Security operations and protocols for overseas businesses in Vietnam

Multicultural Workforce

Establishing an Overseas Security Operation in the Republic of Viet Nam

Today's world is complex from a security standpoint. The world abound with threats to public safety. Some of these threats are well-known and others are not so well-known. However, any of them could pose a threat to life or limb at any given time. Globalization means an increasing number of expatriate workers. As companies begin to move their businesses overseas and expand into foreign markets, the threat of terrorism becomes an increasingly real possibility. The following will address concerns that security companies will face as they begin to operate overseas. It will examine the factors involved in opening a security company in Viet Nam.

Overseas Security Advisory Council

The first item that will be addressed will be the need to engage in close contact with the Overseas Security Advisory Council (OSAC). This organization is sponsored by the U.S. Department of State and acts as a liasson between State Department security functions and the private sector (OSAC, 2007). This organization has approved methods for handling a variety of security issues that may arise. Their material will be used as a basis for establishing security protocols. The OSAC represents a partnership between the government and private sector working together to make America's workers safe while working abroad.

Establishing Security Criteria

The objective of the security company will be to protect the safety of the employees and customers of the businesses that contract our services. On a larger scale, the firm will help to protect the local citizenry from threats that they might incur. The initial step in this process will be to establish the criteria that will be used to monitor activities. It will be to establish permissions and authorizations for the various activities and sectors of the building. These criteria will be developed in conjunction with the contracting company. The goals must meet their needs. However, the firm will act on a consulting basis and advise as to any security breeches that may be present at this juncture in time. The company will advise on any security equipment, such as surveillance cameras, or gates that may be necessary to increase the security of the building and its occupants.

The audit will include an audit of exterior protection, perimeter security, and the building exterior. It will include vehicle entrance and control. It will include monitoring of construction activities and building access. An interior security audit will include interior protection, a survey of the building layout, walls, partitions, doors and public areas. It will examine the current communication system and emergency procedures.

The firm will offer a complete security package, which will include a security audit of the existing facility and staff. It will then oversee the implementation and completion of the installation of nay security devices that are deemed necessary. The firm will secure a mix of local and foreign staff to man the facility and oversee continuing operations. The firm will ensure that any new employees are fully credentialed and trained to man the facility.

Project Overview

Mission

The Spencer Security Corporation has been retained by YTD Chemical Manufacturers, Inc. To oversee security set up in their newly procured facility located in Hanoi. The mission of this project will be to ensure security at the company's manufacturing facility and regional corporate headquarters.

Personnel Considerations

Security will involve a mixture of U.S. And Native Vietnamese personnel. There are several reasons for this selection. The first is that native Vietnamese will be familiar with local customs and culture. They will provide valuable insight that foreign (U.S.) personnel would not be able to provide. Their expertise of the native tongue and its many dialects will be a valuable asset. Vietnamese personnel will help U.S. personnel acculturate and familiarize themselves more quickly with the local society. The Vietnamese will help U.S. personnel ease the transition to a foreign culture. This will improve the efficiency of the training and will reduce the time until the team becomes fully functional. In addition, an all U.S. security force may be met by suspicion by the locals. The inclusion of Vietnamese personnel will make the team more acceptable to the locals and may help to prevent a feeling of tension.

Vietnamese personnel will be a valuable asset in the transition of U.S. personnel. However, an all Vietnamese staff would not benefit the company as much as a mixed staff. As discussed previously, an all U.S. staff may draw suspicion from the locals. However, an all Vietnamese staff may be viewed in the same manner by U.S. personnel. The company plans to bring at least a 50% staff from the U.S. with them. Their reasons for doing so are that they do not want to start with a staff that is all new hires. They fear problems with production and quality if they do not bring some experienced staff with them to help train the new local personnel. This is key reason for including at least 50% U.S. staff on the security force as well. The U.S. Staff will be able to communicate effectively with expatriate U.S. workers and give them a greater sense of familiarity and security.

As one can see, there are many benefits to including both Vietnamese and U.S. personnel on the security force. From a strategic standpoint, it will help to improve the efficiency of the security force. However, from a cultural standpoint, it may create conflicts. Managing these conflicts will require a proactive strategy from the beginning. Proper planning and special consideration will have to be given to cultural conflicts among the Vietnamese and U.S. staff. There are many positive aspects to a multi-cultural force. A diverse workforce can be a source of innovation. Diversity generates new ideas for solving problems and improving the team's abilities. However, culture can either be a unifying force, or a strain that destroys cohesiveness among the security team. Proper management will have to be employed from the beginning in order to make certain that diversity becomes a positive, rather than negative, factor in the security team.

Leadership

Leadership for this project will have a difficult task. They must be well-versed in the cultural aspects of the team. They must be able to look at the team and be able to determine their strengths and weaknesses. The most important job that leadership will have in to unify a diverse group of individuals. They must be able to resolve complex cultural conflicts and teach an atmosphere of tolerance. It will take a special person to effectively unify the team, while at the same time, do so without destroying the strengths of the individual. The core competencies should focus on building competencies in cultural diversity.

