Security Personnel Management

Security Management

Hiring of Security Personnel

Bringing new people into the organization is one of the most important function of the security department.

Steps in Hiring Security Personnel

Entry Level PositionsA direct approach in advertising the fact

that a vacancy exists is usually desirable.

Non-Entry Level PositionThe recruiting approach for skilled

technical and managerial personnel is different from that for entry level positions. Rather than the direct, open approach the “Blind Ad” technique is recommended.

Recruiting Activity

An applicant’s first contact with the company should be with the personnel department.Every applicant’s first interview should be with a personnel interviewer who will review the data on the application, making any corrections and clarifications as appropriate.The purpose of the interview is for the interviewer to determine if there is a match between the interests and qualifications of the applicant and the needs of the department.

Interviewing Activity

Ask open-minded questions that cannot be answered with a yes or no.

Do not signal the answer.Ask motivator-type questions.Ask applicant what he likes to do most on the

job.Do no waste precious time “selling” your

company or department.At the conclusion of the interview, give the

applicant a date that he can go by.

Rules in Interview

To narrow down to the best candidate, the interviewer must understand the job for which he is recruiting.

To discipline oneself in the interviewing and the selection process to look for the candidates with the best qualification regardless of their color, race, religion, sex, etc.

Selection of the Best Candidate

Checking the background of an applicant is a very important phase in the hiring process.

A good portion of background checking is done by telephone, but in this case the investigator should get out from behind his desk and into the field talking to people about the candidate.

Background Investigation of the Applicant

Once the applicant has been chosen and screening is completed, we have come full circle back to the personnel department. The selected applicant application and the interviewers comment are reviewed. The salary and the starting date are agreed upon.

Job Offer

Training is an educational, informative, skill development process that brings about anticipated performance through a change in comprehension and behavior.

Training of Security Personnel

What managements wants them to do.Why managements wants to do it.How management wants it done.

Three Things That Management Wants the Employees to Know and Understand

What management wants done

POLICY Education Employee knows what is expected of him.

Why managementWants it done

OBJECTIVE Information

Employee understands why he is doing his job.

How management wants it done

PRODECURE

Training Employee knows how it is to be done.

Policy, Objective and Procedure (POP) Formula

The training function within the security organization should be continuous and ongoing .

Training as Ongoing Responsibility

General SeminarsInterrogation WorkshopTestifying in Court SeminarReport Writing WorkshopSupervisory Training

Types of Security Programs

The types of training programs are limited only by organizational needs.

Organizational needs come down to people needs.

Meeting Organizational Needs

A security training manual or handbook is an absolute essential and it must be updated on a regular basis.

Security Training Manual

Generally, the very word discipline evokes an emotional reaction on the part of employees at all level in the organization.

Discipline

Training that corrects, molds, or perfects.Punishment.Control gained by obedience or training.Orderly conduct.A system of rule governing conduct or

practice.To penalize for the sake of discipline.To develop by instruction and exercise.To bring a group under control.To impose order upon.

There are a number of dictionary definition of the work discipline:

Discipline is a responsibility which rests squarely on the supervisor’s shoulders.The supervisor who is fair and consistent in his treatment of employees will gain rather than lose respect through being firm and expecting conformity to the rules.Some supervisors make the mistake of believing that discipline is only directed at the inefficient worker.The supervisor who understand the employees psychological needs will generate less reactive hostility and consequently experience less resistance than the supervisor who approaches the employee with insensitivity and harsh tactics.

Supervisor’s Role in Discipline

The assignment errors:Instructions may not have been given in a

logical order or sequenceThe person giving the instruction may have

spoken indistinctly or failed to use clear language

Instruction may have been too complicated

Disciplinary Problems Due to Misunderstood Assignment

Know the assignment yourselfDo not assign work above the employee’s abilityExplain the purpose of the assignment so that

the employee understands why he is being asked to do it

Request or suggest, do not demandGive brief exact instruction with all of the

necessary details, but not too much to confuseDemonstrate if possibleDo not assume the employee understands. Have

him reiterate the instructions

Suggestions to Follow in Giving Assignments

Do not watch every move, let the employee feel responsible

Let the employee know you are there if he needs assistance

Be certain these points have been coveredWho is to do itWhat is to be doneWhere it is to be doneWhen it is to be started and finishedHow it is to be doneWhy it is to be done

Rule #1 – Put rules in writing- Make certain employees understand the rule

Rule #2 – Discipline in the privacy of an office- To the employee, being corrected for deficiencies in conduct or performance is a sensitive and frequently embarrassing experience

Rule #3 – Be objective and consistent- Effective discipline condemns the act, not the person.

Basic Rules of the Disciplinary Process

Rule #4 – Educate, do not humiliate- The concept here is to help, not to hurt employee who has failed to meet standards of conduct or performance.

