The Effective Security Officer's Training Manual

The Effective Security Officer's Training Manual

Third Edition

Ralph Brislin, CPP

Table of Contents

Cover image

Title page

Copyright

Dedication

Chapter 1. Introduction to Security

What is private security?

Development of private security in the United States

Security development and the future

September 11, 2001

New guidelines from ASIS

Summary

Chapter 2. Security Personnel

Standard 2.1 Training in private security

Standard 2.2 Professional certification programs

Standard 2.3 Job descriptions

Standard 2.4 Training related to job functions

Standard 2.5 Preassignment and basic training

Standard 2.6 Arms training

Standard 2.7 Ongoing training

Standard 2.8 Training of supervisors and managers

Standard 2.9 State authority and responsibility for training

Standard 2.10 State boards to coordinate training efforts

Hallcrest I

Hallcrest II

Number of employees

Some security guard companies are growing

ASIS International Private Security Officer Selection and Training Guideline

Recruitment of security officers

Training

Job description and performance evaluation

Security personnel

Summary

Chapter 3. Company Policies and Procedures

Important note for company-specific and site-specific procedures

Site-specific training and site orientation

Other post duties

Summary

Chapter 4. Ethics

What is ethics?

Ethical violations or cardinal sins of security officers

Reporting of ethical violations

Summary

Case study #1

Case study #2

Ethics questions

Chapter 5. Professionalism

Observe and report

Reduce improper behavior

Create peace of mind

Complement and support a client’s security program

Client relations

Perception versus reality

Appearance

Conduct and behavior

Nonsecurity duties

Summary

Discussion questions

Chapter 6. Public Relations

Image

Conduct

Attitude

Appearance

Importance of good public relations

Changing the perceptions

Summary

Discussion questions

Chapter 7. Cultural Diversity

Why cultural diversity is important?

Duty of the officer

Prejudice and racism

Summary

Discussion questions

Chapter 8. Persons with Special Needs

Intellectual disability

Learning disability

Interacting with people who have developmental disabilities

Communicating with people who have developmental disabilities

What do I do when I meet someone with a disability?

Summary

Exercises

Chapter 9. Interpersonal Communication

Importance of communication

Definition of communication

Encoding

Medium

Decoding

Nonverbal communication

Personality factors and communication

Communication systems

Informal communication

Climate of the organization

Active listening

Common sense tips

Summary

Exercises

Chapter 10. Communications Systems and the Importance of Communication in an Emergency

Two-way radio communication

Telephone

Public address systems and intercoms

Importance of internal communication before and during an emergency

Summary

Exercises

Chapter 11. Physical Security

Perimeter security

Fencing

Protective dogs

Building service security

Locks and keys

Safes

Vaults

Summary

Exercises

Chapter 12. Electronic Alarm Systems

Sensors

Receipt of alarms

False alarm problem

Access control systems

Summary

Exercises

Chapter 13. Camera Systems, Visual Observation, and Surveillance

Closed circuit television

The quad (think of four)

Simplex

The digital camera

Video analysis

Camera applications and advances

The security officer’s role with camera systems

Summary

Chapter 14. Observe and Report

Use of senses

Factors affecting observation

The observation process

Physical descriptions/general information

Incident scene

Summary

Exercises

Chapter 15. Report Writing and Notetaking

Types of security reports

Vehicle logs

Incident reports

Notetaking

Recordkeeping, storage, and use of computers

Security logs: practical suggestions

Summary

Questions

Chapter 16. Patrols

Patrol procedures

External patrols

Internal patrol

Pattern variations

Entrance and exit points

Tour rounds

Keys

Radio communication

Notebook

Flashlight

Problems in patrol

Use of senses

The sixth sense

Summary

Exercises

Chapter 17. Investigations

Types of security investigations

Summary

Exercises

Chapter 18. Sexual Harassment

What you should know

Investigations

Things to keep in mind

Management responsibility

Victim’s responsibility

Employee’s responsibility

Security officer’s responsibility

Conclusion

Summary

Questions

Practical application

Chapter 19. Internal Threats to an Organization

Theft indicators

Symptoms of dishonest employees

Elements of theft

Types of internal theft

Theft deterrent strategies

Package, vehicle, and locker inspections

Inspection policies and procedures

Summary

Exercises

Chapter 20. Overview of the Legal System

Sources of law

The courts

Civil law

The case may or may not be finished at this point

Good Samaritan law

Damages for civil lawsuits and torts

Important Sections of the U.S. Constitution

Summary

Exercises

Chapter 21. Court Testimony, Depositions, and Administrative Hearings

Preparation

Administrative hearing

Deposition

Courtroom testimony

Testimony time

Summary

Questions

Chapter 22. Introduction to Fire Protection

Fire estimates

What is fire?

