Turning a vision into reality

As many sub-sectors reshape themselves post-Security Industry Authority licensing, and work processes evolve to accommodate amplified skills gaps and shortages, it is anticipated - and in many cases readily apparent - that the remaining tasks will become ever-more complex, requiring much higher levels of skill and ability.

There is no denying that the profile of security - and that of those who provide security services - is on the increase. As is the case for many other business sectors, we must be prepared for the fact that traditional security jobs requiring much lower levels of skill than those now being created will eventually be phased out - making way for vacancies that offer better rates of remuneration for people who can assimilate information, process it, learn more in a shorter period of time and apply themselves accordingly.

The more pro-active employers already place far more decision-making and problem-solving responsibility in the hands of front line operatives. Self-managing, cross-functional teams are gradually replacing the formally-managed hierarchic security operations, while extensive cross-working, teamwork and flexible assignments are replacing those elaborate - but dull - shift patterns.

Businesses are under pressure

Against such a backdrop, then, should we all be preparing to recruit this ‘New Generation' of security operative, or is it a case of looking closer to home? The important role of incumbent - or currently employed - operatives in determining economic vitality in the sector is not yet sufficiently appreciated.

In this new economy, businesses remain under constant pressure to retain staff, increase productivity, improve margins and reduce costs. Achieving and maintaining profitability requires the ability to change and innovate on a constant basis. The successful companies will undoubtedly be those that invest in their people on a regular basis, develop them further and work in partnership to achieve stated business objectives.

How is the security business sector performing when it comes to employee development? Is it investing in its staff (and, therefore, its future)? Naturally, it's too early in this organisation's existence to present the total picture, but Skills for Security is currently undertaking a research project - backed by the Qualifications and Curriculum Authority - to research the current situation in relation to the delivery of non-National Qualifications Framework and in-house training provision. This will help to ensure that it's recognised and, where applicable, contributes towards the achievement of nationally-recognised qualifications in the security sector.

Phase One of this research relates to a survey looking at the in-company provision of training within the security guarding sub-sector. Companies targeted were carefully selected to ensure a representative geographical and company profile distribution. To date, 44% of the organisations selected have responded. The results have been most interesting, to say the least.

Encouragingly, 100% of respondents have stated that they do deliver in-company training, with the majority still providing that training via their own, fully-employed trainers. Although some companies indicated that they do outsource training, none of those surveyed outsourced all of it. Understandably, basic skills, induction and job-specific training dominated as the main areas of delivery, with virtually all training ultimately geared towards the Level 2 Security Industry Authority ‘Licence to Practise' qualifications.

Self-managing, cross-functional teams are gradually replacing the formally-managed hierarchic security operations, while extensive cross-working, teamwork and flexible assignments are beginning to take the place of those elaborate – but dull – shift patterns

When it comes to supervisory skills and management development, the picture is very different. 33% of respondents stated that they do indeed undertake management development training, with supervisory skills development somewhat better (at 66%).

Unfortunately, all respondents to date have suggested that they do not offer progression to formal management qualifications such as Levels 4-5 National Vocational Qualifications or foundation degrees. Additionally, none of the respondents offer technology-related training or specialist subject training.

We fully appreciate that these trends may change as more results are received, but already one could interpret this stance as supporting the much-discussed theory that front-line operational requirements continue to dictate staff development in the UK's security guarding sub-sector.

Mirroring the national picture

None of this should come as any great surprise, however, as it is fairly consistent with national characteristics identified by PriceWaterhouseCoopers (PWC) in its final report - entitled ‘The Market for Qualifications in the UK: April 2005' - to the regulatory authorities for qualification.

By reviewing statistics published in other reports across all business sectors, PWC has concluded that: according to the National Employers' Skills Survey 2003, over half (57%) of employers provided training for their employees in the 12 months covered by the report; employers are most likely to provide job-specific training (80%), with 69% offering Health and Safety training and 53% educational instruction in new technology; while ‘on the job' training is the most prevalent delivery format, on a positive note both internal and external training is provided by the majority of employers;

KeyNote's Training Market Report 2003 estimated that, during 2003, employer expenditure on training was in the region of £17.37 billion (a decrease of 1.5% on 2002), while the expectation was for slow growth to continue until 2008;

67% of employers in the survey provided external training leading to a qualification, 40% offered internal training leading to the same and 14% provided online training leading to a qualification or certificate; approximately half of those surveyed had employees who were working towards NVQs/SVQs or professional qualifications.

The overarching vision of a highly-skilled and adaptable security workforce is one to which we must all aspire, but it cannot be achieved by way of focusing on education and training or on skills development alone. It needs to be embedded in a wider system of employer-backed innovation, investment and sector image renewal

If the security business sector is to break free of its disappointing statistics, where does it go from here? More importantly, how might Skills for Security focus the efforts of its employees in the sector?

The first (and most urgent) task is to provide a sense of direction for the skills strategy, a sense of what matters and what will make a real difference. Without overstating the case, there remains a mood of drift and inertia (particularly post-licensing) which must swiftly be replaced by a sense of vision and purpose.

The overarching vision of a highly-skilled and adaptable security workforce is one to which we must all aspire, but it cannot be achieved by way of focusing on education and training or on skills development alone. It needs to be embedded in a wider system of employer-backed innovation, investment and sector image renewal. In turn, this will require a co-ordination of effort, long-term commitment and adequate resources.

Such visions are common across many sectors, but what distinguishes those that perform well from those that are frustrated and failing is the capacity to execute their visions. To this end, Skills for Security is now beginning to play the lead facilitation role in turning our sector vision into a reality.

In order to accomplish this we are pulling together leading professionals from the employer base into our Sector Consultation Groups, from all of the sub-sectors we represent, and are already beginning to harness the enthusiasm, knowledge and commitment that these people possess. We will work with these employers to develop new national occupational standards, qualification frameworks and, in turn, qualifications that readily support a cohesive skills strategy.

Although we recognise the fact that it would be unwise to promise outcomes we simply cannot deliver, systems for developing our peoples' capabilities will undergo major transformation. Some of the rules by which training providers have worked will soon be swept aside. The training ‘game' will cease to be ‘a game', and instead become a reality.

Hopefully, this will represent the starting point on our journey towards realising a highly-skilled workforce. It's a journey that's well worth taking.