Preventing Shoplifting During The Holiday Season

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October is almost half gone and before you know it the holidays will be fast approaching.  The beginning of the holiday season for many people starts around thanksgiving, but for the retail industry and the small shop owner the season has already started. Security during this time of year is a challenge for the retail industry to say the least.  Preventing shoplifting requires them to be aware of the new trends in technology and decide what will work for them.  Will they need to hire more loss prevention personnel? Are the new cameras working as expected?  Are the new hires trained and ready for the challenge of stopping a shoplifter?  The challenges facing the retail industry are many, and during this time of year, shoplifting and employee theft are very serious concerns for them.


Video Surveillance Tools: Seeing the Big Picture

Before deciding on a digital video security system, learn how the technologies work.

Video surveillance systems have become a mainstay for many loss prevention programs. As the technology evolves and business needs grow more complex, loss prevention leaders are looking for solutions that are both affordable and capable of meeting the escalating demands of the business.

LP Magazine sat down with Mike Dunn, vice president of business development for BSI, to garner his expertise and insights on building effective video surveillance systems and how to get the most out of existing systems to help maximize retailers’ options and investment.

What are the primary considerations when choosing between an analog versus an Internet protocol (IP) camera system?

Before deciding on a video option, it is advisable to first understand how the technologies work, as the differences in both camera technologies and method of video transmission are critical to developing a well-planned video solution.


Shrinkage causes $123b loss to global retailers

Shrinkage is defined as losses from shoplifting, employee or supplier fraud and administrative errors.

The retail sector in the Middle East should adopt effective strategies and solutions to curtail ‘shrinkage’ to improve profitability as it caused up to $123.39 billion in loss to global retailers in 2014-15, experts say.

Referring to the latest Global Retail Theft Barometer Study conducted by Checkpoint Systems, the industry experts claimed that shrinkage, defined as losses from shoplifting, employee or supplier fraud and administrative errors, accounted for 1.23 per cent of total retail sales in 2014-15 compared to 0.94 per cent in the previous year.

Jayant Ghosh, business development manager, Checkpoint Middle East and Africa; and Ben Chua, Checkpoint product director for Asia Pacific, said shrinkage increased globally as retailers spent less on prevention and there was in increase in the type of products being targeted.

“In the US, we saw that apparel stores suffered the highest rates of shrink [2.28 per cent] followed by pharmacies/drugstores [2.25 per cent] and non-grocery retailers [1.9 per cent],” Chua recently told Khaleej Times on the sidelines of an event in Dubai.


Column: Everett boutique owner shocked by rampant shoplifting

By Kylie Sabra

Guest columnist

I have never shoplifted in my life — not even as a child.

It simply never occurred to me to take something that was not mine.

I am new to retail and I absolutely love my new life. Running ReFresh Boutique allows me to engage my artsy tendencies as well as my planning and logistical skills. I’ve lived a protected life I suppose. My professional career was in corporate marketing and communications where I dealt with a microcosm of humanity. I now find myself exposed to a far wider range of personalities, and most of them I enjoy immensely.

Then, there are the issues.

I remember how heartsick I felt the first time someone stole from me. It was an all-to-common occurrence.

I’ve been able to reduce much of the theft problem by adjusting security cameras and rearranging the store to remove blind spots and closely observing people with large bags, coats, purses and the like.


 

Is Your Checkpoint System Ready for the Holidays?

EASWe are getting ready for an increase in customer traffic. Is your Checkpoint System ready? Are you having false or phantom alarms? Is the system working properly? Have you had your system tuned or a Preventative Maintenance (PM) conducted in the last year or even 5 years?

Here are some things to check:

  • Checkpoint Systems do not generally like to be decorated. Anything with metal, foil, lights, electricity…. WILL cause trouble. Don’t decorate them.
  • Are the shopping carts, hand baskets pushed too close? Make sure they are at least 3 feet away.
  • Have you re-merchandised? Is tagged or labeled product too close?
  • Have you re-fixture in the area near the Checkpoint antennas? If so this could cause trouble. Again, you want to keep metal fixtures at least 3 feet away.
  • Have you added any other equipment in the vicinity of the system? CCTV, coolers, ice machines, vending machines, etc., all can make a huge difference in your system’s performance.
  • DO NOT put the Christmas tree next to the system. The lights and ornaments will cause problems.
  • Are you powering the Checkpoint system using an extension cord? Your Checkpoint Power Supply must be plugged directly into an outlet.

