September 17, 2012 • An Advertising Supplement to the San Fernando Valley Business Journal

StaffingSolutions

By CARRIE NEBENS

As social media has firmly settled in as a sta-ple in today’s business world, people oftencome to me and asked how it has changed

the staffing industry and the way people get hired. The time lapse between social media making

strong headway in the business community andusing social media profiles in the job market wasvirtually non-existent. As an owner of a staffingcompany, I see a lot of activity in social media bythose looking for a job, but it’s met with a moreuneven response from staffing firms.

When people do ask me about social mediaand finding jobs, it’s almost always from the per-spective of finding viable employee candidates—how to use LinkedIn to make connections withthese people, how to read their tweets for person-ality and expertise, and – occasionally – what kindof Facebook activity might be a red flag.

What not nearly as many people are askingabout is how companies are using social media tofind candidates for jobs—and they are. Companiesare comfortable using LinkedIn to promote openpositions, and are even moving to Twitter andFacebook to post about job openings. For as muchenergy as recruiters are spending pursuing poten-tial employees through social media, they shouldstart to spend some time checking up on employersocial media profiles to see which are actively pur-suing new hires (this, of course, applies to thoselooking for jobs themselves, as well).

No matter which direction you’re looking—tocandidates or companies—I recommend followinga basic “Three E’s” principle when it comes tosocial media:

1. Educate. Use social media as a forum todemonstrate how you are a thought leader, on topof current events and experts in the staffing indus-try. My company works to share up-to-date infor-mation as it breaks with an educated opinion (notjust a link to an article) to show interested partiesthat we are a valuable source of information andexpertise.

2. Entertain. While people are right to use socialmedia as a serious business tool, it is also accept-able—even valuable—to have a bit of fun with it.It is important to put interesting, thought-provok-ing, fun and enjoyable information out there, butit’s also important to grab people’s attention andmake them want to come back to your page andread more about your staffing firm. Showing somepersonality will further attract those that are agood fit for your organization…and help stave off

those that aren’t. 3. Engage. When people decide to connect with

your company on social media, that is just thebeginning. You want them to stick with you, fol-low up, communicate—by becoming increasinglyaware of and familiar with your company, thatwill get them interested in working with you. Startby acknowledging the new connection—a like, are-tweet, a connection request, a wall post—andsending them a link to your website and your con-tact information.

Of course, you can’t always wait for people tocome to you—reach out and look to follow andconnect with candidates that have potential andcompanies that are hiring to ensure you alwayshave resources for your clients.

As you’re reaching out, don’t limit yourself toexamining a potential candidate or company viaone social media outlet. Viewing all their profilesprovides a more 360-degree view of the person orcompany. LinkedIn will offer a summary of theirmore professional accomplishments and experi-ence, Twitter will give you a sense of their person-

ality, and Facebook rounds out their interests andlifestyle. Use all the tools available to ensureyou’re pursuing someone (or being pursued bysomeone) who would be a good fit for yourstaffing firm.

When working with social media in recruiting,it’s important to examine every angle. It’s a morecomprehensive approach than the traditionalstaffing recruiting methods, and requires both akeen eye and a broad understanding of the infor-mation presented. Make your social media profileengaging and informative, and look for those(potential candidates and companies) who do thesame. And remember—social media is just a newplatform. Once you begin to communicate, thereal work has just begun.

Carrie Nebens is the president and founder of EquisStaffing, a privately owned and operated staffingagency that specializes in providing accounting,finance and IT professionals to all industries. Carriehas 25 years of business operations experience in thestaffing industries.

Social Media: A Two-Way Street for Recruiting

Companies are comfortable using LinkedIn topromote open positions, and are even moving toTwitter and Facebook to post about job openings.

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SEPTEMBER 17, 2012 AN ADVERTISING SUPPLEMENT TO THE SAN FERNANDO VALLEY BUSINESS JOURNAL 23

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24 AN ADVERTISING SUPPLEMENT TO THE SAN FERNANDO VALLEY BUSINESS JOURNAL SEPTEMBER 17, 2012

By SHERRY M. SKARDA

For many employees today, salary isno longer the sole measure ofwhat constitutes a desirable job.

Fed by business news websites, onlineresources, and countless other sourcesin our information-rich society (andwith healthcare reform at the forefrontof our national consciousness), savvyemployees are keenly interested in thecontents of their benefits package. As aresult, business leaders are looking foroptions that are affordable for the com-pany while helping employees remainhealthy and productive.

