Security, Professional, and Business Services the Language of PayrollGP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a43444652018-01-18T05:00:00ZMark Folmer, CPP<p></p><p></p><p>Payroll in the security service business is not rocket science, but that does not mean it is easy. Paying people for the hours that they work ties into scheduling, time and attendance, industrial relations, human resource management, and billing. </p><p>There are rules to follow, and these rules are not followed just once. Add tens, hundreds, and even thousands of guards to the equation, then mix in tens, hundreds, and even thousands of sites. Each of these sites has rules, realities, regulations, certification requirements, and particularities—as do the respective guards. The potential for errors and pitfalls is huge, and comes with real consequences.</p><p>A well-designed back-office system can help you handle all these variables efficiently and prepare your employees' attendance data so that it integrates easily with your payroll system.</p><p>Still, those who work in sales, operations, training, and human resources should be aware of certain key payroll terms and realities in order to avoid costly pitfalls and better understand costs--even if there is a payroll specialist on staff. Employee pay rate is just a piece of the puzzle, so let's call it the top line. </p><p>Think of the table below as one of those pocket language guides you might carry in a foreign country. My company has clients in both the United States and Canada, so we must be aware of forms and regulations for both countries. </p><table width="100%" class="ms-rteTable-default ms-rte-paste-settablesizes" cellspacing="0"><tbody><tr><td class="ms-rteTable-default"><strong>Term</strong></td><td class="ms-rteTable-default"><strong>Explanation</strong></td></tr><tr><td class="ms-rteTable-default">T4 (Canada)</td><td class="ms-rteTable-default">Employers (resident or non-resident) need to complete form T4, Statement of Remuneration Paid, for employees to whom they have paid "employment income, commissions, taxable allowances and benefits, or any other remuneration."</td></tr><tr><td class="ms-rteTable-default">W-2 (U.S.)</td><td class="ms-rteTable-default">Every employer who pays an employee $600 or more for the year and withholds taxes for services performed must file a Form<strong> </strong>W-2, Wage and Tax Statement, for each employee.</td></tr><tr><td class="ms-rteTable-default">T4A (Canada)</td><td class="ms-rteTable-default">In a calendar year, you may make payments relating to employment, like fees, allowances, or pensions, that total over $500. Or, you may have deducted taxes from such payment. In either case, you must fill out form T4A,<strong> </strong>Statement of Pension, Retirement, Annuity, and Other Income<strong>. </strong>Note that there are exceptions to these rules.</td></tr><tr><td class="ms-rteTable-default">ACA (U.S.)</td><td class="ms-rteTable-default">The Affordable Care Act, or healthcare law, details employer benefits and responsibilities, which vary according to the size and structure of your workforce.​</td></tr><tr><td class="ms-rteTable-default">1099 (U.S.)</td><td class="ms-rteTable-default">The Internal Revenue Service's (IRS) Form 1099-MISC, Miscellaneous Income, needs to be filed for each person who is not an employee and to whom you have paid at least $600 for services performed.</td></tr><tr><td class="ms-rteTable-default">Workers' Compensation (Canada) </td><td class="ms-rteTable-default">Employees who suffer an occupational injury or illness are eligible for workers' compensation benefits. Each province and territory has a board that makes decisions on such claims. (In the United States, workers' compensation is generally handled through private insurance.)</td></tr><tr><td class="ms-rteTable-default">Overtime</td><td class="ms-rteTable-default"><p>Overtime pay (OT) refers to employee wages that need to be paid at higher than the normal rate because the hours worked exceed "the number of hours deemed to constitute a normal workweek or workday."</p><p>OT varies based on jurisdiction, but in general OT can be 1.5 or 2 times a regular wage rate.</p><p>In the United States, salaried people can be entitled to OT if they earn less than the threshold, which is currently $913 per week; however, there are other conditions.</p></td></tr><tr><td class="ms-rteTable-default">Federal Holiday (U.S.) Statutory Holiday (Canada)</td><td class="ms-rteTable-default">This is a holiday authorized by the U.S. federal or Canadian federal and provincial governments, respectively. In addition to government organizations, other business entities may also observe the holiday. Employees required to work on such a holiday may receive wages above their normal rate.