| Why do property managers have problems with | | | | customer service skills. The question then |
| their security guards? Well the answer to that | | | | becomes, how are the guards performing after |
| question can be either complicated or simple. | | | | 5pm and on the weekends, during the hours that |
| There are many factors that can contribute to | | | | you are not there? Are you still getting the same |
| the problems that a property manager can have | | | | level of service? For property managers who are |
| with his security guards including whom the | | | | not on property daily, this question is even more |
| security guard company is, laws and regulations | | | | significant. |
| regarding security guards, budgetary constraints, | | | | Usually, property managers rely heavily on the |
| the security requirements at the property in | | | | input from their clients about the performance of |
| question, the property manager's clients, and the | | | | security during these off hours. The feedback |
| processes and procedures for security guard | | | | that is given by a property manager's clients is |
| vendors to name just a few. As a property | | | | probably some of the most significant feedback |
| manager you can control some of these factors, | | | | that can be given, at times even more important |
| while the others you can only accept. Of these | | | | or revealing than the property manager's. Often |
| factors, the easiest to control are the processes | | | | times, this feedback is only captured periodically |
| and procedures you establish for your security | | | | and is usually part of a larger client survey. But |
| guard company. These processes and procedures | | | | because this feedback is so important, both the |
| can alleviate 80 to 90% of the challenges that | | | | guard company and the property manager should |
| you encounter. | | | | establish a formal process to regularly solicit this |
| Many property managers believe that it is the | | | | type of client feedback. |
| responsibility of the security guard company to | | | | Like off-site property managers, guard company |
| make sure that the level of service that they | | | | supervisory personnel are not always on-property |
| provide remains at a high level. In truth, many of | | | | with the guard, so seeking regular client feedback |
| the problems with security guards begin with this | | | | should always be an ongoing part of the service |
| erroneous belief. Although no one would dispute | | | | that any security guard company provides. |
| the fact that a vendor should supply the best | | | | Typically, with most guard companies there is a |
| service that they are capable of providing, one | | | | field supervisor or other management level |
| must realize that security guard companies are an | | | | employee that randomly checks on the guards |
| especially unique type of vendor. Most vendors | | | | during the guard's shift. While the field supervisor |
| provide you with a service that is usually pretty | | | | is on-property they should be talking with your |
| easy to verify when the job is being well done. | | | | clients to ascertain if there are any comments or |
| For example, if you hire a landscaper and you see | | | | suggestions for improving the service that they |
| that the grass is unevenly cut, then the | | | | are providing. Each guard company should also |
| landscaper is not doing the job well. But with most | | | | establish a process to receive comments or |
| guard companies, the level of service that they | | | | suggestions from you and or your clients, when |
| provide is often not easily discernible. Are they | | | | something is going well or, more importantly, |
| hiring qualified employees? Do they train their | | | | when something is going poorly. Additionally, those |
| guards adequately? What type of supervision do | | | | comments and suggestions and any ensuing |
| they provide? Fortunately, most security guard | | | | corrections or changes in service should be |
| companies do a good job at providing adequate | | | | compiled into a report and tracked. This report |
| service to most of their clients. In fact, with most | | | | should then be provided to the property manager |
| security guard contracts, the level of service | | | | on a monthly basis as part of the overall security |
| initially meets and sometimes exceeds the | | | | service. |
| property manager's expectations. Unfortunately, in | | | | Based on this report of client feedback, property |
| many of these cases a gradual decline in the | | | | managers will have an actionable report that they |
| quality of services seems to occur over time. | | | | and the security guard company can use to make |
| Some property managers believe that this decline | | | | adjustments to personnel or procedures to |
| in quality is to be anticipated with all guard | | | | maintain a high level of service. Property |
| companies, when the truth is that it should not be | | | | managers should also contemplate providing an |
| expected. | | | | abbreviated version of this report to their clients |
| There are four (4) main reasons that the quality | | | | to let them know that their concerns are being |
| of service provided by security guard companies | | | | heard and addressed. If these processes do not |
| tends to decline. Typically those reasons are: | | | | exist, then the security guard company is missing |
| 1. Lack of feedback; | | | | opportunities to improve the service that they |
| 2. Guard and company are not truly held | | | | are providing. |
| accountable for poor performance; | | | | In most cases when service quality begins to |
| 3. Guards are poorly trained; | | | | decline, your clients notice the change and will |
| 4. Inadequate supervision of the guards. | | | | definitely offer insight into the situation. It occurs |
| The easiest to correct of the four (4) is the | | | | far too often that a security guard begins to |
| feedback that is given to the security guard | | | | show poor performance traits that if corrected in |
| company. Irregular feedback for your guard | | | | a timely manner could eliminate future problems. |
| company often means missed opportunities for | | | | Your clients can, and should be, your eyes and |
| incremental increases in efficiency. If you are a | | | | ears when it comes to monitoring your security |
| property manager who is on-property daily, the | | | | guard agency, because the more feedback that is |
| depth of feedback that you can provide to your | | | | given, the more that you will be able to judge the |
| security guard company is probably fairly | | | | strengths and weaknesses of the services that |
| substantial when assessing the security guards | | | | you are receiving. So engage your clients and |
| that you see while you are there. You can see | | | | keep them engaged in defining your level of |
| whether or not the guard is in uniform, if the | | | | security service. |
| guard knows how to do the job, and the guard's | | | | |