As part of doing business, all industry professionals must consider many costs. One of the most frustrating and preventable incidents is theft. For landscape or irrigation companies, theft takes many forms: theft of equipment and theft of company time.
Security and human resources experts provided some tips on how to reduce theft, and how to make the team use time effectively and hold them accountable without micromanagement or morale damage.
Karen Burke, a human resource knowledge consultant at the Human Resource Management Association of Alexandria, Virginia, pointed out that in order to prevent the equipment provided by the employer from being stolen to employees, it is important to conduct background and background checks on new employees, including supervisors, to better determine If they have a criminal record, they have a habit of stealing or fraud, even from other employers.
“When the tolerance for theft is low to zero, communicate anti-theft policies and practices,” Burke said. “Policies or practices can also indicate that any employee who is proven to violate this policy or practice will be subject to severe disciplinary action.”
Burke said that in the policy on proven employee theft and fraud, wage deductions can be implemented to recover the cost of stolen equipment, adding that employers should check their state laws to ensure that this practice is governed by wage and working hours laws. Allowed.
Burke said to provide incentives, rewards or recognition for employees who report the theft (or even anonymously) to a manager or human resources department.
“Incentives can be monetary or non-monetary,” she added. “This employer’s practice encourages honesty and encourages employees to report wrongdoing.”
Burke pointed out that supervisors can be trained to recognize the behavior and behavior of those who try to steal, such as employees who try to distract others during the theft, often leave the team, and exhibit nervousness. Where possible, use electronic devices such as cameras to monitor employees while they are working.
Burke recommends reducing employee access to storage equipment and supplies. “Implement a system to track equipment usage and returns,” she said. “This can be as simple as a supervisor who counts the equipment and signs the record, proving the number and type of equipment used for each job, and which employees the equipment is assigned to.”
You can also ask employees to sign when they receive and return the equipment.
Burke added that when there are processes in place to help reduce theft in the workplace, supervisors may be held responsible for not tracking employer equipment.
Risk assessment and control are key factors to protect company equipment investment from disappearing from the rear of the trailer or “accidentally” falling into employee trucks. Alan Greggo, CPP, CFE, company security leader and asset protection expert recently pointed out that with the Microsoft Global Security Team cooperate. In addition to inventory control and accounting of equipment and products, the close cooperation between the trailer and the warehouse dock door ensures that the product or equipment will not slip through the opening from the outside.
Greggo pointed out that the entire warehouse can be sealed so that employees can enter the building from one entrance and pass a series of inspections, such as metal detectors and searches on the way in and out.
The warehouse uses cameras in areas where employees enter and exit and work, and provide continuous terminal area monitoring.
Greggo said that truck drivers should have their own entrance near the dock and must stay in the enclosed area or provide assistance in the trailer during unloading.
“With proper control, the loss of equipment and products can be reduced,” he added. “Warehouses usually adopt a layered security approach.
They have an external fence around the property and limited access for trucks and trailers. The trailer must be locked in place to avoid being pulled away from the door. Security personnel may be assigned to verify and record each trailer on the property to be unloaded or reloaded. ”
Columbus, Ohio, CPP, CFE, CSC, CPTED practitioner, President and CEO of Security Risk Management Consultants, Lynda Buel, pointed out that there are several ways to prevent equipment from disappearing from the back of the trailer.
“Engrave your company information on the device, including your company name, city, state, and phone number,” she said.
This can include a message “If found, this property belongs to (company name).” Buel said that she knew a company engraved with such information: “If found, this property was stolen from (company name).”
“Purchase a tool that can be remotely disabled via the app, so if it is stolen, once you disable the tool via your smartphone, the tool will no longer work,” Buel said. “Promotional tools on your vehicle are locked and disabled. Install GPS tracking devices on all devices.”
Larger equipment can be fixed to the trailer using steel safety chains and high-quality padlocks when not in use. The battery can be removed from the device, so it will not start, adding an extra deterrent to potential thieves.
