Security and personnel
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This document discusses security and personnel issues related to an information technology security course. It covers positioning the security function within an organization, staffing the security team, and qualifications for security roles. It also addresses how to integrate security practices into human resources policies like hiring, contracting, and training new employees. The overall goal is to successfully implement security while gaining employee acceptance and support.
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Security and personnel
- 1. TransformingLives. InventingtheFuture. www.iit.edu I ELLINOIS T UINS TI T OF TECHNOLOGY ITM 578 1 Security and Personnel Ray Trygstad ITM 578 Section 071 Summer 2003 Master of Information Technology & Management Program CenterforProfessional Development Slides based on Whitman, M. and Mattord, H., Principles of InformationSecurity; Thomson Course Technology 2003
- 2. ITM 578 2 ILLINOIS INSTITUTE OF TECHNOLOGY Learning Objectives: Upon completion of this lesson students should be able to: – Describe where and how the information security function is positioned within organizations – Discuss issues and concerns about staffing the information security function – Describe credentials that professionals in the information security field can acquire
- 3. ITM 578 3 ILLINOIS INSTITUTE OF TECHNOLOGY Learning Objectives: Upon completion of this lesson students should be able to: – Recognize how an organization’s employment policies and practices can support the information security effort – Explain special security precautions necessary for nonemployees – Recognize the need for the separation of duties. – Describe special requirements needed for the privacy of personnel data
- 4. ITM 578 4 ILLINOIS INSTITUTE OF TECHNOLOGY Introduction When implementing information security many human resource issues must be addressed 1. How to position and name the security function 2. Planning of proper staffing for the information security function. 3. Understand the impact of information security across every role in the IT function & adjust job descriptions and documented practices accordingly 4. General management must work with IS professionals to integrate solid information security concepts into organizational personnel management practices
- 5. ITM 578 5 ILLINOIS INSTITUTE OF TECHNOLOGY Introduction Understanding impact of change to personnel management practices of the organization is important in success of implementation Employees often feel threatened when an organization is creating or enhancing an overall information security program Quelling doubts and reassuring employees is a fundamental part of implementation It’s important to supply resources to gather and respond quickly to employee feedback
- 6. ITM 578 6 ILLINOIS INSTITUTE OF TECHNOLOGY Security Function Within an Organization’s Structure The security function can be placed within the: – IT function – Physical security function – Administrative services function – Insurance and risk management function – Legal department
- 7. ITM 578 7 ILLINOIS INSTITUTE OF TECHNOLOGY Security Function Within an Organization’s Structure The challenge is to design a structure that balances the competing needs of the communities of interest Organizations compromise to balance needs of enforcement with needs for education, training, awareness, and customer service
- 8. ITM 578 8 ILLINOIS INSTITUTE OF TECHNOLOGY Audit Function of IT Security Since Information Security has an important audit function, some feel it should not be in the IT organization This is based on the principle that audit organizations should be external to the area audited
- 9. ITM 578 9 ILLINOIS INSTITUTE OF TECHNOLOGY Staffing the Security Function Selecting information security personnel is based on many criteria, including supply and demand Many professionals enter the security market by gaining skills, experience, and credentials to qualify as new supply
- 10. ITM 578 10 ILLINOIS INSTITUTE OF TECHNOLOGY Staffing The Security Function Until the new supply reaches the demand level, organizations must pay higher costs associated with the current limited supply When supply reaches a level at or above demand, organizations hiring these skills can become selective so the cost they are willing to pay drops Currently the information security industry is in a period of high demand
- 11. ITM 578 11 ILLINOIS INSTITUTE OF TECHNOLOGY Qualifications and Requirements Issues in information security hiring: – Management should learn more about position requirements and qualifications – Upper management should also learn more about the budgetary needs of the information security function – Management needs to learn more about the level of influence and prestige the information security function should be given in order to be effective
- 12. ITM 578 12 ILLINOIS INSTITUTE OF TECHNOLOGY Qualifications and Requirements Organizations typically look for a technically-qualified information security generalist In the information security discipline, over-specialization is often a risk and it is important to balance technical skills with general information security knowledge
- 13. ITM 578 13 ILLINOIS INSTITUTE OF TECHNOLOGY Hiring Criteria When hiring infosec professionals, organizations frequently look for individuals who understand: – How an organization operates at all levels – Information security is usually a management problem and is seldom an exclusively technical problem – People, and have strong communications and writing skills – The roles of policy and education and training
- 14. ITM 578 14 ILLINOIS INSTITUTE OF TECHNOLOGY More Hiring Criteria When hiring infosec professionals, organizations frequently look for individuals who understand: – The threats and attacks facing an organization – How to protect the organization from attacks – How business solutions can be applied to solve specific information security problems – Many of the most common mainstream IT technologies as generalists – The terminology of IT and information security
- 15. ITM 578 15 ILLINOIS INSTITUTE OF TECHNOLOGY Entry into the Security Profession Many information security professionals enter the field through one of two career paths: – ex-law enforcement and military personnel – technical professionals working on security applications and processes Today, students are selecting and tailoring degree programs to prepare for work in security
- 16. ITM 578 16 ILLINOIS INSTITUTE OF TECHNOLOGY Military and law enforcement Securit y Security education Technology Career Paths to InfoSec Positions FIGURE 11-1 Career Paths to Information Security Positions
