Angry Employees

Services Private Investigators Can Provide When Employees Pose a Threat

Cornered and Scared

Employees can get backed into a corner when their perception (true or false) is that they are going to lose their job or are going to be disciplined from an employer.  People react differently to adversity.  Some do well and handle tough news appropriately.  Others yell and argue but it is really just barking without the bite.  And then there are others who perceive a great injustice befell them through no fault of their own.  These may be the employees who pose a threat to the company and their co-workers.

Who are these people? 

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Socially, these people may be perfectly functional.  They are able to get along with others and may even be leaders.  But just below the surface lies a crippling character flaw.  This flaw leaves them fragile as a result of rejection of one sort or another.  They basically cannot handle what life throws at them.  This trait was recently on display in California where a troubled young man evolved into a mass murder.  By his own admission, his ego could not handle being rejected by females and as a result, he could not cope with it.  This is certainly one of many factors of his personality but probably contributed to his actions.

The big clue

Of course this is an extreme case of violent reaction and there is no doubt about this person’s historical mental trouble.  However, there is something to learn from active shooter behavior which could benefit business leaders when trying to discern dangerous employees.  While there is a continuum of fragility and a person’s capacity to act out, one key to look for is an enduring and consuming grievance they are dealing with.  This trait is manifested in an escalation of behavior which can be detected if you are tuned in.  Suffice to say, the biggest clue is that these people often broadcast their intentions prior to causing problems.

Semper Paratus (Always Ready)

While it can be scary to think that you may have someone capable of murder lurking within your ranks, it should be pointed out that the probability of workplace shooters remains low.  While you should always consider this possibility, know there are more frequently occurring types of violent behaviors which work place managers must contend with.  These risks need to be addressed as both a probability and a reality.  Training, preparation and consulting with professional help when developing plans of action are always recommended.

Help is available

Here are come common services provided by professional investigators to companies that suspect potential employee violence or disruption when termination or discipline is dispensed.

• Background research – This passive option is used to find out what may be lurking in public records or in social media that may provide insights into motives and potential behavior.  
• Investigation – This active option is often overlooked. Talking with the subject, his co-workers, family and neighbors may best be handled by someone representing the interests of the company.  
• Security presence – Having security on-site at critical junctures, either overtly or covertly can provide peace of mind and confidence for those company officials carrying out the necessary actions.  And if something does go awry, the protection is there, just steps away.  
• Surveillance – Often, after an employee is let go, his actions are observed for a few days to make sure he is not planning on coming back to cause chaos.  
• Executive Protection – This goes beyond the protection of company executives but may may also be extended to their family members if the situation is deemed serious enough.  
• Police Liaison – Coordination with local law enforcement is enhanced by professionals who know how to communicate in the language police speak.  It also frees the company to concentrate on the business side of things while receiving concise updates of police activity or requests through the investigator.    

Vulnerability Analysis

It is cheaper to mitigate threats ahead of time than to pay for a disaster after the fact.

Who will protect this business? 

The task of shrinking risk to a level we can live with falls upon the shoulders of many different people.  Some, who own businesses, must do what it takes based upon their knowledge and understanding of what needs to be protected. Others are hired to do nothing but make businesses safe and secure.  Either way, this is no easy task given the many areas of vulnerability that could be addressed.  Couple that with keeping business operations unburdened by extra security measures and you find yourself in a challenging situation.

Despite the challenge, it is always recommended that you invest in protecting your business by whatever means are available.  And given the variety of assets that need protected – from people to trade secrets – it sometimes takes an expert to get the job done.  Even though it is your business or your purview, obtaining an outside perspective can be healthy and wise.

Protect the front door, the back door or both?  

One of the challenges in protecting a business is first identifying what needs protected.  It may not be as obvious at you think.  This is especially true if your focus is on running the business and making money.  In the big scheme of things, you know your competitive advantage needs to be protected.  This is also true for your physical property and your people.  But what may not be obvious is that all three interact to some degree.  What that means is that any valid security solution will need to encompass and integrate all aspects of your operation.  This is where a vulnerability analysis comes in handy.

A good starting point.  

In general, a vulnerability analysis is a top to bottom, front to back review of your physical plant and your associated safety and security program.  In addition to the physical make up of the property, the analysis looks at elements like technology, behaviors, patterns and adherence to procedures. With established programs, the analysis is able to review current standards and practices for practicality and effectiveness. For businesses without plans in place, it is a good starting point because it starts from scratch and finishes with a complete picture of where you are and where you need to go.  

