ISAD24 CHAP.5

• Entry of First Level Positions - Posting thru ads, like website, social media, bulletin, newspaper.
• Non-Entry Level Recruiting - thru blind ad technique to attract career or professional people.
• Interviewing - Is to determine whether the qualifications of the applicant fits to the need of Security Department.

   
• Secondary Interviewing - The initial or primary interview should be conducted by the new employee's supervisor.
• Selection of Best Candidate - The goal is one of objectivity, there should be no bias.
• Background Investigations of the Applicant - The need to conduct neighborhood check is part of this B.I
• Job Offer - The salary and the starting date is up to the Personnel Department who also makes the job offer.
• Training as Ongoing Responsibility - Training function within a security organization should be continuous and ongoing.
• General Seminars - Deals with the common subjects for all levels of security functions.

   
• Report Writing Problems - Review on how reduce events/incidents to writings.
• Testifying in Court Seminars - Preparations of evidence, dress, demeanor on the witness stand, voice where to look for traps, etc.
• Supervisory Training - Topic seminars on particular roles of a security supervisor.
• Meeting Organizational Needs - Limited only by organizational needs. Specific organizational needs should met through in-house or in-service training
• Security Manual - Rules and Regulations, SOP, procedural instructions, etc.
• Discipline

  A.    Training that corrects, molds, or perfect

  B.    Punishment

  C.   Control gained by obedience of Training

  D.   Orderly conduct

  E.    A system of rules governing conduct or practices

  F.    To punish or penalize for the sake of discipline

  G.   To train or develop by instruction and exercise

  H.   To bring a group under control

  I.      Impose order upon
• Theory X - The average human has an inherent dislike of work and will avoid it if he or she can.
• Theory X - Because of their dislike of work, most people must be coerced, controlled, directed, and threatened with punishment to get them to put forth adequate effort toward the attainment of organizational objectives.
• McGregor's Theory Y - The average human does not inherently dislike work. The expenditure of physical and mental effort in work is as natural as play or rest.
• McGregor's Theory Y - External control and the threat of punishment are not the only means of bringing about effective organizational effort. A person will exercise self-direction and self-control in seeking to obtain goals to which he or she has committed himself or herself
• The Autocratic Theory - Management has absolute control over the employee. The autocratic approach is a useful way to get work done and therefore has some merit.
• The Custodial Theory - This approach does not motivate employees to produce anywhere near their capacity nor are they motivated to develop their full capabilities. Consequently, employees fail to feel genuinely fulfilled or challenged on the job.
• The Supportive Theory - Depends on management leadership to create a climate in which an employee may grow and achieve those things of which he or she is capable to the benefit of both the employee and the company
• Promotions - This selection of new people for the department, the quality of training, department disciplinary standards, motivation efforts and the presence or absence of a structured communication capability have limited impact on the individual security employee and consequently meet with limited emotional reaction from him or her.
• Identifying Promotional Candidates - There is as much excitement among security management personnel in their role in the promotion process as there is among the ranks. The appointment of a new supervisor or promotion of a supervisor to a position of greater responsibility in most cases has a personal effect on existing managers and supervisors.
• The Candidate's Educational Achievement -The successful pursuit and attainments of a college education is a clear indicator the individual was willing to make the necessary sacrifices to grow, was motivated enough to endure the rigors demanded in higher education, and demonstrated sufficient self- discipline to reach the desired goal. Surely those are critical personal characteristics desirable in leadership positions.
• The Candidate's Track Record - Employees whose service and job performance are rated as "above average" or "above acceptable standard" would constitute the first group of candidates.
• Anticipated Performance in the Higher Level Job - The tentative candidates (the achievers) must not be analyzed, one at a time, as to how they might measure up to or perform against standards of the higher position in question.
• Selection of the Right Candidate - The best selection process comes in the form of a Promotion Board. The Board, preferably three in number, should always have as members the successful candidate's immediate superior, a person who will be a peer of the successful candidate, and someone from the next higher rank above the successful candidate's superior.
• Following the Selection - When a promotion follows the selection process described, the attitude of those candidates interviewed who did not get the promotion is usually one of full acceptance of the decision and appreciation for the opportunity to compete.
• Promotion from "within" - Certainly the policy of promoting from within the Security Department should always be followed except when it would not serve the best interests of the organization.
• Vertical Promotion outside the Department - There are still many in all levels of management who view promotions as organizationally disruptive. They are secure in the status quo. However, the "disruptiveness" of vertical movement breathes life, excitement, and motivation into the organization.
• Advantaged of Multiple Layers - Perhaps the best example of the organizational advantages of multiple layers of rank is in the military service.
• "Temporary" Promotions - An excellent way to measure an employee's potential for higher levels of responsibility is to appoint him or her temporarily to such posts during natural absences of the regular supervisors or managers, including vacation, sickness, leaves of absence, and so forth.
• "Retreating" - No matter how carefully an organization approaches the promotional process, mistakes in selection are sometimes made.
• Verbal-Down - Traditionally, security organizations generally operate under the closed climate of communication. This is probably due to the quasi-military nature of most security forces.
• This type of communication might be called “stovepipe” communication (verbal-down only).
• Verbal-Up - Some may feel that the previous example, in which the officer at the bottom end of the stovepipe hears the order and knows he or she does not have the key but remains silent, is unreal.
• Written-Down - “Telephone” is a classic exercise or game that dramatically points out the unreliability of spoken communications. A group of people is seated around a room. Instructions or short narrative is whispered to the first person.
• Written-Horizontal - An example of written-horizontal communications is a companywide security newsletter (or column in the company paper) that provides the security administrator with the opportunity to communicate what is happening in the security world to the company as a whole.
• Written-Up - It is critical to recognize the need for employees to communicate upward (and the needs as much for the Director to know what is on the minds of subordinates as it is for every employee to have the opportunity to express himself or herself). The Rap Sheet was originally designed as a two-way communication tool: written-down and written-up.