Level 3 award in security management unit 1

Introduction to Security Management
Unit 1
General responsibilities of a security manager

Individual and team performance
“The whole is greater than the sum of its parts.” (Aristotle)
A key function of a security manager is to ensure their team is
performing as a minimum to the standards expected by:
i. The client
ii. Your employer (sometimes the same entity)

To ensure standards are being met
there are several ways to monitor
performance:
• Establishing and agreeing Key
Performance Indicators (KPIs)
• Appraisals
• Competencies
Measurement against Job
Descriptions (JD) and/or
competencies – Often part of the
appraisal process

Key performance indicators (KPIs)
A KPI is a type of performance measurement that helps you understand
how your organisation or department is performing. A good KPI should
act as a compass, helping you and your team understand whether you
are taking the right path toward your strategic goals.
To be effective, a KPI must:
• Be well-defined and quantifiable.
• Be communicated throughout your organisation and department.
• Be crucial to achieving your goal (hence, key performance indicators.)
• Be applicable to your Line of Business or department.

Examples of KPIs that are appropriate to Security Teams
• Number of detected or reported incidents
• Speed of response from detection to arrival on scene
• Shrinkage (or the expect value of stock vs actual value of stock)
• % of patrol checkpoints met
• Client satisfaction levels
• General performance against Assignment Instructions or contract (if
KPIs or targets are already established)

Individual and Team KPI’s
It is important that you plan realistically,
otherwise you may set unrealistic goals for
yourself or team to appease or impress
someone else.
Working with your departmental manager,
you should write your teams annual
strategic goals, objectives, strategies
(approach) and tactics. This plan should
include the key performance indicators
that the group needs to track and measure.

Appraisals
These are often conducted annually and are intended
to measure an individual staff members performance
between how they believe they have performed in
their role against how their manager (objectively)
views their performance.
They should be developmental and used recognise
strengths, identify weaknesses and result in a personal
development plan (PDP) as part of a two way and
mutually agreed process.

Appraisals
Use of the employee’s job description is commonly used as the basis
for measuring performance. Ultimately the employee needs to be
assured that they are providing exactly what they are being paid to
provide. Likewise it is often useful for a security manager to refresh
their memories in the JDs to ascertain:
• Still fit for purpose?
• Too much is being asked of the employee?
• Too little is being asked of the employee?

Appraisals
More robust appraisals will also include competencies (behaviours)
that are attributable to their level of employment and company as a
whole. Many companies have a ‘competencies framework’ which
identifies required behaviours at various levels of employment ranging
from general (all employees), entry level to senior executive. Examples
of competencies are:
• Shows willingness to develop
• Demonstrates excellent communication skills
• Works with integrity
• Etc.

Possible outcomes from an appraisal
• Personal development plan (PDP- standard outcome) to help develop
the employees skills and abilities either within the role or to progress
to a higher level of employment or responsibility e.g. team leader.
• Personal improvement plan (PIP), these are more serious as they are
as a result of poor performance within the role and are often used as
a ‘last chance’ from the employer to be very specific with the
employee about areas they must improve by a specific date. Failure to
meet targets set within a PIP can result in dismissal for incompetence
or poor performance.

• Team trends in skills gaps when reviewing the PDPs as a collective can
be used as part of a training needs analysis (TNA) which is a team or
departmentwide review to identify if a training intervention is
required to obtain new skills to perform a certain function or adapt to
a new variable (such as new equipment or responsibilities)

Brand Image Protection
A modern day threat

What is Brand Image?
Brand image is the overall impression in people's minds that is formed
from all sources. Consumers develop various associations with the
brand. Based on these associations, they form a brand image.
Examples of this are:
Virgin Atlantic – High quality, long haul flights
Volvo – Safety
Mc Donald's – Fast service, consistent taste

What alters brand image perception?
As identified on the previous slide it is associations
and it is either quantity of messages/associations or
severity of a single message or association that will
change that brand image in an individuals mind.
Think of a brand that has received multiple poor
reports in the media (state, national or social) that
has resulting in that particular brand being
associated with negativity.
Now think of a brand which has been involved in one
highly publicised and negative event which the
public still associates to that brand

Imagine a can of white paint to represent a brand (positive) and a can
of black paint as negative reports. There are two ways to change the
brand image from white (good) to black (bad):
1. Keep dripping small amounts of black paint into the white paint,
over time it turns light grey, then darker until it eventually becomes
black.
2. Just dump the whole can of black paint into the white can…it goes
instantly black.

