It was 9 a.m. at work and my desk phone rang. On the other end was an HR business partner who asked: “Jeff, can you have one of your security folks come over to HR?
The termination was planned by HR for weeks and based on the behavior of the employee, HR’s concern was valid.
My employer thought highly enough of security to ensure paid, experienced security professionals were on site to handle any security concerns that might arise. But for some reason, HR chose not to partner with their Corporate Security in advance and refused to provide basic details, even when they feared for their safety.
An isolated incident, right? Maybe not.
One HR manager I spoke to recalled an employee who, after receiving an email not intended for him, uncovered the plan to terminate him the following day.
Late in the evening, he appeared at the HR manager’s office and confronted her. She admitted that his suspicion was correct and he demanded that his termination occur immediately.
The nature of HR professionals’ job is to focus on the needs of people. In my experience, they usually care deeply about the employees they serve.
Once termination is planned, their desire to ensure the employee receives the utmost kindness and dignity, and their belief that security will be overbearing, may cause them to go it alone.
This poses a security risk for HR if the termination doesn't go "smoothly", and, therefore, causes blame to shift upon the security.
Personal information should be secured from unauthorized access, yet many HR departments operate in cultures of extreme secrecy where little or no information related to layoffs, terminations, etc., is shared with anyone outside of HR, even when there is a demonstrated need to know.
Many security professionals I spoke to identified this as a primary inhibitor to cooperation. “They don’t want us to know what we need to know to keep them safe.”
While this may not be the intent of HR, it's important to understand that it puts blinders on the security force. This can make it difficult to do their job to the best of their abilities.
In order to ensure their corporate relevance or enhance their department’s resources, some self-serving security professionals exaggerate minor threats that unintentionally severely erodes their credibility.
In these companies, efforts are taken to ensure security doesn’t frighten employees by addressing the issues of violence. The byproduct of this method is that a false sense of security forms within the business which can frustrate the security trying to prepare the company for emergencies.
Once after attempting to begin a conversation on potential workplace violence, a company manager made the statement, “we don’t want you turning our company into an armed camp.”
Unfortunately, the fears of workplace violence fuel the denial that emergencies could happen and prevent taking actions to prevent the possible situation itself.
Some refuse to leave, instead opting to ride out the storm at home. Those who survive, will likely never evacuate again.
Likewise, HR personnel who have conducted dozens of terminations where no violence occurred, despite its likeliness, are likely to “ride out” future events without security assistance.
They don't think it's necessary, and they risk their safety every time they conduct these terminations without the proper security.
To HR partners who have never worked with corporate security professionals, “security” may bring to mind bouncers bent on dragging an employee to the front door.
Even though HR processed your recruitment and hiring, they may be completely unaware of the value and professionalism you bring to their work.
HR may also believe they have all relevant information, even though they often lack details typically provided by corporate security such as an employee’s previous contacts with law enforcement or threatening social media statements.
A few security directors reported close, functional, collaborative relationships with their HR counterparts.
Most explained that this was not always the case and that the relationship had improved dramatically because of security’s efforts, which involved a gradual process of establishing credibility, educating HR on security’s capabilities and value, and building trust.
Many of us grew up in a world lacking modern safety equipment. We didn’t wear bike, skateboard, motorcycle or ski helmets, we never wore seat belts, and somehow, we survived.
We didn’t worry about getting hurt because we didn’t know what we didn’t know. But as we learned more about what could happen, we changed our behavior and incorporated reasonable safety equipment into our activities.
Eventually, we no longer felt comfortable without helmets and seat belts. It was a gradual process that yielded significant behavior changes.
It’s the same for our HR partners.
In June 2018, I will again present on this topic, this time at SHRM’s Annual Conference. I look forward to gaining additional perspectives from HR professionals and I look forward to continuing the discussion.
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