The key considerations for developing staff rotas include complying with the Working Time Directive which specifies maximum weekly working hours of 48 hours on average, a minimum 11 hours rest between shifts, one day off per week or two days off every two weeks. Night workers have additional protections around maximum 8 hour shifts on average and health assessments. Overtime must also be factored in and compensatory rest of equal length provided if breaks are missed. The rotas aim to balance these factors along with meeting security requirements.
The document provides an overview of enterprise risk management (ERM). It discusses key aspects of developing an ERM program including identifying threats, prioritizing risks, creating recovery plans, and testing plans through exercises. The ideal sponsor of an ERM program is a senior executive like the CEO or CFO. ERM requires both top-down support and bottom-up mini-plans from each business unit. Regular training and plan maintenance are important for success.
This document discusses how the principles of Crew Resource Management (CRM), originally developed for aviation, can be applied to general management. It outlines seven key CRM skills: decision making, assertiveness, mission analysis, communication, leadership, adaptability/flexibility, and situational awareness. It provides examples of how managers can use these skills when taking on new projects, making decisions, and dealing with errors to achieve goals safely and efficiently.
The document discusses the flaws of traditional performance review systems and proposes alternatives. It outlines 10 common challenges of performance appraisals, such as undermining teamwork and encouraging mediocrity. The document also presents a case study of a company that eliminated performance reviews and instead focuses on timely feedback, collaboration over competition, and compensation based on market rates rather than individual performance. It concludes by proposing organizations change their mindset, stop using performance appraisals, and develop more organic ways of improving performance, such as coaching models and gain-sharing compensation.
The document discusses corporate planning strategies including situational analysis (SWOT), reviewing mission and objectives, generating alternative strategies using the TOWS matrix, and business strategies. It provides details on SWOT analysis including its structure and uses. It also explains the TOWS matrix for identifying strategic options by analyzing strengths, weaknesses, opportunities, and threats. Finally, it discusses reviewing mission and objectives, different types of business strategies, and the impact of the internet on business strategy such as expanded communication capabilities and new competitors.
Performance appraisals have evolved over time from informal evaluations in the early 1800s to more formalized systems used today. They serve both company and employee purposes such as justifying salaries, providing feedback, and facilitating professional development. Several theories provide frameworks for performance appraisals including goal-setting, expectancy, and task motivation theories. Effective appraisals can provide feedback to improve performance and link personal goals to organizational goals. However, limitations include rater bias, focus on personal characteristics over tasks, and lack of cultural sensitivity. Common appraisal types seen in practice are 360-degree feedback, management by objectives, and assessment centers.
Ring central engage-whitepaper-empowering-agentsClubCX
This document provides guidance on empowering agents in customer service organizations to adapt to changing customer expectations. It discusses the limitations of traditional top-down organizational models and proposes adopting a "team of teams" approach that gives agents more autonomy while staying aligned with company goals. Key benefits of this model include improving the agent experience to increase retention, enabling agents to better meet customer needs across multiple channels. The document outlines considerations for transitioning to this model, such as assessing organizational readiness, defining performance metrics, setting objectives and results frameworks, and increasing transparency.
How will you make your Performance Appraisal process more effective ?
When people are talking to dump Annual Appraisals, we bring in 5 Responsibility Areas for your Performance Reviews to make them most effective and beneficial to you.
Happy Reviewing
The document provides an overview of enterprise risk management (ERM). It discusses key aspects of developing an ERM program including identifying threats, prioritizing risks, creating recovery plans, and testing plans through exercises. The ideal sponsor of an ERM program is a senior executive like the CEO or CFO. ERM requires both top-down support and bottom-up mini-plans from each business unit. Regular training and plan maintenance are important for success.
This document discusses how the principles of Crew Resource Management (CRM), originally developed for aviation, can be applied to general management. It outlines seven key CRM skills: decision making, assertiveness, mission analysis, communication, leadership, adaptability/flexibility, and situational awareness. It provides examples of how managers can use these skills when taking on new projects, making decisions, and dealing with errors to achieve goals safely and efficiently.
