An increasing trend, and one that will become even more pressing in 2016, is an expanded focus on personnel. This includes the recruitment, selection, training, engagement and recognition of the individuals who are assigned to help create and maintain safer and more secure environments.

 

The tightening labour market has propelled this pressing need to the forefront. With fewer candidates for security officer openings – and openings in most industries – the competition for top talent is escalating. And, the security officer service providers are not the only ones feeling the pressure. Organisational leaders who contract security services are impacted as well.

Evaulating security providers

It is imperative for organisational leaders to look beyond the promises for quality personnel from security providers. Formal processes, responsive local managers and a culture of engagement that is visible in the everyday service delivery are critical differentiators.

How can leaders ensure that they are receiving high quality security personnel who will take ownership for their responsibilities and find a long-term career at their location? The key is in the depth of support and culture behind the public-facing security officers. Here are three key areas to consider when evaluating security providers:

Fit for position

Filling an open position is just not enough. The security personnel assigned to a particular security programme need to be selected specifically for it – based on the site’s criteria and the security officers. Security providers with structured processes to identify a candidate’s preferences and to match them to openings where they will excel are ideal security partners

Recognition programmes that are formal and active; and an overall appreciation for security officers are indicators of how security officers are truly treated
Training & career development creates satisfied, productive security officers 

 
Engagement culture

This must be more than words on paper. True engagement is cultivated through meaningful and varied initiatives. Security officers who have access to employer-provided benefits; training and assistance with higher education; ongoing communication; and career development opportunities are better satisfied, more productive and invested in the success of the security programme.

Recognition programmes

Security officers should be recognised for their accomplishments – on and off the job. Recognition programmes that are formal and active; and an overall appreciation for security officers are indicators of how security officers are truly treated. Respect leads to performance, pride and ownership.

See the full coverage of 2015/2016 Review and Forecast articles here

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Jim Gillece Senior Vice President - Human Capital Management, Allied Universal

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