There are a few important tips thatcan increase the success of employers asthey create a balanced and cost-effectivebenefits package that will appeal to cur-rent and future employees.

Ask questions—and the important ones.

Company leaders should avoid thetemptation to hastily choose an insur-ance carrier based on name recognitionalone or because an industry peer, fam-ily member, or acquaintance chose thesame carrier. The choice of a benefitsplan carrier is one of the most impor-tant steps a business can take, so it’sworth the time to ask questions andreally evaluate the answers.

What experience does the carrierhave in the specific industry the com-

pany is part of? What are some exam-ples of successful relationships the car-rier is currently in? Does the carrieroffer internal support to help companyleadership create a customized benefitspackage? And on that subject …

Choose a customized benefits plan over an

off-the-shelf package. “One size fits all”rarely does. For that reason, businessesshould work with carriers that allowtheir clients to customize programs thatmatch the size, industry, and other keyfactors of the company. A made-to-order, “best-practice” wellness programwith tools that fit the specific needs andinterests of the company’s employeesproduces a happier and healthier work-force—and can even reduce workers’compensation rates for the business.

A well-qualified insurancebroker/consultant can help businessleaders sort through the many availableoptions to choose the components thatmaximize employee benefits whileminimizing the cost to the business.

Build it around the workforce. Anotherreason to choose a customized benefitsplan is the critical importance of build-ing the plan around the business’workforce. Even the best benefits pack-age cannot be successful without theinvolvement and buy-in of employees.Interviews or surveys can help compa-

ny leadership understand the needsand desires of its employees regardingbenefits and, as a result, create a planthat has built-in employee support.

One of the most valuable services aninsurance consultant/broker can provideis help with developing the survey.Company leaders should be careful toengage with a broker who has experiencein these matters. He or she can make theprocess easier than going it alone, withmuch more complete and reliable results.

Start a health care literacy program to

help employees help themselves. It isimportant for companies to develophealth care literacy programs that showemployees how to maximize the bene-fits of their plans. With the rise of so-called consumer-driven health plans—which carry higher deductibles for cov-ered services—employees need tobecome wise consumers.

Through health care literacy pro-grams, employees learn valuable infor-mation that can increase the effective-ness of their health plans and save themmoney. Many people are constrained byfear or timidity from asking their healthcare provider if there is a more cost-effective alternative for their care—oreven negotiating the cost of the carethey receive. A health care literacy pro-gram can provide the information andconfidence employees need to engage in

these important conversations.Employers that partner with their

insurance carrier and consultant/brokerto develop and offer educational mate-rials can maximize the positive resultsof the program. The broker has theknowledge and experience to workwith the insurance carrier to create ahealth care literacy program that tar-gets the specific needs and concerns ofthe business’s employees.

The right benefits package empow-ers employees to make good healthdecisions and provides inspiration forthem to achieve their personal andprofessional goals—and in the process,supports the growth and developmentof the business for which they work. Byspending some concentrated time cre-ating a customized package that fulfillsthe needs and wishes of their work-force, employers can reap the reward ofhappy, healthy employees.

Sherry M. Skarda is Senior Vice Presidentof Employee Benefits Risk Services withPoms & Associates, an insurance broker-age firm focusing on commercial insur-ance, employee benefits, corporate well-ness, personal lines, and risk managementand risk control. She may be contacted atsskarda@pomsassoc.com.

Carefully Choosing the Right Benefits PackagePays Off for Employees – and Employers

STAFFING SOLUTIONS

TRY THE DIFFERENCEEquis

EquisStaffing

27001 Agoura Rd #160, Calabasas 91301

www.equisdifference.com

Finding

The First Time!

FinancialIT Professionals&

Named as one of the fastest-growing companies in America by Inc. magazine for the second straight year.

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By SUE M. BENDAVIDand NICOLE KAMM

Unfortunately, this is not the first(or last) time we have heard thiskind of story:

On August 24, 2012, a 58-year old laidoff clothing designer returned to workwith a .45 caliber pistol and shot a co-worker in the face. He put the gun in abag and walked up New York’s ritzy 5thAve. He was confronted by two policeofficers and a gun fight ensued, injuringnine and leaving the co-worker and laid-off worker dead.

According to a 2010 Bureau of LaborStatistics study, homicide accounts for 10% of all on-the-job deaths in the U.S.From 2005-2010, there was an average of564 workplace homicides a year.