The document discusses the flaws of traditional performance review systems and proposes alternatives. It outlines 10 common challenges of performance appraisals, such as undermining teamwork and encouraging mediocrity. The document also presents a case study of a company that eliminated performance reviews and instead focuses on timely feedback, collaboration over competition, and compensation based on market rates rather than individual performance. It concludes by proposing organizations change their mindset, stop using performance appraisals, and develop more organic ways of improving performance, such as coaching models and gain-sharing compensation.
The document discusses corporate planning strategies including situational analysis (SWOT), reviewing mission and objectives, generating alternative strategies using the TOWS matrix, and business strategies. It provides details on SWOT analysis including its structure and uses. It also explains the TOWS matrix for identifying strategic options by analyzing strengths, weaknesses, opportunities, and threats. Finally, it discusses reviewing mission and objectives, different types of business strategies, and the impact of the internet on business strategy such as expanded communication capabilities and new competitors.
Performance appraisals have evolved over time from informal evaluations in the early 1800s to more formalized systems used today. They serve both company and employee purposes such as justifying salaries, providing feedback, and facilitating professional development. Several theories provide frameworks for performance appraisals including goal-setting, expectancy, and task motivation theories. Effective appraisals can provide feedback to improve performance and link personal goals to organizational goals. However, limitations include rater bias, focus on personal characteristics over tasks, and lack of cultural sensitivity. Common appraisal types seen in practice are 360-degree feedback, management by objectives, and assessment centers.
Ring central engage-whitepaper-empowering-agentsClubCX
This document provides guidance on empowering agents in customer service organizations to adapt to changing customer expectations. It discusses the limitations of traditional top-down organizational models and proposes adopting a "team of teams" approach that gives agents more autonomy while staying aligned with company goals. Key benefits of this model include improving the agent experience to increase retention, enabling agents to better meet customer needs across multiple channels. The document outlines considerations for transitioning to this model, such as assessing organizational readiness, defining performance metrics, setting objectives and results frameworks, and increasing transparency.
How will you make your Performance Appraisal process more effective ?
When people are talking to dump Annual Appraisals, we bring in 5 Responsibility Areas for your Performance Reviews to make them most effective and beneficial to you.
Happy Reviewing
Nulearn provides a life changing opportunity through market risk courses with India’s leading Institute, IIM Kashipur. Get more exposure under India’s best faculty, camp based sessions, projects and industry interactions. Enroll now for better career!
This document outlines six key organizational dynamics for a TBLS business strategy:
1. Establishing an organization chart with clear roles and reporting structures
2. Training employees in the TBLS strategy, ideally pulling training as projects are identified
3. Regular monitoring and reporting of projects and initiative metrics through weekly, monthly, and quarterly meetings
4. Recognition of employees that considers both intrinsic and extrinsic motivation but avoids subjective evaluations
5. Periodic assessment of initiative quality and acceptance to evaluate performance
6. Ensuring effective communication to promote continuous improvement as part of the organizational culture
In this file, you can ref useful information about performance based appraisal system such as performance based appraisal system methods, performance based appraisal system tips, performance based appraisal system forms, performance based appraisal system phrases … If you need more assistant for performance based appraisal system, please leave your comment at the end of file.
The document discusses elements of strong strategy execution including communication, understanding decisions, and information sharing. It outlines maneuver strategies that avoid competitors' strengths and exploit weaknesses. Maneuver strategies represent the ability to strike the enemy when least expected without destroying them, but rendering them unable to continue effectively. Strategy execution occurs on physical, psychological, and analytical levels. Four factors - friction, uncertainty, fluidity, and disorder - shape the competitive environment. Seven elements of strong execution are identified: targeting vulnerabilities, minimizing response time, boldness, surprise, focus, decentralized decision making, and rapid tempo. Execution keeps organizations competitive but most companies struggle with it due to overreliance on reorganization instead of fundamental philosophy changes.
