Understand Behavioral Warning Signs to Prevent Workplace Violence

Acts of workplace violence aren’t just random, and people don’t just snap. There are multiple behavioral indicators along the pathway to violence that help show something is going to happen, according to Nick Berberian, a former U.S. Marine and the president of Global Secure 3, an international security and risk management firm.

“We can't predict violence, but we can take the signs — the indicators and the things that are being reported to us, piece them together, and map out what the probability is that an act of violence will occur,” Berberian said at SHRM26 in Orlando.

Nearly half of employees say they have personally experienced or witnessed violence in the workplace, according to a SHRM survey of 1,220 U.S. workers. As the first line of defense for protecting employees and ensuring duty of care, and the ones who investigate complaints and concerns, HR needs to be proactive and intimately familiar with behavioral warning signs. They must know the proper response to keep employees safe, legally protect the organization, and put in place the right team to develop and implement a plan that can mitigate threats before they occur.

Credential: Workplace Investigations

Know the Behavioral Warning Signs

Berberian outlined the common behavioral indicators that occur in 99% of Global Secure’s documented cases. Each indicator is an opportunity to mitigate a threat along the pathway to an act of violence, more than 90% of which are carried out by men.

“In almost every single case of an act of targeted violence, there's a leakage. Whether it's on social media, whether it's a friend or family member, there's somebody who is made aware of it that didn't do anything about it,” he said.

It all starts with a grievance:

1. Grievance and fixation. A persistent focus on a real or perceived injustice emerges, accompanied by a narrowing view that the person has been wronged. The person becomes obsessed with a certain person, group, or  cause.
2. Leakage of intent. The person begins communicating violent thoughts, plans, or justifications to those they know, using statements like “they’ll be sorry” or “I’ll make them pay.” Their social media posts or writings reflect violent ideation.
3. Identification with violence. The person starts to glorify attackers, weapons, or past incidents of violence, begins collecting violent material, and starts to view violence as a legitimate solution for revenge.
4. Desperation and confrontation. The individual begins to feel hopeless and starts making “nothing left to lose” types of statements. Behavioral indicators include aggression, stalking, and harassment or engaging in actions that test boundaries.

Examples of workplace events that can trigger or amplify a grievance include a recent disciplinary action, demotion, or termination. Personal events such as a relationship breakup, domestic conflict, or a financial, legal, or health crisis are also key stressors.

A common misconception is that domestic violence only occurs at home. On the contrary, intimate partner grievances often show up in the workplace and have the highest probability for a violent act, especially if there is a connection to the partner’s place of work, Berberian noted. A period of sudden calm after a period of agitation is a red flag.

Podcast: Preventing Workplace Violence: Early Signs, Real Strategies

Assemble a Threat Assessment Team to Help Build Your Plan

The multifaceted, complex nature of workplace safety threats, including the legal ramifications and high level of risk, makes it essential that HR not go it alone in creating a behavior-informed safety strategy. For example, Berberian highlighted structured professional judgment tools as an evidence-based, legally defensible approach for developing safety protocols. State violence prevention laws such as those in California and New York add another layer of complexity.

It is best practice to build a multidisciplinary team that you can activate in the event of a threat. The team should include:

• Legal representation to ensure compliance and legally defensible actions.
• Security to help develop and implement evidence-based safety protocols. 
• Mental health support and employee assistance program (EAP)treatment options.
• Leadership for decision-making authority and resource allocation.
• A threat assessment practitioner to assess behavioral risk and provide case management support.

The Importance of Communication

Engaging a team in developing clear reporting processes and communication protocols that ensure the confidentiality of employees who report concerns is one of the most important elements of the safety plan.

“Having the mode of communication in place is even more important than having the plan in place, because if people can’t report the threat to you, you can’t assess it,” Berberian explained.

Employees need to know the process and that they will be protected. It’s also important to focus on providing safety advice and tools, rather than applying security measures that can make victims feel like they are the problem or make employees feel as though it is not safe for them to come to work. Balance employee morale with the safety of the organization.

Workplace Violence Prevention Policy

Steps for HR to Take

• Audit current safety programs for behavioral blind spots.
• Train managers to recognize and respond to risk-taking behaviors. Consider workplace violence training scenarios.
• Create and communicate reporting channels built on trust, not fear.
• Partner with leadership to make behavior-informed workplace safety a cultural priority.

Workplace Violence Training for Supervisors

When it comes to workplace safety, the cost of inaction is far greater than the cost of prevention. Workplace violence prevention requires a proactive, behavior-informed approach that leverages early identification of warning signs, structured, evidence-based response protocols, and a multidisciplinary team approach. The dynamic nature of risk requires that it is regularly reassessed. With clear communication and continuous evaluation of safety programs, organizations can significantly reduce risk, protect employees, ensure business continuity, and foster a culture of trust and safety.