Shaun Kelly, Tolman & Wiker, CALSAGA Preferred Broker

On April 30, 2018, The California Supreme Court issued a ruling in Dynamex Operations West. Inc. v. Superior Court, making it much more difficult to classify an individual as an independent contractor (rather than employee). The previous standard for classifying individuals as employees or independent contractors had been in place since the 1980’s and was based on a multi-factor test that considered, among other factors, the individual’s abilities, the method of payment, and the extent of control exercised over individual. In the Dynamex ruling, the Supreme Court adopted a new three-part “ABC Test” that is intended to reduce the use of independent contractors in the California workforce.

The new standard adopted by the California Supreme Court requires the hirer to establish three factors in order to properly classify a worker as an independent contractor – and in the process greatly expands the definition of “employee” under California law. Here is the information to classify an individual as an Independent Contractor:

Is free from the control and direction of the hirer in connection with the performance of the work, both under contract for the performance of such work and in fact; and

Performs work that is outside the usual course of the hiring entity’s business; and

Is customarily engaged in an independent established trade, occupation or business.

All three are required in order to fulfill the test.

Even though the “ABC Test” is written to simplify the definition of independent contractor, the application of the three part test is not going to be that simple. It will be the hirer’s responsibility to satisfy the “ABC Test” in order to lawfully classify an individual as an independent contractor. Please keep in mind, this decision was made under the Wage Orders of the Industrial Welfare Commission. As we all know, there will more than likely be subsequent cases, actions and rulings that will be restricting or expanding the Court’s decision to other state department (i.e. Workers’ Compensation).

So, if you are hiring independent contractors or being hired as an independent contractor, now is the time to review the following regarding the new “ABC Test”:

-Identify your independent contractor relationships

-Description of duties of those relationships to the “ABC Test”

-Review contracts involving independent contractors

-Prepare a file for each relationship to include name, description of duties, FEIN#, insurance certificates…

-And any additional information to support the independent contractor relationship (Remember, independent contractors must have the ability to work for multiple clients and they provide their own tools and materials to complete the job free from control of the hirer)


Thank you for taking the time to read the article.

Shaun Kelly joined Tolman & Wiker Insurance Services in 2005.  He specializes in all lines of property and casualty insurance for industries including contract security firms, agriculture, construction, oil and gas. Shaun received a BS in Business Administration with a major in Finance from California State University in Fresno, California. He is an active member of several industry associations, including the Association CALSAGA, the Kern County Builders Exchange and the Independent Insurance Agents of Kern County. Shaun can be reached at 661-616-4700 or


Tory Brownyard, President, Brownyard Group


From public health officials to your insurance agent to the local police department, everyone wants to talk about distracted driving these days. We all know the basic facts: Distracted driving is common—and some experts (such as the National Safety Council) believe distracted driving is underreported as a cause of accidents.


Getting distracted from the task of driving leads to crashes, injuries and worse. According to the National Highway Safety Administration, 3,450 people died nationwide in 2016 as a result of distracted driving. Plus, distracted driving is often against the law—in California, thanks to AB 1785, it is illegal to drive with a cell phone in your hand.


Preventing unsafe driving of all kinds comes down to decisions: whom security firms decide to hire, the decisions that security officers make on the road and how the company decides to respond to accidents. If you are responsible for hiring or managing security officers with driving responsibilities, you can put in place systems to support better driving decisions.


  1. Understand what falls under the umbrella of distracted driving

The term “distracted driving” is often using to mean driving while using a cell phone. Yet “distracted driving” refers to any type of driving during which the driver is not attending to the road. Eating and smoking are distractions, as are GPS devices and radios. Texting while driving is particularly dangerous, because it takes our hands, eyes and minds off the wheel.


  1. Develop enforceable and clear driving policies

Most companies have some version of a cell phone ban for employees who drive. But a distracted or safe driving policy needs to outline clear, distinct and enforceable policies for employees.


Questions a policy can answer include:

  • What should employees do instead of using their cell phones when driving?
  • What are the consequences for dangerous driving behaviors?
  • Are there systems for monitoring employees’ driving behavior, such as dashcams and telematics?
  • What happens after an employee gets in an accident?


