 |
  |
|
 In this lesson, you will learn:
At work, you will be in Condition Yellow; aware and alert. You are aware that bad things can happen in the workplace and you are alert for warning signs. If you can, you avoid trouble. Nevertheless, you are prepared to move to Condition Orange or, if necessary, even Condition Red.Go back to your fundamentals. Are safety and security issues given priority at your workplace or are you pretty much on your own? Are there written security and safety policies? Are those polices regularly reviewed, amended and enforced? If you reported security or safety concerns would you be treated with appreciation or as a crank? Does your company provide on-site or referral support services for troubled employees? Is leave or sabbatical time available to employees in crisis? You must do your own safety/security inspection. What are the safety conditions as far as steel doors and locks and fire alarms and fire extinguishers? Is the interior and exterior lighting adequate? Is access to your workplace challenged or opened to the public? If you work at night are escorts or taxis provided? Are there specific safety concerns regarding the area in which you work? Will your working hours generally correspond with daylight conditions and busy travel; 6AM - 6PM? Is public transportation available? Is secure parking provided? Are escorts available? How about car-pooling? If trouble did break out, whom among your fellow workers could you count on for support? Is there a security department and, if so, is that department staffed with Mr. Rogers or Bruce Willis? Fact: Sixty-eight percent of drug abusers are employed. From an economic standpoint, are you employed in an industry undergoing rapid changes? Is your particular company experiencing severe financial problems? Are large-scale layoffs pending? Whether justifiable or not, is it possible that financial pressure might force some emotionally fragile workers over the edge? Have you seen any other employees being bullied, teased, humiliated or punished unfairly? If you have, is anything done about it? Do you work for supervisors with unrealistic expectations? Is nepotism or favoritism a problem? Do you work for supervisors who are glory hogs, taking credit for others work? Simply, are there extraordinary psychological pressures present that could trigger a violent response from a fellow employee? In the final analysis, you are responsible for youself. You must design your own building exit strategies. You must decide under what circumstance you would stand and fight and which would cause you to take flight. Realize that contingency planning is not paranoia. It is smart. Put your daily quiet time to good advantage. Go with your instincts and intuition. Only you can make the determination if you feel safe and secure or vulnerable. You must decide if your concerns warrant your asking for a transfer or looking for employment elsewhere. Is it better to be safe than sorry? Of course, it is. Of A Troubled Employee If you are an employee, there may be other employees to avoid. Refer to the following two lists of warning signs. For your own protection, you will have to decide if troubled individuals present a threat to themselves or others. Then, plan accordingly. If you are a supervisor, it is your obligation to intervene. Abuses alcohol or drugs of Possible Drug or Alcohol Abuse Frequent tardiness or absenteeismYou can't change people. People in your workplace can have personal and family problems way beyond your control. You can be compassionate. You can be encouraging and motivating. You can set a good example. It is nice if corporate mental health support services are available for those in need. If you are in the human resources field, this may be your job; otherwise you have your own job to do. Only individuals can make a personal decision to change their behavior and help themselves. Fact: Ten percent of adults have a serious alcohol problem. If you are in a managerial position, you'll want to set high standards and apply them uniformly. Managers are being paid to take tough stands. Before hiring, are employment gaps, history, references, and criminal and educational records thoroughly examined? Replacing employees is very expensive. It can cost up to $7,000 for a salaried worker, more than $10,000 for a mid-level employee, and more than $40,000 for a senior executive. In the Master Real Estate Course, I suggest that often the best way to get rid of a bad tenant is to buy him out. Give him money to leave even if he already owes you money. This may not be easy to do but it may make good business sense. Get back the apartment and move on. This same principal applies to getting rid of a problem employee. Because the cost of finding a suitable replacement is high, there may be a reluctance to terminate a troublesome employee. However, in the long run, giving a generous severance or termination package to rid your company of a problem employee may be well worth the investment in dollars and in reduced stress. The key is to act early. And you certainly don't want disgruntled employees languishing on the payroll and souring the atmosphere for everyone. Also, this termination can serve as a model to others that you are a fair but firm person of your word. As a manager, educating employees on safety and security matters is part of your job. You should feel comfortable strictly enforcing alcohol, drug, weapon and harassment polices. In some positions of trust, a zero tolerance policy is appropriate. One strike and you are out. For example, a school bus driver caught drinking on the job. In high-risk situations, owners and managers may have to do more to ensure a safe work environment. At the upper levels of security it may be necessary to: install a panic button for the receptionist, hire security guards or detail police, use a buzzer door for secure areas, install an outside intercom and security cameras and adopt a strict sign-in policy for visitors. Give each visitor a name badge. In some high security circumstances, visitors and/or customers may need to be videotaped.
