2. The 4 Types of Workplace Violence

Cal-OSHA's categorization — recognition matters

8 CCR 3343 (and the federal NIOSH framework it draws from) categorizes workplace violence into four types based on the relationship between the perpetrator and the workplace. Recognizing the type guides prevention.

Why the typology matters

Each type has different warning signs and different prevention strategies. Type 1 is largely about security infrastructure (locks, cash control, alarms). Type 2 is about de-escalation training and threat-assessment. Type 3 is about HR processes (separations, threat-of-violence policies) and culture. Type 4 is about employee support, safety planning, and access control.

3. The WVPP — Required Elements

What your employer's Workplace Violence Prevention Plan must contain

8 CCR 3343 lists the elements every WVPP must include. You don't need to memorize them all, but you should know what's in your employer's plan:

1. Names of persons responsible for implementing the plan
2. Methods to obtain employee input on the plan's development and effectiveness
3. Procedures to coordinate with other employers when there are workplaces shared with another employer
4. Hazard identification and evaluation procedures — how the employer identifies workplace-violence hazards
5. Hazard correction procedures
6. Incident reporting procedures — how employees report violence, threats of violence, near-misses
7. Procedures for emergency response
8. Post-incident response procedures — including medical care, debriefing, support
9. Training — including initial, refresher, and event-driven training
10. Procedures for communicating with employees about workplace violence matters
11. Procedures for compliance with the plan — accountability for implementation
12. Procedures for reviewing the plan — annual and event-driven
13. Procedures for protecting employees who report from retaliation
14. Identification of who participated in plan development

Where to find your WVPP

Your employer should have provided you with information about the WVPP during initial training. Common access points: an HR intranet, the employee handbook, a posted location at the worksite, or by request from HR.

4. Warning Signs

What to watch for — and what to do when you see it

Workplace violence often has warning signs in the days or weeks before. No single sign predicts violence; combinations of signs warrant attention.

Verbal warning signs

• Direct or veiled threats of harm ("You're going to be sorry," "Someone's going to get hurt")
• Statements identifying with prior workplace-violence perpetrators
• Romanticizing or glorifying violence
• References to weapons or specific harm scenarios
• Statements of hopelessness or having "nothing to lose"

Behavioral warning signs

• Sudden, marked change in mood, demeanor, or appearance
• Increased agitation, paranoia, or hostility
• Withdrawal from coworkers and social interaction
• Escalating conflicts that the person can't let go of
• Deterioration in work performance combined with grievances
• Stalking, surveilling, or repeatedly approaching specific coworkers

Situational warning signs

• Recent termination, demotion, or perceived workplace injustice
• Major personal crisis — divorce, financial collapse, custody loss
• Substance use disorder, especially escalating
• History of violence or threats
• Access to weapons combined with other warning signs

The "watch list" warning signs

• Bringing weapons to the workplace — even non-prohibited ones
• Talking through specific violence scenarios at the workplace
• "Setting affairs in order" behaviors at work — saying goodbyes, giving away possessions
• Researching prior workplace-violence events

What to do when you see warning signs

Report them. Through your WVPP reporting channel — supervisor, HR, designated contact. You don't need to be sure the person is dangerous. You don't need to diagnose. You just need to flag what you're seeing so people whose job it is to assess threats can do so.

5. The Violent Incident Log

8 CCR 3343's required logging — what's in it and what it's for

Every covered employer must maintain a Violent Incident Log. Each workplace-violence incident gets a log entry. The log is one of Cal-OSHA's primary tools to verify a working WVPP.

