Webinars & Video

Fortifying Your Defense: A Comprehensive Approach to Workplace Violence Prevention

January 24, 2024 · DURATION: 56 MIN

Workplace violence is on the rise. It was reported that an estimated 3.8 million people fell victim to workplace violence in 2022, which is a staggering 50% increase since 2019. These alarming statistics mean that employers need to establish an effective approach to workplace violence prevention. But is that easier said than done?

First and foremost, it’s important for companies to establish a comprehensive approach to workplace violence prevention to ensure the safety and well-being of employees. As employers are increasingly being held responsible for protecting their employees, these programs can also lead to a reduction in violent incidents, which in turn reduces costs related to employer insurance, workplace injuries, and employee absenteeism.

A properly-implemented workplace violence prevention program — combining engineering controls, administrative controls, and training — fosters a better and safer work environment, which not only enhances employee satisfaction and productivity but also contributes positively to the company’s public image. Training is key to ensuring a safe workplace, equipping employees with the necessary skills and awareness to handle potential violent situations effectively.

“Fortifying Your Defense: A Comprehensive Approach to Workplace Violence Prevention”

Watch the replay of our webinar, “Fortifying Your Defense: A Comprehensive Approach to Workplace Violence Prevention”, as experts Matthew Dumpert, Managing Director, Security Risk Management at Kroll, and LeeAnn Smrekar-Kincal, Product Marketing Manager at Resolver explore strategies and best practices employed by leading organizations to combat workplace violence in all its forms.

Creating an approach to workplace violence prevention demands a comprehensive and modern solutions. Our expert speakers guide you through the key components, including:

  • Company-wide collaboration
  • Specialized training and awareness
  • Robust reporting capabilities
  • Investigative and threat assessment expertise
  • Resilient business continuity planning

Threat management is a comprehensive process by which threats are received, investigated, assessed and researched and all mitigation and intervention options are carefully considered. Whether you’re faced with a known individual or an anonymous threat actor, our experts can help.

Learn more about Kroll’s Threat Management, Workplace Violence and Active Assailant Advisory and Resolver’s Threat Protection software.

“Fortifying Your Defense: A Comprehensive Approach to Workplace Violence Prevention” webinar transcript:

Raquel Alleyne:
Thank you again for joining today’s webinar, “Fortifying Your Defense: A Comprehensive Approach to Workplace Violence Prevention”, sponsored by Resolver. I’d now like to introduce today’s speakers, Matthew Dumpert, Managing Director, Security Risk Management at Kroll, and LeeAnn Smrekar-Kincal, product marketing manager at Resolver. Again, full bios are available by clicking the second icon on the navigation bar at the bottom of the page. So with that, hello LeeAnn. Hello, Matthew. Thanks for joining us today. The floor is yours.

LeeAnn Smrekar-Kincal:

Hello, and good afternoon everyone. Thanks so much, Raquel, for the introduction, and thank you, everyone, for joining the webinar today. We’re really excited to take you through what we put together, going through this comprehensive approach to workplace violence, especially with the unfortunate yet continuing rise of workplace violence.

We’re very grateful to be here and share this proactive approach with you. So just kicking off today’s webinar, going through today’s agenda, we’re going to first start off with workplace violence, going through the basics, what it is, common trends that we’re coming across, and the impact on employees and to businesses as a whole. Then we’ll take a deep dive into that comprehensive approach in threat management, and then we’ll go into those subcategories as well as you see on the slides. And then lastly, to finish off the presentation, we’ll go through resources and tools to support this approach from beginning to end that can really help you move towards being proactive for workplace violence prevention.

So with that said, workplace violence so well, I’m sure everyone here on the call knows what and is familiar with what workplace violence is. There might be some who don’t fully understand what this entails, including your employee base as workplace violence might not be a very common topic for them. So it’s always essential to revisit the foundation of this and ensure that your organization across the board understands what workplace violence is and that it’s not just physical violence and that it can also include verbal abuse, harassment, and other forms of aggression as well.

The number of workplace violence incidents is increasing across all industries. The healthcare industry, unfortunately, is the most susceptible due to the nature of hospital visits. And this is where we tend to see the highest number of workplace violence incidents occur.