The term “going postal” has been acommon part of American slang since1983 when a series of Postal Serviceworkers shot and killed managers, co-workers and others; however, the majori-ty of shootings occur in the private sector(86%).

By law, employers must provide a safeworking environment for all employees.In view of increasing violence, manyemployers choose to conduct backgroundchecks on prospective employees. But towhat extent, if any, may employers usearrest and conviction records in makinghiring and employment decisions?

Last April the Equal EmploymentOpportunity Commission (EEOC) issuednew guidelines regarding criminal recordsand employment. The guidelines addresshow employers should handle inquiriesinto arrest and convictions of applicantsand employees, as well as how to makeemployment and hiring decisions wherecriminal backgrounds are considered .

According to the guidelines, statisticalevidence demonstrates that blanketexclusions from employment or promo-tion for individuals with criminal recordshave an adverse impact on minoritygroups, specifically Hispanics and AfricanAmericans. Unless they can demonstratethe exclusion is job-related and consis-tent with business necessity, an employeris vulnerable to disparate impact discrimi-nation claims.

The guidelines encourage an “individ-ualized assessment” that considers (1) thenature of the crime, (2) the time elapsed,and (3) the nature of the job.

The guidelines contain examples of“best practices” when using criminalrecords when making employment deci-sions. Specifically, the guidelines state:

General

• Eliminate policies or practices thatexclude people from employment basedon any criminal record.• Train managers, hiring officials, anddecision makers about Title VII and its

prohibition on discrimination.

Developing a Policy

• Develop a narrowly tailored writtenpolicy for screening for criminal conduct.• Identify essential job requirements.• Determine the offenses that maydemonstrate unfitness for performingsuch jobs.• Determine the duration of exclusionsfor criminal conduct based on availableevidence.• Record the justification for the policyand procedures.• Keep a record of consultations andresearch when crafting the policy andprocedures.• Train managers, hiring officials, anddecision makers on implementing thepolicy and procedures consistent withTitle VII.

Questions about Criminal Records

When asking questions about criminalrecords, limit inquiries to records forwhich exclusion would be job relatedand consistent with business necessity.

Confidentiality

Keep information about applicants’and employees’ criminal records confi-dential. Only use it for the purposeintended.

Though the EEOC EnforcementGuidance is not binding, many courts

will likely consider it when issuing rul-ings. Additionally, the EEOC andCalifornia Department of FairEmployment and Housing will likely givesignificant weight to these guidelines inevaluating claims under their jurisdiction.

In addition to the EEOC guidelines,the California Labor Code restricts anemployer’s ability to inquire about cer-tain criminal records.

With limited exceptions, employers areprohibited from asking applicants to dis-close information about an arrest or deten-tion that did not result in a conviction, orinformation relating to a referral to or par-ticipation in a criminal diversion program.Employers also may not inquire aboutconvictions for most marijuana possessionoffenses more than two years old.

Employers who utilize arrest or crimi-nal background information in hiring orpromotion are advised to review theguidelines - as well as state laws - toensure their practices are in compliance.A complete copy of the EEOCEnforcement Guidance is available athttp://www.eeoc.gov/laws/guidance/arrest_conviction.cfm.

Sue M. Bendavid and Nicole Kamm are man-agement-side employment attorneys withLewitt Hackman in Encino. They representand defend employers in all aspects of person-nel and employment law matters. Sue andNicole may be reached at (818) 990-2120.

Going Postal: Employer Use of Criminal Informationin Hiring and Promotion Decisions

SEPTEMBER 17, 2012 AN ADVERTISING SUPPLEMENT TO THE SAN FERNANDO VALLEY BUSINESS JOURNAL 25

ValleyVillageValleyVillage

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October 13, 11:30 amThe Getty Villaemail our Volunteer Coordinatorat info@valleyvillage.org to rsvp

VisitTour and meet some really wonderful

and happy people, email info@valleyvillage.org

GiveBingo, October 21, 7:00 pm,

Hamburger Mary’s, West Hollywood

For over 40 years, Valley Village has served men and women with intellectual and developmental disabilities through day and residential programs. Valley Village is the

wide range of services including the ability to take care of the most medically fragile individuals. Our clients are special and our staff is, too.

www.valleyvillage.org(818) 587-9450

STAFFING SOLUTIONS

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26 AN ADVERTISING SUPPLEMENT TO THE SAN FERNANDO VALLEY BUSINESS JOURNAL SEPTEMBER 17, 2012

Forward-thinking HR teams have quick-ly realized the way to elevate HR’sstrategic capabilities and their business

to its maximum potential is to recognizethe importance of building a sophisticated,cohesive business intelligence infrastruc-ture. Used to its greatest advantage, thistype of comprehensive business intelligencecan prove to be a major differentiator foryour business, one that can also transformHR managers to HCM strategists. Withoutthis initiative, however, several compellingquestions arise.