The document outlines 7 critical steps for effective crisis management: 1) Have a written crisis plan, 2) Identify a spokesperson, 3) Be honest and transparent, 4) Keep employees informed, 5) Communicate with customers and suppliers, 6) Update stakeholders early and often, 7) Don't forget social media. It emphasizes the importance of planning ahead, appointing a spokesperson, maintaining transparency, and frequent updates. A crisis that is not managed well can damage a company, while an effective response confirms a company is prepared to address issues.
The document discusses identifying good and bad strategy. It defines strategy as what an organization does and does not do. Bad strategy is identified as skipping details, having conflicting goals, and unfocused resources. Good strategy focuses energy and resources on pivotal objectives that can create favorable outcomes. It emphasizes finding existing strengths, coherence, and concentrating on limited objectives. Good strategy identifies what single objective, if accomplished, would make a big difference and removes limiting factors through step-by-step focus.
What Can an Automotive Products Manufacturer, a US Federal Government Agency, and an Indian Insurance Giant Tell You about Change Management? Quite a lot, judging by the scars they all bear. We asked them why they believe some Shared Services or Business Transformation projects fail, what mistakes they have made, and what they would do differently if they had another chance. It all boils down to Change Management: how it's planned, communicated, and managed. Think it's easy? Read on ...
The document discusses the "catch ball technique" for encouraging employees to take ownership of targets and goals. The technique involves a series of discussions between team members where they debate capabilities and throw responsibility for targets "like a ball" until consensus is reached. This empowers employees and leads to more planning, shared understanding of challenges, and accountability compared to traditional top-down goal setting. The catch ball technique can ultimately change organizational culture to be more open, transparent, and focused on agreement over disagreement.
This document discusses performance appraisal ratings and methods. It provides information on different rating systems companies use to evaluate employee performance, including ranking methods, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales. It also lists additional topics related to performance appraisal ratings and where to find more resources on forms, comments, examples, and other elements of the performance review process.
In this file, you can ref useful information about problems in performance appraisal such as problems in performance appraisal methods, problems in performance appraisal tips, problems in performance appraisal forms, problems in performance appraisal phrases … If you need more assistant for problems in performance appraisal, please leave your comment at the end of file.
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This document defines conflict and identifies its costs in the workplace. It discusses how poor communication can lead to conflict and introduces the TRUCE model as a tool to resolve conflicts. The TRUCE model involves translating the real problem, realizing possible solutions, uncovering alternative solutions, compromising to implement a solution, and evaluating the success of the solution.
Business Continuity Management-The Case for Return on Investment-white paperGreg Cybulski, CBCP, ARM
The document discusses how business continuity management (BCM) programs can provide both short-term and long-term return on investment (ROI) for organizations. It outlines the key components of a BCM program, including business impact analysis, risk assessment, emergency response planning, and governance processes. Examples are provided of how BCM planning helped organizations reduce risks and increase resilience during events like natural disasters. While some benefits are tangible and easy to quantify, others are intangible, but no less important to the overall ROI of a BCM program. Developing and implementing a full BCM program allows an organization to identify impacts, improve preparedness, and gain competitive advantages through operational resilience.
Return on your Investment in EQ-i
The EQ-i ® is the first scientifically validated emotional intelligence tool in the world.
That’s impressive, we agree… but your next question is likely, “but does it work?”
Like most business people, you need to be bottom line focused and show real results in order to get buy-in from your key decision makers and clients.
