Current Former Employees

Known or knowable individuals include employees, regular customers, and partners or relatives

Common types of individuals known or knowable to a workplace include current or former employees; regular or notable customers, clients, patients, or visitors; and current or former romantic partners or relatives of individuals connected to the organization.

Common types of individuals that are known or knowable to a workplace include current or former employees; regular or notable customers, clients, patients, or visitors; and the current or former romantic partners or relatives of individuals connected to the organization.

• Current Former Employees
• Key Terms
• Known Or Knowable

cite page 7 Key Terms

Known or knowable types: employees; customers, clients, patients, visitors; partners or relatives

Common types of individuals known or knowable to a workplace include current or former employees; regular or notable customers, clients, patients, or visitors; and current or former romantic partners or relatives of individuals connected to the organization.

Common types of individuals that are known or knowable to a workplace include:

• Current Former Employees
• Customers Clients Patients Visitors
• Known Or Knowable

cite page 12 Part 1: Mass Attacks at Workplaces

16 attackers were actively employed at the location they targeted

Sixteen attackers were actively employed by the location they targeted at the time of their attack.

Sixteen attackers were actively employed by the location they targeted at the time of their attack

• Attackers
• Current Former Employees

cite page 14 The Incidents

13 of the 16 employed attackers struck during or just after a shift

Most of these attackers (n = 13) initiated their attack during or immediately after a work shift.

most of these attackers (n = 13) initiated their attack during or immediately after a work shift

• Current Former Employees
• Weapons Usage

cite page 14 The Incidents

Four employed attackers concealed weapons on their person

Four of these attackers concealed their weapons on their person before the attack.

Of these attackers, four concealed their weapon(s) on their person prior to their attack, while five attackers kept their weapon in a vehicle

• Current Former Employees
• Weapons Usage

cite page 14 The Incidents

Five kept weapons in a vehicle on the work premises

Five attackers kept their weapon in a vehicle on the work premises and later retrieved it for the attack.

five attackers kept their weapon in a vehicle on the work premises and later retrieved the weapon

• Current Former Employees
• Weapons Usage

cite page 14 The Incidents

Two employees left mid-shift to fetch weapons from home

Two attackers left the work premises during their shift to go home and retrieve weapons, then returned to attack.

two attackers left the work premises during their shift to go home and retrieve weapons

• Current Former Employees
• Weapons Usage

cite page 14 The Incidents

43% of attackers were current or former employees (n = 22)

Over two-fifths of attackers were current or former employees of the targeted location (n = 22, 43%).

Sample (n = 22 of 51) · attackers, all affiliation types

over two-fifths of attackers were current or former employees of the targeted location (n = 22, 43%)

• Affiliation To Target
• Current Former Employees

cite page 17 The Attackers

22 attacks were by current or former employees, all by lone attackers

There were 22 attacks perpetrated by current or former employees of the targeted workplace, each by a lone attacker.

There were 22 attacks perpetrated by current or former employees of the targeted workplace, each perpetrated by a lone attacker.

• Attackers
• Current Former Employees

cite page 18 Current or Former Employees

95% of employee attackers were male (n = 21)

All but one (n = 21, 95%) of the current or former employee attackers were male.

Sample (n = 21 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

All but one (n = 21, 95%) of the current or former employee attackers were male.

• Current Former Employees
• Demographics

cite page 18 Current or Former Employees

Employee attackers aged 22 to 64; average age 40

Ages of employee attackers ranged from 22 to 64 years old, and the average age was 40 years.

Ages ranged from 22 to 64 years old, and the average age was 40 years.

• Current Former Employees
• Demographics

cite page 18 Current or Former Employees

Table 4: components of employee attackers' motives

Table 4 illustrates the motives of employee attackers, which were often multifaceted.

Table 4 illustrates the motives of employee attackers, which were often multifaceted.

• Current Former Employees
• Grievances

cite page 18 Current or Former Employees

95% of employee attackers were motivated by a grievance (n = 21)

All attackers but one (n = 21, 95%) were motivated, at least in part, by a grievance.

Sample (n = 21 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

All attackers but one (n = 21, 95%) were motivated, at least in part, by a grievance.

