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How to build a better security company
By Mark Smith
SMITH PROTECTIVE SERVICE,
INC.
Part One:
Building a better security officer
In this business, we all know about turnover. It is a fact of life. Some applicants are just not cut out for the security profession, and it�s best to let them move on. But today I want to focus on the ones who stay. Loyalty, commitment, and competence in our officers is the best way � really the only way � to retain customers and build a long term reputation as a top notch security provider. So how does one build loyalty, commitment, and competence?
A career security officer is a special
breed. Money is not usually his or her motivation. An honest day�s work for an honest days� pay, the respect of wearing the uniform, camaraderie among fellow workers, satisfaction from serving the customer, recognition for a job well done. These are the bottom line for the career security officer. As managers of this special breed, it is up to us to provide the training opportunities, recognition, and a home base that lets them go out to their job with the right attitude and be at their best for the customer.
Where does it start? As the owner or manager of a security company, it starts with you. Loyalty is the result of pride in the company one works for. If you are perceived by the customer and employee alike as professional and service oriented, the loyalty will follow. Just as with your customers, if you take the time to show genuine interest in your employees, they will for the most part reciprocate with increased dedication to the job.
What does it mean to show your employees you are interested in them? It means offering extra training opportunities to keep them sharp and recognizing those who make the effort to get the extra training. It means knowing a little bit about their families, hobbies, and talents. It means knowing your employees� strengths well enough to fit the person to the job. A good fit means a satisfied customer.
Your supervisors must be extensions of your management philosophy. Train them properly, be interested in them, recognize and build on their strengths, and they, in turn, will train their subordinates and develop a mutual rapport and respect. Years ago, my company tried to replace the supervisory function with a computerized system utilizing phone lines to check the posts. We quickly found out that a computer could not replace the personal contact by a supervisor who checked on the officer with a thermos of coffee and asked about his family.
How to build loyalty, commitment, and competence? It is up to you. Manage with professionalism and a service orientation, let your employees know you are interested in them, provide training and recognition. Communicate your philosophy to your supervisors. They in turn will carry that philosophy to the officers on post, and your customers will notice.
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