UK Security Salary Survey 2024: what are the challenges for today’s leaders?
Never has it been more important for executive boards to have access to a trusted security leader as they wrestle with challenging global dynamics and risks. The SSR® Personnel & Executive Profiles 2024 annual salary survey explores the context, challenges and priorities for today’s security leaders.
Read a summary of the results of the SSR® Personnel & Executive Profiles 2024 annual salary survey
The context for security leaders
Multiple crises such as natural disasters, the current geopolitical landscape, cyber and physical attacks are heightening the risk temperature in all organisations. Furthermore, there are challenges of sustainability, shareholder trust, client- centric behaviours, and executive committees seeking greater profitability with increased risks. All of this within an increasing regulatory framework that is becoming more aggressive to corporations.
Executive boards are embracing analytics, using them within their boardroom dashboard settings, integrating AI and allowing security leaders to set agendas in line with the corporate vision. Security leaders must nurture a culture of resilience and adaptability, ensuring that all levels of the organisation are equipped to handle the unpredictability and complexity. This proactive and comprehensive approach not only protects but contributes to long-term sustainability and success.
Impact on salary and role
The progressive security management team of today will have seen an above – average salary increase of up to 25% over two years. This was due initially to the pandemic bounce, where they stepped up to the emergency. Their inbox has continued growing, with more issues than before the financial crash of 2008. From the end of 2023 until today, cost constraint has seen many organisations apply recruitment freezes, instead hiring in flexible contracted specialist skills. With financial certainty returning, employment will increase in the second half of 2024. Security is well placed to continue its expansion through technology interchange.
Priorities for security leaders
The top priorities remain consistent:
- Cyber security concerns are increasing in both business and private lives.
- Attracting talent at all levels is a challenge.
- Communicating effectively across generations with differing values. For example, Gen Z are unsure that the workplace reflects their values, many with managers (most probably Gen X) not sharing their views on areas such as sabbaticals, buying more personal holiday time and not answering company communications in non-work hours.
- Adopting a leadership style of coordinating rather than empowering.
Sharing the message
In this digital world, some security functions have adapted their messaging into a gaming style, with points and status for champions. They develop interactive tabletop exercises with real incidents and write their playbook with security very much part of the crisis team. Investing time in training local leaders who can make informed decisions quickly under pressure, with a deep understanding of cultural and regional nuances, puts the organisation into a ready status, and cuts down decision- making trees with an established rulebook.
Increasing efficiency through AI applications
AI is enabling security professionals to perform tasks at a faster pace, with greater accuracy, streamline processes and provide businesses with valuable insights to drive growth. Algorithms can help tailor security to regions and business units, effectively gaining a competitive edge in the market by staying ahead of industry risks.
There are risks of unconscious bias in algorithms as the systems are only as good as the data they are trained on, and if this data is biased, it will lead to discriminatory outcomes and reinforce existing inequalities. This could be within predictive tools developed internally for a business, such as for recruitment. The complexity of AI algorithms can make it difficult for businesses to understand how decisions are being made, raising questions around accountability and ethics.
Sustainability and the ESG agenda
Security leaders are grappling with ethical and humanitarian considerations, including issues related to human rights, civilian protection, and the use of force. They are incorporating ethical frameworks and principles into their decision-making processes to ensure that responses to crises are not only effective but also morally justifiable.
Chief Security Officers have Sustainability added to their job titles so the organisation knows where they can go to for a raft of issues: resilience, recovery, business continuity and more. Progressive incumbents have centred around the ESG agenda. There is pushback against the wokery of some ESG stakeholders and subsequently the needle has been dialled down. However, organisations have retained transparency in their operations and continue with better environmental credentials since this is important to employees and investors alike.
Today’s security leader
Security leaders can help boards proactively manage and mitigate risks, rather than just react to incidents after they occur, saving the organisation time, money, and reputational damage. They should be well-versed in compliance and regulatory requirements related to data security, privacy, and other security concerns. Boards should be able to rely on this expertise to help the organisation meet its legal obligations.
Peter French, MBE CPP
CEO
SSR® Personnel