• Current Former Employees
• Grievances

cite page 18 Current or Former Employees

Grocery night-shift attacker shared school-shooting glorification before killing three

A 24-year-old man opened fire with two shotguns at the grocery store where he worked, killing three coworkers. In the months before, he created videos glorifying school shootings and described admiration for past attackers and plans in journal entries.

A 24-year-old man armed with two shotguns opened fire almost two hours into a night shift

• Current Former Employees
• Leakage
• Weapons Usage

cite page 18 Current or Former Employees

Employee-section percentages are based on the 22 employee-perpetrated attacks

In the current or former employees section, percentages reflect the 22 attacks perpetrated by current and former employees of the targeted location.

For this section, percentages reflect the 22 attacks perpetrated by current and former employees of the targeted location.

• Current Former Employees
• Methodology

cite page 18 Current or Former Employees

Key finding: 91% of employee attackers had a stressor within five years of the attack

The Key Findings for Employees box states that 91% of employee attackers had at least one stressor within five years of their attack.

Sample (n = 20 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

91% of attackers had at least one stressor within five years of their attack.

• Current Former Employees
• Stressors

cite page 18 Current or Former Employees

Key finding: 82% of employee attackers elicited concern, 41% at work

The Key Findings for Employees box states that 82% of employee attackers elicited concern from others, including 41% who elicited concern at work.

Sample (n = 18 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

82% of attackers elicited concern from others, including 41% who elicited concern at work.

• Current Former Employees
• Elicited Concern

cite page 18 Current or Former Employees

Key finding: 73% of employee attackers were currently employed at the targeted facility

The Key Findings for Employees box states that 73% of employee attackers were currently employed at the facility they targeted.

Sample (n = 16 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

73% of attackers were currently employed at the facility they targeted.

• Affiliation To Target
• Current Former Employees

cite page 18 Current or Former Employees

Table 4: fame or notoriety was a motive for 1 employee attacker (5%)

Table 4 reports fame or notoriety as a motive component for 1 of the 22 employee attackers (5%).

Sample (n = 1 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

Fame or Notoriety | 1 | 5%

• Current Former Employees
• Grievances

cite page 18 Current or Former Employees

Table 4: desire to kill was a motive for 1 employee attacker (5%)

Table 4 reports a desire to kill as a motive component for 1 of the 22 employee attackers (5%).

Sample (n = 1 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

Desire to Kill | 1 | 5%

• Current Former Employees

cite page 18 Current or Former Employees

Table 4: an other motive applied to 1 employee attacker (5%)

Table 4 reports an Other motive component for 1 of the 22 employee attackers (5%).

Sample (n = 1 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

Desire to Kill | 1 | 5% | | Other | 1 | 5%

• Current Former Employees

cite page 18 Current or Former Employees

Key finding: 77% of employee attackers shared concerning communications

77% of employee attackers shared concerning communications.

Sample (n = 17 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

77% of attackers shared concerning communications.

• Current Former Employees
• Threats Communications

cite page 18 Current or Former Employees

91% of employee attackers had significant stressors within five years (n = 20)

Most employee attackers (n = 20, 91%) had significant stressors within five years of their attack.

Sample (n = 20 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

Most employee attackers (n = 20, 91%) had significant stressors within five years of their attack.

• Current Former Employees
• Stressors

cite page 19 Current or Former Employees

36% of employee attackers were victims of workplace bullying or harassment (n = 8)

Over one-third of attackers (n = 8, 36%) were victims of bullying or harassment at work.

Sample (n = 8 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

over one-third of attackers (n = 8, 36%) were victims of bullying or harassment at work

• Current Former Employees
• Employment Stressors

cite page 19 Current or Former Employees

9 employee attackers elicited concern from colleagues at work

Half of those who elicited concern (n = 9) did so with colleagues in the workplace.

Sample (n = 9 of 18) · employee attackers who elicited concern from others

half of whom (n = 9) elicited concern from colleagues in the workplace

• Current Former Employees
• Elicited Concern

cite page 19 Current or Former Employees

Cemetery ex-employee's revenge attack seven years after termination

A 64-year-old man who had been fired from a cemetery seven years earlier vowed revenge and threatened employees. He shot one person dead and injured two more at the cemetery before surrendering.