Marketing and media teams at companies provide
protection and promotion to brand image.
• They ensure that lots of white paint (positive stories) are
added to the pot to keep the brand image as generally
positive as possible to counteract the smaller negative
stories with good associations
• Disaster recovery- IF the brand is deemed recoverable,
they will directly address the incident to provide a
powerful positive association and reassurance, then
spend (possibly years) drip feeding more positive
associations to the brand to alter public perception.
Can you think of a company that is still around today that
was involved in a controversial incident and how they are
perceived today?
Also consider a company that has a reputation for poor
performance and what they do to counteract this?

Consequences of poor brand image
• Negative publicity
• Loss of custom to both security
company and client
• Overall reputational damage
• Poor financial performance from loss of
custom
• Loss of jobs/redundancies

How are the security team responsible?
• Often contractually bound to cause no situations that bring disrepute
to the business they are protecting. Failure to do so may lead to legal
proceedings against the security company.
• Security staff are often the first people met or seen when entering a
business or premises.
• Security staff are also the last people met or seen when leaving a
business or premises
• First impressions count!
• Whilst performing their duties, security staff are likely to be involved
in emotive (and interesting) situations when protecting people,
property or premises. Key word here is ‘interesting’

How are the security team responsible?
• First impressions count!
• Whilst performing their duties, security staff are likely to be involved
in emotive (and interesting) situations when protecting people,
property or premises. Key word here is ‘interesting’

Precautions
• Social media policy, what are your staff saying about your company or
clients company? Remember the drip-feed analogy or the major
controversial situation… Introducing a social media policy which
prevents the employee from positing negative stories in the public
domain can help.
• Whistleblowing policy, if you are taking away the employees ability to
vent problems then you need to give them something back to enable
them to (privately) do so.

Precautions
• Set clear requirements of acceptable and unacceptable behaviour,
sometimes it is better to let a thief run away with a 50p sandwich
than wrestle them to the floor in full eyes of the public and their
phones! Believe us when we say the public will know about the
incident before you have even had the chance to inform your senior
management…

Precautions
• Provide alternatives – security staff by
nature do not like criminals ‘getting away
with it’ likewise neither do the clients.
Having a justifiable retreat with brand
image protection in mind needs to have a
solution to the original crime. Consider
CCTV track and follow, local crime
reduction partnerships (sharing the
descriptions so they can be apprehended
at a later time), learn from the crime and
prevent its reoccurrence etc.

Precautions
• ‘Always on stage mentality’ –
Staff need to be aware that the
moment they engage in any
situation that is interesting to
the public then every action will
be recorded. This should inform
their decision making at the
time
• Experienced and effective
command and control – Ensure
teams or shifts have the right
balance of experience, it would
be a mistake to put a team of
new staff directly in public view
un supervised.

Precautions
• Know your team – If a member of staff is likely to cause (or be
perceived to cause) controversy, do something about it and don’t just
hope for the best.