Leadership must be able to empower the security team. It must also be able to empower the workers, such that they are confident in their abilities to evaluate a potential situation and to take appropriate action. Leadership will have the difficult task of brining together two cultures and two worlds for a united purpose. The optimal security situation is when all of the employees feel that they are a part of the process. They must feel that they have some type of ownership in keeping the site safe. They must feel that they are a part of it and that it is not just someone else's responsibility. They must play an active role in security, rather than being a recipient of the services. The leader that can inspire the type of culture where everyone has a role to play will create the most effective security force.

One of the most difficult challenges that leadership will face is bringing together two sets of differing values among the security force and the workers themselves. The leadership must be committed to the concept that diversity is an asset to the team, rather than a liability. Often Asian values conflict with western values. This may prove to be a stumbling block that management must overcome. Leadership will play an important role in setting the tone regarding cultural diversity issues. They must make certain that lines of communication are open between both the Vietnamese and U.S. employees. The successful leader will be able to highlight common ground, rather than the differences between the two cultural groups. At times, leadership on this project may have to step in as a negotiator to mediate cultural conflict.

The last topic that leadership will have to discuss is that of loyalty. Both Vietnamese and U.S. security personnel will have a considerable are likely to have strong emotional ties to their country of origin. Both are committed to protecting their fellow countrymen. The Vietnamese and American members of the security force must overcome this protective attitude if they are to confront the issues that are common to everyone at this facility. They must see their job as one with a singular common goal, rather than focusing on each group protecting their own interests. Promoting a feeling of loyalty to the company will be one of the most difficult tasks that the leadership faces.

Organizing the Security Group

Staffing will be accomplished through an advertisements in Vietnam and in the United States. Rather than hiring traditional employees, the staff will consist of independent contractors as well as regular employees. This will reduce costs, as independent contractors are not entitled to benefits. A competitive wage will be offered to all levels of staff. This will increase the likelihood that they will remain loyal to the company. Independent contractors have more freedom to come and go as they please. This can be problematic in the security industry. Experience plays a valuable role in security related issues. A continuous staff is one of the most valuable assets. Therefore, although independent contractors are less expensive than regular employees, due a lack of expense related to benefits, they are also more risky from a security perspective.

Setting objectives will be a primary part of the strategic planning process. In the security industry, there is no such thing as good enough. Terrorists have an increasing level of technology at their disposal and security companies must continually improve in order to keep up. Just one incident is one incident too many. Therefore, objectives should ultimately strive for the highest level of security possible. However, it is important to coordinate these objectives with the manufacturing facility to make certain that they do not interfere with their objectives.

Resourcing of supplies and materials will occur on the local level. This is largely due to the expense involved in import. However, it will also help to build local relations through showing support of the local community. Resourcing will be financed by the manufacturing facility and will not be included as a part of the contract price. Leadership will be responsible for assigning tasks and monitoring the performance of the staff.

Termination Policies

Disciplinary policies and termination policies will have to comply with both U.S. And Vietnamese laws. U.S. policies, in general are more developed than those in Vietnam. However, as U.S. companies move operations to Vietnam, they are beginning to have an influence on Vietnamese policies. Vietnamese policies are beginning more closely to resemble policies in the U.S. ("Vietnamese Co.'s Realise HR Importance," 2006).

Policies in the U.S. vary from state to state, but in general they are relatively homogeneous. The home state in the U.S. will determine the prevailing laws for the security company. However, they will also have to reflect a recognition of local rules and customs regarding termination. Before the introduction of foreign companies into the Vietnamese business landscape, there were few formal laws regarding termination policies. Companies were free to set their own policies, which led to inconsistencies in the policies. However, the introduction of increasing foreign businesses has meant the need to construct more uniform national policies. These policies will have to be researched thoroughly before formal policies can be set in place. Economic reform and the need to compete in an open market make it necessary to emphasize flexibility and competitiveness in Vietnamese Human Resources policies (Zhu, 2005).

Personnel Management Philosophy

One of the key challenges that any manager faces is how to motivate employees. Those in the security industry must be particularly wary of employees that are not motivated. A lack of motivation can result in complacency, which can then result in a security risk. Employees must be willing to perform them job to the best of their abilities every day. The old paradigm treated employees as machines. It concentrated on the human as a resource, rather than concentrating on them as an individual. There has been a slow realization in human resources that the human side of the employee must be nurtured in order to achieve their maximum peak performance level.

Human resources are the only asset that do not depreciate over time (M.Felix.C., 2006). The most recent trend is to attempt to bridge the gap between training of personnel and the ability to motivate personnel (M.Felix.C., 2006). In the past, employees were viewed only in terms of production and profits. Every human was treated as a unit and was accountable for meeting their production goals. As long as the person produced, they could continue working. They only had to worry if their production fell. However, now human resources are treated as a valuable asset that can help the organization accomplish its long-term goals.

