3. Adoption a zero tolerance policy. Regardless of the worth of the employee involved, if a situation of this sort exists, take immediate and decisive action. Investigate any complaints at once and if they have merit, take action against the perpetrator.
4. Engage in some training to let your supervisors know what to look for. For example, employees who are under protracted stress, for examples. should be offered a friendly ear and some counseling if necessary. You may find yourself even mediating some situations between employees and/or supervisors.
5. Use an exit procedure. Many firms are now going to a framework where terminations are handled by someone other than the first line supervisor. The theory is that there is already an adversarial relationship between the supervisor and the employee, therefore, the termination should be handled by someone who is neutral. At the termination or exit interview, all decisions regarding accrued vacation or other benefits need to be explained, COBRA rights set up, a clear understanding of why the action was taken or should be made, and any sort of aberrant behavior needs to be noted.
6. Learn to assess potential threats. Interestingly enough, many companies are setting up "threat assessment" teams which are people who have some training in workplace violence, whose mission it is to decide whether or not any incident of workplace violence is serious.