Heat transfer

Heat sources

Flammable and combustible liquids

Extinguishing fires

Summary

Exercises

Chapter 23. Life Safety Code and Material Safety Data Sheets

National Fire Protection Association’s Life Safety Code Handbook

Fundamental requirements of the life safety code

Classification of occupancies

Means of egress

Features of fire protection

Building service and fire protection equipment

Material safety data sheets

Summary

Exercises

Chapter 24. Bloodborne Pathogens and Personal Safety

Bloodborne diseases

Modes of transmission

Personal protective equipment, work practices, and engineering controls

Hygiene practices

Decontamination and sterilization

Sharp objects

OSHA regulations—infection control program and exposure to bloodborne pathogens

Signs, labels, and color coding

Emergency procedures

Hepatitis B vaccinations

Security’s role in safety

Personal safety of security officers

Common injuries to security officers

Investigating the accident

Summary

Exercises

Chapter 25. Emergency Preparedness

Role of security in an emergency

Overview of the emergency preparedness plan

Development of the emergency plan

Serious injury

Tornadoes and severe weather emergencies

Floods

Winter storms

Bomb threats

Chemical spills

Summary

Exercises

Chapter 26. Crowd Control: Civil Disturbances and Labor Strikes

Causes of civil disorder

Control of crowds

Causes of civil disorder

Types of gatherings and potential for civil disorder

Psychological factors affecting crowds

Role of security in planning for crowd control

Civil disturbance

Spontaneous civil disorder

Crowd control responses

Summary of actions for security officers

Handling disputes

Summary

Exercises

Chapter 27. Driver Safety

Vehicle safety

Summary

Exercises

Chapter 28. Traffic Control

Job locations and conditions

Using personal protective equipment

Using traffic control devices

Personal traffic control equipment

Traffic control equipment

Using and interpreting signals

Remaining on duty

Signaling other security officers

Controlling vehicles and pedestrians

Professional conduct

Traffic control violations

Dangerous goods and other hazards

Broken gas lines and mains

Broken sewer lines and water mains

Summary

Exercises

Chapter 29. Substance Abuse

Pharmacological factors

Genetic factors

Personality factors

Dependence on alcohol

Dependence of the opioid type

Dependence of the barbiturate type

Dependence on marijuana

Dependence on cocaine

Dependence on amphetamines

Dependence on hallucinogens

Dependence on phencyclidine

Prescription drugs

Indicators of drug abuse

Summary

Exercises

Blood alcohol concentration (%BAC) guide

Chapter 30. Handling Disruptive People

The security officer’s role in preventing violence and providing assistance when violent situations occur

Assessing behavior and the potential for violence

Crisis management

Verbal skill management

Emotional/behavioral symptoms

Emotional/behavioral symptoms

Emotional/behavioral symptoms

Nonabusive psychological and physical intervention

Summary

Exercises

Chapter 31. Workplace Violence

What is workplace violence?

Workplace violence of a different form

Domestic violence and the workplace

Media attention

Studies and analysis

Whose concern is it?

Preventing violence: planning and strategic issues planning principles

Security survey and measures

Identifying and reporting threats and threatening behavior

Threat assessment

Summary

Exercises

Chapter 32. Private Security and Law Enforcement Cooperation

Summary

Exercises

Chapter 33. Nonsecurity Duties and Creating a Positive Impression

Nonsecurity duties

Summary

Exercises

Chapter 34. The Future of Security and Technology Enhancements

Continued technology advancements

Cameras

GPS tracking

Robots

Drones (unmanned aerial vehicles)

Role of security officers

What options exist for security officers?

Summary

Exercises

Index

Copyright

Acquiring Editor: Brian Romer

Editorial Project Manager: Marisa LaFleur

Project Manager: Priya Kumaraguruparan

Designer: Matthew Limbert

Butterworth-Heinemann is an imprint of Elsevier

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Notices

Knowledge and best practice in this field are constantly changing. As new research and experience broaden our understanding, changes in research methods or professional practices, may become necessary. Practitioners and researchers must always rely on their own experience and knowledge in evaluating and using any information or methods described herein. In using such information or methods they should be mindful of their own safety and the safety of others, including parties for whom they have a professional responsibility.

