Kate

The Californian 2020 Q3 – HOW MANY OFFICERS TO HIRE

HOW MANY OFFICERS TO HIRE

Armand Adkins, Security Alliance Group

Once a client realizes that there is a need for security officers in their business, home, or event, the next issue they face is how many officers they need to hire. This is one of those questions without a cut and dry answer. The number of officers varies depending on several factors, such as location, number of guests or customers, the purpose of the business or event, and if alcohol is involved. We will take a look at each of these factors before making certain people-to-guard ratio suggestions you can bear in mind the next time you have to answer the question of how many officers to hire. Having the correct ratio is essential to all involved in order to  minimize security risks.

 

Factors to consider

Location: This is the first point to consider, for if the event, business or residential home is located in a troubled area, it would necessarily require hiring more security officers than normal.

Venue: Is it a small or large venue? How many doors or entrances does the venue have? At least one security guard per entrance is rule of thumb. Is the venue one big open space or a closed place with different rooms? The smaller the venue, less officers are needed to cover the space, while the larger the venue, the more officers will be needed.

Number of People: As we’ll see later in the suggested ratios of officers to people, the more people, the more officers, while the number of people is closely related to the venue. If you are going to have a large crowd, then the venue should be large enough to accommodate the expected crowd. The better the crowd is accommodated, the less the risk of security situations that may arise.

Alcohol: Are you having a party where alcohol will be served? Or are you running a bar or club? If alcohol is now part of the equation, more security officers will need to be hired to maintain order and balance among patrons.

Type of Event: What is the purpose of the event or area that needs to be secured? An event where expected guests are VIPs, HNIs (high net-worth individuals), or celebrities, will require more security officers.

Demographics: Factors such as gender and age should be weighed when considering the number of officers to hire. An event with mostly children in attendance would need fewer officers than an event with young male adults or a mixture of males and females.

Parking Lot: Are you providing space for visitors and guests to park their vehicles? Most businesses display a disclaimer relinquishing liability for any loss or damage to properties left in the parking lot. “Cars Parked At Owner’s Risk.” Yet, this does not mean you will not need security officers patrolling your parking lots. Remember, the presence of a security guard is a great deterrent for negative behavior. This should be factored in with the number of officers needed.

Mode of Invitation: Did you put out an open invitation on social media or online? Whether for parties or other events, more security officers need to be hired.

Type of Business: A bank will definitely need more officers than a restaurant. The higher the risk involved in a business, the higher the number of officers needed.

State of Things: The general state of security should be considered. For instance, during play-off games or other major sporting events, the general state of security is tense and on high alert in areas where people are gathering together to view games. Hosting an event during such a period will necessitate hiring more officers. In the current state of lockdown and social distancing, more officers are needed in areas like grocery stores, hospitals, and open essential businesses.

Known Threats: Has someone promised to crash a wedding or vandalize a place of business? Or threatened to steal some property? This necessitates more security officers than usual until the threat is eliminated.

Security Devices in Use: Will most areas be covered by security cameras? This can help you determine the number of officers needed.

Managing a Security Situation: In addition to the above items, it is also helpful to think through the number of officers needed if a security situation occurs that would require the intervention of officers. For example, if a party is underway and two guests get into a fight, how many security officers would you need to keep the situation under control? Remember, you still need someone watching the rest of the guests and the entrance.

While the factors to consider above have no absolute answers regarding the number of officers, they are to be considered as a whole when advising clients on proper security staffing.

 

Guard to Guest General Ratios

The following ratios should be considered a general guide when deciding on the numbers of security officers.

Standard practice is to have one guard stationed at each entry point.

Less than 10 guests with one entrance, 1 security guard.

Between 10 – 50 guests with two entrances, 2+ security officers.

50 – 100 guests with three entrances, 4+ security officers.

100 – 250 guests with three entrances, 8+ security officers.

250- 1000 guests with at least four entrances,30+ security officers.

The above ratios are for considerations and not a dictation of hard rules. Remember, whenever alcohol is involved means more security officers than usual, and where there are young adults and alcohol, the usual number of officers needed can be tripled.

