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https://adminsm.asisonline.org/Pages/Guard-Force-Trends-Multipliers-and-the-Market.aspxGuard Force Trends: Multipliers and the Market2019-04-01T04:00:00Z<p>​Security guard forces, ​and the methods used to manage them, have seen transformational change in recent decades. Twenty years ago, the tools of the trade were a notepad and a pen, and the required technical skills peaked with the ability to use a handheld two-way radio. Guard force security was not viewed in a professional manner; guard jobs were often considered “no specific skills needed” entry level positions. Recruiters frequently told applicants, “If you can stay awake, you can do this job.”</p><p>Now, advances in technology and market forces have significantly changed how a guard force works and is managed and have also changed the role of the individual guard. These changes, which in turn have helped transform the employment economy at large, have ushered in a new business model for many guard forces. ​</p><h4>Transformed by ​Technology</h4><p>Security guards are no longer limited to positions like overnight officers conducting patrols in empty buildings, Checkpoint Charlies sitting in booths, or watchmen hidden away in a back room monitoring security cameras. Many security guards are now stepping into the light to serve in more customer-facing positions. </p><p>This trend is due in part to the spillover effects of market growth. The frequency of mass shootings in public places, continuing concern over terror attacks, and increasing crime rates in some major cities have all spurred growth in the security guard force industry. Due to this growth, guards are more commonplace in corporate offices, residential facilities, and schools.</p><p>With more guards in these settings, it’s not unusual for security guards to fill in as receptionists or concierges—often the first point of human contact for visitors. This new role brings with it a new set of skill requirements, such as customer service ability, proper phone etiquette, and a certain level of computer proficiency. Requirements for the latter continue to rise as the available technology continues to develop. </p><p>Guards serving as concierges and receptionists will typically be responsible for access control and visitor processing. But the visitor processing protocol has changed. Today, most access control systems offer a visitor management option or the ability to interface with a third-party visitor management system. </p><p>Rather than record visitors in a log book and issue paper passes, the technology is now available for visitors to be registered and recorded in a database. Guards may need to use digital cameras to capture photos and print temporary passes. Scanning IDs to perform instant background checks is becoming more common. These tasks require the guard to have a higher level of technical proficiency than was needed in the past. </p><p>These access duties are just one example of how technological advances have transformed guarding. Token-based touring systems, which record data electronically into hand-held units that are downloaded into a central database upon completion, have been the industry standard for decades. But with new technological innovations, hand-held downloadable tour systems are quickly being replaced by smartphone-based tour systems.</p><p>These new systems allow for real-time reporting and have enhanced reporting features, providing greater detail than the download systems. They use either QR codes that interface with a smartphone’s camera or near-field communication (NFC) technology, which allows the smartphone to scan tokens around the facility.​</p><h4>Management Ch​allenges</h4><p>With these changes in technology, managers must realize that not every guard will be able to gain the needed skill sets. For instance, after starting in his current position in early 2018, the author began to evaluate the tasks being performed by contracted security staff. At the time, they were still almost exclusively providing pen and paper reports and logs.</p><p>The author implemented some modest changes such as moving to typed and emailed incident reports and allowing the guards use of the access control system to check employment status of individuals, issue temporary badges, and do some low-level troubleshooting.</p><p>Most of the guard staff were able to take on the new tasks, but two individuals ended up lacking computer proficiency to adapt to the changes. Although the guards were reliable, well liked, and had other positive traits, their inability to adjust to the new technical requirements forced a change in staffing. This was not a decision made lightly, but in the end the guard service provider recognized that requirements now exceeded the individuals’ abilities and that changes were necessary.    </p><p>Technological advances can also create other types of challenges for those managing a guard force. Take, for example, the diverse smartphone touring systems, many of which incorporate GPS tracking and geofencing to ensure that the guard conducting the tour is in the proximity of the token (or QR code) being scanned. </p><p>In one instance, a guard force manager set up a QR-code-based tour for a client site.  Unfortunately, the manager did not fully understand the functionality of the system, so he did not activate the GPS features. A resourceful security guard working for the manager realized that he could conduct his entire tour by taking photos of all the QR codes and then printing them onto a single page. Using that single page, the guard then scanned the codes one at a time—all from the comfort of the office. </p><p>Since the reason for the tour was to inspect the areas of the facility for hazards, including potential chemical leaks, the guard’s decision to improvise and skip the tour was risky. As it happened, a leak did occur at the site, which is how the guard’s malfeasance was discovered. Fortunately, the leak was minor, and no damage occurred. Still, the guard company was penalized and required to pay the cost for the modest cleanup. </p><p>Once the problem was discovered, the manager came up with a solution. The QR codes were all replaced with NFC tokens, which require the smartphone to be placed just inches from the token to record the scan. This eliminated the possibility that another guard might conduct stationary tours.​</p><h4>Management E​nhancements</h4><p>As the prior example makes clear, innovative technology alone does not solve all issues. The technology must be understood and used correctly to bring about process improvements. </p><p>Many other areas of guard force management have seen advancements due to new technology. Software applications, smartphones, and various other pieces of hardware and software have all become essential management tools.</p><p>Timekeeping. Timekeeping apps for real-time attendance allow managers to know exactly when guards report to duty. This has several benefits. It is important for wage and hour compliance, and it helps supervisors manage cold start positions, positions where the arriving guard is the first on duty and is not relieving another officer, by sending an alert if a guard does not arrive on time. </p><p>For example, a guard company with a significant national presence in the high-end retail market operated cold starts at most of its locations. To avoid client-imposed penalties for late arrivals or open guard posts, the guard service company needed a system that would provide real time information.</p><p>Rather than having every guard individually call into a central dispatch, the guard services company decided to move to an automated system. In the new system, guards would call into an application and enter a PIN code, which allowed them to either check in or check out. The system verified that the guards were on location by using GPS and caller ID. This meant that dispatchers no longer needed to take dozens of calls at the start of each shift; they simply had to monitor the control panel to ensure that each post had a proper check-in. Late and open posts triggered an automated notification to management. </p><p>As a management tool, this system proved effective. Guards could no longer call into dispatch claiming to be on site, while they were still 10 minutes away from the location. Dispatchers were not bogged down for 15 minutes taking an onslaught of calls. Guard arrival times were recorded more accurately because they did not have to wait in a queue for the dispatcher to take the call. And in the event a guard did not report on time, management was able to respond faster to meet the clients’ needs. </p><p>Tracking vehicles via GPS is not a new practice. But now, with the use of smartphone apps, guards inside a facility can be monitored in the same way vehicles have been tracked. With accuracy within a few feet, GPS can track a guard inside a facility, and an app can report back to management if the guard remains stationary beyond a designated length of time. </p><p>Although this option is often used to detect if a guard has fallen asleep, it can also serve as a health safety tool. Since many guards work alone, an alert indicating that a guard has been motionless for a certain amount of time can be valuable in the event a guard becomes injured or incapacitated while on duty. </p><p>Inspections. Another management responsibility assisted by technology is guard inspections. Management can visually inspect guards when they are not physically on-site using apps such as Skype or Facetime.