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SECURITY PROGRAM FOR A COMPANY.   Term Paper ID:30132 Click to get this paper

Essay Subject: Uses an insurance company as an example of a company's security department.... More...

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Paper Abstract: Uses an insurance company as an example of a company' s security department. Responsibilities of selcurity department to achieve effective security by safeguarding safety & lives. Discusses dangers from intruders, from fire & bad weather, potential danger from disgruntled employees or customers. Areas of concern. Developing a program acceptable to management & employees. Paper Introduction: COMPANY SECURITY OPTIONS The Department as a system Whether the typical employee of the insurance company under review understands it or not, his or her safety and security is a vital responsibility of the Security Department of the company, functioning as an integral part of Operations Management. Management, whether it is specifically in the hands of Human Resources or at the very top of the corporate hierarchy, has a duty to safeguard the lives and security of its employees at their work place. This includes not merely keeping intruders from gaining access, but also means providing for any and all unanticipated dangers- from fire, foul weather damage, safety in parking facilities or outdoor lot, and handling the potential dangers from disgruntled employees or customers. For this reason, Text of the Paper: The entire text of the paper is shown below. However, the text is somewhat scrambled. We want to give you as much information as we possibly can about our papers and essays, but we cannot give them away for free. In the text below you will find that while disordered, many of the phrases are essentially intact. From this text you will be able to get a solid sense of the writing style, the concepts addressed, and the sources used in the research paper. reported that many states have passedconcealed weapons laws, further adding to workplace violence. CITATIONS: Harowitz, Sherry L.: (1999) "Security's Positive Return" SecurityManagement www.pinkertons.com p 1-4 Saul, Marlette M.: (2 ): "Workplace violence...keeping employeessafe" Washington DC: Rural Telecommunications May/June 2 , vol. To some employees, even though they reluctantly went along with themajority, it now felt like they were being treated like adolescents, ratherthan adult employees with responsibilities. It is certainly cost-effective. Some states even mandate training. One answer to the "I left it at home" is that HumanResources has duplicate IDs which can be signed out, and must be returnedat the end of the day. 3) Employee ID cards. protecting against break-ins vandalism, even graffiti "taggers". The only problem that was discussed by the committee was the fact that some employees, even when issued ID cards or tags, might be reluctant to wear them continually during their work days. Immediate action, cost effectiveness, and proof that it providedadditional employee security made sense to top management. "It used to say 'I haveprivileged access.' It used to say 'I have arrived'. C 1 Zalud, Bill (1999) "Badge Wearing" Newton MA: Security Feb, 1999,vol. There may be some female employeeswho would rather not clip ID cards onto their blouses or dresses orsweaters. This insurance company, in preparing a plan for its strengthenedsecurity department set up a fact-finding committee including management aswell as employee representatives, working under the supervisor of theSecurity Department. For this reason, the Security Department serves as a buffer betweenthe responsibilities of top management and the work force. This would include a fire drill (which is mandatory in some municipalities and states); earthquake assessment and drill (in those areas where earthquakes might be expected).; updates on any and all problem areas in or near the headquarters building. Another, is that ID cards must be shown to gainentry to the building. Fort instance, did thismean that there would be someone from management "checking out" eachdepartment and each office and cubicle to ascertain that the IDs were to beworn? Of these, one can be chosen because it is (1) costeffective), (2) dependable, (3) non-intrusive, (4) do-able (in the sensethat any and all hardware and personnel are available at reasonable cost)and (5) flexible enough so that it can be upgraded on a regular basis, asneeded. Therefore, it would not be an immediate option. This suggestion would terminate the company's own Security Department, and turn the task over to an outside supplier, selected through references, other clients, successes, and, of course, cost. 2) Outsourcing security. There was asingle caveat: explaining the need for wearing and/or displaying this IDcard during working hours. These forms, anonymouslyoffered (giving a name and department was strictly optional), it gavemanagement (especially Human Resourced and the Security Department) a good"reading" on any and all attitudinal problems. Yet, the use of ID cards is growing steadily. The second step would be to hold department meetings, under thesupervisors/department heads, with a member of top management as well asthe Human Resources director on hand to discuss, answer questions, and getapproval. Management, whether it isspecifically in the hands of Human Resources or at the very top of thecorporate hierarchy, has a duty to safeguard the lives and security of itsemployees at their work place. There is no doubt that any company, including this specific insurancecompany used as an example, may have some employee paranoia: employees whofeel that Big Brother is watching. The committee decided that this third option was effectiveimmediately, since all employees of the insurance firm already had pictureIds. Yet, there has to be atrade=off: total safety and security while at work, or taking a chance withthe possibility of something happening that was preventable or at leastforeseeable. While no company or its security department expects workplaceviolence as has occasionally made headlines in the past several years,nevertheless, precautions are now being taken far more seriously: "TheNational Underwriter Company... There was no more difficult area to be considered when accepting thisID display procedure than to come up with some form of action against thoserefusing to wear the IDs. One member of the committee felt that this was a viable alternative because, as has happened with other companies, "security was not sufficiently integrated into the organization." (Harowitz 1999 3) The committee developed various security functions and then proceeded to show that not all of them were now adequately handled by the company's own Security