 

Conclusion

After all has been said and done, it is the working knowledge and experience of the security guard company that is paramount. Such a company will provide well trained officers and be familiar with the type of event or business.  And when a company is asked about the level of security to have on-site, the factors and issues raised in this article are here to help in reaching a thoughtful recommendation.

 

Armand Adkins is CEO of Security Alliance Group (SAGPro.com), a provider of best-in-class support services/systems for small to mid-sized private security guard companies.With 25 years of legal, compliance and operational experience, Armand leads a dynamic company that delivers two unique services to address the training and hiring needs of security companies.

GuardsLink platform gives security companies the ability to provide their employees branded online training that is both affordable and quality, and includes an integrated system to monitor and manage guard training. 

SecurityHires (SecurityHires.com) is a security industry focused job board designed and built using cutting edge technology to assist in all the hiring requirements of security companies seeking qualified guards.  

Those looking for an intuitive and robust training solution implemented at no cost with a revenue sharing model, or more information regarding the benefits of the industry specific job board, should contact Armand at info@sagpro.com or call (888) 360-9373.

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Kate

The Californian 2020 Q2 – LOS ANGELES SECURITY COMPANIES WILL BE SUBJECT TO NEW RIGHT OF RECALL AND WORKER RETENTION ORDINANCES

LOS ANGELES SECURITY COMPANIES WILL BE SUBJECT TO NEW RIGHT OF RECALL AND WORKER RETENTION ORDINANCES

Jaimee K. Wellerstein, Esq. & Annette M. Barber, Esq., Bradley & Gmelich LLP, CALSAGA Legal Advisor

After much discussion and several modifications, on April 29, 2020, the Los Angeles City Council voted to adopt two controversial new Ordinances aimed at regulating the order of rehiring laid-off employees due to the COVID-19 pandemic and requiring retention of existing workers for up to 6 months in the event of ownership transfers in Los Angeles. The Mayor is expected to approve both. [Although these only apply to the City of Los Angeles, we suspect this will grow into a statewide trend.]

The Ordinances will apply to all security companies with 25 or more employees who provide security services to commercial properties.  It also applies to all businesses in the hospitality sectors (includes hotels, event centers and sports venues), property management services, and airport services. It includes those contractors and subcontractors with 25 or more employees who provide janitorial, maintenance and security services to those sectors, as well.

The Ordinances provide a worker the right to bring a private cause of action against an Employer for violating either Ordinance after providing the Employer with an opportunity to cure the alleged violation. Workers can be awarded reinstatement rights, front and back pay, benefits they would have received, attorneys’ fees and costs, and punitive damages for violation of the Right of Recall Ordinance only. The Ordinances are set to be reviewed again on March 1, 2022.

Right of Recall Ordinance

The Right of Recall Ordinance would require Los Angeles businesses that earned gross receipts in excess of $5,000,000 in 2019 and that laid off non-supervisory employees with six months or more of service for non-disciplinary reasons on or after March 4, 2020, to notify the employees (in writing) of any job openings for which they are qualified, and to offer open positions in order of seniority.

Being qualified is defined as holding the same or similar position at the same site of employment at the time of separation; or the laid-off worker can become qualified with the same training that would be provided to a new hire for that position. If more than one laid-off worker is qualified, the employer would have to offer the position to the worker with the most seniority at the employment site. The laid-off worker then has five (5) business days to respond to the offer.

The Ordinance also creates a rebuttal presumption that all layoffs and terminations occurring on or after March 4, 2020 were for non-disciplinary reasons.

 

Worker Retention Ordinance

The Worker Retention Ordinance would apply to businesses that have or will change ownership or control from March 1, 2020 through March 1, 2022, requiring them to provide seniority preference to certain workers if there is a change in business ownership within two years of the pandemic emergency declaration.

Under this Ordinance, within 15 business days following the change in control, the “Incumbent Business Employer” would be required to post written notice advising workers of the change in control in a conspicuous place. The notice must remain posted for six (6) months after the “Successor Business Employer” takes over.

