42 claims on pp. 18–87 (fact 5, statement 21, evidence 14, conclusion 1, conjecture 1).
These grievances were related to workload, performance evaluations, disciplinary actions, termination decisions, and ongoing conflicts with supervisors or colleagues.
These grievances were related to workload, performance evaluations, disciplinary actions, termination decisions, and ongoing conflicts with supervisors or colleagues.
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
Most of the former employees (n = 5) had been terminated by the organization.
Sample (n = 5 of 6) · attackers who were former employees of the targeted site
most (n = 5) of whom had been terminated by the organization
The time between termination and attack varied, from one attacker who began his attack at the end of a termination meeting to another who targeted a site where he had been fired seven years earlier.
ranging from one attacker who immediately began his attack at the conclusion of a termination meeting, to another attacker who targeted a location where he had been terminated seven years earlier
Two employees perpetrated attacks after submitting their resignation.
Two employees perpetrated attacks after submitting their resignation.
Another employee attacker threatened coworkers at the cemetery where he worked, prompting his termination.
Another attacker threatened coworkers at the cemetery where he worked, prompting his termination.
For seven years after his termination, the cemetery attacker complained to others about the cemetery and its employees before carrying out his attack.
For seven years following his termination, the attacker complained to others about the cemetery and its employees before perpetrating his attack.
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.
Performance issues included frequent or substantive work mistakes, safety violations, tardiness, and excessive or unexcused absences. Discipline ranged from complaints and reprimands to termination.
they included frequent or substantive work mistakes, safety violations, tardiness, and excessive or unexcused absences
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
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.
Two years before the attack, he resigned from the hospital in lieu of being fired over allegations that he sexually harassed and threatened colleagues.
Two years prior, he had resigned from the hospital in lieu of being fired due to allegations of sexually harassing and threatening his colleagues.
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.
At one point the gunman emailed a manager at the targeted site to request his old job back, and the request was denied.
At one point, the attacker emailed a manager at the targeted site to request his old job back, but his request was denied.
A 45-year-old employee entered an office for a disciplinary meeting at which he was informed he would be fired.
A 45-year-old employee entered an office to attend a disciplinary meeting where he was informed that he would be fired.
Although he had been transferred to a new department, the harassment continued, and he stopped showing up for work shifts and was terminated.
Although the attacker had been transferred to a new department, the harassment continued, and he stopped showing up for work shifts and was terminated.
During a round of mass layoffs, a violent incident was narrowly avoided when a laid-off employee with significant personal stressors threatened to return with a gun.
During a recent round of mass layoffs, a violent incident was narrowly avoided when an employee with significant personal stressors was laid off and threatened to return to the workplace with a gun.
In the past incident the security professional described, some of those impacted were employees of the organization whom the terminated attacker felt had wronged him.
Some of those impacted were employees of the organization whom the attacker felt had wronged him.
The laid-off employee who had threatened to return to the workplace with a gun was ultimately arrested for trespassing on the premises.
The employee was ultimately arrested for trespassing on the premises.
When separating an employee is necessary, organizations should practice safe separation strategies to mitigate the risk of violence.
it is important that organizations practice safe separation strategies (see below) to mitigate the risk of violence.
The decision to terminate an employee must be clearly communicated in advance to relevant parties such as security, IT, HR, management, and legal so access can be revoked, work reassigned, and the organization can ensure it is following state and federal guidelines regarding termination.
The decision to terminate an employee must be clearly communicated to relevant parties within the organization (e.g., security, IT, HR, management, legal) in advance
Separation meetings should establish a calm and clear tone to the conversation and avoid blaming or shaming the employee.
Establish a calm and clear tone to the conversation and avoid blaming or shaming the employee.
Some organizations offer severance pay, a separation package, extended benefits or pensions, or mental health services, which can reduce work-related grievances or retaliation.
to reduce the risk of work-related grievances or retaliation.
When appropriate and feasible, organizations should consider coordinating with community partners to offer services and support after separation.