Department. Because of the cost effectiveness and the immediacy of the ID cards,this option made sense to the committee, which reported its suggestions totop management.Justification. As it turned out, the major problem area was "punishment" for notwearing the ID cards. At this writing, some sort of punishment actionis still not in place, and is causing Human Resources headaches to come upwith a fair solution. (For example, if there has been a robbery or mugging, a rape, or car jacking either within the facility or the neighborhood itself, the facts and results should be explained, along with new precautions that ought to be taken). The idea was to come up with three alternatives, oneof which would then be implemented. Management decided on two initial; priorities: First, a confidentialsurvey form asking employees to approve the use of ID cards during workinghours, with space for comments for feeling uncomfortable or ill-at-ease, orsomehow demeaned, for having top wear them. There would be copies made, and an option for employees about themethods of displaying them prominently. There was even the suggestion that some employees might consider having to wear ID cards or tags as demeaning. To achieveeffective security, several potential problems may arise in the selectionof methodology for assuring employee safety and security.Potential problems and conflicts. 45 B 5 Veverka, Amber: "ID Tags suddenly in vogue..." Santa Ana CA: OrangeCounty Register Sept 2 , 1999 p. While this policy has been in place for some time,Security has found out that it is not carefully and fully followed.However, for the immediate future, for greater workplace security, visibleIDs make sense. COMPANY SECURITY OPTIONSThe Department as a system Whether the typical employee of the insurance company under reviewunderstands it or not, his or her safety and security is a vitalresponsibility of the Security Department of the company, functioning as anintegral part of Operations Management. A growing number of businesses see added security value in the procedure." (Zalud 1999 45) Once upon a time, wearing a clip-on ID badge meant you worked forsomebody cool like NASA, or powerful, like the CIA. There are twoareas of concern. First, the duty of care owed to your customer on thepremises, and, second, the duty of a safe working environment owed to anemployee." (Saul 2 43) In the case of the insurance company in questionwhere there tend to be far more employees present on a daily basis thancustomers, those priorities should be reversed: that is, the securitydepartment, as part of Operations Management's chain of command, has theresponsibility of securing and safeguarding the workplace, in a mannerconsistent with both avoiding intrusion on privacy, and, at the same time,gaining the confidence and support of employees. What was needed was gettingthe vast majority of employees to approve of ID cards as an initial safetyprecaution. "Almost 6 % of companies that have a photo ID card or badge also have some or all of their employees wear the ID on the job. In some cases, this includes complaintsabout the monitoring of e-mail, telephone conversations, security cameras,and the encouraging employees to wear ID badges in order to keep outsidersfrom entering without explicit permission. Here are the three options that thiscommittee offered for the purposes of selecting one of them: 1) Developing a stronger security training program for all Security Department employees. The regular newsletter would not only provide security and safety news- both within the building, with customer relations, in the parking areas and surrounding neighborhoods (where employees may well spend part of their lunch hours or coffee breaks) but publish interviews with employees on various levels of the company to explain how "safe" they feel, or what they themselves are doing to prevent any problems. 19issue 3 pp 42-48 Stoller, Gary: (2 1) "...when budgets get cut, Security's usually oneof the first areas to be slashed..." Arlington VA: USA Today July 24, 2 1p. The solution to any problem of employee unease about safety andsecurity precautions is that a specific program has to be put in place,explained to employees, their input and ideas utilized (where practical)and top management's signing-off on the program so it can both be developedand budgeted for.Options and Alternatives The first step in developing a proper security program that will beacceptably to both management and employees is to create severalalternatives. Now it says 'I have ajob'." (Veverka 1999 C1 )Wearing ID badges that are visible- whether on a "necklace" or a clip-ontype- does provide a sense of security and safety for fellow employees.Especially in companies like this insurance firm where employees in onedepartment may need top go to different floors, different departments,dealing with strangers- that is, fellow employees they may not know- beingin a strange department wearing a badge at least provides the knowledgethat here is a fellow employee not some stranger who has inadvertentlywalked in unannounced and perhaps unexpected. As was mentioned earlier, some employees mightwell feel it was demeaning to wear ID cards. Among the FAQs were: "What happens if so-and-sodoesn't wear, or even WANT to wear his ID card?" "What if I forgot it andleft it at home?" The basis for these questions was that the company nowseemed to turn into a regimented one- you MUST display this card or else~!"The employees needed to know what "Or else" meant. The supplier would provide security both during regular working hours, as well as nights and weekends and holidays. The end result of the outsourcing alternative was that it required more careful study, budgeting, getting competitive bids, contractual obligations and agreements. For example, patrol services, weekend and night and holiday protection both within the building and surrounding area (i.e. So, a "pendant" option is certainly available. As will be demonstrated, this was the most viable, effective and immediate option. In New York, for instance "state law requires 24 hours of initial training and 8 hours of recurrent training for security officers." (Stoller 2 1 B 6) In addition, steps should be taken to offer each employee of the company a regular newsletter, plus quarterly department meetings to go over security precautions. This includes not merely keeping intrudersfrom gaining access, but also means providing for any and all unanticipateddangers- from fire, foul weather damage, safety in parking facilities oroutdoor lot, and handling the potential dangers from disgruntled employeesor customers. 36, issue 2 p. If this paper is not what you are looking for, you can search again: Search for: or Click here to request an essay written just for you.