To the fullest extent of the law, neither the Publisher nor the authors, contributors, or editors, assume any liability for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions, or ideas contained in the material herein.

Library of Congress Cataloging-in-Publication Data

Brislin, Ralph F.

The effective security officer’s training manual / Ralph Brislin.

pages cm

Revised edition of the author’s The effective security officer’s training manual, published in 1998.

Includes index.

1. Private security services–United States–Handbooks, manuals, etc. 2. Police, Private–United States–Handbooks, manuals, etc. I. Title.

HV8291.U6B74 2014

363.28’90973–dc23

2014002788

British Library Cataloging-in-Publication Data

A catalogue record for this book is available from the British Library

ISBN: 978-0-12-800003-8

For information on all Butterworth-Heinemann publications visit our web site at store.elsevier.com

Printed and bound in United States of America

Transferred to Digital Printing in 2014

Dedication

My life and career has been like many. You go to college and think you have a plan for your life and maybe you do. You graduate. You get a job. You start a career. You meet many people throughout your life, many become business associates, some even become friends. You have successes and failures! You carry on and much like St. Paul, You have fought the good fight, you try to finish the race, you keep the faith! I would like to dedicate this manual to my life’s companion, my best friend, and the person who always brings needed ballast to my life…my wife Becky!

Chapter 1

Introduction to Security

Abstract

The history of security is presented in this chapter by highlighting common laws developed in England. Private security in the United States began in 1857, when the Pinkerton Detective Agency was formed. Definitions that pertain to the various aspects of security are reviewed. Lastly, it is emphasized that security should be considered as more service oriented rather than approaching it from a tough-guy perspective.

Keywords

Al Qaeda; ASIS; Bow Street Runners; Common law; John Wayne syndrome; King's Peace

As you read and study this security officer training manual, you should be aware that you are in one of the fastest growing industries in the United States. The purpose of this course is to familiarize you with the most important aspects of the duties of a security officer. We believe you will find this manual to be easy to read, as well as interesting and challenging.

What is private security?

Private security is made up of self-employed individuals and privately funded businesses that provide security and related services to other persons and businesses for a fee. Security is intended to protect and preserve activities and property without loss or disruption. Most security officers have no more legal power than the average citizen. However, some security officers possess police/arrest powers because they have been commissioned by a local, state, or federal government agency.

Security has existed since people began to inhabit the earth. Archaeologists have discovered drawings attributed to cavemen that describe how early inhabitants hunted and went to war against other tribes or groups of people. The early inhabitants of the earth needed to protect themselves not only from invaders but from wild animals as well.

The first recognized set of laws is attributed to King Hammurabi of Babylon, who lived about 2000 B.C. Hammurabi devised a legal code that was designed to regulate the behavior of people to one another and to society as a whole. The Code of Hammurabi described what punishment would be enforced against a person who violated the code. The old saying an eye for an eye, and a tooth for a tooth is generally accepted to have been initiated in this code. Ancient customs and traditions that sanctioned improper behavior were legitimized in the code of Hammurabi.

During 500–600 B.C., the Greeks developed procedures and implemented systems to protect strategic roads leading to and from their cities, thus protecting their vital interests from potential enemies.

Around the time the modern calendar began, the Roman Empire ruled much of the known world. The Roman army was well-organized and highly trained. Military units were used to protect their cities. The development of the first quasi-police department was considered to be that of the Praetorian Guard.

Laws in the United States are based on ancient common laws that were developed in England. In late 800 A.D., King Albert established the King’s Peace, which was an attempt to stop the private wars and battles that occurred between English noblemen who maintain private armies. The King’s Peace called for certain punishments to be inflicted for violations of the law.

The development of law and the original criminal justice system continued in England for the next several hundred years. In 1750, the first plainclothes detective unit was formed; the detectives were known as the Bow Street Runners. The members of this unit were responsible for running to the scene of a crime in an attempt to capture the criminal. In 1829, what is considered the first police department was formed by Sir Robert Peel, who was Home Secretary of England. Sir Peel was responsible for the establishment of this uniformed, full-time police force. The English term Bobbie for police officers was the nickname derived from Sir Robert Peel. In the United States, police departments were formed in several large cities during the 1800s.

