{"id":10432,"date":"2021-04-06T04:54:08","date_gmt":"2021-04-06T03:54:08","guid":{"rendered":"https:\/\/citysecuritymagazine.com\/?p=10432"},"modified":"2022-05-05T16:58:03","modified_gmt":"2022-05-05T15:58:03","slug":"working-from-home-insider-threat","status":"publish","type":"post","link":"https:\/\/citysecuritymagazine.com\/risk-management\/working-from-home-insider-threat\/","title":{"rendered":"Working from home: insider threat?"},"content":{"rendered":"

Working from home \u2013 the new insider threat?<\/b><\/h4>\n

Working from home can bring increased risks of the insider threat. Here, we explore how to analyse the increased risks and mitigate them, without alienating staff and undermining the great benefits working from home can bring.<\/em><\/p>\n

In April 2020, the UK Office for National Statistics<\/a> reported that nearly 50% of adults in employment were working from home \u2013 the link to the COVID-19 pandemic and the related social distancing and lock-down measures are obvious.<\/p>\n

But interestingly data trends have been showing that since 2012 the request for flexi-time and remote working has steadily been on the increase. COVID-19 has inevitably speeded up what was a slow burning trend \u2013 but businesses have had ample time to consider both the benefits and potential security risks that more flexible working brings with it. Have they focused on the former more than the latter?<\/p>\n

Businesses that have allowed flexi-time and remote working have reported increased benefits including office costs being reduced, staff retention increased with better staff morale and productivity and the ability to attract a wider talent pool. But they have often cherry-picked the roles that suit this type of working. COVID-19 has forced many businesses to move their entire enterprise to remote working because they are unable to meet COVID-19 regulations. Are they ready to meet these new challenges?<\/p>\n

It is certainly time to dust off the security risk register and apply a COVID-19 lens to the contents:<\/p>\n

\u2022 \u00a0What does the new normal for your\u00a0business look like?<\/p>\n

\u2022 \u00a0What risks have changed and why?<\/p>\n

\u2022 \u00a0Do you have confidence that the\u00a0measures you have in place are effective?<\/p>\n

Nearly a year into this pandemic reviewing the security risk register should be a regular occurrence \u2013 how long did you plan for new security measures to be in place 3\/6\/9 months with the expectation that we would all be back in the office by 2021?<\/p>\n

However, it\u2019s not just about reviewing the security risks \u2013 it\u2019s about understanding how the business has changed \u2013 what opportunities it has been able to take advantage of, and whether your security risks are helping to enable and support the CEO\u2019s direction of travel.<\/p>\n

What of the staff?<\/h4>\n

Working from home does not suit everybody \u2013 many are operating out of spare bedrooms, perched in hastily constructed desks in hallways or fighting for bandwidth in shared accommodation whilst juggling home-schooling or carer duties. Twelve months in and we can see that our staff are tired. The use of Zoom\/Teams and Google hangouts is no longer a novelty as we now move from meeting to meeting as everybody knows that we will be at our desks.<\/p>\n

Our staff are becoming isolated, despondent and bunny-hopping from one lockdown to another. They feel frustrated \u2013 and that can lead to bypassing security procedures to get a job done because they no longer see security as important, and competing business pressures are taking priority. The potential for insider risks within our business is as they say a clear and present danger.<\/p>\n

This now more than ever is when we as security professionals need to work with our key business stakeholders \u2013 particularly our HR colleagues who hold responsibility for people management. Our line managers are the first line of defence in insider risks \u2013 knowing their staff, spotting when something has changed and then dealing with it and recording it.<\/p>\n

HR (including welfare teams) need to know\u00a0which roles have additional risks as a result of\u00a0home working, security teams can help by\u00a0knowing what critical assets the business\u00a0holds and what roles within the business \u00a0have access to them and what the potential\u00a0insider risks look like so that HR can involve\u00a0security teams in high-risk areas.<\/p>\n

Line managers need to know why, how and\u00a0what to report, security can help by working\u00a0with HR and Comms teams to develop\u00a0appropriate awareness campaigns \u2013 or using\u00a0some of the many excellent products\u00a0developed by CPNI (Centre for the Protection\u00a0of National Infrastructure)<\/a> that are on their\u00a0website.<\/p>\n

Training teams might need to re-focus on\u00a0developing on-line learning that emphasises\u00a0the importance of following security and\u00a0how it is there to keep the business and staff\u00a0safe. Security can help by evidencing the\u00a0security risks to show the consequences to\u00a0staff and encourage buy-in and good\u00a0security behaviours.<\/p>\n

Managing our people risks during the pandemic should be seen as a priority \u2013 our staff are essential assets. We should see this as an opportunity for security teams to strengthen their key stakeholder relationships and work in tactical partnership with core business departments to manage the insider risk. The benefits of doing this mean that when life does return to normal your stakeholders can see the tangible benefits that security has brought to the business.<\/p>\n

Sarah Austerberry<\/p>\n

Director<\/p>\n

Au Security Consulting<\/a> and the Security Institute<\/a><\/p>\n

\n

See Sarah\u2019s previous article on this topic: Insider Threat: COVID-19 changes the landscape<\/a><\/p>\n

See related articles in our categories: Counter Terrorism,<\/a> Risk Management<\/a> and Security Management<\/a><\/p>\n<\/div>\n

<\/div>\n","protected":false},"excerpt":{"rendered":"

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