</td></tr><tr><td class="ms-rteTable-default">Break/Meal Periods</td><td class="ms-rteTable-default">Break and meal periods are obligatory pauses from work at defined intervals.</td></tr><tr><td class="ms-rteTable-default">Callback/Report-in Pay</td><td class="ms-rteTable-default">If, due to an emergency, an employee is asked to return to work after leaving work or during a paid leave, they earn callback or report-in pay.</td></tr><tr><td class="ms-rteTable-default">Direct Deposit</td><td class="ms-rteTable-default">A direct deposit is a free electronic deposit of funds into one's bank account.</td></tr><tr><td class="ms-rteTable-default">Final Paycheck</td><td class="ms-rteTable-default">When an employee leaves a firm, the final paycheck includes regular wages as well as any unused accumulated annual leave, calculated at the employee's former regular pay rate.</td></tr><tr><td class="ms-rteTable-default">Minimum Wage</td><td class="ms-rteTable-default">The lowest wage rate an employer can legally pay an employee is called the minimum wage.</td></tr><tr><td class="ms-rteTable-default">Minimum Wage - Exemptions</td><td class="ms-rteTable-default">Certain employees, under certain conditions, may not be covered by certain parts of the minimum wage legislation in your jurisdiction. Or, special rules may apply to these employees. Consult your local authority.</td></tr><tr><td class="ms-rteTable-default">Payout of Vacation/Sick Pay</td><td class="ms-rteTable-default"><p>Vacation pay is a supplemental wage payment based on length of service to the company and a percentage of annual wages.</p><p>Sick pay is any amount you pay under a plan to an employee who is unable to work because of sickness or injury. These amounts may be paid by a third party.</p><p>Both payouts are subject to withholding taxes, as if they were regular wage payments.</p></td></tr><tr><td class="ms-rteTable-default">Payroll Deductions</td><td class="ms-rteTable-default">Whether mandatory or voluntary, payroll deductions<strong> </strong>are amounts withheld from an employee's gross wages.​</td></tr></tbody></table><img src="file:///C:/Users/FLORA~1.SZA/AppData/Local/Temp/50/msohtmlclip1/01/clip_image002.png" alt="" style="margin:5px;width:624px;" /><p> </p><p>Considering how much the security service sector depends on quality talent, it is important to get the details of payroll right--first time and every time. </p><p><em>Mark Folmer, CPP, is vice president for the security industry at TrackTik. He is a member of the ASIS Security Services Council and ASIS senior regional vice president for Region 6, Canada. He also serves on the PSC.1 Technical Committee and Working Group.​</em></p><p>​</p>

Security, Professional, and Business Services the Language of Payroll ASIS 2017 Exhibit Hall: An Interactive Learning Lab 2017 Product Showcase is More: A KISS Approach to ESRM Professional Path Executives at Home Security: Worse Than Hyperbole 2017 Product Showcase Crimes in 2015 2017 Industry News Model 101 News October 2016 To Host First Security Week 2016 Product Showcase Security Triumvirate in Orlando Online January 2016 2015 Product Showcase to Manage a Merger Seminar Product Showcase Persuasion

 You May Also Like... Executives at Home<p>​</p><p dir="ltr" style="text-align:left;">Maybe it's temporary copycatting, or it could be a new trend, but more and more executives and other high-profile figures are experiencing protest attacks at home.</p><p dir="ltr" style="text-align:left;">In just the first five months of 2017, protesters have gathered outside the homes—not offices—of the following U.S. executives, political leaders, and other prominent persons:</p><ul dir="ltr" style="text-align:left;"><li>Wells Fargo CEO Tim Sloan</li><li>Facebook CEO Mark Zuckerberg </li><li>U.S. Bank CEO Richard Davis</li><li>Robert Mercer, co-CEO of hedge fund Renaissance Technologies</li><li>Ivanka Trump</li><li>U.S. Senator Mitch McConnell</li><li>U.S. Representative Maxine Waters</li><li>U.S. Federal Communications Commission Chairman Ajit Pai</li></ul><p dir="ltr" style="text-align:left;"><br></p><p dir="ltr" style="text-align:left;">Protests at executives' homes are wildly unpredictable in their timing and other characteristics. Throngs ranging from a dozen to hundreds of protesters may appear overnight after a news report or a social media posting. This can happen despite the real possibility that the account that led to the protest is inaccurate, exaggerated, or even completely false. </p><p dir="ltr" style="text-align:left;">Regardless, spontaneous mobs or paid protesters may show up at an executive's house to express their displeasure, disturb the neighbors, block access to the home, and frighten the home's occupants by bombarding them with chants, signs, and