Development of private security in the United States

Allan Pinkerton (Figure 1.1) is recognized as the father of private security in the United States. In 1857, he formed the Pinkerton Detective Agency. He worked primarily for the railroads; thus, most of Pinkerton’s early work involved catching train robbers. The Pinkerton Company served as an intelligence-gathering (spy) service for the Union army during the Civil War. In 1874, American District Telegraph (ADT) was formed to provide alarm detection services.

In 1859, William Brink founded a truck and package delivery service in Chicago. When Brink’s carried its first payroll in 1891, it became the first armored car and courier service. In 1909, William Burns founded the Burns Detective Agency, which provided security during labor strikes.

At the beginning of World War I, the security industry began to grow because of concerns about sabotage and espionage, but the growth slowed considerably during the Depression. During the 1940s, with the outbreak of World War II, the industry began to grow again.

FIGURE 1.1   Wood engraving of Allan Pinkerton, who is considered the father of private security in the United States.

Before awarding defense contracts, the government required that munitions suppliers begin security measures to protect classified materials and defense secrets from sabotage and spying. The Federal Bureau of Investigation (FBI) assisted defense contractors in ensuring their security was adequate. The government also granted the status of auxiliary military police to more than 200,000 plant security officers. For the most part, the jobs were to protect war goods, equipment, and personnel. As a result of World War II, manufacturing companies became aware of the need for plant security and its value. After the war, George R. Wackenhut and three other former FBI agents formed the Wackenhut Security Corporation. In 1955, the American Society for Industrial Security (ASIS) was formed. Today, there are over 38,000 members of ASIS what is known now as ASIS International. In 1968, the federal government required increased security for federal banks when Congress passed the Federal Bank Protection Act. In January 1973, the Federal Aviation Administration began to require the screening of all air passengers and carry-on baggage due to the number of air hijackings that were occurring.

Security development and the future

Security, like most professions, has continued to change amid rapid growth. More and more organizations are examining the training criteria security companies use to ensure that a satisfactory level of knowledge and professionalism exists.

Many terms are often used interchangeably to describe security.

• Private police

• Security police

• Plant protection

• Facility or plant security

• Loss prevention

• Risk management

• Loss control

• Fire protection

• Asset protection

• Safety

• Hazardous material control

Security encompasses all of these areas to a greater or lesser extent, depending on the facility and industry where security officers are employed. This is not meant to imply that the term security is the same as all of the above terms. Rather, in the twenty-first century, security responsibility will continue to increase as long as the training of security personnel is considered to be a good value and return on investment to corporations. The terms can be generally defined as follows:

• Security generally refers to the protection of people and/or property in an effort to maintain what is considered normal conditions.

• Loss prevention refers to a management philosophy that invests money in the hope of preventing losses from occurring.

• Risk management involves recognizing risks that could result in losses and evaluating how to best reduce risk and loss (usually relating to insurance).

• Loss control refers to a management philosophy that recognizes that losses will occur but attempts to minimize or control losses at a predetermined level.

• Law enforcement refers to the actual enforcement of legal requirements that, if violated, will result in punishment to the offender.

Safety refers to ensuring that the workplace or conditions in the workplace are not inherently dangerous to people or, if they are dangerous, ensuring that proper protection devices or procedures are implemented to guarantee the continued well-being of people.

Fire protection simply incorporates the equipment, devices, policies, and procedures that are in place to protect life and property from fire loss.

As you study the material in this manual in an effort to learn as much as possible with regard to security training, ask yourself, What type of career or profession have I entered into? Various studies have been highly critical of the security industry, citing training inadequacies, poor selection and hiring practices, low pay, high turnover, and intense competition. If these studies are true, why would a person want to work as a security officer? This is a question that each individual employed in the security field must answer.

In their book, Principles of Security, Ricks, Tillet, and VanMeter stated that it is well accepted that many people enter the private security industry because of John Wayne syndrome. In other words, many people desire to become security officers (and in many cases, police officers) because they can wear a uniform and possibly carry a gun. Although those of us in the security profession may not like the term John Wayne syndrome, unfortunately in many cases security officers deserve the label. For a variety of reasons, an increasing number of companies are disarming security officers. Today, a person who wants to work in the field of security must be willing to provide a service. There is little need for the macho, tough-guy approach to security. Security officers are promoted in large part based upon their ability to serve clients, and security services companies are retained on their ability to satisfy their customers with quality service.

