimized or subjected to any other form
of harassment:
Talk to someone you trust about your observations
T
and experiences. This might include a trusted
co-worker, occupational health professional or an
Employee Assistance Counsellor.
Firmly tell the harasser or bully that his or her
T
behaviour is unacceptable and unwelcome. Ask him
or her to stop.
Keep a factual journal or diary of daily events. Record:
T
鈥? The date, time and what happened in as much
detail as possible
鈥? The names of witnesses
鈥? The outcome of the event
Remember, it is not just the character of the incidents,
but the number, regularity and especially the pattern
that reveal harassment.
Keep copies of all letters, memos, e-mails, faxes, etc.
T
received from the harasser or bully.
When criticism or allegations are made, write to the
T
harasser or bully and ask him or her to substantiate
their claims in writing.
Keep all memos and correspondence related to your
T
work if the quality of your work is being challenged.
Report the harassment, bullying or mobbing behaviour
T
to the person identified in your Workplace Violence
Prevention Policy, your manager or your human
resources department. If your concerns are minimized,
proceed to the next level of management.
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7. Responding to a Physical Attack
Help
If you are attacked
Make a scene, yell or
T
scream as loud as possible.
Try shouting words like
STOP, FIRE, or HELP.
If you are being pulled
T
along or dragged, fall
to the ground and roll.
Blow a whistle, activate
T
your personal security
alarm or push the
security alarm.
Give bystanders specific
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Shout for help.
instructions to help you.
Single someone out and send them for help, for
example 鈥淵ou in the yellow shirt, call the police.鈥?
If someone grabs your purse, briefcase, deposit bag or
T
other belongings, DO NOT resist. Throw the item to
the ground several feet away from the thief and run in
the opposite direction, yelling 鈥渉elp鈥? or 鈥渇ire.鈥?
DO NOT chase a thief.
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Run to the nearest safe place, a safe office, or an
T
open store.
Call security or the police immediately after the incident.
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If the attack does not warrant calling the police, inform
T
your supervisor or the authorities at your workplace.
File an incident report.
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Be prepared
Take a self defence course.
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Try to imagine yourself responding successfully to
T
different types of attacks. Practice your responses.
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to immediately report all critical injuries to the
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government department responsible for OH&S
to train all employees on how to safely use, handle,
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store and dispose of hazardous substances and
handle emergencies
5. Joint Health and Safety Committee (JHSC)
must be composed of management and employee
T
representatives
at least half the members of the committee must be
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employee representatives
must meet at least once every 3 months; 1 month
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in some jurisdictions
must be co-chaired by one management chairperson
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and one employee chairperson
employee representatives are elected or selected by
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the employees or their union
6. Role of the Joint Health and Safety Committee
to act as an advisory body
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to identify hazards and obtain information
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to recommend corrective actions
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to assist in resolving work refusal cases
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to participate in accident investigations and work-
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place inspections
7. Work Refusals
You can refuse work if you have reason to believe that
the situation is unsafe to either yourself or your co-workers.
You must report to your supervisor that you are
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refusing to work and state why you believe the
situation is unsafe.
You, your supervisor, and a JHSC member or
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employee representative will investigate.
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