Internal Security, Search for the Ideal Human Resources Manager and the Need for Further Training *
Detection, prevention and elimination of security risks in the society depend on the capability of internal security leaders. The article analyses the needs for professional development and support services for the leaders, based on the results of the project „Creation and Implementation of Sustainable Development Support for Top and Middle Managers of Internal Security Agencies”.
The architecture of legal acts connected to the implementation of the European Union internal security strategy (2010) includes over 20 legal fields, which are connected to around 150 Estonian legal acts and 20 government agencies.
The authors think that the component of human resources management should be increased in the further training of leaders of internal security agencies with paramilitary organisational culture, in order to guarantee the cooperation capability in the context of a turbulent high risk society. Low cooperation capability and low value given to human resource management are a source of risk for the internal security, which could be changed with the help of additional training. The mapping of problems shows that further training of the leaders of the Estonian internal security field lacks a systematic basis that would integrate international knowledge and Estonia’s experiences.
In order to study the quality and the leadership competence of human resource management in internal security field, the components of the internal security field as a knowledge system were first determined, proceeding from models in the fields of security science, police science and crisis management.
The literary review is looking for answers to the question what are the preferred organisational cultures, the characteristics of the ideal leader, the leadership styles and the leaders who can and want to increase the value of human resources that are active in the field of internal security.
The empirical study analysed the measures related to human resources in internal security development plans; it looked at the competence models of leaders and further training systems in other countries, organised leadership workshops and conducted two e-questionnaires among the personnel units and leaders (n=34), in order to assess the situation of further training for leaders, the need for training, and proposals.
The most important conclusions and proposals are the following.
Introduction of knowledge-based human resources leadership principles depends largely on the values, knowledge and leadership capabilities of politicians and top leaders. Ensuring good leadership quality in agencies requires a new internal security policy paradigm that could serve as a foundation for a development and training system that supports the work of the leaders of the Estonian internal security field. Studies show that it might be sensible to offer integrated development and training activities to the target group of internal security field leaders.
The e-questionnaires and workshops revealed the big interest of leaders in human resource management. Four executive power level proposals made the cut. Firstly, an information base of the competences and developmental needs of the leaders and the leadership reserve, spanning the whole administrative field, should be established at the Ministry of Internal Affairs. Secondly, more attention should be accorded to developing the competences and the services of personnel and training units (personnel strategy). Thirdly, the potential of internal security agencies should be used more extensively than before in creating development services (incl. teacher training courses for top specialists, CEPOL, transfer of knowledge). Fourthly, the cooperation network of personnel leaders in the field of internal security should be strengthened.
Three proposals are inextricably linked to the political leadership level: 1) the quality of legislature regulating the work of internal security agencies, with the objective of reducing the administrative load of the leaders; 2) avoidance of politisation of leading officials, i.e. influence peddling, and supporting the building of a competence based career system; and 3) financing of studies related to developing human resources management, in order to acquire base data on the Estonian society for leadership training as well as for creating innovative e-study materials.
* The article has been written within the framework of the research, development and creative activities programme of the Estonian Academy of Security Sciences, and reflects the personal positions of the authors.