A 64-year-old man rode his bike to a cemetery where he used a handgun to shoot and kill one person

• Current Former Employees
• Termination Handling
• Threats Communications

cite page 19 Current or Former Employees

73% of employee attackers were currently employed at the targeted site (n = 16)

Most employee attackers were currently employed at the targeted site at the time of the attack (n = 16, 73%).

Sample (n = 16 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

most employee attackers were currently employed at the targeted site at the time of the attack (n = 16, 73%)

• Current Former Employees

cite page 19 Current or Former Employees

Current employee attackers had tenure from 13 days to 22 years

Current employee attackers ranged in tenure from 13 days to 22 years.

ranging in tenure from 13 days to 22 years

• Current Former Employees

cite page 19 Current or Former Employees

12 current employees attacked during or just after a work shift

Most current employee attackers (n = 12) initiated their attack during or immediately following a work shift.

Sample (n = 12 of 16) · attackers who were current employees of the targeted site

most (n = 12) initiated their attack either during or immediately following a work shift

• Current Former Employees
• Weapons Usage

cite page 19 Current or Former Employees

Six employee attackers were former employees

Six attackers were former employees at the time of their attack.

Six attackers were former employees

• Current Former Employees

cite page 19 Current or Former Employees

Two employees attacked after submitting resignations

Two employees perpetrated attacks after submitting their resignation.

Two employees perpetrated attacks after submitting their resignation.

• Current Former Employees
• Termination Handling

cite page 19 Current or Former Employees

Figure 2: employment status of employee attackers

Figure 2 is a pie chart of the employment status of employee attackers: Current (n = 16) and Former (n = 6).

FIGURE 2 Employment Status

• Current Former Employees

cite page 19 Current or Former Employees

One employee gave two weeks' notice, finished his shift, then attacked

The first of the two resigning attackers submitted his two weeks' notice at the start of his workday, completed his shift, and then began his attack.

The first attacker submitted his two weeks' notice at the beginning of his workday, completed his shift, and then inittiated his attack.

• Current Former Employees

cite page 19 Current or Former Employees

Second resigning attacker had resigned in lieu of termination two years earlier after harassment

The second resigning attacker was a former employee who had resigned in lieu of termination two years earlier after sexually harassing and threatening colleagues.

The second attacker was a former employee who resigned in lieu of termination two years earlier after he had sexually harassed and threatened colleagues.

• Current Former Employees
• Termination Handling
• Threats Communications

cite page 19 Current or Former Employees

Six of the 16 current employee attackers were in good standing

Of the 16 attackers currently employed at the targeted site, six were in good standing with their employers.

six were in good standing with their employers

• Current Former Employees
• Work Performance

cite page 20 Current or Former Employees

Eight attackers had substantive work performance issues

Eight attackers had substantive performance issues at work, resulting in disciplinary action for all but one.

Eight attackers had substantive performance issues at work, resulting in disciplinary action for all but one.

• Current Former Employees
• Work Performance

cite page 20 Current or Former Employees

Former resident physician's hospital shooting after forced resignation

A 45-year-old man opened fire at a hospital where he had been a resident physician, killing one and injuring six, then died after setting himself on fire and shooting himself. He had resigned two years earlier in lieu of being fired for sexual harassment and threats, and his badge was not revoked.

A 45-year-old man armed with a semiautomatic rifle opened fire at a hospital where he had formerly been employed as a resident physician

• Current Former Employees
• Termination Handling
• Weapons Usage

cite page 20 Current or Former Employees

45% of employee attackers had known substantive conduct issues (n = 10)

Over two-fifths of employee attackers (n = 10, 45%) had known substantive issues pertaining to their behavioral conduct at the workplace they attacked.

Sample (n = 10 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

Over two-fifths (n = 10, 45%) of employee attackers had known substantive issues pertaining to their behavioral conduct at the workplace they attacked.

• Behaviors Of Concern
• Current Former Employees

cite page 20 Current or Former Employees

Confrontational ex-employee killed five former coworkers after firing

A 45-year-old gunman with a reputation for confrontation and fights at work, who had been fired two months earlier for stealing company equipment, opened fire at his former workplace and killed five former coworkers before dying by suicide. He had struggled financially and had asked to be rehired.

