Some Departments in the company not being taken seriously!

[rescue55]

As a retired military Asset Prevention Detective (APD) at a major chain retail store, the impression that some of us APDs have is that the current District Level Manager doesn’t really take what we do (in our department) seriously. [It used to be called Loss Prevention back in the day] In other words, we investigate both internal and external theft in order to prosecute and protect the business. We do not go after the average kid who stole a candy bar.


Most of the criminals we go after are very well organized and professional, hitting us for a few thousand dollars at a time. Organized Retail Crime (ORC) is big business and has a major impact to retailers across the country (The exact loss from ORC to the retail industry is unknown, but estimates have ranged from $15 billion to $37 billion annually). So you would think that the Leadership of this company would take it seriously, but it seems as though they are not.


The opinion of several of the former APDs have [here in this branch] is that the previous AP Manager didn’t do a very spectacular job - which might have damaged the reputation of the Asset Prevention profession as a whole with this company; but I don’t want to make assumptions. Also, the company has forced most of the AP Managers to be dual hatted by taking on both AP and business Operations. Which means that AP managers [Now called OPS-AP Managers] are doing very little to assist the APDs because they are too busy doing OPS-related stuff.  Whenever we ask for support (such as hiring more AP staff or getting more AP equipment), it seems as if we are being treated as a lower priority. While we do try understand that selling the merchandise is the number one priority; however, we are protecting the company’s assets and profits. We are so severely understaffed that we can NOT cover the entire store during peak theft times.  But as an APD, I really want to turn this department around and bring the AP Department back into a good light with the company. The lack of staff in our department does in fact make it much more difficult for us to be the best AP team possible.


So what is the best way for us to engage upper management within the company in a way that will get us the support that we need and to change their attitudes toward the entire AP sector of the company?

[mynewunit]

It is hard to get people to appreciate avoided loss. Generally people are focused on generating revenue and reducing overhead. Those are realized dollars. Good practices that prevent internal theft are often seen as a burden until it actually stops something or it doesn't stop something.
Maybe a demonstration like a white hat hacker version. I know guys who "gain unauthorized access" for a living. A planted employee could demonstrate how vulnerable a branch of the company could be.
First, you can over prepare. With that in mind, give each sector control over their protection. Maybe they want to watch dollars, or product, or man power very specifically. Then apply a looser screening to the others.
How does each sector expose them selves? Maybe you just bring to their attention the risks. Let them provide solutions, stop gaps, audits, inspections, and other measures to combat the risks. Also, have a sector liaison. If something goes wrong in purchasing, it is on Bob and LP. Rather than just LP.
EO principal of decentralised command. If they are implementing their plan, they will do it better than implementing your plan. They will also want their plan to work.
Good luck. Keep your ego in check. People will have lots of feelings about what is right or worth it. Generally that isn't in reference to you or your ability. It is a reaction to something else that keeps them from "doing their job".
Thanks for posting.

[rescue55]

Thanks for the great reply,

I agree with your comment about getting Management to appreciate “avoided losses,” and where I work, generating revenue is all they really care about. Now, we have had some significant busts lately. For some reason, we got a bad batch of seasonal employees this year. But we caught 4 of them stealing from us and they are all gone now. We are actually prosecuting one of them, because she stole a significant amount of merchandise and she was caught giving away products to her friends while at the register. All the employees have been talking about it! So Management cannot legitimately say that they have not seen the value in my department, because we do prevent a lot of tangible losses!

I like your idea of sector liaisons. We’ve sort of been doing that in some departments anyway, because there are a few employees that just like to help us out and some that don’t want to get involved. Maybe I could make it a little more formal by implementing that as a test run in other departments and show the Management that it really works.

The only other thing I need to work on is getting our camera equipment repaired (or in some cases, replaced). There have been some instances where we go for weeks without a camera in a certain department, because the company we use to get them fixed is so unresponsive.

Thanks again!

[silencedogood]

I have a couple thoughts as I read through this. Others may correct me if I am wrong.

Can you make time to build relationships with other employees that will make them more likely to get you guys involved when needed? When I think of Asset Protection, I always think of a big department store. I'm not sure why. Anyway, in the example of a dept store. Could you spend some time on the sales floor getting to know the cashiers so they know you, trust you, and want to help you do your job? That way your under staffed department gets some help without hiring new people. In the event that a cashier tips you off and you get a significant bust, all accolades go to the cashier, of course.

Can you take some of the responsibilities of the OPS-AP manager so he is freed up to handle some of the issues in your department?  Or have you gone to him with a complaint and plan to resolve said complaint, and simply asked for permission to enact your plan? Busy managers are more likely to let you handle it if you present a workable plan. They hear complaints all day. They rarely hear plans.

Asking upper management for things can be difficult.  Jocko told a story once about a meeting of him and all his peers with their CO. The CO went around the room asking everyone what they needed. Answers ranged from Wi-fi to new boots, etc. Jocko's answer, "We're good, sir". The fact that he rarely asked for anything helped him be taken seriously when he did ask for something.  Maybe slow down the asking, and focus on making your direct manager's job as easy as possible. Be easy to manage, quick to help out, and solve problems at the lowest possible level. Take any opportunity you can to make HIM look good. Maybe if you show that you are all about taking care of him, he be will all about taking care of you and become your advocate with the higher ups