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The introduction of the Working Time regulations in 1998 should have brought about an immediate and significant culture change in relation to working conditions, but commercial pressures and end user attitudes in the security industry have meant that this has seldom been the case. Despite positive moves from many security companies, and a plethora of comments in both the trade and national press concerning excessive hours, demanding shift patterns and generally poor working conditions, very little progress has been made.

Consequently, we find our industry locked in a debate as to what to do next.

Are we missing the point, though? Are the debates purely academic? Are our employees beginning to decide for us?

The work-leisure conundrum
Over the past few years, the demography of the UK has shown an ageing population with a reducing labour market. Those who are either in or seeking gainful employment are making choices based on the different demands on their 'life' time, and are frequently taking decisions predicated on the basis that they have to juggle a range of responsibilities – whether they involve caring for elderly parents or children, studying or pursuing other hobbies and interests.

Females remain under-represented in our industry, but with the inflexibility it offers to women 'returners' and working mothers is that any great surprise?

These changes in attitude are presenting employers in the industry with some major challenges. Security companies need to attract and retain the best talent available in order to achieve their business objectives, but employees increasingly need working arrangements that allow them to fulfil their commitments outside of the workplace.

In combination with new options added to the recruitment pool – including the introduction of hundreds of Community Warden programmes, not to mention Community Support Officers and the possibility of many current and potential employees being ineligible for an SIA licence – this leaves companies in the industry with a potentially major problem.

Most people view their working life as something separate from their 'real life', with whatever they do at work having little or nothing to do with the rest of their daily existence. For many individuals, their body, mind and talents are merely rented to their employer for 12 hours per day, five days or nights per week on a year-round basis. In exchange, they receive a salary and five weeks' holiday per annum. Most are looking forward to an early retirement.

Erosion of personal power bases
The split between the working lives and talents, interests and beliefs of those employed in the private security sector may be very dramatic. Indeed, it can be a source of tremendous personal conflict.

On a primary level, it's a cause for boredom and frustration in the job, which can manifest itself in depression, stress and/or anger. On an even deeper level, being in a job that doesn't resonate with a given person's inner needs, talents and aspirations might well erode their personal power base.

Often, unless confronted by a dramatic event such as dismissal, redundancy or illness, workers will maintain such negative cycles for many years without making any kind of decisive effort to break free. All of which is negative for the employee, the employer and, ultimately, will not create a positive environment for future recruits to enter.

Security companies will need to offer a range of work-life balance policies in order to remain employees of first choice, to encourage continued positive activity at grass roots level and to stay ahead of increased competition

Of course it's not all doom and gloom. Recently, I was privileged to attend the British Security Industry Association's Annual Luncheon and was delighted to see so many dedicated, committed, talented and often downright heroic individuals receiving some long-deserved awards for their efforts in the workplace. The security officers, supervisors, managers and systems installers honoured on the day were shining examples of how the relationship of a company to the employee can strongly affect the latter's personal life in an extremely positive way.

By recognising employees at the grass roots level, and encouraging them to buy into the company's – not to say the industry's – ethos, a chain reaction is started that will have an impact on the employees' family, their local community, the growth of the employer's business and society in general.

Work-life balance policies
For their part, then, security companies will need to offer a range of work-life balance policies in order to remain employees of first choice, encourage continued positive activity at grass roots level and to stay ahead of increased competition. Work-life balance must be seen as being every bit as important to employers as it is to their members of staff.

Regardless of the Working Time Directive, our industry will continue to service its client base 24 hours per day, seven days per week. Professional recruitment staff now need to understand the importance of balancing business demands with flexible working arrangements for their own organisation and the customers for whom they provide a dedicated security service.

Companies throughout our industry are now competing fiercely for talented people and, as I've mentioned in previous articles within the pages of SMT, the winners are providing an environment in which their employees are treated as important contributors rather than just hired hands.

Almost without exception, the winners offer benefits that go beyond statutory requirements – including ongoing education and the opportunities to learn new skills, promotional windows and flexible shift patterns to help staff balance their work and family lives.

Communication will also play a key role in the future of our industry. It never ceases to amaze me just how much nonsense, misinformation and scare-mongering floats around out there. Given that most of the people with whom I have regular, direct contact are at senior manager level or above – and, in many cases, have a training and development or wider human resources role – what must the people at grass roots level be thinking?

Security managers and supervisors must be positive in their approach. They must lead by example, and embrace the exciting opportunities offered by the wider police family, Security Industry Authority licensing, improved employment legislation and better training standards.