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.

Sheriffs and Deputy Sheriffs

Sheriffs and Deputy Sheriffs

 Education/Training Required: Long-term on-the-job training

 Annual Earnings: $46,290

 Growth: 15.5%

 Annual Job Openings: 47,000

 Self-Employed: 0.0%

 Part-Time: 1.4%

Enforce law and order in rural or unincorporated districts or serve legal processes of courts. May patrol courthouse, guard court or grand jury, or escort defendants.

Drive vehicles or patrol specific areas to detect law violators, issue citations, and make arrests. Investigate illegal or suspicious activities. Verify that the proper legal charges have been made against law offenders. Execute arrest warrants, locating and taking persons into custody. Record daily activities and submit logs and other related reports and paperwork to appropriate authorities. Patrol and guard courthouses, grand jury rooms, or assigned areas to provide security, enforce laws, maintain order, and arrest violators. Notify patrol units to take violators into custody or to provide needed assistance or medical aid. Place people in protective custody. Serve statements of claims, subpoenas, summonses, jury summonses, orders to pay alimony, and other court orders. Take control of accident scenes to maintain traffic flow, to assist accident victims, and to investigate causes. Question individuals entering secured areas to determine their business, directing and rerouting individuals as necessary. Transport or escort prisoners and defendants en route to courtrooms, prisons or jails, attorneys’ offices, or medical facilities. Locate and confiscate real or personal property, as directed by court order. Manage jail operations and tend to jail inmates.

SKILLS—Most Important: Social Skills; Thought-Processing Skills; Communication Skills. Other Above-Average Skills: Science Skills; Equipment/Technology Analysis Skills; Mathematics Skills.

Law and Public Safety. Work Group: 12.04. Law Enforcement and Public Safety. Other Jobs in This Group: Bailiffs; Correctional Officers and Jailers; Criminal Investigators and Special Agents; Detectives and Criminal Investigators; Fire Investigators; Forensic Science Technicians; Parking Enforcement Workers; Police and Sheriff’s Patrol Officers; Police Detectives; Police Identification and Records Officers; Police Patrol Officers; Transit and Railroad Police. PERSONALITY TYPE: Social. Social occupations frequently involve working with, communicating with, and teaching people. These occupations often involve helping or providing service to others.

EDUCATION/TRAINING PROGRAM(S)—Criminal Justice/Police Science; Criminalities and Criminal Science. RELATED KNOWLEDGE/COURSES—Public Safety and Security: Relevant equipment, policies, procedures, and strategies to promote effective local, state, or national security operations for the protection of people, data, property, and institutions.

Law and Government: Laws, legal codes, court procedures, precedents, government regulations, executive orders, agency rules, and the democratic political process. Telecommunications: Transmission, broadcasting, switching, control, and operation of telecommunications systems. Psychology: Human behavior and performance; individual differences in ability, personality, and interests; learning and motivation; psychological research methods; and the assessment and treatment of behavioral and affective disorders. Customer and Personal Service: Principles and processes for providing customer and personal services. This includes customer needs assessment, meeting of quality standards for services, and evaluation of customer satisfaction. Therapy and Counseling: Principles, methods, and procedures for diagnosis, treatment, and rehabilitation of physical and mental dysfunctions and for career counseling and guidance.

NPC Jobs

NPC Jobs

In the previous section, we looked at the various roles that NPCs can play in a game. In this section, we’ll look at the kinds of jobs NPCs might fill in a game. The key to this is that the job should be something interesting that makes the scene look more real. For instance, in a large office, people at computer terminals and on the phone would be realistic, plus people hanging around the copier or the coffee dispenser. On the street, a window cleaner or construction worker would be interesting, and a homeless person (in this sense, a job) might add some sense of realistic atmosphere. Whenever possible, these jobs should be active jobs where the NPCs can be shown doing something. People in an office might be moving around, delivering papers, discussing plans, working on a white board (which could have real data on it—jokes, clues, mathematical formulae, whatever...).

These jobs could also be their defining role in the game. For instance, the court magician’s job is to work magic, but this is also his role in the game. In a simplistic sense, a party member (ally) or an enemy can have a job/role that is pretty much the same. For instance, a guard is generally just that a guard. And that is both his role and his job. Also note that the player’s character could have one or more of these jobs.

NPC Roles

NPCs are non-player characters, and they populate most games. Even the ghosts in Pac-Man were NPCs, because your enemies in most games are also NPCs. Only in multiplayer games is anyone in the game other than you a player character. In one-on-one fighting games, the stock characters can be NPCs when you play against the machine or player characters when you fight against a human opponent.

