Alas, the blame culture is rife among the security companies. Managerial mistakes are sometimes swept under the carpet, or passed down the line to on-site officers. Alongside poor pay, low levels of training and long hours, it's hardly surprising that this is one sector of the employment market with a high turnover.
So how can the guarding contractors combat the present situation? Securiplan may have found the answer with its Officer Charter. Effective from 1 June, the Charter sets out ten commitments to officers, covering improved pay rates and the gradual reduction of working hours right through to the courtesy officers are entitled to expect from senior colleagues.
According to the Charter, all of Securiplan's officers should receive continuous training towards recognised qualifications, and there will be a clearer fast-track career path with improved opportunities for promotion.
All well and good, but what are the fine points of the Charter – and could they be used as a blueprint for the private sector?
Pay rates and working hours
The company is committed to improving officer pay rates by way of negotiation with its foremost end users. Those wages must be paid accurately, and on time. If anything should go awry in this respect, it's being ingrained in Securiplan staff that they must deal courteously and promptly with any officer queries. Officers are actively encouraged to check (over the Internet or on Hours Sheets) that the correct number of working hours have been logged.
Securiplan's Charter is also underpinned by a desire to ensure that officers are not asked to work excessive hours, with a longer-term target maximum limit of 48 hours per week in line with the Working Time Directive. This will be achieved, states the Charter, through "considerate rostering, alteration of shift lengths and patterns and the strategic use of relief security officers".
Health and safety is a central tenet of the Charter. Under its terms and conditions, Securiplan has tasked Croner-trained operations managers with carrying out regular spot checks at all client sites. Every effort will then be made to rectify any shortcomings in conjunction with a given end user.
A novel commitment framing part of the Officer Charter comes in the form of the new suggestion scheme, whereby security officers will be rewarded for making constructive suggestions that improve the company’s service to end users, or generate cost s
All officers are being actively encouraged to attain qualifications at NVQ level, and to train in areas like health and safety and first aid.
One bugbear for many officers – and the underlying reason for swift departures to other industries – is a lack of any discernible career development. Securiplan is stressing that a structured path is available, the company committing itself (in the words of human resources director Karen Rogers) "to the achievement of the Investors in People accreditation as soon as possible". For those who work hard enough, there are opportunities for fast-tracking to supervisor, site manager, customer services manager, regional operations manager and even director level.
Communication and service benefits
Two-way communication is also important to officers. The Officer Charter commits Securiplan to collective and individual communication, with monthly bulletins and periodic newsletters. Officer satisfaction surveys have been introduced, and a central Help Desk for dealing quickly and directly with any problems arising 'on the ground'.
A novel commitment comes in the form of the new suggestion scheme, whereby officers will be rewarded for making constructive suggestions that improve the company's service to the end user, or generate cost savings to be passed on to the client.
In addition, length of service is now being linked with remuneration (including sick pay and pension provision). A further commitment will ensure that the value of any accrued holiday not taken throughout the year is paid to the officer in the following January's payroll.
In an exclusive interview with SMT, Securiplan director Paul Collis told us: "We're bringing in around £7 million worth of new business each year, but it's just as important for us to retain our existing clients. The continuity and quality of guards is key, as contracts generally become profitable from the second year. Since we launched this Charter, officers from other companies have called to express an interest in coming to work for us solely due to our ten-point plan of action."
Managers from many of the 'top end' guarding companies reading this article will say: "We are committed to the goals in that Charter. What's the Big Deal?" The Big Deal is that Securiplan has set them in stone. There's no grey areas – current and potential recruits alike will welcome any approach that's based on openness and integrity.
Source
SMT