These policies can be supported by regular road tests and ride-alongs that help detect signs of trouble among drivers while giving managers an opportunity to review policies in context. In order to ensure a policy is enforceable, it should be developed in conjunction with human resources and legal counsel.


  1. Make informed hiring decisions

Some businesses “hire the problem”—that is, they hire unsafe drivers for positions that require driving. Checking motor vehicle records (MVRs) is as important as a criminal background check for officers who drive; those responsible for hiring should review a candidate’s MVRs for every state in which he or she has had a driver’s license. MVR red flags include frequent violations like speeding or citations for driving under the influence (DUI). Past violations may indicate future behavior.


It also may help to consider the candidate’s skill and experience driving, such as training in defensive driving. Alternately, consider whether or not he or she has a health condition that does not permit operating a vehicle for long periods of time.


Finally, it may help to ask yourself whom you would hire if you did not have insurance. That is, who has the sort of driver profile that would make you feel safe enough to put them behind the wheel with little safety net? The public expects businesses to carefully screen employees like security officers. Hiring an unsafe driver could not only result in an accident and insurance claim, but damage your reputation.


  1. Use technology to your advantage

Modern technology is not always the villain on modern roadways. It can be used to reduce distractions on the road, too. Telematics devices are more and more common and can be used, in conjunction with GPS technology, to monitor behaviors like braking, speeding and seatbelt use as well as the location of a company vehicle. Plus, products like Cell Control allow employers to block the use of cell phones in company vehicles.


Of all the challenges and risks a security officer can face on a daily basis, driving may seem minor. After all, many of us drive several hours a week just to run routine errands. But just because driving—and, sadly, distracted driving—is commonplace does not mean it is safe. Making the decision to commit to safe driving protects officers and the communities that trust them.


Distracted driving has been such a frequent topic of conversation that we developed a risk management brief on the issue. If you would like more information on the consequences of unsafe driving and how employers can prevent it, visit this link to download “Driving on the Edge: Why We Must Act Now to End Dangerous and Distracted Driving”:


Tory Brownyard, CPCU, is president of Brownyard Group (, an insurance program administrator with specialty programs for select industry groups. In addition to his responsibilities as President, he currently spearheads the Brownguard security guard insurance program. For more information, contact him at





[Sources: ]


Nick Langer, Senior Risk Advisor – Turner Surety & Insurance Brokerage, Inc.


Everyday your private security company performs service for its clients. As owners, executives and managers we have expectations of our employees… appearance, behavior, dependability, etc. Your clients, naturally, have expectations of your security company as well. Frequently there are misunderstandings between your clients’ perceived expectations of your company’s services and the actual services provided by your company. Most successful security providers invest much time and resources into meeting or, better yet, exceeding their clients’ expectations. While client satisfaction is important in the success of your company, your contractual obligations to your client as defined in your contract or service agreement are paramount in the protection and longevity of your security company. Fully understanding your contractual obligations and duties and what type of risk your company is assuming under the contract should be thoroughly analyzed before executing any contract or service agreement.


I must preface the remainder of this brief by making it clear that implementing or executing your security company’s own contract or service agreement with its clients can create the most favorable contractual relationship for your company…. assuming an attorney has helped draft it. With that being said, it is very common for most clients to require you, the security provider, to sign their contract. In analyzing a typical contract you’ll come across various elements establishing duties, responsibilities, etc. Clearly all of these obligations are important in understanding the intentions of the contract or most specifically the requirements of the contracting parties (your company and your client). All elements of a contract are relevant, however the Indemnity/Indemnification/Hold Harmless contract language should be examined in great detail.


Before diving into the Indemnity language of the contract, it is important to understand “why” this contract between you and your client is being implemented in the first place. The short answer is “risk transfer.” YES, your client has transferred their risk onto your security company the moment your company begins, or agrees to begin, providing security services to them. To what degree your security company has assumed risk associated with the location and/or post orders is ultimately determined by the language contained within the four corners of your executed contract or service agreement. Remember, your client has hired your security company to protect them from, or prevent, various types of risks, e.g., bodily injury, property damage or financial loss from occurring.  In almost every situation, the locations your company is securing are under your care, custody & control. With this care, custody & control of the location comes much risk…. Which is “why” your client has hired your security company in the first place. Your security company is a risk transfer tool.


