Creating a Safe and Secure Workplace

Creating a Safe and Secure Workplace
An Achievable Goal or Wishful Thinking?

By Robert E. Keib
Published in the Spring 2000 issue of Property Management Magazine.

The public expects a safe and secure workplace. The public expects an environment where there is not a concern of a purse being stolen, an assault in the hallway or a rape in the restroom. The corporate clients that occupy the facility expect to be safe and secure from thefts of property, industrial espionage and acts of sabotage. These are expectations, but are they realistic, an achievable goal or wishful thinking?

Recent history shows that the United States is no longer safe from acts of terrorism as illustrated by the bombings of the World Trade Center in New York and the Federal Building in Oklahoma City. Espionage is no longer targeted only at classified government programs by foreign countries. Industrial espionage is a daily threat. Thefts, assaults and other criminal activity are a daily occurrence in every city throughout the land. Workplace violence ranges from verbal altercations to shootings such as the recent incident in Atlanta. Can we protect our employees, visitors and companies from these threats? The simple truth is that total protection can not be guaranteed in a free and open society. We can, however, reduce the threats we may encounter. The degree of reduction is dependent on the amount of money available to address the issue and the amount of inconvenience we are willing to place on our employees and visitors. The balance of this article is intended to give the reader some ideas on an integrated program that may be utilized to reduce threats to employees, visitors and corporations.

An integrated protection program is comprised of many elements. Examples of these elements include a visible security force, electronic security measures, physical barriers and an employee awareness program. Each of these elements is equally important to an effective and cost efficient protective system. Some are expensive and some are not. Some can be funded through operational budgets and others may require funding to be set aside as out year line item procurements.

Security Force

A uniformed and visible security force is a critical element in a protection program. The security force can be employees of the your company or a contract workforce. Both types of workforce have advantages and disadvantages. Examples of differences include management, oversight, cost and chargeable manpower ceilings. The issue raised most often concerns cost.

Numerous studies have been conducted on the cost and benefits of a contract security force. It has been determined that a contract force is the most cost effective. The primary reason is that overhead expenses of the client are typically higher than that of a contract security provider. In addition, a second advantage of a contract security firm is that they routinely deal with security issues and are experts in that field.

Contract security services range from a "warm body" in a building to a well trained and disciplined force that is capable of handling the majority of incidents that occur at a clients property. Each facility should expect and demand the following services from a security force:

Security Survey: A security survey is a review of the total operation of the facility during both business hours and non-working hours. The reason that this is important is that a security provider must understand the clients operation before they can design a protection program to meet those needs. The survey should provide property management with a list of strengths and weakness in their protection program. The survey report should also identify suggestions on what actions can be taken to improve the program with both operational and line item funding. Examples of the topical areas covered in a survey should include the protective force, electronic security, physical protection, information security, property protection and protection from sabotage and workplace violence. The security provider should provide a written report on the results of the survey with details on operational and line item funded program improvements.
Job Task Analysis/Job Descriptions: In today's tight labor market it is imperative to hire the right person for the job. The first step in this process is to understand the job. This understanding can only be gained by conducting a job task analysis. A job task analysis is a review and categorization of all job duties. These duties could include such varied functions as monitoring television monitors from security cameras to walking patrols in a factory or office complex. The results of the job task analysis should be utilized to develop a job description. The job description is then used to recruit the officer, train the officer and evaluate the officer's performance. This entire process is vital to make sure the person and the job are a "match." A successful match results in higher employee morale and increased employee retention.
Training: Training is an important tool in having employees perform in a specified matter. Training results in higher employee morale, improved confidence levels and customer relations. Training subjects vary from one facility to another with subjects including customer service, first aide, CPR, emergency response, patrol and bomb threats. A four step-training program is recommended for each class. Utilizing bomb threats as an example, step one is a short video on how to deal with a bomb threat. Step two is classroom lecture. Step three would be a practical application of handling a bomb threat call or a search for a device. Step four would be a test of the officer's knowledge.
Transition Schedule: The transition from one security provider to another can be a difficult period for the individual security officer and for the client. Poor planning during this period can tarnish the image of all involved. An effective transition often requires extensive planning and an approximately 120-day transition period. Sixty days will be required before the contract change date to conduct the survey, resolve any open issues, conduct the job task analysis, write the job description, conduct training and revise the operating policies and procedures that will be used. An additional sixty-day period should be allotted after the contract date to verify and validate that everything is operating efficiently. Adjustments can be made during this period to ensure the account is functioning as desired.; Miscellaneous questions that often develop including recruiting, officer probationary periods and evaluations. The security provider should have established recruiting policies and conduct scheduled performance evaluations. The goal of this type of program is to guarantee that only the best officers remain, that they build on their strengths and improve their weaknesses.