September 11, 2001

As a beautiful clear day dawned on Tuesday, September 11, 2001, few people in the United States could have envisioned what was in store for the cities of New York, Washington, DC, and Shanksville, PA, as well as the citizens of the United States. Nineteen militants associated with the Islamic extremist group, Al-Qaeda, hijacked four airliners and carried out suicide attacks in the United States. Two of the planes were flown into the towers of the World Trade Center in New York City (Figure 1.2). A third plane struck the Pentagon in Washington, DC, and the fourth plane crashed in a field near Shanksville, PA, as passengers fought their attackers before the crash. More than 3000 people died in the 9/11 attacks including 400 firefighters, police officers, and many security officers.

The 9/11 attack, according to government experts, was planned for years. As a result of the attack, security enhancements and dramatic changes in the ways in which citizens travel by air were implemented, including the formation of the Transportation Security Administration, which replaced most of the contract security officers that had been hired by airlines to screen passengers prior to September 11, 2001. Private contract security officers were perhaps the final defense our country possessed as the hijackers proceeded through the security checkpoints that fateful morning. Many books have been written and movies produced detailing the accounts of that day and the years that have followed, but when one considers the role of private security in the world today, imagine just for a moment how the world may be different had the hijackers been thwarted and the attacks not carried out? Would the United States have invaded Afghanistan and Iraq? Would 3000 American citizens have died that day along with thousands of civilians and American soldiers in the years since 9/11? No one can say for certain, but it demonstrates that the observe and report role of security is vital and the importance of training the individuals employed in this profession is essential.

FIGURE 1.2   Photograph of the World Trade Center towers after being struck by hijacked planes on the morning of September 11, 2001. (For color version of this figure, the reader is referred to the online version of this book.) Dan Howell/Shutterstock.com.

New guidelines from ASIS

ASIS International, the preeminent organization for security professionals worldwide, established the Commission on Standards and Guidelines in 2004 in response to a need for guidelines regarding security issues in the United States. ASIS stated that by addressing specific concerns and issues inherent to the security industry, security guidelines will better serve the needs of security professionals by increasing the effectiveness and productivity of security practices and solutions, as well as enhancing the professionalism of the industry.a

The Private Security Officer Selection and Training Guideline was written for both proprietary and contract security, but it is not intended to cover all aspects of training criteria for security officers. It is intended to set forth minimum criteria that regulating bodies in the United States can use to assist in recommending legislation and policies for the selection and training of private security officers.

Private security officer selection and training has been a topic of interest and much debate in recent decades. Various studies and research efforts have been undertaken to better define the role of a private security officer and also provide agencies with information needed to adequately select and train such officers. One of the earlier studies of interest on the subject was the 1972 Rand Corporation report by Kakalik and Wildhorn, titled Private Police in the United States. This report was one of the first descriptions of private security in this country and continues to be referred to as the baseline research on this subject.

We believe that this revised edition of The Effective Security Officer’s Training Manual meets the ASIS International guidelines. We hope that each person who reads and studies its contents effectively will become a professional security representative and will be able to enhance their career.

This manual is divided into several different modules or chapters. Every module covers a fundamental element in the training regimen of a security officer. In each chapter, there are definitions, questions, and points to remember in addition to the text, figures, and charts.

The purpose of this training manual is to provide the information necessary in order for a person to successfully and properly provide a high level of service as a security officer or supervisor. In the coming years, the security industry will continue to grow, diversify, and change. The persons who study the material contained in this manual must realize that the only determiner of a successful career in the security industry rests with them!

The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor.

Vincent T. Lombardi

Summary

• Private security is made up of self-employed individuals and privately funded businesses that provide security and related services to other persons and businesses for a fee.

• Security is intended to protect and preserve activities/property without loss or disruption. Most security officers have no more legal power than the average citizen.

• Laws in the United States is based on ancient common laws that were developed in England. In late 800 A.D., King Albert established the King’s Peace, which was an attempt to stop the private wars and battles that occurred between English noblemen who maintain private armies.

• Alan Pinkerton is recognized as the father of private security in the United States. In 1857, he formed the Pinkerton Detective Agency. He worked primarily for the railroads; thus, most of Pinkerton’s early work involved catching train robbers.