Risk transfer is a very common practice in risk management strategy. In fact, every time we purchase insurance we have engaged in a risk transfer agreement with the insurance carrier; that is, we pay insurance premiums to the insurance carrier and in return the insurance carrier promises to defend us or protect us and/or our property from certain risks or perils identified in the insurance policy. It is incredible how remarkably similar an insurance transaction is to the relationship between a security company and its client, i.e., the client pays the security company and in return the security company promises to provide services to protect the client or prevent certain risks from occurring. This begs the question, “Are you an insurance company?” In theory, the answer is “NO” however you must pay close attention to the obligations created contractually between you and your client to ensure that the expectation is not created for your security company to act as an insurer.


In taking a deeper look into the critical elements of your contract, the Indemnity language will be most important as respects managing your company’s risk. Indemnification clauses are also referred to as a “hold harmless” agreement. These types of agreements establish that the Indemnitor will agree to protect and indemnify the Indemnitee from damages such as bodily injury or property damage that occur from the negligence or negligent acts or omissions (intentional or unintentional) by certain parties. Once you agree to indemnify your client you have agreed to not only reimburse your client for certain losses or occurrences which arise at their location, you are also going to be required to defend them. There is frequently a misperception of this concept. Unfortunately many people take the approach of managing their company’s contractual risk by merely accepting the terms of a contract under an assumption that the company’s insurance programs are the catchall solution to any adverse situations which arise. That assumption is dangerous. There are many risks and occurrences to which insurance simply will not respond. Even the most robust insurance policies cannot be relied upon as the resolute solution in risk management. Insurance is one of many risk management tools that can be used to transfer some of your company’s risk onto an insurance carrier, however you must identify and manage those risks that insurance will not respond to. When analyzing the Indemnity language in your contract it is important to remember that the indemnification and defense of your client remains enforceable regardless of the existence of any insurance policies maintained by your company.


There are three levels of indemnification to familiarize yourself with– broad, intermediate & limited.


Broad Form Indemnity: Broad Form Indemnity requires one party (the Indemnitor) to assume the obligation to indemnify and hold harmless another party (the Indemnitee) even if that other party is solely at fault or negligent. The phrase “caused in whole or in part” used in the indemnification clause is a key indicator of a Broad Form indemnity agreement. This type of Indemnity poses the most risk to your company and in many states may not be enforceable.



Intermediate Form Indemnity: Intermediate Form Indemnity indemnifies a party (the Indemnitee) for its own negligence, except if that party is solely at fault or negligent for the occurrence. With an Intermediate Form Indemnity the Indemnitor agrees to indemnify and hold harmless the Indemnitee if a claim, demand or suit is brought against them for an occurrence caused in whole or in part by the Indemnitor’s negligence, including the contributory negligence of the Indemnitee. The phrase “caused in part” in the indemnification clause is a key element in establishing an Intermediate Form indemnity agreement.


Limited: Limited Form Indemnity is really a concept that follows common law principal in that a party is responsible for their own negligence. With a Limited Form Indemnity the Indemnitor agrees to indemnify and hold harmless the Indemnitee in the event a claim, demand, or suit is brought against them as a result of the Indemnitor’s direct negligent acts. A key phrase to look for in a Limited Form Indemnity is “only to the extent.”


Once you have determined the type of Indemnity imposed by your client’s contract it is critical to reference your insurance policies to ensure that coverage will respond, before you execute the contract or begin performing services. Frequently we see contracts which contain Indemnification language which is broader than the coverage afforded under an insurance policy. The Indemnity language is one of many parts of your client contract that should be negotiated whenever possible. We have all encountered situations in which your client presents the “take it, or leave it” contract. In every other situation you should at minimum ask if the client is willing to negotiate the indemnity language. Negotiating a reasonable Indemnity agreement can mean the difference of having a claim covered under your insurance policy or not. Carefully review all contracts with your attorney and insurance broker prior to execution so that you can enter into the relationship with your client knowing and understanding all of the risks involved. While your security company can make many promises as respects its ability to deter losses from occurring, it is impossible for your company to guarantee there will never actually be a loss. Know the risks and don’t let your security company become an insurance company for your client.



