Archi­ves

Working Hours Act

Unhap­py in your job: What opti­ons do you have as a secu­ri­ty guard?

Unhappy in your job: What options do you have as a security guard?

It is true that working in the pri­va­te secu­ri­ty indus­try can be a tough job. Working con­di­ti­ons are real­ly bad in some are­as. Howe­ver, the situa­ti­on also varies signi­fi­cant­ly from com­pa­ny to com­pa­ny. It is not uncom­mon for a chan­ge to offer bet­ter care­er oppor­tu­ni­ties, the chan­ce to gain new expe­ri­ence and a more com­for­ta­ble working environment.

Step 1: Ana­ly­se the situa­ti­on carefully!

It is important to know what the cau­ses of their own dis­sa­tis­fac­tion are and know your own moti­va­tors. Ana­ly­se the reasons for dis­sa­tis­fac­tion: Iden­ti­fy exact­ly what makes you unhap­py. Is it the working envi­ron­ment, the tasks, the team, the remu­ne­ra­ti­on or the cor­po­ra­te cul­tu­re? The bet­ter you under­stand the cau­ses, the easier it will be to find a solution.
Often the pri­va­te envi­ron­ment also plays a role or a chan­ge in per­so­nal needs. The­r­e­fo­re, also con­sider the­se aspects in your analysis!

Step 2: Think through your opti­ons and weigh them up!

A next step would be a Brain­stor­ming and rese­arch regar­ding the opti­ons available:
What are my chan­ces? How high are the risks? What hap­pens if…? etc.
Many of the fol­lo­wing opti­ons cost No money, only over­co­ming. Howe­ver, some opti­ons are quite time-con­sum­ing and cost-inten­si­ve or even leng­thy.

  1. Find out about your rights: Make sure you are awa­re of your rights as an employee in the pri­va­te secu­ri­ty indus­try. This includes things like mini­mum wage, working time laws, holi­day entit­le­ments and over­ti­me rules. If you know your rights, you can ensu­re that your employ­er respects them.
  2. Talk to your employ­er: If you are dis­sa­tis­fied with your pay or working con­di­ti­ons, you should tell your employ­er. Per­haps an open dis­cus­sion can help bring about impro­ve­ments. Per­haps your employ­er can also offer you oppor­tu­ni­ties to train or spe­cia­li­se to impro­ve your care­er pro­s­pects and opportunities.
  3. Chan­ge the field of acti­vi­ty (within the com­pa­ny): The pri­va­te secu­ri­ty indus­try is mul­ti­face­ted. Many pri­va­te secu­ri­ty pro­vi­ders offer dif­fe­rent ser­vices. May­be ano­ther field is bet­ter sui­ted for you. Talk to your super­vi­sor about it, app­ly intern­al­ly for ano­ther job. Some­ti­mes an inter­nal trans­fer to ano­ther area of respon­si­bi­li­ty helps.
  4. Join the uni­on: In Ger­ma­ny, the­re are trade uni­ons that stand up for the rights of workers — for the guar­ding ser­vice, this is the Ver­ein­te Dienst­leis­tungs­ge­werk­schaft (ver.di). If you beco­me a mem­ber, you can bene­fit from their coll­ec­ti­ve bar­gai­ning power and fight tog­e­ther with other workers for bet­ter working con­di­ti­ons and hig­her wages.
  5. Search for fur­ther trai­ning oppor­tu­ni­ties: If you con­ti­nue your edu­ca­ti­on or spe­cia­li­se, you can impro­ve your care­er pro­s­pects and often earn signi­fi­cant­ly hig­her wages. Think about what addi­tio­nal qua­li­fi­ca­ti­ons could be hel­pful for your job and look for appro­pria­te trai­ning oppor­tu­ni­ties. You will have more opti­ons for action after­wards and be more in demand.
  6. Net­work with othersMany job oppor­tu­ni­ties come about through recom­men­da­ti­ons and per­so­nal cont­acts. In addi­ti­on, cont­act with others offers the oppor­tu­ni­ty to exch­an­ge expe­ri­en­ces. If you have a strong net­work, this can help one gain new per­spec­ti­ves. In addi­ti­on to per­so­nal exch­an­ge, online plat­forms such as Xing or Lin­ke­din are recommended.
  7. Look for ano­ther employ­er: If all the abo­ve steps do not lead to impro­ve­ments, it may be wise to look for ano­ther employ­er. The­re are cer­tain­ly com­pa­nies in the pri­va­te secu­ri­ty indus­try that offer bet­ter working con­di­ti­ons and hig­her wages.
  8. Last but not least: Do it bet­ter and start your own busi­ness! Of cour­se, this step should be very well thought out. It is often an opti­on to beco­me self-employ­ed on the side and thus start gra­du­al­ly with less risk. Howe­ver, remem­ber that your pre­vious employ­er must play along. One pos­si­bi­li­ty could be, for exam­p­le, free­lan­ce work as a lec­tu­rer in the secu­ri­ty industry.

Step 3: Set your per­so­nal goals!

