recruitment process, the time taken to obtain security clearances, and the expense of providing extensive training. However, investment in a few key interventions can improve the success and efficiency of the recruitment process: developing candid and comprehensive job adverts that include realistic job previews (e.g. videos and interviews to describe ‘a day-in-the-life of a security officer’); holding open days in which candidates can meet existing staff and visit the place of work; capturing sufficient information on the candidate application form to allow scoring and sifting of applications against validated criteria before inviting candidates to the assessment centre; and taking up references and conducting security pre-clearance well in advance so that any irregularities can be addressed early on. Some airports actively encourage staff to circulate job adverts among their friends and family when security vacancies arise, on the basis that close acquaintances will give the best description of the job and working environment, allowing potential candidates to determine their own suitability for the role and self-select accordingly. One of the most widely used selection tools, yet notoriously the least valid, is the interview. The unstructured interview is a very poor predictor of aptitude to perform the security officer job, but there are ways to improve its validity. Structured interviews have been found to have higher validity than unstructured interviews, but perhaps the most worthwhile interview method is a competency-based interview involving Behaviourally Anchored Rating Scales (BARS). Candidates are asked to give detailed examples in which they have demonstrated various competencies and behaviours, which the interviewer then scores against a set of standardised ratings. The resulting data provides a reliable and valid method of making comparisons not just between the candidates on the day, but also against different candidate groups and even with the current staff. Given the wide range of aptitudes required of today’s security officers, a competency-based interview is just one of a battery of tests that should be used to assess potential for the job. Aptitude for customer service can be assessed using role-plays, while
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...one of the most widely used selection tools, yet notoriously the least valid, is the interview. The unstructured interview is a very poor predictor of aptitude to perform the security officer job...
reading, writing and listening can be assessed through comprehension and writing tests. The specific security tasks of X-ray screening and whole body imagery interpretation present a more complex set of aptitudes to assess. However, tests are available that assess an individual’s vigilance, concentration and visual analysis skills, providing a predictive indicator of his or her potential to succeed during training and at the operational task. Underpinning the development of any assessment centre is a Competency Framework that accurately reflects the requirements of the job. It follows, then, that the battery of tests used to select security officers will differ from those used to select team leaders and managers. The job of the security officer has
changed markedly over the past decade and will continue to change in the future. As the job requirements change, so too should the recruitment and selection procedures. Despite increasing automation and use of technology, today’s processes require more communication between security officers and passengers than ever before. It has long been recognised that security officers’ personality types can influence their preference and aptitude for certain security tasks, and so the wide range of tasks provides both benefits and disadvantages in terms of job design. Security officers will always prefer some tasks over others; some will prefer the predictability of knowing what their
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first task of the day will be; but the majority do value the variety that the job provides. But how broad can the security officer role become before one person can no longer reasonably fulfil it? The flexibility afforded by the system currently used in most airports, in which all checkpoint security staff should be able to perform all tasks, could soon become overstretched. Meanwhile, concepts such as remote screening of cabin baggage could change the model by which screeners are deployed. For the foreseeable future, the human operator will continue to be an integral part of the security system and the ultimate decision-maker. Robust recruitment and selection processes are a vital component of resourcing, but to sustain the performance, adaptability and motivation of the security officer, a much wider set of human factors issues involving organisational and job design, team leadership, supervision, performance management and the working environment must also be considered.
Adam Brownson is an Associate Director at LeighFisher. LeighFisher has recently acquired the London and Netherlands- based transportation practice of Booz & Company to strengthen its European infrastructure consulting operations. The acquisition doubles the size of LeighFisher’s European operation, strengthening its team of industry experts as the Company expands into new markets globally.
June 2012 Aviationsecurityinternational
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