For those persons not easily moved, the security director must put the framework in place to bring the slow adapters along and ensure they are not undermining the spirit and effort of the new hires. While it may seem self evident, standards need to be in place which treat customer service as a priority. A standard as simple as acknowledging the arrival of a customer by the security officer can have significant impact. The training program must of course be consistent with the standards and unless it has been reviewed in the last several years, it may well be heavily skewed towards law enforcement and the technical aspects of casino security. Once the appropriate training program is established, the performance evaluation process can be employed to help bring along the more intransigent workers and to recognize and reward those who are meeting the new expectations.
With time and persistence, the individual security officer and the department as a whole can be seen as key components in ensuring the delivery of good customer service, while at the same time ensuring the gaming environment is both safe and secure. The ability to contribute in so many ways to the success of the property is a source of job enrichment for the individual and a more effective use of this valuable resource, but to make it all work, the officer needs to be flexible, adaptable and ready to play a wide variety of roles on a moments notice.
By Gerald N. Boose, contributing writer in the field of security, surveillance and regulatory compliance, and Past President of the Canadian Association of Casino Security Directors.