ABSTRACT
Depending on the size of your organization, security may be integrated within the legal, facilities, human resources, safety, or business services unit. The Security leader must have an understanding of the chain of command and the executives’ view of the priority of security. The need for improvements in a security program or the initiation of an intelligence program may not be the priority of the Human Resources director and can be terminated prior to any presentation to any other company executives. It is imperative the Security leader engage his or her immediate supervisor to garner support for the security and intelligence programs. The improvements in the security program are generally encouraged and supported because they are perceived as part of the Security leader’s job and within the scope of this position. Defining missions; writing policies, procedures, and processes; evaluating staff members; and collaborating with other departments are usually in the job description for this position when the person is hired. Recently, there has been a trend to add riskbased analysis of threats, and conducting assessments has been creeping into the Security manager job descriptions; however, the methodology or even value of these tools is not easily explained to the Legal, Facilities, Human Resources, Safety, or Business Services unit directors.