Abraham Maslow developed the theory of the Hierarchy of Needs. This theory was proposed in his 1943 paper a Theory of Human Motivation. Maslow's theory centered around the concept that humans are motivated by fulfilling their needs. These needs are organized into a hierarchy that begins with the most basic needs to keep one alive (Boeree, 2006). According to the theory, unsatisfied people do not produce satisfactory performance. Employees whose needs are met beyond those necessary for basic subsistence are more likely to have increased loyalty and will have a greater sense of belonging to the organization (Boeree, 2006).

The management system at the new security company will rely heavily on creating an environment where employees feel motivated to do their job to the best of their abilities. The company will employ an incentive plan that includes monetary compensation, as well as increased benefits based on performance. It will include an educational credit plan so that employees can receive credits towards higher education. This will give them the chance to advance quickly. Many of these benefits are expected by U.S. employees and are the norm for U.S. businesses. However, they will be a new concept for Vietnamese employees. Vietnamese employees can be expected to embrace the new plan, as it is beyond what they are used to in the workforce.

The company will place an emphasis on personal growth and family. It will make allowances to provide opportunities for employees to take care of their family in the case of family emergencies. Contingencies will be built into the schedule to allow for this flexibility without making the facility short-staffed. Employees will be able to build up time that can be used for extra vacation, or to meet family needs. The philosophy used in the security company will be based on the principal that employees will be more happy if they feel the company cares about them as individuals. This will be the driving philosophy that governs human resources policy.

Managing Change

Managing change can be one of the most difficult processes in the transition. The new facility will employ state-of the art security technology. Many employees, especially those that are experienced in the security industry, will have to learn new ways of doing their job. Not only will they have to learn to operate the new technology, they will have to learn to maximize the technology in their daily routine so that it becomes a valuable asset. This will be a difficult change for some. Training and support will be the most important factor in helping employees to make this transition.

Technology is one of the easier of the changes that employees will have to make. For employees that are migrating from the United States the cultural transition will be the most difficult. They must struggle with learning a new language. They will have to adjust to local climate, new foods, and a new way to life. They will have to learn new social rules and customs. They will have to learn to decipher new rules and regulations. They will have to locate the resources that they need to live. These changes will be the most difficult to overcome.

It will be essential for the company to provide support for employees to make this transition easier. This will be provided in the form of a liasson who will be versed in both Vietnamese and U.S. cultural experiences. Native speakers will be available in the Liasson Office to listen to the problems that employees are having and to get them in contact with someone who can help. This office will be available to help with problems that they may be having both inside and outside of the work environment. In order for employees to be happy on the job and to be motivated, effort must be made to reduce stress in their personal lives, as well as in the work environment. Stress outside of work translates into poor performance on the job. The Liasson Office will help to reduce stress due to cultural adjustment.

The most important aspect of the multicultural staff will be overcoming the distinct needs associated with blending cultures. In a multi-cultural staff, there will be some blending of cultures. An entire book could be written about the differences between Vietnamese and U.S. cultures. The Vietnamese culture has been influenced heavily by Chinese culture. Vietnamese places high value on the concept of "face." The focus of Vietnamese culture is on the group, rather than on the individual. This is almost an exact opposite of the individualistic American culture (Te, n.d.). Vietnamese culture treats women and men's roles differently than American culture. Vietnamese culture has more clearly defined male and female roles (Te, n.d.).

The multi-cultural manager will set the tone for blending of cultures in the multi-national workforce. The multi-cultural manager is defined as one who manages a workforce comprised of more than one cultural background. The best advice for the multicultural manager is to prepare themselves for the task my gaining as much information as possible about each of the individual cultures. They must be able to anticipate the conflicts that might arise. A plan of action can be devised ahead of time for the most likely issues that might arise. The multi-cultural manager must be a good listener and have the ability to look outside of their own cultural experiences and value system. They must be able to make an attempt to understand those that think differently than themselves. They must be an excellent negotiator in order to manage the blending of cultures successfully.

Diversity is an asset in the workforce, rather than a liability. The diverse workforce brings a larger group of ideas to the worktable. The diverse workforce can examine many sides of an issue and therefore, have a wider selection of choices in managing the problems that arise. The diverse workforce can evolve into a cohesive team. They can learn to use conflict as a source of creativity, rather than as a stumbling block. The blending of cultures will result in a unique organizational culture that promotes tolerance and understanding among all of the employees. The multicultural workforce can be a challenge, but if managed properly, can be one of the greatest assets that a business can have at its disposal.

Table 1: Comparison Between American and Vietnamese Values

American

Vietnamese

Place a heavy emphasis on individualism

Places a heavy emphasis on conformity

Less dependent on a social hierarchy

Social hierarchy still important

Male/female roles less clearly defined

Male/female roles more clearly defined

Individual feelings more important than appearance to others

Reputation is held in high regard

Can appear to be bold and arrogant to the Vietnamese

Often appear more reserved than Americans

Attitude more foreward

Attitude more reserved

Woman changes her name when she gets married to that of her husband

Woman does not change her name at marriage