What gets logged

For each incident:

• Date, time, location of the incident
• Workplace violence type (1, 2, 3, or 4)
• Narrative of what happened — detailed, factual, without identifying victims/witnesses by name in a way that can be subpoenaed inappropriately
• Type of incident — physical attack, threat of violence, animal attack, etc.
• Consequences — injuries (without specifics identifying the employee), law enforcement involvement, etc.
• Classifications of the person involved (e.g., "current employee," "former employee," "customer," "stranger" — without identifying name)
• Where it took place (parking lot, customer area, employee-only area, etc.)
• Type of violence (e.g., physical, verbal, gun, knife, threatening posture)
• Actions taken to mitigate, respond, and prevent recurrence
• Who completed the log entry

What does NOT get logged

The log should NOT include personally identifying information about victims or witnesses in a way that creates additional risk. The format avoids names except as truly necessary; demographic and classification fields capture relevant patterns.

How long to keep it

The Violent Incident Log must be maintained for at least 5 years. Training records, hazard identification records, and other WVPP records also have multi-year retention requirements.

What if the log seems empty?

If you've experienced or witnessed workplace-violence incidents that aren't in the log, that's a compliance gap. Report through your WVPP channel so each incident gets recorded. The log records every incident — including threats, near-misses, and incidents where no one was injured.

6. Incident Reporting

How to report, what's protected, and what happens after

What to report

Per 8 CCR 3343, the WVPP must accept reports of:

• Workplace-violence incidents — including threats, physical contact, intimidation
• Concerns about workplace-violence hazards
• Near-misses and "could have happened" events
• Suspicious behaviors and warning signs in self or others

How to report

Your employer's WVPP must specify the reporting procedure. Common channels:

• Direct supervisor
• HR or designated WVPP contact
• An anonymous reporting line
• Online incident-report form
• Direct contact with Cal-OSHA (in addition to internal reporting)

Anti-retaliation protection

California Labor Code §6310 protects employees who report safety concerns from retaliation. This includes WVPP reports. Your employer cannot punish you (firing, demotion, reduction of hours, exclusion, harassment) for making a good-faith report.

What happens after you report

Your WVPP should specify how reports are received, evaluated, and acted on. Generally:

1. Acknowledgment of the report
2. Threat assessment (often by HR, sometimes with outside threat-assessment professionals)
3. Protective measures if needed — workplace adjustments, security enhancements, restraining-order support, no-contact directives
4. Investigation if there's an identified subject
5. Action — could range from coaching to termination to law enforcement referral
6. Follow-up with reporter on outcomes (within confidentiality limits)
7. Logging in the Violent Incident Log

7. De-escalation Basics

Verbal skills to bring tension down before it goes physical

Most workplace violence is preceded by a period of escalating tension. The right verbal and behavioral responses can interrupt that escalation. The wrong ones — challenges, ultimatums, dismissal — accelerate it.

What works

• Calm tone. Lower volume, slower pace, even cadence. People match the affect they're given.
• Active listening. Let them talk. Acknowledge what they're saying ("I hear that you feel this isn't fair"). Acknowledgment is not agreement — it's signal that you've heard.
• Validate the emotion. "I can understand why that would be frustrating." The emotion is real even if the demand is unreasonable.
• Safe distance. Two arms' length minimum. More if there's any sign of physical threat. Keep an escape route behind you.
• Open posture. Hands visible. No crossed arms. No pointing or finger-jabbing.
• Offer choices. "Would you like to step into the conference room so we can talk privately?" Choices give the person a sense of control without giving up your position.
• Ask, don't tell. "Can you help me understand what you'd like me to do?" puts them in problem-solving mode.
• Know your limits. If you can't help them, say so — and tell them who can. "I'm not the right person, but I'll get [supervisor] to come talk with you."

What escalates

• Aggressive tone, raised volume, sarcasm
• Dismissive language ("Calm down" — never works)
• Threats — "If you don't leave I'm calling security" (often necessary, but read the room)
• Ultimatums and final warnings
• Touching the person (almost always escalates)
• Telling them they're wrong, irrational, or unreasonable
• Power-assertions ("This isn't your decision," "I'm in charge here")

The CARP framework

• Control — Control yourself first. Your own composure sets the tone.
• Acknowledge — Acknowledge the person's feelings and concerns without agreeing.
• Refocus — Redirect from the problem to a possible path forward.
• Problem-solve — Engage them in finding a workable solution.