Where does the data reside? Without onemaster system of record, informationoften resides in multiple databases orvarying sources in disparate locations. Bythe time all the decentralized data is gath-ered, the requested information in thefinal report may no longer be relevant orreflect the current business situation.

Is the information readily available? To bevaluable, workforce data needs to be acces-sible to those who need it, any time andreal-time. An HCM solution with cohesivebusiness intelligence makes it easy foreveryone to view and study the data thatis most relevant to them in an instant.

Step 1: Adopt Comprehensive HCM

Comprehensive HCM solutions pro-vide all aspects of the workforce in onesolution that delivers a single system ofrecord for capturing, consolidating, man-aging, and analyzing worldwide workforceinformation. With one source of truth for

workforce data and business intelligenceas part of cohesive HCM solution, organi-zations are able to enhance HR’s strategiccapabilities and elevate their business toits maximum potential.

Step 2: Perform In-Depth Analysis

Highly strategic HR leaders go beyondtactical reporting and on-the-fly queriesto perform in-depth analysis to get to theroot cause of an event. They are able tointeract with HCM data from varyingangles to get past “what is happening inour organization” to fully understand“why something is occurring.” Oncecause and effect are determined, theHCM strategist is able to present thisinformation, plus solutions, to facilitatecompany-wide forecasting and imple-ment positive business changes.

Step 3: Utilize Deep Authoring Capabilities

and Meaningful Distribution Methods

A comprehensive HCM solution withcohesive business intelligence includes hun-dreds of pre-written reports, plus the abilityto customize delivered reports and authornew intelligence from scratch quickly andeasily. This is done in several ways:

Quick queries against HCM data thatallow HR to instantly answer simplequestions like “What is the current head-count across the company?”

“Set it and forget it” reporting that letsyou establish a report and schedule it torun on a recurring basis.

Alerts proactively push reports andinformation via email to those who needit, when they need it.

Report linking that reflects the deci-sion process.

Visual displays, like dashboards andtag clouds, deliver relevant content insnapshot view with the ability to drilldown into the details for analysis andrelated information.

Step 4: Deliver Information Essential to

Individual Roles

By putting relevant HCM data in thehands of individuals based on their rolewhen they need it, everyone in theorganization can get their questionsanswered quickly so they can stay on topof the matters most essential to theirjobs. In addition, a role-based solutionhelps ensure security and data protection.

On the path to becoming a leadingHCM strategist, priority number onemust be a strong BI platform delivered aspart of a comprehensive HCM solution.By utilizing one single, centralized, andaccessible BI solution, HR rapidly deliversthe full spectrum of crucial workforceinformation to those who need it most.With a single source of truth for compa-ny data, easily digestible reporting, andthe ability to zero in on why an eventoccurred, these tools can enable HR man-agers to become truly proactive agents ofchange within their organization.

Information for this article was provided byUltimate Software, a leading cloud providerof people management solutions. Built on thebelief that people are the most importantingredient of any business, Ultimate’s award-winning UltiPro delivers HR, payroll, and tal-ent management solutions that seamlesslyconnect people with the information andresources they need to work more effectively.More information on Ultimate’s products andservices for people management can be foundat www.ultimatesoftware.com.

From HR Manager to HCM Strategist in 4 Easy Steps

Senior Systems, a contract manufacturerin Palmdale, is gaining market share bydevoting attention to some risky busi-

ness lines, where a part failure can result inserious injury, death or a dire financial crisis.

Company officials say the firm, whichemploys more than 140 workers, is growingits business by supplying electronic compo-nents and circuit boards used in high-riskapplications, such as ejector seats, combatcommunication equipment and heart patientmonitors.

Senior Systems also is ramping up produc-tion of a controller assembly used in wind tur-bines, WiFi assemblies for an industrial/tele-com customer, and triggering devices for oil

and natural gas drilling operations.While defense work remains the core busi-

ness for the 29-year-old company, new mar-kets such as alternative energy also requirecomponents that cannot afford to break down.

