People management and security risk management

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People management and security risk management

Good people management could be described as getting the best results from an employee in a healthy and safe way. People are our most valuable resource and if we believe happy, secure and motivated employees are more likely to be engaged, committed and productive, it makes good business sense to support employees well and to provide them with a healthy and safe working environment.

People management is a broad and complex subject that carries legal and ethical responsibilities for an organisation to ensure the physical and psychological health of an employee before, during and after the period of employment. Organisations have many legal and ethical ‘duty of care’ obligations and are expected to go above and beyond the legal minimum when working in high-risk environments.

Those in leadership positions – trustees, directors and managers – must invest time and resources in people management practices, and ensure technical specialists within human resources and security provide the necessary advice at the right time and in the right way.

People and security risk management – why should you care?

People management has a direct impact on security risk management, for example:

  1. Recruitment – employing the wrong people can create security risks. A lack of skills and competencies can lead to poor performance and decisionmaking; poor behaviours can lead to personal and programme risks; and failure to consider the implications of the ethnic mix in some regions can create issues between staff and negative perceptions in the local community.

  2. Induction – preparing people appropriately has a direct impact on how well and quickly staff settle into their new role, team life and the environment, thereby reducing the risk of security incidents.

  3. Office closure and contract termination – a clear and transparent process on office closure and when contracts come to an end should be implemented some time before the notice period begins. Failure to do so can have serious security implications.

  4. Stress management – risky and high-pressured situations are more likely to lead to a highly stressed workforce, which can impact behaviours, relationships and the ability to make good security-related decisions.

  5. Employment policy and practice – employees are more likely to feel valued and protected when employment policies (e.g. reward, performance and conduct) are clear and consistently applied. Disgruntled and dissatisfied staff are a source of security threats to the organisation, staff and programmes.