8. During an Incident

Active-violence response — Run, Hide, Fight

If an incident escalates to active violence, the standard guidance from the FBI and DHS is RUN — HIDE — FIGHT.

RUN

• Have an escape route in mind. Use it.
• Leave belongings behind.
• Help others escape if possible — but don't wait for them.
• Prevent others from entering the area.
• Call 911 when you're safe.

HIDE

• If you can't safely escape, find a place to hide.
• Out of the attacker's view; behind cover (a wall, not just concealment).
• Lock the door if you can. Barricade the door with heavy furniture.
• Silence your phone — including vibrate. Silence other noise sources.
• Spread out if you're with other people.
• Stay quiet. Stay still. Stay out of sight.

FIGHT

• As an absolute last resort — when your life is in immediate, direct danger.
• Commit to your action. Hesitation is dangerous.
• Improvise weapons: chairs, fire extinguishers, anything heavy or sharp.
• Aim for vulnerable areas: eyes, throat, knees.
• Act in concert with others if possible.

When law enforcement arrives

• Their primary mission is to stop the threat — not aid the wounded.
• Keep hands visible at all times.
• Drop any items in your hands (including phones, jackets).
• Do not point, scream, or yell.
• Move toward officers along the escape route they came from.
• Provide information when asked.

9. Post-Incident Response

What happens after, and what support is available

After any workplace-violence incident — major or minor — 8 CCR 3343 requires specific post-incident response steps. These exist to protect affected employees and prevent recurrence.

Immediate

• Scene safety. Confirm the threat is gone or contained.
• Medical care. Anyone injured gets evaluated and treated. Even seemingly minor injuries get documented.
• Trauma support. Direct affected employees to EAP, counseling, or crisis services. Even uninjured witnesses may need support.
• Communications. Manage internal and external communications carefully and consistently.

Short-term

• Debriefing. Affected employees are offered an opportunity to discuss what happened.
• Investigation. A formal review of what happened, contributing factors, and what could have been done differently.
• Continued trauma support. EAP, counseling, sometimes time off.
• Updates on findings. Affected employees should be kept informed within confidentiality limits.

Long-term

• Corrective action. Whatever the investigation surfaces — security upgrades, policy changes, training gaps — gets addressed.
• WVPP update. The plan is revised to reflect what was learned.
• Ongoing support. Trauma can manifest weeks or months later. Workplace-violence incidents have lasting psychological effects. Recognize this.
• Violent Incident Log entry. The incident is recorded in the log per 8 CCR 3343.

Workers' compensation

Injuries sustained in workplace-violence incidents — including psychological trauma — are typically workers' compensation matters in California. Report the incident through normal workers' compensation channels in addition to the WVPP.

If you need support

Don't wait or minimize. EAP services are confidential. Counseling helps. Time off when needed is okay. Workplace-violence trauma can develop into PTSD if untreated — early support helps prevent that.

10. Type 4 — Domestic Violence Spillover

When personal-relationship violence comes to work

Type 4 workplace violence is the spillover of personal-relationship violence — most commonly domestic violence — into the workplace. It's under-recognized and under-addressed. SB 553 explicitly covers it.

How it shows up

• An estranged partner shows up at the workplace
• Repeated unwanted phone calls, texts, or visits to the employee at work
• Stalking or surveillance by a former partner near the workplace
• The personal-violence perpetrator confronts coworkers about the employee's whereabouts
• Escalation from harassment toward physical violence at or near work

The CA Workplace Violence Restraining Order

California Code of Civil Procedure §527.8 allows an employer to seek a workplace violence restraining order on behalf of an employee who has been threatened or harmed. The order can prohibit the perpetrator from approaching the workplace, the employee, and other employees. SB 553 specifically references this as a tool employers should consider.