Precautions
• Listen to feedback from the client – often feedback is blocked by the
egos of poorly performing security managers. Ultimately the client
will inform you of exactly what they are thinking (associations), never
take this lightly and always act upon feedback in a positive manner.
Their feedback is keeping you employed; consistently ignoring this
will result in many negative associations with you or the security
company and will result in contract/employment loss

Assignment Instructions
Key features

AIs
• Contract between client and security company
• Site maps
• Key personnel
• Standard operational procedures (SOP)
• Emergency operational procedures (EOP)
• Technical information (how to guides) for all
equipment and facilities the security team will be
involved with
• Expected shifts to be covered
• Key concerns or assets
• Local crime prevention knowledge
• Access control (permissions/timings/authorisations
• Processes for performing key tasks
• Training matrix
• Standards & values of both security company and
client
• Required uniform and equipment
• Call signs/contact details
• Reporting procedures
• KPIs and performance requirements
Assignment instructions are useful to a security operative but vital to a security manager.
Well constructed AIs are able to show someone who knows nothing about a site/client/contract everything
they will need to know about how to perform the security function effectively and accurately to the clients
precise requirements. They should draw in from multiple sources of information:

AIs
As a security manager the AIs may be something that you are involved
with creating from the onset of a contract or something which you will
inherit, however the following are consistent requirements:
• You understand each and every page
• The client has been fully engaged throughout their design
• The client has ‘signed them off’ as agreed
• All staff members have read and understand how to navigate the Ais
• They are kept under strict security protection
• They are reviewed regularly
• Any action/s deviating from the AIs must be reported to senior
management, justified and reviewed (do the AIs need changing?)

Staff Rotas
The cornerstone to providing security protection

How far ahead?
Staff shift rotas vary in complexity depending on team size, site design
and the requirements of the security company.
Standard formats are weekly, monthly or quarterly layouts.
Mon 1st Tues 2nd Weds 3rd Thurs 4th Fri 5th Sat 6th Sun 7th
Officer AM PM AM PM AM PM AM PM AM PM AM PM AM PM
1 MB RS MB RS MB RS MB RS MB RS MS RS MS AB
2 JM AB JM AB JM AB JM AB Temp AB CD JM LB MA
3 CD PT CD PT CD PT CD PT CD PT Temp
4 GH MA GH MA GH MA GH MA GH MA
5 LB SW LB SW LB SW LB SW LB SW
6 IK FA IK FA IK FA IK FA IK FA

Considerations
Working Time Directive 2003
Breaks and rest periods
In general a worker has the right to:
• At least a 20-minute break if they will work longer than six hours. However
organisations often allow longer and/or more frequent breaks
• not work on average more than 48 hours per week. Individuals may choose to
work longer by "opting out"
• 11 consecutive hours' rest in any 24-hour period
• One day off each week or two consecutive days off in a fortnight
• A limit on the normal working hours of night workers to an average eight hours in
any 24 hour period.
• The average working week is calculated by taking the average weekly hours over
a 17 week reference period. This means that an employee may work more than
48 hours in some weeks without having to opt-out so long as the average does
not exceed 48 hours

Considerations
Working at night
• A night worker is someone who normally works at least three hours during
the night period, usually the period between 11pm and 6am.The worker and
employer can mutually agree a different night period if they want to.
• Night workers should not work more than an average of eight hours in a 24-
hour period. This average is usually calculated over a 17 week reference
period, but it can be over a longer period if the worker and employer agree.
Regular overtime is included in the average and workers can not opt out of
this limit.
• Due to the possible impact on a worker's wellbeing, employers must offer
workers a free health assessment before they become a night worker and on
a regular basis while they are working nights. Workers do not have to accept
this health check.

Considerations
Overtime
• Overtime is usually classed as hours worked over an
organisation's regular full time requirement. When a worker
has fixed working hours, overtime would be any additional
hours worked.
• An employer may offer overtime to cope with an increase in
demand for their products or services. For example to satisfy
a large customer order, or during staff shortages. It can be
compulsory or voluntary. A recognised system of paid
overtime is more common with hourly paid staff than
salaried staff.
• Whether a worker is required to work overtime depends on
the employment contract. Details should be set out in their
contract of employment or the staff handbook.
• There is no legal right to receive an additional payment or be
paid at a higher rate for any overtime worked.
• The Working Time Regulations apply to overtime as well as a
worker's normal hours
Making up for lost breaks with compensatory rest
• In some circumstances a worker may be required to work
during a rest period and have to take their rest later. This is
known as compensatory rest. Examples of when it may be
necessary include where:
• the worker's activities involve the need for continuity of
service or production
• there is a foreseeable surge of activity
• an unforeseen circumstance which is outside of the
employer's control requires it.
• Industries in which compensatory rest may be required
include security and health care.
• Compensatory rest must be the same length of time as the
break or part of the break that a worker has missed and an
employer must ensure that every worker receives at least 90
hours of rest per week
Source of information: ACAS (https://www.acas.org.uk/index.aspx?articleid=1373). As the WTD is a European
directive please check currency of this information post-brexit