• As a result of World War II, manufacturing companies became aware of the need for and value of plant security.

• After the war, George R. Wackenhut and three other former FBI agents formed the Wackenhut Security Corporation.

• In 1955, the ASIS was formed. Today, there are more than 38,000 members of ASIS International.

• Many people enter the private security industry because of John Wayne syndrome. In other words, many people desire to become security officers (and in many cases, police officers) because they can wear a uniform and possibly carry a gun.

• ASIS International, the preeminent organization for security professionals worldwide, established the Commission on Standards and Guidelines in 2001 in response to a need for guidelines regarding security issues in the United States.

• The Private Security Officer Selection and Training Guideline was written for both proprietary and contract security but is not intended to cover all aspects of training criteria for security officers. It is intended to set forth minimum criteria that regulating bodies in the United States can use to assist in recommending legislation and policies for the selection and training of private security officers.

a ASIS International, Private Security Officer Selection and Training Guideline, (ASIS GDL PSO 11 2004), 2004. ISBN 1-887056-57-2.

Chapter 2

Security Personnel

Abstract

Students are introduced to the 10 goals and standards outlined in the official Private Security Task Force Report and the new ASIS International guidelines, with the main focus geared toward the need for training. The need for detailed job descriptions and job evaluations for security officers is emphasized. Finally, issues concerning the selection of proprietary or contract security are discussed.

Keywords

Contract security; Hallcrest I and II; Private Security Task Force Report; Proprietary security; Recruitment; Training

Private security personnel currently greatly outnumber law enforcement personnel. Private security is one of the fastest growing occupations in the United States—a field in which you have chosen to work either to supplement your income or to serve as the main source of your income. However, many security officers (especially in contract security) may earn less than $10 per hour. Security officers will earn more money only when the business community recognizes that security officers are talented, dedicated, and possess a general knowledge that is essential in performing their job. Some businesses today are willing to pay a security officer considerably more than minimum wage, but it is only because those businesses genuinely believe that they are getting their money’s worth from their security service company or in-house (proprietary) group.

In the early 1970s, a study of the private security industry was conducted by the Rand Corporation. This study was very critical of the private security industry. It stated that most security officers were uneducated 60-year-old white men. In their 1981 book, Principles of Security, Ricks, Tillet and VanMeter emphasized, It should be noted that the Rand Study was done with a small sample and in one geographic location (southern California) and it is generally agreed that their sample was not typical of the industry as a whole. It is interesting to note that the Rand study is more often cited in the literature than the other research that has been conducted.

In 1977, the Law Enforcement Assistance Administration funded another report on the private security industry. This report from the official Private Security Task Force was an attempt to define standards and goals for the private security industry. The official Private Security Task Force report was defined as a reference tool and guiding document for use by state and local criminal justice officials, members of the private security community, and consumers of private security services and citizens. One goal of the report was that the private security industry would find the standards and goals to be a useful means for evaluating the industry’s position and role in the criminal justice systems, as well as a means of improving the quality of its services and upgrading its image. The report included the following 10 goals for personnel training.

Standard 2.1 Training in private security

The responsibilities assumed by private security personnel in the protection of persons and property requires training. Training should be instituted at all levels to ensure that personnel are fully prepared to exercise their responsibilities effectively and efficiently.

Standard 2.2 Professional certification programs

Professional associations must study the feasibility of developing voluntary certification programs for private security managerial personnel.

Standard 2.3 Job descriptions

Private security employers should develop job descriptions for each private security position.

Standard 2.4 Training related to job functions

Private security employers should ensure that training programs are designed, presented, and evaluated in relation to the job functions to be performed.

Standard 2.5 Preassignment and basic training

Any person employed as an investigator or detective or guard or watchman, armored car personnel or armed courier, alarm system installer or servicer, or alarm respondent, including those presently employed and part-time personnel, should successfully:

1. Complete a minimum of 8 hours of formal preassignment training.

2. Complete a basic training course of a minimum of 32 hours within 3 months of assignment. A maximum of 16 hours can be supervised on-the-job training.

Standard 2.6 Arms training

All armed private security personnel, including those presently employed and part-time personnel, should:

1. Be required to successfully complete a 24-hours firearms course that includes legal and policy requirements or submit evidence of competence and proficiency prior to assignment to a job that requires a firearm.

