Protecting The Workplace

By Howard F. Fisher, Esq.

What is keeping you up at night as you consider returning to the office?

Employers and employees are navigating a rapidly changing landscape of workplace safety concerns from policies touching on vaccine or mask requirements; potential of political or civil unrest; employee and guest vaccination status; remote or hybrid work, scenarios; and a full return to an in-person workplace environment that will look and feel very different than it was prior to the pandemic.

Further adding to the concerns is the unfortunate situation where employees may have experienced economic difficulties, increased domestic tension or other impacts that will increase the risk or opportunity for workplace violence to occur.

Employers Have a Duty To Provide a Safe Workplace

Employers must maintain “a place of employment which is free from recognized hazards that are causing or are likely to cause death or serious physical harm …”, according to OSHA/MOSHA requirements.

Failing to prevent workplace violence is expensive. The human cost of workplace violent acts is immeasurable. The financial impact can cripple a business. Medical bills covering physical and psychological support for victims and witnesses, liability expenses, negligence lawsuits and physical site damage can be extensive.

As employees return to work, there has never been a better time to review physical security as well as workplace violence prevention policies.

Understanding the gaps in your organization’s physical and technical security is a critical first step in prevention-focused security risk management. Workplace violence prevention programs cannot and should not only protect employees as they face these situations, but also prevent a perpetrator from committing violent acts in their own or their victim’s workplace and includes but is not limited to physical violence, threats or threatening behavior communicated through verbal, written, electronic or physical means.

Physical And Technical Security Assessment

Employers should consider an independent assessment of security gaps for their facilities. Assessments may include one or several facility types to allow for a holistic assessment of overall gaps. Facility types may include multi-tenant Class-A office buildings, corporate headquarters or integrated complexes, mixed-use properties, retail and shopping centers, event halls, embassies, data centers and critical infrastructure sites.

The strategic scope of the assessment should cover factors such as risk, threat and vulnerability profile; geography and local environment; criticality of operations; sensitivity of information used, stored or generated; size of facility and number of personnel; regulatory mandates; and internal risk criteria.

The tactical scope of the assessment should focus on factors such as perimeter alarm systems; access control systems; closed-circuit television coverage; intrusion detection systems; fire and life safety systems; emergency plans; mail and package delivery; and backup power availability and adequacy.

Work-Place Violence Prevention Policy Assessment

As an employer, you have a legal duty to take reasonable steps to respond and intervene when the reported actions of an individual or group threaten your workplace. The goal of a workplace violence prevention program is to enhance employee safety and identify opportunities for early intervention to assist employees who may be in crisis.

When some people think of workplace violence prevention programs, they imagine acts of violence and punitive zero tolerance policies. But a properly developed and effectively implemented program prioritizes prevention and creates an environment of trust, respect and courtesy, so when issues arise anywhere (including in the home) employees feel comfortable bringing them forward.

Employers should examine existing policies in critical areas such as onboarding, employment screening, privacy, compliance and issue resolution and escalation. assess their current programs with the goal of creating a security roadmap that:

• Gains a baseline understanding of the strengths and weaknesses in current policy.
• Advances the company’s ability to prevent, mitigate and respond to incidents.
• Incorporates threat assessment into your plan.
• Factors in best practices in emergency preparedness planning.
• Views the company’s security risk management program holistically.

Assessments will identify gaps and opportunities for improvements and provide guidance on execution. The analysis should include key functions and departments such as Security, HR, Operations, Legal, Employee Assistance Program (EAP) and line management.

Closing the Gaps In Workplace Security Has Long-Term Benefits

Employers today are tackling a spectrum of issues ranging from post-incident internal investigations and messaging to employee populations deeply concerned about their own safety, to formal workplace violence prevention program development and – very importantly – the broader framework and integrity of each company’s respective physical and technical security protocols and practices. Here are some resources as well as the link to the LCS Open Line event on the same topic:

Additional Resource Links

Lighthouse Consulting Services, LLC Open Line event
Advancing best practices in workplace violence prevention

Jensen Hughes Service Offerings
+ Workplace Violence Prevention
+ Security Assessments
+ Active Assailant Awareness and Response Training

