A security team may need a client representative to make decisions during routine work. Calling the same person about visitor admission, an unclear delivery or an instruction can become habitual. When that person takes leave, having their telephone number on a list does not mean a decision remains available.
For a business in Ankara, this is not limited to holidays. Meetings, site visits and changes of role can create the same gap. Being able to reach the provider’s own manager does not automatically replace decision-making authority that belongs to the client organisation.
The problem highlighted by research
Tubre and Collins’ meta-analysis associated role ambiguity with lower job performance. [1] This does not establish the effect of a particular backup-contact arrangement. It does, however, support distinguishing someone’s availability from clarity about who owns a decision.
HSE’s guidance on using contractors also addresses information sharing, cooperation and responsibility. [2] Without replacing Turkish authorisation requirements, it supports discussing which matters the client and provider each manage.
Identify which decisions remain with the client
Naming one backup for every question may appear convenient, but different decisions may have different owners. A visitor’s internal host, the technical owner of maintenance work and the manager approving contract changes need not be the same person.
Separate work an officer can perform under routine instructions from situations requiring a client decision. This preparation aims to avoid both unnecessary escalation to senior management and officers deciding matters beyond their authority. Backup arrangements should follow the organisation’s valid authorisation procedures.
Prepare a small decision map for the absence
Place the decision topic at the centre of the map. Beside each topic, identify the usual contact, the backup designated for that period and the limits of their role. Do not imply that the backup has unrestricted authority over every matter.
- Which decisions may this person make?
- When do they only pass information onward?
- During which dates does the arrangement apply?
- Which corporate communication channel should be used?
- What do the existing instructions require if the backup is also unavailable?
This map does not replace formal authorisations where these are needed. Its purpose is to align on-site communication with authority approved by the organisation.
Make sure the backup knows and understands the role
A person added to the list needs to know about the assignment. Explain where they can obtain information, which decisions they can make and which matters they must refer elsewhere. Otherwise, the officer has merely called a different number while the decision remains unclear.
In a hypothetical maintenance visit, for example, a technical suitability decision may be needed. A call to an administrative contact does not complete that technical assessment. The decision should be connected to the authorised technical owner. Keep the requester, the person conveying information and the approving role distinct in the record.
Tell shifts when the arrangement starts and ends
The temporary arrangement’s start and end should appear in the current contact information used by affected shifts. Withdraw outdated lists from circulation while retaining necessary record history. Limit distribution of sensitive contact details to people who need them for their work.
A brief confirmation before the absence can establish that the backup understands the role and can be reached through the appropriate channel. Do not create a fictitious emergency to perform this check. When normal arrangements resume, identify who receives any open matters. Leave can then be managed as a planned transfer of responsibility.