Considerations
Contingencies
Quarterly plans are particularly
effective in planning ahead for
annual leave and can help with
decision making regarding
authorising leave requests during
peak seasons (seasonal and school
holidays). Where staff shortages
are predictable it becomes easier
for the security manager to apply
contingency measures to ensure
continuity.

Considerations
Contingencies
Sickness and unexpected absences
Many large security providers will provide security managers access to
relief security officers who are often multi skilled but operate at no
fixed site or location. These are particularly useful to provide
emergency cover but be prepared to cover the shift yourself until the
relief officer arrives!
Smaller security companies may not have a dedicated resource at it is
an expensive commodity, however contingency plans need to be in
place to cover these eventualities.

Considerations
Contingencies
The 130% rule
From years of experience and data
analysis of unexpected absences from
the workplace it has been found that
security managers need to have access
to 130% of their shift requirements.
This means to have 100% of a quarterly
rota filled with active staff and the
ability to cover 30% of these with relief
staff. Or in other words out of 100
shifts, 70 will be attended as planned…
130%

Candidate Portfolio Task
Produce a staff rota
Worksheet #1 may be used as evidence (if required)

Patrol Planning
Protecting your assets

Patrol Plans
You may be required to establish these as part of the AI construction or dynamically
due to events or changes in site risks.
Plans need to include:
• Key assets – Overt and covert monitoring
• Vulnerable Points (VP) – Areas of weakness in site security
• Duration – How long will the patrol take?
• Routes- Efficiency, visibility and safety
• Variations – Ability for officers to vary the route without comprising protective
cover
• Un-predictability – The best weapon in preventing crime (times, routes,
covert/overt)
• Communications – Communication blackspots, primary comms, secondary
comms
• Monitoring – How can the patrols be monitored as ‘complete’ or ‘in progress’

Example patrol plan
Key
=Security Office
=CCTV Camera
=Access Point
=Vulnerable Point
=External Patrol
=Internal Patrol
=Key Asset

Produce a patrol plan

Training Needs Analysis (TNA)
Introduce new or required skills to the team

Purpose
As previously discussed a TNA is to identify if there is a requirement for
training to correct/develop new skills within the team. TNAs are often
produced upon inception of a new contract by measuring staff
qualifications, skills and experience against job descriptions and
specific contract requirements to ensure the team is capable of
performing within the contract.
TNA are also ad-hoc to identify the best method of adapting to new
requirements or technologies within the work environment. They can
also be used to resolve general team performance issues via CPD
interventions.

How?
A TNA report will result in the
requirement for specific skills to be
acquired via training. How the training
takes place depends on the complexity
and formality of the skills.
• Formal classroom training (or
blended) should a qualification be
required as part of the job
description. This can also apply to
refresher courses e.g. licence to
practice or first aid etc.
• Coaching – The staff need to be
shown how to competently perform a
particular function

How?
• Mentoring – A longer term
acquisition of behaviours and
reactions to a variety of situations
(think probation/induction)
• Online (or eLearning) this can be
conducted in ‘bite sized’ stages
throughout the quieter times on duty
with a more flexible approach than
classroom.
All of the above MUST have some
measure of assessment to prove the
staff have acquired and are proficient
in new skills, otherwise the training is
pointless.