Nick Langer is a Senior Risk Advisor at TSIB with more than 15 years of property & casualty broker experience. He specializes in the Construction, Energy and Security Industries. Nick enjoys the challenge of finding solutions to his client’s unique needs and is committed to learning the intricacies of each client’s business operations.

Prior to joining TSIB Nick had his own insurance agency that specialized in both personal and commercial lines of insurance. After 7 successful years of growing his property and casualty agency he joined Tolman & Wiker Insurance Services, LLC.

Nick regularly presents at trade associations on risk management topics including: Workers’ Compensation, Claims Management, Risk Management, Contractual Risk Transfer and Employment Practices Liability.

Nick is committed to improving the lives and success of his clients for the benefit of the community through his various roles and leadership positions. He has served as the Insurance Advisor to the Board of Directors of The California Association of Licensed Security Agencies, Guards and Associates (CALSAGA). He is President of The Bakersfield Young Professionals in Energy (YPE), a member of the Associated Builders & Contractors (ABC), and the former Government Affairs Committee Chair for the Central California chapter. Nick is a member of the Associated General Contractors (AGC) and the American Society of Safety Engineers (ASSE).

Nick has Bachelor of Science in Business Economics from University of California, Santa Barbara. Nick and his wife have three children and three rescue dogs. In his spare time, Nick is an avid fisherman and enjoys golfing, hiking and fitness training.


Harold A. Laufer, Esq., Bradley & Gmelich

When a business has at least two owners, it’s important that the owners have some form of “partnership” agreement between them. This document is sometimes called a Buy-Sell, a Shareholders Agreement if a corporation, and an Operating Agreement if an LLC.

You can address many potential issues, or just a few in the agreement. Some of the most frequent topics addressed are: 1) restricting the right of an owner to transfer his or her ownership to an outsider, without offering the equity first to the company; 2) how to handle death, disability, termination of employment (voluntary or involuntary) of an owner; 3) how to handle decision deadlocks between owners; and 4) how to value an owner’s equity if a buy back is going to occur

Having a Buy-Sell Agreement allows the business owners to know in advance how each of these circumstances will be handled, rather than some important event occurring with no one knowing exactly how to respond.


Harold Laufer is a highly experienced corporate transactional lawyer. He has been affiliated with Bradley & Gmelich LLP for over two years.  He spent much of his career practicing corporate law as an equity partner at a major Midwest law firm, where he headed the Mergers and Acquisitions Practice Group. He has represented companies of all sizes, from start-ups to Fortune 500 companies. Mr. Laufer handles a wide variety of transactions for corporate clients, with experience in all aspects of a business’ life cycle, starting with deal structuring and entity formation, and continuing through Founder’s documentation, initial HR, IP, rights and licensing issues, financing, growth, corporate governance and eventually ending in liquidity events and exits.

2019 Workers Compensation – The First $250 of Every Claim Is Excluded

Shaun Kelly, Tolman and Wiker

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Employers in California will be receiving some relief on their Workers Compensation Experience Modifications in 2019. The Workers Compensation Insurance Rating Bureau (WCIRB) will be eliminating the first $250 of each claim, before the calculation of an employers’ experience modification in 2019.

The rationale behind the change is as follows:

  •   Increase the reporting of all claims (Including First Aid) to obtain credible information on injury and accident experience.

  •   Eliminate disincentives to reporting claims which will enable insurance carriers to improve their ability to manage claims.

  •   Improve healthcare to employees, by giving employers an incentive to file first aid claims.

  •   The change will benefit the employer by lowering their experience modification, however the effect overall will be modest for employers. So, please do not expect significant reductions.

Here are some “Frequently Asked Questions” that were published on the WCIRB website regarding the change:

How does the $250 loss exclusion work? Under California’s Experience Rating Plan only the amount of each of your claims, up to your primary threshold, is used in the experience modification computation. With the $250 loss exclusion, that amount is reduced by $250. For example, if you have a $10,000 primary threshold and a single claim of $5,000. The amount used in the experience modification computation is $4,750. If you have a single claim of $15,000 the amount used in the experience modification computation is your primary threshold ($10,000) less $250, or $9,750.