However, workplace violence is increasing and becoming more prevalent across all industries as well. So that’s why it’s really important for businesses to be prepared to be able to mitigate and respond to these incidents. And on the slide here, we’ve highlighted a few reasons why based on some common trends that we’ve come across. The first one is workplace violence blind spots. So although we see over 2 million people report on being victims of workplace violence, it is still estimated that 25% of these incidents go unreported, which is quite a significant percentage considering that one instance of workplace violence can have such a huge impact on an organization.

It also provides an opportunity for an individual to re-offend if something goes unreported. So let’s say for example, there is an individual whose first instance of workplace violence was harassment, if this goes unreported, they got away with it and we’re unsure how quickly that could escalate into something that could be more serious and more impact to your employees and your organization.

That’s really why reporting becomes an essential tool for your employees in order for them to feel comfortable to feel empowered to do that and really help increase invisibility across your organization as a whole. Pick up on those early warning signs and be able to disrupt that pathway to violence, which is something that we’ll dive into deeper in this webinar.

Then there’s also looking at the overall cost of incidents within the US alone, businesses lose an average of 250 to $330 billion annually with workplace violence, and that is a significant amount of money and it’s something that could be used elsewhere that would positively impact your organization.

So again, really highlighting the importance of being proactive as it can make a huge difference on the impact on this impact and the cost, reducing potential financial repercussions, and emotional burden on your organization, and again, being able to use those resources elsewhere. And lastly, we’ve also seen a major increase in active shooter events between 2020 and 2021. We’ve seen an increase of up to 53% and up to almost 97% between 2017 and 2021 alone.

So there are right now there are many different regulatory frameworks in place that cover workplace violence prevention in some areas this covers private industries and state and local government workplaces, or they’re specific to state and government workplaces only. As you can see on the graphic on this slide, the states that are colored in the medium, medium blues indicate that these states have OSHA state-approved workplace violence prevention plans in place.

The ones with the darker blues, which are the least highlighted on the slide only cover state and local government workplaces specifically. And then lastly, those lighter blues don’t have any state-approved plans and would actually refer to the federal guidelines for this which are not mandated. It’s also important to note that there is currently a federal legislation called the TAPS Act, which stands for Threat Assessment Prevention and Safety Act, which aims to prevent workplace violence from a federal perspective. But this has been something that’s been in Congress for a significant amount of time.

As we’ve been speaking about with the rise of workplace violence, there is a major increase across all industries, and as many of you may be aware, California has become the first state to implement legislation that’s non-industry specific. This is commencing in July of this year, I believe.

Really what this means is that any business or organization operating within California would have to have a workplace science prevention program in place compared to other state mandates where it’s specific to those private state or government workplaces. And with this, as we’ve seen with other legislations with California, this really could pave the way for other states to follow the same approach. So something to be aware of as this is increasing and with California coming up with this new legislation this is something that we can continue to see across other states potentially.

So just going into an example of what a workplace violence prevention mandate program will look like, specifically referencing California Bill 553 within this bill, they’re mandating all businesses to develop, implement, and maintain an effective workplace violence prevention program across the entire organization, as well as ensuring that all instances of workplace violence are being reported. On top of that, being able to create those records and maintain them to document any hazards, identifications, evaluations, and any corrective actions put in place.

So let’s say that’s additional training requirements or refresher training based on an incident that has happened. This needs to be logged essentially from the beginning of an incident to the end. So something to be aware of as California commences this in July and if we see an impact on other states. So next, going into the categories of workplace violence.

There are five known categories of workplace violence. The first one is criminal intent, and this is when there’s no relationship between the individual and the organization itself. And the primary intent is essentially criminally intended. So this is where you would have your theft or robbery, your shoplifting at your retail storage is likely where we’d see this most commonly.

Then there’s also customer and client, or in the case of healthcare, patient, and visitor violence. And among this category, this is most common in healthcare. And this happens with an employee who is performing regular duties and they’re experiencing violence while they’re doing the duties of their job through Zen Worker on Worker Violence. This happens whether it’s a current or former employee who is involved in an incident, and this could be related to interpersonal reasons or work-related conflicts.

Then there are personal relationships. This is often most associated with domestic violence. Again, this could be someone who is not an employee or a former employee who is in both a personal and abusive relationship and is aware of when and where their partner was working. And here women are most frequently targeted for cases of domestic violence. And last but not least, we have ideological violence. And this is based on ideological religious political views that are often sought out by a collective group of extremists who share the same value-driven beliefs. So these are the five most common categories of workplace violence that we experience across the industries.

