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When a search engine scans your website, you want to be certain that specific keywords and keyword phrases are easily detected. This lets the search engine know what your website is about, and helps users find your website. In order to know what keywords a user might search for, you must be able to think like the customer. You also must perform an exhaustive keyword research process, as is done by San Jose SEO.
Keyword research often relies heavily upon online tools such as Google Analytics. In doing so, you enter a word or phrase that describes what your site has to offer, and the research tool returns a list of words or phrases related to that description, in descending order of search popularity.
San Jose SEO Services research will let you know exactly what keywords you should be using in your meta tags, titles, headers, footers, etc. Don’t entirely ignore search terms that do not rank at the top of your research findings. Since Google will scan up to 500 characters in keyword tags, you should plan on using all 500 characters for best results. If the top terms only require 350 characters, for example, you should work your way down the list and fit as many terms into your tags as possible.
This delves into what some call “long-tail keywords“. The name is derived from how and where the terms would fall if plotted on a normal curve. The lower-ranked terms would form a “long-tail” along the descending curve. Typically, terms that fall beyond the second standard deviation will not be used, simply because the aforementioned 500 characters will be exhausted first.
As important as tags, alt-text, etc. are, diligent keyword research is at least as important. There is no useful purpose in adding random keywords to your website. You might get lucky once in a while and choose a popular one, but you will obtain results that are orders of magnitude more effective if you perform keyword research as described herein.
Learning to drive can be scary – if you’ve never driven before then suddenly being in control of a powerful vehicle can be very daunting. There are, however, some simple steps to take to help keep you and others around you safe, and once you feel secure learning to drive won’t be half as stressful! These tips are useful to bear in mind when learning, but will also stand you in good stead once you’ve passed your test.
First things first – always wear a seat belt. It seems so obvious, but make sure you wear it, even if you’re just driving a short way. A large number of accidents occur close to the home, so there really is no excuse not to buckle up – and make sure all passengers buckle up, too. Never allow more people in the car than you have seatbelts for them to use. Even if you’re just practicing parking in a bay in a deserted car park, just take the extra second or two to buckle up.
Obey the speed limit. It can be frustrating to restrict your speed if you’re in a hurry, or if the road ahead seems empty. However, if you’re going faster than you should be you are giving yourself less time to stop or react should someone unexpectedly step out in front of you. The possible prison sentence you would receive for killing someone wouldn’t be as bad as the guilt you would carry for the rest of your life – speeding really isn’t worth it. And don’t forget, if something happens when someone is in the car with you helping you to practice, you’re not only endangering them, they too will feel guilt for allowing you to make a mistake on their watch.
Don’t drive like you own the road, drive like you own the car. This means that if you drive defensively – in other words if you drive carefully and safely rather than arrogantly and dangerously, you are much more likely to stay safe and keep others safe. It’s unlikely you’ll own the car you learn in, but when you use it, try to behave as though you do. Look after the car – make sure it always has enough petrol so that you never get stranded, keep the oil and water topped up and keep the windscreen clean – light reflecting off a dirty windshield can momentarily blind you from seeing the road ahead.
You will have heard it said but never, ever drink and drive. Many people will have ‘just the one’ before driving home, but really, is it worth the risk? You might be legal, but you won’t be as quick to react if you would if you stuck to orange juice, and sometimes a second or two can make all the difference. The same goes for drugs – never mix anything with driving if it affects your brain in any way. Your reaction times get quicker with experience of a driving lesson, so if you’re learning then your reaction times will be slower – you really don’t want to impede yourself further by drinking or taking drugs before hopping into the driving seat.
It’s very tempting to listen to loud music in the car, whether with friends or on your own, but try to resist turning the volume right up. You’ll soon learn how to listen to the car’s engine and you’ll know when something is wrong with it just from the way it sounds, and for a learner, it’s just as important to be able to make sure you hear noises outside the car immediately. Even an experienced driver can panic when they see blue lights flashing behind them, so it’s best to know as soon as possible when an ambulance needs to get past by listening out for the sirens. Also, if you’re making a mistake, other drivers will often let you know by beeping their horns – so it’s best to keep music low in order to be as aware as possible of your surroundings.
“I knew something like this would happen.”
That’s a phrase uttered all too frequently by co-workers of an active attack suspect.