Check for these and other potential issues by simply standing back and looking your system over. Checkpoint Systems are commercial grade and made to last in a retail environment. But like any other systems and hardware, you have in your store, they need some TLC from time to time. Your car’s oil needs to be changed. Would you ignore that? Our systems need PM every once in a while.

If your system has not had a PM or service in some time or possibly never, then it is time. Besides checking the system over thoroughly, we will update the systems firm wear and tune it. You may see a substantial increase in performance.

Get a PM or service call scheduled now, before your attention is taken up with the selling season.


LP tips for hiring seasonal help

shopping2Hiring seasonal help for the holidays is much different from when a company hires to fill a position or two during the “regular” times of the year.  During what I have traditionally called the 4th quarter, seasonal help is being brought on board for the express purpose of having enough staff to meet increased customer traffic.  These employees are hired with the knowledge they will probably lose their jobs at a specific time.  During the rest of the year, an employee is hired with the expectation the position is a permanent job, in the sense it is long-term not necessarily part-time vs. full-time.  This means there are certain considerations that an employer must think about as they hire seasonal employees:

  • Do I have time to complete a background check or drug tests as I do with regular employees?
  • What date am I going to release my employees from service?
  • Do I tell the employee in advance what the termination date will be?

I am going to provide some guidance from a Loss Prevention perspective and hopefully make your decision making a little easier.

     As a Loss Prevention Manager I participated in the seasonal hiring process, both interviewing candidates for the store and conducting mass orientation for new hires. One of the issues I saw was that when hiring started early enough, background checks could be conducted.  This required the Human Resource Manager to begin the seasonal hiring ramp up in August, to prepare for a start date in mid-September to early October.  When the process was started too late, people were sporadically interviewed and hired in twos and threes.  I do not believe there was proper pre-employment screening done at those times.  This meant we brought in people who we really did not know. Yes, a criminal can slip through the cracks during regular hiring, however I saw many more thieves hired during the last quarter of the year.  I believe this was due, in part, to a less thorough screening process because the store needed “people”.   Drug tests were always conducted and we did not hire anyone who failed.  Do not compromise on this, even during the 4th quarter. 

     Should you set a release date for seasonal help in advance and should you tell your seasonal help what the exact dates of employment will be or should you leave it ambiguous?  There are two schools of thought on this.  One argument is that in fairness to the employee they should be told the starting and ending dates.  It allows them time to prepare to look for work as they near the end of the seasonal appointment.  The other argument and the one I prefer is to leave it a little vague, using an end date like “mid-January”.  This serves two purposes.  If you set a specific date of release, you are more or less obligated to end the employment then.  The issue is that if you lose too many employees before the end of the 4th quarter and you need time to recover the store and prepare for the coming year, will you have enough staff to do so?  Second, if your employee is a thief, and they know the exact end date they may use this as the day they are going to do the most damage and then be gone.  When there is not a clear cut deadline, you can release them in that date range and avoid the chance the employee will make that final “hit”.  I am not dogmatic on either philosophy, there are reasonable perspectives on both I just prefer to improve the odds for the employer.

     One other thing I used to see during the hiring of seasonal help was the use of the quasi-promise, “If you do a good job, we may keep you on at the end of the season.”  I saw many people hang onto this statement and become very discouraged when they were released.  You may very well make offers of continued employment to workers after the holidays and that is fine.  I believe in rewarding hard work.  You may even make it clear to a group of new hires that you tend to keep some people after the 4th quarter is over, but don’t offer it as a dangling carrot. 

     In closing, prepare early for the holidays.  Give yourself time to conduct pre-employment screenings, hire the right people and get them trained in time for your peak season.  They will better serve your customers and you will have more time to determine who the cream of the crop is that you would like to keep on your team.  You will also reduce the chance of hiring someone who will steal from your business.


     

     

Scary Shoplifting Stories

streetGhosts, goblins, zombies, it’s that time of the year again to dust off the spooky movies and scary tales meant to put a chill up your spine.  Hollywood always seems to have a batch of new releases ready about now to evoke nightmares and make us wake up in a cold sweat.  We are sure that we see a poltergeist lurking in the corner of the bedroom or in the closet after we watch one of these films.  Yes, I admit I am a big coward and have to put my hands over my face and peek out through my fingers to watch Freddy slash his next victim or Jason terrorize a group of kids at a camp in the middle of the woods.  But there are real scary stories of my own to share that don’t have anything to do with ghouls. Mine are real-life scary stories of shoplifters I have dealt with during my years in retail Loss Prevention.

