Governance & Risk Management
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Insider Threat
Recent Upheavals in Job Market Underscore the Need for a Security-Minded Culture
When’s the best time to beef up your insider risk program? For many companies and the U.S. federal government, that time is right now. Today.
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Recent large-scale layoffs across corporate America and highly visible cost-cutting federal programs – with threat of impending layoffs – create a crisis of confidence in employees. Those job security fears could translate into insider data theft, leaks of sensitive information and outright sabotage.
Cybersecurity teams obviously think in terms of technical controls such as data loss protection and data security posture management. Data governance policies and training are also important components of a strong insider risk program, but in times like these, the real key to success lies in your organization’s culture. Do your employees feel valued? Do they value the security of the organization and the privacy of your customers? If the answer is no, your insider threat level could be off the charts.
Establishing a People-Centric Mindset
Where do you begin? Let’s remember that every organization’s greatest asset is its employees, and that includes their role in maintaining security. Employees who feel trusted and recognized for their contributions are more likely to take ownership over safeguarding sensitive data. This approach shifts cybersecurity from a purely technical domain to a shared responsibility that resonates throughout the organization. While the industry term is “insider threat,” most organizations these days talk to employees about “insider risk.” Instead of labeling employees as threats, management should emphasize the risks that careless or malicious behavior poses to the entire organization.
When employees feel management prioritizes their well-being, particularly in unstable economic climates, they become more vigilant and willing to report suspicious incidents or anomalies. Heightened fears about looming layoffs or automation often make employees feel undervalued, which increases the risk that frustration could manifest in data misuse. By fostering a people-centric mindset, grounded in empathy, loyalty and transparency, organizations can reduce insider risk without creating a climate of fear.
Prioritizing Ongoing Security Education
It takes more than a session on security awareness training during employee onboarding or a once-a-year online course to change your culture. Cyberthreats evolve constantly, and awareness must keep pace with these changes. Regular workshops or online modules that address new attack vectors, social engineering tactics, and relevant case studies encourage employees to stay informed. When employees can see how these threats intersect with their own roles, they are more likely to practice secure behaviors in daily tasks.
Continuous education also helps alleviate anxiety about organizational changes or emerging technologies by positioning every employee as a proactive contributor to security. By offering resources that are both engaging and adaptable to different roles, organizations create a culture of continuous learning that bolsters overall resilience against insider risk. For example, calling attention to lax data management practices through training could prevent a disgruntled insider from getting access to sensitive data or systems.
Implementing the principle of least privilege, in which staff only have access to data they need, helps reduce opportunities for inadvertent data exposure or intentional misuse. Activity monitoring can detect unusual behaviors, such as repeated failed login attempts or abnormal file transfers, but it should be done in a transparent way that explains its purpose as a safeguard for everyone’s benefit.
In a climate where job insecurity can lead to heightened stress or impulsive decision-making, clear and compassionate communication about monitoring measures can mitigate feelings of being policed. Employees are more receptive when they understand that oversight is not about micromanagement but about proactive protection of the company’s collective interests. This balanced approach fosters a shared sense of responsibility rather than a climate of suspicion.
Cultivating Collaboration
Security should never be viewed as the domain of a single department. By weaving security considerations into everyday operations, each team becomes an active participant in reducing insider risk. Human resources can coordinate closely with IT and department managers to ensure consistent policies from onboarding all the way through offboarding, while leadership can sponsor cross-functional training that unites different areas of the business in maintaining a strong defensive posture.
Company leadership is responsible for setting the tone, and in an era marked by massive layoffs and technological uncertainty, demonstrating openness and support is crucial. Make it known that your staff is important to you, and encourage them to share ideas or concerns about potential risks. This collaborative model strengthens the mutual understanding that every employee has value and contributes to company goals, including preventing data breaches, whether they work in marketing, sales, finance or product development. The more interconnected security and business operations become, the less likely it is that potential insider risks will slip through unnoticed.
Embedding Security in Your Organizational DNA
Insider risk will always be a reality, but employers who shape a positive, security-minded culture are far more capable of detecting and defusing issues early. Technical safeguards are necessary, but they can become exponentially more effective when backed by engaged and informed employees.
By prioritizing trust, continuous education and cross-departmental collaboration, your organization can embed security into its very DNA. This approach not only protects sensitive data but also strengthens employee morale and fosters a sense of collective responsibility. Amid major shifts in the job market, leaders who maintain an environment of stability and respect will experience fewer insider-related incidents and a greater sense of unity, enabling the organization to confidently adapt to security challenges as they arise.