Procedures
What follows are procedures and techniques that will significantly reduce losses to
employee theft. They include, but are not limited to, the following:
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Conspicuously mark all hotel property for identification. This includes computer
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equipment, furniture, appliances, tools, radios, etc.
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Schedule, announce and conduct inventories on a regular basis.
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Conduct unannounced, unscheduled inventories. Surprise inspections can help
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eliminate the "risk free" perception that leads to internal theft. Frequently "spot
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check" banks, deposits, tills, liquor, food, surplus property and employee handbags,
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subject to applicable laws.
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Make frequent bank deposits. If at all possible, utilize an armored car pick-up service.
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If this is not an option, transport the deposit using two employees traveling in
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separate vehicles. Set a limit on the amount of money allowed on property.
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Remove bank deposit verification slips from the previous year. Corrupt employees
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have sought to conceal their theft of deposits by attaching the deposit verification slip
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from the previous year to the report of deposit from which they are stealing.
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Integrity Tests: Interject an element of risk into employee theft by letting your staff
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know that you will periodically conduct random "Integrity Tests". For example, on
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the pretense of auditing a till drawer at the front desk, take the drawer at mid-shift
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and, without being seen, slip a $10.00 bill into the drawer. If at end of shift the till is
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over by $10.00, inform the staff of what you did and give the $10.00 to the clerk. If
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the till balances, you have obtained important information at a very low cost.
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Pre-employment background investigations (subject to applicable laws) which
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include criminal history background checks, employment verification, education
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verification, and credit history checks.
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Drug Testing (subject to applicable laws): Chemical dependency is a common motive
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in cases of employee theft.
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Routine Inspection of Potential "Stash" Sites: Be certain that potential "stash" sites
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(trash receptacles, closets, storage areas, loading dock, etc.) are routinely inspected in
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order to help prevent employees from using those locations to hide hotel property
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which they intend to retrieve later.
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Set the standard. If the staff perceives that the General Manager is converting
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company property to his/her personal use they often take license to do the same.
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Utilize "Shoppers" or "Mystery Customer" investigations. A professional "Shopping
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Service" can be effectively used to identify employee theft, provided sufficient
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controls are in place to insure the integrity of any evidence generated by the
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undercover effort.
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Quarterly market survey of vendor services/goods. To insure that the purchasing
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agent is acting in the best interest of the company, conduct quarterly market surveys
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of vendors for services and goods to insure that you are paying a competitive price.
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Liquor Control. Mark liquor bottles for identification/inventory. Utilize strict one-forone
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bottle exchange with requisition. Break or mark returned bottles. Maintain an
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inventory control list on the door to the liquor storage room that will reflect the
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amount of alcohol on property. Check behind the bar during the shift for unauthorized
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bottles.
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The liquor storage room should have walls extending from the floor to the roof of the
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building, otherwise use a cage and lock to secure liquor.
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Reconcile the register tape with guest checks.
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Frequently change safe combinations, computer passwords, lock cores, PIN numbers,
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etc. Require combination or password changes whenever an employee having
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knowledge of a combination or password leaves the hotel’s employment.
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Require that all management staff members take vacation for a period of time
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sufficient to determine the presence of accounting/financial improprieties.
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Keep freezers locked at all times. Use cages inside freezers to lock away red meat and
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seafood.
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Encourage all employees to report anything they suspect might indicate internal theft
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or misconduct by providing them with a method of confidentially communicating
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their suspicions.
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Monitor frequency-marketing programs that reward employees for enrolling new
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members.
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Employees have been known to submit fraudulent enrollment data into computer
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databases.
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Limit or minimize employee access to hotel computer databases.
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Recognize that your inclination to communicate your "trust" to your staff by allowing
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them to conduct business with little or no supervision creates the risk-free perception
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that motivates some employees to steal. Accept the fact that given the right set of
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circumstances even, a trusted staff member may steal.
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General Managers new to their property should be required to conduct a
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comprehensive audit and inventory of all money and property. Experience has taught
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that much embezzlement occurs during a transition in management. The perception is
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that the outgoing general manager is preoccupied with relocating while the new
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general manager will be unable to detect theft.
