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Often the better contractors match the contributions of employees.
Ideally, the program should be fully vested to the officers, if not immediately, then after two years or less. Beware of security companies whose programs do not become fully vested to employees until after ten years or so. Often these firms are using their programs as sales tools knowing that turnover will insure little or nothing is ever paid out in retirement pensions. Companies which provide these uncollectable benefits are often the firms which pay minimum wage, employ subsidized employees and count on, even encourage, the high turnover necessary in their discount bidding.
The security firm should also have some type of morale boosting programs. These range from "Guard of the Month" or "Officer of the Quarter" programs, to company sponsored ball teams, bowling leagues, newsletters (upbeat publications geared to boost morale--not "bitch letters"), and annual guard picnics or parties.
Be exceptionally wary of the security companies which list such "benefits" as: prompt payment of wages, free workers' compensation insurance, time and a half pay after forty hours, free career counseling, free access to training tape library and other statutory requirements or questionable benefits. Surprisingly, many prospects see a list of benefits on the page of a slick brochure and either fail to notice they are of no real value, or neglect to read the small print which all but eliminates any worth of the benefit. It would seem security firms which openly confirm they provide no real benefits to employees are much more ethical entities than those using this weasel wording.
By demanding these wages and benefits for the officers, the client is insuring quality and preventing a contract service from simply charging a higher rate and maintaining a higher margin of profit.
In this writer's experience, the client who smugly states, "I tell the guard company what I want and pay their rate and the rest is their problem," is the also the client who suffers from unnecessary exposure to litigation, high turnover in the security force and the ongoing problems that accompany this turnover.
On the other hand, the client who demands the contract service officers make a livable wage and enjoy reasonable benefits, finds minimum turnover and generally gets exceptionally dedicated officers motivated to provide a high level of protection.
One client which obtains quality security at a reasonable price is the federal government, which requires specific minimum pay-scales and benefits in its bid standards for contract security services. Visitors to Edwards Air Force Base, for instance, find it hard to believe that the security officers there are not an elite special forces division, but a highly motivated, competent group of private security officers provided by a professional contract service in compliance with the government specifications.
There are, of course, exceptions to these basics. If an agency is primarily staffed by retired military personnel, medical benefits may mean little, and a youthful group might have little interest in retirement schemes.
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