Electronic Security

Electronic security consists of elements such as closed circuit television, intrusion alarms and access control systems. Electronics often have high initial costs and numerous problems that must be resolved. When the problems are resolved, electronics often become the most cost-effective element of an integrated security system. Properly installed and maintained electronics always come to work and never go to sleep on duty. They do not look the other way and always do what is asked of them. They can pay for themselves over time when compared to the cost of an officer.

Electronics are only as good, however, as their design and maintenance. They are only effective if they are watched and responded to. Electronics without assessment and response by a security officer or the police have no value. In addition, if the electronics are not an integrated part of the protection program, their value is diminished.

The utilization of electronics is best evaluated by performance testing during the security survey. Camera images should be viewed during the day and at night. Intrusion alarms should be walk-tested to make sure they function as desired. Attempts to defeat the card access system should be conducted to make sure they perform as required.

Security electronics can be the most cost effective and reliable security tool providing it is installed, maintained and utilized as one element of an integrated system.

Physical Security

Physical security is an element of an integrated system that is often overlooked or ignored based on employee sensitivity issues or cosmetics. The purpose of a physical security system is to restrict or delay access to a specific location. Examples can range from restricting access to communications lines, computer systems or highly hazardous areas that contain chemicals or other dangerous material. These areas can be enclosed in rooms with walls going from true floor to true ceiling with no unprotected openings. Doors should be equipped with high security locks and hinge pins that can not be defeated. Other entry paths such as windows or ventilation ducts should also be protected. Building access points can have physical barriers constructed that channel people past a security desk. Building exit points can be designed to make theft easier to detect.

Physical security design is an important part of the integrated security system. Cosmetic appeal can be enhanced with professional interior design assistance. This element can, however, be expensive and reduce productivity because of inherent movement delays.

Security Awareness

Security awareness is the least expensive and most productive use of funds in a security budget. Security briefs can be written for facility newsletters. Posters can be procured and displayed on bulletin boards. The single most important goal is to make security a part of every employee's day-to-day routine. Simple tasks such as locking valuables in a secure place versus leaving them in the open and unattended. People should question finding what appears to be functional property in the trash without disposal authorization. Employees should challenge people in the workplace that they do not know. When properly trained and educated, your workforce becomes your best security provider.

In conclusion, we cannot guarantee a totally safe and secure workplace. What we can do is reduce the risk through an integrated program of elements such as a well-trained and motivated protective force, security electronics, physical barriers and general security awareness. These elements, plus a detailed background check on employees, will increase the level of security at all facilities.

Robert E. Keib
Vice President Operations
Gregg Protection Services
828 East Pittsburgh Plaza
East Pittsburgh, Pennsylvania 15112-1208
1-800-493-9649
bkeib@greggservices.com

Mr. Keib served in the federal law enforcement and security community from 1971 to 1997. His career included serving with the U.S. Secret Service in the White House and in Protective Intelligence Divisions. Mr. Keib also served with defense programs of the Department of Energy specializing in nuclear weapon security. He directed the safeguards and security program at a national laboratory and represented the United States on three physical security bilateral inspections in foreign countries. He has briefed foreign officials and Congressional staff on appropriate, efficient and cost effective strategies for the protection of defense assets.

Mr. Keib retired from the government in 1997 to accept the position of Vice President Operations with Gregg Protection Services.

Reprinted by permission of the author.