The best method of avoidance is improved pre-employed screening. In other words, companies can strengthen their hiring practices or procedures with a more extensive pre-hiring investigation. Obtaining investigation waivers and/or releases from an applicant will enable employers to gather far more information needed for effective reference and background checks. Without this useful information, an employer cannot make an informed decision about a potential employee's predisposition for violence.

A thorough pre-employment investigation also provides a secondary benefit. If, not withstanding this increased effort, an employer still suffers an act of violence in the workplace, it may well have substantially reduced the company's potential liability on claim of negligent hiring by the victim.

Developing a strong company policy against harassment and violence in the workplace is another important precautionary measure to be taken. Strict and consistent enforcement of zero tolerance policies will help deter anti-social behavior and demonstrate a company's strong desire to eliminate the risk of worker violence. Employers should consider including such policy provisions as (1) prohibiting any form of physical violence, including fighting, (2) prohibiting the possession or use of firearms or other weapons in the workplace, (3) prohibiting harassment, (4) prohibiting the possession or use of alcohol, drug or other illegal substances on company property or while conducting company business, (5) prohibiting misuse or destruction of company or coworker property, (6) prohibiting the employment of persons convicted of crimes involving violence, (7) prohibiting intimidation or threats to harm an individual or group of individuals or their relatives, (8) prohibiting any other conduct that a reasonable person would perceive as constituting a threat of violence, (9) prohibiting threatening speech which might provoke a violent response. All such employer policies should also require any employee who is subjected to, witnesses or has knowledge of defined unacceptable or violent behavior, or has reason to believe that any such behavior may occur in the workplace. Spreading the responsibility and accountability for a safer workplace emphasizes the importance of this goal and should better guarantee success.

Training employees, especially management or supervisory personnel to (1) recognize the traits of a potentially violent employee, (2) manage personnel with respect and consideration, especially those believed capable of violence, (3) deal with a violent episode immediately before, during and after it occurs is also strongly recommended. Such training will enable the management team to better handle stress, confrontations and other personnel problems which can lead to workplace violence if allowed to escalate out of control. Other types of useful training for management personnel include (1) ways to defuse hostile situations, e.g., conflict resolution, (2) identifying persons/agencies to be contacted in an emergency, (3) developing employee escape routes, (4) developing a law enforcement contract protocol when violent or criminal acts occur, (5) first-aid training for medical emergencies and (6) trauma counseling for those employees victimized by violence.

Finally, creating an open-door policy and/or an employee assistance program to open lines of communication and provide relief valves for troubled employees can also help reduce violence in the workplace. Troubled employees who feel someone cares and is there to listen and help them deal with their problems may lose that sense of helplessness and rejection often linked to violent acts.

Tips to Avoiding Violence in the Workplace

1.	Implementing and utilizing a good background investigation and screening process to include drug screening, employee testing where possible.
2.	Provide a nontoxic work environment, to decrease such items as; anxiety, stress, etc.
3.	Provide training for employees and managers to distinguish what is and is not acceptable behavior. Not acceptable: threats, harassment and intimidation. Establish non-harassment policy. Note: Company will not tolerate any incidents of threats, harassment or intimidation.
4.	Organize a channel for employees to report suspicious behavior and/or information. To also include a mediation and conflict resolutions systems.
5.	Arrange for sensitivity training for managers and supervisors. Note: to treat everyone with respect and dignity.
6.	Provide an ongoing crime prevention program. Make available — posters, handouts and other types of information/literature.
7.	Maintain a well trained security staff — whether proprietary or contract.
8.	Establish a contingency plan and a crisis management team. This team should include representatives from Human Resource/Personnel, Legal, Security and Senior Management.

The Look of a Potential Perpetrator

1.	Perceives injustice at work; seems disgruntled.
2.	Is socially isolated; may be a loner. Has very few relatives or friends — job is most important aspect of their life.
3.	Has a poor self-esteem.
4.	Cries for help of some kind.
5.	May have made prior threats.
6.	Has few, if any, healthy outlets for rage.
7.	Has an unstable family life.
8.	Is a male between the ages of 30 and 40 years old.
9.	Has a migratory job history.
10.	Has made assaults with/without battery in the past.
11.	Violates company rules.
12.	Has trouble accepting authority.
13.	Previous history of violence.
14.	Massive behavioral changes.

Recognizing When You May Have a Problem with Potential Workplace Violence

Predicting violence is not always possible. By learning the common traits of a person predisposed to violence and the common warning signals of potential violence, an employer's ability to avoid workplace violence will be enhanced.

Employers who have employees with a history of assaultive behavior or who exhibit intimidating behavior know they have a problem. Although less certain, the following signs exhibited by employees may also be indications of violent behavior.

1.	Verbal threats to coworkers.
2.	Obsessive or aggressive behavior toward coworkers.
3.	High-stress working environment.
4.	Depression or chronic anger.
5.	Frequent reference to or discussion of weapons.
6.	Expressions of unusual or bizarre thoughts or complaints.
7.	Chemical dependency or drug/alcohol abuse.
8.	Unrealistic belief they are entitled to additional benefits or promotions.
9.	History of interpersonal conflict.
10.	Marital or family problems.

The prior two lists are not all-inclusive. They are also not meant to suggest that if an employee has one of these traits, he or she will likely become violent. However, if a substantial number of these or similar personality characteristics become a pattern by an employee, these warning signs should not be ignored.