So moving into the impact of workplace violence. So being able to understand the true impact of workplace violence can be difficult because it’s not always apparent just due to the additional factors that aren’t always considered immediately. Workplace violence incidents, even regardless of incidents, can have a major, sorry, regardless on the severity of incidents can have a major impact on an organization or its employees as well.

Some of what workplace violence could include in a number of areas. The first one being is company culture. Employees who no longer feel safe to go to work, also lead days off losing motivation to work, reduction in worker productivity, high employee turnover rates, and the cost of onboarding new employees and then retaining new employees as well.

There’s also deterring potential investors and requiring reparative services. So whether that would be mental health support based on an incident that has happened, lawsuits and settlements regaining trust back from the community, and rebuilding your brand, that in itself is a huge undertaking. So considering just these few examples, the cost of workplace violence can add up very easily.

And one thing I wanted to tie back to as well, in a couple of slides earlier, we spoke about how you as businesses cost up to 250 to 300 billion annually for workplace violence. So this just kind of shows what things would be incorporated into the workplace violence costs. And with that said, I will pass it off to Matt who will jump into threat management.

Matthew Dumpert:

Excellent. LeeAnn, thank you so much. And to all of our viewers, thank you so much for joining us. This is a topic we’re particularly passionate about. It’s one of those instances where the interest is in keeping the workplace safe, keeping our employees, our friends, and our family members safe from harm so that they can engage in the business and the professional functions and tasks that they’ve been hired to do without focusing on concerns for their physical safety.

LeeAnn, thank you so much. ASIS thank you so much for putting this together and allowing us to collaborate on this. I do want to highlight one thing and underscore one thing that LeeAnn said, and that’s the manifestation of workplace violence is not necessarily an act of overt violence where somebody is stuck, right? We’re not trying to satisfy the elements of an assault charge here.

What we’re trying to do is identify instances of threatening behavior and instances of workplace violence very early on in its manifestation. LeeAnn mentioned the pathway toward violence. We’ll dig into that a little bit, but the goal here is to raise awareness for all involved, encourage the proper training of threat assessment and threat management teams, and encourage the use of proper protocols methodologies, and systems that can allow us to keep our threat management workflows straight.

Oftentimes an instance of threat management, an investigation, or an assessment will have many arms and legs and will be very nuanced. Having a methodology and a place for all of this information and all these moving parts to be housed and live in helps threat management and threat assessment teams. Keep everything straight, not miss something of material value, and also give everybody throughout the process the comfort of knowing there’s high fidelity in the information.

So thank you, LeeAnn. Again, thank you to ASIS. And let’s jump right into the basics of threat management. So threat management, really what we’re talking about here is an enterprise-wide holistic approach that’s designed to identify and investigate potential threats, assess those threats, and then best inform an organization’s leadership on their overall intervention or mitigation strategies. Pretty simple when you put it that way. Fairly complex when we start peeling back the onion.

A fully functioning threat management program is one where all the employees throughout an organization an enterprise feel and are empowered to report suspected or known threatening information or red-flag indicators that something isn’t right that may be indicative of potential violence. The goal is to report that information to a cross-disciplinary team of supervisors or well-trained personnel or employees in the tenets of threat management that team be specially positioned within the organization to be able to command resources when necessary to address potential or real threats to the organization, its property or its people. Oftentimes these things unfold very quickly and the

The importance of a reporting mechanism and transparency throughout this process in this system will be highlighted here today. So everybody gets ready. We’ve got a poll question coming up. Now that we’ve defined threat management, we’re all operating from a common sheet of paper. I do want to invite you all to participate in a poll here, and I’ll pause while we read it. Does your organization have a formalized and properly trained threat management individual or threat management team? Please take a couple of seconds to answer this question. What we’re hoping is that this can inform some of the later discussions in this presentation.


Alright, and to our audience, simply click the answer that best corresponds with your organization’s current practices, either “A” for yes, or “B” for no. Again, that question, does your organization have a formalized and properly trained threat management individual or a properly trained threat management team? Click “yes” or “no”. That best corresponds with your organization’s current practices.

