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This Minnesota Human Resources Manual is offered to you for free. Find state specific laws and regulations below.

Workplace violence — Minnesota

Workplace violence is a significant problem in businesses today. Hundreds of homicides and thousands of physical attacks occur each year as a result of workplace violence. Along with the disruption to business activities, these events exact a huge emotional toll on the victims and their families. In addition, the potential for liability on the part of the employer is increasing under several novel legal theories.

Employer responsibility

Employer responsibility can be assessed under any or all of the following: 

  • negligent hiring
  • negligent supervision and retention
  • prohibited harassment.

Negligent hiring

The employer may be held liable if the victim can prove that the employer knew or should have known – at the time of hiring – that the employee was potentially dangerous. Employers are more likely to be held responsible for the negligent hiring of employees who have contact with the public.

Negligent supervision and retention

The theories of negligent supervision and retention are similar to negligent hiring, but are applicable when the victim proves the employer knew or should have known, that a current employee was potentially violent and failed to take appropriate remedial action.

Prohibited harassment

An employee’s harassing conduct may result in liability to an employer, especially if that employer does not have an effective policy prohibiting harassment on the basis of protected characteristics.

Third-party victims’ liability 

A growing trend among the victims of crime and plaintiffs’ attorneys is to look for parties who can be blamed for all or a portion of the injuries that a person received as a victim of a criminal act. People oftentimes place blame upon the employer of the person who committed a crime in the event the act or occurrence occurs in the performance of the employee’s job duties. Placing blame upon the criminal’s employer satisfies the need to find the proverbial “deep pockets” to compensate the crime victim. The person who actually committed the crime, of course, does not normally have adequate financial resources to compensate the victim for injuries, nor would there be insurance coverage for the perpetrator; however, the perpetrator’s employer will often have financial resources and/or insurance coverage from which the victim might obtain compensation.

Although the employer should generally not be responsible for criminal acts by its employees if those acts were not committed within the course and scope of the worker’s duties, crime victims will sometimes allege that the employer’s failure to exercise due care with respect to the employee caused or contributed to the employee’s opportunity to commit the criminal act. The most common of such claims is that the employer was negligent in hiring an employee who was ill-suited for the job because of the employee’s tendency to commit a crime. In cases in which there was nothing about the employee’s background that the employer might have been able to learn at the time of hiring, victims of crime will bring claims for negligent supervision or negligent retention, alleging that the employer should have fired the employee or taken other precautions that would have prevented the employee from having the opportunity to commit the crime.

Negligence claims against employers by victims of crime pose serious risks for employers. Juries are sympathetic to crime victims. Juries will sometimes stretch the facts of a case to find that an employer should have foreseen that its employee might commit a crime and that the employer is therefore responsible to compensate the victim. Furthermore, the outcome of jury verdicts in this area are less predictable than more common negligence claims, which typically arise out of accidents rather than criminal conduct.

Employers may be liable for work-related violent acts committed by their employees if the employees were acting within the scope of their employment at the time of the violent incident.

The best protection an employer can avail itself to and offer to employees is to offer is to establish a zero-tolerance policy toward workplace violence against or by their employees. The employer should establish a workplace violence prevention program or incorporate the information into an existing accident prevention program, employee handbook or manual of standard operating procedures. It is critical to ensure that all employees know the policy and understand that all claims of workplace violence will be investigated and remedied promptly. It is also critical that employers enforce such policies on a consistent basis.

Guidelines on workplace violence

The Occupational Safety and Health Administration (OSHA) has issued recommendations for preventing violence in the workplace. Although there are no workplace violence regulations, OSHA contends that all employers have a general duty to provide their employees with a workplace free from recognized hazards. It is their position that employers can be cited for violating the law under the “general duty” clause if there is a recognized hazard of workplace violence in their establishments and they do nothing to prevent or abate it.