A 45-year-old gunman opened fire with a pistol at his former workplace, killing five of his former coworkers before dying by suicide.

• Behaviors Of Concern
• Current Former Employees
• Financial Stressors
• Termination Handling

cite page 20 Current or Former Employees

Resident-physician shooter: hospital left his badge active after resignation

The hospital did not revoke the attacker's identification badge when he resigned, and he used it to access the hospital on the day of the attack.

At the time of his resignation, the hospital did not revoke his identification badge, which he used to access the hospital on the day of the attack.

• Current Former Employees
• Policy

cite page 20 Current or Former Employees

Resident-physician shooter: attack coincided with residency graduation

The attack took place on the day of the hospital's residency program graduation.

The attack date coincided with the hospital's residency program graduation.

• Current Former Employees
• Incidents

cite page 20 Current or Former Employees

Confrontational ex-employee: fights with coworkers and an attempted strangling

During his employment the attacker was known for confrontation and fights with coworkers, including punching and attempting to strangle one.

During his employment, the attacker had a reputation for being confrontational and frequently getting into fights with coworkers, including one instance in which he assaulted a coworker by punching and attempting to strangle him.

• Current Former Employees
• Intense Anger

cite page 20 Current or Former Employees

Employee attackers' work performance was mixed (Table 5)

The report describes the work performance of employee attackers as mixed, as shown in Table 5.

The work performance for employee attackers was mixed, as illustrated in Table 5.

• Current Former Employees
• Work Performance

cite page 20 Current or Former Employees

Gunman had been fired two months earlier for stealing company equipment

The gunman who killed five former coworkers had been fired two months earlier for stealing company equipment.

The attacker had been fired two months earlier for stealing company equipment.

• Current Former Employees
• Termination Handling

cite page 20 Current or Former Employees

Table 5: 6 employee attackers (27%) were in good standing on work performance

Table 5 reports that 6 employee attackers (27%) were in good standing on work performance.

Sample (n = 6 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

Good standing | 6 | 27%

• Current Former Employees
• Work Performance

cite page 20 Current or Former Employees

Table 5: 8 employee attackers (36%) had substantive work performance issues

Table 5 reports that 8 employee attackers (36%) had substantive work performance issues.

Sample (n = 8 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

Substantive issues | 8 | 36%

• Current Former Employees
• Work Performance

cite page 20 Current or Former Employees

Table 5: work performance was unknown for 8 employee attackers (36%)

Table 5 reports that work performance was unknown for 8 employee attackers (36%).

Sample (n = 8 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

Unknown | 8 | 36%

• Current Former Employees
• Work Performance

cite page 20 Current or Former Employees

Table 5: 8 employee attackers (36%) were in good standing on behavioral conduct

Table 5 reports that 8 employee attackers (36%) were in good standing on behavioral conduct.

Sample (n = 8 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

Good standing | 8 | 36%

• Behaviors Of Concern
• Current Former Employees

cite page 20 Current or Former Employees

Table 5: 7 employee attackers (32%) showed toxic conduct

Table 5 reports toxicity, a sub-category of substantive conduct issues, for 7 employee attackers (32%).

Sample (n = 7 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

Toxicity | 7 | 32%

• Behaviors Of Concern
• Current Former Employees

cite page 20 Current or Former Employees

Table 5: behavioral conduct was unknown for 4 employee attackers (18%)

Table 5 reports that behavioral conduct was unknown for 4 employee attackers (18%).

Sample (n = 4 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

Unknown | 4 | 18%

• Current Former Employees
• Records Documentation

cite page 20 Current or Former Employees

Nearly half of employee attackers (45%) had a disciplinary record

Nearly half of employee attackers (n = 10, 45%) had at least one infraction or disciplinary action on record.

Sample (n = 10 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

Nearly half of employee attackers (n = 10, 45%) had at least one infraction or disciplinary action on record

• Current Former Employees
• Employment Stressors

cite page 21 Current or Former Employees

Disciplinary records included performance complaints, write-ups, and terminations

The infractions counted included complaints about job performance, write-ups for behavioral misconduct or insubordination, and terminations.

