Post-9/11 and 7/7, the demand for first class security solutions has never been greater. Is that demand indicative of paranoia, or are organisations genuinely taking risk and security management a tad more seriously than they have done in the past?
As a security service provider, we try to analyse our operating environments in such a way that we can meet – and, more often than not, exceed – the requirements of our clients. That being the case, we have to ask the question: “Had 9/11 and 7/7 not occurred, would companies have developed, implemented and maintained systems to improve safety and security within their organisation for the benefit of their employees and others associated with their activities?”
It’s not just the threat from terrorist organisations of which companies must be aware. Equally important are potential problems ‘closer to home’, including internal vulnerabilities and issues surrounding crime (including workplace violence). The paranoia created by terrorism should not lead us towards tunnel vision. We need to look at the wider picture within our industry. What are the risks we face, as opposed to the holistic risks that might impinge? Such a thought process may be effectively promoted through change.
Change is a slow process
Changing the culture within an organisation is a lengthy process. It doesn’t take days or weeks. It takes years. We need to start at the beginning by looking at human behaviour and attitude – itself an extremely hard nut to crack!
It’s important to start not at the foundations stage but during ‘design’. This will ensure that the foundations are themselves capable of withstanding that which is built upon them. Changing an organisation’s culture – and, more importantly, the individual’s behaviour – requires a level of knowledge and understanding. In other words, it’s all about education, education… and more education!
Take the modern day security professional. The most important and significant item in that person’s personal forecast should be professional development. More specifically, Continuing Professional Development (CPD), as expressed in a previous edition of Security Management Today (‘Education… In continuum’, April 2006, p3 and ‘CPD: realistic or not?’, April 2006, pp26-29).
Organisations change. So do individuals, crime syndicates, terrorists, the environment, technology and processes. To evolve with these changes, the security professional requires continual knowledge and development upgrades to ensure that they stay ahead of – or at least keep in line with – evolution. At the same time, they must always be offering (and promoting) industry Best Practice.
When we analysed our operating environment, one of the shortfalls identified was the lack of training offered to the professional security consultant.
It has been stated that there are over 40 specialisms within the security consultant’s ‘toolkit’. If this is the case, how long would a suitable training course be, and what would need to be included? This in itself creates a problem. Surely the training would require representation for all of those specialisms?
The Certified Security Consultant
After many long days and sleepless nights scrutinising a draft training agenda, the team at Anubis developed the Certified Security Consultant (CSC) course. To strike the right balance, the course is necessarily generic in several subject areas and more specific in others. We never set out to provide a course that offered competency from the outset, but rather something we felt provided the best possible foundation for it. Competency, we hope, will emanate from an individual’s willingness to achieve their goals. We point them in the right direction with enough fuel to reach their first milestone.
The course is primarily aimed at individuals who wish to secure employment at a management level within the security industry. Additionally, the CSC is also targeting non-security industry candidates who may be broadening their service to encompass larger companies. These organisations may need higher levels of general security, and could well be seeking an employee to assume responsibility for risk, security and business continuity management as a whole.
Key areas throughout the security industry are combined in the learning programme, which covers risk management, vulnerability assessments, business continuity planning, crisis management, key managerial activities and the management of crime (to name but a few subject areas).
The whole structure of the course was scrutinised and great importance placed on its duration (as well as on the systematic process of how it would be delivered). It’s structured to afford the individual a broad understanding of security knowledge and management techniques in order to effectively administer a security function and/or provide a consultancy service to varying sizes of organisation.
Based on modularity
The course is split into three modules. Modules 1 and 3 each consist of ten days’ guided learning, with Module 2 comprising 150 hours of distance-based learning.
Each of the modules is portfolio assessed, and the complete course accredited by Buckinghamshire Chilterns University College at Level 5 status.
Module 1 covers the basics of risk assessment and risk advising, along with specialisms in security surveying, law and legislation and vulnerability assessment. Module 2 is aimed at affording candidates an opportunity to demonstrate their individual skills by completing a set of formulated work-based assignments.
Last but not least, Module 3 considers crisis management and disaster recovery, business continuity and crime management. Completion of the course allows each student to use the initials CSC after their name.
As is the case in all educational environments, it’s also the willingness of the learner that enables successful development (along with suitable methods of training to promote that learning). Every opportunity to engage in learner development is provided throughout the course and post-completion. The structure is flexible and embryonic. As such, it will grow and develop to meet the requirements of industry and the learner.
One of the key features of the CSC course is its diverse range of instructional staff, all of whom are currently employed at an operational level within their own area(s) of expertise. This is something of a rarity, and demonstrates an up-to-date knowledge base that is imparted to those attending the course.
Are we ever fully competent?
The security industry is fast-growing. When it comes to advising on a broad range of areas, the role of the security consultant has never been in so much demand. Professionals will have identified their capabilities and limitations at an early stage in their career, subsequently focusing on those areas needing development.
None of us can ever claim to be fully competent. Every day we learn something new and how to improve in order to achieve our aims and objectives. Continually reflecting on what we do, how we do it and whether or not we could have done it better is part of our nature.
Only as individuals can we truly implement any changes for the better.