If you’ve ever though mobile technology was only a small part of our lives, consider this new information from Pew Research:
- Over three quarters of Americans (77%) now own a smartphone. That’s more than double the number reported in 2011.
- Ownership of smart phones is growing quickly among older generations. Now, 74% of adults 50 and older are smartphone users, up 16 percent since 2015.
- The popularity of tablets is on the rise too, with 51% of Americans owning a tablet, up from 3% just seven years ago.
(This is the sixth in a monthly series about Corporate Health, where we examine different methods and ideas for improving efficiency, your company culture, and employee morale.)
Employee training and development should be a critical element of your company culture. After all, companies that invest well in their training and development reap the benefits with increased profits, better employee motivation, less turnover, and more talent to promote from within.
There is a difference between training and development. Training is specific; it’s designed to give employees the knowledge required to perform or improve skills needed for their current job. Development is much broader term, referring to types of formal or advanced training or education which furthers an employee’s professional knowledge in their field while promoting their overall growth and ability.
In the years since Columbine, school safety has changed dramatically. Schools have more measures in place to protect their students and faculty, such as controlled access, metal detectors, and cameras. While these safety measures are helpful, it is important to add an extra layer to improve campus safety by tying these isolated safety measures together. In the current climate, many school districts and universities are utilizing alarm monitoring software or Physical Security Incident Management (PSIM) software to integrate multiple unconnected security applications and devices. Using alarm monitoring or PSIM software enables schools to better assess potential issues or threats and to proactively resolve security concerns.
by Rod Coles, President/CEO
I remember buying my first car: it was a 1967 Austin Maxi; I paid £100 for it. Before I paid out my money, I looked it up and down and then I looked under the hood. To me, it looked like a mechanical mess, but my Dad explained what all the various parts were, and what was good and not so good about the engine. Since that time, I have purchased a few more modern cars, and the engines have become more advanced, but each time I have looked under the hood checking the basics, like the first time.
by guest blogger Caryn Morgan, Bold Technologies
Why is it that when I ask people why they do things the way they do it I often get the response, “that’s the way we’ve always done it?”
As a trainer for over 30 years, I get this answer nearly everywhere I go. Working in the alarm industry for pushing two decades, alarm operators often find themselves having to defend the work they do when angry customers call in complaining they made mistakes. This phrase is the quickest way to shift blame away from themselves and onto the company. That and “I was never trained.”
(This is the third in a monthly series about Corporate Health, where we examine different methods and ideas for improving efficiency, your company culture, and employee morale.)
How many hours will you work this week? If you answered, “the standard 40,” you are in the minority. The emphasis working professionals place on their jobs could be considered chronic. According to a recent Forbes article, 94% of employees put in over 50 hours in a workweek, and more than half of employees clock in over 65 hours! The reasons vary: they believe working the extra hours reflects well on them as an employee, they are concerned about layoffs and want to appear more valuable and loyal, or, quite often, they are simply overburdened with more work than can be completed in a standard, 40-hour workweek.
A while back, I was talking with a friend, and we got on the topic of smoke alarms. She told me about an incident at her home where the smoke alarm was triggered in the night (thankfully, by an accidental cause and not an actual blaze), but her tween daughter did not wake up. The alarms in her home are wired together, so all of them were blaring, but the daughter remained asleep until my friend reached her room, which was two floors away, and physically shook her awake.
The increased use of synthetic materials in furniture, carpets, curtains, and other home fixtures has created a dramatic change in the flammability of these furnishings. The “Today” show recently did a demonstration to show the amount of time it takes for a modern home to become engulfed in flame versus one from 30 years ago.
By Josh Tafoya, Technical Trainer
Using General Schedules can save time and reduce errors. It’s a powerful tool, and when you understand it, you may end up using it all the time. I’ve been training on its use for years, and most places I train, the operations staff appreciate learning about such a useful tool.
There are five different types of General Schedules. I’ll discuss each here, and give some examples of situations where they might be used. If there is enough feedback, I can go further in-depth and give detailed examples with steps in future blog posts.
(This is the second of a monthly series about Corporate Health, where we examine different methods and ideas for improving efficiency, your company culture, and employee morale.)
Last month, we kicked off this series by examining the “GTD” method for managing your to-do list. This time, we are examining company “core values,” and how they fit into your corporate health.
What are core values? They differ from a company’s mission statement, which traditionally describes what a company does in a specific declaration. The core values describe a select list of guiding principles or beliefs which shape a company culture. For example, this poster hangs in the employee lounge here at Bold Technologies:
by Josh Tafoya, Technical Trainer
I recently had a conversation with one of our customers regarding the UL inspection they underwent as part of their move onto Manitou Cloud Services. I was curious about any challenges or surprises, and how the process went in general. (For confidentiality, I’ll be writing in generalities. So when I mention “he” or “they,” I’m referring to this customer.)
This customer existed as a call center before Manitou Cloud Services, and they are new to Alarm Monitoring. They felt that the capital outlay required to purchase servers may have prevented them from entering the monitoring market previously. But the low up-front cost of Manitou Cloud Services removed those barriers, allowing them to focus on all parts of their business without having to concentrate on the management and upkeep of the servers.