Checklist: Supervisor’s Review of Workplace Violence Warning Signs
A Supervisor's Checklist could be a valuable tool to direct a supervisor’s attention to changes in the company and the warning signs. Each supervisor should be asked to answer "yes," "no" or "don’t know" to each of the following questions:
- Is the employee leaving the workplace without authorization or having numerous excuses why the workday has been shortened?
- Does the employee demand more supervision, or more time and attention from the supervisor?
- Does the employee appear to be unable to concentrate?
- Has there been an increase in safety violations due especially to carelessness or stress?
- Has there been a dramatic change in an employee’s health or hygiene?
- Are there employees who appear to be fascinated with weapons?
- Are there employees who constantly blame others for any problems and offer excuses why they fail to live up to expectations?
- Are any new issues affecting employees that are causing concern or frustration?
- Is any employee receiving new and/or an abnormal amount of attention from other employees?
- Are there employees who were previously productive who have recently evidenced a significant drop in productivity?
- Is there any unusual withdrawal by an employee who was previously busy?
- Are there any employees who were previously busy and involved acting aimless and/or left out?
- Are there any employees who stop talking when you approach them?
- Do employees seem to be talking about an individual in hushed or quiet tones, particularly when a supervisor is present?
- Are you aware of any employees who have had a particularly difficult personal experience that has affected their work life?
- Are there any unusual questions or complaints by employees concerning company personnel policies, practices or benefits?
- Are there any unresolved grievances that should have been resolved by now?
- Are suggestions in the employee suggestion box read and responded to on a regular and timely basis?
- Is there any noticeable change in the work hours among employees?
- Are there any employees reporting to work abnormally early or late or leaving abnormally late or early?
- Are there any employees trying to irritate a supervisor by defying him or her?
- Is there any sign of animosity from employees who have been discharged or laid off recently?
- Is there any perceived or real difference between the stated philosophy of the company and management practices?
- Are any unfamiliar strangers or automobiles present near the company property at the beginning or end of a shift?
- Are there any supervisors or managers who are viewed as difficult or abusive toward employees?
- Are there signs of increased crime activity in the area surrounding the facility?
- Has the company had any bad press lately that might cause former employees or customers to be reminded of past difficult experiences?
Do’s and Don’ts of Confronting a Troubled Employee
The Do’s of Confronting a Troubled Employee:
1. DO--Establish levels of work performance you expect. Set limits that you will tolerate. Determine what is acceptable to you. Make expectations clear.
2. DO--Document all absenteeism, tardiness, incidents on the job and poor or impaired job performance. Specific details are necessary.
3. DO--Be consistent. Don’t play favorites or give special consideration. Treat all employees equally.
4. DO--Base the confrontation only on JOB PERFORMANCE (the Company’s only concern), not suspected alcoholism, drug addiction, personal problems, etc.
5. DO--Be firm; tell the employee that you are there to help. Try to gain trust.
6. DO--Be direct; speak with authority. Individual will respect you for this.
7. DO--Be prepared to cope with the employee’s resistance, defensiveness, and even hostility. One effective method of overcoming resistance is that you talk about your feelings of concern first, then move to impaired job performance. To begin with the job performance usually creates hostility, resistance, and defensiveness.
8. DO--Take the responsibility to intervene. Don’t be afraid to get involved. Remember it is highly probable that the employee’s condition and his/her job performance will progressively deteriorate.
9. DO--Provide the information and make the appropriate referral in accordance with Company policy. (If necessary, explain Company’s policy without specific reference to alcoholism.) Seek a commitment to referral and improved performance.
10. DO--Continue to monitor and document.
The Don’ts of Confronting a Troubled Employee:
1. DON’T--Be a diagnostician or counselor. Avoid labeling and personal recommendations.
2. DON’T--Make value judgments. Better to say, I don’t like this or that, than I think you are wrong. Rely on specific job performance criteria.
3. DON’T--Moralize. Avoid the “shoulds”, “shouldn’ts”, “don’t you know betters” because these kinds of remarks create hostility.
4. DON’T--Ask why the employee does this or that. A why question opens you up to hearing a variety of excuses and sympathy-evoking tactics. The employee is always responsible for behavior and job performance.
5. DON’T--Allow the employee to box or corner you. Regardless of any rationalizations, remain firm in your contention that it is the employee’s responsibility to improve job performance by seeking help.
6. DON’T--Allow the employee to play you against higher management and/or the union—you’re not in the middle here--the employee is. NO UNION EVER PRAISED POOR JOB PERFORMANCE. Most unions want to combine their efforts with management to help the troubled employee improve job performance.
7. DON’T--Make idle disciplinary threats. Follow through with your warnings, and it is best to establish specific check-back dates and expectations.
8. DON’T--Discuss drinking unless it occurs on the job.
9. DON’T-- Cover up for a friend. Your misguided kindness can lead to a serious, even fatal, delay in real help reaching him/her.
Reprinted with permission. © CCH
Checklist: Supervisor's Review of Warning Signs; A Supervisor's Checklist could be a valuable tool to direct a supervisor's attention to changes in the company and the warning signs.
Checklist: Supervisor's Review of Warning Signs
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