One of the common SIA licencing challenges that can be astounding to organisations is the assumption that a role is equivalent in each category of licences. Employers also tend to assume that experience in one line of security functions qualifies one automatically to hold another position only to realise later on in the process that the licence does not correlate with the actual work done. The same mismatch may cause invalidity of coverage and postponement of deployment, particularly in cases where audits or even contract start dates are fixed. The solution had to be at a complete level of review in terms of the job titles. Duty line against line was compared to the SIA licence definitions and showed the gaps that paperwork had concealed. In one instance, it was the reassignment of responsibilities that resolved the problem quickly compared to retraining. In a different one, abridged training and recredentialing avoided a slump of compliance, but at the expense of unwarranted expenditure and weeks of postponement. The most important piece of advice is not to compare licencing to the way the position is advertised internally, but to its actual day-to-day operations. Checking of documentation must not be done after hiring or contract bidding but rather before. Timelines, budgets, and credibility are safeguarded through early verification. It is infrequent that licencing mistakes are made out of ill intent. They are built on assumptions that are not subjected to test till scrutiny comes.
One such error that has always crept in is the role creep exceeding the license. One of the functions was staff were hired and licensed accordingly and over time, they slowly acquired responsibilities that needed a different SIA license without anyone raising an alarm about it. All seemed to be in order on paper until a regular check up revealed the inconsistency. The rule did not come as a surprise, but the fact that it was so easy to lose track of responsibilities in day to day operations. The resolution meant a temporary break in the duties affected and a swift audit on all ongoing positions as per existing types of licenses. Job descriptions had been reformulated in reality instead of purpose and licensing needs had been directly overlaid on each of the responsibilities. Those transparency helped to avoid additional overlap and regain compliance without damaging coverage in the long run. The most significant piece of advice is not only to review licenses with every change of duties but also when people are hired or renewed. Sunny Glen Children Home depends on a transparent accountability as the way to keep the trust and safety. Licensing remains up to date by changing accountability which results in automatic revision, as opposed to annual review or baseless assumptions that the same job today can be done in the same role as yesterday.