Security Management Today (SMT): What would be your one wish for the industry during the next five-to-15 years?
Tom Craven (TC): In the immediate future, I’d like to see the security industry generate much stronger margins and, as a result, provide far better working conditions for security professionals at all levels. The industry is full of highly talented individuals, but they are often undervalued and unrewarded.
Within ten years, I’d hope that security has become more integrated within the operations of the businesses it serves. Security – and security-related services – should be a recognised and highly valued part of a company’s operations, not something which management feels it ‘has to have’.
Eventually, I would like to see a fully-consolidated industry that’s integrated with public and emergency services provision to deliver the ultimate in security services. It would be great to see the security industry shed its negative image and become a respected profession.
Terry O’Neil (TN): I wholeheartedly agree with Tom that the industry needs to gain a much better reputation for its ability to provide a quality service in the years ahead. There is only one way in which we can achieve that. We need to use Security Industry Authority (SIA) licensing and the Approved Contractor Scheme as platforms on which to build.
Compliance with the Terms and Conditions of the Working Time Directive will encourage young men and women of ability to enter the industry. Through time, this will drive up the industry’s standards and reputation.
SMT: What do you think will be the key trends during the next five years?
TC: The UK-wide consolidation of the industry will be key. Full integration of security guarding services and security technology will occur, pay and benefits will increase and, as a result, we’ll enjoy better rates of staff retention.
I believe there will also be an improved use of technology across all areas of the security business, particularly so when employee skills levels begin to increase.
TN: Unquestionably, there will be a movement towards the use of technology at the expense of manpower. This has often been discussed in the past, but against the backdrop of a self-regulated security guarding industry.
Clients will now have added confidence that, in dealing with a licensed security officer, that individual will have attained a certain minimum standard of training.
With this reassurance, we can envisage end users moving ahead to install more and more technology in the knowledge that the reduced manpower on site will be capable of handling the day-to-problems that always have arisen – and, indeed, will continue to arise.
SMT: Who handles – and who should handle – the recruitment of security personnel?
TC: Currently, operations managers, line managers or Human Resources professionals tend to handle security recruitment, but this isn’t right at all.
Dedicated internal recruiters with a specialist knowledge of security should drive the processes involved, all the while working with line managers. This will ensure that the people on the ground have the ultimate control over who is recruited, but the process is co-ordinated by a professional recruiter with a complete understanding of our industry.
TN: In my view, it has been a mistake to allow recruiting to be conducted by untrained individuals working within security companies. The basic reason for this is to try to save money and, within a self-regulated environment (and with such high rates of staff turnover) there was an argument for going down that route.
However, the new situation means that licensed officers expect – and want – a more professional service. As a result, I expect more and more companies to outsource the recruiting function.
However, I do believe that there is a need for recruiting companies to look at their charge rates in order to make it more appealing for security companies to use their services.
SMT: How do you think recruitment will change in the security business sector during the next five-to-ten years?
TC: The key change will be driven by the enhanced and more widespread use of security systems and technology. Companies are already looking at enhancing their online recruitment by expanding and improving upon the online services they provide.
I also think it’s highly likely the major security companies will begin to look at recruitment process outsourcing.
TN: I believe that more and more initiatives will appear which allow an individual to go online and apply for a job, and then follow this up with a video conference-style interview from a venue close to his or her home address. This would be followed by other tests such as psychometric testing. Any job offer would be made without the applicant and the interviewer meeting.
In turn, this would increase the opportunity base for the individual applicant to substantially reduce costs for all parties, and provide a better service to the industry.
SMT: What is the main issue you feel is affecting the industry the most, and how might it be resolved for the greater good?
TC: There are several quality-based issues that continue to affect the industry. To a large degree, they have been created by one major factor – the amount of money the security guarding sector feels it can charge for its services. Put simply, the low margins within the industry prevent it from implementing Best Practice at all times.
Both the industry and the companies within it need to generate decent profits, but to do that security companies have to stop selling on price and effectively ‘buying’ business. The guarding industry provides an essential service, and it should be more confident about the value of that service in relation to the customer base.
In recent times, organisations have started to move away from viewing security as a grudge purchase. This will help in driving change and, I hope, begin to pave the way for the industry to demand a fair price for the services it provides.
TN: Attracting quality staff to the industry remains the fundamental issue. As security continues to climb the ladder of importance for commercial companies’ interests, and as the level of crime continues to increase, so this particular issue will resolve itself.
It will not be long before the market finally realises the overriding need for good security. In order to make security provision realistic, the right Terms and Conditions of employment for staff entering the industry have to be applied.
Soon, we will hopefully see graduates joining from university. This in turn will act as a catalyst for other quality staff to join the ranks.
SMT: What is the biggest weakness of security provision in the UK, and how should it be addressed?
TC: The answer relates to money and the rate the industry charges for its services, which in turn leads to low pay and poor working conditions for officers. Officers are unlikely to be motivated to pursue a career in security with such poor benefits. The profile of the security officer and the security team needs to be raised within the organisation for which they work, so they are valued and rewarded accordingly.
TN: Prior to the Private Security Industry Act 2001, and its subsequent implementation in March 2006, the biggest weakness of the security guarding industry was the fact that an individual could both enter and leave the sector within a minimal time gap.
Licensing has slowed that process down, with the result that staff turnover for many guarding companies has decreased – albeit marginally in most cases.
However, the Terms and Conditions of the Working Time Directive have not yet been addressed. This is now the major weakness when it comes to attracting quality staff and building a stable industry.
SMT: What type of individual makes for the ‘ideal’ security officer in 2007, and what type of person would be required to do the job in, say, five years’ time?
TC: In 2007 we need reliable officers who are intelligent, exhibit common sense and evidence very good communication skills.
In five years’ time, however, we’ll need a higher skilled, more technically aware workforce whose members are trained to deal with issues such as terrorist activity, threat awareness and business continuity.
TN: Currently, I believe the ideal security officer would be a mature man or woman probably in their 40s or over who has enjoyed success in a previous career and has the necessary discipline and levels of reliability.
As technology slowly begins to takeover, I feel the best possible officers will be younger men and women who have left college and are genuinely looking to build a long-term career in the security sector. These will be young people able to adapt their knowledge to the requirements of the moment – and who know that their appointment is but a stepping stone to higher office in the future.