We’ve had about 57% of the audience respond, so we’re going to leave it up for just a few more seconds here. So again, go ahead and click yes or no that corresponds with your current organization’s practices. Does your organization have a formalized and properly trained threat management individual or team? So we’re at about 64% of the audience have responded. Come on, let’s get in just a few more. Maybe hit 70%. Alright, and Matt, I’m going to show the results and you can go ahead and continue. Thanks.


Excellent, thanks so much and everybody, thanks so much for taking the time to report back. I mean what we see here with just over 65% responding, yes, we see this in more and more organizations and it keeps us very busy in our day-to-day lives here in helping support and train these threat management threat assessment teams is that more and more industries, more and more verticals, more and more geographies are becoming aware of the value of properly addressing this notion of threat management, properly training, threat management teams and threat assessment teams to address the next issue, the next manifestation of threats to an organization.

So with roundabout 65% answering in the affirmative, that doesn’t surprise me just below 35% responding with no, again, not a tremendous surprise, but certainly showcases that there is an area for improvement out there in various industries. So I’m glad we’re having this conversation.

Hopefully, those who answered in the affirmative with the yes will derive and generate value here to further empower your teams and for those who answered no, hopefully, we give you some background, and some insight, and potentially give you what you might need to gain traction within your own organization to advocate for these types of things. If you need help with any of that, feel free to reach out to us. Again, as I opened with, this is tremendously important to us and it’s something we’re passionate about. We’ve dedicated our lives to this.

So exciting. Thank you. We’ll have another poll shortly, but as we move on, let’s talk about the signs and symptoms of threat management. And the reason for this dedicated section is I want to dispel a couple of myths in outright here. So this notion that was first introduced at least into American society in the early to mid-nineties was this notion of people going postal or snapping.

And we know from empirical evidence, unfortunately, we have a tremendous amount of evidence and data to review and assess when it comes to active threats and the manifestation of violence in the workplace. We know that that doesn’t happen. It happens in less than 1% of presentations of workplace violence. People don’t simply go postal, they don’t simply snap. There’s nothing unique to the postal environment that puts people under unnecessary or undue pressure. So I want to get that right out there so that we can have a fruitful discussion about what are those red flag indicators.

What are the stressors in people’s lives that may indicate that they’re on this pathway toward violence? We know that there are red flag indicators of potential violence that people exhibit. They are observable, particularly to family, friends, colleagues, supervisors, and subordinates. These are things that we as a concerned citizenry, as a concerned workforce can be aware of.

Not to oversimplify, but it’s like if you smell smoke in the workplace, what do we do? We alert to a fire and we have a series of protocols that we go through to evacuate and keep people from being harmed. The same with threat management. We want to put these notions out there in the public forum. We want to discuss them, we want to build programs around them, and we want to help people keep their employees and their workplaces safe. The interesting byproduct of all of this is that employees, customers, clients, vendors, and everybody that we engage with.

The interesting byproduct is that everybody gets treated just a little bit more fairly and a little bit more like a person, a human being. Threat actors are human beings. These are human beings with desires and goals and aspirations families and friends, potential dependencies, addictions, stressors in their lives, health issues, health issues, impacting family financial disruptions.

These are people who have what we call escalating and deescalating factors in their lives, stabilizing and destabilizing factors, and those are things that we consider throughout the assessment process to help predict, to help inform whether somebody is predisposed towards some violence. It’s not a perfect science, but I can tell you that we are getting better and better as societies and as concerned citizenry at addressing these red flag indicators of violence, understanding the whole of person, and not treating threat actors as if they have some communicable disease, but rather treating them as human beings that need help.

So with that being said, we will also talk about and just introduce some important notions. Many of you may be familiar, with the notion of the hunter versus the howler, and throughout the assessment process where we try to determine whether somebody truly intends violence or is capable of violence or whether they howl loudly and don’t follow through with action. We talked about the stabilizing and the destabilizing factors, the risk factors, and the triggers.

One of the things that we want to highlight is throughout this process, and the more you do it, the more you do it in structured environments, the better at it you get and the faster you can be while still being comprehensive. We do need to focus on some of these key warning behaviors, including the imminence of a threat. So moving forward, let’s talk very briefly about the pathway toward violence that we introduced, and let me just take a quick break and see if there are any questions that have come through.