- 17. ITM 578 17 ILLINOIS INSTITUTE OF TECHNOLOGY Entry into the Security Profession Current perception is that a security professional must first be a proven professional in another field of IT IT professionals moving into information security often focus on the technology to the exclusion of general information security issues Organizations can foster greater professionalism in the field through clearly defined expectations and position descriptions
- 18. ITM 578 18 ILLINOIS INSTITUTE OF TECHNOLOGY Information Security Positions The use of standard job descriptions can increase the degree of professionalism in the information security field as well as improve the consistency of roles and responsibilities between organizations Organizations that are revising the roles and responsibilities of InfoSec staff can consult references
- 19. ITM 578 19 ILLINOIS INSTITUTE OF TECHNOLOGY Positions in Information Security FIGURE 11-2 Positions in Information Security Chief InformationChief Information Security Officer CISOSecurity Officer CISO SecuritySecurity ConsultantConsultant SecuritySecurity AdministratorAdministrator SecuritySecurity ManagerManager SecuritySecurity OfficerOfficer SecuritySecurity TechnicianTechnician
- 20. ITM 578 20 ILLINOIS INSTITUTE OF TECHNOLOGY InfoSec Staffing Help Wanted Definers provide the policies, guidelines, and standards Builders are the real techies, who create and install security solutions Operators run and administer the security tools, perform security monitoring, and continuously improve processes
- 21. ITM 578 21 ILLINOIS INSTITUTE OF TECHNOLOGY Chief Information Security Officer Top information security position in the organization – Not usually an executive – Frequently reports to the CIO/CTO Qualifications & position requirements – Often a CISSP – Graduate degree – Experience as a security manager Business managers first—technologists second; must also be conversant in all areas of security, including technical, planning, and policy
- 22. ITM 578 22 ILLINOIS INSTITUTE OF TECHNOLOGY CISO Functions Manage the overall InfoSec program Draft or approves information security policies Work with the CIO on strategic plans, develops tactical plans, and work with security managers on operational plans Develop InfoSec budgets based on funding Set priorities for InfoSec projects & technology Make decisions in recruiting, hiring, and firing of security staff Act as spokesperson for the security team
- 23. ITM 578 23 ILLINOIS INSTITUTE OF TECHNOLOGY Security Manager Accountable for the day-to-day operation of the information security program Accomplishes objectives as identified by the CISO Qualifications and position requirements: – Not uncommon to have a CISSP – Traditionally, managers have earned the CISSP while technical professionals earned the Global Information Assurance Certification – Must have the ability to draft middle- and lower-level policies as well as standards and guidelines – They must have experience in budgeting, project management, and hiring and firing – They must also be able to manage technicians, both in the assignment of tasks and the monitoring of activities
- 24. ITM 578 24 ILLINOIS INSTITUTE OF TECHNOLOGY Security Technician Technically qualified individuals tasked to configure security hardware and software Tend to be specialized, focusing on one major security technology and further specializing in one software or hardware solution Qualifications and position requirements: – Organizations prefer expert, certified, proficient technicians – Job descriptions cover some level of experience with a particular hardware and software package – Sometimes familiarity with a technology secures an applicant an interview; however, experience in using the technology is usually required
- 25. ITM 578 25 ILLINOIS INSTITUTE OF TECHNOLOGY Internal Security Consultant Typically an expert in some aspect of information security Usually preferable to involve a formal security services company, it is not unusual to find a qualified individual consultant Must be highly proficient in the managerial aspects of security Information security consultants usually enter the field after working as experts in the discipline and often have experience as a security manager or CISO
- 26. ITM 578 26 ILLINOIS INSTITUTE OF TECHNOLOGY Credentials of Infosec Professionals Many organizations seek recognizable certifications to indicate proficiency level associated with various security positions Most certifications are relatively new and not fully understood by hiring organizations
- 27. ITM 578 27 ILLINOIS INSTITUTE OF TECHNOLOGY Credentials of Infosec Professionals Certifying bodies work hard to educate the general public on value and qualifications of their certificate recipients Employers trying to understand the match between certifications and the position requirements & candidates trying to gain meaningful employment based on newly received certifications
- 28. ITM 578 28 ILLINOIS INSTITUTE OF TECHNOLOGY Credentials of Infosec Professionals Certifications: – Certified Information Systems Security Professional (CISSP) & Systems Security Certified Practitioner (SSCP) [(ISC)2 ] – Global Information Assurance Certification (GIAC) [SANS Institute] – Security Certified Professional (SCP) [SCP] – TruSecure ICSA Certified Security Associate (TICSA) & TruSecure ICSE Certified Security Expert (TICSE) [TruSecure]
- 29. ITM 578 29 ILLINOIS INSTITUTE OF TECHNOLOGY Credentials of Infosec Professionals Certifications: – Security+ [CompTIA] – Certified Information Systems Auditor (CISA) & Certified Information Security Manager (CISM) [ISACA] – Certified Information Forensics Investigator (CIFI) [ISFA] – Computer and Network Security Technologies Graduate Certificate [IIT]
- 30. ITM 578 30 ILLINOIS INSTITUTE OF TECHNOLOGY Cost of Being Certified Certifications cost money, and the better certifications can be quite expensive - cost for training can also be significant Even an experienced professional finds it difficult to sit for one of these exams without some preparation
- 31. ITM 578 31 ILLINOIS INSTITUTE OF TECHNOLOGY Cost of Being Certified Many candidates teach themselves through trade press books others prefer the structure of formal training Before attempting a certification exam, do your homework and review the exam criteria, its purpose and requirements in order to ensure that the time and energy spent pursuing the certification are well spent
- 32. ITM 578 32 ILLINOIS INSTITUTE OF TECHNOLOGY Preparing for Security Certification FIGURE 11-3 Preparing for Security Certification Self-Study Guides Certification Mentors & Study Partners Work Experience Training Media Formal Training Programs
- 33. ITM 578 33 ILLINOIS INSTITUTE OF TECHNOLOGY Advice for Information Security Professionals If you are a future information security professional, you can benefit from these suggestions on entering the information security job market: – Always remember: business first, technology last – It’s all about the information – Be heard and not seen – Know more than you say, be more skillful than you let on – Speak to users, not at them – Your education is never complete