Your bank’s employees represent your best chance to mitigate workplace violence (WPV) risk. The challenge is to equip those employees with the knowledge and means to safeguard your business. That stewardship mindset, which views employees as custodians of your bank’s reputation and safety, requires equipping staff to understand the “Three R’s” of workplace violence: Recognizing the warning signs and indicators; Reporting concerns, and Responding appropriately when the risk becomes a reality.
In an earlier installment of this two-part workplace violence prevention series, we discussed the basic building blocks of a workplace violence policy and program including the four types of WPV, the data, and definitions behind WPV, crafting a corporate policy, and engaging employees in reporting and response. In this article, we explore in depth the essential elements of an employee-driven stewardship model that protect your bank and its people from harm—i.e. the “Three R’s.”
Any successful Workplace Violence Programs prevention and response program teaches employees to identify the warning signs and indicators of potential violence. Security and risk professionals as well as local, state or federal law enforcement, are all available to assist with training your employees to understand the behavioral signs of impending violence in their co-workers, customers, and other professional or personal contacts. On-line and video learning modules can also be utilized for training sessions, brown-bag lunch meetings or professional development days.
Teaching the WPV warning signs also means dispelling the myths often perpetuated by media reports following spectacular mass attacks or shootings. For example, when neighbors or distant relatives of an attacker are interviewed they sometimes say things like, “He just snapped,” or “This came out of the blue.”
People don’t “just snap.” Comprehensive studies of mass attacks reveal a clear path to violence that moves from aspirational to acting out—sometimes quite quickly if the right triggers present themselves.
In the recent Parkland, Fla., high-school shooting, classmates, faculty, and neighbors of the shooter saw the warning signs and indicators and notified law enforcement or other officials dozens of times. To those who knew him, the Parkland school shooter most certainly did not “just snap” but was on a path to violence in the absence of intervention.
Commonly recognized warning signs include:
• Obsessing (preoccupation or constant worry about a single issue)
• Disturbing writings or drawings
• Talk of hurting others or themselves
• References to weapons and/or violence
• Menacing or erratic conduct
These concerns are heightened when coupled with diminished performance; frequent unplanned absences or tardiness; poor co-worker relations; divorce or break-ups; unexplained bruises; and restraining orders. In fact, data tells us the leading root cause of workplace violence is domestic tension that spills into the workplace.
In dozens of interviews with co-workers and family members of mass attack suspects, a common articulated theme is that they knew something was wrong and could end in violence, but they didn’t know what to do or who to tell.
Once employees become familiar with the indicators, management must provide a means for them to act on their concerns and then must have a mechanism in place to responsibly address those concerns. Your WPV policy should include multiple avenues for employees to comfortably report their concerns without fear of retribution. Even anonymous reporting, sometimes frowned upon in other matters, should be made available to employees, especially in small environments.
Reporting methods should be communicated to employees in numerous ways. These include posters in break-rooms, email reminders, and intranet home page links to a reporting tool. Small banks in particular, where “everybody knows everyone,” might want to offer an external contact number for reporting. Perhaps a community mental health center or your Employee Assistance Program vendor can partner in this endeavor.
Once employees report a concern, the ball is in management’s court. An effective WPV program includes a strong protocol to address reporting in a professional, credible, and timely manner. If employees perceive that their reports are not taken seriously, you may never receive another report.
Assemble a workplace violence council including your HR leader, legal advisor, and security director, and preferably, a mental-health professional. Keep the team contact numbers on your smartphone to quickly convene a meeting.
Sometimes the risk becomes reality. Preventive measures, training, and personnel actions can’t always predict and prevent the myriad vagaries of human behavior. Preparing your employees to survive an active attacker is a logical part of any WPV Prevention and Response program.
Such training need not be burdensome nor protracted. For example, the ExploreSecureactive shooter training video this takes a few minutes but could save lives. The simple act of thinking through “what ifs” with employees to strategize where to run, what rooms and offices have locking doors to provide concealment, and what items in an office can be used to fight an attacker, is time well spent.
Employees who understand that their safety is your top priority and that everyone plays a role in ensuring a safe environment, will develop the stewardship mindset and contribute to an effective and credible workplace violence prevention program. Enlist your employees in your program development and keep your business safe and productive.
This article was originally posted on http://www.bankingexchange.com/news-feed/item/7455-three-rs-of-workplace-violence
Frank Figliuzzi is the Chief Operating Officer of ETS Risk Management, Inc., and consults with global clients on Workplace Violence, Insider Threat, and Investigations. He was the FBI’s Assistant Director for Counterintelligence and served as a Special Agent for 25 years. He also works as a National Security Contributor for NBC News.