Okay, there’s one about the differences, the pros and cons of different threat assessment models out there, like the RAGE-V. We will comment on that. We will talk about it. We’ll also talk about the WAVR-21 and some other popular methodologies that are out there.

So when we talk about this pathway toward violence, we understand that it is not a linear path, however, we depict it that way in graphics, but understand that an individual who’s struggling, an individual who’s reaching out and potentially lodging threats or somebody who is on our radar for one reason or another, maybe they’ve demonstrated a series of red flag behaviors, a series of concerning behaviors. We know that there’s an underlying grievance, right? There’s something that they’re angry about, there’s something they’re disgruntled about, they feel like they’ve been wronged and they feel like the target of their ire may some way be responsible or contributing to their pain.

Again, those who heard carefully, I said those who believe that they’ve been harmed. Oftentimes when we try to identify the underlying grievance, it’s important to understand particularly when there are chemical substance or mental health issues, that the perception of the threat actor is most important here, not the perception of an independent third party unbiased opinion, particularly where there’s chemical, alcohol, substance abuse, or mental health issues that we may be assessing and that may be impacting our situation.

We do have to understand that the situation through the eyes of the threat actor is what’s most important here. So once there’s an underlying grievance, and at each escalation point, there are decision points that people make, whether they do it consciously or subconsciously, and it’s our goal to interrupt this pathway, this pathway can take moments. It can take minutes, hours, days, weeks, months, or even years to manifest or take its trajectory.

Our goal is wherever an individual is when we determine them to be a threat actor. When you as an organization determine them to be a threat actor, we have to try to understand where they are on this pathway. Have they just identified their grievance? Are they exhibiting some signs of violent ideation? Are they thinking about whether are they leaving breadcrumbs about this violent ideation? Are they conducting research surveillance or planning efforts to carry out some instance of violence?

This could also be seen much later on in the presentation in the boundary probing activities. Do we have people trying to access our space socially engineer their way close to people who can be used in their strategy or in their planning? Are they making preparations to carry out a plan? Are they conducting those boundary probing activities to see if the plan can be carried out? And then ultimately when they decide and start to carry out an instance of violence.

So again, it’s depicted in somewhat of a linear fashion, but you can see particularly through intervention or mitigation, how this is much more of a fluid concept versus a linear path. That’s the pathway to violence we likely hear people talking about regularly and it helps set the foundation for any threat assessment or threat management series of protocols. So we talked about those indicators and those warning signs Is somebody leaving breadcrumbs, right?

We already dispelled the notion and the myth that people don’t snap and they don’t go postal. By and large, it does happen in less than 1% of the time where we don’t have through our after-action reviews, we don’t have an identifiable warning sign. However, and this is not an exhaustive list, are people acting increasingly erratic in an unsafe way or exhibiting aggressive behavior? Do they have a perceived feeling of injustice or wrongdoing?

Sometimes this can be expressed through spoken word, sometimes it can be expressed online. Sometimes it can simply be expressed through the nonverbal cues that we get from people. We have to trust our instincts and we have to encourage those in our workforce to trust their instincts.

In picking up on these things, do we sense or do we know of drug or alcohol abuse, marginalization, or distancing somebody from their friends or colleagues? Is there a significant change in their performance at work, their demeanor, and the way they communicate interpersonally? Are there sudden or dramatic changes in home life? Are there personality? Are there financial difficulties, criminal or civil proceedings, grievances, or threats that they have planned? Do they engage in hostile or intimidating language? The list goes on and on and on.

The reason why we bring this to the surface, the reason why we bring this into the forefront is because we need to bring, to have a properly and fully functioning threat management program throughout our enterprises, we have to train our workforces.

We have to empower our people to trust their instincts and to be on the lookout for these types of things. Now again, the goal here is not to look at this list and identify that, yep, Joe or Sally exhibits these two things, I’m going to report them and they’re going to get fired. No, that’s not at all the case. Organizations have to make a very dedicated effort and ensure full transparency and that a process of reporting cannot be weaponized and cannot be used against colleagues, subordinates, or supervisors.

It’s very important to the process that people trust the integrity and that the information and the results that come out the other side of a threat management or threat assessment team, a series of protocols and procedures has high fidelity. So again, those are some of the warning signs. There are many more. The goal here is to tell our people and to tell our listeners to trust their instincts. If you feel like something is off, it’s incumbent upon all of us to report it so that it can be addressed.