Only if you know as pre­cis­e­ly as pos­si­ble what you want to achie­ve can you work towards it in a con­cre­te way. In order to moti­va­te ones­elf, it is very sen­si­ble to Wri­te down and visua­li­se your own goals. It can also be hel­pful to use the so-cal­led SMART rule to set one’s own goals.

The SMART rule is an acro­nym used as a gui­de for the For­mu­la­ti­on of clear and well-defi­ned goals ser­ves. It helps to for­mu­la­te goals in such a way that they are rea­li­stic and achie­va­ble. The SMART rule stands for the fol­lo­wing criteria:

  1. Spe­ci­fic (Spe­ci­fic): The goal should be cle­ar­ly and pre­cis­e­ly for­mu­la­ted so that the­re is litt­le room for inter­pre­ta­ti­on and one is ful­ly awa­re of one’s goal.
  2. Mea­sura­ble (Mea­sura­ble): The goal should be mea­sura­ble so that pro­gress can be moni­to­red and suc­cess objec­tively asses­sed. It can be defi­ned by quan­ti­ta­ti­ve or qua­li­ta­ti­ve indicators.
  3. Exe­cu­ta­ble (Achie­va­ble): The goal should be achie­va­ble. It should be chal­len­ging but achie­va­ble by you with the means available.
  4. Rea­li­stic (Rea­li­stic): The goal should be rea­li­stic, i.e. it should be pos­si­ble to imple­ment it as inten­ded under the actu­al given frame­work conditions.
  5. Ter­mi­na­ted (Time-bound): The goal should have a clear time frame by when it should be achie­ved. A clear dead­line pro­mo­tes moti­va­ti­on and focus on achie­ving the goal.

Here is an exam­p­le of a goal for­mu­la­ted accor­ding to the SMART rule:

Non-SMART goal: I want to earn more money.

SMART goal: I would like to increase my month­ly inco­me by 20% by com­ple­ting a fur­ther trai­ning cour­se to beco­me a cer­ti­fied pro­tec­tion and secu­ri­ty worker in the next six months and then being employ­ed by my employ­er directly.

By app­ly­ing the SMART rule, the goal beco­mes con­cre­te, mea­sura­ble, achie­va­ble, rele­vant and has a clear time­frame. This increa­ses the likeli­hood that you will suc­cessful­ly achie­ve your goal.

 

Step 4: Make a “batt­le plan” to achie­ve your goals!

Now it’s time for imple­men­ta­ti­on plan­ning. Plan the mea­su­res that con­tri­bu­te to your goals, e.g.:

It often makes sen­se to approach dif­fe­rent approa­ches in par­al­lel and also to have a plan B (and plan C).
Prio­ri­ti­se your goals! Link the dif­fe­rent actions to your goals. Make calen­dar ent­ries and work in a focu­sed way to achie­ve inter­me­dia­te goals and milestones!
Don’t let set­backs throw you off track! Stay per­sis­tent, focu­sed and positive!

 

I hope that the­se tips will help you to impro­ve your indi­vi­du­al situation.

Working as a 34a secu­ri­ty guard: What to do when the boss can­cels services?

Working as a 34a security guard: What to do when the boss cancels services?

In the pri­va­te secu­ri­ty sec­tor, shift work, night work and work on holi­days are com­mon working con­di­ti­ons. Secu­ri­ty guards often per­form chal­len­ging work to ensu­re the safe­ty of faci­li­ties, events and peo­p­le. Unfort­u­na­te­ly the Wages in this sec­tor often in the low-wage sec­tor for exam­p­le, in the sepa­ra­te secu­ri­ty ser­vice. If hours are unex­pec­ted­ly lost, e.g. becau­se the employ­er loses an important con­tract, and the month­ly tar­get working time is not rea­ched becau­se of this (or for other reasons), it can beco­me finan­ci­al­ly dicey as a 34a secu­ri­ty guard. This artic­le looks at the reasons that lead to the can­cel­la­ti­on of working days and shows the pos­si­bi­li­ties that one then has as a secu­ri­ty employee.

What are pos­si­ble reasons why my employ­er sche­du­les me on fewer assign­ment days?

First of all, the secu­ri­ty company’s point of view should also be brief­ly exami­ned at this point. The fact that you are on the duty ros­t­er less often has in most cases (hop­eful­ly) not­hing to do with you per­so­nal­ly, but has ope­ra­tio­nal reasons. If the­se are explai­ned trans­par­ent­ly by the employ­er and you can under­stand them, this offers a bet­ter start­ing point for a solu­ti­on to the pro­blem that can be sup­port­ed by both sides. It is pos­si­ble, howe­ver, that this will lead to a chan­ge of employ­ment or to you start­ing to look for a new job. Or may­be the “lean peri­od” is only short and you can com­pen­sa­te for the hours by working extra hours in the fol­lo­wing month or the employ­er accom­mo­da­tes you in some other way.

