People Management and Security Risk Management – Global

People management and security risk management

Good people management could be described as getting the best results from an employee in a healthy and safe way. People are our most valuable resource and while we believe that happy, safe and motivated employees are more likely to be engaged, engaged and productive, it makes business sense to support employees well and provide them with a healthy and safe working environment.

People management is a broad and complex subject that involves legal and ethical responsibilities for an organization to ensure the physical and psychological health of an employee before, during and after the period of employment. Organizations have many legal and ethical ‘duty of care’ obligations and are expected to go beyond the legal minimum when working in high-risk environments.

People in leadership positions – directors, directors and managers – need to invest time and resources in people management practices and ensure that technical human resources and security specialists provide the necessary advice at the right time. and in the right way.

Managing people and security risks – why should you care?

People management has a direct impact on security risk management, for example:

  1. Recruitment – ​​employing the wrong people can create security risks. A lack of skills and competencies can lead to poor performance and decision-making; bad behavior can lead to personal and program risks; and failure to consider the implications of ethnic mixing in some areas can create issues between staff and negative perceptions in the local community.

  2. Induction – preparing people appropriately has a direct impact on how quickly staff adapt to their new role, team life and environment, reducing the risk of security incidents.

  3. Office closure and contract termination – a clear and transparent process on office closure and contract termination should be implemented some time before the start of the notice period. Failure to do so can have serious security implications.

  4. Stress management – ​​high-risk, high-pressure situations are more likely to lead to a highly stressed workforce, which can impact behaviors, relationships, and the ability to make good work decisions. security.

  5. Employment policy and practices – employees are more likely to feel valued and protected when employment policies (eg, reward, performance, and conduct) are clear and consistently applied. Disgruntled and dissatisfied staff are a source of security threats to the organization, staff and programs.

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