Uplif ting Youth with Community Suppor t
When Matthew and his brother Benny (eleven and five years old) were referred to Seneca Family of Agencies (Seneca) San Francisco Connections program, they were just eleven and five years old, but had already experienced the trauma of moving from foster home to foster home Like many youth who are referred to this program, Benny and Matthew were struggling with the impact of this disrupted attachment
Once enrolled in Seneca’s services, Matthew and Benny were surrounded by a team dedicated to developing their coping skills improving their academic performance, and identifying and engaging potential community supports. They also worked with the boys mother to achieve her goals of improving her relationship with her sons and stabilizing her mental health. This family-centered approach is an integral component to Seneca’s services. Seneca’s Program Director Shane Wallin shares, “I have witnessed creativity deep concern, caring and thoughtfulness from our staff members in how they build relationships of trust with the families we serve. This innovative process soon showed promising results: as a result of the improvement in family communication, future reunification was back on the table for the first time in many years.
The Seneca team worked tirelessly to ensure that Matthew and Benny were able to experience stability and thrive while building connections with their family and community The boys, accompanied by the Seneca team attended a family reunion in Washington and met many of their family members for the first time, including their biological father When a planned foster care placement fell through, Seneca team members were not deterred. Shane explains, “We try in every way we can to individualize our services to be flexible enough to meet the needs of youth and their families. We work hard to support young people with what they need and their goals. The team reached out to Matthew and Benny’s former football coach and his wife who they had already proactively
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identified as community supports for the boys. This couple empathetic to their situation, offered to be an emergency placement, allowing Matthew and Benny to live for the first time in many years with caregivers with whom they had already built connections. The couple’s two grown sons became active role models for the boys.
The Seneca team supported Matthew and Benny’s new caregivers in understanding the boys mental health needs and the importance of continued connectedness with extended family With coaching and empowerment from the team the family provided a nurturing and structured environment where both boys felt loved and wanted Their burgeoning relationship with their mother continued to improve as their caregivers began to welcome her to dinner with Matthew and Benny every week And in partnership with Seneca the boys were enrolled in Beats Rhymes and Life a communitybased therapeutic program designed specifically to serve boys and young men of color.
When their time with Seneca had ended, Matthew and Benny had met all their identified treatment goals, and their former coach and his family had agreed to be a long-term, permanent home for the boys. Shane shares that this is the goal of Seneca’s family support services for youth with complex needs: “We strive to bring in natural support so that when we close, the young person and their family have the lifelong support they need.” This family’s stabilization and success was never more clear than when they arrived at their Beats Rhymes and Life graduation performance: Matthew and Benny were surrounded by a cheering section of friends, fami ly, and their loudest cheerleader their mom.
Since 2006, Seneca’s San Francisco Connections program has provided services to over 1,000 youth with similar stories to Matthew and Benny. Seneca’s services are guided by a commitment to Unconditional Care doing whatever it takes to help children
and families thrive even when faced with tremendous challenges.
Seneca offers each child and every family a profound promise: you will be supported at every step of your journey, no matter what obstacles you face along the way. Founded in 1985 as a small Bay Area program with a simple but powerful mission to help children and families through the most difficult times of their lives, Seneca has expanded to provide a broad continuum of permanency mental health education, and juvenile justice services, which today reach over 18,000 youth and families throughout California and Washington State each year What has fueled Seneca’s tremendous impact and success over the years? Shane shares the secret to this agency’s success: “The dedication that the Seneca staff members bring to the kids youth, and families they serve. I’m proud of the work our teams do and the way they seek to support youth enrolled in our program.”