- 34. ITM 578 34 ILLINOIS INSTITUTE OF TECHNOLOGY Employment Policies and Practices General management should integrate solid information security concepts into the organization’s employment policies and practices If the organization can include security as a documented part of every employee’s job description, perhaps information security will be taken more seriously
- 35. ITM 578 35 ILLINOIS INSTITUTE OF TECHNOLOGY Hiring and Termination Issues From an information security perspective, the hiring of employees is a responsibility laden with potential security pitfalls The CISO and information security manager should establish a dialogue with the Human Resources department to provide an information security viewpoint for hiring personnel
- 36. ITM 578 36 ILLINOIS INSTITUTE OF TECHNOLOGY Hiring Issues FIGURE 11-4 Hiring Issues Certifications Background Checks Covenants & Agreements Policies Contracts
- 37. ITM 578 37 ILLINOIS INSTITUTE OF TECHNOLOGY Job Descriptions Inserting information security perspectives into the hiring process begins with reviewing and updating all job descriptions To prevent people from applying for positions based solely on access to sensitive information, the organization should avoid revealing access privileges to prospective employees when advertising positions
- 38. ITM 578 38 ILLINOIS INSTITUTE OF TECHNOLOGY Interviews An opening within Information Security opens up a unique opportunity for the security manager to educate HR on the certifications, experience, and qualifications of a good candidate Information security should advise HR to limit information provided to the candidate on the responsibilities and access rights the new hire would have For those organizations that include on-site visits as part of interviews, it is important to use caution when showing a candidate around the facility
- 39. ITM 578 39 ILLINOIS INSTITUTE OF TECHNOLOGY Background Checks A background check is an investigation into a candidate’s past There are regulations that govern such investigations Background checks differ in the level of detail and depth with which the candidate is examined: – Identity checks – Education and credential checks – Previous employment verification – References checks – Worker’s Compensation history – Motor vehicle records – Drug history – Credit history – Civil court history – Criminal court history
- 40. ITM 578 40 ILLINOIS INSTITUTE OF TECHNOLOGY Fair Credit Reporting Act Federal regulations exist in the use of personal information in employment practices, including the Fair Credit Reporting Act (FCRA) Background reports contain information on a job candidate’s credit history, employment history, and other personal data FCRA prohibits employers from obtaining these reports unless the candidate is informed
- 41. ITM 578 41 ILLINOIS INSTITUTE OF TECHNOLOGY Employment Contracts Once a candidate has accepted the job offer, the employment contract becomes an important security instrument Many security policies require an employee to agree in writing – If an existing employee refuses to sign these contracts, the security personnel are placed in a difficult situation
- 42. ITM 578 42 ILLINOIS INSTITUTE OF TECHNOLOGY Employment Contracts New employees, however may find policies classified as “employment contingent upon agreement,” whereby the employee is not offered the position unless he/she agrees to the binding organizational policies
- 43. ITM 578 43 ILLINOIS INSTITUTE OF TECHNOLOGY New Hire Orientation As new employees are introduced into the organization’s culture and workflow, they should receive an extensive information security briefing on all major policies, procedures, and requirements for information security The levels of authorized access are outlined, and training provided on the secure use of information systems By the time employees are ready to report to their positions, they should be thoroughly briefed, and ready to perform their duties securely
- 44. ITM 578 44 ILLINOIS INSTITUTE OF TECHNOLOGY On-the-Job Security Training As part of the new hire’s ongoing job orientation, and as part of every employee’s security responsibilities, the organization should conduct periodic security awareness training Keeping security at the forefront of employees’ minds and minimizing employee mistakes is an important part of the information security awareness mission Formal external and informal internal seminars also increase the level of security awareness for all employees, especially security employees
- 45. ITM 578 45 ILLINOIS INSTITUTE OF TECHNOLOGY Performance Evaluation To heighten information security awareness and change workplace behavior, organizations should incorporate information security components into employee performance evaluations Employees pay close attention to job performance evaluations, and if the evaluations include information security tasks, employees are more motivated to perform these tasks at a satisfactory level
- 46. ITM 578 46 ILLINOIS INSTITUTE OF TECHNOLOGY Termination When an employee leaves an organization, there are a number of security-related issues Key is protection of all information to which employee had access
- 47. ITM 578 47 ILLINOIS INSTITUTE OF TECHNOLOGY Termination Tasks When an employee leaves, several tasks must be performed: – Revoke access to the organization’s systems – Return removable media – Secure hard drives – Change file cabinet locks – Change office door lock – Revoke keycard access – Remove all personal effects from the organization’s premises Once cleared—if circumstances dictate— former employees should be escorted from the premises
- 48. ITM 578 48 ILLINOIS INSTITUTE OF TECHNOLOGY Exit Interview In addition, many organizations use an exit interview Obtain feedback on the employee’s tenure in the organization Remind the departing employee of contractual obligations, such as nondisclosure agreements Also remind departing employee that if they fail to comply with contractual obligations, civil or criminal action may result
- 49. ITM 578 49 ILLINOIS INSTITUTE OF TECHNOLOGY Exit Scenarios From a security standpoint, security cannot risk the exposure of organizational information Simplest and best method to handle the outprocessing of an employee is to select one of the scenarios that follows, based on the employee’s reasons for leaving – Hostile departure (nonvoluntary) procedure: termination, downsizing, lay off, or quitting – Friendly departure (voluntary): retirement, promotion, or relocation
- 50. ITM 578 50 ILLINOIS INSTITUTE OF TECHNOLOGY Hostile Departure Procedure Termination, downsizing, lay off, or quitting – Terminate all logical and keycard access before employee is aware – As soon as employee reports for work, employee is escorted into supervisor’s office – Upon receiving notice, employee is politely escorted to working space and allowed to collect personal belongings – Employee asked to surrender all keys, keycards, and other company property – Former employee then politely escorted out of the building