Character roles have nothing to do with their skills, training, or professions, but with their relationship to the player’s character and the story as a whole. These are basic roles such as hero, villain, father, mother, and so on. Of course, not all roles are suitable for all types of games, so some of these roles would only appear in RPGs, for instance. Units in strategy games, even vehicle and weapon units can also be considered NPCs, although they aren’t technically characters.

Attack recognition awareness

Ebbinghaus effect

Why is it so hard for employees to remember security policies and procedures? Because of Hermann Ebbinghaus! OK, maybe not because of Hermann Ebbinghaus, but his research will shed some light on the topic. Ebbinghaus, a Ph.D. in philosophy, was born in Germany in 1850. He dedicated his life to the understanding of memory and retention. Hermann Ebbinghaus' work later became known as the Ebbinghaus effect and marketers are well aware of his concepts. The Ebbinghaus effect states that 50% of all information is forgotten 24 hours after it was learned. It also states that 90% of all information is forgotten after one week. Ebbinghaus' findings are also known as the forgetting curve. Marketers try to combat this extreme falloff of memory by delivering short, consistent, repetitious messages. If you think of the company Aflac, you may quack. This was not done by accident. It was a marketing project used to reduce the Ebbinghaus effect. Sure, Aflac could have delivered a different message every time it created a commercial, but the marketing team knew that it would be a waste of time because no one would remember all the important details. Instead, the team focused on a simple message and the duck. This duck is an important component in reducing the Ebbinghaus effect. It is a memory enhancer that is designed to revert your memory back to the original message.

Attack recognition awareness

Employees need to understand when they're under attack and what it looks like, including what a system may do if a virus or worm is detected. Knowledge of what a social engineering attack, a denial of service attack, and a distributed denial of service attack are is crucial. The network may start to slow down, particular websites may become slow, and employees may not be able to access any network resources. Users should be taught and trained as to the correct procedures for dealing with such an attack, such as contacting IT security and management about the problem.

Security & Policy Awareness

Security awareness

With all the different risks we face at a number of different layers—protocols, languages, and services on a day-in, day-out basis—it is funny to think that some of our most difficult challenges are educating and informing the organization's employees about security policies and practices to safe guard the company. I am sure that you just chuckled, and I bet you agree with me. Most employees feel that security is a waste of time and regret taking the effort to learn about it and become smarter workers. The truth is that security is everyone's job and we need everyone in the organization on our side.

There are two ways to stop black hats from doing bad things. The first tactic is tooling, but we will identify areas that we do not have tooling to help defend. So the only other way to deter a black hat is through the consequence itself. For example, some people may feel that surfing the Internet on the job is not a big deal. If we change and publicize the risk aspect of such a threat to a job-ending punishment, the likeliness that such behavior will happen will be diminished.

Policy awareness

We need to identify and ascertain whether people listen to and understand the current policies and procedures that pertain to security. At this point, we should understand what our tools are and what data we need to protect. We should also understand our policies to some level as well as what tools we have in place that render the policy irrelevant. In other words, if we have good tooling and plays with which to protect our applications, policy is not as important in terms of prevention.

The policy is obviously still important in the rare event that someone circumvents our control. The focus of our efforts should be around the areas of risk that lack protective tooling, for example, the likelihood of a social engineering attack. All companies are susceptible to this type of attack, and we need to understand how such an attack would affect the organization. A survey is one of the best ways to understand our current security posture with respect to the knowledge of our current employees. Tools such as great for understanding security policy. Obviously, the key to a successful survey is to garner upper management support in advance and offer incentives to employees to complete it. Some areas to consider include a focus on corporate values and policy feedback to determine what people truly understand about them. This approach will help us to understand the overall strengths and weaknesses of our corporate culture. We want to assess whether employees are generally ethical or not. We would ask questions that focus on simple, day-to-day operations, such as "How many times a day does you check your personal email?" Some questions may center on data policies, such as whether or not employees think it is a big deal to copy information from the organization for a charity event, or how likely it is for a supervisor to request information.

Security Policy and Agile Awareness

Security Policy and Agile Awareness Programs

This chapter is intended to help security professionals educate the employees of an enterprise. So much time is spent building countermeasures and securing the perimeter that end user security is often forgotten. As IT evolves and the boundaries of IT change with such advances as cloud, SAAS, and other shared infrastructures, it is important to educate employees on the best practices of security. This is especially the case to protect applications that are out of our physical hands. In this chapter, we will learn how to:

·         Build security awareness in an organization

·         Use the Ebbinghaus effect to your advantage in building security policy awareness

·         Build an agenda for security awareness such as which different policies we need to have

·         Use recognition awards and certifications to help educate employees in an organization

·         Use Agile memory retention tricks to help increase retention

PERFORMANCE MEASUREMENTS

The following dimension methods are intended to provide a sound base for assessing the production of the jobholder in this location. Although frequent methods are listed as suggested measurements the administrator may elect to choose only exact ones base on the need of the company at any point in time. 

