"Your team performs at the level you set — not the level you hope for."
Performance Management
Instructor Sele: Your team is your product. A client who experiences a poorly performing guard does not think badly of that guard — they think badly of SafeHaven. Performance management is how the SOC maintains the standard that every client deserves and every guard is capable of achieving.
Section 1 — The Performance Management Framework
Performance management is a continuous cycle — not an annual event. Set clear expectations (post orders, SOPs, induction set the standard before the guard begins). Monitor performance (supervision, spot checks, log reviews, patrol verification). Provide feedback (ongoing, specific, constructive — not saved for the annual review). Address underperformance (early, formally, documented). Recognise good performance (acknowledge and reward professional conduct).
Guards perform to the standard that is set and enforced. If the SOC tolerates poor uniform standards, poor attendance, or incomplete logs — those standards become the new normal. If the SOC enforces high standards consistently and fairly, the team rises to them.
Section 2 — Managing Underperformance
When a guard's performance falls below standard, the SOC follows a structured process: identify the specific performance gap; investigate whether this is a skills gap (cannot do it) or a will gap (will not do it) — these require different responses; counsel (a formal documented meeting: state the issue, set the standard, agree an improvement plan with a timeline); monitor against the plan; escalate to formal disciplinary proceedings if performance does not improve; and document every step — undocumented performance management is unenforceable.
| Step | Action |
|---|---|
| 1. Identify | Define the specific performance gap |
| 2. Investigate | Skills gap vs will gap — they require different responses |
| 3. Counsel | Formal documented meeting: issue, standard, improvement plan, timeline |
| 4. Monitor | Review against the improvement plan at agreed intervals |
| 5. Escalate | Formal disciplinary proceedings per HR policy if no improvement |
| 6. Document | Every step in writing — undocumented = unenforceable |
Section 3 — Managing a Guard Found Under the Influence
If a guard is found to be under the influence of alcohol or drugs on duty: remove from duty immediately — they may not remain on post under any circumstances; ensure coverage (activate the cover roster before addressing the individual); document (record the observable signs that led to the suspicion); initiate formal disciplinary proceedings — this is serious misconduct; and notify the client if post coverage was affected.
This is non-negotiable. A guard under the influence is a liability — to themselves, to colleagues, and to the client. Their presence on post is a legal exposure for SafeHaven. Remove them. Do not rationalise or delay.
Section 4 — Managing High Performers
High performers require management too — the most common mistake is ignoring them because they're not causing problems. High performers who are not recognised, developed, or challenged will leave — taking their capability with them.
Manage high performers by recognising their contribution explicitly and specifically, providing development opportunities (advanced training, acting supervisor roles), addressing any standards violations (even high performers must follow post orders), and including them in succession planning conversations.
- •Performance management is continuous — not an annual event
- •Skills gap vs will gap: identify which before choosing the response
- •A guard found under the influence must be removed from duty immediately — no exceptions
- •Document every stage of performance management — undocumented processes are unenforceable
- •High performers need management too — recognise, develop, and hold to standards
"The hardest performance management conversation I ever had was with my best guard. He was exceptional in every operational respect — but consistently 10 minutes late for his shift. I documented it. I counselled him. He improved for two weeks then slipped again. I escalated. He was furious — 'I'm your best guard and you're disciplining me for being late?' I told him: 'You're my best guard in every way except one. Fix the one.' He did. He's now a shift supervisor. Standards exist for everyone or they exist for no one."
A guard is found to be under the influence of alcohol on duty. The operations commander's immediate action must be: