NCJ Number
114156
Journal
Security Management Volume: 32 Issue: 10 Dated: (October 1988) Pages: 35-36
Date Published
1988
Length
2 pages
Annotation
While the conversion from proprietary to contract security services can be emotional and upsetting for employees if improperly managed, conversion can have a positive effect on the company and its customer base if professionally and humanely executed.
Abstract
An eight-phase process can ensure equitable treatment of displaced employees while protecting the company's interests. To establish credibility, the company should educate management and staff about the rationale for conversion and develop contingency plans for such occurrences as strikes or early employee attrition. A cost and market analysis should be conducted that considers costs of severance, supervision during the transition, and orientation of the new workforce. Contractors should be selected on the basis of competitive bids, and a contract should be developed with the aid of legal counsel. Training for contract employees should include an orientation to the organization and its physical facilities and should focus on customer relation issues. The actual conversion should be scheduled over a long holiday weekend to permit everyone to become familiar with the facility and its procedures. A detailed conversion plan should be formulated 4 weeks prior to the conversion. Post-conversion management requires a thorough review of billings and assurance that hiring and training standards are adhered to when the turnover takes place. A working relationship should be established with the contractor's home office to ensure that the company continues to receive the services promised.