2. Be required to requalify at least once every 12 months with the firearm(s) they carry while performing private security duties (the requalification should cover legal and policy requirements).

Standard 2.7 Ongoing training

Private security employers should ensure that private security personnel are given ongoing training by using roll call training, training bulletins, and other training media.

Standard 2.8 Training of supervisors and managers

Private security employers should provide effective job-related training for supervisory and managerial employees. Appropriate prior training, education, or professional certification should be accepted to meet this requirement.

Standard 2.9 State authority and responsibility for training

A state government regulatory agency should have the authority and responsibility to accredit training schools, approve training curriculums, and certify instructors for the private security industry.

Standard 2.10 State boards to coordinate training efforts

Appropriate state boards and agencies should coordinate efforts to provide training opportunities to private security personnel and persons interested in preparing for security employment, through utilization of physical and personnel resources of area vocational schools and colleges and universities.

As a person employed in the private security profession, you can determine for yourself whether your employer or state meet any of the goals and standards suggested by the official Private Security Task Force report.

Hallcrest I

In 1980, the National Institute of Justice began a comprehensive study conducted by Hallcrest Systems to evaluate the extent and nature of private security efforts. The study’s objectives were as follows:

• To gather information on the general character of the private security industry in the United States, updating previous research.

• To describe the contribution that private security makes to crime control and order maintenance, as well as to identify opportunities for improvement.

• To describe the working relationship between private security and public law enforcement agencies, as well as to develop recommendations for improved cooperation and coordination.

This study included interviews with more than 400 people in law enforcement and all aspects of proprietary and contractual security, a survey of state agencies regulating private security and 1600 law enforcement and security managers, and an economic analysis and forecast of the private security industry.

The following information summarizes the findings of the study:

1. There will be continued growth in the private security industry.

2. Private security personnel outnumbered sworn law enforcement by a ratio of more than 2:1. The Bureau of Labor Statistics forecasted that about 215,000 new operating personnel will join private security employment by 1990. The most rapid growth in security occurred during 1978–1985 amidst an economic recession.

3. During 1980–1985, private citizens undertook self-help measures against crime, including the use of locks, lighting, guns, burglar alarms, citizen patrols, and security guards.

4. Law enforcement executives surveyed rated the overall contribution of private security as somewhat effective, but gave private security low ratings in 10 areas, including quality of personnel, training received, and familiarity with legal authority.

5. Police were inclined to stereotype private security guards as heavy-handed in their use of force and weapons.

6. Police felt that up to 12% of their time is taken up by responding to false alarms.

7. False alarms, moonlighting by police, and negative perceptions of private security competence all contributed to a situation in which there was little formal interaction or cooperation between the police and private security.

The following recommendations were included in the Hallcrest I report:

1. Upgrade private security: Upgrading the quality of security personnel was the most frequent recommendation made by both the police and security managers. Both law enforcement and security personnel agreed on the need for statewide regulatory statutes for contract security, plus mandatory criminal background checks and minimum levels of training for both proprietary and contract security officers.

2. Increase police knowledge of private security.

3. Expand interaction by sharing strategies that include identification of specialized investigative resources and equipment of private security that are available to police.

4. Experiment with transfer of police functions to private security, such as responding to burglar alarms.

Hallcrest II

Another study concerning the security industry was published in 1990: The Hallcrest Report II: Private Security Trends (1970–2000). The purposes of this study included the following:

• To profile growth and changes in the private security industry over the past two decades.

• To identify emerging and continuing issues and trends in private security and its relationship with law enforcement.

• To present recommendations and future research goals in the interests of greater cooperation between private security and law enforcement.

The Hallcrest II report identified economic crime as posing a serious threat to society. It found that two major components of economic crime since Hallcrest I were white collar and ordinary crime. Economic crimes were identified as:

• Crimes committed in the course of one’s lawful occupation (e.g., a bank employee who steals funds while performing normal duties).

• Crimes involving a violation of trust.

• Crimes requiring a lack of physical force to accomplish the crime (the use of force was not needed).

• Crimes using money, property, or power and prestige to accomplish the crime.

• Crimes with the intent to commit the illegal act.

• Crimes with an attempt to conceal the crime.

