After seven years of building Solaren Risk Management and watching dozens of security companies struggle with recruitment, I’ve identified the root causes of our industry’s staffing crisis and developed practical solutions that actually work. Here’s what’s really happening and how forward-thinking companies can solve it.

Private security faces its most severe staffing crisis in decades. Companies struggle to fill positions, qualified candidates are increasingly scarce, and turnover rates remain stubbornly high. The crisis isn’t just about finding warm bodies to fill posts — it’s about attracting professionals who view security as a career rather than temporary employment.

During my transition from law enforcement to building one of the Southeast’s leading security companies, I’ve witnessed this crisis firsthand. Companies that don’t adapt their recruitment and retention strategies will continue struggling while those that address root causes will gain competitive advantages.

The staffing crisis has multiple causes, but the solutions are achievable for companies willing to invest in professional development, competitive compensation, and systematic approaches to talent acquisition and retention.

What’s Really Behind the Staffing Crisis?

The security industry’s staffing problems go deeper than simple supply and demand. Multiple factors have converged to create a perfect storm that makes traditional recruitment methods ineffective.

Economic conditions have created more attractive alternatives to security work. As Bethany Gill, our Chief of Operations, observes: “A lot of people are just, it’s not the most appealing industry anymore. It’s hard to find people who genuinely are just passionate about this kind of work. There’s so many alternatives out there in terms of quick and easy digital ways to make money.”

The gig economy offers flexible scheduling and immediate income without the licensing requirements, training commitments, or professional responsibilities that security work demands. Why spend time getting licensed and trained for security work when you can start earning money immediately through delivery apps or ride-sharing services?

Industry perception remains problematic. Security work is often viewed as low-skill employment rather than professional service requiring specialized knowledge and training. This perception affects both potential employees and the compensation levels that clients are willing to pay.

Competition from other industries has intensified. Construction, logistics, hospitality, and retail sectors all compete for the same labor pool, often offering higher starting wages or more attractive working conditions than traditional security employers.

Professional barriers to entry, while necessary for quality control, can discourage potential employees. Licensing requirements, background checks, training costs, and waiting periods create friction that immediate-hire alternatives don’t have.

How Has the Industry Created Its Own Problems?

Many security companies have contributed to staffing problems through short-sighted practices that prioritize immediate cost savings over long-term sustainability. Race-to-the-bottom pricing strategies have compressed profit margins and limited investment in employee compensation and development.

Low-bid contracting practices force companies to minimize labor costs, creating downward pressure on wages and benefits. When clients select security providers based primarily on price, companies must reduce personnel expenses to remain profitable.

Minimal training investments reflect this cost-cutting mentality. Companies that provide only state-minimum training produce employees who lack professional competence and pride. Poorly trained officers perform poorly, creating client dissatisfaction and reinforcing negative industry perceptions.

High turnover becomes accepted as inevitable rather than addressed as a solvable business problem. Companies build operational models that assume constant recruitment rather than investing in retention strategies that reduce turnover costs.

Lack of career advancement opportunities means security work becomes viewed as dead-end employment. When companies don’t provide promotion pathways or professional development, they attract only people seeking temporary income rather than career-minded professionals.

Poor management practices drive away good employees. Inconsistent scheduling, inadequate communication, unfair treatment, and lack of support create workplace conditions that motivated employees won’t tolerate.

What Recruitment Strategies Actually Work?

Effective recruitment requires understanding what motivates quality candidates and addressing their concerns proactively. Traditional posting-and-hoping approaches don’t work in competitive labor markets where good candidates have multiple options.

Professional presentation matters more than many companies realize. Job postings, websites, and recruitment materials should emphasize career opportunities, professional development, and meaningful work rather than just listing basic requirements and wages.

Competitive compensation packages must reflect current market realities. Companies cannot expect to attract quality employees with below-market wages, minimal benefits, and no advancement opportunities. Investment in compensation pays for itself through reduced turnover and improved performance.

Streamlined hiring processes reduce candidate dropout during the recruitment cycle. Lengthy background checks, multiple interview rounds, and delayed start dates give competitors opportunities to hire candidates while they’re waiting for responses.

Employee referral programs leverage existing staff networks to identify potential candidates. Quality employees tend to know other quality people, and referral bonuses provide incentives for staff to actively recruit qualified colleagues.