A “Worker” is covered under the Ordinance if:

  • they worked for the Incumbent Business Employer for at least six (6) months prior to the change in ownership;
  • their primary place of employment is a covered business subject to a change in control;
  • they are employed or contracted to perform work functions directly by the Incumbent Employer Business or by one with whom it contracts; and
  • they worked for the Incumbent Employer Business on or after March 1, 2020 and before the execution of the transfer document.

The Successor Business Employer shall be required to hire covered workers of the Incumbent Business Employer for six (6) months after transfer of the business, and make a written offer of employment to each.  The offer must be kept open for ten business days.  If the Successor Business Employer requires fewer workers than the Incumbent Business Employer, workers must be retained by seniority within job classifications. Each worker hired must be retained for no fewer than 90 days, but can be discharged for cause. At the end of the 90 day period, the worker must be given a written performance evaluation for a permanent position.

Lessons for Employers:  If your business operates in the City of Los Angeles and you are restarting your business after layoffs, be prepared to recall laid-off workers by seniority. Also, if you assume ownership of a business in the next two years, be prepared to offer employment to the workers from the incumbent business for at least 90 days, keeping seniority in mind.

Need assistance with managing your workforce during COVID-19?  Contact the attorneys at Bradley & Gmelich LLP.

 

Jaimee K. Wellerstein is a Partner at Bradley & Gmelich LLP, and the Head of the firm’s Employment Department. Jaimee concentrates her practice in representing employers in all aspects of employment law, including defense of wage and hour class actions, PAGA claims, discrimination, retaliation, harassment, wrongful discharge, misclassification, and other employment related lawsuits. She also provides employment counseling and training in all of these areas.

Jaimee routinely represents employers in federal and state courts and in arbitration proceedings throughout the state, as well as at administrative proceedings before the Equal Employment Opportunity Commission, the California Department of Labor Standards Enforcement, the United States Department of Labor, and other federal and state agencies. Jaimee assists as a Legal Advisor to CALSAGA, and is a member of ASIS International. She is rated AV-Preeminent by Martindale Hubbell, the highest peer rating available. jwellerstein@bglawyers.com / 818-243-5200.

 

 

 


Annette M. Barber is Special Counsel on Bradley & Gmelich LLP’s Employment Team.  She represents clients providing employment advice and counsel in all aspects of hiring, performance management, training, compensation, and termination. Annette spent 17 years working with a global security company of 100,000 U.S. employees as an employment law attorney and then as Corporate Vice President directing HR Compliance nationwide for all 50 states, Puerto Rico and Guam.

Annette drafts and revises policies, handbooks, and extensive training materials for the firm’s clients. She provides workplace trainings, as well as workplace investigations. She is a member of the Association of Workplace Investigators, numerous bar associations and employment law sections.  abarber@bglawyers.com / 818-243-5200.

 

 

Bradley & Gmelich LLP is 25-attorney AV-Preeminent rated law firm who, for the past 20 years, has represented business clients in all matters of civil litigation, business law, and employment matters. Its Employment Department represent employers in all aspects of employment law, including defense of wage and hour class actions, PAGA claims, discrimination, retaliation, harassment, wrongful discharge, misclassification, and other employment related lawsuits. It also provides employment counseling and training in all of these areas. Visit www.bglawyers.com.

 

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Kate

The Californian 2019 Q3 – HOW TO GET THAT BETTER JOB

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HOW TO GET THAT BETTER JOB

Mark Folmer, TrackTik

Security means different things for different people.  Ultimately, all definitions are correct because the sense of security is personal: where I feel secure, someone else may not and vice versa. As many definitions as there are for security there are different roles in frontline security.

You are reading this because you are part of the security community. Below is some food for thought as you consider your spot in the security world. If you have decided to be a part of it, it is important to understand where you fit, what you do, and how that contributes to the overall security plan of where you are assigned. The function that you are filling means that people or other assets will be secure, but you are not alone: you have tools and you contribute value.

