By Al McClain
We recently talked in this space about the huge problem of retail shrink. Another aspect of retail crime is violence in the workplace, which takes many forms. According to Dr. Larry Barton, a crisis management and workplace violence expert, there were 1.8 million workplace assaults in this country in 2007. Bullying was reported by 67 percent of associates surveyed. The number one weapon used at work is – for 16 years in a row – the fist.
Speaking at the recent NRF Loss Prevention Conference, Dr. Barton says that the typical perpetrator of in-store violence is a “grievance collector” who builds a mental list of grievances over time. There are warning signs, as the “mask” does not come off all at once, and the violence is often fueled by control issues. Eighty six percent of the time mental illness and/or substance abuse is involved.
Yet, Dr. Barton thinks store managers may be reluctant to get too involved because of privacy issues and/or not wanting their store to look bad to corporate headquarters. So, he says that retail security/LP teams have a duty to care, act, warn, supervise, and to train. There needs to be a threat training protocol and live training or training with DVDs. Associates need to share any concerns that they have and be empowered to express them when they have even a “hunch.” Stress-based questions should be asked in hiring interviews to uncover potential problems.
Another speaker at the same session, Dr. Mary Ellen O’Toole, who is a Supervisory Special Agent for Behavioral Analysis in the Critical Incident Response Group of the FBI, says that people don’t just “snap.” She said we need to get beyond how people look and get rid of preconceived beliefs about how people behave. Another key is not to rationalize or explain away problem behavior, but to look for “red flags.” While these crimes cannot be justified, Ms. O’Toole says there is always a motivation for them in the perpetrator’s mind.
Discussion Questions: Are retailers doing enough to ward off violence in the retail workplace? What programs should retailers have in place to head off violent employees, hopefully in advance? What thoughts do you have about developing the best plan to reduce potentially deadly assaults at retail, whether by employees, disgruntled ex-employees, or outsiders?
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See my BrainTrust resource, Aisle Rage, for more info on this subject.
If anyone thinks this is a passing fad, get over it. Violence is becoming a way of life, especially among the uneducated portion of our society. Many are coming from backgrounds where education is not valued, Gang Bangers are the “cool” guys in the neighborhood. They play video games like grand theft auto and thrive on action adventure movies. Check out U Tube, fights are one of the hottest video types being uploaded these days. Lord know I hate a bully, I even laughed out loud when one I grew up with died. But our society is creating bullies at an alarming rate, both male and female. You want to help, then don’t tolerate this behavior.
According to the FBI, the violent crime rate is down 7% from 2000 to 2005 and the property crime rate is down 5%. (2005 is the most recent FBI data.) As for violence in retail stores: robbery, assault and murder by “customers” or “the public” is a much larger problem than similar offenses caused by co-workers.
Folks avoid working the third shift at fast food restaurants and convenience stores partly because they don’t want to be victimized. Getting liability insurance for a 24-hour c-store is extra expensive in certain areas because store owners are held liable for assaulting shoplifters and robbers. Many stores accept no cash after a certain hour, only credit and debit cards. Many fast food restaurants are open late, but only via the drive-throughs.
Retailers should campaign for legalizing all narcotics. Most crime pays for drug habits. Why not legalize the stuff and treat addiction as a medical problem instead of criminalizing it? Prohibition didn’t work, it merely enriched organized crime. Why not learn from the past?
We should begin immediately with legislation to ban “Fists.” Certainly tighter controls on concealed “Fists” and ban the importation of fully automatic “Fists.”
This goes back to grade school and the school yard bully. It is a serious issue notwithstanding. The solution lies in everyone–not just management– being responsible for making physical assault an unacceptable practice. We have lost a sense of shame and accountability. If someone in my workplace or social circle even discussed punching someone out, we would have a very short dialog about the very negative aspects of doing so and the future of their relationship not only with me, but others in the group.
Simply put, in the absence of negative peer consequence we tacitly approve violence. Shame is a very powerful weapon. If you don’t play well with others, you don’t get to play in our yard.
One downside to employers positioning the workplace as a “family” is frustration and resentment that can lead to violence. Think about it: Lower-level employees in a “family” company expect to be treated in a paternal/maternal way according to their own family experiences. So, what are those family experiences? How about parents who threaten punishment but never follow through (“If you do that one more time! Don’t make me come over there! How many times do I have to tell you?” Etc., etc.)? Employees with this type of family experience are stunned when their employer “father” provides immediate discipline. This creates resentment, because the promise of “family” treatment was “all a lie.”
Another family experience familiar to some employees features so-called “unconditional love” that appears to be constant forgiveness but is really disinterest and uninvolvement in their lives by their parents. When employed by a business that promotes a “family” working atmosphere, they are uncomfortable with constant supervision and accountability. It’s completely outside their “family” experience. Again, frustration and resentment can result.
The workplace is a business, not a family. Any work atmosphere that encourages employees to think of their job as their “family” must be cognizant of the negative baggage that can accompany this concept. If their job is their home, their life, or their family, employees can regard perceived slights and injustices in the workplace much more personally and seriously.
It’s a good thing I work for myself because otherwise, I might be in jail. Many times I came close to decking a few idiots. Employees need to be trained to be patient. If you are working for a jerk or bully, eventually that person will be gone. The longevity rate for jerks and bullies is short. If anyone is having a problem with a jerk or bully at work, give me a call. I know how to shorten their careers in a more civilized, non-violent way.
I think before anyone can make any real comment about this item we need more information.
1. Where did the 1.8 million violent issues happen? How many of them were in the retail environment. If it was in the retail environment who caused the violence? Was it an employee, ex employee or customer?
2. When it comes to bullying we need to ask the same question about who was doing the bullying.
3. Bullying in the workplace is now getting a lot of press and there are a number of companies offering training programs to help employees deal with bullying from supervisors and other employees.
When it comes to dealing with the customer who is a bully, I think most good customer service programs deal with this. Maybe we should take the same customer service training and use it on fellow employees who bully.
Is anyone, anywhere “prepared for violence in the workplace”?
We cannot live in armed camps, and violence is always shocking and horrifying.
To say that this is limited to retail seems odd.