Training and Development

Training and Development

The need for adequate training of security personnel is vigorously espoused by management and line personnel alike. It is a subject that gets constant attention at security meetings and seminars; is probed during security reviews and audits; gets considerable space in magazines, newsletters, and journals; is sanctioned by consumers and providers; and is the basis of many lawsuits. However, this almost insatiable quest for proper training appears to break down at the design and implementation stage in many healthcare security programs. One of the most critical challenges—and one of the most basic responsibilities—of the security administrator is to provide the means for each person in the security department to achieve the competency level required to perform the function as stated in the job description. A good security officer training program requires a master plan that addresses everything from identifying needs for the newly hired security officer to ongoing education and development activities established for seasoned security staff and security department leadership positions. It cannot be understated how important the verification of skill levels and documentation are to the successful healthcare security training plan. The proper training of the security staff is a direct reflection on the security administrator’s commitment to quality and customer service.

Training Concepts

The term training includes reassignment training and, more importantly, continuous training throughout the career of the security staff member. Security officers are often classified as “trained” or “not trained.” This concept should yield to the idea of level of training.

There is a difference between training and education. Christopher Hertig, an instructor at York College of Pennsylvania, makes such a distinction. He states, “Training is an intensive process whereby an employee’s job behavior is modified. Training prepares and enables a person to perform job tasks at a greater level of efficiency. Education is knowledge about something. It’s the understanding of concepts and principles that enable a person to grow professionally; knowledge that provides one with an appreciation of various job functions. Education teaches the ‘whys’; training teaches the ‘hows.’”

Security Officer Training

STATEMENT: Healthcare facilities (HCFs) will ensure that any individual performing security services are trained to meet local, state or federal standard for security officer training and healthcare security industry standard practices.

Intent:

a. Training should include a method to verify that the training received resulted in an acceptable level of competency for each person trained.

b. Retraining, especially for high-liability subjects such as weapons training, workplace violence prevention and response skills, and management of physical aggression should be conducted at least annually.

c. Training records for each individual should be maintained by the HCF according to the HCF record retention policy.

d. Training records should include the subject matter, time and duration of training, and instructor’s name and affiliation.

Types of Training

Types of Training

Considerable dialogue and printed materials are available relative to the type and content of training appropriate for healthcare securityofficers. There are five fundamental types of training the healthcare security program must give significant consideration: new securityofficer training, IAHSS Progressive Certification, specialized program training, elective training, and security leadership development activities.

The new security officer training is the basic security training applicable to virtually every security officer and provides the foundation of knowledge that allows for a successful career. Beyond the healthcare organization’s orientation program for new employees, newsecurity officers should be exposed to a mixture of instructor-led training and task-specific on-the-job training (OJT). The IAHSS Progressive Certification training programs described in this text are considered basic areas of training which, when supplemented by specialized training, can significantly enhance security officer performance. Specialized training takes into consideration the function and responsibility of the officer in a specific organizational setting. Like the new security officer training, both IAHSS certification and specialized training should be considered a fundamental part of the organization-mandated officer training.

New Security Officer Training

Professional security officer training is a combination of protection, customer service, and public relations. The security officer reflects the customer-service attitude and security posture of the HCF. Proper training of newly hired security officers can produce the ROI in terms of attaining the highest level of security and safety. Each new security employee should receive a series of training modules designed to provide security-specific education and healthcare-specific training in an efficient and verifiable manner. The training of new security personnel should be to a standard of performance and not just to the time allotted.

The amount and quality of pre service training for the new security officer is critical to the success of the officer and to the delivery of high-quality services. Unfortunately, much pre service training consists of on-the-job instruction of a new officer by another officer. The disadvantages of this method are obvious. New officers become only as proficient as their teachers, and they often learn the wrong way from the beginning. On the other hand, a formal 40-, 60-, or 80-hour instructor-led course is cost-prohibitive and rarely conducted for one or two newly hired officers.

IAHSS Progressive Certification Program

The Progressive Certification program of IAHSS is a three-tier training and certification program that helps security officers prepare for and address the special protection needs of healthcare institutions. Providing a foundation understanding of healthcare security, the Basic Training level is the first phase in the IAHSS Progressive Certification program. The Advanced and Supervisory Training levels expand on the Basic Training program and allow security officers to continue their education after becoming certified at the Basic Training level. The programs are designed for the healthcare security officer who desires to achieve higher levels of responsibility in the organization. The following certifications, administered by the IAHSS Commission on Certification, are available:

Specialized or Supplemental Training

The specialized training developed by the organization is intended to be specific to the needs, philosophy, and concerns of that organization. For example, weapons training would pertain to the use-of-force tools utilized in the security program. Specialized training may also build on areas of basic training provided during reassignment training or in the IAHSS Progressive Certification training series. For example, the IAHSS basic training includes general crisis intervention; however, a specific organization may want to supplement training in this area by using a nationally recognized program or an in-house developed program.