What you can do as a coworker

• If a coworker confides in you about an abusive relationship — listen, don't judge, don't pressure decisions
• Encourage them to report the workplace risk to HR or the WVPP contact
• Be aware of visitors and unfamiliar people at the workplace
• If you witness suspicious activity, report it through your WVPP channel
• Familiarize yourself with EAP resources you can share with coworkers

What you can do if you're the affected employee

• Talk to HR or the WVPP contact. They have options — schedule changes, workplace adjustments, restraining orders, safety planning.
• Use EAP for support. Domestic-violence resources are confidential.
• Provide a photo of the perpetrator and a description to security if appropriate.
• Consider a Workplace Violence Restraining Order — your employer can seek one.
• Know the National Domestic Violence Hotline: 1-800-799-SAFE (7233).

11. Annual Review + Employee Involvement

The WVPP is a living document — you have a role in it

Mandatory annual review

8 CCR 3343 requires the WVPP to be reviewed at least annually. It must also be reviewed:

• After any workplace-violence incident
• When a new or previously-unrecognized hazard is identified
• When changes to operations, the workforce, or the workplace could affect plan effectiveness

Employee involvement requirement

SB 553 explicitly requires employee involvement in the WVPP. The plan must specify methods to obtain employee input — and the employer must use those methods. Common forms:

• Safety committees with employee representatives
• Annual surveys of employees about workplace-violence concerns
• Post-incident debriefs
• Open feedback channels (email, anonymous report)
• Walk-arounds where employees identify hazards

Your role

Speak up. If you see hazards — physical conditions, work practices, gaps in the plan, concerning patterns — say so through the feedback channel. The plan is only as good as the input it gets.

Training updates

Initial training when you start. Annual refresher training. Plus event-driven training:

• When new hazards are identified
• When the WVPP is significantly updated
• When new equipment or procedures are introduced
• After incidents that reveal training gaps

Records and documentation

Training records — when each employee was trained, what training, who provided it — must be kept for at least 1 year per 8 CCR 3343. (Most employers keep them for the period of employment + 2-3 years for liability reasons.) Hazard identification and incident records have separate retention requirements.

12. What You Can Do

Putting the training into practice

Day-to-day

• Know your workplace. Where are the exits? Where could you hide? Who's the WVPP contact?
• Know the policies. Read the WVPP. Know how to report.
• Be situationally aware without being paranoid. Notice who comes and goes.
• Recognize warning signs in coworkers, customers, and yourself.
• Use de-escalation when tension rises. Practice the verbal moves so they're available when you need them.

When you see something concerning

• Report it. Through the WVPP channel — supervisor, HR, designated contact.
• Document what you observed. Specific behaviors, statements, dates, times.
• Don't try to handle it yourself. The job of assessing threats and intervening belongs to people trained for that work.
• Use the anti-retaliation protection. Good-faith reports are protected.

When an incident happens

• Get to safety first. RUN if you can. HIDE if you can't. FIGHT only if cornered.
• Call 911 when safe.
• Help responders by following their instructions.
• Document afterward while details are fresh.
• Use support resources. EAP, counseling, time off, workers' comp.

If you're being targeted

• Tell someone — HR, WVPP contact, supervisor. You don't have to handle it alone.
• Document everything. Threats, contacts, incidents, witnesses.
• Consider a Workplace Violence Restraining Order — your employer can seek one on your behalf under CCP §527.8.
• If it's a domestic-violence situation, use the National DV Hotline: 1-800-799-SAFE (7233). Workplace adjustments and CA leave protections are available.
• If you're in immediate danger, call 911.

Help build the culture

Workplace violence prevention isn't just about responding to incidents. It's about building a workplace where escalation has less room to grow. That means:

• Treating coworkers with respect
• Speaking up against bullying, harassment, intimidation — early
• Supporting coworkers in stressful times
• Using the EAP yourself when you need it
• Engaging when your employer asks for input on the WVPP

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