In other words, you need to prove how the EQ-i will really make a difference in:
• the TRAINING and DEVELOPMENT of your employees,
• the development of your LEADERS, and
• the SELECTION of highly qualified future leaders to your organization
We know what you’re up against. It’s not enough to say that it will work. You need to bring to the table evidence of a clear return on investment; that is: clear statistics and research that link the EQ-i to:
• Higher sales and profits
• Increased performance
• Improved customer satisfaction
• Decreased attrition rates
• Reduction in training costs
In this brief, you'll hear it right from the reputable organizations that have used the EQ-i and gone on to see exceptional performance improvements, and real bottom line results. These success stories go beyond mere testimonials.They give evidence of what you’re looking for: specific, measurable, and scientifically validated results that prove the EQ-i will be your most valuable and successful assessment tool for selecting and developing leaders of tomorrow.
In this file, you can ref useful information about performance appraisal best practices such as performance appraisal best practices methods, performance appraisal best practices tips, performance appraisal best practices forms, performance appraisal best practices phrases … If you need more assistant for performance appraisal best practices, please leave your comment at the end of file.
In this file, you can ref useful information about effectiveness of performance appraisal such as effectiveness of performance appraisal methods, effectiveness of performance appraisal tips, effectiveness of performance appraisal forms, effectiveness of performance appraisal phrases … If you need more assistant for effectiveness of performance appraisal, please leave your comment at the end of file.
This document discusses creating a performance culture within an organization. It defines a performance culture as having four key aspects: performance, people, purpose, and predictability. A performance culture is measured based on these four areas. It emphasizes that behaviors determine results and culture, and that in order to change culture and results, behaviors must change. Implementing best practices and measuring KPIs are not enough - an organization must focus on measuring and changing behaviors to develop a sustainable performance culture with improved long-term results.
The document discusses how companies can control the narrative during a crisis through effective communication. It emphasizes the importance of preparation, having an online newsroom to provide updates, and building relationships with reporters and stakeholders. Companies should use their organizational knowledge, people, and communication channels to tell their story and regain control over the narrative if others begin spreading undesired stories. Controlling the narrative is crucial for crisis management and recovery.
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
Nulearn provides a life changing opportunity through market risk courses with India’s leading Institute, IIM Kashipur. Get more exposure under India’s best faculty, camp based sessions, projects and industry interactions. Enroll now for better career!
This document outlines six key organizational dynamics for a TBLS business strategy:
1. Establishing an organization chart with clear roles and reporting structures
2. Training employees in the TBLS strategy, ideally pulling training as projects are identified
3. Regular monitoring and reporting of projects and initiative metrics through weekly, monthly, and quarterly meetings
4. Recognition of employees that considers both intrinsic and extrinsic motivation but avoids subjective evaluations
5. Periodic assessment of initiative quality and acceptance to evaluate performance
6. Ensuring effective communication to promote continuous improvement as part of the organizational culture
In this file, you can ref useful information about performance based appraisal system such as performance based appraisal system methods, performance based appraisal system tips, performance based appraisal system forms, performance based appraisal system phrases … If you need more assistant for performance based appraisal system, please leave your comment at the end of file.
The document discusses elements of strong strategy execution including communication, understanding decisions, and information sharing. It outlines maneuver strategies that avoid competitors' strengths and exploit weaknesses. Maneuver strategies represent the ability to strike the enemy when least expected without destroying them, but rendering them unable to continue effectively. Strategy execution occurs on physical, psychological, and analytical levels. Four factors - friction, uncertainty, fluidity, and disorder - shape the competitive environment. Seven elements of strong execution are identified: targeting vulnerabilities, minimizing response time, boldness, surprise, focus, decentralized decision making, and rapid tempo. Execution keeps organizations competitive but most companies struggle with it due to overreliance on reorganization instead of fundamental philosophy changes.
The document outlines 7 critical steps for effective crisis management: 1) Have a written crisis plan, 2) Identify a spokesperson, 3) Be honest and transparent, 4) Keep employees informed, 5) Communicate with customers and suppliers, 6) Update stakeholders early and often, 7) Don't forget social media. It emphasizes the importance of planning ahead, appointing a spokesperson, maintaining transparency, and frequent updates. A crisis that is not managed well can damage a company, while an effective response confirms a company is prepared to address issues.