An example of developing specific programs to be part of the overall security training program can be found at Barnes-Jewish Hospital (St. Louis) and St. Louis Children’s Hospital. There, the security staff researches, designs, and teaches many of what they refer to as “supplemental courses.” At the end of each course, the attendees grade the class and evaluate the instructor from an effectiveness viewpoint. A recent annual training program developed by the security staff consisted of some 11 different training areas.

Elective Training

Elective training is generally considered to be for individual self-improvement, but may have some relevance to the employee’s job. Healthcare organizations may offer classes such as general computer training or CPR/First Aid, neither of which may be required of the security officer’s position. There are also numerous 1- and 2-day workshops and seminars offered in communities in which the individual may wish to participate.

Leadership Development

Leadership Development

Investing in the development of its security leaders should be a strategic focus for every healthcare organization. In an industry that is firmly rooted to promotion from within, this is an excellent way to sustain core values for the healthcare organization and enhance the perception of personal safety and security to all of its constituents.

The people fulfilling the security leadership roles are fundamentally the success of every healthcare protection program. They are the fabric of the security department. Even in the worst of times, they will drive security program success. But who is encouraging their development? This is a question every healthcare organization must address. All healthcare security leaders must build and continually enhance their personal healthcare security knowledge and build their managerial abilities and leadership prowess.

Training Resources and Records Requirements

Training does not just happen—it requires considerable planning. The planning begins with identifying the curriculum and the resources available for training. Instructors, lesson plans, training material, methods of presentation, evaluation, competency measurements, and documentation are primary elements of the training program.

Instructors/Facilitators

As continuing education is prevalent in almost all aspects of the healthcare delivery system, an excellent source of securityinstructors/facilitators can be found in the organization’s staff. Staffs are generally quite willing to assist other departments in training, and no one is better able to relate to a specific area’s security problems than the person responsible for that area or particular function. Generally, an hour is sufficient to accomplish an acceptable level of general training for a specific operating department or function. One-third of this time might be devoted to explaining how the department interacts as a part of the healthcare team; one-third to the department as it relates to security (vulnerabilities, expectations, policy); and the final one-third to questions by security personnel. This allows security officers to question certain practices and to suggest ways to improve the security posture of the facility. Often, a questionable practice in the eyes of a security officer can be explained by the departmental supervisor, giving security officers better insight into the rationale behind the practice.

Security Attire and Equipment

Security Attire and Equipment

The attire worn by healthcare security staff and equipment carried by the security officer establishes the image of the protection program and, very often, the perception of personal safety for those who work on campus or visit the healthcare facility. The assigned responsibilities of and type of attire worn by security officers determines how the security officer will be equipped.

Uniforms

There is a wide variety of attire options available to the healthcare security program. A continuous debate is whether security officers should wear a traditional uniform or a blazer and slacks. The security ‘polo style’ shirt and matching uniform pants have recently entered the exchange. The consensus of healthcare security administrators is that security officers should not be outfitted in plainclothes.

The true plainclothes approach, identifying security only by the facility name badge, is practically nonexistent in the healthcare field today. Management, training, or investigative staff may wear business attire due to the nature of their individual role and function. However, not to equip security officers with a uniform, regardless of the style chosen, creates a mixed message about the importance of security to the healthcare organization. The lack of visibility and loss in customer service are unacceptable.

Use of Firearms

Whether security officers should be equipped with side-arms requires constant evaluation and reexamination. The answer is found in individual program needs, and the question cannot be answered with a simple yes or no. For program effectiveness and deterrent value, the preponderance of evidence supports armed security officers. However, armed officers may prove a detriment in various situations or functions rather than an asset.

Proponents of providing firearms for healthcare security officers argue that if an organization gives officers the responsibility of protecting life and property, it should provide them with the tools to do their job. Officers who can meet force with force can more efficiently carry out their responsibilities. Those against providing firearms often cite the liability involved and almost always stress a case in which a firearm was used inappropriately. Some opponents argue that security officers guard property and need not use deadly force. The firearm does nothing more than allow officers to protect themselves and others while they protect property. The value of property is significant only to the extent that it invites intruders. If security officers are expected to confront strangers, their personal safety must be paramount regardless of property value.

