When a security contract begins to hit problems on site, it's very often the operations director (or customer services manager) that shoulders the blame. As Terry O'Neil argues, though, it's those senior management or sales staff who first negotiated the contract on outrageous terms and conditions that should feel the full force of a client's anger.
As we have frequently stated, the current – and all-too-easy – 'entry and exit' system for personnel working in the contract manned guarding industry ensures that a significant number of contracts will under-perform. Subsequently, the client (either voluntarily or out of sheer frustration) goes out to tender. Under such circumstances, the incumbent contractor will ultimately lose the contract. I know of no contract put out to tender as a result of poor performance that has been retained by the existing contractor.

If it happens so frequently, why are contract companies unable to take measures to prevent it? Quite simply, they can – through independent contract monitoring. This simple system ensures that the senior management of the contract company are always aware of the current situation on any particular contract in their portfolio, and are able to implement remedial action as and when necessary.

Where does it all go wrong?
The terms and conditions of employment of staff, combined with the very tight margins required to win business, guarantee a significant turnover of contracts in the manned guarding industry. Unfortunately, the senior management of the contract company – particularly those working for the larger contractors – don't always see it coming.

For whatever reason, rarely is it the case that senior management are accurately briefed about the on-site performance of their staff. Certainly they will know when members of staff have performed well because the operations director (or customer services manager) will have briefed them. It's a pity that such frankness is not forthcoming when the client expresses minor dissatisfaction with a particular aspect of performance. Before too long, minor gripes will have grown into major problems, and the client will have determined to put the contract out to tender.

By such time it's far too late for senior management to become involved, and the unfortunate operations director can expect the wrath of God to descend in due course.

Why, then, doesn't junior or middle management alert the company's senior managers to the impending problems? The major reason is the blame culture which has enveloped the industry. The belief that on-site mistakes must be someone's fault, and that there's a fair chance it's the operations director who'll be prime suspect.

The natural reaction – and it would probably be the same for us all – is to lie low and hope the problems disappear. Sometimes it works, but on other occasions there is no such luck and the operations director or customer services manager will end up in deep trouble – both with the client and indeed his own company's senior management.

Independent contract monitoring
What about using independent contract monitoring to minimise the risk of minor dissatisfactions growing into major problems? It's simplicity itself. Every six weeks, either by means of a 'tick-in-the-box' questionnaire or a telephone call, the monitor makes contact with the client to check the on-site performance of the contractor. The procedure is not intrusive, and is sensitively handled by the monitor.

Why doesn’t middle management alert a security company’s senior managers to impending problems on site? The major reason is the blame culture which has enveloped the industry. The belief that on-site mistakes must be someone’s fault, and that there’s a fa

The findings of the monitor are transmitted to all levels of management in the contract company by means of an Excel spreadsheet, with particular emphasis being placed on those contracts which are under-performing.

In our experience the involvement of senior management at an early stage has always ensured an improvement in local, on-site performance. Quite simply, once they know about the problem, they can lend the full weight of their support and performance is rapidly enhanced. The client also benefits – by developing a belief that such management becomes involved when it matters, and not just as an infrequent PR exercise!

The questions are devised to suit individual company needs, and an SAE is enclosed to ensure that the whole process is made as simple as possible for the client. After a while, the monitor builds up a close relationship with the client base – always acting on behalf of the contractor. The performance of the monitor is judged on the decrease in the number of contracts which are lost by the security company, although the monitor cannot he held responsible if the contractor doesn't act upon any advice that is duly given.

In fairness, contract companies usually act promptly on the findings (with impressive results). As an industry, it seems that we often try so hard to win new business but then appear lukewarm in our efforts to retain it. As you can see, it doesn't need to be that way.

Key points for identification
Information gathered can also be invaluable to the development of the contractor. Among other things, the monitor will also identify:

  • the best and worst performing contracts;
  • the individual performance levels of the customer services managers;
  • areas in which the security company is strongest and weakest in the opinion of its own client base;
  • by name, those security officers who are performing outstandingly well;
  • potential areas for future business.

The great strength of the monitor lies in its independence. It's rightly perceived by the client as a vehicle which will ensure that the contract company's senior management are always fully in the picture. The client will express opinions to the monitor which will not so readily be given to the contractor. For the contractor, the monitor becomes an invaluable set of eyes and ears, keeping a watching brief over its portfolio of contracts. Every time the monitor saves a contract it increases its value.

We will never know how much of a role it plays in the mind of the client when it comes to winning new business for the contractor.