Seneca’s San Francisco Connections program is an opportunity to make a difference in the lives of children and families, in a continuum of family support services, including visitation programs for families involved in the child welfare system to strengthen family relationships and increase successful reunification and permanency outcomes; crisis response and stabilization services, designed to respond in-the-moment crises, and therapy and case management services for youth and families, including Transition Age Youth up to age 24 Seneca’s teams continue to expand in California and Washington State as our programs and services evolve. This agency seeks extraordinary individuals with diverse experience to work with remarkable young people Create meaningful change and join Seneca in helping children and families through the most difficult times of their lives: www.senecafoa.org/careers
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At Seneca Family of Agencies, we understandthat our staffare the heart of our agency. We value our staff that provide mental health services for over 18,000 youth and families throughoutCalifornia and Washington. This past year we have:
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Helping children and families during their most difficult times
Why fun at work matters
By: Adrian Gostick and Scott Christopher
If people are having fun, they’re going to work harder, stay longer, maintain their composure in a crisis and take better care of the organization. Here’s one example.
An excited Kirt Womack of the Thiokol factor y in Utah sprinted into his manager’s office on the first day of spring and asked if the folks on the factor y floor could do something fun say, head outside and fly paper airplanes if they met their quota two hours early The manager wrinkled his brow and vetoed the idea. Kirt persisted, “Well, then, what if we exceed our quota by 50 percent?” Figuring he had nothing to lose, the manager finally gave in.
Later that day, at 1:30, the manager checked on things and found that his employees had reached 110 percent of their quota. By 3 p.m., they’d surpassed 150 percent. The airplanes were launched, laughter rang out and people frolicked (funny word, frolicked).
This tale is no big deal, right? Sure, except for the fact that a 50 percent increase isn’t exactly insignificant. While this tale illustrates the benefits of levity at work, it also underscores the dire need to enlighten management. You should know what the super visor’s initial reaction was to his workers’ hitting the 150 percent production goal by 3 p.m. Rather than connecting the dots and seeing the link between the promise of fun and working harder, he instead commented, “Imagine what you guys could have accomplished if you hadn’t taken two hours off to screw around!”
The manager’s initial ignorance did little to dissuade the workers. The kind of joyous, playful, break-the-tension fun they engaged in is taking place all around the world in organizations that care about performance, retention and profitability. Motivated purely by the opportunity to have a little fun at work, the aviation workers increased their performance dramatically The next week they negotiated for a volleyball game on the factor y floor as a reward and again hit record production levels. Each week, they continued
to request fun rewards and turned in astounding production numbers. By the third week, when they had earned a trip offsite for ice cream cones, the manager finally got it.
That in a waffle cone, is the power of the Levity Effect at work.
An increasing body of research demonstrates that when leaders lighten up and create a fun workplace, there is a significant increase in the level of employee trust, creativity and communication leading to lower turnover, higher morale and a stronger bottom line.
The research also shows that managers who have taught themselves to be funnier are more effective communicators and better salespeople, have more engaged employees, earn a lot more than their peers and are much thinner OK , maybe not the last one.
The Path to ‘Great’ness
It’s hard to believe that a warm and fuzzy subject such as fun could impact an organization’s success. But the remarkable case for levity at work is growing, with the most convincing numbers culled from more than a decade of research by the Great Place to Work Institute. Data from the organization’s 1 million-person research database reveals that “Great” companies consistently earn significantly higher marks for “fun.”
Each year, the Great Place to Work Institute asks tens of thousands of employees to rate their experience of workplace factors, including, “This is a fun place to work.” On Fortune’s “100 Best Companies to Work For” list, produced by the Great Place to Work Institute, employees in companies that are denoted as “great” responded over whelmingly an average of 81 percent that they are working in a “fun environment. That’s a compelling statistic: Employees at the best companies are also having the best time. At the “good companies those that apply for inclusion but do not make the top 100 only 62 employees out of 100 say they are having fun. That gap in experience is, surprisingly, one of the largest in the sur vey.
The Case for Levity
Now, a skeptic will ask, “Are successful companies just more fun to be in, since they are winning and profitable, or does fun create success?” It’s the old, “which came first, the chicken or the egg” question. As we met with Amy Lyman, chair of the board and cofounder of the Institute, she explained that fun and success go hand in hand. And, all companies should be wondering how to have more fun. “It’s absolutely a question companies should be asking themselves, because it is something that happens in great workplaces, she said. “In fact, it would be ver y unusual for a company to be among the ‘100 Best’ and not score well on the fun question.
