55 claims on pp. 32–91 (fact 1, evidence 54).
Some points shared by interview subjects are used as Voices from the Field throughout the publication.
Some points shared by interview subjects are utilized as "Voices from the Field" throughout this publication.
cite page 32 Part 2: A Guide for Workplace Violence Prevention
After a security professional described a past spree of killings by a terminated employee, leadership provided resources, funding, and formal authority to set up the BTAM program. The program was built with security, HR, and EAP partners.
After this conversation, leadership provided the security professional with resources, funding, and the formal authority to establish the company's BTAM program.
A threat manager lacked leadership support, and after layoffs an employee threatened to return with a gun. Staff did not report the threat because they lacked threat-handling training, and no additional resources were provided.
Due to their lack of training in handling threats, employees did not inform the threat manager about the employee's threat of violence or his termination.
A university police executive advises organizations to personalize violence prevention and create an energy about prevention that inspires people.
You can personalize violence prevention. You can make it close to home.
A university police executive says practitioners can create an energy about prevention that can inspire people and fuel their care.
You can create an energy about prevention that can inspire people and fuel their care.
The university police executive adds that enthusiasm for violence prevention is contagious.
The enthusiasm is contagious.
A BTAM team leader at a major retailer found that conveying concepts, not research vocabulary, helped people without a background in the field understand BTAM.
I realized the importance lies in the concepts, not the lexicon.
A BTAM team leader at a major retailer says they started tailoring their language so that people without a background in the area can understand.
I started tailoring my language so that people without a background in this area can understand.
The retail BTAM leader gives an example of plain stakeholder messaging: stating what the stakeholder needs to know and what the leader thinks they should do about a concerning individual.
When talking to a stakeholder, I might say, “I need you to know X, Y, and Z, and here’s what I think you should do about a concerning individual.”
A BTAM team leader at a major retailer says the most important thing is how you communicate with people, and that their early academic language confused people.
The most important thing is how you communicate with people
A healthcare BTAM team said it wished it had started building relationships with team members and outside entities sooner. It found that meetings and shared knowledge helped.
Looking back now, I wish we would have started making relationships with team members and outside entities sooner.
A workplace safety manager offered police coffee and parking, then shared building plans and a campus map at a meeting. The report says these resources let law enforcement navigate the campus safely during an incident.
He introduced himself to the local police department and made coffee and parking spaces available for officers and their patrol cars
A BTAM team at a major healthcare organization says that once executives understood the program's vision and saw the team's good work, a new hiring process was developed to select people really interested in joining the threat assessment team.
Once the executives knew and understood the vision of the program and saw the good work the team was doing, a new hiring process was developed to select people really interested in joining the threat assessment team.
The healthcare BTAM team developed onboarding processes to get new members up to speed and teach them what the process entails.
We developed onboarding processes to get them up to speed and teach them what the process entails.
The healthcare BTAM team reports that the new selection and onboarding approach has been very helpful.
That has been very helpful.
A human resources professional urges organizations to put someone from HR on the behavioral threat assessment team.
Put someone from HR on the behavioral threat assessment team!
The HR professional says HR staff are among the first to see concerns or threats in the workplace.
HR are among the first to see concerns or threats in the workplace.
The HR professional says HR is often cautious about sharing information across departments but also has an obligation to protect the organization, which is the goal of a behavioral threat assessment.
While they are often cautious about sharing information across departments, they also have an obligation to protect the organization, which is the goal of a behavioral threat assessment.
A cybersecurity professional would like to see more bridging of the gap between cybersecurity and threat assessment.
I’d like to see more of a bridging of the gap between cybersecurity and threat assessment.
A security team at a global technology company says its Chief Compliance Officer holds quarterly meetings in every region to discuss what people are seeing, promote a "see something, say something" culture, and talk about active cases.
The Chief Compliance Officer holds quarterly meetings in every region where we discuss what people are seeing, promote a “see something, say something” culture, and talk about active cases.
The global technology company's security team relies on its personnel globally to report concerning information.
We rely on our personnel globally to report concerning information.
The security team says its 30-minute meetings benefit information sharing and show people that they are a team.
Having these 30-minute meetings really benefits information sharing and showing people that we are a team.
A BTAM professional at a major service chain says that when a team member is unsure which route to take, especially in mitigating risk, team members reach out to one another.
So if an individual team member runs into an issue where we feel like we don’t really know which route to take, especially as far as mitigating risk, then we reach out to one another.
The service chain BTAM team meets regularly as a team to brainstorm and collaborate.
We meet regularly as a team to brainstorm and collaborate.
A security team at a global technology company says information sharing is what keeps the company safe.
Information sharing is what keeps the company safe.
A therapist who supports IPV victims says to give victims the information and then let them make their own choices.
You give them the information, then let them make their own choices.
cite page 53 Step 4: Identify and Process Reports of Concerning Behavior
The therapist says letting victims make their own choices gives them the power that their abuser is taking from them.
That's giving them the power that their abuser is taking from them
cite page 53 Step 4: Identify and Process Reports of Concerning Behavior
When victims do come forward, the therapist's practice follows the victim's lead with safety in mind.
When they do come forward, we follow the victim's lead with safety in mind.
cite page 53 Step 4: Identify and Process Reports of Concerning Behavior
The therapist describes abusive relationships, in which victims have little control, as disempowering by design.