Partnership with training providers and educational institutions creates pipelines of pre-qualified candidates. Programs that combine education with employment opportunities attract career-oriented individuals seeking professional development.

Community engagement and professional reputation building help companies attract candidates who want to work for respected employers. Companies known for treating employees well and providing quality service attract better applicants than those with poor reputations.

How Do You Retain Good Employees Once You Find Them?

Retention requires addressing the factors that cause good employees to leave. Exit interviews and employee surveys reveal that people quit supervisors and company cultures more often than they quit jobs or industries.

Recognition and advancement opportunities keep ambitious employees engaged. Our promotion practices demonstrate this principle effectively. As Bethany Gill explains: “Nine times out of 10, it comes from people who have worked for us out in the field and have really done a good job. We’ve got plenty of people that we’ve pulled in from out in the field to become field operations coordinators.”

Promoting from within creates career incentives while ensuring supervisors understand field operations from personal experience. This approach shows employees that excellent performance leads to advancement opportunities.

Professional development investments demonstrate long-term commitment to employee success. Our comprehensive training programs go far beyond state minimums to build professional competence and pride.

Competitive compensation reviews ensure wages remain market-competitive. Annual evaluations that include meaningful pay increases for good performance help retain quality employees who might otherwise seek higher-paying opportunities.

Flexible scheduling accommodates employee needs while meeting client requirements. Modern workforce management technology enables efficient scheduling that considers employee preferences without compromising service quality.

Recognition programs acknowledge outstanding performance systematically. As Bethany Gill describes our approach: “At the end of the year, we have a Christmas party, a company Christmas party that we do. And the only reason I know this is because I’m the one in charge of making the certificates and ordering the awards and all that kind of stuff. But if somebody based on those performance evaluations throughout the year has just done an exceptional job, they’ll get an award, which usually correlates with some kind of pay boost.”

What Role Does Technology Play in Solving Staffing Issues?

Technology can address staffing challenges through improved efficiency, better communication, and enhanced job satisfaction. Modern platforms enable companies to do more with existing staff while creating better working conditions that aid retention.

Workforce management systems streamline scheduling, communication, and administrative tasks. As Bethany Gill notes: “We have one platform that we use where we keep track of all the documents for our contractors, all of the time sheets, the schedules, everything all in one app. And so everything is accessible for every contractor that works with us. They can see their schedule themselves, they can pick and choose their hours. They can pick and choose the location they work at as long as it’s approved by the supervisor.”

Self-service capabilities reduce administrative burden while giving employees more control over their schedules and assignments. This flexibility improves job satisfaction and reduces management overhead.

Mobile communication platforms keep field employees connected with supervisors and colleagues. As Bethany Gill explains: “Everything that we use for our phone and communication and all that stuff is mobile based because all of our operations team is out in the field almost all the time.”

Advanced security technologies can supplement human resources in certain applications, allowing companies to provide comprehensive coverage with fewer personnel. However, technology must enhance rather than replace human judgment.

As Bethany Gill observes about our integration of advanced security technologies: “A lot of people think that it takes away from the physical security aspect, but it really doesn’t. If anything, it supplements it. You still have to have somebody that audits what that AI is detecting. It still makes mistakes.”

How Can Companies Differentiate Themselves as Employers?

Employment branding becomes crucial when competing for limited talent pools. Companies must articulate why quality employees should choose them over competitors or alternative career paths.

Professional culture and values attract employees who want meaningful work environments. Our core values of professionalism, accountability, integrity, diversity, and commitment create organizational identity that appeals to career-minded individuals.

Training and development opportunities demonstrate investment in employee growth. Companies that provide advanced certifications, specialized skills training, and leadership development attract ambitious employees seeking career advancement.

Comprehensive benefits packages address employee needs beyond basic wages. Health insurance, retirement contributions, paid time off, and other benefits show employees that companies value their wellbeing and long-term success.

Performance-based compensation rewards excellence while encouraging continuous improvement. Merit increases, performance bonuses, and advancement opportunities motivate employees to maintain high standards.

Work environment quality affects employee satisfaction and retention. Safe working conditions, proper equipment, clear communications, and respectful treatment create positive employment experiences.

Company reputation influences candidate attraction and employee pride. Organizations known for ethical practices, quality service, and fair treatment attract better employees than those with poor reputations in the market.