Wow. In case you didn’t catch that, let us repeat it. It would be rare to be one of Fortune’s “100 Best Companies to Work For” and not score well on the fun question.
Correlations to fun on the 57-question sur vey are all “ver y high, ver y positive,” Lyman added. In fact, employees who strongly agree with that statement are extremely likely a rock-solid 0.61 correlation to also reply positively to the statement, “Taking ever ything into account, I would say this is a great place to work.”
Lyman explained to us that as a company moves on its journey from being lousy
to good to great, they must first address basic issues such as physical safety and even friendliness. But to compare, the le verage increase from the good companies up to the best on the friendliness question is just 11.25 percent. On the fun question, the gap is 29 percent.
“In other words, when companies make the leap from good to great, they must start addressing sophisticated trust issues. One corollar y to developing strong bonds of trust is that people are able to also have a great deal of fun at work, Lyman says. “If you are interested in increasing the opportunities for fun across an organization, and people genuinely engage and have fun, then that is an indication to me of a strong workplace culture that people will want to commit to. You would see a correlation between fun and reduced turnover, better recruiting, greater camaraderie… all those positive things you see happen in great workplaces. You can also see the exact same thing happen within a work group. ”
Copyright 2022 – Monster Worldwide Inc. All Rights Reserved. You may not copy reproduce or distribute these articles without the prior written permission of Monster Worldwide These articles first appeared on Monster the leading online global network for careers. To see other career-related articles, visit: http://career-advice.monster.com.
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APN Software Ser vices We are always looking for Top Talent! APN Software Services is aBay Area’s Best Employer APN strives to be the best in the industry We enjoy a challenge, embrace competition and we are committed to providing the finest service to our clients Our Service areas besides Information Technology include Engineering, Financial and Administration We have a global foot print with multiple office locations in USA, South America and Asia “Find a job you like, and you add five days to every week.” Our standard benefits package includes relocation assistance, sponsorship, and a voluntary 401K Participation Plan Send us your resume and join our exciting team today! Visit us at apninc com for career opportunities Careers If youdon’t wake up in the morning exciting to pick up whereyou left your work yesterday, youhaven’t found your calling yet. –MikeWallace 408-653-2100 2295 De La Cruz Blvd. Santa Clara, CA 95050 Coast Personnel serviCes Excited to be associated with Bay Area’s Best Employers: noW HirinG Various openings for: QA/QC, Technicians, Assemblers, General Labor, Production and Machine Operators! Come see us to apply in person and meet with one of our recruiters! E8 BAY AREA NEWS GROUP 001 SUNDAY, AUGUST 21, 2022
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Building wellness together: Lincoln walks with youth and families to build new paths
The past two years have shed a light on what we at Lincoln Families have always known that a strong ecosystem of supports surrounding a child is critical to their success. We know that learning is social, emotional, and academic Perhaps most importantly, we know that children and youth thrive when they feel emotionally and physically safe at school, at home, and in their community and when they feel connected, engaged, and challenged.
Depression and anxiety, among California youth ages 3-17, rate second highest in the U.S. according to the Annie E. Casey Foundation’s 2022 Kids Count Data Book Rates in California rose 70% nearly three times as much from 2016-2020. The need for the mental health services that Lincoln provides in schools, in homes, and in communities is now more critical than ever It is imperative that we address the barriers to accessing these services for the youth, families and communities we serve.