- 51. ITM 578 51 ILLINOIS INSTITUTE OF TECHNOLOGY Friendly Departure Procedure Retirement, promotion, or relocation – Employee may have tendered notice well in advance of the actual departure date – Actually makes it harder for security to maintain positive control over the employee’s access and information usage – Employee access is usually allowed to continue with a new expiration date – Employees come and go at will and collect their own belongings, and leave on their own – Asked to drop off all organizational property “on their way out the door”
- 52. ITM 578 52 ILLINOIS INSTITUTE OF TECHNOLOGY Termination In all circumstances, offices and information used by the employee must be inventoried, their files stored or destroyed, and all property returned to organizational stores It is possible that the employees foresee departure well in advance, and begin collecting organizational information or anything that could be valuable in their future employment
- 53. ITM 578 53 ILLINOIS INSTITUTE OF TECHNOLOGY Termination (continued) Only by scrutinizing systems logs after the employee has departed, and sorting out authorized actions from systems misuse or information theft can the organization determine if there has been a breach of policy or a loss of information In the event that information is illegally copied or stolen, the action should be declared an incident and the appropriate policy followed
- 54. ITM 578 54 ILLINOIS INSTITUTE OF TECHNOLOGY Security Considerations For Nonemployees A number of individuals who are not subject to rigorous screening, contractual obligations, and eventual secured termination often have access to sensitive organizational information Relationships with individuals in this category should be carefully managed to prevent a possible information leak or theft
- 55. ITM 578 55 ILLINOIS INSTITUTE OF TECHNOLOGY Temporary Employees Temporary employees: hired by the organization to serve in a temporary position or to supplement existing workforce As they are not employed by the host organization, they are often not subject to the contractual obligations or general policies; if these individuals breach a policy or cause a problem actions are limited From a security standpoint, access to information for these individuals should be limited to that necessary to perform their duties Ensure that the temp’s supervisor restricts the information to which they have access
- 56. ITM 578 56 ILLINOIS INSTITUTE OF TECHNOLOGY Maintenance Personnel Internal maintenance and custodial personnel who may have access to IT assets need to have necessary clearances even if handling these assets is not part of their regular job Contract and warranty service personnel need to be supervised when working on any equipment with access to sensitive or classified data Contract custodial personnel must be bonded
- 57. ITM 578 57 ILLINOIS INSTITUTE OF TECHNOLOGY Contract Employees Contract employees are typically hired to perform specific services for the organization The host company often makes a contract with a parent organization rather than with an individual for a particular task In a secure facility, all contract employees are escorted from room to room, as well as into and out of the facility There is also the need for certain restrictions or requirements to be negotiated into the contract agreements when they are activated
- 58. ITM 578 58 ILLINOIS INSTITUTE OF TECHNOLOGY Consultants Consultants should be handled like contract employees, with special requirements for information or facility access requirements integrated into the contract before these individual are allowed outside the conference room Security and technology consultants especially must be prescreened, escorted, and subjected to nondisclosure agreements to protect the organization Just because you pay a security consultant, doesn’t make the protection of your information his or her number one priority
- 59. ITM 578 59 ILLINOIS INSTITUTE OF TECHNOLOGY Business Partners Businesses find themselves in strategic alliances with other organizations, desiring to exchange information, integrate systems, or simply to discuss operations for mutual advantage There must be a meticulous, deliberate process of determining what information is to be exchanged, in what format, and to whom Nondisclosure agreements and the level of security of both systems must be examined before any physical integration takes place, as system connection means that the vulnerability of one system is the vulnerability of all
- 60. ITM 578 60 ILLINOIS INSTITUTE OF TECHNOLOGY Separation of Duties & Collusion The completion of a significant task that involves sensitive information should require two people using the check and balance method to avoid collusion – If one person has the authorization to access a particular set of information, there may be nothing to prevent this individual from copying it and removing it from the premises Check and balance method requires two or more people to conspire to commit an incident, known as collusion.
- 61. ITM 578 61 ILLINOIS INSTITUTE OF TECHNOLOGY Separation of Duties & Collusion A similar concept is that of two-man control, when two individuals review and approve each other’s work before the task is categorized as finished In two-man control, each person completely finishes necessary work, and then submits it to the co-worker. Each co-worker examines the work performed, double checking the actions performed, ensuring no errors or inconsistencies exist
- 62. ITM 578 62 ILLINOIS INSTITUTE OF TECHNOLOGY Separation of Duties & Collusion Another control used is job rotation where employees know each others job skills A mandatory vacation, of at least one week, provides the ability to audit the work Need-to-know and least privilege ensures that no unnecessary access to data occurs, and that only those individuals who must access the data do so
- 63. ITM 578 63 ILLINOIS INSTITUTE OF TECHNOLOGY Preventing Collusion FIGURE 11-6 Preventing Collusion Separation of Duties Work is divided up. Each team member performs only his or her portion of the task sequence. Two-man control Team members review each other’s work
- 64. ITM 578 64 ILLINOIS INSTITUTE OF TECHNOLOGY Privacy and the Security of Personnel Data Organizations are required by law to protect employee information that is sensitive or personal This includes employee addresses, phone numbers, social security numbers, medical conditions, and even names and addresses of family and relatives This responsibility also extends to customers, patients, and business relationships
- 65. ITM 578 65 ILLINOIS INSTITUTE OF TECHNOLOGY The End… Discussion!
