“If we don’t start growing the number of people we’re fostering, our industry will go extinct,” says Rob Duhart, Jr., global head of federated security at Google.
Only 42 percent of managers in the United States strongly agree that they are prepared to have meaningful conversations about race and equality with their teams, according to a Gallup Panel study of managers.
Nearly half of board members surveyed identified cybersecurity as a top source of risk moving forward. CISOs should expect more scrutiny, support, and resources as a result of the board’s attention.
After a tumultuous four-year battle over Brexit, the UK and EU finally reached a trade agreement. But it leaves supply chains and workforce pools in uncharted territory.
The COVID-19 pandemic may have provided an ideal push for organizations to implement an ESRM approach to resilience and crisis management, which can multiply security’s value to the business.
When leaders fail to see how toxic masculinity affects their teams’ dynamics, the whole organization is at risk.
The COVID-19 pandemic will continue to impede aspects of employment screening in 2021, leading employers to use alternative procedures such as conditional hiring and remote drug testing.
Three years after the #MeToo movement sparked a cultural reckoning around sexual harassment and assault, one-quarter of working Americans—including 29 percent of working women—say they are more likely to report an incident of sexual misconduct in the workplace than ever before.
The contemporary CSO has to understand the geopolitical dynamics of the 21st century. In an interconnected and a globalized world, a crisis in one part of the world will have profound cascading effects on organizations on the other side of the globe.
Where do I start? It’s a common refrain, whether it’s coming from a young professional just entering the security industry, a former law enforcement officer building her first private sector SOP, or a security industry veteran preparing to combat a new crisis. Fortunately, few of these paths need to be walked alone.
The business case for diversity is stronger than ever. A 2020 report found that companies that foster gender diversity are 25 percent more likely to have above-average profitability than companies that don’t.
For companies to maintain a motivated, productive workforce, organizations need to find the best methods to gather and interpret employee feedback, including from remote workers, and make changes accordingly, experts say.
As organizations double down on remote work policies, security leaders shift their management, communication, and mentorship styles to foster team wellness and personal resilience.
Incoming ASIS President John Petruzzi, Jr., CPP, shares his thoughts on the challenges presented by 2020 and their continuing effects on the security industry and the Society.
Organizations need to begin to plan now for the wider rollout of the COVID-19 vaccine and what policies and procedures they need to have in place.
Prior to the COVID-19 pandemic, maintaining productivity was of high importance to organizations. Now that the pandemic has disrupted what’s typically known as the norm within the workplace, productivity has been challenged now more than ever.
Crises are by nature unpredictable and uncertain. Our brains process uncertain and unpredictable events as life-or-death threats. During a crisis, one of the key steps to manage our stress and our emotions and to foster our perspective and analytical reasoning is to de-shame.
Creating a security startup is a challenging endeavor, and many entry-level entrepreneurs face high hurdles on the track to success.
Digital transformation has tantalized organizational effectiveness experts for years. But while the shift from paper to virtual files is well accepted, security applications for next-generation technology requires research.
Much like the world we live in, the security business has changed, and the lessons gained serve as a powerful reminder that to be effective in our industry, we need to evolve as leaders to get the best out of our people.
Three security managers across East Asia share how risks, management styles, and perceptions of security’s value are changing throughout the region.
Employers are re-evaluating workplace diversity at their organizations, starting with being more thoughtful about recruiting from a broader range of talent. However, these efforts are not without pitfalls.
Under pressure, solidarity prevails. Multinational chemical company Solvay is rethinking how it prepares for crises as it faces its road to COVID-19 recovery.
General Stanley McChrystal (Ret) led U.S. military counterterrorism efforts in Afghanistan, commanding more than 150,000 troops. Now, he will share crisis leadership lessons learned with security professionals at GSX+.
When confronted with a decentralized foe, General Stanley McChrystal had to shift his focus and operational hierarchies within the Joint Special Operations Command. The same principles apply to empowering organizations in a crisis today.
Kelsey Carnell, one of this year’s GSX Experience Award winners, explains how the coronavirus pandemic has forced her to slow down, reevaluate, and invest more deeply in her network, goals, and community.
In a competitive security management job market, recruiters often look for prior law enforcement experience. As security skills and needs change, however, so does the ideal candidate’s background.
Emerging technology, changing client demands, and multigenerational staff management were already changing the hiring process for security staffing companies. Then COVID-19 came along.
Security awareness training can fill two roles: educating the workforce and reinforcing company culture, especially during a crisis.
A majority of U.S. adults say the country hasn’t done enough about gender equality. Even though many believe there has been progress in the last decade, sexual harassment and societal expectations stand in the way.