The high-risk market is one that SeniorSystems saw as underserved and the push toget work in that area began in earnest thisyear, said CEO Tim Morrissey.

“We looked at our portfolio and asked howcan we expand and take the expertise used forhigh-level military equipment and bring thatto the commercial market segment,” Morris-sey said.

The printed circuit board and electroniccomponents businesses generate about $21.4billion in sales in the U.S., according to JustinMolavi, a senior analyst with IBISWorld.

While U.S. firms have lost business tomanufacturers in China because of thereduced cost of manufacturing overseas, workon components used in high-risk applicationsis likely to stay in the U.S. or be done inEurope because of the higher manufacturingstandards, Molavi said.

“Most of the innovation is in the U.S. andmost of the automation is in China,” he said.

As a privately-held company, Senior Sys-tems executives would not disclose annualrevenues. In the contract manufacturingindustry, the company would fall into the tierthree category with revenues between $20million and $100 million, said Gregg Mozdy,vice president of business development.

With almost four million viewers tuning it,you’d think the $22 billion storage industrywould be licking its chops over all the freepublicity from the wildly popular and locallyproduced A&E show “Storage Wars,” whichbegins airing new episodes Nov. 15.

Think again.Industry reaction to the show has been

decidedly mixed — and bordering on sour.“It’s not doing us any favors,” said

Clemente Teng, head of investor relations forthe largest self storage company in the world,$1.7 billion Glendale-based Public Storage.“We don’t need that kind of publicity.”

The premise of the show, to hear the cre-ators describe it, is that “in today’s economy,everything is up for grabs,” including “jam-packed storage units that have been repos-sessed because their owners couldn’t foot thebill.”

Show producers were unavailable for com-ment, but stated in a press release that “Stor-age Wars” is now A&E’s No. 1 show amongadults 25 to 54. In its first season, it averaged2.8 million viewers per episode, and its sea-son finale attracted 3.8 million. For Burbank-based Original Productions, which producesother shows like “Ice Show Truckers,” and“Ax Men,” all intended for a tough-guy audi-ence, “Storage Wars” has been a huge hit.

But storage operators are giving the showthe cold shoulder. In fact, Public Storage for-bids Original from shooting at any of its 2,000facilities nationwide. Why?

“It dramatizes misfortune,” Teng said.“The show glorifies the treasure hunters, butwhat about the person who can’t make therent and loses his grandmother’s belongings?”

These operators say the show depicts theworst element of their business: the need toevict tenants for nonpayment and put theirgoods up for auction.

“It’s certainly not the most glamorous sideof our business,” said Michael Scanlon, pres-ident of the Self Storage Association, whichrepresents the country’s 46,500 storage facili-ties. “What if you were an airline executiveand they made a show called ‘Lost Luggage.’I doubt you would like it.”

What’s more, many say the reality show is

SAN FERNANDO VALLEY BUSINESS JOURNAL November 7, 2011 5

Low Risk Contract

Cold Shoulderfor A&E Show

NEWS & ANALYSIS

AUCTIONS: “StorageWars” is mixed blessing foroperators of storage space.

MANUFACTURING: Senior Systems turns out circuitboards, parts for equipment that cannot afford to fail.

By JUDY TEMES Staff Reporter

Despite the financial setbacks it has facedthe past few years, Cherokee Inc. will moveinto a new corporate headquarters next monthas it aims to revamp its brand.

The Van Nuys-based company licenses,markets and trademarks apparel, accessoriesand footwear. Cherokee clients include North

American retailers such as Target and T.J.Maxx, as well as international companies suchas Tesco and Zellers. The company currentlyemploys 22 people and has a market value of$111 million, as of Nov. 2.

Cherokee CEO Henry Stupp says the newoffice — located just a few miles from thecompany’s current building — marks anotherstep in Cherokee’s growth and developmentstrategy, which also has included leadershipchanges and international expansion. It alsohelps improve Cherokee’s image, as the com-pany aims to attract investments from stake-holders, he said.

“The new office will allow us adequate

space to showcase our brand and our product,”Stupp said.

