Workplace violence: Early warning signs every employer should watch for

April is Workplace Violence Prevention Awareness Month, and it is a timely reminder that violence at work is not rare, unpredictable, or limited to certain industries. It affects organizations of every size, from frontline operations to professional offices, and it impacts everyone—leaders, supervisors, HR, safety professionals, and employees.

A federal study found an annual average of about 1.3 million nonfatal workplace violent victimizations in the United States from 2015 to 2019. Hundreds of workers are also killed in violent incidents at work each year—for example, 524 workplace homicides were recorded in 2022. Violent acts, including homicides, remain a major cause of workplace fatalities, and firearms account for the overwhelming majority of those deaths, with gunshot wounds responsible for roughly 80 percent or more of workplace homicides in recent years. Beyond the immediate tragedy, these incidents leave a long-term mark on employees, who may feel distressed, anxious, and unsafe for months afterward.

Why workplace violence prevention matters for employers

Preventing workplace violence is both a moral obligation and a critical business priority. When employees do not feel safe, the cost is reflected in turnover, absenteeism, disengagement, and damaged trust. Productivity suffers, teams struggle to focus, and the organization can face legal and financial consequences that last long after an incident.

Employers across the United States also operate under a general duty to provide a safe and healthful work environment. That duty does not require predicting every act of violence, but it does call for thoughtful, preventive measures—policies, training, and a culture where warning signs are recognized and addressed instead of ignored.

Why warning signs are so important

Contrary to the common myth that people “just snap,” most acts of workplace violence are preceded by observable changes in behavior. A troubled employee often becomes a troubling employee over time, to the point where coworkers may begin to feel uncomfortable, intimidated, or afraid.

The goal is not to label someone as dangerous based on one bad day or a single outburst. Instead, it is to notice patterns, escalation, and combinations of behaviors that suggest an increasing risk. Recognizing these early signs gives employers the chance to intervene, de-escalate, and, in many cases, connect the employee with needed support.

Behavioral warning signs employers should watch for

Any employee, supervisor, or leader may be the first to notice a change in behavior. While no single behavior guarantees someone will become violent, the presence of several warning signs—or a sudden escalation—should prompt concern and action. Possible warning signs include:

• Veiled or direct threats of violence toward others, even if framed as “jokes.”
• Increasing irritability, belligerence, hostility, or uncontrolled anger.
• An excessive interest in guns or other weapons, or boasting about a weapons collection.
• Noticeable changes in behavior, such as deteriorating work performance, missing deadlines, appearing unusually withdrawn, or acting in ways that seem out of touch with reality.
• A resumption or escalation of drug or alcohol use, especially when combined with job stress.
• Extreme reactions to workplace events like layoffs, discharges, demotions, or disciplinary actions.
• Persistent blaming of coworkers, supervisors, or “the company,” and holding grudges instead of resolving conflicts.
• Signs of depression, paranoia, hopelessness, or a growing sense that “nothing matters.”
• An increased tendency to push the limits of normal behavior, disregard policies, or challenge boundaries with “in your face” conduct.
• A history of violent, reckless, or antisocial behavior inside or outside of work.
• References to, or identification with, mass murderers or infamous workplace violence incidents.
• A pronounced “loner” pattern—little or no involvement with coworkers, combined with visible resentment or anger.

These behaviors may be rooted in emotional, financial, family, or personal struggles. The presence of a warning sign does not mean someone will become violent, but it does mean the behavior should be taken seriously and addressed through appropriate channels.

How employers should respond when they see warning signs

Once concerning behaviors are noticed, it is important for employers to respond in a way that is structured, careful, and humane. The goal is to protect everyone’s safety while also recognizing that the employee may need support.

Employers can:

• Encourage employees to report when they feel unsafe, threatened, or deeply uncomfortable around a coworker, and make sure they know how and where to report.
• Train supervisors to document incidents clearly, including dates, times, specific behaviors or statements, and any witnesses.
• Ensure that reports are elevated promptly to the appropriate internal contacts—such as HR, security, or a designated threat-assessment or safety team—for review.
• Consider having a trained manager or HR professional speak privately with the employee to understand what is happening, when it is safe and appropriate to do so.
• Use Employee Assistance Programs (EAPs) or external behavioral health resources to offer confidential help when signs of distress, substance abuse, or personal crisis appear.
• Avoid unplanned confrontations by untrained staff that could escalate tension or place someone at risk.

This approach respects the dignity of the employee while prioritizing safety. Early, thoughtful intervention can prevent situations from worsening and can connect a struggling person with meaningful help.

Building a culture of workplace violence prevention

A list of warning signs is only effective if people feel empowered and supported to act on what they see. Prevention starts with culture: employees must believe that leadership takes safety seriously and that speaking up is valued, not punished.

Employers should maintain a clear workplace violence prevention plan that:

• Defines prohibited conduct, including threats, intimidation, and harassment.
• Explains how employees can report concerns, anonymously if necessary.
• Outlines how threats, high-risk behaviors, and incidents will be assessed and addressed.
• Coordinates with existing policies on safety, security, HR, and discipline so responses are consistent.

Regular training for employees, supervisors, and managers should bring this plan to life. Training can cover recognizing warning signs, understanding the reporting process, and knowing what support—such as EAPs and internal safety contacts—is available. When people see these topics treated as a normal part of workplace safety, they are more likely to speak up when something feels wrong.

Integrating warning signs into policies and training

To make warning signs truly actionable, they should be woven into your policies, procedures, and training programs rather than existing as a standalone list. Employers can:

• Include practical examples of concerning behaviors in training so employees can better recognize them in real situations.
• Practice “if you see something, say something” as a cultural norm by reinforcing it in meetings, leadership messages, and onboarding.
• Build scenario-based discussions into supervisor and leadership development, exploring what to do when performance issues and safety concerns overlap.
• Remind employees that reporting concerns early is not an overreaction—it is an act of care for themselves, their coworkers, and the person who may be struggling.

When every level of the organization understands the early warning signs of workplace violence and how to respond, employers are better positioned to protect their people and their business. The real value lies in combining vigilance with compassion. You’re not only preventing potential harm; you’re also creating a workplace where employees can feel both safe and supported.