As part of the BEMOSA (Behavior Modeling for Security in Airports) project, we interviewed security staff at airports throughout Europe, and found that:
One of the most critical issues identified during these interviews was that nearly 75 percent of security employees perceived that airport top management ignored their opinions about the reality of dealing with security management.
For example, screeners at one airport complained that they could hardly see the screen of the screening device during afternoon shifts, when the sun shone directly on them through the glass panels. Other employees emphasised that even though they operated one of the most modern screening devices, its conveyor belt was too slow and they often had to return to the older device during peak hours.
Add to this the response of more than a third (35%) of interviewees that they were not satisfied with the level of training they received.
This is a clear signal that the rules and protocols do not match the reality of dealing with security management.
This attitude of management has apparently led to another critical issue. More than half (57%) of the interviewees complained that they were understaffed and that there was high staff turnover (49%). This combination can have lethal results as they feed on one another and possibly lead to a lack of motivation and job performance. This possibility was supported by a third of the security employees interviewed (35%), who expressed their low or non-existing motivation in performing their tasks.
Although many of the respondents identified salary as the major motivating factor, a fifth (22%) stated that they were not interested only in their monthly wage but also what human resource managers describe as the typical basis of a good employer-employee relationship. This includes simple behaviors such as praise for a good job, not being punished for trivialities and creating a climate where management stand by their employees and create a feeling of support during day-to-day duties.
*The writer is the initiator and coordinator of BEMOSA
A suggestion that I have made on a few occasions is that every airport management trainee does at least a six month stint as a guard in aviation security. Look, it can't fail. Here's a disciplined body of people from all walks of life dedicated to a single purpose and that purpose, the security and safety of the travelling public, touches every part of the airport operation. It can be an inspiring experience for new graduates to work with, and understand the people who have built up such a skill set that covers everything from one to one interaction to crowd control; who understand, not simply the security function but the philosophy behind it and who apply that knowledge every day of their working lives. Too often managers look at security as a massive cost black hole imposed by government and never as a revenue generating centre that is, in most cases the only contact that their customers have with the airport company. Where there is a staff turnover in any airport employment sector that is greater than 5% should be a cause for concern at director level. It shows a waste of knowledge and training costs and points to a fundamental misunderstanding of the role of the security section.
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