While the nation’s mental health crisis has had significant impacts, we at Lincoln Families see stories of resilience every day. We see preschool children in Lincoln play groups develop the social emotional skills they need to successfully transition to kindergarten. We see high school youth working with their Lincoln team to tackle barriers, graduate, and go on to college. We see caregivers at our Family Resource Centers lean on natural support systems to navigate rising costs, housing challenges, and well-being
Serving the Bay Area since 1883, Lincoln provides a continuum of preventative, responsive, and intensive support services to children and families in underserved communities We aim to create systemic change, remove barriers to accessing care, and advance racial justice and equity
Lincoln staff our most valued “secret sauce” empower youth to succeed in school, at home and in the community through their passion, innovative thinking and commitment. Despite school closures and ongoing COVID disruptions Lincoln’s school-based staff in Alameda County served more than 320 students last year a 40% increase over pre-pandemic numbers. Lincoln teams provided classroom mental health supports to build students’ social and emotional skills for coping with stress and anxiety in real time Teams went one step farther to provide coaching for teachers in identifying signs of trauma in students, coping with their own challenges, and connecting struggling students to critical support services
Meanwhile, we continue our policy initiatives and staff advocacy to address systemic racism and inequity toward communities impacted by systemic oppression. Lincoln’s staff advocacy groups sustain grassroots community organizing, raising the capacity of employees to advocate for local, state, and federal changes that’ll have long-term impacts. This year staff efforts have lifted issues related to sustainable housing, needs of immigrant families, and reimagining public safety
For employees at Lincoln Families, working with youth, families, and communities is more than a job. Every day, we celebrate the strengths and cultural experiences of the families we walk beside to reach potential and thrive.
We are united by Lincoln’s mission to disrupt the cycle of poverty and trauma and our vision of a positive, equitable future for all through strengthened communities. We are driven by our shared values of integrity, compassion, excellence, respect, diversity and courage
To attract the top talent in the non-profit space we at Lincoln Families support employees holistically so they can focus on doing meaningful work For example, we invest in staff members’ well-being, while also lifting employee voice in agency decision making through our equity teams and affinity groups.
Thanks to our strong sense of purpose and supportive work environment, Lincoln Families has been voted a top workplace by employees in 2022 and 2021. The results were based on an anonymous survey that measures 15 culture drivers critical to the success of any organization, such as including alignment, execution, coaching and connection
Explore opportunities to become part of a passionate, innovative, and talented team that’s making a difference every day.
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10 signs of a positive work environment
Workplace wellness allows you to flourish. Here’s how to spot it in advance
By: Linnda Durré, Monster contributor
Being part of a company that believes in workplace wellness can mean the difference between a job you love and one you, well, don’t love. A positive work environment is the key to success. As a business consultant, corporate trainer, and psychotherapist for many years, I have been asked by many people, “How can I cope with negativity at work? Are there good companies to work for? How can I spot one and get hired?”
Healthy workplaces tend to exhibit a common set of traits that foster excellence, productivity and camaraderie. Here are 10 characteristics of workplace wellness and a positive work environment.
1. Positive Values
A positive mission statement outlines the goals and demonstrative behavior that exemplify the highest commitment to quality and ser vice to each other, the company, customers and shareholders. The company sets out to achieve its goals in ethical, honest ways with an elevated sense of purpose to improving the planet and humanity.
2. Relaxed and Productive Atmosphere
People enjoy coming to work and feel appreciated, acknowledged and rewarded. Signs of fear, domination, bullying, sexual harassment, and intimidation are absent. Creativity, productivity, and thinking outside the box flourish.
3. Commitment to Excellence
Employees give 200%. They strive to be the best and to deliver top-quality products and ser vices. They take responsibility for their actions and decisions.
4. Open and Honest Communication
Ever yone communicates in a cardson-the-table manner, solving difficulties in a positive way. They don’t play nasty revenge games when given difficult feedback. Instead, they view feedback as an opportunity for growth.
5. Cooperation, Support, and Empowerment
Can-do, go-the-extra-mile, and win-win attitudes are evident signs of a positive work environment. Employees have a sense of camaraderie, cooperation, and
empowerment. Healthy competition exists without vengeful, spiteful backstabbing.
6. Sense of Humor
Employees keep things in perspective, have fun, and laugh. Laughter generates endorphins, our natural antidepressants.