This included complaints or reprimands about an employee's job performance, write-ups for behavioral misconduct or insubordination, and terminations

• Current Former Employees
• Employment Stressors

cite page 21 Current or Former Employees

Five employee attackers were terminated from the targeted site before attacking

Five attackers were terminated from the targeted site prior to their attack.

Five attackers were terminated from the targeted site prior to their attack

• Current Former Employees
• Employment Stressors

cite page 21 Current or Former Employees

One employee attacker started his attack at the end of a termination meeting

One attacker initiated his attack at the conclusion of a termination meeting.

one attacker who initiated his attack at the conclusion of a termination meeting

• Current Former Employees
• Employment Stressors

cite page 21 Current or Former Employees

Employee shot coworkers during a meeting to fire him, then wounded five officers

An employee with numerous rule violations drew a concealed handgun during a disciplinary meeting, killing four coworkers and injuring one. He then killed another coworker who had reported his safety violation, and the attacker injured five officers in a shootout before dying of his wounds.

the individual drew a concealed handgun and opened fire, killing four coworkers and injuring another

• Attackers
• Current Former Employees
• Employment Stressors
• Weapons Usage

cite page 21 Current or Former Employees

Nearly half of impacted organizations had identifiable climate issues (n = 10, 45%)

Nearly half (n = 10, 45%) of the organizations impacted by employee attacks had one or more identifiable issues pertaining to their organizational climate.

Sample (n = 10 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

Nearly half (n = 10, 45%) of the organizations impacted by these attacks had one or more identifiable issues pertaining to their organizational climate.

• Current Former Employees
• Organizational Climate

cite page 21 Current or Former Employees

Post-attack report found below-average climate and poor morale at target facility

One organization published a report a week after the attack finding the targeted facility had a below-average climate, poor morale, and low belonging.

published a report one week after the attack that revealed the targeted facility had a below-average climate, poor morale, and employees who lacked a sense of belonging

• Current Former Employees
• Organizational Climate

cite page 21 Current or Former Employees

Staff at another target facility reported years of racial discrimination

Employees from another organization reported that personnel at the targeted facility faced racial discrimination and harassment for years before the attack.

personnel at the targeted facility suffered from racial discrimination and harassment for years leading up to the attack

• Current Former Employees
• Organizational Climate

cite page 21 Current or Former Employees

Attacker with two handguns killed five coworkers at an organization with racial harassment history

A man with two handguns killed five coworkers and then himself at an organization with a history of racial discrimination and harassment. According to a coworker, he had reported at least one exchange to HR, but the case was closed when the complaint could not be corroborated.

the case was closed when the complaint could not be corroborated

• Attackers
• Current Former Employees
• Organizational Climate
• Weapons Usage

cite page 21 Current or Former Employees

Man with two handguns killed five colleagues at work, then himself

A 51-year-old man armed with two handguns shot and killed five colleagues at his workplace before fatally shooting himself.

A 51-year-old man armed with two handguns shot and killed five colleagues at his workplace before fatally shooting himself.

• Current Former Employees
• Firearms
• Impact Casualties

cite page 21 Current or Former Employees

Nine employee attackers (41%) alleged unfair treatment at the targeted workplace

Nine employee attackers (41%) alleged to people at work or in their personal lives that they had experienced unfair treatment at the targeted workplace, including unfair promotion or demotion decisions or conflicts with supervisors and management. Table 6 labels this row "Alleged mistreatment at work".

Sample (n = 9 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

nine employee attackers (41%) made allegations to people at work or in their personal lives that they had experienced unfair treatment at the targeted workplace

• Current Former Employees
• Employment Stressors
• Grievances

cite page 22 Current or Former Employees

Over one-third of employee attackers (36%) reported bullying or harassment

Over one-third of employee attackers (n = 8, 36%) reportedly experienced bullying or harassment by coworkers before the attack.

Sample (n = 8 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

over one-third of employee attackers (n = 8, 36%) reportedly experienced bullying or harassment by coworkers in the time leading up to the attack

• Current Former Employees
• Employment Stressors

cite page 22 Current or Former Employees

Four employee attackers filed reports or voiced concerns before attacking

In four cases, the attacker filed reports or voiced concerns about workplace experiences, including workload grievances and bullying or harassment.

