It is one of the most difficult parts of being a manager – keeping your employees happy during periods of change. One of the most stressful changes an employee can face is the introduction of a CCTV surveillance system. So, the purpose of this paper is to give you some insight into what your employees think about the sudden introduction of a CCTV system and prepare you with some strategies to minimize harmful effects of the introduction.
When I designed systems for end users, one of the most common things I heard was my employees are all scared. I heard it so often that I not only took notice of it, but began to be troubled by it. Why are employees scared? And what can management do to minimize this fear?
To answer the first question, I went out and started talking to staff of places that had CCTV systems recently installed. The most common thing I heard was that staff members felt that the cameras were installed because management was trying to catch them doing something wrong. Many people suggested that they were worried that management was going to watch to see how hard they were working. Others thought it was a sign that management suspected staff members were stealing. People were uneasy with the thought of being watched.
Social psychology has proven many times that people behave differently when they are being watched. But, I would be interested in reading a study about how staff members react to the introduction of CCTV cameras. Specifically what does CCTV do the employee productivity, absenteeism, and turnover? (If anyone has read such an article, please contact me.) My suspicion is that the classic equation will hold true. Uneasy employees are less productive, they miss more work, and they leave more frequently.
So, what can a manager do to assuage those feelings and keep their staff happy through the introduction of a CCTV system? In my mind, a successful introduction comes down to five easy steps.
1. “We are going to get a CCTV system.”
The first step is to tell your staff that you have decided to purchase a CCTV system. There is no use trying to hide it from them – they will find out the second it is installed. If you tell them early, at least they aren’t going to be surprised. It also gives you the opportunity to involve them in the decision making process (which is step 2). While I recommend that you tell them the honest reasons why you want a system, it may be prudent to downplay employee theft and focus on employee safety and getting rid of shoplifters.
2. “Help us design it.”
This is the biggest opportunity you will get to make your system better. No surveillance specialist will know as much about how your operation works as well as your front line staff. If you want to put an end to theft, talk to your staff. If you want to cut costs, talk to your staff. I’m amazed by how many companies hire expensive management consultants when they could get the same net effect by talking to their employees. Ask for their input. What areas need special coverage. Where are the problems? What most needs to be watched?
3. Take employee thoughts into consideration in the final plan
Asking for help will come across as patronizing unless you actually take some of their advice. You don’t have to follow every suggestion, but you should be prepared to explain why you didn’t follow employee A’s suggestion that you put a camera in the change room.
4. “Here is our system.”
Once the system is set up, I encourage you to actually show it off. Make sure every staff member knows where the (visible) cameras are. Make sure every staff member has an idea what each camera ’sees’. Not only does this give you a chance to deal with any last minute uncertainty, but it also makes you look forthcoming about the system. And, perhaps most importantly, if you are trying to catch a staff member who you believe is stealing, this is a great way to set the “hidden camera trap”.
What about the hidden camera trap? Essentially, you know that your staff will notice visible cameras. There is no
way around that. However, if you suspect that someone is stealing from you, you can put a hidden camera so it monitors an area that isn’t covered by visible cameras. Essentially, by showing all your employees what cameras cover, you are showing dishonest employees where the openings are. And that is where to put the hidden cameras.
One final note about the “Here is our system” stage. In my opinion, this is an excellent time for a team building exercise or event of some sort. Reward your staff with something fun. The process has been stressful for them, so show them that you appreciate their help and that you understand how it can be stressful for them. Sometimes showing that you understand people are under stress actually reduces the stress they are under.
5. Monitor
This is the very last step. Talk to your staff after the cameras have been up for a few weeks. Ask questions and foster an open environment where they can ask you questions, talk about their feelings and give you their feedback. Also, always pay attention to key human resources metrics like absenteeism, turnover, and basic productivity.
You likely won’t be able to find out what sort of an effect your system has had on shoplifting until you do a complete inventory. When you do that inventory, track slippage rates by area in the store. This will give you an idea where people are stealing from and indicate whether or not you should consider moving cameras.
There you have it, five easy steps to guiding your employees through a difficult transition. Not only will this system help you design a more effective system, but it will also make sure you get full value out of your labour investment!
Copyright – 2008 – Greg Hluska – GT Surveillance