Is the first $250 excluded from all claims? Yes, any claim incurred against policies incepting during the experience period for your 2019 experience modification, which include 2015, 2016 and 2017 policies, will be used in the experience modification computation at $250 less than its reporting value.

What if I file a claim that’s valued at $250 or less? A claim with a reporting value of $250 or less will continue to be shown on the experience modification worksheet, but will not be used in any way in the experience modification calculation.

How this will affect each employer individually will depend on how many claims are incurred during the experience period (3 years) used for the experience modification calculation.

The WCIRB will be monitoring the $250 value that is being used and will adjust in subsequent years for inflation.

If you would like more information on how this change will affect you or how the Workers Compensation Experience Rating Plan works, please do not hesitate to call.



Shaun Kelly joined Tolman & Wiker Insurance Services in 2005.  He specializes in all lines of property and casualty insurance for industries including contract security firms, agriculture, construction, oil and gas. Shaun received a BS in Business Administration with a major in Finance from California State University in Fresno, California. He is an active member of several industry associations, including the Association CALSAGA, the Kern County Builders Exchange and the Independent Insurance Agents of Kern County. Shaun can be reached at 661-616-4700 or

Changes to California Workers’ Compensation Premium Assessments…And what the heck are premium assessments anyway?

Nick Langer, Turner Surety & Insurance Brokerage Inc. 

On November 30, 2017 the California Department of Industrial Relations issued a notice to “All Insurers Authorized to Transact Workers’ Compensation in California” which detailed the 2018 workers’ compensation premium assessments. The new premium assessment rates ultimately increase the total cost of workers’ compensation for employers. If you are like most other employers, the premium assessments listed on your insurance policy most likely go over looked. Let’s take a step back to fully understand what “premium assessments” are and how they affect your workers compensation costs.

When you’re not out trying to solicit new clients, manage your employees and juggle expenses, take a moment to dust-off the actual worker’s compensation policy that your company maintains. Thumb through the pages until you reach the “Declarations Pages.” Within the Declarations you will stumble across the classification and/or rating schedule. At the bottom of this page you will see various line items labeled some version of “CA […..] Assessment.” Labor Code Sections 62.5 and 62.6 authorize the Department of Industrial Relations to assess employers for the costs of the administration of the workers’ compensation, health and safety and labor standards enforcement programs. According to the California Department of Industrial Relations, “These assessments provide a stable funding source to the support operations of the courts, to ensure safe and healthy working conditions on the job, to ensure the enforcement of labor standards and requirements for workers’ compensation coverage.”

Some of the Workers’ Compensation Premium Assessment (WCPA) began in 2008 due to a budgetary crisis in California. The WCPA was a funding shift designed by the California legislature to stabilize funding for the Department of Industrial Relations (DIR) operations, which includes the Divisions of Workers’ Compensation, Occupational Safety and Health and Labor Standards Enforcement. The Assessments were intended to continue funding the efforts of Division of Occupational Safety & Health (DOSH) and Division of Labor Standards Enforcement (DLSE). DOSH & DLSE rely upon stable budgets to provide California employers with benefits including:

  • Enforcement of programs to eliminate the underground economy
  • Labor law enforcement activities to ensure a more competitive business environment by pursing employers who break employment laws
  • Pursuing uninsured employers who fail to carry workers’ compensation coverage for their workforce
  • Ensuring workplace safety
  • Providing compliance assistance to employers who are striving to increase safety on their jobsites
  • Decreasing injuries, illnesses and fatalities at jobsites across the state

Insurance carriers must advance these assessments to the Department of Industrial Relations and are required to collect the assessments from policyholders during the policy term. Assessable Premium is the premium the insured is charged after all rating adjustments (experience rating, schedule rating, premium discounts, expense constants, etc.) except for adjustments resulting from the application of deductible plans, retrospective rating or the return of policyholder dividends.

Included below are comparison charts of the assessment factors to be applied to the estimated annual assessable premium for 2018 and the previous assessment factors for 2017.