Statistics on economic crime vary, but the costs are estimated to be well over $100 billion a year. The Hallcrest II study identified liability as one of the significant reasons for the increase in indirect costs of economic crime. Liability usually takes the form of a lawsuit claiming inadequate or improper security. Frequently, private security companies are named as defendants in these lawsuits.

The Hallcrest II study also identified drug abuse as a major cause of economic crime in the workplace, but drug prevention and treatment programs were found to be rare in small companies.

The study estimated that the average annual rate of revenue growth for the private security industry would be 8% to the year 2000. By the year 2000, private security expenditures would reach $104 billion. Expenditures for public law enforcement would grow by only 4% during the same period, reaching $44 billion by the year 2000.

The study also estimated that employment in private security was projected to grow at 2.3% annually, whereas law enforcement is expected to grow at an annual rate of only 1%. In the year 2000, the total employment in security and law enforcement was estimated to be 2.5 million people.a,b,c

The rapid growth of the number of security personnel was predicted to continue. By the year 2000, the study projected there would be 750,000 contract guards compared to 410,000 proprietary security personnel. Employment in proprietary security would decrease during those years, mostly because of increased contracting out of security. The report further stated that until training, salary, and promotional opportunities were improved, turnover in private security would continue to be high.

In July 2011, Robert H. Perry, a renowned expert on the contract security industry, published a white paper on the security guard industry.d Perry’s paper identified the number of security officers in 2008, which far surpassed the project of the Hallcrest II report, thereby demonstrating the growth of the industry.

Number of employees

There are approximately 1.5 million security officers in the United States, approximately 2.5 times the number of public law enforcement personnel. If, in fact, the contract security guard market is getting more undesirable publicity than the public force, it could be primarily because the contract security guard market is so much larger than the public force; thereby, it is a much larger public opinion target.

Some security guard companies are growing

Some of the guard companies are actually experiencing growth in this bad economy, as customers increase security to combat the increase in the crime rate that goes along with a financially challenging economy. Also, many security guard companies (especially the larger ones) are introducing new and more profitable services as a way to win new accounts or keep existing ones, such as the bundling of services. In fact, many of the larger companies are getting into the remote video monitoring business as a way to supplement or enhance the existing traditional standing guard service (Perry).

Contract guard security managers surveyed by Hallcrest in 1981 reported an average annual personnel turnover rate of 121% with a high of 300%. Field and focus group interviews in 1989 disclosed a similar turnover pattern.

The Private Security Task Force reported a concept related to security personnel turnover that has been generally accepted as the vicious cycle. The vicious cycle is created by factors that are typically regarded as norms within the security guard system:

• Little or no training

• Low salaries

• Marginal personnel

• Little or no promotional opportunities

• Ineffective performance

The study also reported that most contract guards were hired at slightly above the minimum wage rate. Consistently, the salaries of in-house security personnel were higher than those of contract guard personnel. At the time of the report’s publication, approximately 50% of contract guards earned between $3.35 and $4.00 per hour, while the average wage for in-house security guards was approximately $6.50 per hour.

The Hallcrest report estimated an average wage of $7.70 per hour for unarmed security guards in 1990. The average income of a police officer was approximately $24,000, or 50% higher than the annual compensation of the average security guard. The average wage for security officers in 2012 was approximately $10–11 per hour.

Although the Hallcrest II report indicated that in-house or proprietary security officers earn considerably more than contract security officers, it also pointed out that in-house positions were decreasing—a trend that would continue. This would seem to indicate that individuals who are employed as in-house security officers should re-evaluate their current positions. Questions should be asked such as, What other skills or responsibilities could I obtain or accept that may make me more valuable to the company? Far too often, in-house security officers make preposterous statements, such as, The company won’t (or can’t) replace me, or Where are they going to get someone else who is as dedicated and loyal as I am!

Security officers (both contract and in-house) often fail to recognize the most essential element necessary for job security: client satisfaction. If the client believes that (1) they are receiving quality service from the current security staff and (2) they are paying a reasonable fee for those services, then the existing service will likely be maintained. However, business climates change quickly. Executives who are currently friends and allies may leave and be replaced by persons who may not share the same positive view toward the existing security provider.

ASIS International Private Security Officer Selection and Training Guideline

In 2004, ASIS International published the Private Security Officer Selection and Training Guideline, which was written for both proprietary and contract security officers. It is intended to be used in recommending legislation and policies for the selection and training of private security officers. We believe this