</p><p>The use of a webcam provides higher quality inspections versus simply checking in by phone. A guard’s appearance, uniform, and post can all be visually inspected to ensure compliance with company standards. This improves overall efficiency by eliminating travel time between facilities and allowing significantly more guards to be inspected during a shift. </p><h4>Recrui​ting</h4><p>In the past, guard force companies commonly took an assembly line approach to recruiting, with the next person in line assigned to the next available opening. But this put-a-body-on-a-post mentality didn’t significantly consider an individual’s abilities or the requirements of a specific job.</p><p>This approach often resulted in a security guard shell game, with guards rotated from client to client whenever problems occurred. Rath­er than separate from problem employees, guard companies would simply transfer them to fill a vacancy elsewhere. Some guards passed through half a dozen sites or more before the company finally terminated employment. </p><p>The mission of today’s recruiter is to be more selective in identifying the right candidate for the appropriate position. Often, it must be determined whether a candidate has the technical skills to use the needed hardware, mobile apps, information databases, and various software applications. Besides technical abilities, security recruiters are also looking for customer service and communication skills. Many openings seek candidates with at least an associate degree, or equivalent work experience. </p><p>Overall, the emphasis is on making sure the individual fits the job requirements. A candidate with outstanding customer service skills may make a great concierge. But if he or she does not have strong computer skills, that same candidate may not be a good fit for a security command center position.  </p><p>Complicating the security recruiter’s job is that other industries that have traditionally hosted many minimum wage jobs have begun changing their business models and increasing their base wages well above state mandated minimums. For example, Amazon has established a $15 minimum wage, Costco $14, and Target and Walmart are both at $11. This creates competition for employees as the wage gap between security positions and other entry level jobs closes. </p><p>Guard force recruiting is also affected by the low U.S. unemployment rate. In November 2018, the national unemployment rate held at 3.7 percent, the lowest jobless rate since December 1969. When unemployment rates drop to such historic lows, qualified personnel become more difficult to find and hire, especially with increased competition from other industries.  </p><p>To contend with these difficult conditions, security recruiters are more aggressively developing internal talent pools, holding onto applicant résumés longer, and using online resources to proactively seek out candidates. As the traditional candidate pool shrinks, recruiters are looking toward recent college graduates and returning military personnel for skilled job candidates. </p><p>The author experienced firsthand how tight the labor market was in the scenario cited previously, when the two guards were let go because the job requirements grew beyond their capabilities. The author recognized that the additional job responsibilities should come with higher compensation, so when the changes were rolled out the company also implemented a 25 percent pay increase for the remaining guards. </p><p>When the company advertised the two open positions at the higher pay rate, it could not quickly find qualified replacements. Although the company still maintained its contractual guard requirements and never dropped coverage, it did so by absorbing non-billed overtime for several months. It took a significant loss to its profit margin. </p><h4>P​ersonnel Management</h4><p>Guard force management is, at its root, personnel management. And so, management issues that arise from human resource-related concerns deserve serious consideration. </p><p>In U.S. states such as California, which has extremely stringent wage and hour requirements, mismanagement can expose a company to class action litigation. In recent years, several guard service companies have had multimillion dollar judgments awarded against them for violations. Technological solutions like the call-in system discussed previously can help, but like any other tool they must be managed and used properly to provide a benefit.  </p><p>In the #MeToo era, employees today are more informed and aware of their rights, and information and resources are just a Google search away. U.S. Equal Employment Opportunity Commission (EEOC) and harassment complaints can bring with them significant financial penalties to the individual manager and company. In today’s business environment, good managers have a strong understanding of what behavior and conduct constitutes, or approaches, harassment from an HR perspective. </p><p>Just before the #MeToo movement made national headlines, one guard company was being served with an increasing number of EEOC and harassment complaints. In a meeting with the CEO and vice president of human resources, the CEO suggested increased training. This initially seemed like an excellent suggestion, because it would help managers in their interactions with employees and raise awareness of key HR issues. </p><p>But then the CEO clarified his suggestion: he indicated that the training he wanted was for the guards to understand “that it’s not illegal for your boss to be a jerk.” It became clear that there was a top-down management problem. The CEO’s attitude clearly did not fit with current thinking about sustaining a healthy workplace culture. </p><p>“The line between disrespect and harassment is very thin,” said Matt Verdecchia, a senior trainer with Health Advocate’s EAP+Work/Life division, during the Society for Human Resources Management’s 2017 annual conference. “We need to be more sensitive to insensitivity.”</p><p>Clearly the CEO of the firm was not being sensitive to insensitivity. Managers must understand that their attitudes have consequences, and the more senior a manager, the greater the impact. Complaints against that company continued.    </p><p>In the past, a guard force manager’s interaction with HR typically began and ended with recruiters. Today, a successful guard force manager should embrace the broader role that many HR managers have taken on in companies. EEOC education and antiharassment training should be a part of every guard manager’s core curriculum. Maintaining open communication with regards to employee coaching and performance evaluations can avoid costly situations.</p><p>Guard force operations and management will continue to change. New technologies are developed, the economic landscape evolves, and new challenges emerge. But at the end of the day, a guard force consists of individuals. For senior managers down to the on-site guard, change will be continuous. In response, education, training, and learning from experience should be, as well.   </p><p><em>Joseph Ranucci, CPP, is the U.S. manager of security for Almac. He spent 15 years working in management and executive positions for multiple guard service providers. Ranucci began his career in 1993 when he worked as a security guard while earning a bachelor’s degree in criminal justice.</em></p><p>--</p><h2>The Business Side: Policies, Costs, and Compliance​</h2><p>Changes in public policy translate into cost factors that impact guard force management. In recent years, the trends of rising minimum wage, mandates regarding the Affordable Care Act (ACA), and paid sick leave have all come into play when managing a successful guard force.</p><p>The average U.S. security guard earns $12–$13 per hour, according to the 2018 white paper <em><a href="https://www.roberthperry.com/uploads/2018_White_Paper1.pdf">U.S. Contract Security Industry</a></em> by Robert H. Perry & Associates. To attract quality personnel, security guard companies typically pay around $3 above the state minimum wage.