angry marchers. </p><p dir="ltr" style="text-align:left;">One client of ours was targeted at home by protesters opposed to his company's marketing, which appealed to children. The protesters' presence and aggressive tactics caused the executive's special-needs son to panic and attempt to escape the home from a second-story window. Protests at homes are not always innocent. They are sometimes belligerent and can lead to bad outcomes for the family or the protesters. </p><p dir="ltr" style="text-align:left;">What can a security department or its executive protection division do to minimize the potential harm to executives (a duty they owe to those important, exposed employees) and even to protesters (whose injury could lead to bad press for the company)? </p><p dir="ltr" style="text-align:left;">The answer is anticipation and preventive measures. As for anticipation, one of our clients, a large multinational corporation, takes special efforts to track mentions of the company and its executives—not only in news sources but also in social media. The company's intelligence team also joins the distribution lists of adversarial organizations and, when possible, uses geofencing to monitor social media activity that mentions executives' homes or originates near them. Staff members also conduct research on the specific individuals who make potentially threatening comments online to gauge their possible dangerousness. </p><p dir="ltr" style="text-align:left;">In addition, it makes sense to delist the executive's home phone number to minimize the risk of abusive calls and to make it harder to find the executive's address. Delisting is difficult and not reliably permanent, but it is worth a try. A dedicated adversary may still be able to find the phone number and address, but there is no reason to make the task easy, especially for less-organized, spur-of-the-moment, or unbalanced persons. </p><p dir="ltr" style="text-align:left;">This anticipatory work, along with planning, makes it possible to implement special measures quickly when risk spikes. The following are some of the measures security personnel can put in place when they detect a plausible risk of protests at an executive's home:</p><ul dir="ltr" style="text-align:left;"><li>Provide security driving services to the executives and possibly to members of their families. Protesters may swarm or attack personal vehicles, and a security-trained driver would be better equipped to avoid or otherwise handle such incidents.</li><li>Contract for a law enforcement presence outside the executive's home. If the protesters remain on public property and are not violating the law, police may not do anything to protect the executive. However, a police officer in a marked or unmarked patrol car parked in front of the house may help keep the situation from escalating. </li><li>Set up temporary exterior video cameras, viewing 360 degrees outward from the home, to monitor and document protester behavior, especially any trespassing or throwing of projectiles.</li><li>Make sure the home has bright floodlights shining outward at night so protesters cannot easily trespass undetected.</li><li>Remind the family to turn on its security alarm system.</li><li>Consider having the family live elsewhere for a few days.</li></ul><p dir="ltr" style="text-align:left;"><br></p><p dir="ltr" style="text-align:left;">Protests at executives' homes are disturbing and potentially dangerous. They cannot be prevented, but with careful research and planning, they can be managed.</p><p dir="ltr" style="text-align:left;"><em>Robert L. Oatman, CPP, is president of R. L. Oatman & Associates, Inc.</em></p>GP0|#3795b40d-c591-4b06-959c-9e277b38585e;L0|#03795b40d-c591-4b06-959c-9e277b38585e|Security by Industry;GTSet|#8accba12-4830-47cd-9299-2b34a4344465,-Expert-Says.aspxBag Checks At Hotels Unlikely To Become New Normal, Expert Says<p>​In the aftermath of the Las Vegas shooting that killed 59 people and wounded more than 500 others, many are wondering if hotels will change their security policies and procedures. </p><p>One area of concern is if hotels will begin implementing bag checks because gunman Stephen Paddock was able to smuggle 23 firearms, along with other equipment, into his suite at Mandalay Bay to carry out Sunday’s massacre.<br></p><p>The Wynn resort in Las Vegas—located on the opposite end of the Vegas Strip from the Mandalay Bay resort—introduced security guards on Monday afternoon to screen visitors with metal-detector wands. It also implemented a bag check, which created a 10-minute wait to get inside the facility. <br></p><p>This is unlikely to become the new normal for hotel security in the near future, however, says Russell Kolins, CEO of the Kolins Security Group and chair of the ASIS International Hospitality, Entertainment, and Tourism Security council.