     Scary movies always seem to be set in spooky locations.  I found myself in a different type of spooky setting while chasing a shoplifter.  The criminal had stolen some clothing, I believe they were expensive shirts and when I attempted to stop him, he ran.  At that time the store I worked for allowed us to pursue shoplifters.  I chased the suspect inside an old abandoned building about a mile from the store.  I did not go far before I stopped and realized this was no place for me to be alone.  The building was formerly an apartment building that had been torn apart on the inside and was turned into a crack house.   Old mattresses, clothing, and junk filled the areas that I could see.  Although I could hear the police car sirens of the officers responding to assist me in my pursuit, I decided that this was one shoplifter I was not going to continue chasing.  It may not have been Amityville Horror but it wasn’t a place I was going to stay and I quickly got out of there.

 As a Loss Prevention Officer, I had a woman I watched shoplifting multiple pieces of clothing.  This shoplifter was pulling off tags, hiding empty hangers after taking the clothes off and then stuffing her purse with the merchandise.  When I attempted to stop her, the subject ran from me.  I called on my radio to our store operator and requested police assistance.  As I chased the suspect we got across the road to a wooded area.  She stopped, turned around and put her hand in her purse and threatened me, telling me to leave her alone.  I told her to remove her hand from the purse but she refused, implying there could be a weapon but never brandishing one.  I did use some discretion and did not move any closer.  As we stood talking (yelling was more like it), local police officers arrived, drew their weapons and demanded she remove her hand and comply.  She did eventually remove her hand and was arrested.  I later learned my suspect had prior arrests for shoplifting but the one arrest on her record that concerned me was the “Involuntary Manslaughter” conviction.  The thought of an Involuntary Manslaughter conviction put a chill down my spine!

   One of my scariest encounters was with a shoplifter who was stealing purses in my store.  I thought the suspect had stolen one earlier in the day, and so when “she” returned later that evening and was wearing the same coat, I recognized her and began observing her.  She had her own purse she was carrying, so when she stole one of ours, she put it under her long trench coat.  I stopped her and brought her back to the store, keeping a grip on the suspect’s coat.  As we got near the security office, the suspect attempted to pull away, slipping out of the coat.  I held onto her purse and coat and retrieved our merchandise as the suspect fought to get away. Leaving the items in the store, I chased the suspect.  I lost her at the nearby convention center in a crowd of people.  When I returned to the store and searched the suspect’s purse I found a prison I.D. card and a butcher’s knife.  The suspect was a male, dressed as a female and was out on parole.  Fortunately this did not turn into a different slasher tale.

     Tricks and Treats are great for Halloween, but not for Loss Prevention personnel.  Remember that the person you think you are dealing with may be someone else in disguise.  Be careful out there!



Addressing Shoplifting Rings In The United States

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Organized retail crime cost the retail industry billions of dollars every year.  And, while managers, loss prevention officers, and law enforcement agree is a rising problem, the solution to the problem is still absent. Some organized shoplifting rings are known to be extremely violent, and that jeopardizes the safety of your customers and employees alike.  Consecutively, hurting the profits of your store.

For more about this and other topics, follow the links below.


Former Coventry drug addict and shoplifter reveals how she has turned her back on a life of crime

West Midlands Police released the story of ‘Laura’ to highlight their work to stop people returning to prison.

One of Coventry’s most prolific shoplifters has turned her back on a life of crime and drugs – after being sent to prison while pregnant.

Laura – not her real name – had racked up 42 convictions for 124 offences in a bid to fuel her heroin addiction before being put behind bars in May 2015.

The 30-year-old was in the early stages of pregnancy when she was jailed for breaching a suspended sentence for theft.

Her story has been revealed by West Midlands Police who say their offender management work has prevented more than 8,000 offences in the last 12 months.

They say those crimes would have cost society nearly £30million.

How did the police help?

In Laura’s case, after she was imprisoned, Coventry Police’s offender management team sourced maternity wear from a clothes bank, visited prison to update her on child protection matters and, following her release in November, secured £150 from a charity to help buy baby clothes and accessories.


