The document discusses the importance of training in the civilian private security sector, highlighting the variation in training regulations across states. It emphasizes that establishing mandatory training standards can enhance professionalism and service quality while mitigating risks to public safety. Additionally, it outlines various training strategies, including on-the-job and formal training, and underscores the need for ongoing training under the guidance of qualified personnel.

1. TRAINING FOR THE SECURITY WORK
FORCE
EARL HORNE MSC, BSC (HONS)

2. UNODC’S PERSPECTIVE ON TRAINING
• One of the most important issues in raising the standards of civilian private
security services is training for staff.
• There is huge variation between States in the way they approach training
of civilian private security personnel.
• In some States where there is regulation of civilian private security
services, there are no mandatory training standards and this is left for the
industry itself to regulate.

3. UNODC’S PERSPECTIVE ON TRAINING
• At the other end of the spectrum, some States mandate hundreds of hours
of training and set individual standards for the different licensed
occupations.
• In Hungary basic security officer training is mandated at 320 hours.
• A mandatory training standard can help to mitigate the risk of workers
acting in a manner inappropriate to public safety and the prevention of
crime.

4. UNODC’S PERSPECTIVE ON TRAINING
• Training also enhances the efforts to increase professionalism and the
quality of service delivered to the client.
• States without mandatory training in sectors where there is intense
competition, providers often cut training to the bare minimum to secure a
competitive advantage.

5. UNODC’S PERSPECTIVE ON TRAINING
• Therefore, by establishing mandatory industry standards, the State
establishes a level playing field for companies.
• They mitigate against the downward competitive forces which often create
a “race to the bottom” in which professionalism and service quality suffer.
• Establishing minimum mandatory standards of training for civilian private
security staff is, therefore, an important part of any regulation.

6. DEFINITION OF TRAINING
• Training means different things to different people.
• The function of training is often misunderstood.
• Training is an educational, informative, skilled-development process that
brings about anticipated performance through a change in comprehension
and behavior.

7. TRAINING
• The primary contributor to poor performance is inadequate training.
• The value of training are extolled, however, training dollars seldom
materialize.
• Other demands on the organization seem to push training activities down
the list of priorities.
• No other organizational function gets as much lip service as training.

8. STRATEGIES ON TRAINING
• There are two basic strategies to training:
• On-the-job training (OJT).
• Formal classroom training.

9. ON-THE-JOB TRAINING
• OJT can be totally unstructured.
• Unplanned and ill-advised teaming up of the new employee with
whomever is available.
• It helps the novice employee to perform satisfactorily in a relatively short
period of time.
• The difference is whether the trainer is carefully selected and programme
is properly designed.

10. ON-THE-JOB TRAINING
• Structuring OJT means identifying what the new employee should know.
• Determine how much time it will take to expose the new employee to the
information.
• Ensure the trainer follows the plan detailing what has to be covered.
• The best way to ensure success in OJT training is to develop a checklist for
the trainer and trainee to follow.

11. ON-THE-JOB TRAINING
• The checklist must be submitted to the new employee’s supervisor so
he/she can see what progress was made.
• The period of training could be between 16 to 40 hours.
• The supervisor signs off and dates the checklist.
• The checklist is then placed on the employee’s file.

12. ON-THE-JOB TRAINER
• In the public sector OJT trainers are referred to as Field Training Officers
(FTOs).
• Only the best security employees should be allowed to train their colleagues.
• They should receive a bonus or an increase in their salary.
• The FTO should be ranked between the line security officer and the first
supervisory rank.

13. ON-THE-JOB TRAINER
• The FTO should be given a special uniform to show that they are
responsible for training new employees.
• The change in uniform adds to the dignity of the trainer.
• The FTOs must receive special training to execute their duties as a trainer.

14. FORMAL TRAINING
• Depending on the level of complexity of any given security position,
classroom instructions may be mandatory.
• This includes lectures by experts in the security field, professional trainers,
role-playing, training films, computerized interactive training programmes.
• These are used to test the judgement of the security officers.
• The curriculum of the training programme, who taught what, and the
duration should be properly documented and placed on the employee’s
file.

15. FORMAL TRAINING
• Formal training should include testing of the employee’s understanding of
the presented material.
• There must be a minimum score requirement to pass the training.
• If the employee can not attain the minimum score, there must be more
training and a retest.
• Any employee who is unable to pass the retest should be reclassified and
downgraded to less sophisticated assignments.

16. FORMAL TRAINING
• Test results should be kept on the employee’s training file.
• The results are subject to inspection in the event of problems such as a law
suit which alleges that the security officers are inadequately trained.

17. POLICY, OBJECTIVES, PROCEDURE
• The “what, why, and how” of training correlate to policy, objectives and
procedure.
• The “why” or objective deserve special attention.
• The training process overlook the necessity of informing the employees why
the training should be done and why other things should not be done.
• When employees are informed as to the “whys” their performances will
improve.

18. POLICY, OBJECTIVES, PROCEDURE
• There are three aspects of training: education, information, and skill
development.
• The “how” or procedure addresses skill development.
• However, policy and objective are educational and informative in nature.
• The proper combination of education, information and skill development
gives substance and definition to training.

19. TRAINING AS AN ONGOING RESPONSIBILITY
• Training in a security organization should be continuous and ongoing.
• Training should be under the direction of a Training Officer, whose sole
responsibility is security training.
• The security officer should be the last person to be appointed as the
Training Officer.

20. TRAINING AS AN ONGOING RESPONSIBILITY
• To ensure total training objectivity the following persons should be charged
with the responsibility of coordinating and administering training for the
security department:
• An experienced trainer.
• A professional trainer.
• A bright college graduate with an academic background in HR,
communication, or teaching.

21. TYPES OF SECURITY TRAINING PROGRAMMES
• In-service General Seminars
• Interrogation Workshop
• Testifying in Court Seminar
• Report Writing Workshop
• Supervisory Training

22. TYPES OF SECURITY TRAINING PROGRAMMES
• In-service General Seminars
• General seminars are usually most effective if conducted by employee
classification.
• General programmes are a potpourri of subjects that are important and
meaningful to the group.
• Usually last 1 to 3 days.
• These sessions have a positive impact on the motivation levels of the
security officer.

23. TYPES OF SECURITY TRAINING PROGRAMMES
• Interrogation Workshop
• Usually last between half day to 1 day.
• Focuses on principles and techniques of interrogation.
• These sessions include role-playing and video playback of role-playing.

24. TYPES OF SECURITY TRAINING PROGRAMMES
• Testifying in Court Seminar
• Usually last between half day to 1 day.
• Focuses on preparation of evidence, dress, demeanor on the witness stand,
voice, where to look, ‘traps,’ stress and attitude.

25. TYPES OF SECURITY TRAINING PROGRAMMES
• Report Writing Workshop
• Usually last between 90 minutes to 1 day.
• Focuses on the principles to be followed in recording events

26. TYPES OF SECURITY TRAINING PROGRAMMES
• Supervisory Training
• Usually last between 2 hours to 3 days.
• Focuses on topics ranging from how to handle disciplinary problems to
management styles.

27. SECURITY MANUAL
• A security manual is an essential operational tool and training guide.
• It should be updated on a regular basis.
• It should include pertinent company policy, department policy, job
description, emergency phone numbers and procedural instructions for
specific incidents.

28. ORGANIZATIONAL NEEDS
• The types of training programmes are limited only by organizational
needs.
• Organizational needs are people needs.
• Security personnel should be encouraged to further their education at local
universities and community colleges.
• Also, specific organizational needs are usually met through “in-house”
education.

29. THE END
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