  1. Persona consideration: comprehending what your “persona” is looking for in a role in security both if you’re looking to move on to the next role within the profession or outside of it is an essential first step. Answering the following questions will help point you in the direction of a role that makes sense for you:
    • What sort of training do you want/need?
    • What does risk mean for you?
    • What is your tolerance to risk?
    • Do you like interacting with people?
    • Would you rather work alone?
    • Where do you want to go?
  1. Tech saavy: expectations in security are such so that the company that you work for delivers more than “just a person at a site”. A Deloitte study revealed that 47% of companies are currently going digital. This entails that frontline personnel, essential in delivering on services- reporting incidents in real-time, actioning on post orders, etc. – need to understand the “whats” and the “whys” behind technology. As you spot your next role, ask yourself and the recruiter what the technology stack will look like:
    • Will you have the tools you need to do the job properly?
    • How will you be scheduled?
    • How do you go about finding what work is available?
    • How can you match as closely as possible the desired hours that you want to work with your actual hours worked?
  1. Learning: knowing what role is a fit for you and what the tools of the trade are is important, but considering what new information you need to learn to secure or even progress in your current position is key too:
    • Are there technical abilities that you need (i.e. first aid, physical security information management systems)?
    • Where can you get that knowledge? Is the training offered “on the job”? If so, is it structured?
    • Will you get certification or acknowledgement of any sort once it’s complete?
    • Does the company value me having that knowledge?
    • Is the knowledge transferable? Are the skills that I am learning useable for other clients, sites, or sectors?

Earlier in my career, I decided to join ASIS International in order to learn the business of security more closely. There, it became obvious to me that in order to achieve my goals as a security professional, I would need to obtain certification. Nowadays, there are many more offered than “just” the CPP (Certified Protection Professional): the PSP (Physical Security Professional), the PCI (Professional Certified Investigator), and the APP (Association Protection Professional, the latest being brand new and perfect for novices to the field of security.

Takeaways:

  • As an industry there are numerous opportunities that can be tailored to fit your needs.
  • To come up with a professional roadmap, considering the question of whether you are in it for a limited time or a long time is crucial: the answer to that questions and how you optimise your time accordingly are up to you.

Be clear about what you want to do, understand the environment, what motivates you, and take the opportunities that come up.

 

Named to IFSEC’s Global Influencers list 2018 for Security Thought Leadership, Mark is a business school graduate, CPP and Member of The Security Institute (MSyI). Mark’s background is in security services, corporate security, consulting and workforce software. A graduate of Concordia University in HR Management and International Business, he progressed to several senior management roles responsible for security business units across Canada, including serving as the Senior Manager for Corporate Security at Canada’s largest telecommunications company. He launched a consulting business focused on physical security for corporate clients, and has been teaching part-time at the Université de Montréal since 2016. Currently, Mark is the Vice-President, Security and Industry, in the software scaleup TrackTik, and volunteers as SRVP Region 6, Chair of the Security Services Council, the Private Security Officer Standard Technical Committee, and the Private Security Company (PSC.1) working group.

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nate klauer

The Californian 2019 Q2 – SECURITY GUARD VS. SECURITY OFFICER

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SECURITY GUARD VS. SECURITY OFFICER

Kwantek, CALSAGA Network Partner

So, you have a position opening up in your contract security firm. Now is the time to post the job in various places using your standard job description and other boilerplate materials you use when hiring.

You know you need systems in place for this, so you arm yourself with tools like an applicant tracking software or detailed hiring spreadsheets.

The question now becomes, what should your job title be?

Security Guard or Security Officer?

Many people in the industry will tell you there is no difference in the two.

Some say an Officer is armed and a Guard is not.

Some say the Officer has greater training and/or responsibility.

As we look at today’s hiring and retention landscape, there are two main reasons you should prefer the term “Security Officer” rather than “Security Guard.”

1) “Security Officer” is Searched More Often on Indeed

Thanks to data made available by Indeed, we are able to know exactly how people are searching for security jobs.

In September of 2018, “Security Officer” was searched 725,027 times.

“Security Guard” was only searched 392,036 times, nearly half that of “Officer.”

If you want your job to be seen, the first logical step is to make the title what people search the most.

But it goes deeper than just what the candidate is searching. While it might help you edge out “Guard” in the search results, Indeed is smart enough to show jobs with both titles.

Making sure you get good placement is one thing, but how many people actually click your job?

