Every HR Manager A SECURITY Manager By the

Every HR Manager A SECURITY Manager

- “By the year 2000, all of us will be nostalgic for the “Cold War” era. The world situation will be more destabilized, less understandable and more dangerous. Primary causes will be religious fundamentalism, mass migration and competition for resources” Richard Helms, Director/Founder of the CIA , 1996

Not Your Mom’s HR Profession Any More! Changes Abound In. . . • • Social “Attitudes & “Civic Engagement” Demographics Technology Mobility Attitudes & Options Towards Employment Competition for the “Best & the Brightest” Factors Necessary for Organizational Success

Societal Factors 1. Less Acceptance of Personal Responsibility & Accountability 2. Increase in Whining & Sense of “Victimization” 3. Decline in “Sovereign Immunity” 4. Decline in “Civic Engagement”

Societal Factors 5. Decline in Support Institutions like family, neighborhood, church 6. Sense of decline in Personal Privacy, Dignity, Control over “Uncertainty” 7. National “Bi-polar disorder” over Violence 8. National “Bi-polar disorder” over Drugs & Alcohol

Societal Factors 9. Rise of Third Party Interveners 10. Identification with “the Job” 11. Lack of training, support, “tools” for Supervisors & Managers 12. “No good deed goes unpunished”

Societal Factors 13. “Government” as a metaphor for “evil” 14. OVERALL: Loss of “Control Over Uncertainty”

Managers now suffer from “Multiple Personality Disorder”

Managers as “Border Patrol Agents” Patrolling the “borders” between. . . • Work life & personal life issues • Adhering to Rules & Being “nimble” and innovative • Being “safe” & being an explorer (and making mistakes) • Representative of the organization & Champion of the employee • Agent of change & Agent of stability

Employer Roles Are Evolving • • Educator Health care provider Concierge for some… “Adult Day Care” provider • Security Officer

A Compelling Place To Work has a new component… • • • A workplace of Equity A workplace of Recognition A workplace of Appreciation A workplace of Innovation A workplace of Education • A Workplace of Security - Physical, Economic, Freedom to Experiment, Trust

Considerations in the “New Imperative” • • Workplace Violence Domestic Violence Information Systems security Logistics & Supply Chain Security Physical Security Human Resources Security Issues Personal Protection Terrorist violence - including Bio, Chemical, & Radiological Terrorism • Emotional Security

What’s A Poor Employee to Do? • • • Create Personal Protection Barriers Report, Report Cooperate, Cooperate Practice Positive Performance & Behavior Make Suggestions for improvement • BE An Agency “GUARDIAN”

What’s A Poor Manager Do? • Avoid “Action at the Scene” – Be proactive – plan ahead • • “Don’t Walk By Something Wrong” “Stop, Interrupt & Correct” “Get By With a Little Help From Your Friends” Learn to sing “R E S P E C T” • BE An Agency “GUARDIAN”

What’s an Employer to Do?

Human Logistics Security Organizational Security Viewed as the Interaction Between Human Beings and Their Workplace

Threat Intervention Prevention & Response • Pre-Event Protocols • Event Response • Major Incidents – Additional Issues

Pre-Event Protocols • • • Policy Foundations Strong Top Management Support Required Training Clear Reporting Protocols Pre-Established Liaison Proactive EAP Physical Security Reviewed & Improved Unions Briefed and Supportive Response Team Established Strong Management Development Program Strong Proactive HR Staff

Necessary Actions to Improve… 1. Practice “Affirmative Defense” 2. Make Security Improvement a High Priority 3. 4. 5. 6. 7. 8. Bring in Outside Expertise Security Philosophy Risk Assessments & Simulations Use an Integrated, distributed model Incorporate technology Pre-Employment “Barriers”

MORE… 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. Reorganize/redeploy the Security Force Incorporate Bio-terrorism response needs Incorporate Workplace Violence Program New Relationship with Law Enforcement Inter-agency Cooperation Involve Employees & Management Learn from Experience – our own and others “Inner Campus” Protection Outer “Protective Shield” Asset & Supply Chain Security Protection

Pre-Employment “Barriers” - Pre-employment screening -Criminal History Check -Driving History Check -Drug/alcohol testing - Ethics or Code of Business Conduct - Prosecution policy - Workplace Violence & Weapons Ban - Weapons prohibition - Sophisticated EAP - Behavioral Testing