The document discusses identifying good and bad strategy. It defines strategy as what an organization does and does not do. Bad strategy is identified as skipping details, having conflicting goals, and unfocused resources. Good strategy focuses energy and resources on pivotal objectives that can create favorable outcomes. It emphasizes finding existing strengths, coherence, and concentrating on limited objectives. Good strategy identifies what single objective, if accomplished, would make a big difference and removes limiting factors through step-by-step focus.
What Can an Automotive Products Manufacturer, a US Federal Government Agency, and an Indian Insurance Giant Tell You about Change Management? Quite a lot, judging by the scars they all bear. We asked them why they believe some Shared Services or Business Transformation projects fail, what mistakes they have made, and what they would do differently if they had another chance. It all boils down to Change Management: how it's planned, communicated, and managed. Think it's easy? Read on ...
The document discusses the "catch ball technique" for encouraging employees to take ownership of targets and goals. The technique involves a series of discussions between team members where they debate capabilities and throw responsibility for targets "like a ball" until consensus is reached. This empowers employees and leads to more planning, shared understanding of challenges, and accountability compared to traditional top-down goal setting. The catch ball technique can ultimately change organizational culture to be more open, transparent, and focused on agreement over disagreement.
This document discusses performance appraisal ratings and methods. It provides information on different rating systems companies use to evaluate employee performance, including ranking methods, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales. It also lists additional topics related to performance appraisal ratings and where to find more resources on forms, comments, examples, and other elements of the performance review process.
In this file, you can ref useful information about problems in performance appraisal such as problems in performance appraisal methods, problems in performance appraisal tips, problems in performance appraisal forms, problems in performance appraisal phrases … If you need more assistant for problems in performance appraisal, please leave your comment at the end of file.
In this file, you can ref useful information about example performance appraisal such as example performance appraisal rates, small example performance appraisal, example performance appraisal calculator … If you need more assistant for example performance appraisal, please leave your comment at the end of file.
This document defines conflict and identifies its costs in the workplace. It discusses how poor communication can lead to conflict and introduces the TRUCE model as a tool to resolve conflicts. The TRUCE model involves translating the real problem, realizing possible solutions, uncovering alternative solutions, compromising to implement a solution, and evaluating the success of the solution.
Business Continuity Management-The Case for Return on Investment-white paperGreg Cybulski, CBCP, ARM
The document discusses how business continuity management (BCM) programs can provide both short-term and long-term return on investment (ROI) for organizations. It outlines the key components of a BCM program, including business impact analysis, risk assessment, emergency response planning, and governance processes. Examples are provided of how BCM planning helped organizations reduce risks and increase resilience during events like natural disasters. While some benefits are tangible and easy to quantify, others are intangible, but no less important to the overall ROI of a BCM program. Developing and implementing a full BCM program allows an organization to identify impacts, improve preparedness, and gain competitive advantages through operational resilience.
Return on your Investment in EQ-i
The EQ-i ® is the first scientifically validated emotional intelligence tool in the world.
That’s impressive, we agree… but your next question is likely, “but does it work?”
Like most business people, you need to be bottom line focused and show real results in order to get buy-in from your key decision makers and clients.
In other words, you need to prove how the EQ-i will really make a difference in:
• the TRAINING and DEVELOPMENT of your employees,
• the development of your LEADERS, and
• the SELECTION of highly qualified future leaders to your organization
We know what you’re up against. It’s not enough to say that it will work. You need to bring to the table evidence of a clear return on investment; that is: clear statistics and research that link the EQ-i to:
• Higher sales and profits
• Increased performance
• Improved customer satisfaction
• Decreased attrition rates
• Reduction in training costs
In this brief, you'll hear it right from the reputable organizations that have used the EQ-i and gone on to see exceptional performance improvements, and real bottom line results. These success stories go beyond mere testimonials.They give evidence of what you’re looking for: specific, measurable, and scientifically validated results that prove the EQ-i will be your most valuable and successful assessment tool for selecting and developing leaders of tomorrow.