</p><p>However, as expectations rise and deeper skill sets for guards become more commonly required, recruiting will become more challenging. Additional responsibility and higher caliber candidates will drive this base wage up, creating a wider gap between the minimum wage and average guard rates. The impact of this is already being reflected in higher bill rates.</p><p>Another factor in guard cost increases is the recent public policy trend of increasing minimum wages. In 2016, New York and California became the first U.S. states to mandate a $15 minimum wage, which is to be phased in over several years. Several cities have also mandated a $15 minimum wage, and many other U.S. states have initiated minimum wage increases.</p><p>With these increases, security companies will be forced to increase both pay rates and corresponding bill rates. For example, in New Jersey the minimum wage is $8.85 per hour, so a security guard making $11.85 is earning 34 percent above minimum wage. An increase to a $15 minimum wage would push that security guard up to a wage of $20.10 per hour if the company maintained the same 34 percent differential over the minimum wage. Assuming a 50 percent markup for billing, a customer’s costs would go from $17.76 to $30.15 per hour.</p><p>Other public policy factors also driving up cost for service are the Affordable Care Act (ACA) and a growing trend to mandate paid sick leave for all employees.</p><p>When the ACA required employers to offer health plans, the costs of this new coverage were ultimately rolled up and passed through to customers of guard companies.</p><p>Moreover, 11 U.S. states and the District of Columbia now have statewide paid sick leave laws, and five other states have laws on a city- or countywide basis. These laws have significant cost implications because they typically apply to both full-time and part-time employees.</p><p>When considering these factors, it is not surprising that customers are looking for solutions to keep costs in check. One approach is reducing staff and using technology to allow the remaining staff to work more efficiently.</p><p>In addition, some guard companies are rebranding themselves to offer more than traditional guard services. Mobile guarding, remote monitoring, integrated guarding, and autonomous robots are some of the services being offered by these service providers. A “do more with less” philosophy is moving the industry toward using technology to maximize efficiency.</p><p>For example, with proper camera placements and use of analytics and alarms, multiple locations can be monitored from a single workstation by one guard, or even possibly an off-site central station. A second guard roving between the facilities can provide any needed on-site response, tracked in real time.​</p><p>__</p><h2>Revised Private Security Officer Guideline ​<br></h2><p>The ASIS Standards and Guidelines Commission recently updated the <em><a href="https://www.asisonline.org/publications--resources/standards--guidelines#asis_releases_new_private_security_officer_pso_guideline/">Private Security Officer (PSO) Selection and Training Guideline​</a></em>. This document provides guidance for establishing and managing a program for choosing and training private security officers, and it is applicable to both proprietary and contract security. It provides a basis for an organization to develop or demonstrate that its private security officer selection and training policies, practices, procedures, and program are consistent with applicable legal, regulatory, and contractual obligations in the organization’s jurisdiction and where the security services will be performed.</p><p>The guideline points out that an organization must understand its mission, governance, and goals before hiring officers; then it should establish policies and procedures for officer selection and training that promote its mission. Managers must decide on minimum qualifications for officers and abide by those criteria. Background screening of personnel is critical. </p><p>Roles, responsibilities, and authorities relevant to the selection and training program should be assigned and communicated within the organization. Training should be consistent with legal, regulatory, and contractual obligations. Administrators should continually assess the training program for effectiveness and applicability, and to discover opportunities for program improvement.</p><p>The guideline also includes two valuable annexes that offer sample screening criteria and training topics. ASIS members are entitled to a free download of each ASIS standard and guideline. To learn more, visit <em><a href="https://www.asisonline.org/publications--resources/standards--guidelines/">asisonline.org/standards</a></em>. ​​</p>

 

 

https://adminsm.asisonline.org/Pages/Guard-Force-Trends-Multipliers-and-the-Market.aspxGuard Force Trends: Multipliers and the MarketGP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465<p>​Security guard forces, ​and the methods used to manage them, have seen transformational change in recent decades. Twenty years ago, the tools of the trade were a notepad and a pen, and the required technical skills peaked with the ability to use a handheld two-way radio. Guard force security was not viewed in a professional manner; guard jobs were often considered “no specific skills needed” entry level positions. Recruiters frequently told applicants, “If you can stay awake, you can do this job.”</p><p>Now, advances in technology and market forces have significantly changed how a guard force works and is managed and have also changed the role of the individual guard. These changes, which in turn have helped transform the employment economy at large, have ushered in a new business model for many guard forces. ​</p><h4>Transformed by ​Technology</h4><p>Security guards are no longer limited to positions like overnight officers conducting patrols in empty buildings, Checkpoint Charlies sitting in booths, or watchmen hidden away in a back room monitoring security cameras. Many security guards are now stepping into the light to serve in more customer-facing positions. </p><p>This trend is due in part to the spillover effects of market growth. The frequency of mass shootings in public places, continuing concern over terror attacks, and increasing crime rates in some major cities have all spurred growth in the security guard force industry. Due to this growth, guards are more commonplace in corporate offices, residential facilities, and schools.</p><p>With more guards in these settings, it’s not unusual for security guards to fill in as receptionists or concierges—often the first point of human contact for visitors. This new role brings with it a new set of skill requirements, such as customer service ability, proper phone etiquette, and a certain level of computer proficiency. Requirements for the latter continue to rise as the available technology continues to develop. </p><p>Guards serving as concierges and receptionists will typically be responsible for access control and visitor processing. But the visitor processing protocol has changed. Today, most access control systems offer a visitor management option or the ability to interface with a third-party visitor management system. </p><p>Rather than record visitors in a log book and issue paper passes, the technology is now available for visitors to be registered and recorded in a database. Guards may need to use digital cameras to capture photos and print temporary passes. Scanning IDs to perform instant background checks is becoming more common. These tasks require the guard to have a higher level of technical proficiency than was needed in the past. </p><p>These access duties are just one example of how technological advances have transformed guarding. Token-based touring systems, which record data electronically into hand-held units that are downloaded into a central database upon completion, have been the industry standard for decades. But with new technological innovations, hand-held downloadable tour systems are quickly being replaced by smartphone-based tour systems.</p><p>These new systems allow for real-time reporting and have enhanced reporting features, providing greater detail than the download systems. They use either QR codes that interface with a smartphone’s camera or near-field communication (NFC) technology, which allows the smartphone to scan tokens around the facility.​</p><h4>Management Ch​allenges</h4><p>With these changes in technology, managers must realize that not every guard will be able to gain the needed skill sets. For instance, after starting in his current position in early 2018, the author began to evaluate the tasks being performed by contracted security staff. At the time, they were still almost exclusively providing pen and paper reports and logs.