Security officers in whatever scenario should be well trained, well presented and motivated. If this wasn’t the case you would be looking elsewhere for a new provider. These officers become part of the business, understanding how things operate across the sites they secure.

But like everyone else these officers are only human. They may get sick from time to time or may go away on holiday for a week or two. What happens then?

A key cornerstone to a robust security provision is strong relief cover. Relief cover needs to be just as able as your core provision. This is a challenging aspect within the security industry but can be achieved through the three methods below:

1. Using a Security company with a large officer pool

Cordant security has its own in house recruitment and vetting team, ensuring candidates are being actively attracted to the business. Thereafter, we have a centralised scheduling team working 24/7 to ensure the needs of the officers and the businesses they operate with are taken into account to deliver market leading shift coverage without the need for subcontractors.

We have over 800 officers in our relief teams throughout the UK that all have their own designated sites to cover in the event of any illnesses or to cover scheduled holidays. This has allowed us to have a shift cover rate of over 99%.

2. Ensuring all officers have the appropriate training

All officers should have the required training to fulfill their security duties for the client, and the site they will be operating on. Cutting corners in this area reduces the effectiveness of the security provision and could potentially pose a major threat to health and safety. Such as not knowing where the fire alarm is.

Our Relief Officers complete a contract induction and site specific training to make sure they are familiar with the requirements of the contract, the risks and our implemented assignment instructions. This enables us to mitigate the risks of underperformance associated with unplanned absence and make sure we provide a consistent service standard throughout the contract lifecycle.

3. Limiting the number of sites a relief officer covers

If a relief officer is working over many differing sites how can they be expected to keep such a wide range of knowledge fresh in their mind? No amount of training would solve this issue as it’s too much knowledge to hold.

Relief officers should have a limited amount of client sites they can cover to build up tacit knowledge, and not just rely on Assignment Instructions.

As part of our service resilience model we allocate our relief officers to the bare minimum number of sites possible. This is determined by their location and level of skill and competency. This enables them to develop a familiarity with the requirements of the contract, specification levels and customer care requirements.

These three rules will ensure that even when a solid security provision needs support that the positions will always be filled by fully trained officers who can seamlessly fit into the role left by the core officer.