A new hiring landscape
The world of work changed dramatically in the wake of the COVID-19 pandemic. Industries across the globe are still dealing with the aftershocks of shifting employee expectations, shrinking candidate pools, and a new era of professional priorities that weigh work-life balance more heavily than stability or long-term loyalty. In no industry is this change more evident — or more consequential — than security and surveillance.
Security operations, from casino security and gaming surveillance to corporate investigative units, rely on personnel who bring vigilance, discipline, discretion, and the ability to perform under pressure. Yet staffing these departments has become significantly more difficult. The competition for quality hires is fierce. Turnover has increased. Candidates often lack foundational skills or have little interest in committing to a long-term career path.
For leaders in the security and surveillance field, the question becomes: How do we adapt? How do we hire the right people, train them effectively, and retain them in an environment that has fundamentally changed?
This article explores those challenges and opportunities in depth. Drawing on proven processes and successful strategies from experienced surveillance leaders, it outlines what works, what doesn’t, and what every modern security program must do to build and maintain a high-performing team.
Hiring and finding the right people in a post-COVID workforce
Hiring has always been a delicate process. But after COVID, it became something more: a strategic imperative that determines the long-term health of the entire operation.
The new candidate landscape
Before COVID, candidate availability was higher, and the motivation to seek stable employment was more consistent. Today, we see:
- More applicants seeking temporary or transitional jobs
- Fewer candidates demonstrating long-term career interest
- Increased competition from remote or hybrid jobs in unrelated fields
- More concerns about the workplace environment and work-life balance
- Greater hesitation about shift work, holidays, and weekends
This means hiring managers must shift from “filling seats” to identifying genuine talent and understanding a candidate’s true motivations.
Who are the best candidates today?
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Candidates with a record of success
One of the strongest indicators of future performance is past behavior. A candidate doesn’t need an elite resume or years of experience in security or surveillance. Rather, they need a documented pattern of advancement or accomplishment.
This might include:
- Progression from team member to shift leader in a casino, hotel, or a fast-food or retail role
- Completion of a degree or certificate program
- Continued advancement in volunteer organizations
- Military experience with demonstrated responsibility
- Growth within hospitality or customer service environments
What matters is trajectory. A person who continually strives to improve — even in unrelated fields — demonstrates the motivation and discipline necessary to flourish in the structured environment of casino security and surveillance.
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Attitude and motivation over technical skill
Technical skills can be taught. Attitude cannot.
Ideal candidates show:
- A love of learning
- Curiosity about how things work
- A naturally observant mindset
- A willingness to be part of a team
- A positive demeanor during the interview
- Engagement, eye contact, and genuine interest in the job
One practical evaluation technique is simply observing how candidates behave during the interview. Are they happy to be there? Eager to prove themselves? Or do they appear distant, disinterested, or disengaged? These traits almost always translate into job performance.
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Candidates who know what they want
A strong candidate can clearly articulate:
- What they are looking for in a role
- Why they want it
- How this position aligns with their personal goals
- What they can bring to the team
Some want a long-term career. Others see the job as transitional. Surprisingly, either can be beneficial if they are honest and intentional about their goals.
Managers should seek clarity, not permanence.
What are we looking for? Knowing your hiring needs
Too often, security and surveillance departments hire reactively. Someone leaves, and the department scrambles to replace them. But effective hiring begins before the first interview, with clarity about what type of individual is needed.
The right person in the right seat
Just as football teams draft players to fill specific roles, security and surveillance departments must define what they need:
- Do you need an investigator?
- A live detection specialist?
- A detail-oriented analyst?
- A future leader who can supervise or manage?
- A systems-minded individual who can learn technology?
Hiring becomes significantly harder and more prone to failure when the department doesn’t know the characteristics required for success in a particular role.
When managers hire with intention, they not only fill positions more effectively, but they also build a cohesive, balanced team with defined strengths.
Training: Building competence, confidence, and commitment
Even the best hire will fail without proper training. Security and surveillance are skill-based professions that require technical knowledge, pattern recognition, communication skills, and operational awareness. Effective training shapes capable practitioners — and reveals those who don’t have what it takes.
The importance of the probationary period
Most successful security and surveillance managers agree: the 90-day probationary period is critical.
By the end of this period, leaders should know, without doubt, whether the candidate can perform:
- Are they learning at the expected pace?
- Do they show initiative?
- Do they demonstrate basic job competencies?
- Are they integrating with the team?
- Do they ask thoughtful questions?
To ensure fairness and clarity, many departments use:
- Proficiency tests
- Regular quizzes
- A final exam before the end of probation
- Observation logs
- Peer evaluations
- Scenario-based training assessments
The logic is simple: if an employee cannot master basic security or surveillance skills within 90 days, they will not master the more advanced, nuanced skills required later.
