All for one... and one for all

In last month's Security Management Today (SMT), we discussed the range of skills and knowledge required by the modern security practitioner (‘Recruitment: grasping the opportunities’, SMT, January 2005, p35). Anyone seeking to hold down a senior position needs to be able to function effectively, both technically and as a manager. They must also commit to evolve in order to meet the challenges offered by changing trends, technological developments, legislative requirements and society’s expectations.

However, self-development isn’t solely the responsibility of the individual concerned. The organisation has a key role to play in ensuring that individuals reach their full potential and, through managing the talent they attract, that they meet the overriding needs of the business.

What, though, does this ‘facilitation process’ involve? Certainly more than sending personnel on the odd training course or two, that’s for sure. This is something that those of us involved in managing and developing people and their skills must keep in mind at all times.

Indeed, training courses are of no real benefit whatsoever if the individual concerned goes back to their organisation and finds that, although it has sent them on the course, the company isn’t at all supportive of the information and techniques the given manager has just been taught.

At the very least, organisational culture needs to be open to Best Practice and any new approaches learned during training if employees aren’t to become confused and disillusioned. If a company’s overall lines of communication with its people and clients are poor, it’s unreasonable to expect a manager emerging from that establishment after five years in post to be the consummate communicator – even if they have attended one or two tailored management training courses during that time!

The managers in this industry will perform better if they feel they’re valued, and that their organisation is interested in developing them. In polls carried out at SSR Personnel, we see lack of training as being interpreted as lack of care. At all levels people want to have a value. The learning language and messages may well be different, but there simply must be that consistency engendered by a ‘learning culture’ in place at all times.

With regard to an individual’s job satisfaction, it’s clear from our own surveys that money doesn’t play a major part in leading managers to part company with their current employer. A key factor is the manner in which they’re treated, and how their own line manager impacts on their environment. 39% of job seekers cite line management harassment as the main reason for leaving a security role.

Having a proper understanding of development needs can be challenging. Many companies fail to benchmark their knowledge needs and relate that back to relevant managers. This makes an efficiently run appraisals process all the more important in order to establish what new or enhanced skills would be helpful in enabling the organisation to meet its business objectives (and, indeed, to ascertain what additional steps might be taken to make the most of existing strengths).

At the end of the day, it’s important for the individual to understand how to be an enabler, what’s required of them and what they can expect to be delivered to them.

What makes individuals ‘tick’

Everyone has different ambitions and learning styles. Understanding what makes each individual ‘tick’ is one of the most difficult challenges of being a people manager. Of course, some just want to do the job that they’re told to do, but many others would derive satisfaction from being able to do more. Clearly, it’s not possible to fulfil all aspirations, particularly if they don’t tie-in with the business’ overall objectives. That said, it’s often possible to meet people at least half way.

It’s a great shame if individuals routinely leave or retire without there being a mechanism for imparting their ‘wisdom’ to colleagues beforehand. Apart from benefiting the up-and-coming members of the security team, this can also help experienced people to feel more valued

In the service sector, if a person happens to be a highly effective communicator and enjoys interaction with others, it’s something of a waste to set them to work in an environment where there’ll be little human contact. While it may seem superfluous to assist a supervisor in developing their IT skills, for example, this could help in providing additional support for the business and generally enhance the quality of the security service.

How many large companies think automatically about encouraging workers – both direct and contract – to develop new language skills when they begin to do business with other countries? Very typically, the personnel involved have to make the first move.

It’s generally not possible for individuals to fulfil all of their career ambitions with one firm. However, if they feel that their employer is supporting them in developing their skills and responsibilities, they’re likely to make a more valuable contribution, stay at the company for longer and continue to speak positively about that organisation if and when they do leave.

The security profession – and, in particular, the security industry – is poor at openly promoting opportunities to work in other functions aside from facilities management. Why not Human Resources or marketing? And why not in a business process capacity?

A sharing of knowledge

There’s one aspect of an individual’s development that’s routinely neglected within organisations – namely ensuring that inherent knowledge and skills are systematically passed between team members within organisations.

How often do we see individuals performing important and complex tasks almost intuitively simply because they’ve been doing so for so long? What steps are being taken to ensure that those less experienced analyse these actions and develop an understanding of the reasons for their colleagues’ success?

It’s a great shame if individuals routinely leave or retire without there being a mechanism for imparting their ‘wisdom’ to colleagues. Apart from benefiting the up-and-coming members of the security team, this can also help experienced people to feel more valued.

Effective personnel management is a major element of professional security practice. This is reflected by The Security Institute including people management sessions in its annual programme, and encouraging debate on the same topic at all times.