Addressing Organized Retail Crime: Law Enforcement and Retail Partnerships

Partnerships between law enforcement and LP can help in proactive retail crime prevention.

Following is an example of a successful partnership between retail loss prevention and local law enforcement that resulted in the dismantling of an organized retail crime (ORC) operation in one Florida county. While the details are specific to this particular 2011 investigation, what is important to the LP industry is that ORC is not just a discussion inside retail. Law enforcement is, in fact, interested in working with loss prevention organizations to proactively prevent crime in our stores and the communities we both serve.

Preparing for an Organized Retail Crime Blitz

As 2010 progressed, organized retail crime activity in Florida was high, resulting in significant losses for Luxottica Retail. Therefore, we decided to do a blitz in Florida to try to halt the losses. As usual, we sent invitations to other retailers to join us on this quest to identify and address ORC-related incidents. Macy’s then-ORC manager, John Morris, accepted the invitation to work with us.

Our second step was to solicit help from law enforcement. Our initial calls seemed to generate interest, but no commitments were reached. Time was passing quickly, and we couldn’t get the commitments we needed to secure a safe event. With only four days before the scheduled blitz, a call was made to a neighboring county to ask for suggestions on how to move forward with the blitz if we were not able to gain the necessary law enforcement assistance. That call was specifically made to Sergeant James Ostojic of the Polk County Sheriff’s Office.


MEMBERS OF WELL-KNOWN SF SHOPLIFTING RING ‘RAINBOW CREW’ ARRESTED

SAN FRANCISCO (KGO) —

Members of a well-known San Francisco shoplifting ring are under arrest, charged in what prosecutors are calling an “unprecedented investigation.”

Union Square is considered a target rich environment for organized thieves because of all the high-end stores, so San Francisco’s District Attorney George Gascon is sending a message.

“If you’re intending to commit a crime in the Union Square area – don’t!” he said.

The D.A, police and the Union Square business community have formed a unique partnership that’s led to charges against 16 people who bum-rush stores and steal merchandise. The so-called “Rainbow Crew” has operated not just in San Francisco, but nationwide.

“They’ve travelled and travelled exclusively to commit crimes and to victimize people in other jurisdictions,” said Frank Carrubba with the D.A.’s office.

And recently, they became more brazen, using pepper spray, even knives. Police say it’s not ordinary shoplifting.


 

Your Checkpoint System is Only Delivering Half of the Shoplifting Prevention You Need!

Having a Checkpoint Systems Electronic Article Surveillance System (EAS) is only half a plan. Picture this: you buy a Checkpoint System (or heaven 1-1forbid a competitive system). It is installed and your shoplifting losses go down. They will! The simple act of installing a system will make a percentage of your shoplifters go elsewhere.

But 6 months later you are scratching your head wondering why after the time, money, payroll dollars and effort you and your staff have put in, your shoplifting problem is climbing back up again. Your losses are more than you can take. Why?

Because…… you and your staff are not trained and do not have sufficient policies and procedures in place. I know what you are thinking now…. We are a small operation we don’t need that. Yep, you sure do! This part of the plan is not just for the big box stores. In fact you need it more than they do. You do not have a dedicated LP staff.

So if you are contemplating buying or have bought your Checkpoint System or other EAS system from somebody other than Loss Prevention Systems, you are missing out!

Loss Prevention System provides training! Not just how to use your Checkpoint System. We teach you how to prevent shoplifting with our FREE, PERSONALIZED (for you), LIVE TRAINING.1-4

Our customers who purchase Checkpoint Systems from Loss Prevention Systems get free LP training for the LIFE of their Checkpoint System. Just buy your system, labels and tags from us. Is your EAS vendor doing that for you?

And that’s not all. We provide you more than shoplifting prevention training. How about employee theft and pre-employment interviewing training? All free, personalized and live. Taught by me, Bill Bregar, a 30+ year Loss Prevention Expert. Here are the courses:1-5

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But there is still more! This is NOT a onetime deal. We will tea1-3ch these live webinars as reasonably often as you need. Staff turnover, promotions, follow up training, one employee or fifty…. Just schedule the session. Oh, by the way. I will also provide you with 15 draft LP Policies and Procedures that you can customize to your operation. Shoplifting, employee theft, robbery, key control…..