</p><p>The author implemented some modest changes such as moving to typed and emailed incident reports and allowing the guards use of the access control system to check employment status of individuals, issue temporary badges, and do some low-level troubleshooting.</p><p>Most of the guard staff were able to take on the new tasks, but two individuals ended up lacking computer proficiency to adapt to the changes. Although the guards were reliable, well liked, and had other positive traits, their inability to adjust to the new technical requirements forced a change in staffing. This was not a decision made lightly, but in the end the guard service provider recognized that requirements now exceeded the individuals’ abilities and that changes were necessary.    </p><p>Technological advances can also create other types of challenges for those managing a guard force. Take, for example, the diverse smartphone touring systems, many of which incorporate GPS tracking and geofencing to ensure that the guard conducting the tour is in the proximity of the token (or QR code) being scanned. </p><p>In one instance, a guard force manager set up a QR-code-based tour for a client site.  Unfortunately, the manager did not fully understand the functionality of the system, so he did not activate the GPS features. A resourceful security guard working for the manager realized that he could conduct his entire tour by taking photos of all the QR codes and then printing them onto a single page. Using that single page, the guard then scanned the codes one at a time—all from the comfort of the office. </p><p>Since the reason for the tour was to inspect the areas of the facility for hazards, including potential chemical leaks, the guard’s decision to improvise and skip the tour was risky. As it happened, a leak did occur at the site, which is how the guard’s malfeasance was discovered. Fortunately, the leak was minor, and no damage occurred. Still, the guard company was penalized and required to pay the cost for the modest cleanup. </p><p>Once the problem was discovered, the manager came up with a solution. The QR codes were all replaced with NFC tokens, which require the smartphone to be placed just inches from the token to record the scan. This eliminated the possibility that another guard might conduct stationary tours.​</p><h4>Management E​nhancements</h4><p>As the prior example makes clear, innovative technology alone does not solve all issues. The technology must be understood and used correctly to bring about process improvements. </p><p>Many other areas of guard force management have seen advancements due to new technology. Software applications, smartphones, and various other pieces of hardware and software have all become essential management tools.</p><p>Timekeeping. Timekeeping apps for real-time attendance allow managers to know exactly when guards report to duty. This has several benefits. It is important for wage and hour compliance, and it helps supervisors manage cold start positions, positions where the arriving guard is the first on duty and is not relieving another officer, by sending an alert if a guard does not arrive on time. </p><p>For example, a guard company with a significant national presence in the high-end retail market operated cold starts at most of its locations. To avoid client-imposed penalties for late arrivals or open guard posts, the guard service company needed a system that would provide real time information.</p><p>Rather than having every guard individually call into a central dispatch, the guard services company decided to move to an automated system. In the new system, guards would call into an application and enter a PIN code, which allowed them to either check in or check out. The system verified that the guards were on location by using GPS and caller ID. This meant that dispatchers no longer needed to take dozens of calls at the start of each shift; they simply had to monitor the control panel to ensure that each post had a proper check-in. Late and open posts triggered an automated notification to management. </p><p>As a management tool, this system proved effective. Guards could no longer call into dispatch claiming to be on site, while they were still 10 minutes away from the location. Dispatchers were not bogged down for 15 minutes taking an onslaught of calls. Guard arrival times were recorded more accurately because they did not have to wait in a queue for the dispatcher to take the call. And in the event a guard did not report on time, management was able to respond faster to meet the clients’ needs. </p><p>Tracking vehicles via GPS is not a new practice. But now, with the use of smartphone apps, guards inside a facility can be monitored in the same way vehicles have been tracked. With accuracy within a few feet, GPS can track a guard inside a facility, and an app can report back to management if the guard remains stationary beyond a designated length of time. </p><p>Although this option is often used to detect if a guard has fallen asleep, it can also serve as a health safety tool. Since many guards work alone, an alert indicating that a guard has been motionless for a certain amount of time can be valuable in the event a guard becomes injured or incapacitated while on duty. </p><p>Inspections. Another management responsibility assisted by technology is guard inspections. Management can visually inspect guards when they are not physically on-site using apps such as Skype or Facetime.</p><p>The use of a webcam provides higher quality inspections versus simply checking in by phone. A guard’s appearance, uniform, and post can all be visually inspected to ensure compliance with company standards. This improves overall efficiency by eliminating travel time between facilities and allowing significantly more guards to be inspected during a shift. </p><h4>Recrui​ting</h4><p>In the past, guard force companies commonly took an assembly line approach to recruiting, with the next person in line assigned to the next available opening. But this put-a-body-on-a-post mentality didn’t significantly consider an individual’s abilities or the requirements of a specific job.</p><p>This approach often resulted in a security guard shell game, with guards rotated from client to client whenever problems occurred. Rath­er than separate from problem employees, guard companies would simply transfer them to fill a vacancy elsewhere. Some guards passed through half a dozen sites or more before the company finally terminated employment. </p><p>The mission of today’s recruiter is to be more selective in identifying the right candidate for the appropriate position. Often, it must be determined whether a candidate has the technical skills to use the needed hardware, mobile apps, information databases, and various software applications. Besides technical abilities, security recruiters are also looking for customer service and communication skills. Many openings seek candidates with at least an associate degree, or equivalent work experience. </p><p>Overall, the emphasis is on making sure the individual fits the job requirements. A candidate with outstanding customer service skills may make a great concierge. But if he or she does not have strong computer skills, that same candidate may not be a good fit for a security command center position.  </p><p>Complicating the security recruiter’s job is that other industries that have traditionally hosted many minimum wage jobs have begun changing their business models and increasing their base wages well above state mandated minimums. For example, Amazon has established a $15 minimum wage, Costco $14, and Target and Walmart are both at $11. This creates competition for employees as the wage gap between security positions and other entry level jobs closes. </p><p>Guard force recruiting is also affected by the low U.S. unemployment rate. In November 2018, the national unemployment rate held at 3.7 percent, the lowest jobless rate since December 1969. When unemployment rates drop to such historic lows, qualified personnel become more difficult to find and hire, especially with increased competition from other industries.  </p><p>To contend with these difficult conditions, security recruiters are more aggressively developing internal talent pools, holding onto applicant résumés longer, and using online resources to proactively seek out candidates. As the traditional candidate pool shrinks, recruiters are looking toward recent college graduates and returning military personnel for skilled job candidates. </p><p>The author experienced firsthand how tight the labor market was in the scenario cited previously, when the two guards were let go because the job requirements grew beyond their capabilities. The author recognized that the additional job responsibilities should come with higher compensation, so when the changes were rolled out the company also implemented a 25 percent pay increase for the remaining guards. </p><p>When the company advertised the two open positions at the higher pay rate, it could not quickly find qualified replacements. Although the company still maintained its contractual guard requirements and never dropped coverage, it did so by absorbing non-billed overtime for several months. It took a significant loss to its profit margin. </p><h4>P​ersonnel Management</h4><p>Guard force management is, at its root, personnel management. And so, management issues that arise from human resource-related concerns deserve serious consideration. </p><p>In U.S. states such as California, which has extremely stringent wage and hour requirements, mismanagement can expose a company to class action litigation. In recent years, several guard service companies have had multimillion dollar judgments awarded against them for violations. Technological solutions like the call-in system discussed previously can help, but like any other tool they must be managed and used properly to provide a benefit.  </p><p>In the #MeToo era, employees today are more informed and aware of their rights, and information and resources are just a Google search away. U.S. Equal Employment Opportunity Commission (EEOC) and harassment complaints can bring with them significant financial penalties to the individual manager and company. In today’s business environment, good managers have a strong understanding of what behavior and conduct constitutes, or approaches, harassment from an HR perspective. </p><p>Just before the #MeToo movement made national headlines, one guard company was being served with an increasing number of EEOC and harassment complaints. In a meeting with the CEO and vice president of human resources, the CEO suggested increased training. This initially seemed like an excellent suggestion, because it would help managers in their interactions with employees and raise awareness of key HR issues. </p><p>But then the CEO clarified his suggestion: he indicated that the training he wanted was for the guards to understand “that it’s not illegal for your boss to be a jerk.” It became clear that there was a top-down management problem. The CEO’s attitude clearly did not fit with current thinking about sustaining a healthy workplace culture. </p><p>“The line between disrespect and harassment is very thin,” said Matt Verdecchia, a senior trainer with Health Advocate’s EAP+Work/Life division, during the Society for Human Resources Management’s 2017 annual conference. “We need to be more sensitive to insensitivity.”</p><p>Clearly the CEO of the firm was not being sensitive to insensitivity. Managers must understand that their attitudes have consequences, and the more senior a manager, the greater the impact. Complaints against that company continued.    </p><p>In the past, a guard force manager’s interaction with HR typically began and ended with recruiters. Today, a successful guard force manager should embrace the broader role that many HR managers have taken on in companies. EEOC education and antiharassment training should be a part of every guard manager’s core curriculum. Maintaining open communication with regards to employee coaching and performance evaluations can avoid costly situations.</p><p>Guard force operations and management will continue to change. New technologies are developed, the economic landscape evolves, and new challenges emerge. But at the end of the day, a guard force consists of individuals. For senior managers down to the on-site guard, change will be continuous. In response, education, training, and learning from experience should be, as well.   </p><p><em>Joseph Ranucci, CPP, is the U.S. manager of security for Almac. He spent 15 years working in management and executive positions for multiple guard service providers. Ranucci began his career in 1993 when he worked as a security guard while earning a bachelor’s degree in criminal justice.</em></p><p>--</p><h2>The Business Side: Policies, Costs, and Compliance​</h2><p>Changes in public policy translate into cost factors that impact guard force management. In recent years, the trends of rising minimum wage, mandates regarding the Affordable Care Act (ACA), and paid sick leave have all come into play when managing a successful guard force.</p><p>The average U.S. security guard earns $12–$13 per hour, according to the 2018 white paper <em><a href="https://www.roberthperry.com/uploads/2018_White_Paper1.pdf">U.S. Contract Security Industry</a></em> by Robert H. Perry & Associates. To attract quality personnel, security guard companies typically pay around $3 above the state minimum wage.</p><p>However, as expectations rise and deeper skill sets for guards become more commonly required, recruiting will become more challenging. Additional responsibility and higher caliber candidates will drive this base wage up, creating a wider gap between the minimum wage and average guard rates. The impact of this is already being reflected in higher bill rates.</p><p>Another factor in guard cost increases is the recent public policy trend of increasing minimum wages. In 2016, New York and California became the first U.S. states to mandate a $15 minimum wage, which is to be phased in over several years. Several cities have also mandated a $15 minimum wage, and many other U.S. states have initiated minimum wage increases.</p><p>With these increases, security companies will be forced to increase both pay rates and corresponding bill rates. For example, in New Jersey the minimum wage is $8.85 per hour, so a security guard making $11.85 is earning 34 percent above minimum wage. An increase to a $15 minimum wage would push that security guard up to a wage of $20.10 per hour if the company maintained the same 34 percent differential over the minimum wage. Assuming a 50 percent markup for billing, a customer’s costs would go from $17.76 to $30.15 per hour.</p><p>Other public policy factors also driving up cost for service are the Affordable Care Act (ACA) and a growing trend to mandate paid sick leave for all employees.</p><p>When the ACA required employers to offer health plans, the costs of this new coverage were ultimately rolled up and passed through to customers of guard companies.</p><p>Moreover, 11 U.S. states and the District of Columbia now have statewide paid sick leave laws, and five other states have laws on a city- or countywide basis. These laws have significant cost implications because they typically apply to both full-time and part-time employees.</p><p>When considering these factors, it is not surprising that customers are looking for solutions to keep costs in check. One approach is reducing staff and using technology to allow the remaining staff to work more efficiently.</p><p>In addition, some guard companies are rebranding themselves to offer more than traditional guard services. Mobile guarding, remote monitoring, integrated guarding, and autonomous robots are some of the services being offered by these service providers. A “do more with less” philosophy is moving the industry toward using technology to maximize efficiency.</p><p>For example, with proper camera placements and use of analytics and alarms, multiple locations can be monitored from a single workstation by one guard, or even possibly an off-site central station. A second guard roving between the facilities can provide any needed on-site response, tracked in real time.​</p><p>__</p><h2>Revised Private Security Officer Guideline ​<br></h2><p>The ASIS Standards and Guidelines Commission recently updated the <em><a href="https://www.asisonline.org/publications--resources/standards--guidelines#asis_releases_new_private_security_officer_pso_guideline/">Private Security Officer (PSO) Selection and Training Guideline​</a></em>. This document provides guidance for establishing and managing a program for choosing and training private security officers, and it is applicable to both proprietary and contract security. It provides a basis for an organization to develop or demonstrate that its private security officer selection and training policies, practices, procedures, and program are consistent with applicable legal, regulatory, and contractual obligations in the organization’s jurisdiction and where the security services will be performed.</p><p>The guideline points out that an organization must understand its mission, governance, and goals before hiring officers; then it should establish policies and procedures for officer selection and training that promote its mission. Managers must decide on minimum qualifications for officers and abide by those criteria. Background screening of personnel is critical. </p><p>Roles, responsibilities, and authorities relevant to the selection and training program should be assigned and communicated within the organization. Training should be consistent with legal, regulatory, and contractual obligations. Administrators should continually assess the training program for effectiveness and applicability, and to discover opportunities for program improvement.</p><p>The guideline also includes two valuable annexes that offer sample screening criteria and training topics. ASIS members are entitled to a free download of each ASIS standard and guideline. To learn more, visit <em><a href="https://www.asisonline.org/publications--resources/standards--guidelines/">asisonline.org/standards</a></em>. ​​</p>
