Читать книгу The Official (ISC)2 SSCP CBK Reference - Mike Wills - Страница 106

You've successfully engaged others in the company to take on the tasks of selecting or developing the teaching and learning assets, structuring the courses, and finding the right people to act as trainers and teachers. You've got them managing the identification of which employees need what levels of learning, how often they need it, and when they need to get the learning accomplished. As the on-shift or day staff security administrator, that's a great segregation of duties to achieve! Now what?

Walk the hallways of the company's campus or locations; keep your eyes and ears open for signs that awareness, learning, and skills-building are happening. Look for signs of trouble that suggest it isn't working fast enough or well enough. Step into those situations informally and casually, and lead by example and inspire by action and word. Suggest to people in these problematic contexts, be they workers, supervisors, or mid-level managers, that they've got the opportunity to empower themselves, and you can help them.

Too many organizations fall into the administratively simple task of regularly scheduling repetitive training activities. These could be messaging opportunities that strengthen each worker's future with the company by enhancing the organization's survival and success. Instead, they oftentimes turn them into tick-the-box, square-filling exercises in futility. If this is happening in your organization, shine some light on it; help others become aware of the need to turn that messaging around. Quickly.