2018 Workers’ Compensation Premium Assessment Rates – Insured Employers
FUND 2018 Rate Factor 2017 Rate Factor Variance (%)
California Workers’ Compensation Administrative Revolving Fund (WCARF) .008146 .003128 160%
California Occupational Safety & Health Fund (OSHF) .002655 .002305 15.18%
California Workers’ Compensation Fraud Assessment (FRAUD) .00255 .001675 52.24%
California Uninsured Employers Benefits Trust Fund(UEBTF) .000573


.000721 -20.52%
California Subsequent Injury Benefits Trust Fund (SIBTF) .003599 .001335 170%
California Insurance Guarantee Association (CIGA) .0200 .0200
California Labor Enforcement & Compliance Fund (LECF) .00215 .001918 12.10%
TOTAL of all Assessments .039673 (3.97%) .031082 (3.11%)              27.64%
Rate Factors are charged on “Assessable Premium”
2018 Workers’ Compensation Premium Assessment Rates – Self-Insured Employers
FUND 2018 Rate Factor 2017 Rate Factor Variance (%)
California Workers’ Compensation Administrative Revolving Fund (WCARF) 0.032620


.025226 29.31%
California Occupational Safety & Health Fund (OSHF) 0.011066


.012111 -8.63%
California Workers’ Compensation Fraud Assessment (FRAUD) 0.008790


.009262 -5.10%
California Uninsured Employers Benefits Trust Fund(UEBTF) 0.007006


.004707 48.84%
California Subsequent Injury Benefits Trust Fund (SIBTF) 0.011754


.006927 69.68%
California Labor Enforcement & Compliance Fund (LECF) 0.008882


.010479 -15.24%
TOTAL of all Assessments .080118




Rate Factors are charged on “Assessable Premium”

Let’s take a look at what these funds actually support.

WCARF – Workers’ Compensation Administration Revolving Fund adds funding to the administration of the workers compensation system which includes the return to work program, and employers’ workers’ compensation coverage compliance enforcement. Additional funding comes from fines, fees, and penalties. California Labor Code Section 62.5

OSHF – Occupational Safety and Health Fund provides funding to state safety and health agencies, to implement and enforcement of current occupational health and safety laws, and promoting safe and healthful working conditions.  California Labor Code Section 62.5

WCFA – Workers’ Compensation Fraud Assessment funds investigating and prosecuting worker’s compensation fraud. California Labor Code Section 62.6

UEBTF – Uninsured Employers Benefits Trust Fund pays benefits to employees injured while working for illegally uninsured employers. California Labor Code Section 62.5

SIBTF – Subsequent Injuries Benefits Trust Fund pays for workers who have suffered serious injury and who are suffering from permanent disabilities or physical impairments that were present before the injury. California Labor Code Section 62.5

LECF – Labor Enforcement and Compliance Fund. ABX4-12 (2009) founded the LECF which enforces Employer Compliance with labor standards and secures worker compensation insurance by funding the Division of Labor Standards Enforcement (DLSE). California Labor Code Section 62.5

CIGA – California Insurance Guarantee Association. Created in 1969, CIGA settles unpaid claims of insolvent insurers that are licensed to do business in California. CIGA consists of three separate funds that guarantee different lines of insurance: workers’ compensation; personal lines (auto, homeowners, personal liability); and other (commercial property, liability, products liability, supplemental and pollution). CIGA is not an insurance company. CIGA was created to provide only a limited form of protection in the event of insurer insolvency. California Insurance Code Section1063.5

Circling back to the 2018 workers compensation premium assessment rates, it is easy to see that California Employers will be spending more money this year on workers’ compensation expenses. In summary, insured employers will be paying assessments at a rate of nearly 4% on top of “assessable premium” which is a 28% overall increase for assessments over 2017. Self-Insured employers are experiencing a 17% increase.

If you have additional questions regarding the assessments on your workers compensation policy we encourage you to discuss these items with your insurance broker/agent or to contact the California Department of Industrial Relations whom oversees the collection of these assessments. Phone: 1-844-522-6734


Collie King, Kwantek

Years ago, when the recession was at its peak, it was easy to write a job posting and get dozens of applicants.

Our applicant data shows the average job posting for a Security Guard received 30.3 applicants per job in 2012. In 2017, the average job posting for the same Security Guard position receives just 15.9 applicants.

