With service-led industries such as security surrounded by a cocktail of challenges, companies should be looking to technology, decent pay and social responsibility to help them reverse the tide

Many service-led businesses, not just those operating in security, are grappling with a series of unprecedented challenges caused at least in part by the upheaval of the past two years. From April, unless the UK government U-turns, National Insurance contributions will rise by 2.5%, with minimum wage going up to £9.50 per hour.

Meanwhile, the Real Living Wage will also rise to £9.90 per hour and £11.05 in London. All of this is set against (and partially caused by) a backdrop of record inflation which has exceeded 5% – a situation created by higher commodity prices and shipping costs.

Meanwhile, an acute labour crisis is also taking its toll. Currently, there are well over a million job vacancies in the UK, many of them being in service-led industries that have suffered from crippling uncertainty during the COVID-19 pandemic. Reduced migration is one factor, working in tandem with the ‘Great Resignation’ trend to take large chunks out of the workforce.

In regard to the latter, this is being caused by older workers wanting to retire earlier and younger people choosing to travel, remain in education or set up their own businesses as opposed to entering the labour market.

In the security sphere meanwhile, there are up to 10,000 experienced officers staffing quarantine hotels and vaccination centres around the country. Add to this the perception that our sector is rarely a first-choice career, and the workforce challenge looks somewhat daunting.

Indeed, the combination of increasing costs and labour shortfalls has created something of a perfect storm, which begs the question – how can you keep your buildings, people and assets safe without breaking the bank? Despite the challenging circumstances, there are steps we and businesses in other struggling sectors can take to address some of the difficulties mentioned.

Bold businesses offer smarter solutions

The first is to adopt a bolder approach to the integration of technology and people. In our industry, security officers will forever play an essential role in the offering we provide to clients of all shapes and sizes. However, smart use of technology can not only help to reduce some of the cost burdens and pressures created by labour shortages, but also enhance the quality of service provided. There is an abundance of security monitoring technology on the market today, solutions which can lead to substantial savings if deployed effectively. Doing so can free up funds to offer more competitive pay.

Paying just the minimum wage is no longer enough, and we are readily seeing security officers taking on roles elsewhere, chiefly in less risky retail settings. This is an inescapable reality, and only by offering wage improvements will the sector be able to attract and retain the skilled people it needs to thrive.

It will take more than a decent salary, too. Employers should be striving to run an organisation that people choose to work for. That means offering other reasons to keep people with you for the longer-term, including performance-related bonuses, flexible working conditions, enhanced training opportunities and a welcoming, vibrant company culture.

Companies with a social purpose will prevail

The cultural aspect is a particularly important one to us. We take huge pride in looking after our people and are recognised as the only major social enterprise in the security sector. What does this mean in practice? As well as being a Living Wage Recognised Service Provider, our work contributes to Buy Social targets which form part of the Social Value Act 2012, ensuring our supply chain is diverse, ethical and sustainable.

Those working for us will also benefit from key support structures, including a team of some of the most highly trained and experienced security offices in the sector and a state-of-the-art technology setup operated out of our centre in Glasgow.

It is important to note that there is also a strong business case behind operating as a socially conscious organisation. From consumers and customers being put off by firms with questionable ethical practices to the social priorities that investors are increasingly placing on their investment decisions, there are many reasons why operating as a social enterprise can pay dividends.

There is no doubt that tough times lie ahead as we recover from the disruption caused by the last two years – rising cost pressures and labour shortages won’t go away with the flick of a switch. However, by thinking positively about investment in technology and your offering as a socially responsible employer, we firmly believe the future look will look a lot brighter.

Mike Bullock is CEO of Corps Security