Unfortunately, workplace violence incidents in the United States are occurring more frequently. When such incidents increase, the public brings pressure on the government for some type of response. If workplace violence occurs, the agency may take the position that the employer violated the law if it can show that appropriate steps were not taken to prevent or minimize the harm to employees.

Steps recommended by the guidelines

To ensure an effective program, management and front-line employees must work together, perhaps through a team or committee approach. If employers opt for this strategy, they must be careful to comply with the applicable provisions of the National Labor Relations act (NLRA), which prohibits employee safety committees that “bargain” with management. Such committees should:

  • Create a written program for job safety and security, incorporated into the employer’s overall safety and health program.
  • Conduct a worksite analysis, which involves a step-by-step, common sense look at the workplace to find existing or potential hazards for workplace violence.
  • Review medical, safety, workers’ compensation and insurance records, including the OSHA 200 log, to pinpoint instances of workplace violence.
  • Monitor trends and analyze incidents in the workplace.
  • Conduct screening surveys. OSHA recommends that employers give employees a questionnaire or survey to get their thoughts and concerns on the potential for violent incidents and to identify or confirm the need for improved security measures.
  • Conduct workplace security analysis.
  • Implement engineering controls, such as the use of closed-circuit videos, placement of curved mirrors in desolate hallways and enclosing offices with safety doors and glass, etc.
  • Develop a post-incident response and evaluation team to determine why an incident of workplace violence occurred and how it can be avoided in the future.
  • Train and educate all employees to ensure that all staff are aware of potential security hazards and how to protect themselves and their co-workers through established policies and procedures.
  • Keep good records that help employers determine the severity of the problem, evaluate methods of hazard control and identify training needs.
  • Regularly schedule evaluations of safety and security measures by management.

Employer strategies for preventing workplace violence

Employers should consider implementing the following strategies to prevent incidents of violence in the workplace:

  • Require the employment application to be completed entirely, particularly with prior job history and explanation for periods of unemployment.
  • Require and check personal references.
  • Perform background and reference checks for all new hires in accordance with state and federal laws, i.e., the Fair Credit Reporting Act (FCRA). Employers should consult with employment counsel to ensure that inquiries comply with the EEOC’s enforcement guidance and do not result a disparate impact prohibited by Title VII. The guidance calls for conducting individualized assessments for applicants excluded by a criminal background check to determine whether the application of the policy is job related and consistent with business necessity.
  • Secure the workplace. Identify high-risk hours of operation or locations, such as retail businesses, employees working alone, late night and early morning shifts, urban crime areas and valuable equipment onsite. Consider use of the following:
    • lighting
    • metal detection devices
    • surveillance cameras
    • barriers
    • emergency or panic buttons and security officers
    • cash handling procedures
    • sign-in procedures limiting access.
  • Enforce legally defined no-solicitation/no-distribution rules and prohibit off-duty employee presence in the workplace.
  • Implement and enforce written workplace rules that provide “zero tolerance” for potentially violent conduct such as fighting, threats, physical contact, etc.
  • Implement and enforce written policies prohibiting harassment of any kind.
  • Train supervisors to identify potentially dangerous employees and to take appropriate steps to contain inappropriate or suspicious behavior.
  • Consider implementing a policy banning all weapons from company premises, to the extent available by law.
  • Consider a policy that allows the employer to conduct searches of employee lockers, containers or automobiles.
  • Implement and enforce a drug-testing policy.
  • Implement and publicize grievance procedures for employees.
  • Consider providing direct communication (i.e., open door) channels to upper management that allow the employee to bypass the direct supervisor.
  • Require supervisors to perform accurate and fair job evaluations of all employees.
  • Provide job counseling as soon as possible for employees who are terminated or laid off. Train supervisors to communicate any necessary layoffs or discharges without anger.
  • Develop emergency plans to prepare supervisors to deal with violent situations if they should arise.
  • Consider the best way to handle bomb threats, robberies, assault and other workplace violence before such incidents occur.