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Document all reported security incidents (particularly those alleging theft).
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Documentation will enable you to identify and track significant patterns.
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All empty cardboard boxes must be broken down flat.
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Control guest restaurant/bar checks by issuing sequentially numbered checks. Record
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beginning and ending check numbers. Unused checks are to be accounted for at the
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end of each shift.
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Workers' Compensation Fraud is another form of internal theft. Consider (subject to
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applicable laws) implementing a post accident drug testing policy, requiring that
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employees utilize a physician or clinic that has set fees, reviewing all medical
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expenses, and developing modified duty programs that may enable an employee to
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return to work.
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Detecting Internal Theft
Detecting an internal theft requires very little effort. The trick to picking up the “trail”
begins with learning to recognize and respond to those things indicative of employee
theft. Avoid the “codependent” behavior of making excuses for discrepancies and deficiencies
and learn that what might appear to be an unintentional oversight or error might be a
warning that you are being victimized by one of your employees.
It is important to understand that an indicator of internal theft is not evidence. Any of the
following items could be accounted for as something other than employee theft.
Extreme caution must always be exercised in communicating any allegation of employee
misconduct. The following “indicators” should function only as a signal that employee
theft is a possibility and that further inquiry should be made.
Some indicators of potential employee theft include, but are not limited to, the following:
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Deposits not being made the next business day. Any delay in a deposit should be
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immediately addressed.
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Missing deposits.
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Discrepancy between deposit verification amount and inn daily activity report.
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Increase or variation in food or liquor costs (ghost inventory or bartender selling out
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of his/her own bottle).
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“Ghost” employees on the payroll.
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Un-reconciled accounts.
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Inconsistent, confused or unreliable reporting from finance.
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Un-reconciled change orders or change orders not reconciled in a timely manner.
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Vendor rebate checks not posted to mail check register or discovered in cash tills.
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Reports of missing advance deposit payments, commission checks or rebates.
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Guests complaints concerning incorrect credit card billing.
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Housekeeping discrepancy reports indicating clean vacant rooms found dirty.
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Copious pay outs/salary receipts with little or no backup documentation.
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Invoices for “services” from unfamiliar vendors.
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Invoices which do not provide a detailed itemization of goods or services provided.
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Invoices which do not provide a telephone number.
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Employees who come to work on their day off.
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Conspicuous or inappropriate social activity involving the controller/purchasing agent
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and vendors.
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An absence of competitive bids.
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Exclusive use of a particular vendor.
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Unmarked liquor bottles at the bar or in the service area.
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More than one open bottle of a particular brand of liquor.
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“Stacks” of paper clips, mints, toothpicks or other “markers” near a cash register in a
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bar or restaurant. When a bartender is pouring out of their bottle, they often have to
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keep track of the number of drinks sold in order to extract the corresponding amount
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of cash from the till when they close out at the end of their shift.
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Waiters/waitresses not using correct or chronologically numbered tickets when taking
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orders.
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Restaurant/bar customer tickets being altered to “knock down” the price. Look for
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orders taken in pencil.
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Accounting anomalies. Embezzlement is often first detected by line level
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administrative staff who spot inconsistent or inappropriate accounting entries. It is
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important to train your staff to trust their instincts and to report anything suspicious.
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Reports of theft or “break-ins” which seem improbable or conspicuously convenient.
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Embezzlers have often sought to conceal or camouflage their theft by fabricating an
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event which they can use to explain missing funds or property.
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Unusual, inappropriate or bizarre behavior.
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Unlocked linen closets after hours.
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Employees who spend conspicuous or inappropriate amounts of time on hotel
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computer terminals.
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Redundant or duplicate invoices.
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Invoices with common zip codes, addresses, telephone numbers.
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Conspicuous consumption. Employees who appear to be living beyond their means.
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Employees experiencing a personal financial crisis.
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Workplace Violence
Violence in the workplace can have a devastating effect on the productivity and the quality
of life for the entire staff. This section focuses on management strategies used to deal with
violence committed by non-strangers within the workplace. To reduce the hazards of
violence in the workplace you should consider the following:
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The potential impact of one or more violent incidents.