In September of 2018, jobs titled “Security Officer” received 3,688,632 clicks.

Jobs titled “Security Guard” received only 975,338 clicks.

Not only does “Officer” get nearly twice as many searches as guard, it gets nearly FOUR TIMES as many clicks.

At Kwantek, we like to let the data speak for itself. This is one of those cases.

2) Appeal to Your Audience

The first rule of copywriting is to appeal to your audience.

Your audience (your current and prospective employees) wants to feel respected and important.

Put simply, “Officer” has an implication of greater responsibility than “Guard.”

Implications aside, perhaps you actually believe there to be a fundamental difference between  the two titles.

Here’s the reality…

A good guard, officer, or watchman is alert and observant.

They are ready and able to defuse a situation with words rather than weapons.

They are helpful to others and they follow rules of the management and client.

All of these responsibilities are those of an officer, and labeling them as such works to enhance their sense of self-worth and pride in their job.

When making this decision, we ask ourselves: what’s the goal?

Is the goal to be “right” in a semantics discussion?

Or is our goal to attract the best and most talent and keep them employed on our teams?

At Kwantek, we much prefer the latter, therefore “Security Officer” is the title we recommend.

If you insist on there being a difference between the two, consider using “Senior Security Officer” and “Security Officer” job titles. The difference could mean greater retention and/or more applicants.

Is your job posting built to maximize applicant volume? Kwantek has processed over 1,000,000 security guard applicants in the last year, providing expertise in what definitively helps increase applicant volume. Click here to get a free evaluation of your job postings by one of our representatives.

Whether you only wish to improve your grades or are a graduate, choosing essay help may be a terrific assistance. Assistance can enable you to focus on your essay subjects and provide you pointers on the essay writing services best way best to approach the essay topic and complete it in a timely fashion.

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Kate

The Californian 2019 Q2 – HIRING, TRAINING, & EMPLOYEE ENGAGEMENT

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HIRING, TRAINING, & EMPLOYEE ENGAGEMENT

Chris Anderson, Silvertrac Software  

Business owners in the security industry all have one major problem in common: hiring good employees. The traditional way of hiring through speed and convenience often leads to trouble. Resulting in uninspired employees who quit, get fired, or hurt your company’s reputation.

Companies today separate hiring, training, and employee management. Then spend endless days, weeks, months — not to mention resources — trying to figure out why they can’t find good officers.

This focus is understandable. Owners wear many hats, are strapped for time, and struggle to find balance in their day-to-day work. But what we’ve found over the past 10 years in the security industry is clear.

To see success, you need to look at your business as one well-rounded, well-oiled machine.

This may come as a shock, but it’s important to have good hiring techniques. Good techniques lead to more motivated employees who commit to better training programs. They empower employees to go above and beyond their job roles. And how can you forget the time (and money) you save with a strong process in place.

The result? A successful, well-oiled operation with happier clients, more bids, and more secure contracts.

Below we’ll talk about past lessons we’ve learned, and how they’ve helped security companies like yours build long-term success.

First, what’s your current hiring process? If you’re like most small-to-midsize security companies, you constantly spin your wheels to hire officers. Time is never on your side. You need to fill posts fast and as painless as possible, because every other part of your business demands attention. So how can you put any thought into who you hire?

Remember, these officers represent you and your company. You need to trust and depend on them. That’s why we promote one way to hire officers: Slow Down!

One big reason we say “Slow Down” is because you need more loyal employees. Slowing down your hiring process helps assure candidates are a good fit for your company. You want to know if this person agrees with your work ethic and values. If they are reliable and trustworthy.

A framework like this puts the right people on your team. Which in turn creates a hard-working and motivating environment new hires want to be a part of. Companies who slow down see less hirer’s remorse, lower turnover, and better employee performance.

Second, supervisors play a key role in maintaining this environment, as well as keeping your business running smooth. They are your trusted side-kick. The ones responsible for officers when you’re not around. The way you hire them is how they will hire and manage officers, too. Making our case for hiring slow even more evident to run a top-notch security operation.

