Why do property managers have issues with their security officers? Well the reply to that question could be either complicated or simple. There are many factors that may bring about the issues that a property manager may have with his security officers including whom the security guard company is, laws and regulations regarding security guards, budgetary constraints, the security requirements at the property in question, the property manager’s clients, and the processes and procedures for security guard vendors to name just a few. As a property manager it is possible to control many of these factors, while the others you can only accept. Of those factors, the simplest to control are the processes and procedures you establish for your security guard company. These processes and operations can alleviate 80 to 90% of the challenges which you encounter.
Many property managers believe that it must be the obligation in the security guard seattle to ensure that the amount of service which they provide remains at a top level. In fact, most of the difficulties with guards start out with this erroneous belief. Although no person would dispute the fact that a vendor should provide the best service that they are competent at providing, you have to understand that security officer companies are an especially unique type of vendor. Most vendors supply you with a service that is usually pretty simple to verify once the job has been well done. For example, in the event you employ a landscaper and also you notice that the grass is unevenly cut, then this landscaper is not really doing the job well. Though with most guard companies, the degree of service they provide is frequently not easily discernible. Could they be hiring qualified employees? Do they really train their guards adequately? Which kind of supervision do they really provide? Fortunately, most security officer companies do a good job at providing adequate service to almost all of their customers. In fact, with many security officer contracts, the amount of service initially meets and often exceeds the home manager’s expectations. Unfortunately, in most of these cases a gradual decline in the quality of services generally seems to occur with time. Some property managers think that this decline in quality will be anticipated with guard companies, when the truth is that it should not be expected.
The best to improve from the four (4) will be the feedback that is presented to the safety guard company. Irregular feedback for the guard company often means missed opportunities for incremental increases in efficiency. Should you be a house manager that is on-property daily, the depth of feedback that one could provide to your security officer company is probably fairly substantial when assessing the safety guards that you simply see while you are there. You will see if the guard is within uniform, in the event the guard knows how for the job, and also the guard’s customer care skills. The question then becomes, how would be the guards performing after 5pm and on the weekends, during the hours that you are not there? Are you still getting the same degree of service? For property managers who are not on property daily, this question is a lot more significant.
Usually, property managers rely heavily on the input off their clients about the performance of security through these off hours. The feedback which is offered by a home manager’s clients is most likely probably the most significant feedback that can be given, sometimes much more important or revealing compared to the property manager’s. In many cases, this feedback is just captured periodically and is also usually a part of a larger client survey. But because this feedback is so important, both the guard company and the property manager should begin a formal process to regularly solicit this kind of client feedback.
Like off-site property managers, guard company supervisory personnel are not always on-property with the guard, so seeking regular client feedback should be a continuing portion of the service that any security guard company provides. Typically, with many guard companies there exists a field supervisor or some other management level employee that randomly checks on the guards through the guard’s shift. As the field supervisor is on-property they must be talking to your customers to find out if you will find wfexud comments or suggestions for improving the service they are providing. Each guard company must also establish a process to get comments or suggestions from you as well as your customers, when something is certainly going well or, moreover, when something goes poorly. Additionally, those comments and suggestions and then any ensuing corrections or alterations in service ought to be compiled in to a report and tracked. This report should then be given to the property manager every month within the overall security service.
Based on this report of client feedback, property managers could have an actionable report that they and the security officer company are able to use to create alterations in personnel or procedures to keep a higher amount of service. Property managers must also contemplate providing an abbreviated version of the report with their clients to let them know that the concerns are being heard and addressed. If these processes usually do not exist, then the security officer company is missing possibilities to increase the service they are providing.
Generally when service quality begins to decline, your customers see the change and can definitely offer insight into the situation. It takes place far too often that the security guard actually starts to show poor performance traits that if corrected in a timely manner could eliminate future problems. Your customers can, and really should be, the eyes and ears when it comes to monitoring your security guard agency, because the more feedback which is given, the more that you may be able to judge the good and bad points in the services that you will be receiving. So engage your clients and keep them engaged in defining your level of security service.