FUNDAMENTALS OF CORPORATE SECURITY

2024 Author: Harry Day | [email protected]. Last modified: 2023-12-17 15:43

Companies today have to work with a formation of new workers, the so-called NEXT generation, whose views and values differ significantly from previous generations. Personnel officers note that the loyalty of modern personnel is drastically declining, regardless of economic and social indicators. It turns out that the notorious human factor simultaneously becomes both the main resource for the company's prosperity and the main source of threat to its security.

It is difficult to overestimate the loyalty of the security company personnel. Of course, managers are trying to solve the corporate security problem by equipping offices with special equipment, burglar alarms, and internal security services. But even in the presence of all three components, there is no need to talk about the high efficiency of the security system when it comes to people. They ultimately determine the reliability of the entire system. People are a resource subject to constant change. Paradoxically, the fact and practice of many organizations indicate that the main subject-factors of internal threat include:

Senior executives for at least two reasons:

- Having reached a certain status and influence, without the possibility of further social growth, (bored), they can split the organization's collective;

- the price of error of each of them can lead the company to losses, and sometimes to death.

2. Employees of the personnel service, who must directly ensure safety, but can make mistakes due to negligence in the performance of official duties or over-organization in work when:

- selection, selection, certification of personnel;

- study of the psychological climate.

3. Security personnel, oddly enough, because they, by definition, should deal precisely with the issues of minimizing hazards, and still pose a potential threat for the following reasons:

- like no one who are aware of the pain points of the organization, they are still first of all ordinary people, which means that nothing human is alien to them: they can also take offense at the general leadership, have weaknesses or say something superfluous to competitors "in friendship", etc. NS.;

- regulate the procedure for the movement of confidential information within the company and outside it, and any mistake in this direction, even the most ordinary of them, can become fatal.

Group outsiders. This is a conditional group that unites employees for various reasons, such as:

- isolation from the team, the desire to improve social status and possible access to information containing commercial secrets, can provoke contact with employees of a competing company or criminals;

- the employee's professional experience can be significantly lower or higher than required for the performance of professional duties, which creates a feeling of dissatisfaction and lack of demand.

The danger of internal threat factors is that most of them are present in a latent form, and are revealed, more often, for random reasons. In order to prevent them from passing from a latent form to an explicit one, our company systematically conducts selective monitoring of the team, because with a large number of staff to cover everyone, if it is realistic, then the results obtained will most likely be insufficiently reliable. The temporal and quantitative resource for studying the personality of another person is so great that the research will have to be carried out according to an abbreviated scheme. With a large flow of information, the psychologist is forced to simplify the research procedure in order to save time and effort. The price to pay for this is to reduce the accuracy of the estimate. When the rating "rather loyal" or "rather disloyal" is sufficient, then additional information about the personality of the researcher can be sacrificed. But, when a greater forecast accuracy is required, for example, in relation to managers of leading positions, then in addition to research, a deeper study of the researched is justified.

To begin with, the key criteria are determined that can provoke unreliability. These include job positions, i.e. the possibility of an employee to cause damage by disloyal behavior, which we presented above. Further, a questionnaire assessing the level of employee loyalty, then observing his characterological characteristics and social conditions of life

Having determined the circle of subjects, a specially developed methodology for determining the loyalty of personnel is applied. It helps identify loyalty groups that help identify problematic and reliable employees.

Assessment of staff loyalty.

FULL NAME. _ The date _

Instructions: Rate the degree of your agreement with the statements listed below on a seven-point scale and put a cross under your chosen point, which means:

1 - absolutely disagree

2 - moderately disagree

3 - slightly disagree

4 - I find it difficult to answer

5 - I agree to some extent

6 - generally agree

7 - I completely agree

Thank you, you did a good job!

The results are processed in two stages. First, the data is changed in questions with a reverse rating scale:

1. We find questions No. 3, 7, 9, 11, 12, 15, and if the subject next to one of the indicated questions put a score of 1, then it must be changed to 7, if 2 - to 6, 3 - to 5 Answer 4 does not change.

After processing the points, you need to calculate their total number

The total amount will be interpreted as the degree of loyalty to the organization (the average value according to the methodology is 70 points).

Interpretation of results. In accordance with the number of points, the employee is assigned one or another degree of loyalty to the organization:

Group 1 - medium-high risk. The sum of points is from 0 to 30. To call such an employee loyal is to sin against the truth. The concept of loyalty does not exist for him. A person exists on his own, separate from the organization and its values.