In this file, you can ref useful information about performance appraisal best practices such as performance appraisal best practices methods, performance appraisal best practices tips, performance appraisal best practices forms, performance appraisal best practices phrases … If you need more assistant for performance appraisal best practices, please leave your comment at the end of file.
In this file, you can ref useful information about effectiveness of performance appraisal such as effectiveness of performance appraisal methods, effectiveness of performance appraisal tips, effectiveness of performance appraisal forms, effectiveness of performance appraisal phrases … If you need more assistant for effectiveness of performance appraisal, please leave your comment at the end of file.
This document discusses creating a performance culture within an organization. It defines a performance culture as having four key aspects: performance, people, purpose, and predictability. A performance culture is measured based on these four areas. It emphasizes that behaviors determine results and culture, and that in order to change culture and results, behaviors must change. Implementing best practices and measuring KPIs are not enough - an organization must focus on measuring and changing behaviors to develop a sustainable performance culture with improved long-term results.
The document discusses how companies can control the narrative during a crisis through effective communication. It emphasizes the importance of preparation, having an online newsroom to provide updates, and building relationships with reporters and stakeholders. Companies should use their organizational knowledge, people, and communication channels to tell their story and regain control over the narrative if others begin spreading undesired stories. Controlling the narrative is crucial for crisis management and recovery.
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
Setting Conduct Risk Appetite. Assessing risk and identifying cultural driver...Compliance Consultant
Conduct Risk is sweeping the financial services world and catching many risk manager out as there is still a lack of understanding.
Risk management need to determine the corporate risk philosophy and appetite. To assess or understand the risk philosophy, try to comprehend the organisation's culture, values and environment. The way business operations are conducted on a daily basis and the organisation’s strategy are typically good indicators where you can find the company risk philosophy. Assess whether business has an aggressive, innovative, typical or conservative attitude towards risks for achieving business goals.
Risk appetite is simply the amount of risk which the organisation is willing to take to undertake business activities and achieve the business objectives, where Conduct Risk is concerned this has to include good customer outcomes. A simple question to ask the board of members could be “What amount of reported mismanagement or public uproar would make you uncomfortable if it appeared in the business newspapers?”
Consolidate the various risk exposures from the risk department's identified risks and present them to the board. Finally, assess whether the company’s internal perception and rhetoric on risk philosophy and appetite are consistent with the board and other stakeholder's viewpoints. Realign the two where required to prepare the annual strategy.
In 3 sentences:
The document provides guidance on developing an effective risk culture and governance structure. It emphasizes the importance of leadership setting the right tone, transparently discussing risks across all levels of the organization, and establishing clear roles and responsibilities for risk management. Developing a positive risk culture involves openly sharing information, encouraging feedback, and ensuring risks are considered in day-to-day operations and strategic decisions.
0 Easy Steps To Implement Enterprise Risk ManagementNat Rice
This document outlines 10 easy steps to implement enterprise risk management (ERM). The steps include: 1) defining the value ERM provides to the organization; 2) researching ERM standards and frameworks; 3) inventorying existing risk management practices; 4) seeking support from executives and stakeholders; 5) keeping the ERM process simple; 6) starting small by focusing on a specific business area; 7) going for quick wins by prioritizing top risks; 8) delegating risk ownership to accountable managers; and 9) reporting on ERM progress. The overall goal is to build risk management capabilities throughout the organization to support strategic objectives.
AML and OFAC Compliance for the Insurance IndustryRachel Hamilton
This document contains best practice tips from several experts on anti-money laundering (AML) and sanctions compliance. Some of the key tips discussed include developing a standardized framework for assessing risks and controls across different business units; tailoring compliance training to specific roles and business areas; understanding business operations in depth to design effective screening processes; and clearly communicating compliance risks and implications to senior management.
