We must learn to inspire

Given the work of the Security Industry Authority (SIA) aimed at prescribing core competency specifications for the training of security personnel (the ultimate objective being the attainment of a 'Licence to Practise'), and the resulting degree of central control over Basic Job Training that this suggests, these industry professionals might be forgiven for assuming that they'll have little or no role to play in future course design and development. They might also feel they'll be relegated to 'course deliverers'. This is far from the truth.

Even such highly prescribed course content and other future sub-occupation specific training – CCTV operation, dog handling and Cash-in-Transit procedures, for example – still leaves those trainers working as individuals or as part of a wider security training department relatively free to interpret, resource and personalise the various course elements in their own way.

Training mustn't be ring-fenced
Many practitioners may wish to outsource basic training and concentrate on using their expertise by pushing for organisational development. Naturally, SITO will also continue to draw upon industry knowledge for training products, National Occupational Standards and qualifications development to ensure that, at all times, the organisation's work is endorsed by the community it's designed to serve.

What's abundantly clear is that the work of the SIA is of vital importance in that it ensures a mandatory training regime for all security operatives. It's also based upon the National Occupational Standards developed by industry, and will be the result of widespread industry consultations. That said, training cannot be – and neither should it be – ring-fenced. In other words, we should not be looking to the SIA for all the answers to our training questions.

We now know that all sectors will have specified core competency training programmes, and that these will lead to qualifications offered by awarding bodies such as the BII, City & Guilds, Edexcel, the NCFE and the NOCN – but what happens next?

More importantly, perhaps, how do professional trainers ensure that the courses they design or modify provide their employers with qualified employees boasting the right skills to support the success of their businesses and engender a competitive advantage?

And how do they know that the trainees will acquire the skills they need to be both employable and personally fulfilled?

Stage-by-stage instruction
One solution would be to look at the 'Seven Key Stages' model. In Stage 1, select a manageable course development project. In Stage 2, consider the ideological basis for the course in order to identify its key values, beliefs and ethos. Then, in Stage 3, conduct a training needs analysis (and, if favourable, continue with development work to ensure that the proposed course is worthwhile and practical).

Stage 4 entails developing aims and objectives that will set clear intentions and purposes. In Stage 6, consider how the proposed course fits in with the company's training portfolio and, perhaps, the wider educational framework. In the final Stage 7, establish appropriate evaluation and feedback procedures. This will help in reviewing and improving the course for trainees.

That said, this whole procedure can be further simplified by reverting to the 'Five Key Stages' model. In Stage 1, link a development idea to actual training needs. In Stage 2, design the training programme. Stage 3 involves producing the training material. The pilot course is delivered at Stage 4, and then reviewed and evaluated in Stage 5.

Both of these models require essentially the same input. The common starting points will always be defining the type of course that's needed, which is easier said than done.

Trainers operating in the security community of the future will need to demonstrate an ability to create educational solutions that balance the requirements of the SIA while recognising that individual learning styles vary

Investing time and effort into developing something that's already addressed by other means in the organisation (eg coaching, distance learning, etc) or copying something which is already available via another organisation are a frequent occurrence, and a waste of both time and resources. It can also create confusion – for trainees and, ultimately, the customer base of the business.

In the regulated future, it's inspired individuality that will provide the recognition and/or competitive advantage required for success. Through the work being completed by SITO under the auspices of the STEPS programme, we've encountered many examples of such inspiration, and have provided a platform from which people can launch their ideas.

Innovative, exciting, challenging
In the future, trainers will certainly need to develop training schedules that are innovative, exciting and challenging without neglecting the (core) overall aims and objectives. New challenges such as improved communication skills, social skills and conflict management built into scenario-based facilitation must surely be merged with traditional training requirements such as patrolling techniques and search procedures.

Such opportunities place a myriad of demands upon the trainers, as everybody will be looking for inspiration, flexibility and leadership. Leadership that will not emerge if industry trainers continue to focus on worrying about whether five days of training is too much or too little, and whether or not every sub-sector profession should in fact possess individual licenses.

Basic Job Training has become too much of a focal point for our industry, and must now be viewed as nothing more than a stepping stone into the security sector, verification of an existing operative's competence and part of the licensing process.

The security community is concerned at the possible operational impact of extending Basic Job Training, but can our industry seriously afford not to do more? Have we forgotten why we train people in the first place?

In today's streamlined business community the successful trainers will be those that can act as a coach, mentor, facilitator, counsellor and sometimes even as an internal consultant. The ability to manage change has also become something of an imperative.

So, if you're an inspired leader of change, and want to be at the forefront of security's 'new world order', the future of training in our industry may be just what you were looking for.