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so-called "on the job training." This was best clarified by a candid--but politically incorrect--contract security manager who explained, "That's where the man trains himself." This non-existent training has been the only "training" provided by many sub-standard agencies for years and has absolutely no value. Experienced defense attorneys handling security negligence cases prefer that security officers admit to having no training whatsoever, rather than to profess learning competence from "OJT" Apparently juries feel their intelligence is being insulted when persons claim to be self-taught professionals.
Once the operation is underway, on a monthly, or bimonthly basis, a two hour training class should be given on the grounds of the client facility.
All regularly assigned officers should attend, as well as the contract service installation supervisor, the proprietary security manager (or person designated as being responsible for security), and a representative from the contract service who is authorized to effect changes and is qualified to provide training.
One hour of the session should be devoted to training in a specific area such as report writing, legal review, crime detection as related to security patrols, et cetera. Quality video productions are often a plus.
The second half of the session should be devoted to a open discussion, giving the officers a chance to discuss problems they have encountered since the last meeting and discuss any changes in procedure. Often an opportunity like this--for the guards to question procedures of the contract service and client policies--results in beneficial suggestions and improvements in routine. At the least these sessions encourage the guards to discuss and solve minor problems, and enables them to better understand their duties and the reasoning behind procedures. They also tend to boost morale and give the security guards a team spirit, thus reducing turnover and increasing their loyalty to the client company.
If the facility has been suffering unique problems in a particular area, its always a good move to bring the proprietary supervisor from that specific area to discuss the problem. Generally, the officers will make an extra effort in situations such as these when the specific supervisor is candid enough to explain the problem and the ramifications. Of course, this should be a two way street. For instance, at one large distribution complex, officers were regularly frustrated because loaded refrigeration trailers which they had to periodically monitor were seldom staged where they were shown on the maps provided. By bringing the switching supervisor to a meeting, the problem was quickly eliminated, and the supervisor left this session with an enhanced opinion of the security officers--one of whom, coincidently, saved the life of one of this supervisor's men a few months later by applying CPR following a heart attack.
Once a year the session should be extended to three or four hours and comprehensive hands-on fire fighting training should be provided. This should include each officer physically activating a fire extinguisher using a simulated "fire." (A target designated as a fire, not a fire per se.) In most areas, a representative of the local fire department would be able to attend and assist in the instruction of such a class. This limited hands-on training can greatly reduce exposure in the event of a fire, since it is human nature
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