Dr. Jo Robertson, author of Executing Crisis: A C-Suite Crisis Leadership Survival Guide, shares her top five rules for leading an organization through turbulent times.
Extreme challenges present opportunities to do things better. Leaders are at a major inflection point, affording the chance to reroute connections and revise how they lead industries, endeavors, and teams—which has implications for safety and security.
“The push for companies to show what they are doing for the greater good will only intensify through the lens of the pandemic; the public will want to know whether companies put people or profits first during this global crisis,” says Allison Wood, an associate director at Control Risks.
Robust security technology, guarding programs, and services can fall flat when implemented without one essential element—context. Here’s how to collect and consider it for stronger security decision making.
Hiring assessments can be a slippery slope for employers, especially when they rule out protected employees and create disparate impact.
An unusual combination of sustainability, safety, and security aids Radisson in becoming a more trusted member of both global and local communities.
From identifying needed competencies to choosing content delivery methods to hiring trainers with adult learning expertise--here is a step-by-step guide for a guard training program.
Cathy Lanier, senior vice president of security for the National Football League discusses how the coronavirus pandemic redefined the phrase “game changer” and how she’s already looking at what lies ahead.
From documentation to witness statements to video surveillance, learn what lawyers and expert witnesses are watching for in negligent security court cases.
Paul Case’s career in security began when he was in high school—he served as a bouncer at the age of 16. By the time he entered university, he was qualified to be hired in leadership and supervisory roles.
After interviewing security officers, managers, and trainers, eight recommendations for developing more effective guard training programs emerged.
Assessments are becoming more common in the hiring process for security managers. Here’s a rundown on what they are and how to prepare.
Employees are an organization’s most valuable asset. Businesses that implement robust and sustainable strategies to take care of their people during the COVID-19 pandemic will fare better than those that do no not.
New research into organizational culture traces workplace conflict back to six core elements that can make the difference between a healthy and a toxic environment.
At this time, there is tremendous value in briefly pausing to reflect on the organization’s COVID-19 journey to date and conduct an “in-flight” incident review as a means of optimizing the approach going forward.
Cybersecurity is a stressful business. Here’s what managers can do to help reduce stress in the workplace and promote a healthy work–life balance.
With U.S. unemployment now at record levels, Allied Universal and G4S are swimming against the current by hiring tens of thousands of new security professionals.
Security directors add value when they find data-based leading indicators that can help an organization prepare in advance for the risk factors unfolding as a result of COVID-19.
As news proliferates yet public interest wanes, security leaders face myriad challenges to present accurate, timely, and actionable information to key decision makers. Here, two CSOs share their tips for communicating and influencing perception during the pandemic.
Seemingly small aspects of a security operation, such as the body language of officers and the color of uniforms, can trigger judgments that persist.
Speaking like a cop means getting paid like a cop, so security managers should communicate like a big-picture leader.
Interviews with two security managers in the Middle East reveal the progress that the profession has made in the region—and the challenges ahead.
Maintaining D&I in a security department can give it a competitive innovation edge and position it well for attracting future talent.
Managing and coaching are the two sides of the leadership coin, and both need to be well-polished for the leader to shine.
As wildfires grow more volatile and unpredictable, business continuity managers around the world are scrambling for creative solutions.
In considering future trends and demands, focus on four key areas to increase adaptability enough no matter what lies beyond the horizon.
Incoming ASIS President Godfried Hendriks, CPP, shares advice for incoming security professionals, education opportunities, and the unique community within the security industry—and the role ASIS plays moving forward.
Interviews with two security managers, one in Nigeria and one in Ghana, reveal the progress that the profession has made in the region—and the challenges ahead.
Diversity, an all-encompassing safety focus, and leaders who champion wellness are a few of the initiatives that Jacobs CEO Steve Demetriou stresses.
Adopting a successful ESRM program often requires a full understanding of ESRM – its components, contexts, and complementary strategies.
Scenario analysis helps security leaders manage business threats by accounting for all possible uncertainties.
When Nóirín O’Sullivan, currently the United Nation’s assistant secretary-general for safety and security, began her career with Ireland’s police force back in 1981, the uniform code for female officers was rather strict.
Management practices around the world have failed in maximizing human potential, a recent study found. The result is a bleak global workplace situation—just 15 percent of employees are engaged at work.
The ability to adapt and stay flexible in one’s thinking is crucial for success as a leader or manager.
A security manager’s personal and professional journey can be the basis for compelling stories that educate, inspire, and make emotional connections.
"How can I keep my overburdened team from cracking up?" The question has increasing relevancy for security managers in the contemporary business world. Continually bombarded with information, these managers also face a growing number of security threats. The collective effect can be serious stress overload.