In four cases, the attacker filed reports or voiced concerns about their experiences in the workplace

• Current Former Employees
• Elicited Concern
• Grievances

cite page 22 Current or Former Employees

Table 6: 18% of employee attackers (n = 4) had reported complaints or grievances

Table 6 lists four employee attackers (18%) with reported complaints or grievances.

Sample (n = 4 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

Reported complaints or grievances | 4 | 18%

• Current Former Employees
• Grievances

cite page 22 Current or Former Employees

Attacker transferred after harassment complaint, harassment continued, then terminated

One attacker was transferred after complaining of coworker harassment, but the harassment continued and he was terminated for missing work.

the harassment continued even after his transfer, prompting him to miss work, eventually leading to his termination from employment

• Current Former Employees
• Employment Stressors
• Grievances

cite page 22 Current or Former Employees

Terminated employee killed one and injured three at a manufacturing facility

A man with a semiautomatic handgun killed one and injured three others at a manufacturing facility before dying by suicide. He had been fired after missing three days of work and had complained of coworker harassment that continued after his transfer.

The gunman had previously been terminated by the facility after missing three days of work

• Attackers
• Current Former Employees
• Employment Stressors
• Firearms

cite page 22 Current or Former Employees

Manufacturing facility gunman killed one and injured three, then died by suicide

A 53-year-old man opened fire with a semiautomatic handgun at a manufacturing facility, killing one and injuring three others before dying by suicide.

A 53-year-old man opened fire with a semiautomatic handgun at a manufacturing facility, killing one and injuring three others before dying by suicide.

• Current Former Employees
• Firearms
• Impact Casualties

cite page 22 Current or Former Employees

Six attackers targeted estranged or former partners at their workplaces

Six attackers targeted their estranged or former romantic partners at their places of employment.

This includes six attackers who targeted their estranged or former romantic partners at their places of employment

• Current Former Employees
• Romantic Partners Relatives

cite page 25 Romantic Partners and Relatives

Two of six attackers also struck other locations, including a divorce attorney

Two of the six also attacked other locations, one targeting his wife's divorce attorney at the attorney's law office. A separate domestic-grievance attacker targeted divorce attorneys and mental health professionals who had evaluated his child during a custody dispute.

another attacker who targeted his wife's divorce attorney at the attorney's law office

• Current Former Employees
• Grievances
• Romantic Partners Relatives

cite page 25 Romantic Partners and Relatives

Workplace-targeting attackers had higher mental health struggles (64%)

Attackers who targeted a current or former workplace had a higher proportion of mental health struggles (n = 14, 64%) than other attackers.

Sample (n = 14 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

attackers who targeted a current or former place of employment experienced a higher proportion (n = 14, 64%) of mental health struggles than other attackers

• Current Former Employees
• Mental Health

cite page 26 Mental Health Symptoms Across Attacker Types

Employee attackers had the most paranoia (41%)

Employee attackers experienced the most paranoia (n = 9, 41%) compared to other attacker categories.

Sample (n = 9 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

Employee attackers experienced the most paranoia (n = 9, 41%) and psychosis (n = 9, 41%)

• Current Former Employees
• Mental Health

cite page 26 Mental Health Symptoms Across Attacker Types

Employee attackers had psychosis (41%)

Employee attackers also had psychosis (n = 9, 41%), compared to other attacker categories.

Sample (n = 9 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

and psychosis (n = 9, 41%)

• Current Former Employees
• Mental Health

cite page 26 Mental Health Symptoms Across Attacker Types

Employee attackers had delusional beliefs (23%)

Employee attackers had delusional beliefs (n = 5, 23%).

Sample (n = 5 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

including delusional beliefs (n = 5, 23%)

• Current Former Employees
• Mental Health

cite page 26 Mental Health Symptoms Across Attacker Types

Employee attackers had hallucinations (18%)

Employee attackers had hallucinations (n = 4, 18%).

Sample (n = 4 of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

hallucinations (n = 4, 18%)

• Current Former Employees
• Mental Health

cite page 26 Mental Health Symptoms Across Attacker Types

Only three employee attackers showed evidence of suicidal ideation

Evidence of suicidal ideation existed for only three employee attackers.

