Exercise 10-2 “Frustrated, Fired Frank”: Workplace Violence Case Analysis, HR Response, Prevention and Recovery
6 min read Exercise 10-2: Power, Rage & Anger (“Frustrated, Fired Frank”)
Frank Lee worked for Kirby Tires Inc. for 18 years and was promoted to foreman about six years ago. His performance was excellent until last Christmas, when his parents were killed by a drunk driver; his mother died instantly and his father died after weeks in intensive care. Since then, his line’s production dropped 19%, he called in sick 13 times in six months, he was at least 30 minutes late every day for two weeks and he appeared depressed. The company ignored the problems until last week, when HR Director Kyle Rogers sent a letter warning that continued lateness would result in immediate termination. After Frank was late on Monday and Tuesday, he received a second letter terminating him immediately and stopping all benefits by week’s end. On Wednesday, Frank came to work with a shotgun, killed Kyle Rogers and then himself.
- If you were the HR director, would you have handled the situation differently? If so, how?
- What should the company do to reduce the likelihood of this happening again?
- What steps would you take to help the company recover from such a tragic incident?
Grief, depression and decline went unaddressed for months
No conversation, EAP, leave or accommodations
Two letters, no meeting, benefits cut immediately
Content note: this case involves grief, depression, homicide and suicide. If you or someone you know is in crisis, in the United States you can call or text 988 to reach the 988 Suicide & Crisis Lifeline.
Model answers
Original example for study purposes (about 650 words). Add your textbook’s discussion of workplace violence.
Workplace violence is a serious occupational risk. The U.S. Bureau of Labor Statistics recorded 458 workplace homicides in 2023, accounting for 8.7% of all fatal work injuries (U.S. Bureau of Labor Statistics [BLS], 2024). Many incidents involving current or former employees follow warning signs and perceived injustice, which makes HR practices an important part of prevention. Nothing excuses Frank’s actions, but the company’s handling of his situation increased the risk.
1. How I Would Have Handled the Situation Differently
- Address the problem early and personally. The company ignored a 19% drop in production, frequent absences and visible depression for months, then moved suddenly to termination. As HR director, I would have worked with Frank’s manager to meet with him privately soon after the decline began, expressing concern and condolences and discussing the performance changes.
- Offer support and leave options. I would have referred Frank to the Employee Assistance Program for grief counseling, explained bereavement leave and informed him of his rights under the Family and Medical Leave Act, which can provide up to 12 weeks of job-protected, unpaid leave for an eligible employee’s serious health condition, such as depression. If he had a qualifying condition, I would have engaged in the interactive process for reasonable accommodations, such as a temporary schedule adjustment.
- Use fair, progressive discipline. If problems continued after support, I would have used documented steps (a verbal warning, a written warning with a performance improvement plan and clear expectations, and a final warning) with meetings at each step, rather than two impersonal letters a few days apart. His 18 years of excellent service warranted that consideration.
- Conduct any termination respectfully and safely. If termination became necessary, I would have held a private, in-person meeting with HR and his manager present, explained the reasons, offered severance and outplacement, explained COBRA continuation of health coverage and how final pay and benefits would end, and provided EAP information. I would have assessed for warning signs of violence and coordinated with security if concerns existed.
2. Reducing the Likelihood of Future Incidents
- Adopt a written workplace violence prevention policy with zero tolerance for threats and violence, clear reporting procedures and protection against retaliation.
- Create a threat assessment team including HR, security, legal, management and a mental health professional, to evaluate concerning behavior and plan interventions.
- Train managers to recognize warning signs, such as major life stressors, withdrawal, depression, expressions of hopelessness or anger and talk of weapons, and to refer employees for support early.
- Promote the EAP and mental health resources and reduce stigma around seeking help, including after bereavement.
- Standardize discipline and termination procedures so that employees receive fair notice, progressive steps and respectful treatment, with HR review before terminations.
- Improve physical security, such as controlled access, badge deactivation when appropriate and procedures for high-risk terminations.
- Use federal guidance, such as OSHA’s and NIOSH’s workplace violence prevention resources, to assess risk and develop a comprehensive program.
3. Helping the Company Recover
- Immediate response: cooperate with law enforcement, secure the site, notify families compassionately and communicate factual information to employees quickly to reduce rumors.
- Psychological support: bring in crisis counselors for on-site critical incident support, expand EAP access, offer time off and recognize that employees may experience grief, anger, guilt and trauma symptoms.
- Support the families: offer condolences and assistance to the families of both Kyle Rogers and Frank Lee, recognizing that both families are grieving.
- Respectful memorials and communication: allow employees to grieve together and communicate regularly from senior leadership.
- Review and learn: conduct an independent review of what happened and why, including HR practices, and share the changes being made, such as the violence prevention program and revised discipline policies.
- Return to work gradually: adjust workloads and production expectations temporarily and monitor employees for longer-term effects.
Frank’s case shows that how organizations treat struggling employees matters. Early support, fair procedures and dignity during difficult decisions protect both employees and the organization.
References
U.S. Bureau of Labor Statistics. (2024, December 19). National census of fatal occupational injuries in 2023 [News release]. https://www.bls.gov/news.release/archives/cfoi_12192024.htm
[Your course textbook, Chapter 10, in APA format.]
Before you submit: cite your textbook’s section on workplace violence and, if your instructor wants more sources, add OSHA’s workplace violence guidance and the U.S. Department of Labor’s FMLA information.
Frequently asked questions
Could FMLA have applied to Frank?
Possibly. If he was an eligible employee and his depression was a serious health condition, he could have been entitled to job-protected leave. HR should inform employees of these rights when circumstances suggest they may apply.
What is a threat assessment team?
It is a multidisciplinary group that evaluates concerning behavior, determines the level of risk and coordinates interventions such as support, security measures or law enforcement involvement.
Related reading: Exercise 10-1: The Good Soldier (OCB) and managing workplace conflict over overtime cuts.
More model assignments posted today
- Letter of reprimand, Scenario 1 (Mr. Davis)
- Letter of reprimand, Scenario 2 (Ms. Reynolds)
- Sexual disorders vs. normal variation
- Exercise 10-1: The Good Soldier (OCB)
- Harris County community health PowerPoint
- Paul Hawken on management vs. leadership