Most of the procedures for being safe are common sense, which we know isn't always that common. Work on your awareness and alertness skills. With practice, these skills will become habitual. As always, go with your gut feelings and err on the side of caution. Don't leave your checkbook in your desk. Someone might remove middle checks. Keep your purse, pack, wallet, keys, or other valuable items with you or locked up. Know your escape routes. When you make cash deposits, change your route and times. Avoid being predictable. Be aware of any type of temporary workers: clerical, maintenance, construction. If needed, shred - office memos, emails and business letters, bills. Report any broken lights, windows or locks to maintenance. Don't walk through dark stairwells or corridors by yourself. Make sure people know where you will be at all times. Mark all of your personal belongings. Don't openly broadcast your social and vacation plans. When working late, ask for an escort to transportation. When working late, start a buddy system. Check the identification of any strangers who ask for proprietary information or any delivery or repair persons who want to enter an area restricted to employees. Park in well-lit and well-traveled areas. If you notice any suspicious persons or vehicles, notify security personnel. Trust your instincts and never hesitate to report anything that makes you feel uneasy.  Everyone: Take all threats seriously.Managers: Discuss strategies to prevent future incidents.If you become a victim or are responsible for interviewing a victimized employee, stay calm and use your awareness skills to compose an accurate description of the assailant to help police. Report all crimes to the police immediately. Reassess your situation and don't make hasty decisions. Did a criminal such as Todd from Lesson One commit the crime or are there serious corporate security issues to discuss? If there are serious problems, are you in a position to affect change? Elevators make a lot of people nervous and with good reason. You may be isolated and vulnerable. Consider the following precautions: Stand in front of the control panel.
You work hard to establish your own small business and now all you have to worry about is shoplifting, robbery, burglar, employee theft, vandalism and credit card fraud. When crime infects a neighborhood, citizens and small businesses suffer. To stay safe, small business owners often feel the need to raise prices and restrict hours of operation and physically separate customers from merchandise. In the worst instances, small business owners may feel compelled to either close or relocate. Safer neighborhoods are a community effort. In their own self-interest, business owners should form alliances with civic groups, schools, churches, social organization and LEOs to improve neighborhood conditions while fighting violence, drugs, vagrancy and other crimes. Here is some advice from the City of Portland, Oregon:
Your first lines of defense are your employees. Naturally, you wish to hire the best available people, this begins with either you or your human resources department following strict hiring policies. Verify all application information. Contact all references. Run credit, police and drug tests if appropriate for the position. Involve all your staff, full and part-time, in your security planning and education programs. Be sure that everyone understands corporate security procedures, their responsibilities and your expectations. They should also know the penalties for any and all security breeches. You may wish to put these policies in writing and ask employees to sign the form as a condition of employment. Establish and enforce clear policies about employee theft, employee substance abuse, crime reporting, opening and closing the business, and other security procedures. Crimes against businesses are usually crimes of opportunity. Failure to take good security precautions invites crime into a business. You can't report losses on merchandise you don't know you have. This means keeping detailed equipment, supply and inventory records. Be sure you know which employees have access to keys, the safe, computerized records, and alarm codes, and computer passwords. Change locks and codes when employees leave. Keep copies of records and codes in separate locations. Encourage and reward employees to report security problems. Anytime there is money in one place, there is a chance that someone will want that money, and is willing to use force to get it. You can take some simple steps to help reduce the chances that you or your business will be robbed. There is no way to fully prevent robbery but you can diminish your chances. Here's how: Don't work alone if avoidable, but be forewarned: Two workers are neither a match nor a deterrent for a robber with a knife or gun. Keep little cash on hand -- and make that public knowledge. Frequent withdrawals/use a cash controller/safe/drop box. Make bank trips unpredictable; travel in pairs. Don't prepare deposits openly or carry deposits in visible bank bags. Cameras, mirrors and alarms do not deter robbers. However, they may affect other crimes and often help with apprehension and prosecution. Paid armed security may or may not make a difference in terms of robbery. Limit entrances/exits. Place height markers on doorway. Conduct background checks on potential employees, to avoid the possibility of violence, internal theft or eventual robbery. Listen to your gut -- if you see suspicious subjects, call police. Or in an