Although there was evidence of suicidal ideation for only three employee attackers

• Current Former Employees
• Mental Health

cite page 26 Mental Health Symptoms Across Attacker Types

Employee attacks often ended in the attacker's death: suicide 55%, police response 23%

Employee attacks often culminated in the attacker's death, either by suicide (55%) or by law enforcement response (23%).

Sample (n = 12† of 22) · current or former employee attackers (22 attacks, each by a lone attacker)

employee attacks often culminated in the attacker's death, either by suicide (55%) or by law enforcement response (23%)

• Current Former Employees
• Incident Resolution

cite page 26 Mental Health Symptoms Across Attacker Types

Warehouse attacker died by suicide later that evening

The warehouse attacker who shot coworkers died by suicide later that evening.

The attacker died by suicide later that evening.

• Attacker Suicide
• Current Former Employees

cite page 26 Mental Health Symptoms Across Attacker Types

Individuals eliciting concern include employees, customers, and relatives

An individual eliciting concern can be a current or former employee, a customer, client, patient, or visitor, or a current or former romantic partner or relative of someone connected to the workplace.

An individual eliciting concern can be: a current or former employee; a customer, client, patient, and visitor; or a current or former romantic partner or relative of an individual connected to the workplace.

• Current Former Employees
• Customers Clients Patients Visitors
• Key Terms
• Romantic Partners Relatives

cite page 30 Part 2: A Guide for Workplace Violence Prevention

Policy should define who is in BTAM scope and what actions may follow

The policy should articulate who is subject to assessment and what actions may be taken, which may include current and former employees, frequent customers, and relatives.

Articulate who will be subject to a behavioral threat assessment and what actions may be taken during the BTAM process.

• Current Former Employees
• Customers Clients Patients Visitors
• Policy
• Romantic Partners Relatives

cite page 41 Step 2: Establish BTAM Program Policy and Procedures

Figure 8 example: strained or conflicted relationships with colleagues

Figure 8 lists, under Contextually Concerning, a pattern of strained or conflicted relationships with colleagues.

Pattern of strained or conflicted relationships with colleagues

• Behaviors Of Concern
• Current Former Employees

cite page 51 Step 4: Identify and Process Reports of Concerning Behavior

Fictional software-company employee case: reduced workload and counseling referral

In this fictional example, a colleague's escalating statements led to interviews, a family check and coordinated outreach, after which the employee's workload was reduced and he was referred to counseling support.

employees at a software company submit a report of concern to the BTAM team about a colleague who is making increasingly agitated statements

• Current Former Employees
• Employee Assistance
• Systems Approach

cite page 64 Step 5: Gather Information to Assess for Risk

Internal systems are almost always relevant for current or former employees

Internal systems are almost always relevant when assessing an individual who is currently, or has previously been, employed by the organization.

these systems are almost always relevant when assessing and managing an individual of concern who is currently, or has previously been, employed by the organization

• Current Former Employees
• Internal Collaboration

cite page 64 Step 5: Gather Information to Assess for Risk

For employees, organizational systems will often suffice

For employees, leveraging organizational systems will often be sufficient to assess and manage the risk posed.

leveraging organizational systems will often be sufficient to assess and manage the risk posed

• Current Former Employees
• Internal Collaboration
• Risk Assessment

cite page 64 Step 5: Gather Information to Assess for Risk

Oct 2017 manufacturing-facility attack: prior jobs ended in terminations for aggression

The attacker had a history of threatening and concerning behavior at previous jobs and was terminated from those positions because of aggressive behavior.

Additionally, the attacker had a history of threatening and concerning behaviors in his previous jobs and was terminated from these positions due to his aggressive behavior.

• Behaviors Of Concern
• Current Former Employees

cite page 73 Step 5: Gather Information to Assess for Risk

Oct 2017 manufacturing-facility attack: fired after altercation over denied raise

Six months before the attack he was fired from a previous job after a physical altercation with his manager over a raise that had been discussed but not granted.

In a separate incident six months before the attack, the attacker was fired from a previous job after initiating a physical altercation with his manager because he was not granted a raise that was previously discussed.

