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Workplace Violence & RIF's
By Candice Tal



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Preparation

1. Review performance evaluation history for individuals considered for RIF / Layoff
    a. Request a background check or have copy of their background report available
    b. Have employee/ contractors' date of birth, SSN, and driver's license number
    c. Re-check the criminal records for all known counties.
    d. Do you have a photo ID of Subject available?
    e. Can his building access be rescinded immediately if needed?
    f. Is there any prior history of threatening or intimidating behavior?
    g. Is there a history of prescription medications or drug/alcohol use?
    h. Is psychiatric evaluation needed?
    i. Has the employee mentioned being on medications that they have stopped taking?
    j. Has the subject discussed any weapons possession, favorite weapons, martial arts, survivalist or combat training of any type?
    k. Is the subject known to be involved with any hate groups or any radical groups
    l. Does the subject have a negative performance evaluation or any reprimand recently?
    m. Does the company plan to coach the employee or terminate employment?
    n. Are there any special circumstances that you may be aware of in this person's life that could aggravate his/her situation? (Examples might be sick parents, unstable home, domestic violence issues, divorce, child custody battle, financial pressures, etc).
2. Conduct a Threat Risk Assessment. Use professional security services experienced in this type of risk assessment.

3. Obtain Restraining Order TRO. Discuss with corporate legal or General Counsel.

4. Advise company Crisis or Threat Response Team (CMT/CRT).

5. Liaise with local law enforcement ( Info rtal/ Security service will provide liaison).

6. Schedule Armed Protective Services at least 3 to 5 days in advance. Do not use unarmed security guards as they cannot intercept a dangerous individual; by law they must only "Observe & Report".

7. Create a Special Severance Package:
    a. Severance pay (the better package, the less likely the person is to come back & blame the company & it's employees)
    b. Extended pay (case-by-case)
    c. Extended medical option (also dental, vision, etc)
    d. Outplacement support-helps Subject to find employment & move forward with their life
8. Designate the person(s) who will be conducting the Exit Interview or Termination(s); rehearse the process carefully; involve the least number of people if violence is expected.

9. Schedule Termination date, layoff details, location (room checked for dangerous items, allow no briefcases/ purses in room). Armed security personnel need line-of-sight for response & should always escort the person off-premises.

10. Evaluate need for armed surveillance. Important: When Subject leaves work, it will be harder to track his/her whereabouts if she/he makes a threat in the immediate future.

Follow Up

1. Err on the side of caution & use armed security presence if you have any concerns

2. Never meet with a terminated employee in person. Conduct any meetings via conference call.

3. Identify who will follow up with employee post-termination event; this is an important step that should not be overlooked.

4. Conduct Debrief session. Identify what worked well and what improvements are needed for future threat situations.

Candice Tal is the CEO of Infortal Worldwide, a global security and investigations company. Founded in 1985, Infortal is the leader in on-demand systems for Best Practices Corporate Due Diligence and Pre-employment Screening, globally. If you have any questions, comments or wish to share your own security experiences in your workplace, please e-mail her at: ctal@infortal.com.