Rule #5 – Keep a file on all employee infractions- This is not to suggest that a negative dossier be maintained on each employee. Rather, documented incidents of past failures are a necessary and useful reference for repeated incidents.

Rule #6 – Exercise discipline promptly- If corrective action is appropriate, then it must be handled immediately or on as timely a basis as possible.

No supervisors can ever hope to discipline others effectively if he cannot discipline himself.

Vanity. The supervisors who misuses authority will earn resentment instead of respect.

Temper. Loss of temper may make him feel better for a while, but it will not improve his performance in handling people or assignments.

Arguments. Most arguments are useless. Discussions, not arguments, produce agreement and cooperation.

Self-Discipline

Personal likes and dislikes. Nothing creates a better atmosphere than friendly recognition of subordinates on an equal basis.

Work Habits. Subordinates cannot be expected to discipline themselves in terms of good work habits if the example set by management is one of poor work habits.

Humility. The effective supervisor will never hesitate to acknowledge his own errors. He is not going to be right every time and the rest of organization knows it. He should not hesitate to ask others including subordinates for their opinion knowing that they may have some ideas better than his own.

What motivates one person may not motivate another. Motivators that are effective in one industry may be out of the question in another.

Motivation and Morale

“Theory X” Assumptions- The average human being has inherent dislike of work and will avoid it if he can.

“Theory Y” Assumptions- The average human being does not inherently dislike work. The expenditure of physical and mental effort in work is as natural as play or rest.

Douglas McGregor’s “X and Y Theory” Assumptions

This theory has its roots deep in history, dating back to the Industrial Revolution. The theory is based on absolute power.

The Autocratic Theory

This theory depends upon company wealth to provide economic benefits for the employee.

The Custodial Theory

This theory depends upon leadership.

The Supportive Theory

The theory y assumptions and the supportive theory of organizational behavior are the basis of an enlightened approach to motivation.

Work Motivation Theory

According to Dr. Herzberg motivators are the primary causes of satisfaction.

In the security environment, genuine responsibility is perhaps the most important motivator in an employee’s work.

Responsibility as Motivator

Group and collective success is certainly important to the employee who is a member of a group.

Achievement as a Motivator

Rare is the person who is not motivated by a praise, flattery or any other complimentary form of recognition. To say well done goes a long way. Not to say sell done when it is due, goes a long way, too, but the wrong way.

Recognition of Achievement as a Motivator

Growth is the consequence of expanding one horizons, increasing insight brought about by an ever–widening variety of experiences, gathering in new ideas, concepts and information, coping with new situation and problem.

Growth as a Motivator

Opportunities to move up in the organization must be clearly visible and, in the eyes of the individual, personally attainable. Advancement should be occurring throughout the organization from the interdepartmental promotion to advancement to supervisory posts in other department to managerial position in security department of corporate sister companies.

Advancement as a Motivator

Never belittle a subordinateNever criticize a subordinate in front of othersNever failed to give your subordinate your fill

attentionNever give your subordinate the impression that you

are preliminary concerned with your own interestNever plays favoritesNever fail to help your subordinates growNever be insensitive to small things Never show up employeesNever lower your personal standards

“Demotivators”

The objective of management is the promotion process is the identify to promote the best qualified candidate with the resultant general acceptance and approval of the promotion.

Promotions

Two basic factor in selecting candidates for supervisory or managerial responsibility

The employees track record in job performance

The anticipated or expected performance in the high level job

Identifying Promotional Candidates

The Board, preferably three in number, should always have as member of successful candidate immediate superior, a person who will be a peer of the successful candidate, and someone from the higher rank above the successful candidate’s superior.

Selection of the Right Candidate

The board should seek to enable the candidate to relax as much as possible after he has been ushered into the room.

The same question ask the same way, should be put to each candidates.

The board Interview

When a promotions follow the selection process described, the attitude of those candidates interviewed who did not get the promotion is usually one full acceptance of the decision and the appreciation for the opportunity to complete.

Following the selection

The policy of promoting from within the security department should always be followed except when such policy would not serve the best interest of the organization.

Promotion from Within

Vertical movements breaths life, excitement and motivation into the organization.

Vertical Promotion Outside the Department

The organizational advantages of multiple layers of rank in security could be compared to that in military service.

Advantages of Multiple Layers

One way to measure the employee potential higher level of responsibility is to appoint him temporary to such post during natural absences of the regular supervisors like vacations and others.

Temporary Promotions

No matter how careful an organization approaches the promotional process, mistakes in the selection are sometimes made.

Retreating

Three courses of action available to management upon discovery that an employee has been promoted beyond his level of competence.

Permit the employee to continue performing in an incompetent fashion.

Terminate the incompetent employee.Allow and arrange for a retreat back to the

former rank.