emergency, call 9-1-1. Follow company procedures. Keep cool and calm if possible. Don't appear to be stalling. Make no sudden movements. If you have to move, explain why. Cooperate fully with the robber's demands. Do exactly as ordered. If he demands all your tens, give him only tens. De-escalate the situation as much as possible -- don't upset the robber. Assume he's scared, desperate, intoxicated and mentally unstable. Set off alarms/cameras only if/when possible & safe. A demand note is good evidence. Try to slide it out of the robber's reach where he might forget about it. Try to be a good witness, but don't stare. Get a good description from top down. Did you notice any scars, marks or tattoos? Set off alarms/cameras if they haven't engaged yet. Call 9-1-1 and follow the call taker's instructions. Administer first aid as needed. If possible, police will want to talk to the direct victim of the robbery. Have someone lock the doors & isolate all areas where the robber made contact. Preserve evidence/fingerprints.(i.e. avoid handling demand note if retained.) Keep witnesses at location or obtain I.D. information for contact later. Keep witnesses apart to avoid influencing each other's recollections. This is a checklist of what makes robbers happy. All "yes" answers are problems that need to be addressed: Register likely contains over $50.Source: Eugene, OR Police Department Here is a different set of recommendations from the Ottawa, Canada Police Department Many robberies occur because the businesses make it convenient for the robber. Poor cash handling, housekeeping and a general lack of planning can make you an easy target for robbery. Keep the interior, front and rear entrances well-lit.Fact: 90% of all violent crimes do not involve the use of a handgun. Source: Bureau of Alcohol, Tobacco and Firearms. Vary time and routine of bank trips. Instruct all employees in use of the alarm system. Remain calm; robbers are usually very excited and may be easily provoked or under the influence of drugs. Call the police as soon as robbers leave the premises. Practice identification with co-workers Train employees to follow each credit card company's authorization procedures. Be skeptical of a customer with only one credit card and one piece of identification. Be aware of the customer who makes several small purchases by check or credit card that are under the amount for manager approval. Is the item being purchased one that could be easily fenced for cash? Examples include televisions, stereos, cameras, and other portable items. If you are suspicious of the purchaser, make a note of appearance, companions, any vehicle used, and identification presented. Call your local police department. Look for "ghost" numbers or letters. Many times criminals will change the numbers and/or name on a stolen card. To do this criminals either melt the original name and numbers off or file them off. Both of these processes can leave faint imprints of the original characters. Examine the signature strip on the credit card. A criminal may cover the real card owner's signature with "White-Out" and sign it on the new strip. Check to see if the signature on the card compares favorably with the signature on the sales slip. Many fraudulent checks are visibly phony. By paying close attention to a check's appearance, you can often detect a possible bad check before accepting it as payment. When you see one or more of the following telltale signs, you may be looking at a phony check. Protect yourself against possible losses by requiring management approval of the check or asking for an alternative form of payment. No perforation on check edgesSource: United States Secret Service. Businesses lose billions of dollars each year to shoplifting, and then often must pass this loss on to the customers through higher prices. Train employees in how to reduce opportunities for shoplifting and how to apprehend shoplifters. Work with law enforcement to teach employees what actions may signal shoplifting. Keep the store neat and orderly. Use mirrors to eliminate "blind spots" in corners that might hide shoplifters. Merchandise should be kept away from store exits to prevent grab-and-run situations. Keep displays full and orderly, so employees can see at a glance if something is missing. Keep expensive merchandise in locked cases. Limit the number of items employees remove at any one time for customers to examine. Design the exits of the business so all persons must pass by security personnel or store employees. You may want to use an electronic article surveillance system or other inventory control devices. The cash register should be inaccessible to customers, locked, and monitored at all times. Place it near the front of the store, so employees can also monitor customers coming and going. Dressing rooms and rest rooms should be watched at all times. Keep dressing rooms locked and limit the number of items taken in. Annual damage estimates are in the billions, and businesses pass the costs of vandalism on to customers through higher prices. Most vandals are young people -- from grade schoolers to teens to young adults. Clean up vandalism as soon as it happens -- replace signs, repair equipment, paint over graffiti. Once the graffiti is gone, use landscape designs (such as prickly shrubs or closely planted hedges), building materials (such as hard-to-mark surfaces), lighting, or fences to discourage vandals. Work with law enforcement to set up a hotline to report vandalism. If you see someone vandalizing a property, report it to the police. Remember, vandalism is a crime. Protect your business by installing and using good lighting and locking gates. Eliminate places where someone might hide, such as trees, shrubbery, stairwells, and alleys. Have a community meeting on vandalism to discuss its victims, costs, and solutions. Include young people in all vandalism prevention efforts. 