Beyond Theory: Analytics and AI Reshaping Security Operations

David Libesman, TEAM Software by WorkWave, CALSAGA Network Partner

The security industry has steadily adopted technology solutions over the years. While some manual processes still exist, many companies are now using ERP systems and mobile tools to manage their workforce and operations. Now, the industry is on the precipice of seeing a meaningful shift yet again.

Ever since AI chatbots and learned language models hit the mainstream market, there’s been buzz about how advanced analytics and artificial intelligence might one day transform security operations. What’s different now is that the buzz is being turned into action: security companies are able to see, with tangible deliverables in reach, what this disruption might actually mean for their business. In my role as SVP and GM of AI & Data Analytics at WorkWave, I’m fortunate enough to meet with security leaders in the TEAM Software network firsthand and really be able to talk through the practical applications and real results these changes will bring.

Disrupting the Security Industry

While many security companies use digital systems for their operations, these core platforms can lack the advanced analytics capabilities needed to fully optimize the workforce. Even with an ERP system in place, when data isn’t being fully leveraged for decision-making, the results are predictable: higher costs, lower efficiency and compromised service delivery on contracts.

Think about some of the most common problems you experience day-to-day:

• Labor shortages and high turnover make maintaining proper staffing difficult
• Scheduling inefficiencies and errors
• Limited access to real-time information leads to reactive management
• Difficulty proving compliance with SLAs, leading to client churn

These, among others, always boil up to the surface because they directly impact your bottom line. And, many of these issues can be helped by improving one thing: your data.

While AI is the buzzword of disruptors, a foundational element of AI’s success relies on the quality of data being taken into account. When AI is built using a powerful data warehouse as its keystone, then the possibilities become endless. Stakeholders in meetings are no longer forced to choose which system of record to believe in if the numbers don’t match up. Field supervisors can access information in near-real time, leading to agility in operations and same-shift decision-making. With data as the root of the reason behind AI, the possibilities become endless.

Layering Intelligence on Existing Systems

What’s important to understand about this technological disruption is that analytics and AI aren’t replacing your current ERP or workforce management system – they’re enhancing it. By adding these capabilities on top of your existing platforms, you’ll be able to unlock new potential from the data you already collect. For example, you’ll be able to use it to:

Optimize Security Scheduling: AI-powered tools analyze your historical timekeeping data to predict staffing needs based on threat levels, property occupancy and events. This reduces overtime costs while ensuring proper coverage, even accounting for travel time between sites and guard qualifications.

Track Performance in Real Time: Advanced dashboards showing guard productivity, attendance patterns and patrol completion give managers immediate visibility, letting them address issues before client security is compromised.

Forecast Labor Needs: Predictive analytics turn your historical data into staffing forecasts weeks or months ahead, giving time to recruit and train staff before shortages occur.

The Business Impact

What do these improvements mean for security operations? In bottom-line terms, it means:

Lower Labor Costs: By optimizing staffing levels and reducing unnecessary overtime, security companies may be able to see significant reductions in labor expenses. When you consider that labor represents a very high percentage of operational costs in security, even small improvements deliver substantial savings.

Better Client Satisfaction: Analytics ensure qualified guards with appropriate training are consistently at the right locations. This reliability strengthens client relationships and leads to more valuable contracts.

Improved Employee Retention: More predictable scheduling, fewer last-minute changes and better matching of skills to assignments improve guard satisfaction. In an industry with high turnover, even modest improvements in staff stability create substantial savings in hiring and training.

Greater Operational Control: With systems handling reporting, performance tracking and resource allocation, security managers can focus on strategic priorities like business growth and client relationships.

From Talk to Action

These changes are moving fast. There is no doubt that companies that add these analytical capabilities to their current platforms gain a competitive edge. You’ll manage workforce challenges more effectively, control labor costs more precisely, and position your business for health–even as the economy tightens. For security, the future is happening now – visit teamsoftware.com for more information.

David Libesman, SVP & GM, AI& Data Analytics Business Unit at WorkWave

David Libesman is a visionary SaaS executive with an entrepreneurial spirit and track record of developing, monetizing and growing data analytics & AI product strategy and business. David is well-versed in driving strong sales through enterprise channels, as well as building, developing and retaining high-performing teams. He aims to bring best of breed AI and analytic capabilities to boost growth and profits for TEAM Software customers through data-driven strategies.

