by Jennifer Brown
If you had to promote someone in your department to a supervisory role tomorrow, do you know who that person would be? If you do, would your choice be based on how they’ve performed in their current role, or, would it be based on tracked performance reviews and a training program created to propel them forward into a supervisory or management position?
If the answer was the latter, you’ve done your employee and your company a huge benefit. As smart security departments move more towards aligning their own objectives to those of the business of the companies they work for it makes for better return on employee investment and for better employees. If you’re more inclined to promote a front line officer simply because you think they’ve put in enough time and you basically like them, think again.
In the words of Kevin Murphy, director of security operations at Woodbine Entertainment Group, the days of promoting “the good soldier” are over. Murphy believes it is his responsibility to plan for the future of employees, departments, and the company, especially in the event of the unexpected.
“The critical piece in this for my supervisors and managers is that I am not the centre of the universe. If something happened to me someone would have to run my department and I have an obligation to make sure that can happen,” he says.
Murphy’s been through the process of succession planning and has witnessed the benefits of moving to a model that coaches lower-level staff into new roles gradually, giving them a taste of responsibility over time, rather than simply rewarding an employee with a good record, or penalizing bad behaviour by denying promotion.
And while many security departments hire individuals who ultimately have their eye on becoming police officers, Woodbine and others are now focused on finding those interested in developing a career as a security professional in the private sector.
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