Buel pointed out that asset tracking is the best way to ensure that company equipment is not eventually stolen from the company workplace with employees or others.
“One of the easiest ways to track equipment is to create a daily log of the equipment in inventory and to whom the equipment is assigned that day,” she said. “This can be done manually or in a software program.”
If you do this manually, record the tool, its serial number or other unique identifier, the employees assigned to it that day, when the tool was checked out, and when the tool was checked in again.
Buel said that since this is a time-consuming task, it is recommended to invest in software programs that track information.
There can be a bar code with the employee assigned ID on the tool. When the employee checks out that day, use the tool to scan the ID.
“You can also assign a specific tool to an employee and make them responsible for tracking the tool, even if someone else in their staff uses the tool,” Buel said.
Stealing time is another challenge. Greggo pointed out that some type of timing clock or software should be used.
Greggo said that employee time management starts with the recruitment process to ensure that candidates have the highest talent and are interested in the job they are considering. He added that it is common to require all potential employees to undergo background checks and drug tests, which greatly helps to ensure high quality.
“Effective use of time is the product of good leadership,” Greg pointed out. “Unfortunately, micromanagement has no place in today’s productive and efficient workplace. Micromanagement is often seen as a productivity killer.”
Burke said that in order for the team to use time effectively without micromanagement, employers can create goals and attach them to employees’ daily responsibilities and performance.
“This can be communicated to employees, indicating the time required for each job responsibility,” she said. “If employees do not meet these expectations, then their performance can be coached and retrained.”
“Every employee needs to understand their roles and each other’s roles,” she added. “Once they do this, employees tend to manage each other.”
Managers can demonstrate the value of responsibility by giving extra job responsibilities to those who perform well and providing consistent feedback on their performance.
“Most employees want to do well and be recognized for their outstanding performance,” Bull said. “Provide a career path for those interested in getting promoted within the organization.”
In addition, Greggo said, consider incentives, such as monetary rewards or recognition of high productivity.
“This is usually more effective than fear management. If employees know from the start that their productivity is measured, they are more likely to be positive and productive,” he added.
“If responsible leaders complete the work they ask their employees to do, they will let employees work for them because they want to do it, not because they have to. When an employee resigns, they usually don’t leave the company— —But to leave their boss.”
Leadership is at the core of getting crew members into accountability without hurting morale.
“Accountability is driven by trustworthy and honest leadership members,” Greg said. “If a company is driven by vision and goals, and all employees are working hard to achieve their goals, they are likely to succeed in achieving their goals.”
He added that everyone must be involved. “Employees need to know what policies and procedures are in place where they work, and they need to know expectations,” Greg said. “They must have a sense of accomplishment for a vision that is far greater than one person. If the policies are implemented fairly, employees get fair compensation, provide benefits and develop their own capabilities, if they want, all crew members will definitely join.”
Burke pointed out that transparency is important. Employers can communicate new policies or practices to employees while clarifying the reasons for the new rules.
Communication may include the cost of equipment, equipment replacement, the adverse impact on employee salaries when funds must be redistributed to purchase new equipment due to theft, and business and other employee benefits that may be affected by the constant replacement of equipment. Burke said those things were stolen. Or lost.
“It is also possible to maintain morale by providing rewards to employees who help maintain their integrity by reporting any incidents of theft,” she added. “Employers can ensure employee confidentiality and provide any possible incentives to encourage employees to participate.”
Bull said she found that people interested in careers want to be responsible and recognized for their hard work.
“When you hire a team, build a good relationship with them. Ask for feedback. Listen to your employees’ views on your work and what’s happening on site.”
She added that to provide clear and actionable feedback on performance, and to provide clear guidance to the team on expectations.
“Allow appropriate time for the team to perform the assigned work,” Buel said. “Considering the needs of the team at work. When you make your team accountable, you must also be accountable to yourself.”
In addition, “Don’t make promises without fulfilling them,” Bull said. “And don’t ask your team to do things you wouldn’t do yourself.”