• Current Former Employees
• Employment Stressors

cite page 73 Step 5: Gather Information to Assess for Risk

Oct 2017 manufacturing-facility attack: began job four months before attack

The attacker began working at the manufacturing facility about four months before the attack.

The attacker began working at the manufacturing facility about four months before the attack.

• Current Former Employees
• Incidents

cite page 73 Step 5: Gather Information to Assess for Risk

California, Hawai'i, and U.S. Virgin Islands let employers petition for ERPOs

California, Hawai'i, and the U.S. Virgin Islands have adopted legislation allowing employers or coworkers to petition for an ERPO concerning an employee.

California, Hawai'i, and the U.S. Virgin Islands have adopted legislation to also allow employers or coworkers to petition for an ERPO concerning an employee.

• Current Former Employees
• Firearms
• Legal Considerations

cite page 78 Step 6: Develop Risk Management Strategies

Strategies should be tailored and differ for employees and non-employees

Risk management strategies should be tailored to the organizational environment and the individual of concern, and can differ substantially by whether the individual is a current or former employee or a customer, client, patient, visitor, or otherwise unaffiliated with the workplace.

Risk management strategies should be tailored to address the unique characteristics of the organizational environment and the individual of concern

• Current Former Employees
• Customers Clients Patients Visitors
• Risk Management Strategies

cite page 79 Step 6: Develop Risk Management Strategies

Post-separation strategies: follow-up, online monitoring, re-evaluating supports

Post-separation strategies can include following up with an employee or their friends, family, or mental health provider; monitoring online behavior and communications (e.g., social media posts); and re-evaluating potential resources or support mechanisms to assist the employee in coping with stressors.

These strategies can include following up with an employee or their friends, family, or mental health provider; monitoring online behavior and communications (e.g., social media posts); and re-evaluating potential resources or support mechanisms to assist the employee in coping with stressors.

• Current Former Employees
• Law Enforcement
• Social Media

cite page 81 Step 6: Develop Risk Management Strategies

Uncertainties or challenges may persist after an employee has separated

In some cases, uncertainties or challenges may be experienced even after an employee has separated.

In some cases, uncertainties or challenges may be experienced even after an employee has separated.

• Current Former Employees
• Termination Handling

cite page 81 Step 6: Develop Risk Management Strategies

Manufacturing/distribution as location: all 20%, employees 45%, customers 0%, partners 0%

Data Table 1 reports manufacturing/distribution (a business sub-type) as the location in 20% of all attacks (n = 50), 45% of attacks by current or former employees (n = 22), 0% by customers, clients, patients, and visitors (n = 19), and 0% by romantic partners and relatives (n = 9).

Sample (N = 50 | 22 | 19 | 9 by column) · Data Table 1 columns: all attacks 50 | employees 22 | customers, clients, patients, visitors 19 | partners and relatives 9

Manufacturing/Distribution | 20% | 45% | 0% | 0%

• Current Former Employees
• Incidents

cite page 94 Appendices

Workplace grievance motive: all 36%, employees 77%, customers 5%, partners/relatives 0%

Data Table 1 reports a workplace grievance (a sub-row of grievance) as a motive in 36% of all attacks (n = 50), 77% of attacks by current or former employees (n = 22), 5% by customers, clients, patients, and visitors (n = 19), and 0% by romantic partners and relatives (n = 9).

Sample (N = 50 | 22 | 19 | 9 by column) · Data Table 1 columns: all attacks 50 | employees 22 | customers, clients, patients, visitors 19 | partners and relatives 9

Workplace | 36% | 77% | 5% | 0%

• Current Former Employees
• Grievances

cite page 94 Appendices

Elicited concern at work: all 24%, employees 41%, customers 10%, partners/relatives 11%

Data Table 2 reports that 24% of all attackers (n = 51) elicited concern at work, as did 41% of current or former employees (n = 22), 10% of customers, clients, patients, and visitors (n = 20), and 11% of romantic partners and relatives (n = 9).

Sample (N = 51 | 22 | 20 | 9 by column) · Data Table 2 columns: all attackers 51 | employees 22 | customers, clients, patients, visitors 20 | partners and relatives 9

Elicited Concern at Work | 24% | 41% | 10% | 11%

• Current Former Employees
• Elicited Concern

cite page 95 Appendices