Issue link: https://securitytechnologyexecutive.epubxp.com/i/118926
COVER STORY ���Weapons selection requires careful analysis. Knee-jerk reactions to violent events should never drive the decision to arm a protection force, and neither should tradition. A former law enforcement officer may feel comfortable with a handgun, but that does not mean it is appropriate.��� into the time necessary for SWAT teams or lone police officers with rifles to respond. The time it takes for an assault to occur, or to block a punch, or to retreat, etc., are just hard to grasp by most of us, including security managers. Ask these key questions when formulating emergency plans incorporating the use of force: ��� Who will respond? ��� What will they do when they arrive on scene? ��� How quickly will they arrive? ��� What can we do to facilitate their effective response? Weapons selection requires careful analysis. Knee-jerk reactions to violent events should never drive the decision to arm a protection force, and neither should tradition. A former law enforcement officer may feel comfortable with a handgun, but that does not mean it is appropriate. Weapons are really only as effective as the user. They must be in the hand of someone proficient with them. This does not mean just trained or certified or licensed ��� it means being skilled and practiced. The definition of ���great bodily harm��� or ���serious bodily injury��� must be firmly understood by all armed personnel as well as those doing the arming. When, Where and How Officers Should Be Armed Weapons of some type are common in protective service work. Generally, non-lethal or less-than-lethal options such as OC or pepper spray are used. There may be handcuffs for restraining those who are dangerous. Driven by concern over active shooter scenarios, we are seeing handguns and in some cases, shoulder weapons (rifles or shotguns) employed where they were not previously used. Armed assailants require an armed response. Managers must be continually attuned to changes in the threat level so that they can make the best decisions regarding arming their subordinates. Another driver for arming is the threat of robbery. Facilities that have cash or other high-value assets such as computer chips or rare art are attractive targets for robbers. One more threat deserves mention: multiple assailants. Management must carefully assess those situations where an officer or someone the officer has a duty to protect is confronted with more than one adversary. Common examples include sporting events and nightclubs. When Officers Should Use Restraint Most situations ��� even some of those outlined above ��� require diplomacy and restraint instead of the use of force. These situations are challenging because they require patience and tact properly mixed with vigilance. Protection officers must be the ���ambassadors��� of the organization. They must be masters of customer service while serving as management representatives; and they must remember to keep safety as the top priority while being patient and understanding. Here���s a look at different groups of people that should be approached with restraint in most cases: People with communications difficulties: Those who are hearing impaired or speak a foreign language can be a challenge. Having officers receive instruction in sign language through a local human service agency may make a lot of sense in terms of learning, cost containment and community relations. People with mental illness: The overwhelming majority of these people simply need patience and understanding. They are not violent. Officers need to listen to them, Use of Force Self-Assessment for Security Executives Can you as a security executive answer these five questions? 1. What education, training or experience have I had regarding the use of force? 2. What is my personal philosophy on the use of force by security officers? 3. Can I articulate the philosophy of my employer and/or client regarding the use of force by security officers? 4. Are there gaps or conflicts between that philosophy and what is practiced on the worksite? 5. What are the possible direct, indirect and extra-expense sources of loss which could result from a protection officer using or misusing force to my client or employer? 30 SECURITY TECHNOLOGY EXECUTIVE ��� April 2013 www.SecurityInfoWatch.com