Notas del editor
- Learning Objectives: Upon completion of this chapter you should be able to: Understand where and how the information security function is positioned within organizations Understand the issues and concerns about staffing the information security function Know about the credentials professionals in the information security field can acquire Recognize how an organization’s employment policies and practices can support the information security effort Understand the special security precautions necessary for nonemployees Recognize the need for the separation of duties Understand the special requirements needed for the privacy of personnel data
- When implementing information security, there are many human resource issues that must be addressed. First, the entire organization must decide how to position and name the security function. Second, the communities of interest must plan for the proper staffing for the information security function. Third, the IT community of interest must understand the impact of information security across every role in the IT function and adjust job descriptions and documented practices accordingly. Finally, the general management community of interest must work with the information security professionals to integrate solid information security concepts into the personnel management practices of the organization.
- Understanding the impact of change to personnel management practices of the organization is important in the success of the implementation phase. Experience has shown that employees often feel threatened when an organization is creating or enhancing an overall information security program. Quelling the doubts and reassuring the employees is a fundamental part of the implementation process. It is important to supply adequate resources to gather and respond quickly to employee feedback.
- Security Function Within An Organization’s Structure In Charles Cresson Wood’s book, Information Security Roles and Responsibilities Made Easy the author indicates that the security function can be placed within the: IT function, as a peer of other functions (networks, applications development, and help desk) Physical security function, as a peer of physical security or protective services Administrative services function, as a peer of human resources or purchasing Insurance and risk management function Legal department The challenge is to design a reporting structure for the information security function that balances the competing needs of each of the communities of interest. Organizations find compromise by placing the information security function where it can best balance the needs of enforcement of organizational policy with the education, training, awareness, and customer service needed to make information security part of the organizational culture.
- Staffing The Security Function Selecting information security personnel is based on a number of criteria, including the principles of supply and demand. Many potential professionals seek to enter the security market by gaining the skills, experience, and credentials to qualify as a new supply.
- Until the new supply reaches the demand level, organizations must pay the higher costs associated with the current limited supply. Once the supply reaches a level at or above demand, the organizations hiring these skills become selective, and the cost they are willing to pay drops. At the present time the information security industry is in a period of high demand, with few qualified individuals available for organizations seeking their services.
- Qualifications and Requirements There are a number of factors that influence an organization’s hiring decisions. In many organizations, information security teams lack established roles and responsibilities. For the information security discipline to move forward, these factors must be addressed: Management should learn more about position requirements and qualifications for both information security positions and IT positions that impact infosec. Upper management should also learn more about the budgetary needs of the infosec function. IT and management need to learn more about the level of influence and prestige the information security function should be given in order to be effective.
- In most cases, organizations look for a technically qualified information security generalist, with a solid understanding of how an organization operates. In many other career fields, the more specialized professionals become, the more marketable they are. But, in the information security discipline, over-specialization is often a risk. It is important to balance technical skills with general information security knowledge.
- Hiring Criteria When hiring InfoSec professionals, organizations frequently look for individuals who understand: How an organization operates at all levels Information security is usually a management problem and is seldom an exclusively technical problem People and have strong communications and writing skills The roles of policy and education and training
- The threats and attacks facing an organization How to protect the organization from attacks How business solutions can be applied to solve specific information security problems Many of the most common mainstream IT technologies as generalists The terminology of IT and information security
- Entry into the Security Profession Many information security professionals enter the field through one of two career paths: First, ex-law enforcement and military personnel move from their respective environments into the more business-oriented world of information security, and Second, technical professionals find themselves working on security applications and processes more often than on traditional IS tasks. Today, college graduates and upper division students are selecting and tailoring degree programs to prepare for work in the field of security.
- The current perception in InfoSec is that a security professional must first be a proven professional in another field of IT. IT professionals, however, who move into information security tend to focus on the technology to the exclusion of general information security issues. Organizations can foster greater professionalism in the information security discipline through clearly defined expectations and position descriptions.
- Information Security Positions The use of standard job descriptions can increase the degree of professionalism in the information security field as well as improve the consistency of roles and responsibilities between organizations. Organizations that are revising the roles and responsibilities of InfoSec staff can consult references like Wood’s book Information Security Roles and Responsibilities Made Easy, or Schwartz, et al’s report “InfoSec Staffing Help Wanted”.
- InfoSec Staffing Help Wanted “Definers provide the policies, guidelines and standards…They're the people who do the consulting and the risk assessment, who develop the product and technical architectures. These are senior people with a lot of broad knowledge, but often not a lot of depth. Then you have the builders. They're the real techies, who create and install security solutions. You have the operators who run and administrate the security tools, the security monitoring function, and the people who continuously improve the processes. This is where all the day-to-day, hard work is done. What I find is we often try to use the same people for all of these roles.”
- Chief Information Security Officer This position is typically considered the top information security officer in the organization. The CISO is usually not an executive level position and frequently reports to the Chief Information Officer. Though CISOs are business managers first and technologists second, they must also be conversant in all areas of security, including technical, planning, and policy.
- Chief Information Security Officer The CISO performs the following functions: Manages the overall InfoSec program Drafts or approves information security policies Works with the CIO on strategic plans, develops tactical plans, and works with security managers on operational plans Develops InfoSec budgets based on funding Sets priorities for the purchase and implementation of InfoSec projects & technology Makes decisions or recommendations on the recruiting, hiring, and firing of security staff Acts as the spokesperson for the security team Qualifications and Position Requirements. The most common qualification expected for this type of position is the Certified Information Systems Security Professional. A graduate degree in one of the following areas is also probably required: criminal justice, business, technology, or other related fields. To qualify for this level position, the candidate demonstrates experience as a security manager and presents experience with planning, policy, and budgets.
- Security Manager Security managers are accountable for the day-to-day operation of the information security program. They accomplish objectives as identified by the CISO and resolve issues identified by technicians. Within the information security community, there may be team leaders or project managers who are responsible for certain management-like functions, such as scheduling, setting relative priorities, or administering any number of procedural tasks, but are not necessarily held accountable for making a particular technology function. Qualifications and Position Requirements. It is not uncommon for a candidate for this position to have a CISSP. Traditionally, managers earned the CISSP while technical professionals earned the Global Information Assurance Certification. Security managers must have the ability to draft middle and lower level policies as well as standards and guidelines. They must have experience in traditional business matters: budgeting, project management, and hiring and firing. They must also be able to manage technicians, both in the assignment of tasks and the monitoring of activities.