Influential supervisors are the next step to building a well-rounded security operation. Officers look to supervisors as mentors, conflict managers, company-messenger, and coach. So when you hire a supervisor who sees eye-to-eye with your values and goals, you set an example for everyone else. It gives them the power to build a strong team, gain officers respect, and make officers more receptive to feedback and training.

Another big challenge you face as a security team is an officer’s lack of motivation and drive. Luckily, it’s something you can change. The steps we discuss will give your team the platform needed to build an empowering culture.

For example, you may have noticed we continue to use the term “officer” versus “guard”. We do this because “officer” gives off a level of professionalism for employees to fulfill. “Guard” is something of lesser status.

Combine solid hiring processes, influential supervisors, and the job title of “Officer”, and what do you get? A foundation where your employees feel they can grow professionally and personally. A place people actually want to work. And a new culture of learning and leadership.

This is something the security industry is notorious for not doing. But the results are undeniable, and it’s radically changing the way we hire and manage officers.

So once you create this new culture, it’s your responsibility to uphold it. Bringing us to your last step: to provide on-going training opportunities for your team.

Training is thought to be a one and done thing  —  it’s not. It’s an on-going program that includes workshops, on-the-job-training, classes, and more. This allows you to strengthen skills, reduce weak links in the company, and bring everyone to a higher level, so they all have the same knowledge.

Not all training programs are alike, however. We find that great training programs look at three things first: company needs, quality instructors and materials, and training metrics.

Then, the different points of training in the program. This includes basic onboarding, yearly training, self-education, OTJ training with field supervision, and testing. If you don’t test employees, how can you know if your training is effective or not? A complete program helps you determine employee strengths and weaknesses. So you can offer personalized and effective materials for them to be successful.

It’s important to use a variety of training techniques in your program. For example, we recommend the KISS method for onboarding — Keep It Simple Stupid. New hires know little about your procedures and expectations. KISS gives them a good introduction to your company, and the fundamentals they need to succeed. Since everything is laid out beforehand, supervisors don’t have to spend time on the same, avoidable conflicts over and over again.

Educated and happy employees make for a more productive and successful environment. Wouldn’t you agree?

Some security owners complain that hiring and training requirements force them to focus on quick results. But in most cases, it’s actually a failure of process, not the task itself. Owners who focus on slowing down and finding the right fit for their business stand the greatest chance of hiring good officers.

The ultimate goal is to take a step back and see how all these aspects of your business work together. Once you do that, the rest will fall into place. Your team will operate at levels you have never seen. Your clients will be happier than they have ever been, and more contracts will be coming your way. It’s a win-win-win.

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Kate

The Californian 2019 Q2 – IMPROVE YOUR RETENTION (AND YOUR BOTTOM LINE)

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IMPROVE YOUR RETENTION (AND YOUR BOTTOM LINE)

How security contractors can use data to impact this important metric

TEAM Software and Kwantek

In the security industry, it’s difficult to keep good people employed for any length of time. As strategic partners with end-to-end solutions specific to security contractors, Kwantek and TEAM Software know how important issues like retention and turnover are to your business. We hear it every day from our customers, prospects and industry partners. With so many things you can’t control — high labor costs, fierce competition and thin margins — taking control of something you can control, like retention, is a game-changer.

Many of the organizations we work with view turnover and retention challenges as a given, and in many ways, that’s true. Yes, turnover is going to happen. Instead of dwelling on that fact, the best thing you can do is take steps to manage it and reduce its impact on your business.

Calculate Your True Cost Per Hire

Do you know your true cost per hire? We’ve heard ranges of $20 to $5,000, but according to the Society for Human Resource Management  (SHRM), the average cost per hire across all industries is $4,129. The key to calculating your true cost per hire is to assume no costs are fixed. You must think of all the costs — both internal and external — associated with your hiring process including sourcing, recruiting and staffing.

The best way to do this is to ask yourself: What costs would you be able to eliminate if you didn’t have to hire anyone for an entire year? Then, ask yourself: What else could you eliminate if you didn’t have to hire anyone?

