Your KPIs Are Too Late

1 A KPI (Key Performance Indicator) –

KPIs take too long to analyze and return data to really be helpful in the security industry. By the time you get that data, someone could have been injured or you might have lost the contract. It’s flawed to look at compliance or completion analysis, waiting to see if you performed an inspection, completed site visits, security analysis, or penetration test efficiently.

You may be accustomed to waiting to get results during a Quarterly Business Review (QBR) when the stakeholders are meeting and going over stats and data. But that’s too late to be acting on data. Let’s talk about your upfront training courses and statistics, and your e-learning platform so you can show all of the training, and elite officers, to provide proof and certifications. You want to show key stakeholders upfront the skill and growth investment that you have in your employed talent. That brings peace of mind to your client. You don’t want to wait and prove your value 3 months later because once you have a contract, focusing on billable skills based on data, or you’re going to fail.

 


2 A lead measure is — Not response training.

“There is a giant difference between knowing a thing and knowing the data behind that thing,” says Chris McChesney, co-author of The 4 Disciplines of Execution*. You shouldn’t wait for lag metrics to evaluate tasks and efficiencies; you need real-time information. You need to see what is actually happening while it’s actually happening. (How? See DSSM ) Security is a real-time industry and for maximized safety and security you need real-time evaluation and real-time data so the focus can be on the process and the people. There are many lead measures that give insight on measuring the effectiveness of your team. By the time you get the information from the lag metrics, you’ve seen the data and tried to adjust, but without using lead measures you’re too late. You’re looking for the qualitative data and reducing your daily vision on the quantitative data. Both are important, and both have a time and place where they should be in front of you without thinking about it.


3 Overtime – You need a lead measure.

You need to evaluate what your employees are scheduled for, not what they are working, and you need to see it in real-time, and you need software that will alert you when an employee is approaching OT. Most security companies don’t get reimbursed for overtime and that pay has to come from somewhere. The best method to reduce overtime is being able to look at your scheduling on Monday to see where each employee will be on Thursday, not waiting until Thursday to see who is still available and who is approaching the overtime limits. (Ask us about HR COMMANDER)


4 First-time fix rate—

The first person on the scene should find the resolution to the problem. Instant resolution and incident de-escalation are very important to you and your clients. You need lead measures and real-time visualizations to achieve a new view of the number of incidents and how many officers are on each incident. Ideally, you will only have one officer on each incident, but sometimes the situation calls for additional assistance, and that’s understandable. But when you get to the point where you have multiple officers on every report, you really need to start examining where the breakdown is occurring. Do you have a low-confidence officer who needs backup on every call? Do you need to step in and re-administer training? Software with a DSSM brain will assist in finding the root issues rather than waiting for the outcomes. You will see constant evaluation and officer rating just like you would give your Uber driver, every time an action takes place, you are getting rated. As rates drop, DSSM software will ensure that low rated staff is not dispatched to high-risk situations. Then it should alert supervisors to the staffing weakness.


5 Client Onboarding –

Do you have the right people in the right place and are they using the software to educate the client and the officers for a new location? Do you have a quick and easy turnkey solution where you are already in tune with the software and the software knows your business processes and you can replicate that from location to location? Do you have a strong partnership with your vendor and you can easily present that to prospects and new customers? You should. It will save you a lot of headaches… and money.

*https://www.franklincovey.com/the-4-disciplines/discipline-2-act.html

Change Management 101 Part 2 [Guest Post]

Guest post by Zach Jedamzik, Change and Relationship Management at Stanley Black & Decker.

In the last blog post, Tony talked about the fact the only thing in life that is a constant, and we can depend on, is change. Everything is always changing and evolving. Our businesses should be too. Any time you are modifying daily operations or adding new software, processes, or protocol, Change Management should be engaged. 

Why do you need Change Management? Well. . . because change is hard. And it’s hard because people don’t like change. But that is what CSA360 is all about; making peoples lives easier, faster, and more efficient. Hence, why you’re implementing the change. . . right?

There are a couple of types of Change Management, this blog is going to focus on the ‘People Side of Change’.

Whenever you have individuals, teams, or entire organizations updating daily business practices, company size fluctuation, and most often technology changes and upgrades, Change Management methods can help you reduce internal resistance to new processes. In fact, having a good change management plan for a project has been proven to have 6x better adoption rate than a project without one.* And buy-in from Leadership is where it starts. Without an Executive Leader championing your cause, you will go nowhere.  The next steps are outlined below:

  • Identify the type of change: Process, Technology, Personel, maybe all three.
  • Explain the ‘Why’ of the change
  • Create momentum and excitement for the change
  • Give those who need it the knowledge on ‘How’ to change
  • Provide the ability for the change (in this case CSA360)
  • Reinforce the change

The most critical person in Change Management is the management layer. And in this case, the management layer is defined as the lowest level prior to the individual contributor.

The management layer is the most important layer to actually have buy-in for two reasons. One, they have the most influence on individual contributors. Let’s be straight forward, they most likely write employees year-end reviews; which have salary or promotion implications. Secondly, they are also on the ‘front-lines’ of the day-to-day work. Managers can see if the change is taking place or if there is resistance. If resistance is found they can correct, through education or other levers, any issues or non-desired behavior.

Now you ask, ‘How do I do what you just told me to’? Well, it’s not as hard as you may think. It’s all about messaging. How you message a change is critical. You want employees to know you are there with them on the journey. And, they have some say in the path you are taking them. Letting people be part of the decision making process on how the new tool works or the timing of the roll-out are examples. Sure, not every employee can put their two-cents in or the company will never move forward. But you can select a few key SMEs (Subject Matter Experts) and they can be your insiders and help champion the cause from the individual contributor level. Also, those SMEs can possibly bring ideas or roadblocks to your attention you didn’t see coming. You know what they say, two heads are better than one.

The management layer and key SMEs can build excitement in employee meetings, newsletters or emails. This will help keep the whole team engaged, reinforcing ‘Why’, ‘How’ and ‘When’. If you are implementing in phases across an organization share the successes. And if there are failures, don’t be afraid of them, share those too and how they were resolved.

Document everything. Yes, you will get documentation from CSA360, but your processes are unique and different from any other users we have out there, and that is great! So keep how you do everything written down and in our Binder Module for easy reference.

And finally– Be confident with your new technology! What makes us different from our competitors is we are a partner with you. Here’s what I mean by that. We will work with you to make sure you are getting exactly what you are looking for from our software. We customize your software and experience in ways other companies just can’t. We understand how important an individualized experience for every client is. How our software can lower the risk of litigation because CSA360 can capture all of the data that you’re looking for. We know your customized guard tour has to be exactly right and capture all of the necessary information you or your client are looking for. We know giving people a way to text directly to your dispatch can prevent bigger issues from arising. And lastly, we have made it all affordable and give you only what you’re looking for, not a bunch of useless extras.

If you want to learn more about Change Management, there are a lot of great books like Lean Change Management and Leading Change. Or, get certified through Prosci and use the ADKAR model.

Contact us to get a free demo and to see how CSA360 is the perfect fit for your company.

 

Zach Jedamzik

Change and Relationship Management at Stanley Black & Decker

Zach has been working professionally in the corporate setting for over 10 years.  Currently, he oversees Change and Relationship Management for three teams at Stanley Black & Decker. Those teams have an operational budget of ~$15 million annually and impact over 1,000 employees.

*Prosci Benchmarking Report 2016 Edition