What Economic Factors Must Companies Address?

Staffing solutions require realistic approaches to compensation and business economics. Companies cannot solve staffing problems without addressing the financial realities that drive employee decisions.

Market-rate compensation analysis ensures wages remain competitive with alternative employment opportunities. Regular salary surveys help companies understand what quality employees can earn in other industries or with competing employers.

Total compensation packages should include benefits, advancement opportunities, training value, and working conditions—not just hourly wages. Many employees will accept slightly lower wages for better benefits, professional development, or advancement opportunities.

Client education about true security costs helps address pricing pressure that limits compensation budgets. Clients who understand the relationship between quality personnel and service effectiveness are more willing to pay rates that support competitive wages.

Long-term contract relationships provide revenue stability that enables investment in employee compensation and development. Companies with predictable revenue streams can offer better employment packages than those dependent on short-term, low-margin contracts.

Operational efficiency improvements can create budget capacity for higher compensation without increasing client costs. Better scheduling, reduced turnover, improved training, and technology integration all contribute to operational improvements that fund compensation increases.

How Should the Industry Adapt to Changing Worker Expectations?

Modern workforce expectations require significant adjustments to traditional security industry practices. Companies that adapt to changing expectations will attract quality employees while those that resist change will continue struggling.

Work-life balance has become increasingly important to employees across all industries. Flexible scheduling, reasonable overtime policies, and respect for personal time help companies attract and retain quality employees.

Professional development expectations mean employees want clear career pathways and skill-building opportunities. Companies must provide training, advancement opportunities, and professional recognition to compete for ambitious employees.

Communication transparency is expected by modern workers who want to understand company decisions, performance expectations, and advancement criteria. Open communication builds trust and reduces employee uncertainty about their future with the organization.

Technology integration meets employee expectations for modern workplace tools and efficient processes. Outdated systems and manual processes frustrate employees who are accustomed to user-friendly technology in their personal lives.

Recognition and feedback should be regular and meaningful rather than annual and perfunctory. Modern employees want ongoing acknowledgment of their contributions and regular feedback about their performance.

What Innovative Solutions Are Working?

Forward-thinking companies are implementing creative approaches to staffing challenges that go beyond traditional recruitment and retention methods. Innovation in human resources can create competitive advantages in tight labor markets.

Apprenticeship and internship programs create talent pipelines while providing candidates with paid training opportunities. These programs appeal to career-oriented individuals who want professional development combined with income.

Partnership with military transition programs connects companies with candidates who have relevant training, discipline, and career orientation. Veterans often possess leadership skills and professional attitudes that translate well to security work.

Employee development funds provide financial support for professional certifications, continuing education, and career advancement training. Investment in employee development demonstrates long-term commitment while building organizational capabilities.

Retention bonuses and long-term incentives reward employee loyalty while reducing turnover costs. Companies that calculate turnover expenses often find that retention bonuses cost less than constant recruitment and training.

Cross-training programs develop employee versatility while providing career variety. Employees who can work different types of assignments have more opportunities and experience greater job satisfaction.

What Does Success Look Like?

Companies that solve staffing challenges create competitive advantages that extend far beyond recruitment. Well-trained, motivated employees with stable employment deliver superior client service, reduce operational costs, and build company reputations that attract both employees and clients.

My experience developing our company from a two-person startup to a regional leader has demonstrated that investment in employee development, compensation, and professional culture creates sustainable competitive advantages.

Employee retention rates above industry averages indicate successful staffing strategies. Companies with low turnover spend less on recruitment and training while maintaining better client relationships through consistent service delivery.

Client satisfaction improvements often correlate with stable, well-trained employees who understand client needs and maintain professional service standards. Quality employees create quality client relationships that support business growth and profitability.

Revenue growth becomes sustainable when companies have reliable access to quality personnel. Staffing constraints limit business development opportunities, while effective talent management enables expansion into new markets and service areas.

Industry reputation enhancement benefits companies that become known as good employers. My background and experience has shown me that companies with positive reputations attract better employees, clients, and business opportunities.

The security industry’s staffing crisis requires systematic solutions that address root causes rather than symptoms. Companies that invest in professional development, competitive compensation, and employee-focused cultures will solve their staffing challenges while gaining competitive advantages in the marketplace.