<br></p><p>“Hotels are in the business of selling privacy—they’re offering hospitality and selling privacy,” Kolins explains, adding that hotels would likely start to lose business if they began checking bags—especially in locations like Las Vegas. <br></p><p>“In Vegas especially, what happens in Vegas stays in Vegas,” Kolins says. “People bring items they don’t want other people to see.”<br></p><p>At airports, travelers are subject to bag searches—as well as body scans—because they are a different kind of target than a hotel. Travelers also have no expectation of privacy while on a plane, except for in the bathroom, unlike in a hotel where travelers expect privacy within their room, Kolins says.<br></p><p>One policy that might need to be revisited following the shooting, however, is how hotels handle checking rooms that have a “Do Not Disturb” sign on the door. <br></p><p>Paddock checked into the Mandalay Bay on Thursday and kept a “Do Not Disturb” sign on his hotel door throughout his stay. This meant hotel cleaning staff did not enter his room, <a href="" target="_blank">according to a hotel worker who spoke to The New York Times,​</a> because housekeeping is only allowed to enter a room with such a sign on it if a security guard is present.<br></p><p>Requiring a security guard be present to enter rooms with privacy signs is the right move, Kolins says, but hotels should consider changing their policies to require room checks every other day.<br></p><p>“That’s an arbitrary period of time, but I think a policy should be instilled to at least check on the rooms,” Kolins says, adding that hotels would have to make patrons aware of the policy. But such a policy could, potentially, prevent an individual from using a hotel room for an extended period of time to plot a criminal act.<br></p><p>Kolins leads a team of court-certified security experts at his firm. He says he thinks it’s unlikely that Mandalay Bay will be sued for negligence for the shooting because to sue for negligence, plaintiffs must be able to show foreseeability. <br></p><p>“This is unprecedented—nothing like this has ever happened,” Kolins explains. “If something happens the first time, it’s not foreseeable.”<br></p><p>Now that such an attack has happened, though, if a similar attack happens plaintiffs could potentially bring a lawsuit saying it was foreseeable. In response, Kolins says he expects the hotel security industry to begin having seminars and tabletop meetings to determine how they would handle a similar case.<br></p><p>“I think what this has done is show that the slogan ‘expect the unexpected’ is again proven to be true,” Kolins says. “It wasn’t foreseeable because it was unprecedented.”​<br></p>GP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465 Model 101<div><p>​</p><p><img src="/ASIS%20SM%20Documents/1216%20Sidebar%20Graphic%202a.jpg" class="ms-rtePosition-2" alt="" style="margin:5px;width:356px;" /><br></p><p>Maturity models are a tool used a range of business sectors, including​ manufacturing, software engineering, operations, and logistics. The model is often used to help set process improvement objectives and priorities, and it can provide a method for appraising the state of an organization’s current practices. </p></div><p>Researchers at Carnegie Mellon University (CMU) have been developing early maturity model prototypes since the 1980s. In 2002, CMU released the first version of the Capability Maturity Model Integration (CMMI) tool, which was developed by a group of experts from industry, govern­ment, and CMU’s Software Engineering Institute. Updated versions of the tool were released in 2006 and 2010. </p><p>The Ernst & Young (EY) physical security maturity model developed with Caterpillar is based on this CMMI tool, and also on EY’s cybersecurity maturity model.</p><p>This tool uses a level 1 through 5 rating scale to define maturity levels: (1) Initial, (2) Repeatable, (3) Defined, (4) Managed, and (5) Optimized. For a hypothetical example, take the compliance component of a security department. In the Initial stage of a maturity model, processes are unpredictable, poorly controlled, and reactive. Thus, in that initial stage, the security department is conducting its compliance activities in a haphazard way—putting out fires when they flare, with no real established process for doing so. ​</p><p>When compliance reaches level 3, Defined, the compliance process is established and proactive—perhaps with guidelines enforced by a compliance officer. At level 5, Optimized, the process is so well-established, managed, and defined, that the focus is now on process improvements.  </p><p>​​</p>GP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465