The myth of the lamp in the face is hard to shake
When Kalle meets new organisations, there is often a very clear picture of how personnel security works – and it is rarely flattering.
”A common misconception is that we are going to put someone under a lamp, interrogate them harshly and dig into their private life in an almost cinematic way,” he says. ”That is not the case at all. The whole point is to build trust, not fear.”
In practice, security vetting interviews are about a professional, structured conversation where the individual understands why the questions are being asked and how the information will be handled.
”The only way to get a solid basis for assessment is if the person sitting opposite me trusts me. People share things with someone they experience as sensible, respectful and discreet. Our methodology is built on exactly that – clarity, safety and transparency. We explain why we ask, not just what we ask.”
Culture, trust and poor systems are common obstacles
Swedish workplaces are often characterised by a high level of trust. We hold doors open for each other, we assume that others are authorised, and we hesitate to ask uncomfortable questions. Kalle sees both strengths and risks in that culture.
”We grow up in a trustbased worldview, which creates a pleasant environment. But when the sign on the door says ‘authorised personnel only’ and I still let in someone I do not know, we suddenly have a security risk,” he says.
For him, it is crucial to explain the purpose of personnel security internally. Simply saying ”we are here to catch spies” is not enough.
”When I ask about someone’s finances, it is not to moralise, but to prevent that person from ending up in a situation where someone uses gambling debts or loans as leverage. That explanation makes a huge difference to how the work is received.”
Equally important is how the systems around employees function.
”You can have as many policy documents and analyses as you like. If your systems and processes make it impossible to do the right thing, people will take shortcuts. Poor systems lead to security breaches, not poor people. That applies just as much to values and culture as it does to security.”
Weak leadership is a security riskrisk
When Kalle talks about personnel security, he often returns to leadership. For him, it is more than an HR issue. It is a direct security factor.
”Leaders cannot hide behind not knowing. They have the mandate, the salary and the conditions to take responsibility. That includes prioritising security, listening to the experts and pushing through measures even when they are uncomfortable,” he says.
He sees weak leadership, where no one dares to make decisions or follow up, as a concrete security risk. Employees do not do what it says in a document; they do what their managers actually do in everyday life.
Here, HiQ’s role is often both advisory and educational. It is about giving the leadership team a clear picture of the risks, but also showing how personnel security can be integrated into business, culture and daily operations without blocking the organisation.
How organisations get support based on their reality
When HiQ enters an organisation, the work always begins with understanding what the organisation does, which assets and values need to be protected and which roles have access to what. A security protection analysis and a clear description of the operation form the basis.
The next step is to clarify which positions need to be security vetted and possibly security classified, which ones require checks against official registers and how background checks should be carried out in a structured and legally robust way. At the same time, training and internal communication are developed so that employees understand both the purpose and their own role.
For some clients, the assignment is about building everything from the ground up. For others, HiQ is a partner that complements an existing security setup with the personnel security component.
”Some organisations have already carried out an extensive security protection analysis. In those cases, I can come in, familiarise myself with the material and look at the whole from a personnel security perspective. Quite often it is enough to adjust roles, tighten a few routines and add training to raise the level significantly,” says Kalle
Personnel security as an enabler
For Kalle, the goal is not to slow the organisation down, but rather to make it possible to act faster and more safely.
”I usually say that we do not have brakes on a car in order to stop, but in order to be able to drive as fast as possible in a controlled way. It is the same with security work. Properly designed personnel security makes it possible to give people mandate, share sensitive information and use the full power of your organisation,” he says.
When security measures are perceived as unreasonably complicated or illogical, something has gone wrong. People then work around the systems, and security is in practice weakened.
HiQ’s work with personnel security is therefore always aimed at combining legal requirements, risk reduction and human understanding with solutions that work in reality. People are the starting point – and the greatest opportunity.
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