• Achievement of Business Unit’s Planned Plan and Straight Business Results
• Vision, Assignment and Values Alignment 
• IDP/self expansion Goal Accomplishment
• Interior/Exterior Customer Service & Feedback
• Event Reaction and Dependability
• Accident and Security Results

MINIMUM QUALIFICATIONS/NECESSARY LOACATION FUNCTIONS:
• A minimum of 2 years knowledge in the safety field.
• A minimum of 1 year’s knowledge working in the Security Subdivision at the     AT&T Center.
• Must be 18 years of age and hold a High School Diploma or equivalent.
• Must possess a plane 2 Security License and documentation for the State of Texas, necessary while in location.
• Able to Lift, Push, Pull and/or Carry 25 or additional pounds as needed.
• Must be clever to work long hours, plastic hours including evenings, weekends, and holidays while on call.
• Hours may differ owing to instance scheduling, with no additional than 29 hours per week, as needed. 
• Must possess good vocal and written announcement and team building skills. 
• Must be a self starter, with plan and excellent, sound conclusion making skills.
• Must be able to situate and/or walk for long periods, navigating stairs in excessive conditions for the period of assigned budge. 
• Must have dependable transportation and possess the aptitude to meet dress standards. As a delegate of Spurs Sports & Entertainment, dress standards are extremely thoughtful of our product.

VITAL FUNCTIONS:
• Must be 18 years of period at time of employ.
• Just be clever to obvious a widespread environment screening.
• Must be bright to lift, pull, push and/or carry 25 pounds as essential.
• Must have the aptitude to walk and stand for long periods of time; down with navigate during stairways during a standard shift.
• Must have the bodily aptitude to round together inside and outside of the AT&T Center Arena during all seasons of the year and probable severe weather conditions.

PREFERRED KNOWLEDGE:
• 1 year of activity industry knowledge.
• Bilingual
• CPR documentation/ Basic First Aid preferred.
• Knowledge of law enforcement or skill in the entertainment industry, safety, armed or law enforcement favored.

CONTINUING EDUCATION:
• The person in this location will be predictable to be present at company, safety and safety training as it relates to the Security functions and components of the AT&T hub. 
• The person in this location will be necessary to stay up to date with training in safety tackle, observation equipment, alarms, and crisis procedures for life protection, and fire defense.

CAPSULE SPOT EXPLANATION

This position will uphold recognized safety policies and procedures that will defend Spurs Sports & amusement (SS&E) franchises, the AT&T Center, next to with its assets, employees and guests. The being in this spot must be bright to manage access into the AT&T Center, properties and its secured areas; patrol the services paying unique attention to activities or situations that may breach security or pose a security exposure. Successful employees in this location must possess the aptitude to go after directions and quickly respond to alarms and emergency situations where an immediate choice to uphold a secure and safe environment is necessary. Security Guards would be necessary to potentially take instant action and fix on how to efficiently continue safe and secure surroundings.  

Security Officers must have a fundamental understanding of security access organize systems, protocols, and other security related tools. This is a progressive height of accomplishment behind the Event Security Guard has achieved an recognized high stage of presentation over the course of no less than 1 year time frame. Scheduled hours may be inadequate due to the varying occasion agenda at the AT&T hub.

The in office in this location is predictable to representation the following practices on a daily base:

1) Demonstrated arrangement with the company's assignment and core business values;

2) Partnership with key interior/exterior resources and

3) Ongoing person growth.

KLA's (Key Liability Areas)

1. Control and manage access to restricted and safe areas. (I.e. event stage, receiving dock, locker rooms, and other responsive areas)
2. Monitor, patrol and react to alarms/crisis situations inside/outside the AT&T Center and grounds. Supply fast, specialized and effectual reaction in security and/or safety allied situations.
3. Serve and interact with guests attending AT&T middle games and events. Supply in sequence and direction to inquiries from the public or AT&T Center employees. Interrelate efficiently and inform the proper authorities or personnel, as a situation says. Supply information and direction to inquiries in an optimistic and welcoming method.
4. Whole effectual message, both orally and written where appropriate, in situations where reports are generated or direction is needed. Arrange effectual incident/accident reports.
5. Consistently and suitably problem solve. Identify, diagnose and determine safety concerns. Effectively produce security consciousness and training. Recognize and efficiently implement guidelines to decrease insecure practices.
6. Whole appreciation in sustain of company initiatives. Supply service to both internal and external customers in a positive and welcoming method.
7. Establish assurance and hope with interior and exterior customers based on high presentation.
8. Expansion of dedicated arena information and personnel needs.