1. Realize that you have what someone wants. Your store or office isn't a home where everyone is an invited guest. If you have businesses products, inventory, equipment or money, you have what someone wants. This is where protecting assets begins. 2. Prepare a check-list of closing and lock-up procedures for employees. Make sure appropriate employees understand what is expected. 3. Business owners can be too trusting. If you are the one who hires employees, you will trust them. As a result, you will have a hard time accepting the fact that an employee is stealing money, time, products or equipment. People who steal know how you feel. It is estimated that one-third of all employees are stealing from their employers at a rate of $5 to $10 billion a year. 4. Have eyes and ears when you're not there. Depending on your business, something as simple as a closed-circuit television system may serve both as a deterrent and as a way of recording information. 5. All doors should be hung with hinges on the inside. This will prevent burglars from knocking out pins and removing doors. 6. Available cash is asking for trouble. We all want to believe that our employees can be trusted and most are trustworthy. But the availability of cash creates tremendous temptation unless there are strict controls. In a retail store, point-of-purchase cash register systems can monitor over rings, voids or double voids, delayed voids and other exceptions that may indicate employee-created cash shortages. 7. Make sure all equipment is marked. Take time to mark company equipment with an electric pencil. Computers and computer-related equipment is vulnerable, particularly laptop computers. Use equipment serial numbers or a similar system to track equipment. 8. Look for ways to watch the store. If you can't see the whole store from a central location, you will have a shoplifting problem sooner or later. Lowering display shelves or raising the check out locations will improve visibility, as will strategically placed wide-area detection mirrors, closed circuit television cameras and two-way mirrors. 9. Confronting a weapon. If you are open late or early, are easily accessible to a main road or public transportation and have cash, a hold up is a possibility. Anyone with a gun is nervous, so no one should try to be a hero. If the robber wants money, give it to him. At the same time, a hidden button connected to a silent alarm system can bring help fast and make employees more comfortable. Buttons can be placed on desks, under counters and on the floor for more discreet use. And a closed circuit television system can act as a deterrent and provide evidence. 10. Going to the bank. Getting at your money when you are outside your business may be very attractive to a robber because you are more vulnerable. If you have cash, do not follow the same pattern each day and vary your route. If you have considerable cash, take two cars. Don't let a would-be robber get the upper hand. 11. Locks only slow down a thief. Locks don't keep thieves out; they just slow them down. Quality locks with substantial dead bolts are a step in the right direction. If you use padlocks, make sure they are of sufficient gauge steel with multiple tumblers and custom keyed for you. At the same time, adequate lighting, closed circuit television and a properly monitored security system may be the best deterrents. Remember, burglars don't like light, noise or anything else that draws attention to the scene. 12. Exercise key control. It doesn't take long for keys to disappear and to be given to many employees. Keep a record of who has keys and the dates they were given out and returned. 13. Bad checks and counterfeit bills. New business owners are more trusting because they want to attract customers. Don't think this escapes forgers and counterfeiters. They thrive in these situations. Establish firm procedures and stick with them. The exception may cost you dearly. 14. Use an employee identification system, if practical. If you have many full- and part-time employees or you are having key management problems, an access system that requires the employee to insert an electronically coded card upon entering the business or specific areas will give additional control. 15. Train your employees. Anyone dealing with customers must be properly trained in order to perform as you want him to. This includes teaching employees how to watch the store or business, how to spot counterfeit bills and how to accept a check. Therefore I hope that you have learned that you must remain in Condition Yellow even at work. Stay aware and alert and get those promotions, raises and buy more real estate! Go to Lesson 61 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10
|
|
Master's Tip:
Make sure restrooms are locked and only employees have keys. Be extra cautious when using restrooms that are isolated or poorly lighted. Check under stalls.
 |
© Copyright 1994-2008, American Success Institute. The Action Principles® is a registered trademark of the American Success Institute. We are a nonprofit research, publishing, and educational corporation headquartered in Natick, Massachusetts. |
 |