The right approach with fringe benefits.  

Certainly, a vulnerability analysis of your business can lead to a safer and more secure environment.  Safe and secure is desirable for obvious reasons. What might be overlooked is that with these attributes, you are likely to see better performance from your staff.  This has also been shown to be true for learning environments.   So investing in protecting your business unburdens your employees from distracting concerns and frees them up to focus on the job for which they were hired.  

Commitment needed up front.

Contracting with a safety and security expert to evaluate your business is a wise investment.   And if you do take this step to protect your business, here are a few things to keep in mind:  

• Be prepared to be challenged by the findings.    Sometimes overlooking the obvious is embarrassing but good leaders know they are not perfect and that professionals are out there to help, not hinder. 

• Commit to making the recommended changes.  If you cannot get to them all right away, start somewhere and build on it. It’s okay to take it one step at a time, just keep moving forward.  

• If you budget for a vulnerability analysis, make sure you have funding left over to cover upgrades.  While you don’t know what will be discovered during the review, some changes may be critical and need to be installed quickly.  

• Use the analysis to create a new awareness of safety and security. Many changes are dependent upon human compliance.  You may have to enforce changes initially to mold the culture but eventually it will become habit for your employees.

• Safety and Security is an ongoing endeavor.  Use the vulnerability analysis to make a plan.  Review it regularly and involve other employees in the process.  Finally, track your progress toward meeting your safety and security goals.  If you don’t measure, it won’t happen.  

Securing Your Business

Aligning security efforts with business goals sharpens results

Hindered by stale perceptions

For some business thinkers, security expenditures remain an overhead that falls into the category of "the cost of doing business".  But getting past the old standard of thinking of security as a necessary evil to embracing it as a valuable business asset means shaking off an outdated understanding of what needs protected. Security programs that can recognize new and developing threats do well to preserve their relevance.  But the programs which also tie in business acumen are that much more valuable.

It is only getting bigger

The industry expects operational security spending to continue to increase over the next 5 to 7 years. Reasons for this trend include the continued globalization of operations and work force growth.  There is also an increase in the frequency of disruptions encountered by businesses on many fronts. From agenda centric movements to domestic violence, these diversions consume time and money for businesses.

Security is just like any other business unit

Given the growth in security expenditures, it is evident that a more sophisticated view of security is required. Fortunately, aligning the operational needs of a business and its security requirements is no different than any other business evaluation.   The first step is to match security efforts with the goals of the business.  And once established, they need to be measured in order to manage their performance.  This is simple shift in thinking coupled with bringing security considerations to the boardroom can expand its value proposition beyond being compulsory. 

Experts in security must be business centric

To elevate security thinking to the point where it is considered a profitable endeavor it is first necessary to evaluate business vulnerabilities at a high level.  C-level thinkers need to synthesize diverse variables including financial goals, risk aversion, technology, market trends and ROI to come up with a risk profile for their company.  On a technical level, security consultants such as CSI must be able to understand the high level perception of the risks and then apply the correct security solution to the problems.  Additionally, the solution must be measurable so it can be proven to be worthy over time.  It must also be dynamic in that it can change (rapidly if necessary) to meet the ever changing risk landscape.

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Expanded security coverage

While turnstiles and night watchmen will probably always exist, modern security thinking goes well beyond this paradigm.  The competitiveness and complexity of business today has pushed security professionals into new disciplines.  Here are a few examples of critical business needs that are now met by security programs:  

1. Protection of intangible assets. More companies than ever are defined by their intellectual property or their brand reputation.
2. Natural and man-made disasters. A recent study revealed that almost half of all major companies do not have a business continuity plan.
3. The remote workforce. Technology has freed these workers from a controlled office setting.  Companies must now consider the safety and security of their mobile human assets.  
4. Business partner risk sharing. Interdependent companies need to communicate and coordinate security responsibilities. This is especially acute in supply chain oversight.  
5. Security Technology. Data in the form of camera analytics and biometrics do more than protect.  Businesses now leverage intelligence gathered from these platforms.

Savvy business thinkers will find value in their security programs by turning their efforts into a competitive advantage.  But once security has a seat at the table, it is no longer business as usual.  Dynamic results will be demanded as programs must not only protect the business but prove their worth though measurable outcomes.