How should companies train security personnel?

"Using the thinking and ideas of the 1970s to train employees in the 80s and 90s was our biggest failure." In an interview with a senior management staff of a company in Shenzhen, he expressed his thoughts on talent training. According to relevant data, Shenzhen, the capital of security, employs approximately 330,000 people in the security industry, of which more than 50,000 are technical talents. This suddenly formed a large industrial team. How the quality of this team will be related? The future development trend of the entire security industry. However, as a company that accommodates security personnel, it plays a key role in the training of personnel in this industry.

The current situation of security personnel recruitment The author through statistics on the future worry-free network, smart recruitment network statistics, found that private security companies recruiting talent accounted for more than 70% of the entire security recruitment talent; academic requirements are mainly concentrated in college, bachelor degree, accounting for 60% Above; 60% of the total recruitment for the period of one year to less than five years.

The reasons for the three major characteristics of the private security companies have such a huge demand for talent, the author believes that there are several reasons, one of them, private security companies, personnel mobility compared to other types of security companies larger, especially low-level employees mobility; Second, the construction of safe cities and smart cities has promoted the rapid development of the security industry. Due to the promotion of the market economy, a large number of private security companies have emerged like mushrooms; Third, the government is trying to boost economic growth and expand employment for security companies. Supporting efforts are increasing. Fourthly, young people after 1980s and 1990s have a generally impetuous attitude. They are keen to increase their own value through job-hopping and other means. Private enterprises are not willing to spend excessively high costs to cultivate and retain this group of talents. In the process of visiting relevant security companies, the author discovered that many companies mentioned that talents are rare and that truly valuable people are even more rare. There was once an 80-year-old executive of a private company who spit in the exchanges with the author. Nowadays, it is difficult to find qualified personnel. Professional and market-oriented talents are more mobile, and professional and market-oriented comprehensive talents are more suitable. It is an odd shortage. Indeed, the key to the development of enterprises depends on talents, and the training of talents depends on companies and education.

Networkization, high-definition, and intelligentization have become familiar terms in the security industry. Along with these keywords, the security industry has raised the demand for talents. Security executives have stated that networking will be the main direction for the development of security video surveillance in the future, and the networked video surveillance requires highly qualified personnel to operate video surveillance systems, at least for undergraduates, and previously simulated local video. The surveillance system is managed by security and other data. In the network era, video surveillance security cannot effectively manage the video data of the entire security system. This change will increase the security management system personnel (ie users of security video surveillance systems) from the security level to security professionals with undergraduate degrees. Due to changes in the quality of users using video surveillance, their perspective on security video surveillance has also changed. The quality of sales personnel in security companies must be raised accordingly, otherwise they will not be able to meet the needs of users of video surveillance systems. In the past, as long as junior high school and high school level sales staff, now must recruit college talent. At present, more than 60% of the personnel recruitment in security companies require college specialties or higher, but this part of the talent is extremely difficult to satisfy the status quo. In today's highly transparent information, they will pursue better development prospects, a better working environment, and better working conditions, and thus frequent job-hopping. In the face of these, companies will also appear very helpless. However, in order to truly acquire talents, we must also think of some countermeasures to adapt to the current situation of great talent mobility.

The demand for talents in enterprises is often huge for the employees at the bottom, and the employees with large liquidity generally have working experience of 1-5 years. More than five years of work experience are mostly corporate executives or technical strongmen. Their relatively stable stability also forms the company's core productivity. In the statistics, the author found that most of the security personnel required for recruitment were working in 1-5 years. This information recruited accounts for 60% of the total recruitment of security personnel, of which, the proportion of 1-3 years accounts for 40%. many. The company must fully realize that in the recruitment of talents, the employees who stayed in 1 company for 5 years and 10 years in the 1970s are gone and replaced by 1-3 year employees. How we provide better space and environment for these people is the focus of security companies.

Market-oriented, classified personnel training security industry has developed for nearly 30 years, experienced a period of high development at the beginning of this century, and today, it is still a sunrise industry. According to relevant data, there are close to 10,000 security companies in Shenzhen, and a large number of security professionals are required to join from senior management personnel to grassroots employees. The talents who have joined this field include security professional fields, other fields, university graduates, and so on. Their capabilities are uneven and their contribution to security companies varies. Faced with this situation, how do companies train and focus on training? How to retain talents and attract talents? The author believes that there are two methods to choose from: first, to seize key leaders and other grass-roots personnel, let them flow in and out, and to be market-oriented; second, to target high-level talents, mid-level talents, and grass-roots talents To carry out classification management, classification training, provide a corresponding living environment and a necessary working environment, to retain the benefits of treatment, emotional retention.

When the author visited the person in charge of the relevant company, the companies reflected that the labor shortage did not exist yet, but the professional and comprehensive talents of senior leaders were in short supply. A company director said that as a special environment under the video surveillance product R & D, more stringent requirements for talent, these talents must understand the relevant technology, market conditions, and creative thinking to deal with project needs. This gives a difficult problem, many companies have encountered, how to solve, I am afraid that not many companies can complete. For the cultivation of upper-level project personnel, it must be combined from the grassroots level and airborne. Talents based on grass-roots training are the key to the enterprise, and airborne is the must-have approach to promote the company to a new level.

Conclusion: As the capital of security, Shenzhen accommodates most of the country's security companies, and the associated security service industries such as security professional media are born. Such a huge industrial chain has stimulated a huge job market. While promoting employment, enterprises are constantly pondering over their own strategies in terms of talents. How to make security companies sustainable in their development, training talents and attracting talents will be a strategic issue for companies. In the training of talents in the security industry, enterprises should fully recognize their dominant position and must adapt to the needs of the current era to work out an appropriate talent strategy and policy. This includes market-oriented cultivation of talent.