- Security Technician Security technicians are the technically qualified individuals tasked to configure security hardware and software and coordinate with administrators to ensure security is properly implemented. A security technician is the ideal entry-level position; however, some technical skills are usually required. Just as in networking, security technicians tend to be specialized, focusing on one major security technology group, and further specializing in one software or hardware package within the group. If a security technician wants to move up, they must gain an understanding of the general, organizational issues of InfoSec as well. Qualifications and Position Requirements. The technical qualifications and position requirements for a security technician are varied. Organizations prefer the expert, certified, proficient technician. Regardless of the area, the particular job description covers some level of experience with a particular hardware and software package. Sometimes familiarity with a technology secures an applicant an interview; however, experience in using the technology is usually required.
- Internal Security Consultant The information security consultant is typically an expert in some aspect of information security, usually brought in when the organization makes the decision to outsource aspects of its security program. While it is usually preferable to involve a formal security services company, it is not unusual to find a qualified individual consultant. The security consultant must be highly proficient in the managerial aspects of security and have access to staff that can perform the technical implementations. It is widely known that most consultancies are idea generators and not implementers. Information security consultants usually enter the field after working as experts in the discipline. A good security consultant often has experience as a security manager or CISO. Some consultants are recruited by service companies, and as a result the job description is based on the needs and services of that particular company.
- Credentials Of Information Security Professionals Many organizations seek recognizable certifications to indicate the level of proficiency associated with the various security positions. Most existing certifications are relatively new and not fully understood by hiring organizations. The certifying bodies work hard to educate the general public on the value and qualifications of their certificate recipients. Employers are trying to understand the match between certifications and the position requirements, and the candidates are trying to gain meaningful employment based on their newly received certifications.
- Credentials Of Information Security Professionals CISSP and SSCP Considered the most prestigious certification for security managers and CISOs, the CISSP is one of two certifications offered by the International Information Systems Security Certification Consortium. The SSCP is the other. In order to sit for the CISSP exam, the candidate must possess at least three years of direct full-time security professional work in one or more of ten domains of information security knowledge: Access control systems and methodology, Applications and systems development, Business continuity planning, Cryptography, Law, investigation, and ethics, Operations security, Physical security, Security architecture and models, Security management practices, and Telecommunications, network and internet security Once a candidate receives the CISSP, he or she must earn a specific number of continuing education credits every three years to retain the certification. Like the CISSP, the SSCP certification is more applicable to the security manager than the technician, because most questions focus on the operational nature of InfoSec. The SSCP focuses “on practices, roles and responsibilities as defined by experts from major IS industries.” The SSCP covers seven domains: Access controls, Administration, Audit and monitoring, Risk, response, and recovery, Cryptography, Data communications, Malicious code and malware. Global Information Assurance Certification SANS developed a series of technical security certifications in 1999, known as the GIAC. At the time, there were no technical certifications. The GIAC family of certifications can be pursued independently or combined to earn the comprehensive certification, GIAC Security Engineer (GSE). Like the SSCP, the GIAC Information Security Officer (GISO) is an overview certification that combines basic technical knowledge with understanding of threats, risks, and best practices. Unlike other certifications, GIAC certifications require the applicant to first complete a written practical assignment before being allowed to take the exam. GIAC Certifications include: GIAC Security Essentials Certification (GSEC) GIAC Certified Firewall Analyst (GCFW) GIAC Certified Intrusion Analyst (GCIA) GIAC Certified Incident Handler (GCIH) GIAC Certified Windows Security Administrator (GCWN) GIAC Certified UNIX Security Administrator (GCUX) GIAC Information Security Officer - Basic (GISO - Basic) GIAC Systems and Network Auditor (GSNA) GIAC Certified Forensic Analyst (GCFA) GIAC Security Leadership Certificate (GSLC) To obtain the GIAC Certified Engineer, which is considered the pinnacle of GIAC certifications, candidates must earn all of the above certifications and receive honors recognition in at least one, before they are even allowed to sit for the final certification. GIAC is designed not only to test knowledge of a field, but also to require application of that knowledge through the practicum. While there are a growing number of entry-level certifications, GIAC currently offers the only advanced technical certifications. Security Certified Professional One of the newest certifications in information security, the SCP certification provides two tracks: the Security Certified Network Professional and the Security Certified Network Architect. The SCNP track focuses on firewalls and intrusion detection, and requires two exams. Network Security Fundamentals (NSF) Network Defense and Countermeasures (NDC) The SCNA program focuses more on authentication, including biometrics and PKI: PKI and Biometrics Concepts and Planning (PBC) PKI and Biometrics Implementation (PBI) T.I.C.S.A. and T.I.C.S.E. The TruSecure ICSA certifications are among the first vendor-sponsored certifications, that focuses on providing certifications that are skills- and knowledge-based, technology specific, and pragmatic. A candidate must demonstrate appropriate experience and training before being allowed to sit for the examinations. The T.I.C.S.A. certification is highly technical and is targeted towards network and systems administrators. The examination is also based on the following TruSecure six categories of risk: Electronic: External and internal, Hacking and sniffing, Spoofing. Malicious code: Viruses and worms, Java and ActiveX, Trojans. Physical: Theft and terminal hijack. Human: Social engineering. Privacy Downtime: DoS attacks, Bugs, Power, Civil unrest, Natural disasters Firewall implementation Security policy formulation and implementation Risk analysis Attack method identification and solutions Bastion hosts and system hardening techniques Proxy server filtering properties Packet filter definition and filtering criteria Basic packet filter rule set design VPN deployment OS security expertise Applied cryptography (PGP, S/MIME, VPNs) Key management issues and solutions Incident response planning Biometrics Network and computer forensics Security+ CompTIA (www.comptia.com) The Security + certification is similar to the Network + certification and to many others in its focus on key skills necessary to perform security, without being tied to a particular software or hardware vendor package. Certified Information Systems Auditor The CISA certification contains many information security components. The