Jensen Hughes Publications
+ Workplace Violence Prevention in the Automotive Industry
+ Creating a HR Services Workplace Violence Prevention Program
+ Improving Security while Workplaces are Empty

External Resources
+ US. Department of Labor: OSHA Workplace Violence page
+ Federal Bureau of Investigation: Active Shooter Resources page

Taking an all-in approach to workplace violence prevention is vital to protecting people, property, performance, and reputation. Aligning security and safety with strategic business issues such as production and profitability brings broad business benefits that include increased workplace security, higher employee morale, greater cross-functional collaboration and information sharing, and uninterrupted business operations.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2022 Jensen Hughes and Lighthouse Consulting Services.

Howard F. Fisher, Esq. a senior vice president with Jensen Hughes, advises on security risk consulting. He works with senior executives and their legal counsel who want to better manage security risk and emergency management. Jensen Hughes, a leading safety, security, and resiliency professional services firm, is a joint venture partner with Lighthouse Consulting Services LLC. Howard has held executive positions at several large professional services firms and corporations where he was entrusted with rapidly increasing responsibility for the strategic, operational, and financial performance of multiple teams.

Don’t read the horrible headlines about other businesses and think it will never happen to you. Hopefully you may never need their services, but isn’t an ounce of prevention worth looking into?

To learn more, click here:

If you are open to a conversation about how to better manage security risk and emergency management, please contact or 312.560.0336.

We strongly recommend you sign up with Howard to receive a 24-hour hotline number to call in an emergency. If a security or violence problem hit your business, who would you turn to? Sadly, workplace violence is becoming more commonplace. Obviously, this is not something you want to do at the last minute. When something happens that is not the time to scramble for help. Having the 24-hour hotline number to call can give you a measure of peace of mind.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, Santa Monica, CA, (310) 453-6556, & our website:

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style and personality assessments for new hires and staff development. Lighthouse Consulting Services, LLC can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops on team building, interpersonal communication, and stress management.

To order the books, Cracking the Personality Code, Cracking the Business Code, and Cracking the High-Performance Team Code, please go to:


Checklist To Create A Hybrid Work Environment Culture

By Patty Crabtree

“I just want everyone back at the office and let’s just get back to normal,” many a business leader has said.

But let’s face facts: the old ways of business will never really happen again. That train has left the station, that ship has sailed.

During the pandemic businesses have been exposed to the possibilities of remote work. Many workers found it to be liberating as they were no longer tied to that commute or the rigid nine-to-five schedule. Now that we have seen what is possible, how can we capitalize on it and develop that world class service?

Here is a surprising statistic: If given the choice between a $30,000 raise or permanently working from home, employees at some of the biggest companies said they would choose the latter. LinkedIn News, citing a survey by professional network Blind, reports 64% of respondents would forgo the extra cash for the remote work benefits. About 67% of Google respondents preferred permanent work-from-home, as well as 64% of Amazon, 62% of Microsoft, 69% of Apple, 76% of Salesforce and 47% of JPMorgan Chase employees.

“I’m not surprised at all,” said Chelsea Jay-Wiltse, a career coach at “The pandemic provided an opportunity for many professionals to reset and rediscover their priorities. Most professionals found working from home provided a better work/life balance, more time with family and friends, and decreased stress levels. Utilizing technology to its fullest extent is the way of the future.”

She offers this prediction: “More employers will need to offer flexible scheduling and remote work options to remain competitive when it comes to attracting talented professionals.”

However, the message we keep hearing at Lighthouse Consulting is businesses want to return to normal, all the peas back in the pod. We are not a fan of this word normal. This word gets thrown around every time something pushes us outside our comfort zone as people crave the known and are afraid of the unknown.

Normal is such a disempowering word. It takes away from the opportunity and encourages things to go to back the same. But a return to normal is just an illusion as our world has changed. With all the opportunities that have occurred, why would someone want to go back to the way things were when there is a possibility of something better?

Déjà Vu All Over Again

Déjà vu is the feeling you have experience something before. For me, I faced this dilemma many years ago as my company faced a staffing crisis. As a small company, our solution was to start building a remote workforce. Through trial and error, we developed a high performing and successful workforce that cultivated a high retention rate of both clients and staff. Our culture of innovation thrived, and collaboration was strong. As profitability increased year over year, we had proof this concept worked.