As the founder of Loss Prevention Systems, I know that this training works. I have been training retail management and staff in loss prevention for over 30 years. Your losses will go down and it will help you to keep the losses in check.

Why am I doing this? Because I know that if I save you money, then you will be my customer. It’s that simple!

Loss Prevention Systems is so much more than someone selling you “stuff”. We want you to succeed!

So contact us today and let’s get you on the path to better margins!


Retail Burglary and Robbery – How To Train Employees To Prevent, React and Recove

As a Loss Prevention Manager for nearly 14 years, I was involved with training employees on robbery response.  It is an unfortunate fact that store robberies do happen and it can be difficult to prevent them.  We can do little to influence the choice of someone who wants to commit the crime other than to make a business an uninviting target.  Public View monitors and signage indicating closed circuit television is in use can be deterrents to robbery; however a determined criminal may still choose to try to commit the crime.  It is our responsibility to prepare employees on steps they can take to prevent a robbery and how to react and recover should a robbery take place.    

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https://ucr.fbi.gov/crime-in-the-u.s/2014/crime-in-the-u.s.-2014/offenses-known-to-law-enforcement/browse-by/national-data

It is important that employees are taught:

  • To make eye contact with and greet customers.  Criminals don’t want undo attention.
  • If robbed, don’t panic.  It is easier said than done but, panic makes it more difficult to comply with the robber’s demands and can make him/her more nervous.
  • Do whatever the robber demands. Give them what they want and get them out of the store.   
  • During the event, pay attention to as many details as possible about the robber; what were they wearing? How tall are they? What color is their hair? Did they have an accent? Could you tell an approximate age of the subject?
  • If possible, watch the direction of travel when the robber leaves the store.  Did they go to the right or left? Was there a vehicle waiting for them?  NEVER try to follow the robber outside.  Whatever you see should be done from inside the store.
  • Don’t touch ANYTHING once the robber leaves.  This includes the cash register, the checkout counter, doors and anything else the robber may have touched.

There are also tips for managers and supervisors following a robbery:

  • Call 911 and report the robbery and provide any information they ask.  Stay calm.  The dispatcher will have specific questions to ask and needs clear responses.
  • If you have a supervisor or supervisors to assist, ask witnesses to stay to speak to the police and separate them from other people and each other.  Information sharing tends to change a person’s perception of events.  If possible, provide pens and paper and ask them to write down their recollection of events.
  • The building is now a crime scene and needs to be secure.  If you have rope, chairs, wet floor signs, use them to block off areas where the robber was believed to have been.  Locking doors is discouraged since customers may want to leave.  You also don’t want to touch areas on the door where the suspect may have touched.  Prop a door open, pushing it from the bottom of the door (an unlikely place for a suspect to touch) and use it for entry and exit.  Have someone stay at the door to turn away new customers and ensure no one touches the doors. This person will also direct police to a manager when they arrive.
  • You can’t force people to stay, but you can ask them to stay to talk to police.  If they are reluctant, ask if they will leave their name and contact information for police follow-up.
  • Be prepared and have a counseling service number in your emergency contacts.  Employees and customers may experience trauma and need to talk to a professional who can help them recover from the event.
  • If you have video recording in your store, let the recorders run.  Do not try to stop them or playback and review until the police ask for access to the recordings. Usually a Crime Scene Investigator will have the ability to retrieve the videos stored on a recorder or computer.  If they need your assistance they will ask for it.

Recovery and getting back to “Business as Usual” is the final step.  It is important to restore a sense of normalcy as soon as possible.  Owners and managers must be sensitive to the needs of their employees.  Everyone will have a different reaction to a traumatic situation.  Be patient and allow for people to take some time off if necessary.  There will be those employees who are ready to get back to work.  For them it is their way of handling stress, so let them work.  You may also have employees who were not working so they will not be affected in the same way as those who were present at the time.  Rely on them to get the store back in business. 

Have a robbery plan and review it regularly with employees.  Being prepared will help you get through a crisis and back on your feet quickly.


3 No-brainer Ways to Decrease Theft

shoplifting1If you work in retail then you know theft is a big problem.  The theft of supplies, merchandise, time and money are just a few of the things managers have to deal with daily.  They have to address it on many fronts (i.e., impulse and professional shoplifters, employees and their friends and families, vendors).

