Information Security Awareness: Is It Failing? Most companies are participating in any type of ‘intelligence awareness’ program. Certainly, with varying levels of success. Regardless of whether it is a phishing or obligatory annual e-learning simulation. However, many must be aware of security concerns so that laws and guidelines can be adhered to. In comparison, security accidents and data violations numbers, especially neglect and mistake, are alarming and have steadily risen. Why does security consciousness so badly fail?
We have to look at data to answer this issue. Further, we have to consider what determines safety behaviour profoundly. And critique that safety knowledge does not affect it in isolation.
The protection action and, above all, the behavior itself is unbelievably complex and convincing. A variety of perturbing internal and external ‘factors’ may have a deep effect on individual and employee security behavior. While biological and physiological factors also affect actions. ISF research has shown that there are major factors that an organization can observe, manipulate, and influence.
Internal and external factors
The three internal factors contribute to the psychological and competence of a person. Hence, in particular its mood, motivation, and general skills. The three external factors, the skills given to staff, and the power exercised by senior management. Further, determines how the organization interacts with employees. In order to closely track, criticize, and improve the effect each aspect has on the enterprise as a whole, individual teams or particular positions across a variety of initiatives. Therefore, security sensitivity is only a small component of a larger, more complex behavioral improvement program that focuses on or tandems with any aspect.
Be aware of safety and refocus
Keep workers “aware of safety,” the hazards to which it exposes them, and their work responsibilities are risk-related. However, this would clearly not suffice to improve and maintain long-term actions. The industry must refocus its investment in the areas which influence its employees’ actions and culture, with the key internal and external factors.
Finally, the purpose of a behavior or cultural modification initiative should be to reduce the number of behavioral safety events and increase the consistency of the study.
Content-focused and developed
Employees required to perform the same universal, compulsory e-learning around the company normally find the job daunting and not important. The expertise, abilities, and tools to resolve the particular risks and challenges SETA will face in the future should be given for each unique purpose.
Engagement of sentiment
Bland–a term that has traditionally been associated with SETA, “boring,” “disinterested.” This has to change radically. We realize now that they must convey messages in an emotionally rewarding manner. Certainly, to be put in long-term memory. Enjoying and entertaining safety content and activities can have a much greater positive effect on the safety feature. Further, on the general safety relevance of the workers.
Frequent and in micro-doses
Many companies set awareness of safety seminars once every 6 months or as part of the on-boarding process. Offering restricted access to security for workers. Psychologically, we know that behavioral habits for people have to replicate and retrain often. Particularly if they do it more often because the human mind can store approximately seven pieces of information at once. Consequently, as far as possible, security messages, education, and instruction can be distributed in microdose.