7. Compassion, Respect, and Understanding
Kindness and understanding prevail when employees face challenges such as accidents, illnesses, personal tragedies, and natural disasters. People will usually go the extra mile for others when they’re treated well and with understanding, compassion, and respect.
8. Flexibility
The company and its employees embrace change, accommodate new trends and technology, and incorporate new skills. They know if they don’t, the business will end up a dinosaur As the saying goes, “Change is the only constant.”
9. Positive Reinforcement
People need acknowledgement, appreciation, and gratitude to be motivated. Genuine compliments, rewards, bonuses,
raises, promotions, and certificates of achievement are oil in the machiner y. The company thanks employees regularly in these ways.
10. Emphasis on Health, Family, and Environment
The company offers comprehensive health insurance, with weight-loss, smoking-cessation, and substance-abuse programs. The corporate cafeteria features a healthy menu, and the company gym is stocked with exercise equipment.
The company offers reimbursement for childcare and/or on-site childcare. The office itself features natural and recessed lighting with incandescent bulbs rather than halogen or fluorescent. The organization is environmentally aware by encouraging solar power and recycling.
Find a Positive Work Environment
Great, so when it comes to workplace wellness, you know what to look for when choosing an employer, but where can you find them? Start by creating a Monster profile for free today. You can make your resume visible to recruiters, get custom-
ized job alerts, and support throughout your career Make sure your own shining characteristics are front and center for all to see.
Linnda Durré, PhD, a psychotherapist, corporate consultant, national speaker, and columnist, is the author of Sur viving the Toxic Workplace: Protect Yourself Against the Coworkers, Bosses and Work Environments That Poison Your Day. She has been inter viewed on “Oprah,” “60 Minutes,” “The O’Reilly Factor,” “Good Morning America,” and “The Today Show,” among others. She has been featured or cited in numerous media outlets, including The New York Times, Los Angeles Times, USA Today, and CNN Online, and has written for Forbes Online, American City Business Journals, and Orlando Business Journal.
Copyright 2022 – Monster Worldwide, Inc. All Rights Reserved. You may not copy, reproduce or distribute these articles without the prior written permission of Monster Worldwide These articles first appeared on Monster the leading online global network for careers. To see other career-related articles, visit: http://career-advice.monster.com.
Content courtesy of Metro
The COVID -19 pandemic prompted millions of people to reconsider their careers. That reflection has had a profound effect on the labor market Data from the U.S. Department of Labor indicates that 4.5 million people quit their jobs in the United States in November 2021, which led to a near record-high number of job openings around the end of 2021 and the beginning of 2022.
Though the pandemic may have led millions of people who were previously dissatisfied with their careers to make positive changes, employers forced to confront staff shortages may be wondering what they can do to attract qualified and talented candidates. Finding ways to engage workers more completely could benefit companies in various ways.
A recent poll from Gallup found that companies suffer some pretty significant consequences when their employees are disengaged. Gallup reports that such companies suffer from 16 percent lower profitability, 18 percent lower productivity and 37 percent lower job growth.
No two workers are the same, so there’s no magic wand employers can wave that will ensure ever yone is suddenly engaged and satisfied with their jobs and career prospects. However,
recognition of what employees’ value most could help businesses retain workers longer and keep those workers engaged. A recent sur vey of 540 full-time employees from the market insight firm Clutch found that the most important workplace values for full-time employees are fair pay and fair treatment. It’s no surprise that compensation bears such significance, as pandemic-related inflation and global conflicts have led to rising costs on ever ything from food to fuel. However, a sur vey from the risk management experts at Willis Towers Watson found that there’s a disconnect between employees and employers in regard to the importance of fair pay and its relation to workplace stress. Employees consider low pay to be the second greatest source of workplace stress, while employers indicated that eight other factors are greater sources of such stress for their employees. Employers concerned about staff dissatisfaction, and the effects that disengaged employees can have on their bottom lines, can make a concerted effort to revisit their compensation policies. An overhaul of such policies could be just what companies need to reengage employees and improve employee retention, giving businesses a significant advantage in an era marked by significant turnover in the labor force.
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