https://adminsm.asisonline.org/Pages/video-only-thing-stops-a-bad-guy-with-a-gun-a-good-guy-with-a-gun-0011411.aspxVideo: The Only Thing that Stops a Bad Guy with a Gun is a Good Guy with a GunGP0|#21788f65-8908-49e8-9957-45375db8bd4f;L0|#021788f65-8908-49e8-9957-45375db8bd4f|National Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465<p class="body">National Rifle Association (NRA) CEO Wayne LaPierre blamed video games and the media for the nation's violence and called for schools to revamp their security programs. </p><p class="body">He also announced the launch of a new security initiative for schools called <a href="http://nraschoolshield.com/">The National School Shield</a> that will be headed by former congressman Asa Hutchinson. <br></p><p class="body">Watch the full press conference below:</p><p class="body">Immediately after the press conference, New York Mayor Mike Bloomberg <a href="http://www.mikebloomberg.com/index.cfm?objectid=BEA2E63E-C29C-7CA2-F74E6DA8F1151161">released a statement saying</a>, "Today the NRA's lobbyists blamed everyone but themselves for the crisis of gun violence. While they promote armed guards, they continue to oppose the most basic and common sense steps we can take to save lives - not only in schools, but in our movie theaters, malls, and streets." </p><p class="body">Click for <a href="/ASIS%20SM%20Documents/Transcript_PDF.pdf">full the transcript of LaPierre's speech</a>. </p>
https://adminsm.asisonline.org/Pages/Book-Review-Corporate-Security.aspxBook Review: Corporate SecurityGP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465<p>​abc-clio.com; 248 pages; $48.</p><p>The landscape for corporate security practitioners is changing. Globalization and rapid technology advances are forcing industry leaders to understand and deal with convergence now more than ever. <em><a href="https://www.abc-clio.com/ABC-CLIOCorporate/product.aspx?pc=A4447C" target="_blank">Corporate Security Crossroads: Responding to Terrorism, Cyberthreats, and Other Hazards in the Global Business Environment</a> </em>takes a scholarly approach to drawing a "then and now" correlation to modern day issues that multinational entities are facing. It presents a macro view on relevant geopolitical matters that will help key policy and decision makers better understand the complex risks that are present in less-developed parts of the world. </p><p>Setting this book apart from others, there are many ties to modern and recent issues. The book is incredibly well researched, and Richard J. Chasdi uses this data to support his own assertions. Reference source material represents a significant amount of the overall content—the "Notes" section comprises nearly 25 percent of the book.  </p><p>Case studies paint a clear picture for readers but do not represent a true global perspective. The inclusion and analysis of Western-focused incidents, along with the others, would have better supported the author's attempt to present wide-reaching global business hazards.</p><p><em>Corporate Security Crossroads</em> is an advanced text and an ideal publication for research and academic environments, as well as for companies and other organizations that focus largely on geopolitical matters. It is less relevant to CSOs and CISOs operating outside of a governmental or foreign affairs role.  </p><p><em>Reviewer: Pete Bernritter is senior regional manager, Americas Security and Safety, at Dassault Systèmes. He is a member of the ASIS Investigations Council and serves on the technical committee for developing the Active Assailant Annex to the ASIS/SHRM Workplace Violence Prevention and Intervention Standard.</em></p>
https://adminsm.asisonline.org/Pages/Lessons-Learned-from-the-Notre-Dame-Fire.aspxLessons Learned from the Notre Dame FireGP0|#3795b40d-c591-4b06-959c-9e277b38585e;L0|#03795b40d-c591-4b06-959c-9e277b38585e|Security by Industry;GTSet|#8accba12-4830-47cd-9299-2b34a4344465<p>​The Notre Dame Cathedral fire’s destruction impacts the cultural arts community, as well as the world at large. While this iconic structure and Paris’ symbolic center took centuries to build, a fire on 15 April horribly damaged the medieval Catholic cathedral in a matter of hours. </p><p>While firefighters focused on containing the fire’s spread, frantic rescue efforts were launched by the culture ministry and others to safeguard the cathedral’s masterpieces and relics. These irreplaceable artifacts include the cathedral’s renowned 18th century organ (with more than 8,000 pipes), and the crown of thorns said to have been worn by Jesus during his crucifixion—one of the world’s most priceless relics, which was brought to Notre Dame in August 1239. The ministry is transferring other works across Paris to the Louvre where they will be dehumidified, protected, and eventually restored.<br><br>Although currently considered an accident related to renovations, an ongoing investigation aims to determine the cause of the fire. In the meantime, however, security practitioners should ask if best practices were in place to prevent and respond to the incident.<br><br>Frédéric Létoffé, the co-president of a group of French companies that specialize in work on older buildings and monuments, spoke to <em><a href="https://www.nytimes.com/2019/04/16/world/europe/notre-dame-fire-investigation.html" target="_blank">The New York Times </a></em>and said Notre Dame had fire detectors that functioned continuously and was equipped with dry risers—empty pipes that firefighters can externally connect to a pressurized water source. <br><br>Létoffé added that the cathedral did not have automatic sprinklers in the wooden framework of its roof, where the fire started, and that its attic space was not compartmentalized with fire-breaking walls, which could have prevented a blaze from spreading.<br><br>Notre Dame’s rector, Monseigneur Patrick Chauvet, said on 16 April that fire monitors routinely inspected the cathedral. “Three times a day they go up, under the wooden roof, to make an assessment,” he told radio station <a href="https://www.msn.com/en-za/news/world/notre-dame-appears-structurally-sound-after-fire-as-investigators-look-for-cause/ar-BBVZWWF?li=AAggNb9" target="_blank">France Inter.</a><br><br>The Notre Dame fire is not a unique incident. Several cultural heritage sites around the world were either completely or partially destroyed by fires, including The National Museum of Brazil in Rio de Janeiro in 2018, La Fenice opera house in Venice in 1996, the Gran Teatre del Liceu in Barcelona in 1994, and Windsor Castle in Windsor in 1992. <br><br>Not only cultural institutions but all facilities should have a risk management plan in place. Risk can be defined as “the chance of something happening that will have a negative impact on our objectives.” Security professionals must consider both the chances of happening and expected impact. The impact of risks can be expressed in terms of the expected loss of value to the heritage asset.<br><br>Although terminology is often interchanged, there are five basic steps in the risk management process: <br></p><ol><li><p>Identify the risks (potential causes)</p></li><li><p>Analyze the risks (probability of occurrence)</p></li><li><p>Evaluate the risks (magnitude, priority)</p></li><li><p>Solutions (select best options)</p></li><li><p>Monitor (risk management is an ongoing process)</p></li></ol><p>Security managers of cultural properties should consider the following questions as they conduct their risk analysis and develop their risk management plan: </p><ol><li><p>What are the possible imminent risks to a cultural property?</p></li><li><p>What are the risks of highest probability?</p></li><li><p>Which of those are expected to cause greater and wide-ranging damages?</p></li><li><p>Do damages differ from one cultural property to another?</p></li><li><p>Do these damages suddenly occur or are they accumulative over time?</p></li><li><p>How can these damages be well understood and assessed for sound decision making relevant to mitigation and prevention?</p></li><li><p>What are the priorities, given available human capital and budgets?</p></li></ol><p>To mitigate the risk of fire at their respective institutions, security professionals need plans in place for minimizing legacy loss and finding ways to protect valuable cultural heritage. Particularly in the cultural environment, they need to strive to find innovative ways to prevent fires and avoid, where possible, fire-fighting techniques that might cause inadvertent destruction of the artifacts they are seeking to protect.<br><br>As evidenced by the scores of Parisians and tourists who watched, cried, sang, and prayed for Notre Dame during the fire, cultural heritage is not just about monuments or traditions, but about the people who identify with the underlying culture. When security professionals understand this concept, they can help reduce invaluable losses and effectively manage the economic consequences.<br><br><em>Doug Beaver, CPP, is the chair of the ASIS International Cultural Properties Council and director of security at the National Museum of Women in the Arts in Washington, D.C.</em></p><p></p>