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The likelihood of violent incidents occurring.
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The effectiveness of the measures taken to reduce your risk.
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Threats made by employees or other individuals.
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A risk assessment should consider the likelihood of incidents occurring by reviewing
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such information as:
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The hotel’s incident history.
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Police data concerning the type and number of violent acts in your area.
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Published reports comparing the violent rates across different types of related business.
Threat Management Team
Hotel Management may establish a Threat Management Team consisting of
representatives from security, human resources and a designated executive committee
member. It may also include external consultants such as psychologists, psychiatrists or
threat assessment experts. The primary responsibility of this team is to develop a threat
management plan to resolve bona fide threats or acts of violence. In addition, team
members may be responsible for managing violence prevention programs, including
needs assessment and awareness training.
The plan might include:
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A liaison with outside agencies.
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Procedures for collecting and preserving evidence, including interviews of involved
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parties.
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Managing communications regarding the incident. For example, media relations,
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internal communications, and the possible use of a rumor control desk.
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Managing the release of sensitive information where appropriate.
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Making decisions about returning to work.
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Managing operations and trauma care in the event of a crisis.
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Developing a policy on reporting threats.
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A weapons policy.
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(Sample)
Policy for Workplace Threats and Violence
Nothing is more important to JANKO HOSPITALITY LLC than the safety and
security of its employees and guests. Threats, threatening behavior or acts of
violence against employees, visitors, guests, or other individuals by anyone on hotel
property will not be tolerated. Violations of this policy will lead to disciplinary
action that may include dismissal, arrest, and prosecution.
Any person who makes substantial threats, exhibits threatening behavior or engages
in violent acts on hotel property shall be removed from the premises as quickly as
safety permits. Those individuals shall remain off hotel premises pending the
outcome of an investigation. The hotel will initiate an appropriate response. This
response may include, but is not limited to, suspension and/or termination of any
business relationship, reassignment of job duties, suspension or termination of
employment, and/or criminal prosecution of the person or persons involved.
No existing hotel policy, practice, or procedure should be interpreted to prohibit
decisions designed to prevent a threat from being carried out, a violent act from
occurring or a life-threatening situation from developing.
All hotel personnel are responsible for notifying management of any threats which
they have witnessed, received, or have been told that another person has witnessed
or received. Even without an actual threat, personnel should report any behavior they
have witnessed which they regard as threatening or violent. This is especially true
when that behavior is job related, might be carried out on hotel premises, or is
connected to company employment. Employees are responsible for making this
report regardless of the relationship between the individual who initiated the threat
or threatening behavior and the person or persons who were threatened or were the
focus of the threatening behavior. If a management representative is not available,
personnel should report the threat to their supervisor.
All individuals who apply for or obtain a protective or restraining order which lists
company locations as being protected areas should provide to management a copy of
the petition and declarations used to seek the order. In addition, a copy of any
temporary protective or restraining order which is granted and a copy of any
protective or restraining order which is permanent should also be provided to
management.
JANKO HOSPITALITY LLC understands the sensitivity of the information
requested and will strive to protect the confidentiality of the information provided.
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Threat Incident Report
Hotel policy should require employees to report all threats or incidents of violent behavior,
which they observe or are informed about, to hotel management. Hotel management should
take steps necessary to complete an incident report as quickly as possible, including private
interviews of the victim(s) and witness(es). This report will be used by hotel management to
assess the safety of the workplace and to help determine a plan of action. The following
facts should be included in the incident report:
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Name of the threat-maker and his/her relationship to the hotel and to the recipient.
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Name(s) of the victims or potential victim.
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When and where the incident occurred.
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What happened immediately prior to the incident?
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The specific language of the threat.
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Any physical conduct that would substantiate an intention to follow through on the
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threat.
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How the threat-maker appeared (physically and emotionally)
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Names of others who were directly involved and any actions they took.
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How the incident ended.
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Names of witnesses.
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What happened to the threat-maker after the incident?
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What happened to the other employees directly involved after the incident.
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Names of any supervisory staff involved and how they responded.
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What event(s) triggered the incident?
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Any history leading up to the incident.
