3 Keys to an Engaged Security Workforce

Recruiting good people is only half the personnel challenge facing the security profession. Keeping them engaged, driving standards through learning and development, and giving them reasons to build long-term careers (and ultimately remain in the industry) is how organizations will make the greatest impact.

Workforce engagement is often measured through retention figures and response rates on internal employee surveys. While those indicators have value, they don't always reflect how people feel about the organization they work for. An employee can stay for years without feeling connected to the business, but someone who feels trusted, supported, and valued will often contribute far beyond the expectations of their role.

In security, that matters. We rely on employees to make quick decisions, work collaboratively, and respond confidently in situations where the stakes can be high. Those qualities don't come from training alone. They grow in workplaces where people are encouraged to challenge best practices, share ideas, and continue developing throughout their careers.

The Manager's Influence

Managers who leave the strongest impression are not necessarily the most experienced or the most knowledgeable. They are the managers who make time for their teams, provide honest feedback, and create opportunities for people to progress.

As workload pressures increase, these conversations can easily fall down the priority list. Client commitments, project deadlines, and day-to-day pressures quickly take over, and discussions become focused on delivering work rather than developing employees.

It doesn't take a lengthy appraisal to make someone feel valued. Asking about career aspirations, encouraging someone to take on a new challenge, or recognizing a job well done can have a lasting impact. Small conversations, conducted consistently, help people feel seen and supported.

Feedback is equally important. In our profession, we spend a great deal of time identifying issues, opportunities for improvement, and improving processes. The same approach should apply to employees. Recognizing those who are consistently operating in line with strong core values is just as critical as identifying areas for improvement.

The industry should also be looking at broadening the backgrounds from which it traditionally recruits. Those entering the profession from adjacent industries or varied backgrounds often bring fresh perspectives and confidence with new technologies, while experienced practitioners contribute operational knowledge and sound judgment developed over many years. Creating an environment where both groups learn from each other benefits not only the businesses but also their clients, who see a more rounded output in delivery.

Developing Future Talent

Individuals are responsible for their own careers; however, business leaders play a vital role in helping facilitate and support those plans. An unsupported career plan will struggle to gain the traction it needs to succeed.

That's the thinking behind the Leaders in Security (LiS) program at LMS Security Advisors (the author’s organization). The three-year professional development and mentoring program, which is open to security professionals across the sector, gives people entering the security industry the opportunity to work alongside experienced consultants, contribute to real projects, and understand the thinking behind operational decisions from an early stage in their careers. This extends beyond security topics, reaching across wider business operations to create well-rounded professionals who have the security competency to either proceed to specialize in a security field or become effective business leaders.

An additional benefit has of LiS been the impact on those providing mentoring. Explaining decisions, sharing experiences, and answering questions encourages experienced consultants to reflect on their own approach. Learning becomes a two-way process, with fresh perspectives strengthening established ways of thinking.

Not every employee develops the same way. Some people prefer structured qualifications, while others gain experience through coaching, shadowing, or practical assignments. Understanding those differences allows managers to support individuals in ways that suit their strengths and ambitions rather than managers expecting everyone to follow the same path.

Creating a Workplace People Value

For lots of employees, work isn’t just about turning up and getting on with a list of tasks. For many, providing value and impact outside of the role makes them feel good.

At LMS, initiatives such as Make a Difference Days allow the team to step away from their day-to-day responsibilities and support community projects and public safety campaigns, such as Stamp Out Spiking, or community projects such as local care hospices and youth employment groups. These opportunities reinforce an important point: The role of businesses extends beyond serving clients. It is also about making a positive contribution to the communities they serve.

Experiences like these strengthen relationships across teams and remind people why they chose a career in security. They create a shared sense of purpose that is difficult to achieve through policies or procedures alone.

Recognizing our employees through celebrating a professional qualification, acknowledging contribution to a challenging assignment, or simply thanking a colleague for their commitment demonstrates that their efforts are noticed. Those moments don't need to be formal to be meaningful. The LMS in-house recognition award scheme means individuals can regularly be recognized for their efforts without the need to wait for “awards season.”

Looking back over my career, the organizations with the strongest cultures have shared one characteristic: They consistently invested time in their employees. They created opportunities to learn, encouraged individuals to take on new challenges, and recognized the contribution people made along the way.

As the security industry continues to focus on professionalism and diversity, retention will be the next challenge, with businesses under pressure to create exceptional working environments that employees want to remain in while furthering their professional development.

Daniel Purdy, MSyI, RISC, is a technical director with more than 30 years’ experience in the electronic security sector. His career spans installation, service and maintenance, breakdown response, and fault finding, progressing into program management and technical leadership. He brings extensive practical knowledge and strategic insight to the successful delivery of complex security projects and services.

© 2026 Daniel Purdy