Group 2 - medium risk. The total of points is from 31 to 45. The employee shows loyalty only when there is a reason for this, i.e. when it suits him. In other cases, you cannot count on his loyalty.

Group 3 - medium-low risk. The total of points is from 46 to 60. In general, the employee is loyal to his organization, he is satisfied with almost everything in it. At the same time, he will not sacrifice his personal interests for the sake of a common cause, the success of the company. Personal for him comes first.

Group 4 is low risk. The amount of points is from 61 to 75. The employee is loyal to his organization, he is satisfied with almost everything in it. Sometimes he is ready to sacrifice his own interests for the sake of the success of a common cause, of the company as a whole.

Group 5 - no risk. Score from 76 to 90. Amazingly loyal and dedicated employee. If his loyalty has not yet been noted by the management, then this omission must be corrected immediately. It can be used as an example to others.

Group 6 - high risk. Amount from 91 to 105. An employee cannot be loyal to such an extent. Either he is inadequate in relation to himself and the organization and needs to be examined by a specialist, or, most likely, he thus masks his completely opposite attitude towards the company. In any case, special and close attention should be paid to such an employee.

At the beginning of working with the questionnaire, we found that its weak side is the lack of statistical data and subjectivity in answering questions. But, gradually, with its constant use, we have accumulated statistics on employees, supplemented by observations of their actions and statements, which helped to determine the outward signs of loyal and disloyal behavior. Thus, the methods of collecting information have diversified, which made it possible to evaluate any employee for loyalty. Of course, when starting this work, one must be aware that:

• the list of external signs of loyalty / disloyalty will never be complete, it is updated systematically;
• information received from an employee or other sources may be unreliable or conditionally reliable, because each person has his own view of the world around him;
• the concept of loyalty is dynamic and, therefore, depends on those changes that occur in the social environment, human life, within the organization itself, which can change.

All data on the employee is entered into a personal registration card stored in a personal file or with a psychologist. In it, in addition to the data of socio-psychological testing, the usual personal data and the signs identified by us in the process of observation are recorded. Realizing that the number of features can be in the hundreds, we divided them into several blocks.

Career relocation. This section records all the changes that occurred to the employee when moving up the career ladder: demotions / promotions, horizontal rotations, as well as the rationale for making one or another decision to move.

Encouragement / punishment. All thanks, even verbal ones, given to the employee are recorded here. Also, the penalties applied to him with the justification of the reasons. Explanatory notes are kept in the same section (if they took place), since their analysis reveals the motives of the employee's behavior.

Health status. This section records all sick leaves, oral complaints of a person about health, etc. This helps to determine the adequacy of the psychological protection mechanism, as well as to make a decision when appointing to a position related to business trips. It is wiser not to recommend a sick employee for such a vacancy.

Individual information. It contains character traits, behavioral features of the employee, social circle, habits, hobbies and addictions, such as a propensity for extreme sports, gambling, etc. This information complements and concretizes the psychological portrait.

Attitude towards money. This section records the income and expenses of employees, of course, not all, but only those on which the existence of the company depends. Many are caught not at all on a lie detector, but as a result of internal investigations about expenses exceeding the real income in the service. If no one in the company monitored their financial condition, they would continue to work successfully in the future.

The result of this work is a conclusion on each tracked employee, the form of which can be any. We used the following template.

The key to assessing the weight of external signs to determine the degree of risk:

• high risk: 66 – 85 points;
• probable risk: 46 – 65 points;
• moderate risk: 26 – 45 points;
• unlikely risk: 6 – 25 points.

The presence of one or another sign from the observations of an employee can be assessed by someone who is in systematic daily communication with him: a trusted colleague, a head of a department, a security officer, a psychologist, a personnel officer.

The general results obtained in the conclusion on the methodology for determining loyalty and observation maps help to make more informed management decisions about an employee, prevent some violations, information leakage, carry out timely corrective work, which raise management to a new level.

Regular practice in assessing the loyalty of their employees forms the skill in tracking their level of reliability. After all, unfortunately, in the professional selection of candidates for work, the emphasis is on the professional suitability of the proposed position, and not on the assessment of the reliability of the future employee. Little attention is paid to the formation of loyalty during the internship, where mastering of job duties by the employee is considered the main one. If they introduce a newcomer to the norms of corporate culture, then this is often superficial. Therefore, the promotion of social and psychological methods for assessing this important quality into the organizational practice of solid business structures is relevant and, we hope, at the present stage will be in demand, both in similar and in other organizations.