Team input as a predictor of success
One powerful, often overlooked tool is team feedback.
Veteran team members often detect issues that managers may miss:
- Lack of curiosity
- Poor communication
- Slow adaptation
- Negative attitude
- Difficulty working under pressure
- Inability to function in the culture
Teams know when someone will fit — and when they will not. Their input can be one of the strongest predictors of long-term success.
Types of training programs that work
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Surveillance (or Security) Training and Education Program (STEP)
The STEP model is designed around:
- Self-motivation
- Mentorship
- Structured levels of achievement
- Wage increases tied to each level
This form of progressive development produces employees who are not only trained but also invested in learning and advancing.
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International Association of Certified Surveillance Professionals (CSP)
The CSP program provides:
- Industry-recognized certifications
- Standardized training
- Emphasis on professionalism and best practices
- A pathway from trainee to leadership roles
Both programs emphasize long-term growth, mentorship, and structured advancement, which are key components of modern retention.
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The power of mentorship and team integration
Training cannot exist in isolation. New hires must:
- Work closely with leaders
- Receive consistent feedback
- Build rapport with their peers
- Understand the culture of the department
Leaders who stay actively involved in training build trust early. This significantly increases engagement, reduces anxiety, and improves performance.
Keeping employees engaged in training
Every employee is motivated differently. Some want advancement. Others want recognition. Many want additional compensation. All want to enjoy their work and feel competent in their role.
To keep training engaging:
- Provide opportunities for employees to apply new skills
- Celebrate milestones and achievements
- Assign meaningful responsibilities early
- Offer challenges appropriate to their skill level
- Encourage questions and independent investigation
- Check in frequently and address issues quickly
Employees stay engaged when they feel seen, supported, and challenged.
Retaining: Cultivating loyalty, satisfaction, and long-term success
Retention is the backbone of a successful surveillance department. High turnover disrupts workflow, drains resources, and destabilizes team culture. Strong retention strategies create a more experienced, unified, and effective team.
Keeping good people: what actually works
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Involving employees in operations
Employees who feel ownership stay longer. In security and surveillance, this means:
- Allowing staff to participate in decision-making
- Including them in discussions on procedures and operations
- Encouraging them to propose improvements
- Acknowledging their ideas
When employees see that their input shapes the department, their loyalty increases dramatically.
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Ensuring employees have what they need
It sounds simple, yet many workplaces overlook this: Employees stay when they feel supported.
This includes:
- Updated equipment
- Comfortable workspace
- Respectful leadership
- Access to training
- Fair scheduling
- A safe environment to raise concerns
Small improvements in working conditions often have an outsized impact on morale.
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Continuous check-ins
Regular check-ins:
- Build trust
- Prevent small issues from becoming big problems
- Give employees an avenue for concerns
- Reinforce that leadership genuinely cares
Leaders who check in often, not only when performance drops, create a culture where employees feel valued.
Releasing unsuitable employees: A necessary discipline
Every leader must confront the difficult task of letting people go. And while it is unpleasant, it is sometimes essential to the health of the department.
The truth is universal: You will never regret releasing someone who is not suited for the role. You will always regret keeping someone who drags the team down.
Toxic or underperforming employees:
- Lower team morale
- Create additional workloads for others
- Erode trust
- Damage the department’s reputation
- Discourage high performers
Experienced leaders learn to rely on:
- Clear standards
- Behavioral indicators
- Team feedback
If someone consistently fails to meet expectations or disrupts the environment, releasing them early protects the broader team.
Maintaining motivation over the long term
Motivation isn’t a one-time event — it’s a continuous process. The best leaders maintain motivation by building an environment where people feel respected, challenged, and connected.
Keys to sustained motivation
- Fair and consistent treatment
- A fun, engaging workplace atmosphere
- Recognition of hard work
- Meaningful responsibilities
- Pathways for advancement
- Leaders who listen and support their teams
- A culture of teamwork and mutual respect
Ultimately, employees stay because of how they feel at work. When leaders support their people during both the good times and the difficult ones, team loyalty becomes a natural byproduct.
The future of security and surveillance staffing
The post-COVID era created new challenges in hiring, training, and retaining surveillance personnel, but it also highlighted what truly matters: strong leadership, intentional hiring, robust training structures, and a culture that values people.
Success today requires:
- Hiring for attitude, motivation, and growth potential
- Training with structure, mentorship, and accountability
- Retaining through engagement, respect, and empowerment
When these pieces come together, a surveillance department doesn’t just survive — it thrives.
The future will belong to organizations that understand that people — not technology, not policy, not equipment — are their greatest security asset. And the departments that invest in their people will ultimately be the ones that lead the industry forward.
