Canadian HR Reporter

CANADIAN HR REPORTER CANADIAN HR REPORTER February 24, 2014 February 24, 2014 20 FEATURES FEATURES Faculty of Education Centre for Adult Education and Community Outreach Social networks Social networks MBA or MHRM? < pg. 18 to apply the fundamentals of HR in ways that take advantage of the strategic and cultural uniqueness of their organizations. For some students, the great- est value of an MHRM program is the opportunity to be in the same room and work shoulder-to- shoulder with other experienced HR professionals. e relationships and shared experiences of classmates can greatly expand not just career learning, but also the social net- works of graduates long after their degree is obtained. I am often humbled by the excellent discus- sion, insights and advice off ered from one student to another dur- ing the program. In general, there are two types of students I believe are perfect can- didates for an MHRM program: •Professionals who have experi- ence working in HR, are in a se- nior role or are in a position to make HR decisions and are look- ing to move into a leadership po- sition in HR. For these students, the ability to consolidate HR re- search into their workplace prac- tices and HR initiatives could be transformative. •Professionals who are moving into HR from another area of the business and who have little or no formal training in HR. For a per- son in this situation, an MHRM will enable them to connect their understanding of the busi- ness to solid foundations of HR practices, and also enable them to make the most of HR analysis and managers who have a wealth of HR knowledge and skills to contribute. Both an MBA and an MHRM are an excellent way to help in- crease your knowledge and ad- vance your career. However, it is important to choose the degree that will best capitalize on the work you have already done, as well as build on your strengths, address your par- ticular weaknesses and provide you with the kinds of relationships and networking connections that will help you to take your career to the next level. Mary Jo Ducharme is graduate pro- gram director at the School of Human Resource Management at York Uni- versity in Toronto. She can be reached at ducharme@yorku.ca or for more information, visit www.yorku.ca/laps/ shrm. especially true in situations where the departing employee is known to have unstable behaviours or a tendency to become volatile. Dismissals that are considered lower risk are often completed by HR or management personnel who may have little experience in con- fl ict resolution. However, with an identifi ed high-risk termination, HR needs to take diligent steps to protect itself, employees and the organization's reputation from harm. Identifying a high-risk employee Unlike the United States, Canada has experienced limited cases of terminated employees returning to the employer location with an intent to injure or kill. However, in addition to the stresses an uncertain economy presents, there are any number of reasons why an employee could become violent in the workplace or return to the employer to infl ict harm. For this reason, it is incredibly important that HR professionals be trained on the common char- acteristics of potentially violent and threatening employees, as well as on developing procedures for dealing with these identi- fi ed employees during and after termination. There may be warning signs that cannot be ignored or warn- ing signs that go under-reported by anyone within the organiza- tion. These signs might be the obvious, such as bullying, bizarre statements and verbal or written threatening behavior, but em- ployers need to be mindful of the less obvious life-impacting events such as drug and alcohol addiction or compulsivity. Other potential warning signs include prescription medication for personality or behaviour disor- ders, divorce, deaths, self-esteem issues or other signifi cant changes in family and lifestyle. As high-risk employees are identifi ed, it is important to be proactive in information gather- ing and analysis. ere may be a need to consult with psycholo- gists with specifi c experience in assessing workplace violence, or initiate background searches and inquiries through an investiga- tion agency to identify any safety concerns. Possible searches and inquiries could include: •a review of the pre-employment screening information and resumé •soft conversations with past employers •monitoring social media sites •conducting public searches to identify court actions, fi nancial strain, media mentions •informal meetings with col- leagues to better gauge the envi- ronment without being direct to the specifi c employee. After the employee leaves Another tragic example of the importance of proper monitoring within the fi rst two days of ter- mination is the case of Benjamin Banky, a co-owner of TallGrass Distribution in Vancouver. In December 2008, Eric Allen Kirk- patrick shot and killed Banky, his former boss, at the company Christmas party — the day after he was fi red from his job. Similar to the murders solved on A&E's e First 48, a reality show that examines how detec- tives solve a murder, the first hours — and up to the fi rst two days — following a high-risk ter- mination are vital. ough it is common to hear the questions or gossip amongst employees, simply waiting to hear the answers is not enough. Protecting yourself, your em- ployees and the company in those fi rst hours is a duty owed when you know a high-risk, terminated employee has the capabilities of harming not just herself but other employees — or assets of the company. Once a high-risk employee has been identified, compiling information should provide a sig- nifi cant picture of the employee's overall capabilities to infl ict harm on employees, company property or equipment. is research should include the development of information concerning weapons owned or the employee has access to, or even the physical threat of harm based on comments and behav- iours displayed in the work envi- ronment — especially where an employee, such as a supervisor, has been targeted. Tracking, monitoring social media Social media investigation is also critical. Tracking Facebook com- ments, Twitter and other websites can provide warning signs and in- valuable information into an em- ployee's background, state of mind and interests before termination is completed. Monitoring these sites in the period immediately follow- ing termination is critical. Consider conducting surveil- lance immediately and for the next two- to three-day period to moni- tor the activities of the former employee. Surveillance should be initiated from the employer loca- tion once the employee is escorted from the building, and continue for whatever period is deemed warranted. Monitoring emails and phone calls to the company will also help identify the extent of the risk. If steps such as these had been taken in the cases of Hiller and Kirkpatrick, those tragedies may have been prevented. Protecting intellectual property e focal point of the high-risk employee's activities will vary depending on each person's sit- uation. In a case where the high risk is not for violent behaviours but an information or intelligence breach, the focus will not only be on the employee's behaviours but more so on who they are meeting with (competitors) and what loca- tions they attend. Protecting company informa- tion or intelligence is vital, as is equipment, which can all be compromised at signifi cant cost to jobs and revenue. And though a thorough pre- termination investigation is essen- tial to protecting the corporation, its brand, proprietary information and employees, a thorough pre- employment screening program beyond a criminal record check is equally important for the same reasons. Martin Jaekel is president of White- hall Bureau of Canada, a Hamilton, Ont.-based national professional investigation agency. Linda Bilotta is a senior investigator and assistant manager of Whitehall's Vancouver office. For more information, visit www.whitehallcanada.com. WARNING SIGNS Could it have been prevented? Here is a look at some of the facts in the case involving Yvonne Hiller, who returned to work and shot three people, killing two, after being suspended (from court testimony and newspaper reports.) • She suffered from a "long, festering mental illness" and believed her co-workers had been poisoning her for years. • She argued with co-workers on the day she was suspended and was escorted out by a security guard. • She was scared the day of the shooting — "She told me this woman kept following her around the building. She said, 'Mom, I don't feel safe.'" • She allegedly had an ongoing dispute with the victims for months, accusing them of spraying her with chemicals and deer urine. • She had a gun in her car. • Hiller and her family painted a picture of a woman tormented by mental illness that was exacerbated by her co-workers. • She had no criminal history but had at least one previous physical confrontation with an employee. Consider surveillance after employee termination Consider surveillance after employee termination HIGH-RISK < pg. 17 Tracking Facebook comments, Twitter and other websites can provide warning signs and invaluable information into an employee's background and state of mind.

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