Unfortunately, these concerns aren’t going to go away.  At this time, no one has a solution for stopping all forms of stealing.  You can’t change human nature and some people are just going to be dishonest.  That’s the bad news. 

However, there’s some good news too.  While you can’t completely stop it, there are ways you can prevent or minimize a lot of your loss due to theft.  Loss – caused both externally and internally — can be decreased by making a few operational changes. 

Here are 3 operational areas where you can make some headway in your on-going struggle against theft.  If they seem like they’re “just common sense” you’re right, they are.  But, there are a lot of managers and organizations out there who don’t do them — you probably know some. 

Put the right person in the right job.  We all do some things better than others; everyone has strengths and weaknesses.  Putting people in positions they’re not trained to do or aren’t capable of doing affects the way they’re able to perform their job.  Sink or swim is a destructive way to manage and it rarely works. 

If a person is good with organization think about making them responsible for keeping a tight rein on your high-risk inventory.  How about putting the out-going person in charge of greeting, engaging and monitoring customers on the floor?

Everyone is accountable for their job duties.  Lack of accountability is one the biggest complaints people have with their jobs.  Consequences for poor performance and behavior are some of the most effective deterrents to theft.  Honest, responsible, motivated employees want to work in fair and equitable workplaces.

Prioritize effective communication.  This is a simple, smart fix.  Yet, most companies struggle with it.  Billions of dollars have disappeared in a pocket or walked out a door because somebody didn’t: pass on important information, talk over a problem, speak up with a concern, get enough training, get the memo or listen well enough. 

There are other operational ways to decrease internal and external theft.  But, these 3 are a good place to start.  If they are done well and consistently they might be all you need.  If not, they’ll give you a good base on which to build further.


Nicole Abbott is a professional writer who’s had over 200 articles published.  She’s a business consultant and former psycho-therapist with over 20 years of experience in mental health, business and addiction.  She’s a coach, lecturer, trainer and facilitator.  She has conducted over 200 workshops, trainings, presentations, seminars and college classes.

Retail Alarm System Tips and Tricks; Do’s And Dont’s

EAS RepairRetail alarms are necessary to ensure a store is protected against break-ins and even theft from within.  I know from personal experience that they work.  As a Loss Prevention Manager I once had to respond to a burglary alarm when two young men threw a cement block through the front doors of my store in the middle of the night.  I also responded to a number of false alarms due to system errors and failures.  As a Manager On Duty I know that it can be stressful wondering if you locked all the doors and set the alarm at the end of the night.  With those situations in mind, I would like to provide some practical tips to help avoid excessive false alarms and worry about building security.

DO

  • Schedule regular alarm tests for your store(s).  Doing a walkthrough test once a month is good practice.  This can be done by the store owner or management before the start of a business day or after close when customers and employees have left.
  • Have two people conduct the alarm test.  They can walk the building together or one can stay near the alarm panel and monitor the alarm points or zones as they are activated.
  • Your alarm system should be monitored by an alarm company.  Notify them when you are starting and ending your alarm test so they don’t request a false police response.  At the end of the test ask for a copy of the test results.  They should be able to provide a digital copy to you with a day or two.
  • Have at a minimum, an annual alarm inspection by a technician from the alarm company or one of their certified contractors.  They can do a more detailed inspection of alarm sensors and contact points, making sure there is no excessive wear and tear or damage due to moving parts.
  • Have a current list of building alarm responders on file with your alarm company and the police department responsible for the jurisdiction where your store is located.  Should a key holder/responder leave, make sure the list is updated.  This goes for phone numbers as well.  There is nothing more frustrating for a dispatcher than to call an out of service number or a call list that is no longer current.
  • Have employees conduct a final walk of the building at the end of the day when the doors are locked.  Check restrooms and off-stage areas, including break rooms and janitor closets to make sure no one is “hiding out,” waiting for employees to leave so they can steal and run out through a fire exit.
  • Have at least two people close the store.  They can look out for each other as they leave and verify doors are locked and alarms are set.