Information Systems Audit and Control Association promotes the certification for auditing, networking, and security professionals. Many of the CISA certifications have requirements common to other security certifications including: Successful completion of the CISA examination Experience as an information systems auditor Agreement to the Code of Professional Ethics and the Information Systems Auditing Standards Continuing education The exam covers the following areas of information systems auditing: The IS audit process (10 percent) Management, planning, and organization of IS (11 percent) Technical infrastructure and operational practices (13 percent) Protection of information assets (25 percent) Disaster recovery and business continuity (10 percent) Business application system development, acquisition, implementation, and maintenance (16 percent) Business process evaluation and risk management (15 percent) The exam is only offered once a year, so advanced planning is a must. Certified Information Systems Forensics Investigator The Information Security Forensics Association is developing an examination for a certified information systems forensics investigator, which evaluates tasks and responsibilities dealing with incident response, working with law enforcement, and auditing incidences. Although the certification exam has not been fully developed, the common body of knowledge has been tentatively defined to include: Countermeasures Auditing Incident response teams Law enforcement and investigation Traceback
- Cost of Being Certified Certifications cost money, and the better certifications can be quite expensive. The cost for formal training to prepare for the certification can also be significant. While you should not attempt to earn a certification without professional experience, these courses can help candidates round out their knowledge and fill in gaps. Even an experienced professional would find it difficult to sit for one of these exams without some preparation. Many candidates teach themselves through trade press books. Others prefer the structure of formal training, because it includes practicing the technical components on equipment the candidate may not be able to access. Before attempting a certification exam, do your homework. Look at the exam criteria, its purpose and requirements in order to ensure that the time and energy spent pursuing the certification are well spent.
- Advice for Information Security Professionals As a future information security professional, you can benefit from these suggestions on entering information security job market. Always remember: business first, technology last. It’s all about the information Be heard and not seen. Know more than you say, be more skillful than you let on. Speak to users, not at them. Your education is never complete.
- EMPLOYMENT POLICIES AND PRACTICES The general management community of interest should integrate solid information security concepts into the organization’s employment policies and practices. If the organization can include security as a documented part of every employee’s job description, then perhaps information security will be taken more seriously.
- Hiring and Termination Issues From an information security perspective, the hiring of employees is a responsibility laden with potential security pitfalls. The CISO and information security manager should establish a dialogue with the Human Resources department to provide an information security viewpoint for hiring personnel.
- Job Descriptions Inserting information security perspectives into the hiring process begins with reviewing and updating all job descriptions. To prevent people from applying for positions based solely on access to sensitive information, the organization should avoid revealing access privileges to prospective employees when advertising positions.
- Interviews The next point of contact with a potential employee is the job interview. An opening within Information Security opens up a unique opportunity for the security manager to educate HR on the certifications, experience, and qualifications of a good candidate. For other areas, information security should advise HR to limit information provided to the candidate on the responsibilities and access rights the new hire would have. For those organizations that include on-site visits as part of interviews, it is important to use caution when showing a candidate around the facility.
- Background Checks A background check is an investigation into the candidate’s past, specifically looking for criminal behavior that could indicate potential for future misconduct. There are a number of regulations that govern what the organization can investigate, and how much of the information can influence the hiring decision, requiring the security and HR managers to discuss these matters with counsel. Background checks differ in the level of detail and depth with which the candidate is examined: Identity checks Education and credential checks Previous employment verification References checks Worker’s Compensation history Motor vehicle records Drug history Credit history Civil court history Criminal court history
- Fair Credit Reporting Act There are federal regulations regarding the use of personal information in employment practices, include the Fair Credit Reporting Act (FCRA), which governs consumer credit reporting agencies, and uses of the information from these agencies. These reports contain information on a job candidate’s credit history, employment history, and other personal data. Among other things, the FCRA prohibits employers from obtaining these reports unless the candidate is informed in writing that such a report will be requested as part of the employment process. The FCRA also restricts the periods of time these reports can address.
- Employment Contracts Once a candidate has accepted the job offer, the employment contract becomes an important security instrument. Many policies require an employee to agree in writing. If an existing employee refuses to sign these contracts, the security personnel are placed in a difficult situation. New employees, however may find policies classified as “employment contingent upon agreement,” whereby the employee is not offered the position unless he agrees to the binding organizational policies.
- New Hire Orientation As new employees are introduced into the organization’s culture and workflow, they should receive an extensive information security briefing on all major policies, procedures and requirements for information security within the new position. The levels of authorized access are outlined, and training provided on the secure use of information systems. By the time employees are ready to report to their positions, they should be thoroughly briefed, and ready to perform their duties securely.
- On-the-Job Security Training As part of the new hire’s ongoing job orientation, and as part of every employee’s security responsibilities, the organization should conduct periodic security awareness and training. Keeping security at the forefront of employees’ minds and minimizing employee mistakes is an important part of the information security mission. Formal external and informal internal seminars also increase the level of security awareness for all employees, especially security employees.
- Performance Evaluation To heighten information security awareness and change workplace behavior, organizations should incorporate information security components into employee performance evaluations. Employees pay close attention to job performance evaluations, and if the evaluations include information security tasks, employees are more motivated to perform these tasks at a satisfactory level.
- Termination When an employee leaves an organization, there are a number of security-related issues. Key among these is the continuity of protection of all information to which the employee had access.