Now, one other thing to highlight here when we talk about indicators, warning signs, and breadcrumbs, two things. One is everybody’s entitled to a bad day. I don’t want our viewers and our listeners to look at this list and go, oh my gosh, Sally has a change in her performance at work. This is indicative of a potential violent ideation and I need to report it.

I’m calling out sick from work and I’m not going to engage with this. No, that’s not it. People are entitled to have a bad day. What we look for here are trends. What we look for here are significant changes or deviations in behavior. And what we’re looking for here is actions that interrupt or get in the way of somebody’s progress, somebody’s productivity, or the way that they generally comport themselves interpersonally. So we’re looking for serious deviations or changes in behavior here, not simply somebody having a bad day Anyway, if there are no questions on that, we’ll move forward and we are going to talk about preparedness training.

How do we prepare our workforce? How do we prepare our enterprise to deal with threats? How do we get them to recognize these warning signs that we just talked about? How do we get them to feel and be empowered to report? What are the reporting mechanisms? Are there barriers to people reporting something that they see and that they sense because of an element of their job or their work processes that don’t allow them the time or access to tools to report these things?

We’ve seen all types of partners and clients utilize compliance phone numbers, utilize anonymous form reporting, emails to legal counsel, and escalations to supervisors. And what we find pretty routinely when it’s an ad hoc, a combination of existing processes, yes, it can have a positive impact, but we still see barriers to reporting for some very real reasons. One of them is, does this person feel empowered to report these things?

And that’s an organizational culture issue. And do they have access to the proper tools given their work? Let’s imagine somebody in a manufacturing and distribution environment who’s engaged in labor and maybe not sitting at a computer. Well, asking your enterprise, asking your constituency of employees to report threats to a common inbox might not work for that person. Let’s think about employees who might be on the road, who might be out visiting clients, and customers conducting research. There are all types of functions, and we have to think about those functions and what tools we are going to make available to our workforce if we’re going to take these things seriously.

And that’s why the partnership with Resolver I find to be tremendously positive and really changes the way that the threat management landscape addresses these things and the way that clients and customers can collate and synthesize all these things because it allows employees regardless of their access, regardless of their work function, to report things that they see, things that they sense, things that they’ve been trained on to the right team of people who are also properly trained in how to deal with recognizing these signs.

What are the legal and compliance considerations? Are there emergency communication protocols that need to be enacted because of the severity and the significance or the timeliness of the threat that’s being launched? Is our threat management team have they engaged in specialized training on how to deal with these things and perform proper threat assessments following identified and peer-challenged methodologies? These are all things that are going to be critically important, not only in addressing threats properly in maintaining absolute integrity of the process but also in maintaining an organization’s duty of care to protect its people from reasonable harm part and parcel.

And in parallel the notion of the active shooter, the presentation of the active shooter. Of course, that’s an instance of workplace violence. It is the most egregious, right? It’s the most compelling, it’s the most violent presentation of workplace violence. However, that’s not where it starts and ends.

It starts again with the identification of a grievance and potentially escalates over time to where an employee identifies a grievance with someone or an organization and they may start formulating a plan. They may start reaching out in untoward ways.

They might start showing and leaving breadcrumbs throughout their social media profiles that they’re upset, that they’re disgruntled. They might start boundary probing, they might start resourcing and planning. All throughout this process, some breadcrumbs are left to those who are paying attention, and we must train and empower people to report those instances so they can be properly addressed throughout the threat management life cycle. We have to think about the presentation of an active shooter with to prepare our organization for something like that, we have to think about first aid and trauma care collaboration with law enforcement and conduct regular refresher training.

These are perishable skills, not only the skills of identifying a threat actor, but the skills also involved with de-escalation, the skills involved with running, hiding, fighting, avoiding barricading, and confronting active shooters. These are all perishable skills and require regular and routine refresher training to the point where they become part of the DNA part of the culture of an organization. And I’ll pause there as we’ve covered a lot of material. See if any questions are coming in over the system. I don’t see any right now, so I’m going to continue.