Simply put, there are more jobs available than job seekers in today’s economy. It’s vital that you stand out from your competition (hint: this is NOT just other Security Guard jobs) and write job postings that appeal to the individual.

Kwantek’s Applicant Tracking Software has generated over one million applications for Security Guards, and our onboarding tools give us the data to help us understand how long those applicants stay in the job.

We have found the commonalities in job postings that not only get lots of applicants, but produce long-lasting employees. Here is what we’ve found:

Part One – The Preview: What Gets Them to Read the Next Line?

According to the Pew Research Center, 77% of all adults own a smartphone, up from just 35% in 2011.

And according to Indeed, over 80% of building, grounds cleaning and maintenance job searches originated from a mobile device. It’s safe to say security guards aren’t far behind.

The first step is to get people to click your job listing as they are scrolling through the job board.

If they’re on a phone (and more often than not they are), you have about one sentence to get them to take that action.

So what gets them to read that next line? The first step is understanding how to craft your title and description.

Tip #1) Include specific locations in the title, but NOT just ‘City, State’

Most job boards actually have an algorithm to lower job postings that just say ‘City, State’ in the title. It’s important to be extremely specific about the location.

For example, if your client is in the downtown area of Louisville, KY, make your title say “Downtown Louisville, KY” and not just “Louisville, KY.” Or if your client is in the Highlands Neighborhood, include that in the title such as “Highlands/Louisville, KY”

Tip #2) If you have competitive rates, add it to the title

Competitive rates displayed in the job title are more likely to attract applicants. This may seem obvious, but including the pay (if it’s a good rate) provides a huge boost to your job posting’s click rate.

Tip #3) Post new jobs consistently for better results

The final thing the user sees is the day the posting was created. If you have an evergreen job posting, it’s vital to continuously refresh it. Otherwise, the user perceives the job as being either filled or undesirable, and the click rate will decrease.

Here is a handy graphic to share the differences with you:

Part Two: What’s in it for them?

Retention starts with the job posting.

Let that sink in. It’s vital to get the job posting right, especially with Security Guards. Think about the best qualities of a good Security Guard: they crave structure and a plan and they thrive on facts.

To understand what’s in it for the person applying for the job, ask yourself why somebody would like this job. Also ask yourself why somebody would not like this job.

You must include all the details of the job within the posting itself. Will it require the Guard to work in the middle of the night? Will the Guard be surrounded by lots of people? Will the Guard be sitting or standing? Make sure every possible detail involving essential functions of the job are communicated clearly.

Beyond the essential job functions, why is somebody going to really enjoy the job?

If the Guard is doing their job correctly, they could go weeks or months without ever seeing their boss. Is that the case with your available positions? If so, mention it! Autonomy is something most humans crave.

Will they have access to food and drink? Will they get any kind of equipment? Will they receive ongoing training? Think about all the good things the Guard will receive upon accepting the offer, and be sure to include them in your posting.

Lastly, one of the biggest reasons for not applying to a job is perceived job requirements the applicant may not have. If you require a guard card, feel free to mention that, but also mention that you could help someone easily apply for their guard card. Help them envision an easy path to success.

Remember, you have two goals with your job posting:

Make sure plenty of qualified candidates apply and make sure those candidates have a high likelihood of retention.

In summary, the best thing to do before posting your job is to simply know exactly what you are looking for before you post it. That way, you can create job descriptions that are:

  • Highly specific
  • Focused on them (not you)
  • Descriptive of ‘how’ they will do a job
  • Void of the unknown

To learn more about best practices in hiring security guards, click here to download Kwantek’s free eBook, “The 3-Step Hiring Guide for Growing Security Companies.”


Anne L. Laguzza, M.A., The Works Consulting

It is important to remember veterans are coming from a culture, community, and environment
that is unique compared to the corporate world. From communication to expectations, here is
what you need to know when hiring veterans for your organization.

#1 Awareness of the cultural shift taking place for these individuals will enhance the entire
hiring experience. From the moment you review their application and resume through to
the hiring decision itself.
DO: Be aware of the major culture shift from military to civilian work.
DON’T: Assume they’ll just adapt and figure it out without training and structure.
Yes, there’s a different language, culture, and set of expectations in military life. However, with
proper training and communication you can utilize their ability to adapt and their openness to
direction to minimize those differences. This upfront investment in training will ease the
onboarding process, by encouraging them to connect their work to the company mission. This
will set them and the organization up for long-term success.