Use of Force

The use of force by healthcare security officers is sometimes necessary to maintain order and safeguard staff, patients, and visitors in a healthcare environment. The security officer must occasionally use a certain amount of force, from mere presence and verbal persuasion to physical intervention, to overcome resistance and ensure compliance with hospital policy and medical care plans.

As outlined in this chapter, there are various tools and mandated limitations on the use of force in the healthcare setting. In Garcia v. Bronx Lebanon Hospital, 2001 WL 128893 N.E. 2d-NY, the appellate courts ruled:

even assuming the (security officers) were justified in using force to subdue the patient because of his own inappropriate conduct; the court found an issue remained as to whether the degree of force used was reasonable under the circumstances. Even if the use of force was justified, the security (officers) could lawfully use only that amount of force necessary to control the patient, no more!

Security Officer Use of Physical Force

STATEMENT: Healthcare facilities (HCFs) will develop policies and procedures that include the identification of situations, both clinical and non-clinical, in which security officers are permitted to use force. The amount of force to be used will be that which is objectively reasonable and takes into account the totality of the circumstances.

Training

Deciding on the proper equipment to be used by security officers is an important first step, but it does not end there. The proper use of each item is essential. Initial officer training must be supplemented with periodic retraining. Equipping the officer with nonessential items needlessly increases the training time and the resulting program cost.

Security Operations Manual

The security operations manual brings together the security policy, standards, and general procedures. This manual should not be confused with the employee handbook, which basically contains the personnel policies of the organization. It is intended to furnishsecurity officers with the information needed to perform their job effectively. The content of this manual varies from organization to organization. The typical manual includes the following general information:

1. Purpose and scope of the healthcare organization.

•       Table of organization
•        Key personnel (possibly with pictures)
•        Plot plans

2. Purpose and scope of the security program

•        Organizational chart
•         Position descriptions (brief narratives)

Professional References for Job

Using Professional References for Job Leads

When you contact all your references, you advertise your availability. One might say, "I know Ron Davis, who's in charge of manufacturing at Nexus Instruments. Maybe I can put you in touch with him."

Never refuse an offer like that. Even if your references don't offer, ask. If they can't help directly, maybe they know someone who can.

 Security Guards

Most uniformed guards are hired by a security service that contracts with the building management. If you pay attention to their uniforms, you'll see this readily on their emblems.

For security purposes, the guards are often rotated to different sites. Much like temporary employees (which some are), they develop a great knowledge of interviewing activity in the area.

Essentials for Professional Reference Letters

You want to ensure that the writer is able to do you some good. He or she should be a preference reference. A preference reference:

·         Knows the recipient of the letter

·         Knows someone the recipient knows

·         Is known to the recipient

·         Has a letterhead and a title that will add credibility

·         Holds an equal or superior position to the recipient

Enterprise Security Overview

Today's enterprise security approach is the product of an elaborate façade created by for-profit security vendors and outdated perimeter-focused security architecture. The focus has been shifted from protecting assets to guarding the network edge, while data continues to be exhilarated, and data breaches are at an all-time high. This shift in focus has created a cat-and-mouse game of securing the enterprise from the latest threats at the expense of our budgets, network infrastructure, creditability, and maybe sanity. In response, we have self-imposed several challenges in the security industry and created a roadblock perception for the enterprise security team and enterprise security program. Let's reset our focus on securing what is most critical to the enterprise, its data.

Enterprise security pitfalls

The challenging responsibility of leading security within an enterprise can be successful or disastrous. Security in principle is black and white, however, implementation and the real world is gray. When security personnel operate from a binary perspective on security principles it fosters a false perspective of an ideal enterprise security posture. It does not exist and will frustrate security objectives. We as security personnel are charged with understanding how the enterprise functions so that we can provide the desired security direction and expertise as a business enabler. We can then more effectively determine risk associated with implementation, and risk identification will determine investment is securing the implementation.

Security Guards

Security Guards

Most uniformed guards are hired by a security service that contracts with the building management. If you pay attention to their uniforms, you'll see this readily on their emblems.

For security purposes, the guards are often rotated to different sites. Much like temporary employees (which some are), they develop a great knowledge of interviewing activity in the area.

Preparing Professional References

Your phone calls should get you the top four to six colleagues from your past or present. Now, you're going to talk with them (if they're geographically distant), give them their scripts, and coach them into an award-winning performance.

Why bother? Because most of the time your references are anything but professional! They've been caught off guard or may not remember the highlights you'd like them to recall.

Notifying Professional References

If you know that you're getting close to a serious offer, call your references and alert them. Make sure they have your materials on their desks.

Communicate with your references throughout your job search. Don't call without a reason, but make brief, time-conscious calls to inquire if they received expected calls and how the conversations went.