We’ve talked a lot about culture and a culture of empowerment and accountability. This is critical. Any company, nonprofit, educational institution, Fortune 500 corporation or smaller medium-sized business has employees who have an interest in the workplace who are smart, articulate, and trainable. The idea here is to take those eyes and those ears that we have around our enterprise because our security, our legal counsel, our human capital, and human resources colleagues cannot be everywhere to pick up on these signs, on these symptoms, on these breadcrumbs and to engage in de-escalation tactics and techniques,

But the workforce is a concerned citizenry, much like a concerned population of people in a city, state, or country. If we prioritize a culture of empowerment and we address the DNA of an organization and we make this and you make a culture of accountability, you going to have, your organization is going to have that concerned citizenry.

We’re going to activate methodologies and functions to report threats, and we’re going to have a properly trained team to deal with them. And what you’re going to showcase to your environment, to your workplace is that as you discuss workplace violence openly, you take it seriously from the executive level down and you hold the organization accountable for taking appropriate action and properly taking care of people. You prioritize workplace violence awareness.

You train a leadership team to be accountable and you provide the right training, the right resources, the right methodology, the workflows, and the follow-through that are required to properly assess whether an individual who may be exhibiting threatening behavior is a concern for real violence. And you take those preparedness steps and those mitigation efforts alongside legal counsel, alongside your business unit leadership, and direct supervisors. This is a collaborative approach, and it has to be to be successful. So again, empowering your employees with training and resources to collectively keep one another safe.

We talked about the reporting capabilities. It’s important again that we discuss this openly and that we simplify incident reporting with easily accessible forms that have mandatory fields. And I know we’re getting granular here. The reason for this is sometimes somebody who comes forward and who is willing to report something needs it to be anonymous. And then there are instances where the threat assessment team, the threat management team needs access to information in order to start the process.

We need to collect that information quickly. We need it in a consolidated way, and we need it to live and breathe in real-time in an environment that is dynamic, that is tracking escalations and de-escalations and keeping all of our workflows straight because we might be bringing in forensic psychiatry or psychology, behavioral health specialists, forensic handwriting analysis, forensic account, there are all types of specialties that may be brought into a threat management assessment. It’s important that it lives and breathes in an environment that helps us keep it straight because error omission or gap here can be catastrophic.

So with that, I’m going to introduce another poll. Again, I want this to empower our discussion and I want you to start thinking about, do you believe that your employee base feels empowered to report incidents of workplace violence. Yes, no, or unsure. Please take a moment to answer and empower the discussion as we go forward.


Alright, thank you Matthew. To our audience, simply click on the slide area, either “A”, “B”, or “C” to support the response of your current organization’s practices. Do you believe your employee base feels empowered to report on incidents of workplace violence? This one, we won’t leave up quite as long because we are drawing near our time together.

So again, go ahead and type in, oh, I’m sorry, or click the answer that best supports your current organization’s practices. Do you believe your employee base feels empowered to report on incidents of workplace violence? I’m going to leave this up for another five seconds and then Matthew, like before, I’m going to show you the results and then we can keep going. Alright, I am going to go ahead and show those and it’s all yours. Thanks.


Excellent, thanks so much. Really, good to see over 70% saying yes. If we had taken this even five years ago, I would’ve expected markedly different responses. So kudos to all of you who are likely performing a function within your organization to raise awareness and power your workforce. And look, again, the byproduct of all of this is that people get treated more fairly.

Those who responded, no or unsure, let’s think about this over the next week or two, and if you need some help getting traction here, reach out to us. We’re happy to help. Moving on to the assessment portion of our presentation. So we’ve been alerted to the fact that there may be a threat. We’ve sent out all types of investigative workflows. We have people and we have AI and we have machines, and we have all of these processes that are going to be bringing information back to a threat management or a threat assessment team who again is properly trained on how to deal with these things.

There are a number of threat assessment methodologies, and there was a question that came through on the Q&A. So let’s address that now.

There are two that primarily we work with, although this is not at all a comprehensive list, and it’s important to highlight that any threat assessment methodology that you or your workforce decide to get trained on or utilize has its intended function and its limitations. So two of the most popular are the WAVR-21, which is a highly structured and evidence-based assessment tool to empower workplace teams and threat assessment teams.

It contains a 21-item code instrument. It was developed by psychologists with extensive case and forensic experience. The RAGE-V methodology was developed by the Association of Threat Assessment Professionals (ATAP) of which we are card-carrying members and huge supporters. What we find in the Rage-V methodology, is that both of these are accessible through the Resolver app.

