Security Sales July 2021 - 34

of the best
2021 Large Installer
of the Year
Acadian Total Security
cal and state governments to qualify monitoring
personnel and security installers as essential
employees so they could travel.
Additionally, Acadian instituted a six-foot
social distance requirement, masks, temperature
checks, thermal cameras and a closed
lobby policy at all locations. To enhance social
distancing, we took the opportunity to move
our monitoring center into a much larger area
and implemented VDI workstation setups that
included cybersecurity protectionary measures
for all remote staff. Slack was installed on all
computers for interpersonal communication
while employees worked from home.
Our parent company assigned a safety director
to ensure all divisions and departments were
following the strict corporate protocols put into
place. Our medical director also provided daily
video updates sent to all our employees via text
and email on what was happening on the frontlines
as well as what still needed to be done.
ATS kept busy serving its
customers during the
pandemic. The firm constantly
monitors its Net Promoter
Score (NPS) to gauge
customer loyalty and
willingness to recommend
the company to a friend or
colleague.
Founded in Louisiana in
2014 as a division of Acadian
Ambulance Service, ATS' 177
employees presently serve
more than 35,000 customers
through three branches and
three monitoring centers.
Planning for Success
Angie Lagrange: Upper management is attending
the Entrepreneurial Operating System
[EOS] program so we can create goals and hold
employees accountable. This process is widely
used throughout the business community and
will be instrumental in increasing success and
improving customer service. We also review all
strategies and goals as well as acquire feedback
from our employees on a small group basis once
a week. On an annual basis, our management
team meets for several days for strategic planning
offsite to establish our objectives, goals, strategies
and measures for the following year. We review
aggregated data and information from our annual
employee surveys to help determine our path
for the following year. This gives our team a clear
and concise plan of action and defined targets.
During
the
past
year, we
implemented
two new AI products - Calipsa and Evolon
- greatly reducing false alarms and false dispatches.
During the pandemic, we also used
that opportunity to install a new Cisco phone
system, which provides better communication
for our employees working from home, those
still working from our office and our customers
calling in. We started a new text message service
to keep our clientele notified of upcoming
installation or service appointments, as well as
changes in appointment times or dates.
We created a knowledge base so customers
can troubleshoot issues without human interaction
and at their leisure. Cross-training all new
employees became a new priority as the pandemic
lingered, creating a deeper understanding
of our processes, and evolving our service
team to be more proactive with potential issues
vs. reactive. We also built out and moved into a
new monitoring center to better serve our customers
and partners. In addition, we acquired
a small business that allowed us to expand our
services into the Jackson, Miss., market.
Staff Takes Ownership
Jason Brown: ATS utilizes our corporate human
resources department to aid in evaluating
and recruiting employees. With a team of over
5,000 employees, our HR team is well versed in
recruiting qualified candidates. Jobs are posted
internally on our intranet, as well as through
career websites such as Monster and Career
Builder. We also attend virtual job fairs and
rely on social media posts on LinkedIn and
Facebook to spread the word about a job opening.
We search for candidates who are looking
for more than a job, those who want a career
with a company where they become an employee
owner and have a stake in the company.
Compassion and attention to detail are important
qualities in our ATS new hires. We also recently
added 13 new questions in all interviews
to ascertain whether a potential applicant is a
" cultural fit " for our company.
The best way for us to find talented employees
is to rely on our current staff to help. On
several occasions, we have provided a financial
incentive for a current employee to recommend
someone for employment. It is very helpful that
we are an ESOP [employee stock ownership
plan] company and as a result, our team members
being employee owners of our company,
already have a powerful reason to help us find
talented workers. Being an ESOP company has
a huge impact on our recruitment efforts.
34
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