 

Achieve Business Objectives with Effective Performance Counseling Techniques

Anne Laguzza, The Works Consulting, CALSAGA Network Partner

The key to increased productivity and efficiency is in asking.

Asking is one key element of effective performance counseling techniques that help leaders achieve business objectives.

Picture this: You oversee an employee who is not accomplishing all their required tasks and not completely following post orders. This is becoming an issue as the employee’s behavior is not aligning with the company’s values, and productivity and efficiency are decreasing.

When this happens it’s easy for leaders to assume they know why this is happening – the employee must be distracted or using their time incorrectly. But, what happens when you ask before you assume?

This scenario happened recently with a security company I work with, and the solution ended up being easier than they thought!

The leader scheduled a meeting with the employee, and then, prepared by using our Employee Performance Counseling checklist. (Download our FREE checklist here.) During the meeting, the leader reviewed expectations, stated their concerns and then asked why this was happening. The employee disclosed that they felt overwhelmed and had too many things on their plate. They hadn’t complained or mentioned it because they felt responsible for figuring it out on their own.

Once the leader understood the challenge, they were able to work through the employee’s to-do list and collaborate on solutions that worked for both the leader and the employee. The leader then continued to monitor their performance and check in, providing feedback and coaching consistently.

Long-term results? The employee’s performance improved, and they showed pride in doing the right thing. Productivity and efficiency increased, and business objectives were achieved.

This is effective performance counseling in action.

Every leader can apply these techniques and reap the benefits by following these 4 steps:

1. Set clear expectations and goals

• For example, you might have a company-wide expectation that states: “We want officers that are reliable, honest and customer service oriented.” When you have a conversation with a low performer, you can individualize this expectation to address specific concerns: “The expectation is that all our officers are reliable. You have been repeatedly late and I need you to report to work on time for the next 3 shifts.”

1. Monitoring and measuring performance

• Telling an employee something once, training them once – doing anything once – is likely not going to stick. You as their leader will need to monitor and determine how they are doing. And you likely are going to need to repeat yourself more than once.

1. Providing feedback and coaching

• Every employee should be trained, given an opportunity to perform/improve and have their performance evaluated more often than once a year or only when things are going wrong. When you notice performance is not meeting expectations, you schedule a meeting and ask why. Additionally, on a consistent basis, you should be meeting with your employees to tell them what they are doing well and that you value them on your team. Most leaders spend more time telling someone what they are doing wrong than what they are doing right.

1. Evaluating and improving performance

• This looks like giving every employee ongoing regular feedback (positive and negative) and evaluating how they are progressing .

Once you complete step 4, it’s time to start the cycle again!

After implementing performance counseling techniques, some organizations have reported a 10-30% increase in productivity and efficiency (these numbers are highly dependent on the situation and what is being measured). Consistently, it is reported that it DOES have a positive impact overall.

Employees who receive performance counseling want to come to work – they feel PRIDE when they put on their uniform or show up at your office. They want to do the right thing for the company because they care. They call in sick less, make less mistakes and have less injuries.

When employees know the boundaries and expectations, they are more likely to stay and feel happier at their jobs because they understand the parameters. This is often exactly the opposite of what leaders think. Employees report that they feel safer in an environment that is clearly defined and leaders provide them with feedback that helps them meet expectations.

From officers to admin staff, every employee can benefit from performance counseling. And, leaders benefit from achieving business objectives.

Need more help improving employee productivity and efficiency? Email Anne at solutions@theworksconsulting.com.

Anne Laguzza is the CEO of The Works Consulting, a CALSAGA Network Partner. As a seasoned business executive with human resources management, leadership development, and performance coaching experience, Anne works with clients from a variety of industries to develop better systems, maximize employee productivity, and enable management to focus on business growth. For more information, check out theworksconsulting.com or email anne@theworksconsulting.com. You can also find Anne on Instagram and LinkedIn.

2024 Annual Conference Recap

HOW TO ATTRACT YOUR COMPANY’S IDEAL CANDIDATE

Anne Laguzza, The Works Consulting, CALSAGA Network Partner

The job market continues to be in favor of job seekers with many security companies citing frustrations over attracting qualified candidates.

A common problem we hear is that security companies will receive a lot of resumes but few are qualified for the role.