After disasters and conflict, culture can play an irreplaceable role in resilience and recovery for cities and organizations.
A leader’s first 90 days are crucial, often auguring one’s ultimate success or failure.
The project-based economy is on the rise. Global consultant Marko Cabric explains the ramifications for the security industry.
An ASIS leader, devoted parent, and Super Team tennis player details the typical day of a manager of physical security operations at Capital One.
Typically in Today in Security, we focus on one topic and provide additional analysis for our security practitioner audience. But this week has been anything but typical, so we decided to put together a rundown of stories we’ve been following throughout the week and that you might have missed.
One year after initial reports of a “mystery illness” in Wuhan, China, vaccination efforts are well underway worldwide to curb the spread of COVID-19.
The pandemic highlighted several supply chain-related vulnerabilities, giving organizations a chance to reassess how they manage their suppliers.
The head of security for MUFG Union Bank, N.A., discusses the potential for unrest and how banking and financial institutions should prepare.
Goldman Sachs Group Inc. will pay $2.9 billion as part of a coordinated resolution with criminal and civil authorities in the United States, the United Kingdom, Singapore, and elsewhere over bribes it paid to Malaysian and Abu Dhabi officials to secure business deals.
At the beginning of October, the International Crisis Group announced that for the first time in its history it would begin to focus on the risk of electoral violence in the United States.
CISA released a 5G strategy report, which outlines the U.S. approach to mitigating the risks associated with the rise of 5G wireless technology.
U.S. prosecutors charged the former chief security officer of Uber for his alleged role in an attempted cover up of a data breach of the company in 2016.
Thirteen percent of young adults saw their education and training come to a complete stop since the pandemic began. The “scarring effects” from these gaps may haunt young adults throughout their working lives.
Just as workplaces have changed due to the COVID-19 pandemic—with more employees working remotely and increasingly stringent hygiene measures in facilities—workplace culture has also evolved.
Despite a 400 percent rise in COVID-19-related cyberattacks, Americans remain largely unconcerned about cyber crime, according to a new report.
In case you missed it, COVID-19 is still wreaking havoc almost everywhere, and the economic outlook is dire.
Protests over the killing of George Floyd and other black Americans escalated sharply this weekend as curfews imposed in nearly 40 cities were largely ignored, leading to tension and clashes with law enforcement.
In a unique series of videos, Sarah J. Powell discusses what organizations can do about the fear and stress the COVID-19 pandemic can cause in an organization.
Security directors need to be prepared for a worldwide economic condition that is bleak and unpredictable.
To bring order to chaos in the immediate aftermath of a crisis, put the focus where it is need most: the staff and people affected.
Male security guards working in the United Kingdom are at significant risk of dying from COVID-19, according to the U.K. Office for National Statistics (ONS).
More than a dozen U.S. states decided to reopen portions of their economy on 1 May, allowing individuals to return to their workplaces on International Workers Day. But a new survey from Gartner finds that not all formerly on-site employees will return to their offices.
Despite a significant lack of testing availability in the United States, shortages of personal protective equipment, and the continued spread of the coronavirus around the globe, countries, states, and municipalities are facing increased pressure to take steps to reopen segments of their economies.
The U.S. Department of Defense CIO released a list of a list of best practices for cybersecurity and protecting an information network while teleworking.
Idaho's governor signed two bills into law on Monday that limit transgender rights, barring individuals from participating in female sports activities and from changing their sex on birth certificates.
After the second militant attack in two months, the British government plans to announce new rules for the imprisonment of people convicted of terrorist offenses.
Boeing released an embarrassing cache of emails to congressional investigators that call into question the culture of safety the company says it promotes in air transportation.
The internationalization of far-right threats and tension between the Persian Gulf countries rank as the top two security risks for companies in 2020, according to a new risk forecast.
ASIS Foundation study researches the degree to which physical security, cybersecurity, and business continuity have converged into a single department.
The most recent ASIS Mentoring Committee Security Management podcast looks at how careers often flow in unexpected directions.
A new study of the U.S. private security services market predicts continued growth in overall guarding revenue for the next few years.
We Work risk manager shares what he thinks are the outcomes of a successful risk management plan.
A new webinar discusses the importance of thinking about how security processes and systems are designed from a user experience perspective.
Nearly every racial and ethnic group, and people of all ages, saw an increase in opioid-involved and synthetic opioid-involved overdose death rates, CNN reports.
While the budget for cybersecurity is seeing larger increases, both cyber and physical security budgets are on the rise, new research shows.
Systems of sensors, monitors, and data analysis have led warehouses to reorient jobs to find the absolute most efficient way to pick and assemble orders. Safety and security implications abound.