Today’s grave new world has put workplace security at the
top of the list for HR managers. More than half (59%) of respondents to the
November 2001 World at Work study, What Matters Now? have recently
embarked on new emergency and contingency planning activities. In those
companies, 72% said HR is involved in company-wide strategic planning, 17%
said HR is leading security planning measures, and 11% said they were
involved in security planning for their own HR departments.Here’s what
you should do:
Conduct a new risk assessment. Some companies will decide they
need more security personnel, at least initially. At particular risk:
Those with business ties to the Middle East, transportation-related
businesses, offices in landmark buildings, government, petrochemical
companies, and businesses that supply services to a large number of
people (large hotels, tall office buildings, casinos, sports arenas, and
so on). Most of you will not be in high-risk categories, but this is a
good time to review anyway.
Monitor the pulse of your employees to stay in tune with their
level of apprehension. As HR managers know, even if your new security
risk assessment indicates that nothing has really changed, your
employees may not feel that way. Even if an investment in extra guards
will not make your company any safer, it might be worth the cost if it
makes employees more productive.
Keep your defenses up Make sure all candidates for security
personnel meet your requirements for background screening. Demand is
high for security personnel right now so you must remain vigilant.
Emergency preparedness. Until now, many companies’’ emergency
planning consisted of an evacuation route map posted on the wall. You
should now expect more support—and money to develop full-fledged
emergency preparedness programs.
Budget and priorities. Most available evidence suggests that,
at a minimum, the events of September 11 are forcing corporate
management to take a fresh look at their security spending levels.
Things to think about adding:
- Better training and pay for security personnel.
- Background checks on employees.
- Shatter-proof film on windows.
- More closed-circuit television (CCTV) cameras.
- Enhanced mailroom security.
- Vehicle control barriers.
- Executive protection.
- Emergency preparedness.
Technology. Some analysts are predicting that the access control
systems market will grow, and that more companies will look at the
feasibility of using biometric security systems.
What does this mean for you? If you’re like most companies, your risk
profile hasn’t changed significantly and an investment in fingerprint
scanners doesn’t make sense. Nevertheless, it’s a safe bet that just about
every U.S. company is weighing in a little more heavily on the side of
workplace security now. Your job will be to make a reasonable assessment of
the risk and recommend a reasonable response based on that risk.
Principles to guide you. As you proceed to develop or review
your disaster plan, keep some guiding principles in mind. Without them,
it’s easy to waste time and other resources.
1. Disasters rarely follow plans, and big disasters (like the World
Trade Center) will overwhelm even the best-laid plans. Start your planning
process with a hazard analysis: What disasters can reasonably plan to meet?
Which are we most likely to encounter?
2. Different scenarios require different responses. Limit the number
of alternatives you present to your employees to as few as necessary to meet
the range of likely emergencies.
3. Training is paramount. Because there are myriad scenarios,
appropriate training of people with emergency responsibilities is perhaps
the single most critical element in good emergency preparedness. Safety
managers, security managers, evacuation wardens, and similar positions need
training that prepares them to make the right decisions based on the events
as they unfold.
4. Make drills worthwhile. Do more of them; make them more realistic;
drill using a variety of scenarios; and throw a few obstacles at workers
during drills (such as blocking an exit).
For more information:
FEMA Emergency Management Guide For Business & Industry (www.fema.gov/library/biz2.htm).
DOE Health and Safety Plan Guidelines (www.tis.eh.doe.gov/docs/hasp/).
Building Owners and Managers Association International’s Resources for
Security and Emergency Planning (www.boma.org/emergency).
Small Business Administration’s Disaster Assistance (www.sba.gov/disaster/getready.html).
From: IOMA’s HR newsletter
