EDITOR’ S question ocial engineering attacks continue
S to be among the most effective techniques used by threat actors, not because of advanced technical capabilities, but because it taps into something far more predictable: human behaviour. Tactics like urgency, authority, curiosity and misplaced trust are frequently used to manipulate individuals into revealing sensitive information or granting unauthorised access.
A common scenario often involves phishing attempts during off-work hours, when vigilance may be lower and security teams are less active. Attackers often impersonate colleagues or create fake urgencies, pushing users to click without thinking or handing over their credentials. Once an entry point is established, it can be used to move across, through systems, escalate privileges, and deploy malware or ransomware.
To combat these threats, organisations must adopt a two-pronged approach that combines cultural transformation with technical resilience. Through training, employees are able to spot and resist social engineering tactics. But this should be a continuous initiative, not a one-off activity. Effective training should walk employees through real-world attack scenarios, show them how these scams play out, and let them practise spotting red flags before it’ s too late.
Security and privacy awareness programmes must also empower staff to ask critical questions before responding to emails, downloading attachments, or sharing sensitive data. It’ s equally important that the training communicates not just what to do, but why it is important to carry out due diligence. Security shouldn’ t feel like an add-on. It needs to be second nature in daily decision-making.
Beyond awareness, proactive cybersecurity controls act as critical safeguards. These include robust audit logging, regular internal and external audits, and scheduled penetration testing to assess vulnerabilities before they are exploited. A Zero Trust architecture that requires multi-factor authentication and applies conditional access policies can greatly reduce the success rate of social engineering attempts by limiting access even if credentials are compromised.
Another key element is the continuous evaluation of security team capabilities. Organisations should periodically assess team maturity and readiness, investing in skill development and upgrading tools and processes as needed.
Ultimately, a strong defence against social engineering depends on the three layers of training, tools and trust. Open communication, transparency after incidents, and a commitment to continuous improvement can reinforce a culture of security and empower employees to act as the first line of defence.
A commitment to continuous improvement can reinforce a culture of security and empower employees to act as the first line of defence.
ADRIYAN PAVLYKEVYCH, SOFTSERVE’ S CISO
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