If this is happening to you, it is time to review your hiring process from start to finish and find the gaps in your process:

1. Job Postings

Well-written and well-placed job postings are the key to attracting the right candidates from the start. If you’re receiving lots of resumes but none are qualified for your open position, it’s time to assess. Ensure your job posting is engaging and well-written. Job postings are excellent marketing for your company. To attract top talent, don’t just list off job responsibilities, instead highlight what makes your company different and why people like working there. Applicants are looking for work places that they will enjoy – be sure to include information that will make them want to apply. There are many job posting sites available online, but not all will help you connect with the right candidates. Make sure that you’re utilizing recruiting websites that list similar security jobs in your area. You want to be well-positioned where your future employees are looking for jobs.

2. Interview Process

An interviewing process is like baking. You must follow a specific recipe to ensure repeated results. Decide who should be involved in your interview process and why. What are the questions that will be asked to provide you with the most valuable information? Use behavioral interview questions to understand what the applicant’s past experience is that best relates to your open position. Be consistent. Every time you change the “recipe” you run the risk of uncertainty in the outcome. Hiring is one of the most important things you will do as a leader – treat it with the care and attention it deserves.

3. Selection Process

To ensure you’re hiring your company’s ideal candidate every time, you must have a clear understanding of the type of candidate that would work well within your company’s culture. You might find a candidate likable, but are they a good match for the position? We all have great friends that we wouldn’t recommend for a job (I know I do!). They are very likable socially, but in terms of reliability – not so much.  If you don’t carefully review each candidate’s opportunity areas before hiring to ensure that you have the time and ability to train them, you’ll find yourself recruiting for that same position again very soon. Compare the applicants to a list of qualifications and not to each other to make the best selection for your company.

Through a thorough review of the hiring processes and training to everyone involved in the hiring process, you can attract and hire more qualified candidates. This will keep your clients happy, improve morale and decrease performance issues down the road.

Need help improving your hiring process? Contact The Works Consulting by email solutions@theworksconsulting.com or by phone 562.597.4932.

Anne Laguzza is the CEO of The Works Consulting. As a seasoned business executive with human resources management, leadership development, and performance coaching experience, Anne works with clients from a variety of industries to develop better systems, maximize employee productivity, and enable management to focus on business growth.

Prior to founding The Works Consulting in 2001, Anne served as the Regional Human Resources Director for a Fortune 500 distribution company where she led a merger transition team and was responsible for strategic planning, implementing new policies and procedures, workforce restructuring, compensation structures, and integrating the work cultures for over 600 employees.

In addition, Anne was formerly the Human Resources and Training Director for a start-up entertainment company where she organized and implemented a company-wide change management program that involved new company direction and strategic planning. Prior to her work in the entertainment industry, Anne served as the Regional Training Manager for a nationwide retailer where she developed and launched a multi-state training program for human resources managers as part of a corporate expansion project.

Anne earned her Master of Arts degree in Organizational Management from Antioch University, and holds a Bachelor of Arts degree in Psychology from the University of California, Riverside. She is an active member of the Society of Human Resources Management, and is a board member for Harbor Interfaith Services and an advisory board member for Arthritis National Research Foundation. Anne has taught human resources and management courses at Long Beach City College and California State University, Dominguez Hills, and volunteers at non-profit organizations teaching interviewing skills to adults seeking re-entry into the workforce.

Social Media Links:

Instagram – https://www.instagram.com/annelaguzza/

Facebook – https://www.facebook.com/TheWorksHR/

LinkedIn – https://www.linkedin.com/in/annelaguzza/

NAVIGATING THE HARD INSURANCE MARKET: STRATEGIES FOR PRIVATE SECURITY FIRMS

Tory Brownyard, Brownyard Group

As insurers look to reduce risk and losses, businesses in areas that are deemed high-risk, such as those in private security, face fewer options and higher rates. Yet while higher premiums are difficult for security firms to navigate, they pale in comparison to the enormous financial and reputational damage inadequate coverage may cause. For private security firms, there is no end in sight as these conditions, which started around 2019 and were accompanied by higher premiums and stricter underwriting, are expected to continue well into 2025.

Fortunately, there are strategies that security firm owners and operators can use to ensure their firm remains appealing for insurance companies by understanding their risk exposures and addressing them.

Why so hard?

Past hard markets have lasted three years on average, making the current hard market unusual. The hard market has persisted for as long as it has for multiple reasons, including two that impact private security firms the most.