The move comes as Cherokee works to

improve its financial position and repositionand market its brand — endeavors that often

Cherokee Stitches TogetherPlans for New HeadquartersAPPAREL: Company saysmove is part of its growthstrategy and brand revamp.BY ANGELA MELERO Staff Reporter

By MARK R. MADLER Staff Reporter

Assemble: Senior Systems in Palmdale has grown its marketshare serving the risky business lines of its customers.PHOTO COURTESY OF SENIOR SYSTEMS

Please see SENIOR page 19

Please see CHEROKEE page 19

Please see STORAGE page 18

ChartCherokee, Inc. (CHKE)

� Location: Van Nuys

� CEO: Henry Stupp

� Employees: 22

� Market Cap: $110.88 M

� PE (ttm): 16

� EPS (ttm): 0.83

� Closing Price:(as of Nov. 2) $13.14

Source:Yahoo! Finance

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10/3 10/10 10/17 10/24 10/31

$14.29

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You are one touchaway from

The Communityof BusinessTM

www.sfvbj.com

STAFFING SOLUTIONS

On the path to becoming a leading human capital

management strategist, priority number one must be a

strong business intelligence platform delivered as part

of a comprehensive HCM solution. By utilizing one

single, centralized, and accessible BI solution, human

resources rapidly delivers the full spectrum of crucial

workforce information to those who need it most.

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SEPTEMBER 17, 2012 AN ADVERTISING SUPPLEMENT TO THE SAN FERNANDO VALLEY BUSINESS JOURNAL 27

By JO ELLEN KRUMM

Nonprofit agencies that provideservices for persons with develop-mental disabilities have unique

staffing and training needs. They need awide range of employees from healthprofessionals to executive staff, humanresources and finance. Even after theright people are hired, they need to betrained in specifics.

For example, Valley Village, based inWinnetka and serving the SanFernando Valley, provides extensiveand ongoing employee training tomaintain high standards in its day pro-grams and family-style homes for some400 adult clients.

The nonprofit’s staff of 307 ranges fromaides to care providers to QualifiedIntellectual Disabilities Professionals.Valley Village also employs RNs, LVNs,social workers, activity coordinators, teach-ers, a volunteer coordinator, and profes-sionals in human resources, finance, devel-opment and marketing, and other areas.Certain health professionals, from a psy-chologist to physical and occupationaltherapists to a registered dietitian, providetheir services as consultants, so they aren’tcounted as employees.

The training program ensures that thestaff members understand the specialneeds of those with developmental dis-abilities and have the skills and procedur-al knowledge to care for this special pop-ulation, said Crystal Barraza, HumanResources Manager.

While some employees arrive with cer-tain experience, education and licenses,others are brand new to the field. Allreceive training at Valley Village. Thosewho work with clients are trained in firstaid and CPR, with some also trained inuse of an AED (automatic external defib-rillator). Employees also receive the sexu-al harassment and dependent adult abusetraining required by law.

Health and safety are a major focus, asthey should be in a health facility.Employees learn about pathogens, safe lift-ing practices, and how to assist clientswho may have trouble walking. There’seven a lesson on hand washing, explainedBarbara Smith, Director of ResidentialPrograms. “They learn how to do it thor-oughly,” she said, “rolling up their sleevesto include the wrists, using hot water,scrubbing under the fingernails, washingvigorously and rinsing well.”

Employees also learn about develop-mental disabilities and their causes, behav-ioral issues and behavior modification forclients, nutrition issues, seizure precau-tions, driver safety, safety in loading andunloading clients from vehicles, physicaltherapy and occupational therapy. Somestaff are trained by the registered nurses todistribute medications to clients.

“We invest in a lot of training for ouremployees,” Smith stated. In the residen-tial program, with 156 employees, newemployees attend a series of classes.Underlying the training is the basic prin-ciple, she emphasizes, that “Every singleclient at Valley Village is to be treatedwith dignity and respect at all times.”

In the day programs, training is some-what different, noted Donna Thomas,Director of Day Programs, with 118employees. In addition to their initialtraining, instead of a series of classes, dayprogram employees learn the same type

of information in weekly staff meetingsat each site, after clients have gone forthe day.

Many new hires shadow a staff mem-ber for a period of time when they firstgo “on the floor.” This way they learnwhat to expect and the Valley Villageway of doing things, said Thomas.

For all Valley Village employees, notedThomas: “Training is a constant. It neverends.”

For more information on Valley Village,visit www.valleyvillage.org, or call(818) 587-9450.

Social Services Providers Take Training Seriously

‘Trainingis aconstant.It neverends.’

BARBARA

SMITH, Director

of Residential

Programs, Valley

Village

STAFFING SOLUTIONS

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