- When an employee prepares to leave, the following tasks must be performed: Access to the organization’s systems disabled Removable media returned Hard drives secured File cabinet locks changed Office door lock changed Keycard access revoked Personal effects removed from the organization’s premises Once the employee has delivered keys, keycards, and other business property, he or she should be escorted from the premises.
- Hostile Departure Hostile departure (non-voluntary) for termination, downsizing, lay off, or quitting: Before the employee knows he is leaving, security terminates all logical and keycard access. As soon as the employee reports for work, he is escorted into his supervisor’s office for the news. Upon receiving notice, he is escorted to his area, and allowed to collect personal effects. No organizational property is taken from the premises. Employee asked to surrender all keys, keycards, and other company property. They are then escorted out of the building.
- Friendly Departure Friendly departure (voluntary) for retirement, promotion, or relocation: In this case, the employee may have tendered notice well in advance of the actual departure date. This actually makes it more difficult for security to maintain positive control over the employee’s access and information usage. Employee accounts are usually allowed to continue with a new expiration date. Employees come and go at will and collect their own belongings, and leave on their own. They are asked to drop off all organizational property “on their way out the door.”
- Termination In either circumstance, the offices and information used by the employee must be inventoried, their files stored or destroyed, and all property returned to organizational stores. It is possible in either situation that the employees foresee departure well in advance, and begin collecting organizational information or anything that could be valuable in their future employment. Only by scrutinizing systems logs after the employee has departed, and sorting out authorized actions from systems misuse or information theft can the organization determine if there has been a breach of policy or a loss of information. In the event that information is illegally copied or stolen, the action should be declared an incident and the appropriate policy followed.
- Security Considerations For Nonemployees A number of individuals who are not subject to rigorous screening, contractual obligations, and eventual secured termination often have access to sensitive organizational information. Relationships with individuals in this category should be carefully managed to prevent a possible information leak or theft.
- Temporary Employees Temporary employees are hired by the organization to serve in a temporary position or to supplement the existing workforce. These employees may be the paid employees of a “temp agency” or similar organization. As they are not employed by the host organization, they are often not subject to the contractual obligations or general policies of other employees. If these individuals breach a policy or cause a problem, the strongest action the host organization can take is to terminate the relationships with the individuals and request that they be censured. From a security standpoint, access to information for these individuals should be limited to that necessary to perform their duties. The organization can attempt to have temporary employees sign non-disclosure agreements and fair use policies, but they may refuse, forcing the organization to either dismiss the temp worker or allow him to work without the agreement. Ensure that the temp’s supervisor restricts the information to which he has access and makes sure all employees follow good security practices, especially clean desk policies and the security of classified data.
- Contract Employees Contract employees are typically hired to perform specific services for the organization. The host company often makes a contract with a parent organization rather than with an individual for a particular task. Although some individuals may require access to virtually all areas of the organization to do their jobs, they seldom need access to information or information resources. Contract employees may need access to various facilities; however, this does not mean they should be allowed to wander freely in and out of buildings. In a secure facility, all contract employees are escorted from room to room, as well as into and out of the facility. There is also the need for certain restrictions or requirements to be negotiated into the contract agreements when they are activated.
- Consultants Consultants should be handled like contract employees, with special requirements for information or facility access requirements integrated into the contract before these individual are allowed outside the conference room. Security and technology consultants especially must be prescreened, escorted, and subjected to non-disclosure agreements to protect the organization from possible intentional or accidental breaches of confidentiality. Just because you pay a security consultant, doesn’t make the protection of your information his or her number one priority.
- Business Partners On occasion, businesses find themselves in strategic alliances with other organizations, desiring to exchange information, integrate systems, or simply to discuss operations for mutual advantage. There must be a meticulous, deliberate process of determining what information is to be exchanged, in what format, and to whom. Non-disclosure agreements abound, and the level of security of both systems must be examined before any physical integration takes place, as system connection means that the vulnerability of one system is the vulnerability of all.
- Separation Of Duties And Collusion Separation of duties is a cornerstone in the protection of information assets and in preventing loss. The completion of a significant task that involves sensitive information should require two people. If one person has the authorization to access a particular set of information, there may be nothing to prevent this individual from copying it and removing it from the premises. The check and balance method requires two or more people to conspire to commit an incident, which is known as collusion. The odds that two people are willing and able to misuse or abuse the system are much lower than one.
- Related to the concept of separation of duties is that of two-man control, the requirement that two individuals review and approve each other’s work before the task is categorized as finished. This is distinct from separation of duties, in which the two work in sequence. In two-man control, each person completely finishes the necessary work, and then submits it to the co-worker. Each co-worker examines the work performed, double checking the actions performed, and making sure no errors or inconsistencies exist.
- Another control used to prevent personnel from misusing information assets is job rotation or task rotation, the requirement that every employee be able to perform the work of another employee. Ensuring that all critical tasks have multiple individuals capable of performing the tasks can greatly increase the chance that one employee could detect misuse of the system or abuse of the information of another. A mandatory vacation, of at least one week, provides the ability to audit the work of an individual. Individuals who are stealing or misusing information or systems are reluctant to take vacations, for fear that their actions are detected. Employees should be provided access to the minimal amount of information for the minimal amount of time necessary for them to perform their duties. Similar to the concept of need-to-know, least privilege ensures that no unnecessary access to data occurs, and that only those individuals who must access the data do so. The whole purpose of information security is to allow those people with a need to use information to do so without concern for the loss of confidentiality, integrity, and availability. Everyone who can access data probably will, resulting in numerous potential losses.
- Privacy And The Security Of Personnel Data Another personnel and security topic is the security of personnel and personal data. Organizations are required by law to protect employee information that is sensitive or personal. This includes employee addresses, phone numbers, social security numbers, medical conditions, and even names and addresses of family and relatives. This responsibility also extends to customers, patients, and business relationships.