The document discusses organizational alignment and how HR can lead the process. It begins by outlining the benefits of an aligned organization and defines alignment as having the right people working on the right things at the right time. It then details the 12 steps to achieve alignment, including defining customer needs, strengths/objectives, culture, processes, structure, support, tools, training, performance, skills, job descriptions, rewards and recruiting. Alignment provides benefits like improved accountability, productivity, relationships and more. An example is given of a company that aligned its IT department, freeing up resources and improving culture and structure.
Module 2_Precaution & Avoidance of crises.pptxAineHamill
This module provides an overview of precaution and crisis avoidance strategies. It covers the following key points in 5 sections:
1. Understanding risk factors and early warning signs that can lead to a crisis in order to prevent issues.
2. Learning the importance of business risk management for identifying and mitigating risks through preventative measures.
3. Knowing various tools for developing an effective strategy, such as SWOT analysis and portfolio analysis, to apply strategic planning.
4. Recognizing potential crisis risk factors within a company so they can be evaluated early.
5. Understanding the principles of business continuity management to maintain operations during a disruption.
After completing this module, the reader will gain insight
The 5-day training program provides an overview of its daily activities which are aimed at helping participants with their job search and career success. The schedule includes sessions on building self-marketing skills, networking, resume and cover letter preparation, mock interviews, and goal setting. The document also discusses concepts like emotional intelligence, dealing with fears, and using accomplishments to showcase value to potential employers during the hiring process.
This document provides information about an organization called BSMS Inc. that offers expertise and services to help companies improve their safety culture and performance. It describes BSMS's integrated modular approach which includes assessing safety culture, enhancing safety leadership, engaging employees, focusing on hazard elimination, and developing performance indicators. The document emphasizes that BSMS has successfully helped hundreds of clients in over 30 countries achieve significant reductions in injury rates and attain safety excellence.
This document discusses the role of public relations in management and the boardroom. It makes the point that PR has long sought to be considered a serious business discipline on par with accounting, legal and marketing. However, PR is still not fully seen this way in many organizations.
The document outlines several steps PR practitioners can take to be viewed as more strategic contributors, such as gaining support and understanding of the business, thinking like a manager while retaining an independent perspective, being issues-oriented and focusing on integrity. It also stresses the importance of strategic thinking, proving value through results, and ensuring PR adds value to the bottom line.
Finally, it discusses factors that influence the role of PR in organizations, such as growth,
This document discusses establishing the context for an organizational risk management program. It recommends defining objectives, metrics, and how the program supports business goals. Risk managers are under increased pressure to formalize processes given new scrutiny from boards and executives. The document also stresses the importance of understanding an organization's internal and external contexts to ensure risk management programs fit their environments and add value.
A personnel crisis occurs when an employee is involved in illegal or unethical behavior that damages the company's reputation. It is important for a company to address the issue directly and take appropriate disciplinary action against the offending employee while protecting the company's reputation. There are three major components that help organizations respond well to unexpected personnel situations: transparency within the organization so employees understand each other's roles and workloads, cross-training employees so they can cover for each other, and trust between management and employees so work can continue smoothly when resources are low.
Employer branding involves developing an image of an organization as a great place to work in order to engage employees and attract talent. It captures the essence of a company's culture, systems, attitudes and employee relationships. Developing an effective employer brand requires insight into employee perceptions, a clear focus on what the organization stands for, differentiation from competitors, communicating benefits to employees, ensuring continuity during changes, and consistency between words and actions. Research, defining brand attributes, implementing communications, and measuring results are key steps in a typical employer branding project. Benefits of employer branding include increased productivity, retention, and attractiveness as an employer.
