HOW to RAISE THE PROFILE of SECURITY

Dec 1, 2002 12:00 PM, By BONNIE MICHELMAN

Our industry has evolved from untrained guards doing robotic watches and patrols to an era of integrated security programs that balance educated, well-trained human resources, state-of-the-art technology, sophisticated intelligence, and customized protocols. With all of these changes, however, there is still ambiguity among us and those we protect about what our role really is and what it should be.

The epidemic of workplace violence over the past years has changed our role. The increase and visibility of domestic violence, cyber-crime, stalking, threats, intimidation and physical acts of violence all serve to enlarge the role of security. The Internet has provided an anonymous way of instilling fear and of perpetrating many crimes against corporations and individuals. Information systems security issues are now critical to an organization's survival as well as success.

Regulatory changes and a need for more compliance have created far greater roles for security within organizations. Negligent and inadequate security litigation has risen rapidly, thus expanding the proactive and preventive aspects of security and the need for more progressive people and programs.

Domestically, social issues have created a whirlwind of change as well. Economic downturns and fears have affected crime in the streets, in society and in the workplace. There have also been corporate reshuffling, downsizing, mergers and acquisitions, resulting in less corporate loyalty and more stress. Overall, there has been an increase of tension, crimes, and the activity security is tasked with preventing.

The age of domestic and international terrorism has converged and exploded into an era of changing risks and escalated fears. The horrific events of Sept. 11 and their aftermath have heightened the need and utility of today's security professional. We need now, more than ever, to make our corporations and community realize the breadth, depth, expertise and complexity of our industry members and of our corporate purview. It is time to change the stereotype and to market and communicate our value to society and to the corporate world. There has also been overreaction by some segments of our industry and by some corporations. It shows in additional labor not properly deployed or trained, security technology that is poorly designed, or procedures that are not viable. Our current situation requires fluid risk assessment. Vulnerabilities must to be negated through methodical, well-designed programs that are palatable to an organization's culture and operation. Such analysis is an expanded role for security in today's corporations. We need to ensure that the modifications we make and programs we implement do not simply give an illusion of improved security that does not really exist.

The rise in hate crimes, bigotry and interpersonal conflict are another area security can be extremely valuable in mitigating. Getting involved with diversity programs, education, and zero tolerance programs for undesirable behavior or crimes against people can be helpful.

Our role over the past decade has expanded into many diverse arenas. Not just as protector, we also serve as mediator, negotiator, educator, and customer service specialist.

Taking on new endeavors and responsibilities is a key to success for a security executive and his/her team. This may entail getting involved with, or taking the lead for, disaster planning/business resumption, life safety and fire programs, code compliance, real estate/property management, transportation and commuter services and certainly information system security issues.

Progressive security operations optimize their involvement in every interdepartmental committee, task force, and initiative they can from construction/architectural issues to human resource programs and training to customer surveys and feedback. More recently, some departments have expanded their role by taking on direct revenue-producing ventures. Examples include producing security-related videos, offering outside consulting services, monitoring employee/customer home security systems, or using corporate executive transportation vehicles off-hours for hire. More departments are also taking over other revenue-producing departments such as food service, parking, transportation, or retail endeavors within a corporation. This helps protect against budget reductions and show a positive bottom line.

The inherent danger with expanding in many of these ways can be a dilution of resources and a lack of appropriate expertise for some of these endeavors. The core mission of security — protection of all assets — must never be sacrificed in the move to increase functionality and add value. People must be more broadly developed to gain new skills, perspectives and ability to expand efficiencies and be more productive. New programs, services or departures must have synergies with core elements of security to optimize value and time.

In some corporations, security has not necessarily taken on new functions but has vastly expanded the services, products and programs within their own functions. This may include offering new services (i.e. court escorts, home security surveys) to victims of workplace and domestic violence or creating overseas travel advisories for executives. This is another mode used for expanding security's role.

Our ultimate objective, as security professionals, is to find diverse and beneficial ways to be integral, visible and to provide value to our corporations. We have one of the most critical positions in any corporation. If we do it well, integrate and impact all we can, our value becomes clear and the demand for our role increases. If we cannot quantify our usefulness and do not serve our corporations in as broad, competent, and proactive way possible, it can have disastrous consequences for our corporation and will slow down the image and development our united industry of corporate security is trying to achieve. We have chosen this industry to serve. We can make an enormous impact on its future and leave a great legacy if we choose. The choice is ours.

Bonnie S. Michelman, CPP, CHPA, is director of police, security and outside services at Massachusetts General Hospital, Boston

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