When appropriate and feasible, consider coordinating with community partners to offer services and support for the employee following separation.
Offboarding protocols should restrict server, file, and facility access and ensure identification and credentials are returned.
These protocols should include ensuring that server, file, and facility access is restricted, and that identification and credentials are turned in when offboarding employees.
It may be appropriate or necessary to offer some employees options to return materials via mail or scheduled pickup.
It may be appropriate or necessary to offer options for some employees to return materials via mail or scheduled pickup.
Why inferred Conditional recommendation hedged with 'may'; classified as a statement (guidance), not conjecture.
Choose a safe and quiet location to conduct the meeting.
Choose a safe and quiet location to conduct the meeting.
The report acknowledges that separating an employee is sometimes necessary.
There are times when separating an employee is necessary.
Whether an employee is terminated or resigns voluntarily, organizations should consider the listed strategies to safely separate the employee.
Regardless of whether an employee is being terminated or has resigned voluntarily, organizations should consider the following strategies to safely separate an employee:
To create a calm environment, organizations should ensure the appropriate personnel for the separation are present.
Ensure the appropriate personnel for the separation are present.
Organizations should explain the rationale for a termination decision in a way that allows the employee to maintain their dignity.
Explain the rationale for the termination decision in a way that allows the employee to maintain their dignity.
Organizations should establish a list of necessary actions to take when separating employees so that no important actions are missed.
Establish a list of necessary actions to take when separating employees to ensure no important actions are missed.
In some cases it may be appropriate to use added safety precautions, such as an offsite or video meeting or a security or law enforcement presence.
In some cases, it may be appropriate to utilize additional safety precautions.
Why inferred Conditional recommendation hedged with 'may be appropriate'; classified as a statement.
When deemed necessary, coordinated outreach through appropriate channels may be used to evaluate, assess, and intervene with former employees to reduce the risk of violence.
When deemed necessary, coordinated outreach through appropriate channels may be used to evaluate, assess, and intervene with former employees to reduce the risk of violence.
Why inferred Conditional recommendation hedged with 'may be used'; classified as a statement.
The post-separation strategies are not exhaustive and are not appropriate for all cases; BTAM teams should weigh them in the full context of the case.
These strategies are not exhaustive and not appropriate for all cases.
It can also be helpful to review the circumstances of the separation to assess organizational climate and potential interpersonal issues.
It can also be helpful to review the circumstances of the separation to assess organizational climate and potential interpersonal issues.
Terminating an employee does not eliminate the risk the employee poses.
Terminating an employee does not eliminate the risk an employee poses.
Why inferred Summary judgement drawn from the separation guidance; classified as a conclusion.
Separations can create other problems, such as exacerbating existing grievances and/or limiting the organization's ability to monitor the employee's behavior.
Separations can create other problems, such as exacerbating existing grievances and/or limiting the organization's ability to monitor the employee's behavior.
Additional safety precautions can include holding the separation meeting offsite or by phone or video, or having security or law enforcement present before, during, and after the termination.
These can include conducting a separation meeting at an offsite location or via a phone or video conference, or establishing a security or law enforcement presence before, during, and following the termination procedures.
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.
For high-risk cases, other strategies might include working with law enforcement to issue a stay-away order and telling reception or front-desk staff to contact security or law enforcement if the individual is seen on premises after separation.
Other strategies, particularly for high-risk cases, might include coordinating with law enforcement to issue a “stay away” order from the premises and notifying reception, front desk, or other personnel to contact security or law enforcement if the individual of concern is observed on premises following the separation.
Why inferred Typed statement, not conjecture: the 'may'/'might'/'can' is permissive guidance (what a team may do), not speculation about what is the case.
Disciplinary action may be appropriate for bullying in some instances, including reprimanding the aggressor, placing them on administrative leave, and/or terminating them from employment.
Disciplinary action may be appropriate in some instances, including reprimanding the aggressor, placing them on administrative leave, and/or terminating them from employment.
cite page 87 Step 7: Promote a Safe and Supportive Organizational Climate
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