Examples
• The client has purchased an AED for the site – Staff will require training and
(ideally) a qualification in its use.
• New access control system – It is unlikely there will be a qualification in
‘how to use it’ so a coaching session and observations of them using the
system correctly by a competent person would be favourable.
• There have been a number of complaints about possible discriminatory
language being used in the team – Equality and Diversity eLearning with a
short test at the end to prove they have listened and understood would
work.
• Client is concerned about new terrorist threats and how to protect their
site – ACT eLearning from NACTSO will provide recognised ‘best practice’
knowledge to staff, possibly worth extending to the client also.

Produce a TNA

Skills Matrix
Tracking, auditing and developing required skills

Precursor to TNA
A skills matrix is just a technical sounding word for a spreadsheet to
provide an overview of ‘who can do what’. From a glance if there is a
clear trend of a particular skill required then there is an instant TNA
(minus the how).
Skills Matrix are used on most security contracts and form part of the
induction process to ensure the employee can fulfil the requirements
of the specific tasks on that site.
They include core elements form the JD and site specific skills

Example
Staff ACT
Awareness
L3 EFAW L2 Fire
Marshal
Gatehouse
access
control
Operate the
CCTV system
Set/Reset
and
understand
Alarm Panel
Patrol routes Authorise/de
ny access
Lock/unlock
procedures
Jack
Nowell
03/01/2019 09/01/2019
Exp
09/01/2022
05/03/2019 04/03/2019 20/06/2019 06/03/2019 04/03/2019 04/03/2019
Courtney
Lawes
03/01/2019 05/06/2016
Exp
05/06/2019
05/03/2019 06/03/2019 06/03/2019 06/03/2019 15/04/2019
Eddie
Jones
03/01/2019 05/06/2016
Exp
05/06/2019
05/03/2019 04/03/2019 06/03/2019 04/03/2019
Manu
Tuilangi
04/01/2019 09/01/2019
Exp
09/01/2022
05/03/2019 04/03/2019 20/06/2019 06/03/2019 04/03/2019
Billy
Vunipola
03/01/2019 09/01/2019
Exp
09/01/2022
05/03/2019 06/03/2019 06/03/2019 06/03/2019
George
Ford
04/01/2019 09/01/2019
Exp
09/01/2022
05/03/2019 04/03/2019 06/03/2019 04/03/2019 15/04/2019
Owen
Farrell
04/01/2019 09/01/2019
Exp
09/01/2022
05/03/2019 06/03/2019 06/03/2019 06/03/2019

Example
There are a number of actions from the skills matrix…these are a TNA!
What requires to be done to ensure all the staff are fully able to fulfil
the role?
Certain tasks may be restricted to supervisors and team leaders so
these will be blanked out for officers on a larger matrix, or they may be
kept on a separate matrix commensurate to staffing tiers.

Produce a training matrix

Reporting to Clients
Team performance data

Communications
Clients will often ask security managers to provide performance data so
they can measure it against contractual requirements or performance
markers.
• There may be a requirement established within the contract – failure
to provide can result in penalties
• Data may also be used to identify trends and staffing requirements
• Data is also used to review outcomes of internal changes in the clients
operations unknown to the security company

How
• Know exactly what data is required from the onset of the role,
sometimes there is no way of backtracking to obtain live data if is
should have been logged but has been omitted. For example, number
of patrols completed, number of searches etc.

How
• Ensure the methods of collecting data are established, reliable and
secure. Maybe the client wants to know the number of activations on
the PID (perimeter intrusion detection) system which is on a log on
the CCTV console – Is the PID ‘live’?, what are the chances of this data
being accidentally wiped? And how will you download this data?
• Know the frequency and dates that the reports are to be sent, to
whom and in what format?

Presentation
• Data is typically downloaded or collected in spreadsheet format (excel
or csv. Files).
• Data needs to be manipulated to accurately present the exact
information required to the client, clearly and precisely.
• Learn how to use excel to produce the following:

Presentation
• Pivot tables and pivot charts

Charts
These are all the same data, just presented
differently!
Presentation

Level 3 award in security management unit 1

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