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You’d think by now, after years of headlines about stolen data, corporate sabotage, and rising security budgets, every department in a company would have some stake in insider threat prevention.
But one of the most important players doesn’t always realize their role.
Human Resources, the department closest to employees in crisis, is also one of the least likely stakeholders to be involved when a crisis becomes a threat.
It’s not intentional. It’s cultural. Security people speak in probabilities, access privileges, and attack vectors. HR pros think in terms of employee engagement, conflict resolution, and onboarding.
The two sides — human resources and security — don’t naturally speak the same language. But insider threats live in the space between them.
The Missed Moment
Security professionals often use a framework in organizational threat assessment called the “critical path.” It maps the progression from internal stress to destructive action. The idea is that no one goes from team member to insider threat overnight. There are steps, personal pressure, external stress, behavior changes, and then, often, a missed opportunity to intervene.
Once the behavior turns into action — once data is exfiltrated, systems are compromised, or damage is done — security has little choice but to clean up a mess that might’ve been prevented months earlier.
HR already hears the early warning signs in employees. A finance manager discloses they’re in bankruptcy. A team lead is shaken after a divorce. A higher performer suddenly starts disengaging.
These aren’t red flags in isolation, but left unchecked, these circumstances are where insider threats take root.
Why HR Isn’t in the Room (But Should Be)
Part of the hesitation is discomfort. Asking an HR team to think like a threat assessor runs counter to the ethos many are trained in — one that leans optimistic, people-first, and protective. There’s also a tendency to see “security” as something with badges and protocols. A different department, a different kind of problem.
But when HR backs away from this space, nobody else is equipped to step in early enough. Security may manage risk, but HR has the best chance of catching early warning signs in employees.
Here’s where things get even more uncomfortable. The risk factors for insider threats — according to multiple studies — mirror the top predictors for suicide. Financial strain, loss of identity, mental health challenges, feelings of isolation, or betrayal. Each of these on its own may seem like a personal matter, but together they form a pattern that’s been documented in both risk cases and fatality reviews.
This means the conversation isn’t just about data, but people who are unraveling. Most employees won’t tell you they’re in crisis, but their behavior might. That’s why HR’s role in security, and in wellness, can’t be treated as separate lanes. They’re both early intervention models, and when they’re connected, they prevent more than just organizational loss — they save lives.
How More Conversation Can Prevent Harm
This isn’t a call for HR professionals to become surveillance officers. They simply need to reconnect the dots between what they’re already seeing and what those patterns might be. Training managers to recognize moments of distress and offer timely support doesn’t just save jobs — it prevents harm.
There’s also a strategic layer. In many companies, HR holds more influence with the C-suite than security does. If HR leaders recognize insider risk management as part of their domain, they can champion cross-departmental policies, influence culture, and unlock funding for initiatives that may otherwise fall behind other priorities.
HR professionals are already deeply involved in dealing with insider threats and insider threat management. They just need the tools to recognize and act on early warning signs in employees.
Because when someone finally sounds the alarm, it’s often HR who hears the first faint bell. They just didn’t know it meant fire.