As more people are vaccinated and the infection rate is decreasing, the talk is about moving back into the office toward that normal. Many leaders are inferring they will demand everyone return to the office while employees are wanting options. Some want to be able to work remotely a few days a week. Others want to work remotely full time.

Managing A Hybrid Workforce Takes Focus

So, how do you balance this desire for a hybrid-work-environment so it supports everyone’s desires?

Managing a hybrid or fully remote workforce takes a different focus. One word I like to use here is intentional. A more intentional focus on the nuances of a diverse work environment is important to continue a healthy, successful workforce.

Here are some aspects to consider as you plan for continuing a hybrid or remote workforce:

  • Culture. How has your culture evolved during this time and how does it need to further evolve to support a hybrid or remote workforce? Do your current core values fit this new environment? Is a fine tuning needed?
  • Communication. Have you established a formal communication plan to ensure all messaging is heard by staff? This would include the types of events that can occur throughout the month, who should be included in the communication and what method the communication is expressed.
  • Strategy. How have your leaders ensured a focus on both short-term and long-term strategy? What is the long-term vision and plan for the company while embracing a hybrid or fully remote work environment?
  • Management. What training has been provided to managers to ensure they effectively supervise the hybrid or remote workers and maintain a high level of productivity and staff retention?
  • Customer Service. How has customer service evolved? Has this been an intentional practice or in the moment solution?
  • Collaboration. How have you encouraged collaboration in a hybrid or fully remote environment? What tools have been put in place to ensure collaboration continues to thrive?
  • Team Building. What hybrid team building activities have been established? Are they scheduled on a regular basis?
  • Training. How has ongoing training evolved to support a hybrid or remote workforce?
  • Flexibility. Is that nine-to-five work environment really the only effective way for your staff to be successful? Is there an opportunity to provide flexible schedules that support company needs along with a healthy work-life balance for your employees?
  • Meetings. What tools have been put in place to facilitate effective meeting and encourage a healthy dialogue?
  • Recognition/Engagement. How has your recognition program evolved to be inclusive of both office and remote workers? What is your engagement plan?
  • Interviewing. What practices have been put in place to support effective remote hiring?
  • Onboarding. Do you have an effective plan to onboard new hires both in the office and remote workers? Does you plan include team building and culture activities?

“The pandemic lockdown only accelerated the work-from-home trend,” says Dennis Consorte, a small business consultant at “In a digital age, commuting is a waste of time for many professions. If you work in retail or construction, then sure, you need to show up to do the work. If facetime is important to company culture, then businesses should consider rotating schedules where staff visits home base once a week. The key is in measuring the value that people provide, rather than the hours they work.”

Consorte says this mindset eliminates concerns over employees who work fewer hours than their peers, because it’s the value they produce that matters, regardless of how long it takes. “Work-from-home rewards workers with hundreds of more hours of personal time each year, making for a better work-life balance, and happier employees produce better results,” he adds.

Developing a successful and lasting hybrid workforce takes building a new muscle. A muscle of enhanced communication, unique team building approaches, leaders driving the conversation and showing the way with a new focus and creating an offering that is attractive to existing and potential employees along with ensuring your customers continue to feel valued.

This is like any new strategic initiative. Being strategic takes planning, focus, communication and accountability to implement and thrive.

If you are open to a conversation about any of these aspects of creating a hybrid work environment culture, please call or email and we will set up a time to talk.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2022

Patty Crabtree is a Senior Consultant at Lighthouse Consulting Services with 25 years of operations and finance leadership experience. Her phone number is 310-453-6556, ext. 410 and her email is

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style & personality assessments for new hires & staff development. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication, stress & time management, sales & customer service training and negotiation skills as well as our full-service Business Consulting Division.

If you are open to a conversation about how our in-depth work style and personality assessment could help your team, including pricing and the science behind the tests, please contact us at 310-453-6556, extension 403.

For more information, please visit our website, to sign up for our Open Line webinars and monthly Keeping On Track publication or to order the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”. If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, Santa Monica, CA, (310) 453-6556, & our website: