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A few good men.

In 1996, the security department serving the 1,737-bed Bames-Jewish Hospital and the 235-bed St. Louis Children's Hospital faced reengineering efforts. In the ensuing year the security program was completely reengineered, including a budget reduction of more than $1 million, a staffing reduction of approximately thirty employees, and numerous modifications in security services. These changes forced security to do more with less. One result was a new approach to preemployment screening and security training. Though the new screening, training, and certification of security officers costs the organization money - in fees and officer time - the results create more competent employees who are better able to deal with the situations they encounter. The department has also seen lower turnover and fewer complaints about improperly handled situations.

Today's security officer must handle functions that are increasing in complexity and scope. These expanded duties require a higher caliber candidate who already possesses the necessary skills, or one who is capable of acquiring them quickly. The hospitals' new selection process is targeted toward finding those candidates.

Applicants first fill out the employment form. Staff review applications to determine which candidates meet basic criteria, such as a threshold level of college courses. Qualified candidates are then interviewed. Security conducts background checks on those chosen to proceed from the interview stage.

Several items are confirmed during the background check, including previous employment and references. Security also investigates whether the applicant has completed the requisite thirty hours of college course work. The candidate is not required to have a college degree or to have acquired credits in security-related classes. The requirement serves first as a gauge of an applicant's competence - completing the course work gives an indication of the individual's abilities. The educational prerequisite also improves the overall quality of the applicant pool. Hospital security managers have found that basic communication skills are higher among those who have completed some college courses.

The security director selects the best candidate among those who have performed well on the interview and have met all criteria and gone through the background check without any problems being uncovered. That final candidate must pass a battery of tests to assess personality characteristics, thought processes, and skill levels as the last prerequisite to a formal job offer.

One test given is the Nelson-Denny Reading Test, which ranks a person's reading rate, vocabulary development, and reading comprehension. Another test, a motivation questionnaire prepared by a psychological testing company, assesses the energy with which a person approaches tasks and identifies the situations that are likely to increase or decrease an individual's motivation. It also provides a chart that helps determine how well an individual might fit into a prevailing corporate culture.

The Thurston Test of Mental Alertness contains both verbal and numeric problems. The test takes into account the speed of response and is designed to measure the ability of an individual to acquire knowledge and skills and to use these in problem solving.

The Watson Glaser Critical Thinking Appraisal is next on the list. It consists of a series of exercises that require critical thinking skills. The exercises include problems, statements, arguments, and interpretations of data similar to those a person might encounter in daily life.

The last test, the California Psychological Inventory, examines those characteristics important for social interaction. Some of the qualities measured are self-confidence, maturity, social ability, flexibility, and integrity. It also contains scales that measure truthfulness in the applicant's answers.

The various companies providing the tests train hospital management to administer them. The tests are then sent to the companies for interpretation. The hospital is provided with a verbal assessment of the test scores within twenty-four hours. A comprehensive written report follows in a few days.

Managers use the tests to identify those final applicants who are intentionally trying to deceive and may have hidden personality traits that could be disastrous in a security officer. These screening tools tend to validate the choice of management based on the interview process and background checks, but they provide an essential last step. Of the approximately seventy-five applicants tested to date only a handful were not selected for employment. But those few could have caused serious problems if hired.

Though it is difficult to determine what overall value the screening adds, the runover rate for security officers has gone down since the new screening and training programs were implemented. The number of disciplinary actions has also been reduced. Employee satisfaction, as measured through periodic organization surveys, has increased.

Selecting the right personnel - the best raw material - is a good start, but that effort will pay off only if it is followed up by a comprehensive and results-oriented training program. A strong training program, therefore, formed the critical second prong of the hospital's plan to enhance officer performance.

At Barnes-Jewish and St. Louis Children's, managers began by assessing inhouse resources. The assessment led to the conclusion that many courses previously taught by outside consultants could be conducted by internal security employees. This approach has led to a more highly trained staff and will save the organization money in the long run.

All security officers must now meet quantifiable standards and complete a core curriculum determined by security managers and tailored to the healthcare environment. Standard training includes CPR certification, weapons qualification, impact weapon training (armament systems and procedures baton certification), pressure point control tactics (PPCT) defensive tactics certification, Crisis Prevention Institute (CPI) nonviolent crisis intervention certification, OSHA training, and for the bicycle patrol, the International Police Mountain Bike/Police Cyclist Certification Course.

New officers complete the core curriculum after they are hired. Some courses are taught in-house while others-which are paid for by the organization-require the officer to attend an off-site course.

All officers are also given the opportunity to study for and take the International Association for Healthcare Security and Safety (IAHSS) certification examinations, which have three levels - basic, safety, and supervisory. Currently more than 75 percent of the security staff have earned IAHSS certification.

In addition to these core subjects, employees must complete annual training on additional topics. The hospital security staff oversees the annual training program and researches, designs, and teaches these supplemental courses. Many of the courses (which are detailed below) involve videos, role-playing, and hands-on training. At the end of each course, students get a chance to grade the class and evaluate the teacher for effectiveness. These comments are then considered when planning the next annual session.

Security managers asked officers to volunteer to become certified instructors in subjects that were of interest to them, and that met a clearly defined need in the training program. Currently, the department has instructors certified in CPR, nonviolent crisis intervention, PPCT defensive tactics, firearms, impact weapons, cultural diversity, and service excellence.

The time spent on each topic varies depending on what is considered necessary to accomplish the objective. For example, an arms training session may take more time because it is held off-site.