DON’T

  • Schedule alarm tests for the same date every month.  Establishing patterns can tip off a potential robber of when the alarm system will be in “test” mode and not active for a police dispatch.
  • Allow someone to conduct an alarm test alone.  For their safety it isn’t good practice to leave a person alone in a store or building.  Remember, there is always safety in numbers.
  • Ignore an alarm zone issue.  When setting the alarm at the end of the night, if an alarm zone fails to set, don’t automatically try to bypass it.  You should have a zone description list that identifies where the alarm points are located.  Check the point, making sure that door is secure.  If you cannot identify the problem for the night, contact your alarm company, describe the issue and arrange for a technician to come out the next day.  They can help you shunt the one zone while still alarming the rest of the building.  Call your local police department and ask for a police check once or twice that night.  Let them know you are having an issue with your alarm system.  Most departments are willing to send a patrol by at least once to check your store.
  • Finally, don’t automatically respond to a phone call that your alarm is going off.  Ask for a call back number and the caller’s name.  You should have the alarm company phone number available, call them and verify the alarm activation and the name of the person who called you.  If you are responding to an alarm, call the police and ask if someone can meet you at the building.  Stay in your vehicle until an officer arrives, then enter together.  NEVER enter the building by yourself when responding to an alarm.

Following these retail alarm system tips you will be able to sleep easy at night knowing you are protecting your business AND your employees. 


     

Employee Theft is NEVER Funny, Or Is It? That May Depend On Your Perspective

theft (12)What can make life miserable for a Human Resources or Hiring Manager?  In the right circumstances, a Loss Prevention Manager can be the cause of much consternation for a Human Resources Manager.  When more than one employee is being apprehended or fired for theft at the same time it requires shifting schedules, moving people around and hiring new people to take the place of the employees being removed.  What makes it even more difficult for a retail H.R. Manager is if the employees work in a specialized job function.  I confess (with a smile on my face as I write this) that I was responsible more than once for putting a Human Resource Manager in this predicament during my Loss Prevention Manager career.  Don’t misunderstand, I was not taking pleasure in the misery of the Human Resource Manager or the Department Manager, for that matter; I was enjoying closing an investigation that netted around five employees in total, three who worked in the one area.

     So what was this particular case and why was it funny to me?  The case started out as a cash shortage investigation in our food service area.  We had multiple departments in our store but the food services employees tended to be more specialized in their duties. Unlike other departments, there were not always employees in the store who could provide what we called back-ups to assist in food/drink preparations.  For example, when the front lanes got busy, a call for back-up cashiers would result in employees from all areas of the store responding since everyone was trained as a cashier.  The same thing could not be said for our food service area.  We simply did not have the same number of trained people who could respond.

     As I began developing my case, I conducted live camera surveillances of our food service area.  Now a good investigator remains open to the possibility that there is always the chance that one “type” of case can lead to other activity and he/she is prepared to expand an investigation if necessary.  Rushing to close a case simply to get a quick statistics is poor investigative technique, but I have seen it happen.  It didn’t take long to identify the person I suspected was causing the cash losses, but I also found there was a second person causing shortages.  That led me to conduct additional surveillances and watching all transactions that took place.  Soon I was noticing drinks and food were being given at reduced prices or for free to other employees and even some customers.  The passing of food and under-ringing became so routine it was comical to watch.  There were customers I identified as “regulars” coming to the counter to get special deals that weren’t on the menu.

     Eventually I identified three food service employees and two or three other store employees regularly getting free meals, in addition to the primary cash theft that instigated the investigation.  There were several more employees who received a free drink or two but not on a regular basis.   With the prior approval of my District Manager, I involved the Human Resource Manager since it was going to make a significant dent in her ability to staff food services for a little while. Needless to say, she was taken back by the amount of theft and fraud that had been taking place.  She was absolutely shocked when it dawned on her that she was about to lose almost a third of her food service staff.  To ease her pain a bit I let her know I was not going to go after the employees who received one or two free drinks.  With her assistance, we would issue written warnings to those employees. 

     Because we had a good relationship, our H.R. Manager worked with me to schedule the employees at staggered times during the day so I could conduct individual interviews without one person having time to alert anyone else to what was happening.  The day came when I conducted all interviews and a couple of people were prosecuted for cash theft and three or four were terminated for theft of food and policy violations.  A couple of employees received final warnings for policy violations but were allowed to continue their employment with the company. 

   Coverage for the food service area was difficult for a few weeks, but we made it happen.  I also had to chuckle because some of our “regular” customers stopped coming for food. A final word of advice to those in LP and management; build strong partnerships with each other, it is mutually beneficial for you and the store.