They’ve been built right in. The workflows are identified for people to follow again so that there aren’t gaps and we don’t somehow miss our duty of care requirements. There are other methodologies, like if you’re dealing with school-aged children, you probably wouldn’t use the RAGE-V or the WAVR-21. If you’re dealing with incarcerated individuals, you likely wouldn’t use the RAGE-V or the WAVR-21. What we find in our practice as our practitioners are threat management people who are trained in lots of different disciplines and assessment methodologies.

We find the RAGE-V to be very applicable in the corporate, nonprofit, the educational workplace. Because of its ease of use, it’s fully guided, the methodology is easily accessible and we’ve baked it right into the Resolver platform so that if you do have an instance of threat management that you need help with, the entire workflow can be orchestrated around the RAGE-V methodology.

So I invite all of you to take a look at that digging a little bit more deeply. Although this is easily accessible through the platform, what the rage V helps us do is add structure to the intake and the reporting that we talked about, making it accessible to all employees. It helps guide us through the initial assessment, and the fact-finding processes. Ultimately the analysis. It helps us categorize risk and then helps us manage and be more predictive about outcomes.

Again, if you need more help with RAGE-V, WAVR-21, or any of the other assessment methodologies that are out there, we don’t have the time today, but please do reach out to us. We are happy to discuss these and get those keyboards ready for another poll that we have coming up. What threat assessment methodologies are you using today? Please feel free to click as many as apply


Alright, and this will be our final polling question for the webinar. So go ahead and click the slide screen. Select the items that best correspond with whatever you are using today and feel free to select as many as are applicable. So Rage-V WAVR-21, mosaic Internally developed tools, other something that’s not listed or none of the above.

Again, simply click the answers that best correspond to your organization’s current practices. What threat assessment methodology are you using today? And, for the interest of time, I’m not going to leave this one up very much longer, so maybe about five more seconds. Again, select as many as are applicable. And Matt, I’m going to toss things back over to you showing the results.


I’ve got control of the presentation back. Thank you so much again, not many surprises here. I do want to invite a lot of our listeners and viewers to take some real care here and focus your efforts, particularly those who are not using any type of structured methodology. I don’t know your organization, I don’t know the people, I don’t know your training levels or sophistication and threat management.

So I’m not going to opine on whether that’s proper or not. But I do invite you to take a look at these methodologies. And again, if you need help deciphering one versus the other, please reach out to us. It is important to have a structured process, again, to make sure that we don’t have gaps to maintain our duty of care and just to maintain integrity throughout the process. A lot of the partners that we see operating without proven methodologies, we see their processes riddled with potential risk factors and potential pitfalls.

So again, moving on. Thank you all so much. I hope you enjoyed the polling tooling. So we’re going to talk about the post-investigation analysis. This is important. An event has happened, an investigation has been undertaken, and now we need to evaluate each occurrence of workplace violence to identify what were the contributing factors, what are the warning signs, what’s the effectiveness of the assessment, and the response measures that we were engaged in so that we can prevent and be more informed going forward. We want to be able to analyze the different types of incidents that our organization and our workforce are facing and try to identify is that regionally based.

Is it based on culture? Is it based on policy, the procedure of the organization, the metrics that can be derived, the stories that can be told through data and information can be compelling and they can help an organization truly understand what those precursors, what type of environment exists throughout our workplace that makes workplace violence potential stronger?

And we can address those issues. We can potentially prevent the grievance from ever escalating. I want to invite you, if you don’t have one already, we need to be talking about post-investigative analysis. We need to be vigilant in monitoring the progress. And we have it right here in the final bullet, relentlessly pursuing constant improvements because again, what we’re talking about here is harm to people, harm to life, and absolute harm to brand if violence plagues or impacts our workplace.

So we’ll talk about resources and tools. What are the other things that help us and provide information intelligence in our assessment process? All the physical and technical security measures and operational security measures that we have around the workplace, the security cameras, the access control system, facial recognition, AI distress button distress buttons, and different OSINT feeds that we have coming into the organization. These can all help tell a story.

I’m not going to dive into tremendous detail, but one of the things that I would be very interested to know as I’m a threat management assessment team member or a threat assessment team member through our access control system, do we have an employee coming and going at odd times where their work responsibilities don’t explain their office access? Do we see on security cameras boundary pr