Employer branding involves developing an image of an organization as a great place to work in order to engage employees and attract talent. It captures the essence of a company's culture, systems, attitudes and employee relationships. Developing an effective employer brand requires insight into employee perceptions, a clear focus on the organization's purpose, differentiation from competitors, communicating benefits to employees, continuity over time, and consistency between words and actions. Research, internal communication, recruitment, leadership and workplace environment all contribute to building and maintaining a strong employer brand. The process typically involves discovery, analysis, implementation, communication and ongoing measurement and optimization. Benefits of employer branding include increased productivity, retention, engagement and attractiveness as an employer.
How to Make a Business Case for #Socialmedia Gain Social Media ROI with Crims...Dr. Natalie Petouhoff
This document discusses how to make a business case for social media analysis by following four key steps: 1) Define business benefits and social strategy, 2) Examine project benefits, costs and ROI, 3) Determine additional benefits, and 4) Define risks and uncertainties. It emphasizes that businesses now need deep insights from social media analysis to make sound decisions and drive business actions. A quality business case should quantify benefits, costs, ROI, risks, and other key components using a template as a guide.
The document discusses how to avoid contracting disasters by properly qualifying subcontractors and suppliers. It recommends assessing them using a 3Ps matrix of people, process, and product. For people, meet representatives to evaluate employee treatment and culture. For process, ensure adequate capital and that the owner delegates responsibilities. Evaluate product quality by visiting 3 past projects and checking reviews. Also review finances over 3 years and request a cash flow projection. The contract stage involves securing terms with bank guarantees if risks were identified. Following this process can help build strong partnerships and avoid costly mistakes.
Similar to Level 3 award in security management unit 1 (20)
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
2. Introduction to Security Management
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)
3. Introduction to Security Management
Individual and team performance
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
4. Introduction to Security Management
Individual and team performance
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.
5. Introduction to Security Management
Individual and team performance
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)
6. Introduction to Security Management
Individual and team performance
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.
7. Introduction to Security Management
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.
Individual and team performance
8. Introduction to Security Management
Individual and team performance
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?
9. Introduction to Security Management
Individual and team performance
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.
10. Introduction to Security Management
Individual and team performance
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.
11. Introduction to Security Management
Individual and team 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)
13. Introduction to Security Management
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
14. Introduction to Security Management
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
15. Introduction to Security Management
What alters brand image perception?
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.
16. Introduction to Security Management
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?
What alters brand image perception?
17. Introduction to Security Management
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
18. Introduction to Security Management
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’
19. Introduction to Security Management
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’
20. Introduction to Security Management
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.
21. Introduction to Security Management
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…
22. Introduction to Security 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.
23. Introduction to Security Management
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.
24. Introduction to Security Management
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.
25. Introduction to Security Management
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
27. Introduction to Security Management
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:
28. Introduction to Security Management
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?)
29. Introduction to Security Management
Staff Rotas
The cornerstone to providing security protection
30. Introduction to Security Management
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
31. Introduction to Security Management
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
32. Introduction to Security Management
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.
Working Time Directive 2003
33. Introduction to Security Management
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
Working Time Directive 2003
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
34. Introduction to Security Management
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.
35. Introduction to Security Management
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.
36. Introduction to Security Management
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%
37. Introduction to Security Management
Candidate Portfolio Task
Produce a staff rota
Worksheet #1 may be used as evidence (if required)
39. Introduction to Security Management
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’
40. Introduction to Security Management
Example patrol plan
Key
=Security Office
=CCTV Camera
=Access Point
=Vulnerable Point
=External Patrol
=Internal Patrol
=Key Asset
42. Introduction to Security Management
Training Needs Analysis (TNA)
Introduce new or required skills to the team
43. Introduction to Security Management
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.
44. Introduction to Security Management
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
45. Introduction to Security Management
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.
46. Introduction to Security Management
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.
48. Introduction to Security Management
Skills Matrix
Tracking, auditing and developing required skills
49. Introduction to Security Management
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
50. Introduction to Security Management
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
51. Introduction to Security Management
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.
54. Introduction to Security Management
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
55. Introduction to Security Management
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.
56. Introduction to Security Management
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?
57. Introduction to Security Management
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: