RiskXtraJune2019
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In the Spotlight: ASIS International UK Chapter<br />
• Be clear with HR, hiring teams or recruiters<br />
that they’re looking for a range of candidates<br />
and should therefore consider non-traditional<br />
backgrounds while being prepared to review a<br />
greater number of applications<br />
• Create an interview process that targets<br />
talent rather than rewards past performance<br />
(this may require adding others to the interview<br />
panel who can identify different skills)<br />
• Create an open environment for all new<br />
employees to join and to thrive and to feel part<br />
of the team and for experienced professionals<br />
to feel that their experience is valuable<br />
• Focus on developing a culture wherein<br />
opportunities and development are possible for<br />
all based on talent, ability and performance<br />
rather than any personal factors<br />
• Support experienced professionals by<br />
providing them with the tools and knowledge to<br />
work with people of diverse backgrounds<br />
Creating the culture<br />
An important aspect of managing diversity is<br />
demonstrating and encouraging respect for all<br />
employees’ abilities and perspectives. There<br />
are several steps an employer can take, among<br />
them creating a culture of diversity and<br />
inclusion that’s driven from the top down.<br />
That’s a culture wherein the most senior<br />
leaders in the organisation demonstrate that<br />
they truly believe in the value and importance<br />
of a diverse and inclusive workforce.<br />
It’s also important that companies create a<br />
policy on diversity and inclusion and make sure<br />
that all employees have read and understood<br />
that policy. The document should be stored in a<br />
central portal for all to access.<br />
Training should be provided for all<br />
employees on the topics of diversity and<br />
inclusion. Employers must commit to recognise<br />
every employee’s abilities and perspectives,<br />
regardless of their background or beliefs.<br />
Similarly, training should be provided for<br />
supervisors and managers on the diversity<br />
policy and how to handle situations – should<br />
they arise – where differences between<br />
employees are causing conflicts or otherwise<br />
interfering with productivity.<br />
Only diverse professionals?<br />
There are many benefits that arise from hiring<br />
diverse professionals, but does that mean older<br />
professionals, for example, should be ‘put out<br />
to pasture’? The answer must be ‘No’.<br />
A study conducted by the website Undercover<br />
Reporter into the make-up of a great team and a<br />
2015 Forbes Report showed that there are<br />
important factors in successful teams. These<br />
include strong leadership and clear vision,<br />
open and constructive communication and clear<br />
goals and objectives, but also diversity and a<br />
balance among team members. The study<br />
showed that a variety of personalities, age<br />
groups and cultures bring creativity and a broad<br />
range of ideas to the table.<br />
A diverse team is more likely to be successful<br />
if the balance is correct so, rather than simply<br />
saying hire young only, the correct mix of youth<br />
and experience, male and female, culture and<br />
religious backgrounds is likely to create a team<br />
with much to offer to support the business.<br />
There will be a compelling mix of experience<br />
and new approaches to problems, a plethora of<br />
world views to solve challenges and myriad<br />
viewpoints to approach business opportunities.<br />
If the security business sector is to continue<br />
to adapt to support its host businesses then a<br />
shift towards younger and more diverse teams<br />
can only be a good thing, but this must be<br />
balanced with strong leadership, guidance and<br />
relevant experience brought forward by<br />
experienced professionals who understand the<br />
value of working in a diverse environment.<br />
If today’s security professionals truly want to<br />
be business enablers and demonstrate their<br />
value to business leaders then teams need to<br />
be able to offer solutions that are suitable for<br />
the environment in which we’re now<br />
increasingly doing business. Ultimately, our<br />
goal should be to reflect the clients whom we<br />
serve. Only then can we truly say that we are, in<br />
point of fact, a diverse cohort.<br />
“Often, a diverse workforce will provide the opportunity to have<br />
many different points of view impacting the decision-making<br />
process, which then enables leaders to make better choices”<br />
47<br />
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