https://adminsm.asisonline.org/Pages/How-to-Bridge-the-Gap.aspxHow to Bridge the GapGP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465<p>​The U.S federal government had identified a vulnerability. It knew it needed to do more to address the potential threat of insiders and their access—both physically and electronically—to classified information.</p><p>So, in October 2011, U.S. President Barack Obama issued an executive order to require that all federal agencies that operate or access classified computer networks create insider threat detection and prevention programs. These programs would have to cover all users of classified computer networks, including contractors, to ensure that those networks were secure and protected.</p><p>“Our nation’s security requires classified information to be shared immediately with authorized users around the world but also requires sophisticated and vigilant means to ensure it is shared securely,” Obama said in the order. “Computer networks have individual and common vulnerabilities that require coordinated decisions on risk management.”</p><p>Agencies and contractors were given several years to implement the executive order. And it would require the two sides of the security house, cyber and physical, to work together. </p><p>One company required to comply with the executive order is American Systems where Matthew Hollandsworth, CPP, CISSP, director of corporate security, facilities, and safety, is the head of the insider threat program. </p><p>Hollandsworth worked with colleagues to create an insider threat committee with representation from security, IT security, human resources, finance, legal, and client-facing verticals of the business. </p><p>“An example would be if security got an adverse information report on somebody that’s going through a bankruptcy,” Hollandsworth explains. “That would get reported to the committee. That makes them more of a risk—they are short on money; that makes them more susceptible to being bribed.”</p><p>The committee then created a process to ensure that the threat would be shared with the appropriate stakeholders, such as finance to monitor corporate credit cards and expense reports and human resources for potential job performance complaints.</p><p>“It required several meetings of sitting down and developing these communications paths and these processes,” Hollandsworth adds.</p><p>One of the key partners in this initiative, however, was IT security, which could be alerted to a potential insider threat and monitor that person’s activity on the corporate network. </p><p>“We’ve had an example where IT identified an individual that had downloaded around 100 gigs of data, taken that, and put it on their personal thumb drive,” Hollandsworth says. “There was no reason for that, so IT let me know about it. And it turned out to be something innocent—this guy was just moving data from one computer to another—but that communication path was there. That process was there.”</p><p>While the program was created to meet a U.S. federal government requirement, it also shows the benefits organizations can reap in reducing risk when cyber and physical security teams work together to address it.</p><h4>The Gap</h4><p>Traditionally, there has been a gap between cyber and physical security personnel in organizations. Physical security measures were already in place when computers and networks were first invented, eventually spawning the IT and cybersecurity fields. </p><p>And the personnel who filled these roles in organizations came from different backgrounds—cyber and IT often from technical backgrounds and college programs; physical security often with backgrounds in law enforcement, military, or government.</p><p>When he started working at a helpdesk at the Pentagon in 1998, Hollandsworth says that the IT and physical security teams were separate without much communication between the two.</p><p>“I think people saw IT security as kind of the new fad thing at the time; it wasn’t like it is today where one has a better understanding of it and can see the breaches that happen and the importance of it,” he adds. “And there was probably a bit of ego on the physical security side. ‘We’re the security people, you guys are just the computer people.’”</p><p>Dave Tyson, CPP, CISSP, CEO of CISO Insights, had a similar experience when he got his start in the profession as a security guard. His knowledge of cybersecurity was almost nonexistent prior to attending a luncheon in the mid-1990s where a speaker gave a presentation on the topic. A topic that for most, including Tyson, was indecipherable. </p><p>“We couldn’t imagine what digitization was—the filing cabinets not being relevant anymore,” Tyson says. “So, I said, ‘Hey, that doesn’t make sense to me. I need to know more.’”</p><p>Learning more about IT and the concepts behind it exposed Tyson’s frustrations in his own career in physical security at the time. </p><p>“I felt like I was doing the same thing over and over—getting a guard, getting a camera, trying to explain why our humans are better than someone else’s humans at reducing risk,” he says. “And it was frustrating because we really were not partnered with the business—the part of the organization that makes money.”</p><p>IT was connected to what the business was doing, Tyson explains. Those teams were building databases and interacting with customer information, creating real impact that would affect the company. </p><p>But Tyson says he could also see where physical security could play a role in what IT was doing, by posing basic security questions, including “What data is going across this network? Who decides who gets to look at it? Who decides who gets access to what?”</p><p>This spurred Tyson’s interest in converging physical and cyber into one conversation to address risk. One hurdle to this convergence, however, was the difference in professional jargon that cyber and physical teams use in the workplace.</p><p>“The hard part is, sometimes the message doesn’t get across because of all the terminology,” Tyson says. “The terminology, and how it’s ex­plained, is more critical than what’s being said so people will engage and not tune it out.”</p><p>To help bridge this language barrier, Hollandsworth says that his teams have created a common lexicon so each side can understand the other. </p><p>“Developing a common lexicon for how they communicate with each other, like teaching the traditional security side what a root kit is, what spear phishing is, is important,” he explains. “And going the other direction with the IT side—what types of cameras work best in what type of lighting and how to process a background investigation for an individual—and getting them to understand the importance of that.”</p><p>One practical example of this was an instance where a company needed a computer system approved for use. The system required a documentation process, a certain type of configuration, and approval by the government before it could be used.</p><p>“Part of that documentation process was that we had to document the physical protections of the system,” Hollandsworth says. “So, is it in a secured area? What type of layered security do we have in place? All of that stuff.”</p><p>But the IT and physical security staff members working on the project were having trouble communicating with each other. The physical security employee did not understand why he had to provide this information to IT, and the IT staffer did not understand why security was not being cooperative.</p><p>“I sat down with the two of them and explained the need for both and tried to put some different language around what the IT security person was asking and what the traditional security person was asking to come up with common understanding and common terms,” Hollandsworth explains. </p><p>He told them to think of the computer system like the center of a bullseye with rings of protection around it that needed to be documented for approval of the system. Using this approach, they were able to have a successful dialogue centered around risk to the system—and ultimately the organization—that needed to be addressed.