Evaluate Your Site Manager Bonuses Program

Site managers play critical roles in the contract security industry. They’re entrusted to deliver on your contracts and keep your customers happy. One way you can insure your site managers are helping drive your business forward is to reevaluate how you incentivize them so you’re rewarding based on a holistic picture of performance. Rather than focusing solely on job site profitability, look at employee retention costs by site as well. That will give you a more accurate view of who your best performers are, and it can help you avoid some bad manager practices that can hurt your retention, too.

Analyze the Effectiveness of Your Site Managers

Speaking of those site managers, take a deeper look at the retention-related metrics you should use to evaluate your site managers to grow your bottom line. If you’re evaluating your site managers solely on contract profitability (site revenue minus payroll costs), is that the best long-term strategy? When you’re looking to scale your business, you need to look beyond that one measure and we think you can boil it down to this one question: What’s the most effective way to retain your clients?

Client retention is about making sure you’re delivering on your customer contracts and keeping your customers (and employees) happy. Happy employees serve your customers better – and they tend to stay longer. So, retaining your workforce allows the site manager to place a greater focus on making sure your customers are satisfied because they can spend less time on onboarding and training new employees. And, your business can spend less time and money on hiring.

Use Retention Metrics to Land More Clients

Improving your employee retention can positively impact several aspects of your business including reducing your cost per hire, saving your HR department a lot of headaches and improving customer satisfaction, to name a few. But, the smartest companies leverage retention to improve their sales process, as well.

As a security company, your people are your product. Your clients want quality work from a reliable and trustworthy team. Focusing on retention and knowing your metrics helps differentiate you from the others in the field and you can explain to your prospects what that means for them as a potential customer.

Want to know how to calculate these numbers and use data to evaluate your retention? Read the complete eBook and watch the recorded webinar.

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Kate

THE CALIFORNIAN 2018 Q2 – PERFECTING THE PRE-HIRE PROCESS

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PERFECTING THE PRE-HIRE PROCESS

Kwantek Team

For 15 years, Kwantek has served the recruiting needs of thousands of companies across the nation. Most of our clients have a need to fill low-paying, hourly jobs. They use our applicant tracking software to post these jobs en masse across multiple job boards and take advantage of our seamless onboarding process once hired.

A natural byproduct of these types of these jobs is poor employee retention. After monitoring the pre and post-hire process for over 1,000,000 security and building services jobs, we’ve been able to identify three critical pieces of data for these industries that directly correlate retention back to the interview process:

1) 50% of scheduled interviews will ever show up for the interview.

2) Over 90% of interviewees are offered jobs in the interview process.

3) Over 40% of new hires make it past 30 days of employment.

In this five-part blog series, we will discuss the critical stages of the pre-hire process and how you can make simple adjustments that will help you reduce your retention rate.

Blog #1: Who’s Interviewing Who? A Counter-Intuitive Approach to the Hiring Process

Blog #2: The Most Important Person in the Interview Process

Blog #3: The True Goal of the Phone Screen

Blog #4: How to Modify Your Job Application to Increase Applicant Volume

Blog #5: Mastering Messaging in Your Recruiting Process

Perfecting the Pre-Hire Process Webinar

If you’ve found this series helpful, we invite you to watch a replay of our webinar where we went even more in-depth on each phase of the pre-hire process. Join our CEO, Collie King, as he dissects each stage of the applicant funnel to help you identify which parts of the process you need to improve.

In the webinar, you’ll learn:

  1. How to leverage your pre-hire process as a key strategy in scaling your business.
  2. Which numbers to track in your pre-hire process and why.
  3. How to build trust with applicants and make them want to work for you.
  4. How to generate more applicants, more interviews, and more accepted offers.
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Kate

THE CALIFORNIAN 2018 Q1 – HOW TO WRITE THE PERFECT JOB LISTING FOR A SECURITY GUARD

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HOW TO WRITE THE PERFECT JOB LISTING FOR A SECURITY GUARD

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.”

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Kate

THE CALIFORNIAN 2018 Q1 – FOUR THINGS YOU NEED TO KNOW WHEN IT COMES TO HIRING AND ONBOARDING VETERANS

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FOUR THINGS YOU NEED TO KNOW WHEN IT COMES TO HIRING AND ONBOARDING VETERANS

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
organization.
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
training.
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
organization.

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