Steps for employers/managers: - Develop a comprehensive security model that includes: - Standardized security management approach - Workplace violence prevention - Improvements to physical, technical & procedural security protocols

Steps for employers/managers: - Crisis management -- critical incident response preparedness - Cross disciplinary security improvements e. g. , the critical hiring process, technology, process improvement - Management support clearly stated and “modeled” - The impact of these measures will be limited without increased employee awareness, training and participation

Whatever “Barriers” are used they should be: - Process Rather than People Oriented - Preventive Rather than Reactive - Standardized Rather than Ad Hoc - Positive Rather than Negative

Crisis Intervention Steps SUMMARY Pre-Incident Violence Prevention Policy/Training Reporting and Investigating Incident Threat Assessment Acute Intervention Protect Targets and Resources Post-Incident Critical Incident Stress Response Post-Incident Analysis

Event Response Concepts 1. 2. 3. 4. 5. Initial Threat Assessment Gathering Information Assessing Threatening Perpetrator Short-term Defusing Actions Follow-up Communications & Monitoring 6. Disengagement & Review 7. Documentation

Major Incidents – Additional • • • Account for all Employees, Clients, Visitors Secure the Area Liaison with Other Agencies Death/Injury Notification Media Relations (Be Truthful, Enlist Support) Arrangements for Relatives CISD Rebuilding, Office Relocation Focus on Positive Responses

Binary Weapon Schematic

Behavioral Indicators of Heightened Workplace Violence Threats 1. Aggressive/Erratic Behavior 2. Behavior Changes 3. Excessive Absenteeism 4. Inter-Personal Relations Problems

Behavioral Indicators of Heightened Workplace Violence Threats 5. Excessive Demands On Supervisors’ Time 6. Memory/Concentration Problems 7. Deteriorating Appearance/Personal Grooming 8. Unsafe Work Habits

Behavioral Indicators of Heightened Workplace Violence Threats 9. Blaming Others 10. Depression 11. Isolation, Avoidance, Withdrawal 12. Personal Stress 13. Methodical Target Selection

Behavioral Indicators of Heightened Workplace Violence Threats 14. Alcohol/Drug Abuse 15. Romantic Obsession 16. Paranoid/Irrational Ideas 17. Fascination with Weapons

Management Factors Contributing to Organizational Risk 1. Poor Internal Communications 2. Lack of Management - Employee Trust & Cooperation 3. Lack of Supportive Organizational Culture (e. g. , Recognition, Appreciation, Rewards) 4. Lack of Supportive Programs, Services & Benefits

Management Factors Contributing to Organizational Risk 5. Sustained Level of High Organizational Stress 6. Lack of Controls In Hiring & Promotion 7. Tolerance of Confrontational or Avoidance Behaviors 8. Dysfunctional Work Relationships Among Managers & Employees

Management Factors Contributing to Organizational Risk 9. Encouragement & “Enabling” of Pathological Workplace Behaviors 10. Dysfunctional Work Teams 11. Inattention to Workplace Safety 12. Continual Management by Crisis 13. Poor Organizational & Operational Data Indicators

The Supremes

The HR Doctor’s ® 12 -Step Prescription & Treatment Plan 1. Establish a Formal, Written Policy 2. Include a No Deadly Weapons At Work Policy 3. Include a Good Faith Reporting & No Retaliation Policy 4. Train EVERY Employee

The HR Doctor’s ® 12 -Step Prescription & Treatment Plan 5. Appoint, Train & Support a. . . Critical Incident Coordinator & Team

Workplace Response Team Employee Assistance Program HR Director Legal Counsel Supervisor/ Manager Threat Assessment Expert External Consultant Top Management Law Enforcement/ Security

The HR Doctor’s ® 12 -Step Prescription & Treatment Plan 6. Maintain a Strong, Proactive Employee Assistance Program & Critical Incident Stress Debriefing Program (CISD) 7. Survey & Improve Physical Security (CPTED - Crime Prevention Through Environmental Design)

The HR Doctor’s ® 12 -Step Prescription & Treatment Plan 8. Prevent Negligent Hiring (“He should never have been hired in the first place”) 9. Prevent Negligent Retention (“He should have been fired a long time ago”) 10. Care & Sensitivity in Disciplinary Meetings

The HR Doctor’s ® 12 -Step Prescription & Treatment Plan 11. Cooperation with unions 12. Acute Intervention Planning

The HR Doctor®, Inc. Says. . . www. hrdr. net