First, firms face increasing risks—and premiums—due to the rise of so-called “nuclear verdicts,” court decisions that exceed $10 million in damages for the claimant. In 2023, nuclear verdicts cost the insurance industry a staggering $14.5 billion, and security firms are not immune.

Second, a continued increase in active shooter claims nationwide severely impacts security firms’ risk profiles. From 2019 to 2023, active shooter events increased by 89% over the prior five-year period, according to FBI data. These events bring unique challenges to firms, because if a firm’s officers are within proximity of an active shooter, a lawsuit for failure to provide adequate security will surely follow. Such lawsuits will almost always consume a firm’s total liability policy limits, which is why some insurers may deny coverage to certain firms.

Pitfalls to Steer Clear Of

Given the economic pressures of the hard market, private security firms sometimes look to cut costs by shopping for policies on non-admitted markets. Doing so, however, can create far more problems than it solves.

Non-admitted insurers are not state regulated and do not pay into the state guarantee fund. Sometimes, firms may be forced to work with non-admitted insurers if they cover only high-risk clients, such as bars or fast-food restaurants. However, non-admitted insurers do not offer protection for firms in the event of an insurance bankruptcy, which is a major downside.

Additionally, some non-admitted insurers provide limited coverage, which puts a firm’s professionals at risk and potentially impacts their profitability, too.

Assault and battery liability provides a good example for how non-admitted insurance can impact a firm’s profitability and put professionals at risk. Assault and battery liability protects firms and their employees from claims that may arise regarding the use of physical force. The industry standard is for companies to require their security firms to carry at least $1 million in assault and battery coverage as part of their general liability insurance. If a firm contracts with a non-admitted insurer and carries a sub-limit below $1 million, it will lose existing contracts and struggle to compete for new business from low-risk (and highly desired) clients in the future. Even worse, if a non-admitted insurer eliminates assault and battery coverage altogether, a firm and its employees are unprotected from related lawsuits entirely.

 How to improve your firm’s insurability

While the hard market may be out of any owner or operator’s control, there are ways to enhance your firm’s appeal to insurers—without moving to the non-admitted market with carriers offering inadequate coverage.

Make a strong impression.
When reviewing a business for insurability, many organizations rely heavily on loss experience. A clean loss run spanning at least 4 years years can make a favorable impression. However, repeated claims in specific areas can raise red flags, likely resulting in a declination. For example:

• A loss record showing a history of drowsy driving claims could indicate problems with long work hours or poor training and supervision.
• A firm with multiple reports of fights between security officers and customers could raise concerns about substandard employee screening processes.

Choose your firm’s clients wisely.

A firm with lower-risk clients, such as those that secure Class A or high-end office buildings, technology campuses, estates or government entities, could be more attractive to insurers. Those that cater to higher-risk clients—such as shopping malls, arenas and other special event spaces where large amounts of people gather—will likely be less attractive.

Limit your liability contractually.

Firms that have partnered with an attorney to develop their own contracts with specific language limiting their liability will be more attractive to insurers than firms that accept the terms and conditions spelled out in their clients’ contracts or use generic contract language.

Train and hire responsibly.

The good news for California security firms is that the state already has some of the most stringent requirements in the nation when it comes to security officer screening, training and supervision. Insurers will prioritize partnering with firms that meet those strict standards. Firms that exceed California requirements are likely to make an even better impression on insurers.

Retain your security professionals.

Firms with high turnover rates are a red flag to insurers, as it calls into question the firm’s ability to cultivate a stable workforce. Additionally, insurers will be more likely to cover firms that offer their security professionals average or above-average salaries versus those who pay minimum wage.

Don’t forget about auto.

While much of the advice above is geared toward general liability insurance, commercial auto is another pain point many private security firms share. Insurers will prioritize partnering with firms that follow a few simple best practices and maintain clean loss records. In particular, insurers will look for written driver safety policies, thorough training for new hires, refresher training for existing staff, and the use of on-board telematics, video cameras and other proven fleet management safety technologies.

Keep your firm insured

Do not let the challenges of a hard insurance market keep you from getting the coverage your firm—and its officers—need to stay safe. By maintaining a clean loss record, avoiding the pitfalls of non-admitted insurers and adopting proven third-party risk transfer strategies, firms can take their own steps to protect their businesses to keep their premium increases to a minimum regardless of market conditions.

Tory Brownyard is president of Brownyard Group (www.brownyard.com), a program administrator that pioneered liability insurance for security officer firms more than 70 years ago.