</p><p>“Risk is the common language between all sorts of security-esque organizations—whether it’s financial risk, legal risk, physical security, cyber, it really doesn’t matter—all of these things are about managing risk, and you do that effectively through the same process,” Tyson says. </p><h4>The Benefits</h4><p>Cyber and physical security are converging because of the changing way that organizations operate and implement technology. Physical protections—like cameras and access control systems—are running over corporate networks that need to be protected from intrusions looking to gain a foothold in the system.</p><p> “You have to have a physical security program, a personnel security program, an operations security program, and an information security program all working together to protect data,” says Hollandsworth.</p><p>For instance, when Tyson was at eBay, individuals would walk around the neighborhood and drop USB sticks or place fliers on employees’ windshields. </p><p>“People would take these things inside the office, and either plug the USB stick into the computer or look at the URL link on the flier that’s encouraging them to go to this website to win an iPhone. They would get infected with malware,” Tyson says. “Here we have a cyber threat against the organization using a physical device.”</p><p>To mitigate the threat, Tyson worked to educate his physical security leaders who were responsible for monitoring camera systems and access to the environment to detect who was leaving the malicious materials. He also worked with the cybersecurity team defending the network to ensure it had systems in place to defend against the malware to prevent it from being downloaded.</p><p>“All of those folks had to be working in harmony to protect that new risk that we had never seen before,” Tyson says.</p><p>Tyson also worked with physical and cybersecurity teams on detecting rogue wireless access points. Employees at the time were unhappy that corporate firewalls were blocking their access to certain websites and services. So, they would go out and buy the supplies to create their own Wi-Fi connection to the network—a violation of company policy. </p><p>“They were really easy to buy and really easy to plug in, but not so easy to find when your cybersecurity guy is sitting behind computers five buildings away,” Tyson says. “So, we trained the physical security team—the guards on general assignment—on what a wireless access point looks like, how it was used, and gave them a sniffer that beeped if you walked by and got a wireless signal.”</p><p>When they heard a beep, the guards were instructed to document where the device was and report it to the cybersecurity team. The next day, a cybersecurity staff member would go discuss the issue with the employee who had violated the policy and then remove the device.</p><p>“We found three of them in the first month,” Tyson says. “The marginal cost of this new security program to deal with this new risk was $80. And here we are detecting rogue wireless access points that are bypassing our firewall. And our guards are really happy because instead of just watching doors, they are actually solving business problems.”</p><h4>Relationship Building</h4><p>While putting programs and processes in place so cyber and physical security work together to address risk is important, so is building relationships with individuals across team lines. </p><p>Tim McCreight, CPP, CISSP, CISA (Certified Information Systems Auditor), manager of corporate security—cyber—for the City of Calgary, says that creating the opportunity for open dialogue between security professionals was critical to his work at the corporate information security office for the government of Alberta.</p><p>He was an executive director in the CISO’s office at the time and reached out to others in security roles for the government for a monthly meeting that eventually turned into a weekly coffee meeting to keep everyone in the loop. </p><p>“One of the best things I can suggest is to toss your egos out the door,” McCreight says. “You’re there to protect your people, property, and information. You have to appreciate what other people bring to the table…you can’t be the physical security guy operating in a silo protecting your company. You need to collaborate.”</p><p>Tyson agrees, saying that regardless of the side of the house a security professional operates in, all security leaders need to remember that they are information workers. </p><p>“Other than maybe arresting a few people now and then, for the most part we’re paid to have conversations with people and relationships with people,” Tyson says. </p><p>“We interact with so many people every day, sometimes we forget that our work environment is based on a semi-social environment,” he adds. “The first step is get to know the people that you have to work with. Understand the problems that they face—what the biggest risks are to them. And ask what you can do to help them be more successful at reducing those risks.”  </p><p><em>Megan Gates is senior editor at Security Management. Contact her at megan.gates@asisonline.org or follow her on Twitter @mgngates. </em></p>
https://adminsm.asisonline.org/Pages/The-Future-of-Office-Security.aspxThe Future of Office SecurityGP0|#69b4a912-eafa-43d2-b6a4-8aed47f69245;L0|#069b4a912-eafa-43d2-b6a4-8aed47f69245|Security Technology;GTSet|#8accba12-4830-47cd-9299-2b34a4344465<p>​Artificial intelligence (AI) and machine learning bring huge benefits to the security landscape, especially for anti-fraud and identity management, mobile and app security, behavioral analytics and anomaly detection, and cyber-risk management. </p><p>But most of these applications are in cybersecurity, leaving the door wide open for physical security threats in the workplace.</p><p>Workplace strategy and design are evolving alongside AI. The office of the future emphasizes modern design, openness, and connectivity with open floor plans, glass walls, cafeterias, nap pods, and other amenities. </p><p>Amazon’s new office in Nashville, Tennessee, will have a landscaped green roof amenity deck where employees can get some fresh air, as well as a daycare center and a complex with shops and restaurants. Square is embracing the hot desking concept where employees don't have assigned seating and can move around freely to increase teamwork.</p><p>As offices become more modern and flexible, they need to ensure security coverage follows suit. Currently, corporate buildings employ security guards, cameras, gates, and other static tools like badge readers and fire alarms. But this existing infrastructure is insufficient. As offices grow, they tend to scale their security operations by adding more security guards. But this can be expensive and even inefficient; in general, security guards are limited in their ability to respond to threats—their main role is to observe and report.</p><p>The promises of AI and automation are taking over our collective social consciousness, but it’s important to keep security—both online and offline—top of mind. Some companies are already taking proactive steps to ensure physical security isn’t forgotten in growth efforts. </p><p>For instance, at Slack’s headquarters, security robots roam the office after hours, picking up subtle anomalies that human guards might miss—carbon monoxide, water leaks, unlocked doors, suspicious sounds, and other hazards. </p><p>Companies need a reliable security solution that bridges the gap between human skills and technology to make security in offices more effective and efficient. Enter: human-in-the-loop AI security. Robots and AI are good at detecting issues, humans are good at solving them. </p><p>We already use robots—dishwashers, microwaves, and autonomous vehicles—to be more productive in our personal and professional lives, so why not integrate this technology into modern office security? </p><p>Robots use machine learning to parse data at unprecedented rates—when a robot spots an anomaly, like an open door, a spill, or an unauthorized individual in the building after hours, it sends the information to the right security personnel to solve the issue in the way only humans can—with empathy and ingenuity.   </p><p><em>Travis Deyle is CEO and cofounder of Cobalt Robotics. </em></p>

 

 

https://adminsm.asisonline.org/Pages/The-Future-of-Office-Security.aspx2019-03-01T05:00:00ZThe Future of Office Security
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https://adminsm.asisonline.org/Pages/The-Benefits-of-Being-Smart.aspx2019-03-01T05:00:00ZThe Benefits of Being Smart
https://adminsm.asisonline.org/Pages/Barnyard-Biosecurity.aspx2019-03-01T05:00:00ZBarnyard Biosecurity
https://adminsm.asisonline.org/Pages/On-Duty-and-Vulnerable.aspx2019-03-01T05:00:00ZOn Duty and Vulnerable
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