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The steps that have been taken to ensure that the threat will not be carried out.
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Suggestions for preventing workplace violence in the future.
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Statement by witnesses.
Warning Signs of Potentially Violent Individuals
There is no exact method to predict when a person will become violent. One or more of
these warning signs may be displayed before a person becomes violent, but does not
necessarily indicate that an individual will become violent. A display of these signs should
trigger concern.
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Irrational beliefs and ideas.
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Verbal, nonverbal or written threats or intimidation.
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Fascination with weaponry and/or acts of violence.
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Expressions of a plan to hurt themselves or others.
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Externalization of blame.
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Unreciprocated romantic obsession.
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Fear reaction among coworkers.
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Drastic change in belief systems.
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New or increased source of stress at home or work.
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Inability to take criticism.
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Feelings of being victimized.
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Intoxication from alcohol or other substances.
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Expressions of hopelessness or heightened anxiety.
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Productivity and/or attendance problems.
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Violence towards inanimate objects.
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Stealing or sabotaging projects or equipment.
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Lack of concern for the safety of others.
Recognizing Inappropriate Behavior
Inappropriate behavior is often a warning sign of potential hostility or violence. When left
unchecked, it can escalate to higher levels. Employees who exhibit the following behaviors
should be reported and disciplined:
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Unwelcome name-calling, obscene language, and other abusive behavior.
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Intimidations through direct or veiled verbal threats.
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Throwing objects in the workplace regardless of the size or type of object being thrown
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or whether a person is the target of a thrown object.
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Physically touching another employee in an intimidating, malicious, or sexually
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harassing manner. That includes such acts as hitting, slapping, poking, kicking,
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pinching, grabbing, and pushing.
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Physically intimidating others including such acts as obscene gestures, “getting in your
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face” and fist shaking.
Suggestions to Minimize Violence
Train employees to notify hotel management or security if a person’s behavior escalates
beyond their comfort zone. Notify local authorities if there is evidence of threats or
violence. The following are suggestions you can use in your daily interactions with people
to deescalate potentially violent situations:
Do
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Project calmness: move and speak slowly, quietly and confidently.
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Be an empathetic listener: encourage the person to talk and listen patiently.
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Focus your attention on the other person to let them know you are interested in what
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they have to say.
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Maintain a relaxed yet attentive posture and position yourself at a right angle rather than
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directly in front of the other person.
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Acknowledge the person’s feelings. Indicate that you can see that he or she is upset.
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Ask for small, specific favors such as asking the person to move to a quieter area.
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Establish ground rules if unreasonable behavior persists. Calmly describe the
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consequences of any violent behavior.
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Use delaying tactics that will give the person time to calm down. For example, offer a
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drink of water (in a disposable cup).
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Be reassuring and point out choices. Break big problems into smaller, more manageable
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problems.
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Accept criticism in a positive way. When a complaint might be true, use statements like
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“You’re probably right” or “It was my fault.” If the criticism seems unwarranted, ask
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clarifying questions.
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Ask for recommendations. Repeat back to them what you feel they are requesting of
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you.
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Arrange yourself so that your access to an exit is not blocked.
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Utilize company employee assistance programs.
Do Not
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Use a style of communication which generates hostility, such as apathy, brush off,
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coldness, condescension, roboticism, going strictly by the rules, or giving the runaround.
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Reject all of the person’s demands from the start.
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Pose in a challenging stance, such as standing directly opposite someone, hands on hips
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or crossing your arms.
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Use any physical contact, finger pointing or long periods of fixed eye contact.
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Make sudden movements, which can be seen as threatening. Instead, notice the tone,
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volume and rate of your speech.
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Challenge, threaten, or dare the individual. Never belittle the person or make him/her
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feel foolish.
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Criticize or act impatiently towards the agitated individual.
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Attempt to bargain with a threatening individual.
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Try to make the situation seem less serious than it is.
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Make false statements or promises you cannot keep.
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Try to impart a lot of technical or complicated information when emotions are high.
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Take sides or agree with distortions.
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Invade the individual’s personal space. Make sure there is a space of 3’ to 6’ between
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you and the person.
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