It's disempowering by design.
cite page 53 Step 4: Identify and Process Reports of Concerning Behavior
A therapist who supports IPV victims says IPV is always a huge risk factor.
It's always a huge risk factor
cite page 53 Step 4: Identify and Process Reports of Concerning Behavior
A therapist who supports IPV victims says that when victims come forward, the practice makes a safety plan with them to achieve their goals.
We make a safety plan with them to achieve their goals.
cite page 53 Step 4: Identify and Process Reports of Concerning Behavior
A therapist who supports IPV victims says hearing the person out with a nonjudgmental stance gives them the space to talk about these things and allows for honesty.
It gives them the space to talk about these things and allows for honesty
cite page 53 Step 4: Identify and Process Reports of Concerning Behavior
A therapist who supports IPV victims says that, because abusive relationships are disempowering, practitioners must do the opposite in small ways and provide feedback on what victims are doing well.
we must do the opposite, and provide feedback on what they're doing well
cite page 53 Step 4: Identify and Process Reports of Concerning Behavior
A BTAM team leader at a global corporation says the team also sees issues with domestic violence and intimate partner violence in all of its regions across the globe.
We also see issues with domestic violence and intimate partner violence in all of our regions across the globe.
cite page 54 Step 4: Identify and Process Reports of Concerning Behavior
An HR professional says there are steps to take when an employee has gone off track.
There are steps to take if someone has gone off track.
The HR professional advises telling the employee the next steps, such as suspension, a PIP, a last chance agreement, or termination.
Tell the employee what the next steps are, such as suspension, PIP, last chance agreement, or termination.
The HR professional advises informing the employee of what they need to do for the entire time they are employed.
Inform the employee of what they need to do for the entire time they are employed with you.
The HR professional says there should be plenty of communication so that there are no surprises.
There should be plenty of communication so that there are no surprises.
The HR professional says the aim is to ensure people are not surprised that they are in trouble.
You want to ensure people are not surprised that they’re in trouble.
A BTAM team leader at a healthcare agency says their team provides assistance.
We provide assistance.
The healthcare BTAM team leader says many BTAM teams do not know about outside resources because of a lack of information sharing and partnering with others.
A lot of BTAM teams don’t know about outside resources because of a lack of information sharing and partnering with others.
A security director at a major healthcare network said that for patients to be first, the organization needs a healthy workforce to care for people.
For patients to be first, we need to have a healthy workforce to care for people.
cite page 86 Step 7: Promote a Safe and Supportive Organizational Climate
The same security director said that employees who are not healthy themselves will not have a vested interest in the mission or the capacity to care for others.
If employees are not healthy themselves, then they won’t have a vested interest in our mission or the capacity to care for others.
cite page 86 Step 7: Promote a Safe and Supportive Organizational Climate
The security director said the network offers resources to employees struggling with finances, stress, or depression, including five free counseling sessions to use as they need.
If someone isn’t feeling well due to finances, stress, depression, we have resources to offer our employees, including five free counseling sessions for them to use as they need.
cite page 86 Step 7: Promote a Safe and Supportive Organizational Climate
A human resources professional said organizations should make sure they are listening to staff and that staff feel heard.
You want to make sure you’re listening to your staff, and that your staff feel heard.
cite page 88 Step 7: Promote a Safe and Supportive Organizational Climate
The HR professional said employee engagement surveys are good, but that organizations need to take action on things that come up in them.
Employee engagement surveys are good.
cite page 88 Step 7: Promote a Safe and Supportive Organizational Climate
The HR professional advised making people feel integral to the organization.
Make people feel integral to the organization.
cite page 88 Step 7: Promote a Safe and Supportive Organizational Climate
The HR professional advised helping employees understand what their role means for the strategic plan and organizational mission.
Help them understand what their role means for the strategic plan and organizational mission.
cite page 88 Step 7: Promote a Safe and Supportive Organizational Climate
The HR professional said these engagement efforts will take different shapes depending upon the organization.
This will take different shapes, depending upon the organization.
cite page 88 Step 7: Promote a Safe and Supportive Organizational Climate
The HR professional said that if engagement is done right, it is less likely someone will go off the deep end.
But if you do it right, it’s less likely someone will go off the deep end.
cite page 88 Step 7: Promote a Safe and Supportive Organizational Climate
A BTAM team at a global organization said it ran successful awareness sessions with specific teams, including human resources and legal, identifying the concerns it looks for.
We did very successful awareness sessions where we got in front of specific teams—human resources, legal, and others—and we identified concerns we're looking for.
The BTAM team said it taught these groups not to wait for someone to physically assault someone else before acting.
We taught them how we don't want to wait for someone to punch someone else.
The BTAM team said it started these trainings four or five years ago and still gets contacted about them.
We started these trainings four or five years ago, and we still get contacted about them.
A security director at a major entertainment company said the company distills training content into short videos made available online.
We have been able to distill content into short videos that we make available online.
The security director said the videos help educate employees on important topics, including workplace violence prevention, in a timeframe compatible with their other tasks.
This is helpful in educating our employees on really important topics, including workplace violence prevention, in a timeframe that is conducive to other tasks they are managing.
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