44.312 Security Management
home page > Unit 6: Training

Definition of Training
"..relatively systematic attempt to transfer knowledge or skills from one who knows or can do to one who does not know or cannot do." (Pont, 1995,7)

    • as a process, it's a form of organizational development, i.e. it doesn't just give the trainees needed skills, but is a crucial part of the organization's overall development (remember our problem that security firms must simultaneously address the training/revenue/services,pay/marketing, etc. issues in order to break out of the downward spiral of generic services at bargain rates.
    • Current state of training
      has been a long-term concern:
      • Private Security Task Force/National Advisory Committee on Criminal Justice Standards and Goals (1977) called for:
        • certification programs
        • at least 8 hrs. of pre-assignment & 32 hrs. of basic training (16 of which could be in service
        • training in firearms where applicable
        • training of supervisors and managers
        • on-going training
        • involvement of appropriate state agencies to coordinate and approve curricula, certification of instructors and accreditation of training schools. (As far as I can tell, there is no state oversight of private security firms in MA).

          report didn't result in federal legislation, but did help security-related organizations compare their existing training levels to the recommendations.
      • Hallcreast Report I (Private Security & Police in America, 1985) and Hallcreast Report II 1990)
        • determined clients have few methods to verify training of contractual guards, even in those state with mandated training.
        • "..misrepresentation of the level of training given to contract security guards was a frequently reported complaint from clients and competing guard firms. On-the-job training was often the only type of training that a security officer received." (my emphasis)
      • while training is perhaps more necessary in security field than others because of the danger, Salzman (1998) found that companies in general needed more skilled workers but weren't increasing the level of training.
      • unlike Mass., some states do require minimal training. (CA, for example, requires passing a 40-hr. course to be licensed).
      • Some private organizations, typically dominated by leading firms, have stepped into void and created their own training programs:
      • Some companies may have their own training programs: highly variable in quality, because of differing levels of commitment, financial and other resources.
      • higher-education
    • Benefits
      • Organizational benefits:
        helps fill gaps because of less-educated workforce, need for more technology understanding, and the lure of training as a recruitment tool (gives competitive advantage)
        • "If the organization provides employees with advanced training, it may serve as a means to attract and recruit other individuals to the company, appealing to their drive for increased self-empowerment and personal need for achievement and fulfillment. Advanced forms of training may motivate the individual to choose this particular organization versus others, as additional training will serve to provide increased opportunities in the organization's internal labor market. In one particular company, for example, the security staff is encourage to become eligible for other careers or positions in the organization by taking any forms of training the organization provides. The increased level of training in multiple areas in the organization provides employees with opportunities in the internal labor market. This, in turn, may result in greater retention levels of employees, as they may be less inclined to leave the company for other opportunities. This training strategy results in a better-trained security officer who is cross-trained in comprehensive subjects that influence the entire organization." (my emphasis)

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