Here are ten pos­si­ble reasons why your employ­er might want to redu­ce your working hours:

  1. Lower cus­to­mer demand: The­re could be less demand for secu­ri­ty ser­vices, lea­ding to a reduc­tion in the num­ber of man-hours needed.
  2. Eco­no­mic slow­down: It is pos­si­ble that the eco­no­mic situa­ti­on has dete­rio­ra­ted, lea­ding to resour­ce cons­traints and cost savings.
  3. Chan­ges in the busi­ness stra­tegy: Your employ­er may have chan­ged its busi­ness stra­tegy, lea­ding to an adjus­t­ment of human resources.
  4. Staff rota­ti­on: Pos­si­bly rota­te staff to give all staff the oppor­tu­ni­ty to work and to dis­tri­bu­te working hours more equitably.
  5. New tech­no­lo­gies or auto­ma­ti­on: The Intro­duc­tion of new tech­no­lo­gies or auto­ma­ted sys­tems could lead to fewer employees being needed.
  6. Sea­so­nal fluc­tua­tions: Working hours could be sub­ject to sea­so­nal fluc­tua­tions, for exam­p­le if less secu­ri­ty staff is nee­ded in cer­tain months.
  7. Chan­ges in con­tracts with cli­ents: It is pos­si­ble that con­tracts with cli­ents have chan­ged and this leads to a reduc­tion in the volu­me of work.
  8. Legal rest­ric­tions: The­re could be (new) legal rest­ric­tions, such as maxi­mum limits for working hours or rest peri­ods bet­ween shifts. Or the exis­ting requi­re­ments (e.g. from the Working Hours Act) are now bet­ter fol­lo­wed up.
  9. Com­pa­ny holi­days or sea­so­nal com­pa­ny breaksYour employ­er may have deci­ded to redu­ce working hours during cer­tain peri­ods, such as com­pa­ny holi­days or sea­so­nal breaks (from cus­to­mers). Also, for exam­p­le, the Covid pan­de­mic had cau­sed tem­po­ra­ry dis­lo­ca­ti­on within the industry. 
  10. Inter­nal com­pa­ny res­truc­tu­ring: Your employ­er may car­ry out inter­nal res­truc­tu­ring lea­ding to a reas­sess­ment of working hours and resour­ce allocation.

What opti­ons do I have if my employ­er assigns me to less work?

Of cour­se, it is not worth arguing about one or two hours. Howe­ver, a loss of 20, 30, 40 per cent or even more hours is a big deal, becau­se you also have to make a living. If your boss remo­ves you from the duty ros­t­er, assigns you to signi­fi­cant­ly fewer shifts than usu­al and you don’t work your hours — then you have the fol­lo­wing options:

  1. Check employ­ment con­tract!
    That is the most important point. As a rule, what is decisi­ve is what has been agreed in your employ­ment con­tract. For exam­p­le, if it says “full-time”, the employ­er is obli­ged to employ you accor­din­gly. What is meant by full-time is usual­ly regu­la­ted in the respec­ti­ve coll­ec­ti­ve agree­ment. Often a spe­ci­fic num­ber of hours is also agreed. If, for exam­p­le, 170 hours per month are con­trac­tual­ly sti­pu­la­ted in your employ­ment con­tract, this num­ber of hours must be adhe­red to (apart from minor fluc­tua­tions, e.g. due to sick cover).
  2. Con­sult the duty ros­t­er!
    Duty sche­du­ling in secu­ri­ty ser­vices, e.g. in fac­to­ry secu­ri­ty, is often done on the basis of a fixed shift rhythm. In this way, it is pos­si­ble to plan rough­ly in advan­ce — of cour­se with a cer­tain degree of uncer­tain­ty (e.g. due to eter­nal out­stan­ding holi­day plan­ning). Howe­ver, the actu­al duty ros­t­er for the fol­lo­wing month is decisi­ve: If it sta­tes 20 shifts, for exam­p­le, then you are entit­led to work this num­ber of shifts. Once a duty ros­t­er has been published, it may only be chan­ged again after con­sul­ta­ti­on with the employees.
  3. Seek dia­lo­gue and actively offer work per­for­mance!
    Many things can be cla­ri­fied through com­mu­ni­ca­ti­on. Seek to talk to your super­vi­sor and reach a con­sen­sus. Important: Com­mu­ni­ca­te that you do not agree with the chan­ges and expli­cit­ly offer your work per­for­mance! Your employ­er is obli­ged to give you the work accor­ding to the exis­ting employ­ment con­tract, you pro­vi­de your work per­for­mance accor­ding to the contract. 
  4. Your employ­er does not react? Send a writ­ten remin­der!
    Inform your employ­er in wri­ting about the aspects men­tio­ned abo­ve. The writ­ten form is important so that you have pro­of. Set a dead­line for your boss, but con­ti­nue to be poli­te and coope­ra­ti­ve. After all, you usual­ly want to con­ti­nue working for your employer.
  5. If not­hing helps: com­plain!
    If all else fails, the employ­er does not react and talks (pos­si­bly also with the works coun­cil) have not led to suc­cess, the only opti­on is to take legal action befo­re the labour court.

Lawy­er Jörg Zitz­mann has beau­tiful­ly pre­sen­ted the facts of the case in the You­Tube chan­nel of the Aca­de­my for Secu­ri­ty:

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