#2 Use your new awareness regarding veterans who are new hires for your organization.
DO: Be empathetic by taking time to learn about the military culture.
DON’T: Gloss over this opportunity for connection and understanding.
While discipline, work ethic, and camaraderie are required in the military culture. understanding
where these qualities come from will benefit your organization. By taking the time to place
yourself in their boots, learning how their military experience shaped them into who they are
today, will create a deeper connection.
Remember, their experience is not typical, yet many aspects of corporate culture bare strong
resemblance to that of the military. The employer should learn about military culture, by reading
articles, and asking veterans and/or others with military experience. Knowing how military
experience and culture are similar to or different from your organization’s culture will help the
applicant if selected.

#3 One of the most crucial things you need to do prior to interviewing a veteran.
DO: Find out how their military job description relates to the job they are applying for in your
DON’T: Miss the chance to bridge the gap between what they did and what they can do in this
new role.
Military jobs have numerous correlations to civilian positions. What may seem like unrelated
skills may in fact be easily transferable, ask about their specific duties and have them
communicate how they are transferable to the position. Finding common ground will improve
rapport, and make the interview and selection process more efficient, and you’ll also learn more
about their service experience.

#4 How do you put it all together?
DO: Express how you plan to take time to learn about them and their skills to assist with
DON’T: Assume they’ll just figure it out, or behave in a certain way, without consistent
communication and training.
Now that you know the DO’s of hiring veterans you see these same four characteristics can be
applied to any individual going through the hiring and onboarding process. The value of applying
these tips with veterans specifically, is not just that your effort will be recognized and
appreciated, although it certainly will. The value is in the connection they’ll experience from the
very beginning helping them focus on their job, and creating cohesion between their work and
the company mission. They will begin to see long-term success for themselves within your


David Chandler, President

Did you know?

If you are currently operating your PPO as a Corporation, remember that you MUST notify the Bureau of a change of your corporate officers within 30 days. 7582.19 (a)

All new corporate officers, or new partners in a partnership, must submit a Personal Identification Form as well as a Live Scan (to CA DOJ) prior to any involvement in any operation related to security. The Bureau must approve before you can begin working with the corporation or partnership.  19 (b)

In a General Partnership, if one of the partners leaves (disassociation for any reason) a NEW application must be submitted (due to the change in the general partnership). A new PPO number will be issued pending approval by the Bureau. 7582.23 ©

Please periodically check with the Secretary of State to confirm the information for your organization is the same as the Bureau has on file, including the address of record. Corporations must submit the names of the CEO, CFO and Secretary as well as any other corporate officer who will be active in the business to be licensed. 7582.7 (i)

Creating an Emergency Action Plan

Shaun Kelly, Tolman & Wiker

Contributions by Cassie Mosman, Jessica Wilkison and Xochitl Tejeda de Rodarte

You never really know if you are ever going to use an Emergency Action Plan.  With the recent Thomas fire, we had to put our plan into action! We woke up to find our office in downtown Ventura engulfed by the smoke.  Luckily, it was only smoke. We immediately had to communicate to over 100 employees that the office would be closed, due to health concerns. We also had to keep our communication lines open for  clients who may have had their homes and businesses affected by the fire. We had no idea how many of our employees and clients were personally affected by the fire at that time. We were very fortunate to have our other offices (Bakersfield, Santa Maria and West Lake Village), open and available to take  calls and provide the needed support to our clients .

Since the Ventura office is now back open  and we have had time to reflect on the events that took place as a result of the fire, I want  to share our Emergency Action Plan with you. What really came to light was establishing the ability to communicate with all of our employees (Team members) at the same time and sending the same clear and concise message to all, which was extremely important. This allowed us to provide our team a status of the office conditions, inform them that the clients were being taken care of by our other offices and enabled our team members to update us on their own personal status.

Some of you may already have a plan like this in place. If not, this may help you get started. The plan may also be a good discussion item with your clients. I hope this is helpful.  If you have any questions, please do not hesitate to contact me.

Emergency Action Plan