Security breaches can occur in any part of a system. For this reason, security is everyone’s job. Every employee who has sensitive information or access to sensitive systems poses a vulnerability to an organization’s security (e. g., a company directory).
Security is not intuitive; most people do not think in those terms (e. g., a help desk analyst is trained to be helpful, not suspicious). Therefore, if everyone is a potential vulnerability and employees do not have the necessary outlook and knowledge, there is a clear need for education, training, and awareness programs.
Education
All employees should be educated in how to handle any threats that they may encounter. They should:
■ Know to challenge people trying to enter the building without a badge
■ Understand data classification labels and data handling procedures
■ Know what to do with attachments to received e-mail messages
■ Know not to bring in software from home
Some employees need specialized security training:
■ Programmers need to learn how to develop secure applications
■ Information security personnel need to know the procedures for selecting and applying safeguards to assets
■ Network infrastructure specialists need to know how to deploy network components securely
Upper management plays a crucial role in information security:
■ Management funds the security projects
■ Management is responsible for due care and due diligence
■ Data owners are officers of the company and must classify data
■ Data custodians implement and maintain the management data classification decisions
■ Management ensures that everyone in the company (including them) does their part to secure the enterprise
■ Management sets an example and adheres to security policies
The only countermeasure to social engineering is education. No locks, firewalls, or surveillance cameras can thwart a social engineering attack. Employees are both the vulnerability and the defense against social engineering, and should know what these attacks look like. Short educational demonstrations depicting an employee and a social engineer can provide a good introduction to the principles of social engineering attacks, which include authority, liking, reciprocation, consistency, social validation, and scarcity.
Using authority does not necessarily mean that a social engineer must imbue himself or herself with authority. He or she can also invoke the authority of another person, such as, "If you don’t let me fix that computer, you’ll have to explain why Mr. Big can’t get his e-mail."
In How to Win Friends and Influence People, By Dale Carnegie, Mr. Carnegie suggests that you:
■ Become genuinely interested in other people
■ Smile to make a good first impression
■ Use a person’s name; it’s his or her most important possession (so say it right)
■ Be a good listener; encourage others to talk about themselves
■ Talk in terms of the other person’s interests
■
Make the other person feel important—do it sincerely
Using reciprocation, a social engineer brings a problem to the target’s attention and then offers a solution (e. g.,"the badge reader on the door is being finicky today. I found that holding my badge upside down works best.") Once the social engineer has done this small favor, he or she will be comfortable asking for a favor.
Using consistency, an attacker reminds an employee of the policies that they agreed to follow as a condition of employment, and then asks the employee for his or her password to make sure it complies with policies and practices.
Using social validation, an attacker tells an employee that he or she is conducting the information-gathering phase of a new Information Technology (IT) project and says that he or she have already received input from other employees with a similar standing in the company. Subconsciously, the employee wants to maintain that standing by complying with the attacker’s request.
Using scarcity, an attacker can direct an employee to a Web site offering a limited number of free goodies, and encourage the employee to hurry before they’re all gone. Once the employee enters the Web site, he or she is prompted for his or her user ID and password, which is then captured.
Once employees have seen demonstrations of these principles, it’s time for role playing, which is best done in small groups, because most people have a fear of public speaking.
Notes from the Underground…

The Con
Con artists know that with enough planning, they can con anyone. If a con artist can’t defend against a social engineering attack, how can the rest of us?
Social engineering can also be done in stages. Each person the social engineer calls is tricked into revealing some small piece of information. After accumulating these pieces, the social engineer calls an employee and says, "I have all this information. I’m just missing one detail." This gives the social engineer authenticity, and the target usually gives up the detail.
The best defenses are authentication, authorization, administrative controls (e. g., separation of duties), and monitoring.
Training
Training differs from education in that education is about principles; it’s more general. Training is about procedures; it’s more specific. There should be separate training programs for general employees, programmers, security professionals, and management to reflect the different vulnerabilities that each faces. Every employee, starting with the Chief Executive Officer, must attend security training, and must attend an update course each year. This is necessary because people benefit from repetition, it shows the ongoing commitment to security, and because the security situation of the company changes as the company and the world around it change.
Incredibly, there has been little increased focus on security even in the wake of the September 11, 2001, terrorist attack on the United States, and other major security incidents such as with ChoicePoint and the Veterans Administration. In their 2004 survey, Ernst & Young recommend that the only way to change this is with leadership from the Chief Executive Officer of the company. For details, read Www.100share. com/related/Report-CEOs-Stagnant-on-S. htm.
Security Awareness Programs
As educators know, once an employee has been trained, we must continue to reinforce the messages to make them stick, and to increase the employee’s understanding (since his comprehension was typically low the first time). We can use all kinds of tools to keep information security in the front of the employee’s mind:
■ A column in the weekly or monthly company periodical
■ A security newsletter—on paper or in e-mail
■ A sticker on the employee’s keyboard
■ Posters in the common area
■ Contests that reward employees for positive behavior with respect to security
■ Banner messages that appear when a user logs onto their computer, or when they start a specific program such as e-mail
■ A note in their paycheck envelope
■ An announcement on the public address system
■ A special mailing to the employees’ homes
■ A measured goal on the employee’s performance plan, to be evaluated in the employee’s appraisal
■ Employees should sign an agreement to follow the policies when hired, and then annually
■ Employees should be reminded of their commitment to maintain confidentiality during the exit interview, upon termination
Evaluating
After educating and training employees, they should be evaluated. Mere attendance in the classes is not sufficient. We’re after compliance, which comes from knowledge and motivation. Evaluation can tell us if the knowledge is present in the employee. Evaluation can be broken down into levels. This has several advantages. It allows an employee to have some success even before he’s able to master all the things that we want him to know. And success begets success. We can tie inducements to each level of achievement. These inducements could take the form of privileges such as time off, but most people are rewarded best with challenges. The opportunity to do more interesting work and to do something more important to the company is usually the best motivator. It also isn’t as artificial as relating achievement to time off. Employees understand that the company naturally wants them to have a greater skill level before being allowed to perform more challenging and more important work. At the other end of the spectrum, employees who don’t attain even the lowest level of proficiency in security awareness don’t get to keep their jobs.









