On-Demand Webinar

Workplace Violence and Active Shooter: Develop a Culture of Preparedness

Learn how to create an emergency response plan and prepare for an Active Shooter incident.
By: | September 15, 2016 • 2 min read

Presenters

APUS_Webinar_091416

Event Description

Webinar Sponsor

Webinar Sponsor

When violence erupts in a workplace, the outcome and events of the scenario are unpredictable. Injury or death of building occupants, lawsuits, property damage, and diminished trust in the organization by staff and the community are just a few of the possible consequences.

The possibility of an Active Shooter Incident is no longer a question of if, but rather when and where– yet the risk for violence is difficult to predict and almost impossible to eliminate.

In most workplaces where risk factors can be identified, the risk of assault can be prevented or minimized if employers take appropriate precautions. Under the federal Occupational Health and Safety Act (OSHA), all employers have a general duty to provide a safe workplace for employees, free from recognized hazards that cause or are likely to cause death or serious physical harm to employees. OSHA believes that a well-written and implemented workplace violence prevention program, combined with engineering controls, administrative controls and training can reduce the incidence of workplace violence in both the private sector and federal workplaces.

According to an FBI survey, 45% of active shooter incidents take place in a commercial environment. In an active shooter scenario, preparation is the key to survival. Would you know what to do in the event of an active shooter selected your office to carry out their attack? Would your employees know what to do? Does your organization have an emergency preparedness plan?

Space is limited, so register today!

Attendees of this webinar will learn:

  • Understand the multiple types of workplace violence
  • Understand how to plan and develop an Active Shooter Preparedness Program
  • Learn how to create an emergency response plan and prepare for an Active Shooter incident
  • How best to communicate and develop effective liaison with internal and external stakeholders, law enforcement agencies and other first responders
  • Come away with best practices for conducting Active Shooter response training for employees and recognizing signs of potential workplace violence

Intended Audience

  • Community leaders and citizens
  • Education (all levels K-12, Colleges and Universities)
  • Healthcare
  • Human Resources Professionals
  • Manufacturing and Industrial
  • Government
  • Security and Risk Professionals
  • Law Enforcement
  • Business leaders and managers

The Recording

Download a PDF slide deck of the presentation.




The APUS Center for Applied Learning (CAL) provides a wide-range of online and hybrid training and educational solutions for corporations, associations, governmental entities, individuals, and key groups in strategic markets to help them attain their workforce development and performance goals.

4 Companies That Rocked It by Treating Injured Workers as Equals; Not Adversaries

The 2018 Teddy Award winners built their programs around people, not claims, and offer proof that a worker-centric approach is a smarter way to operate.
By: | October 30, 2018 • 3 min read

Across the workers’ compensation industry, the concept of a worker advocacy model has been around for a while, but has only seen notable adoption in recent years.

Even among those not adopting a formal advocacy approach, mindsets are shifting. Formerly claims-centric programs are becoming worker-centric and it’s a win all around: better outcomes; greater productivity; safer, healthier employees and a stronger bottom line.

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That’s what you’ll see in this month’s issue of Risk & Insurance® when you read the profiles of the four recipients of the 2018 Theodore Roosevelt Workers’ Compensation and Disability Management Award, sponsored by PMA Companies. These four programs put workers front and center in everything they do.

“We were focused on building up a program with an eye on our partner experience. Cost was at the bottom of the list. Doing a better job by our partners was at the top,” said Steve Legg, director of risk management for Starbucks.

Starbucks put claims reporting in the hands of its partners, an exemplary act of trust. The coffee company also put itself in workers’ shoes to identify and remove points of friction.

That led to a call center run by Starbucks’ TPA and a dedicated telephonic case management team so that partners can speak to a live person without the frustration of ‘phone tag’ and unanswered questions.

“We were focused on building up a program with an eye on our partner experience. Cost was at the bottom of the list. Doing a better job by our partners was at the top.” — Steve Legg, director of risk management, Starbucks

Starbucks also implemented direct deposit for lost-time pay, eliminating stressful wait times for injured partners, and allowing them to focus on healing.

For Starbucks, as for all of the 2018 Teddy Award winners, the approach is netting measurable results. With higher partner satisfaction, it has seen a 50 percent decrease in litigation.

Teddy winner Main Line Health (MLH) adopted worker advocacy in a way that goes far beyond claims.

Employees who identify and report safety hazards can take credit for their actions by sending out a formal “Employee Safety Message” to nearly 11,000 mailboxes across the organization.

“The recognition is pretty cool,” said Steve Besack, system director, claims management and workers’ compensation for the health system.

MLH also takes a non-adversarial approach to workers with repeat injuries, seeing them as a resource for identifying areas of improvement.

“When you look at ‘repeat offenders’ in an unconventional way, they’re a great asset to the program, not a liability,” said Mike Miller, manager, workers’ compensation and employee safety for MLH.

Teddy winner Monmouth County, N.J. utilizes high-tech motion capture technology to reduce the chance of placing new hires in jobs that are likely to hurt them.

Monmouth County also adopted numerous wellness initiatives that help workers manage their weight and improve their wellbeing overall.

“You should see the looks on their faces when their cholesterol is down, they’ve lost weight and their blood sugar is better. We’ve had people lose 30 and 40 pounds,” said William McGuane, the county’s manager of benefits and workers’ compensation.

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Do these sound like minor program elements? The math says otherwise: Claims severity has plunged from $5.5 million in 2009 to $1.3 million in 2017.

At the University of Pennsylvania, putting workers first means getting out from behind the desk and finding out what each one of them is tasked with, day in, day out — and looking for ways to make each of those tasks safer.

Regular observations across the sprawling campus have resulted in a phenomenal number of process and equipment changes that seem simple on their own, but in combination have created a substantially safer, healthier campus and improved employee morale.

UPenn’s workers’ comp costs, in the seven-digit figures in 2009, have been virtually cut in half.

Risk & Insurance® is proud to honor the work of these four organizations. We hope their stories inspire other organizations to be true partners with the employees they depend on. &

Michelle Kerr is associate editor of Risk & Insurance. She can be reached at [email protected]