Training can be conducted in an intense program or spread out over time. The hospital has chosen to break out instruction by topic and has set aside several hours each month for specific training sessions. Depending on the complexity of the topic, the department can cover several issues a month or one lengthy one.

When considering the supplemental annual training topics, the staff met as a team. The group planned and managed the training program from start to finish. The result was a program of eleven subjects loosely categorized as workplace, trends, and weapons training.

WORKPLACE. Three of the training topics deal with the workplace as a whole. These sessions, designed to help security employees interact with staff, address change management, cultural diversity, and service excellence.

Change management. Developed and presented by the hospital's human resource department, this training topic covers changes in the work environment such as reengineering, downsizing, mergers, and consolidations. The training is designed to assist employees in dealing with change, help alleviate the stresses involved in reengineering, and find ways to cope with business transitions.

Cultural diversity. The cultural diversity training sessions are conducted by a security employee who has been previously certified by an expert to teach the class. The session examines demographic characteristics, lifestyle and sexual preference, geographic origin, values, and personality traits. The class helps employees appreciate differences in background, styles, perspectives, values, and beliefs. It also helps staff explore the business reasons for respecting diversity.

Service excellence. This interactive training session illustrates how exceptional internal and external customer service is critical to an organization's success. The security employee leading the class supplements the textbook information with demonstrations of appropriate customer service skills such as leading patrons to their destination rather than merely giving directions.

TRENDS. Six of the training courses address emerging or escalating issues of concern to security. Though many of the topics have broad applications, all are taught with an emphasis on the healthcare environment. Trend topics include domestic violence, environmental issues, gang awareness, gerontological issues, persons with disabilities, and risk management.

Domestic violence. The domestic violence training courses focus on recognition, sensitivity, and response to issues of child, spousal, and elder abuse. A special emphasis is placed on the healthcare environment where security officers might face domestic violence as inflicted on patients. The session also addresses potential workplace violence among coworkers.

Environmental issues. This class is designed to exceed annual OSHA and Joint Commission on Accreditation of Healthcare Organizations (JCAHO) standards involving knowledge and appropriate responses regarding some infectious diseases, bloodborne pathogens, chemical spills, hazardous materials, and fire safety. Staff from the hospital's environmental health and safety department conducts the training.

Gang awareness. The security employee who conducts gang awareness training is knowledgeable in all aspects of gang identification and awareness. The training is particularly important for the hospitals, which see gang violence in the emergency room. Hospital staff must learn to recognize gang insignias and behavior to ward off potential problems. Topics for the session include motives for joining gangs, examination of graffiti, and discussion of gang activity in the St. Louis community. Security is also taught to identify the signs, symbols, and apparel of gang members.

Gerontological issues. This training session is designed to sensitize the security officer to issues unique to the aging population. The instructor examines the psychological, physiological, victimization, and customer service concerns of the elderly. The in-house security employee who leads the session also discusses appropriate service responses to older people. Issues are explored in a healthcare context. Because the bulk of the hospital's patients are elderly, it is critical that officers understand illnesses such as Alzheimer's and know how to give frightened patients direction and support.

Persons with disabilities. Similar in scope to the gerontological training, this session is designed to sensitize the security officer to issues facing the physically challenged.

Risk management. A security employee has been trained to teach this ever-changing subject. The core issues covered include an introduction to civil liability and preventive measures. Additional topics such as trends in case law or emerging threats are also addressed.

WEAPONS. Both weapons training sessions are conducted by in-house security personnel. These certified instructors teach enhanced firearms and impact weapon training.

Enhanced firearms. Enhanced weaponry and safety instruction are supplemented by actual firing designed to simulate potential incidents. This session, conducted at a firing range, is one of the few training courses held off-site.

Impact weapons. Designed to train officers in the operational use of the ASP tactical baton, this program provides instruction on defensive procedures and striking techniques. The training incorporates drills that simulate the stress of street encounters. After the session, participants have a basic understanding of the conditions in which the baton may be used, justification for use, and how to document these actions.

CAREER ADVANCEMENT. Security managers make an effort to involve staff in opportunities for individual growth and career advancement. Examples of developmental courses include exceptional management practices, transition to a leadership role, supervisory practices, collaborating for results, team building, individual development, facilitator and leader skills for project teams, and management retreats.

While these efforts are made to make the hospital a place officers will want to stay, the company also recognizes that in today's business environment, job security cannot be guaranteed. Therefore, the hospital has a career partners program through which human resource personnel are available if needed to provide instruction to security staff on resumes, interviewing, and looking for a job. The program was established as part of the hospital's overall reengineering effort.

The days of the night watchman are gone. The security profession now requires a new breed, one that has not only a sense of responsibility and commitment but also the aptitude to learn and adapt to the ever-changing environment of the corporate world. These two hospitals' security teams have found that a quality selection process and a comprehensive training program create the critical elements for developing that modern breed.

Fred J. Jackson, CPP, is the security director at Barnes-Jewish Hospital and St. Louis Children's Hospital located at Washington University Medical Center in St. Louis. He is a member of the ASIS Standing Committee on Healthcare Security. Jeanne M. Locklear is the training coordinator for the security department at Barnes-Jewish Hospital and St. Louis Children's Hospital.
COPYRIGHT 1997 American Society for Industrial Security
No portion of this article can be reproduced without the express written permission from the copyright holder.
Copyright 1997 Gale, Cengage Learning. All rights reserved.

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Title Annotation:security officer selection for the Barnes-Jewish Hospital and St. Louis Children's Hospital
Author:Jackson, Fred J.; Locklear, Jeanne M.
Publication:Security Management
Date:Sep 1, 1997
Words:2194
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