Attractingand

RetainingEmployees

“In my Organization”Well actually its only for the Loss Prevention department…………… More directly; the attraction of new young talent for the department!

Job Description Here is a rough idea of what my job duties; as a

loss Prevention Officer include: • LPO: Coordinates and administers all security programs

to minimize losses and protect company assets. Identifies and analyzes asset protection risks in order to effectively develop, recommend, and implement comprehensive countermeasures designed to eliminate or minimize losses. Monitors and records occurrences of internal/external theft, fraud and or mischief. Makes lawful arrests without warrant (in accordance with sections A) and B) of article 494; in relation to the Criminal Code of Canada, observing the use of force continuum/deploying tactical communication techniques before escalating to use of force options).

The risk and liability factors of the job, tend to discourage people from

applying….to make an arrest I follow these rules: 1. Selection (I MUST observe the suspect take the product off the shelf.) 2. Concealment I MUST observe where the suspect has concealed the

product. (unless they simply walk out with it in hand..... it happens) 3. Continuity after concealment I MUST keep the suspect in view at all times.

(don't want them to ditch the product without me seeing, as that would result in a false arrest later) 4.

4. ENSURE that the suspect did not pay for the item. 5. 5. Approach the suspect once they have fully exited the store. (Where I live an

arrest CAN be made as soon as concealment happens, but it is better to wait until they exit as it takes away any excuse they may

Note: all these steps are thrown out the window if I can prove intent…..

So you all know a little about the job and what its, duties involve, and probably can see why it would be hard to attract and retain talent……

The problem identified…..My HR department has an attraction and retention

plan and strategy in place, this is for the most part, geared toward retired military, police officers and persons with a quasi-public safety background and or investigation/loss prevention background, it completely excludes new young talent. The implementation of and action plan for attracting young workers would be a perfect fit In the HR strategy already in place, and address the trend and issue of the organization not being able to attract and retain younger workers for the department.

How the problem is being addressed from an HR perspective?????????????????

Unfortunately the problem is not being addressed, but more or less swept under the rug. There are many obstacles involved in addressing an attraction and retention strategy, geared toward younger workers, for the department. The problem or at least addressing it, is still in its infancy stage, and is the topic of conversations between HR and the Loss Prevention Department.

The obstacles I have faced in my initial suggestion of an action plan geared to attract younger workers for the department, has been things such as old work paradigms’ and views still clung to, by a select few senior, workers, supervisors and management ,within the loss prevention and HR departments such as; preconceived ideas such as, younger workers are lazy, disloyal, and unmotivated, younger workers lack company commitment and are ready to leave at a moments notice, matched with the fear that the younger workers and their grasp on current technologies and social media, will render the senior work or at least his or her position obsolete and ineffective.

Speaking of obstacles: “Yep, that’s a bystander posting a video to

YouTube…..Thanks for the help”

Strategies that are being utilized to implement a solution (from an HR perspective/still at the

conversational level):• Help senior employees make the transition of the

paradigm shift.• Train them (senior staff) to Re-think how work is

done.• Emphasize professionalism.• Explain key policies, regarding age bias.• Redesign the compensation mixture to attract young

workers.

Addressing senior employees to make the transition of the paradigm shift:

Training senior staff on the benefits of adding new young talent to the department: (still at the conversational level)

• Young workers bring new ideas and perspectives to the workplace; youth share their ideas and give suggestions as to how a business can manage these ideas effectively.

• They are eager and willing to learn; youth enjoy learning and are open to coaching and mentoring from others.

• They are enthusiastic, energetic and physically active; “Engaged” and empowered” youth bring a level of energy to the work atmosphere and positive energy is ultimately contagious.

• They are not afraid of technology or change; youth embrace change. They like the challenges and the opportunities that change brings. Businesses can use the skills that youth bring with regard to technology to implement cost saving technological changes. (Enter the iGeneration)

• Youth represent the future of our business; youth are the future customers, supervisors, loss prevention officers and leaders of the organization. By using the knowledge that youth bring to our department the will be able to increase or expand it’s our opportunities within the organization.

New blood???? Change the compensation mixture and work structure/ team design within the

department……

• Pay fair competitive wages and benefits, but consider lifestyle factors too geared to younger workers.

• Offer opportunities. Young people value the opportunity to do creative, challenging work.

• Create a work environment that is highly organized around teamwork and collaboration, but still recognizing work-life-balance.

Note: younger workers with a non- law enforcement background, have to wait for benefits to kick in, and the wages tend to be a lot lower than our industry competitors, this is an industry where benefits must become active upon hire, do to the level of violence that can be involved in making arrests, this is a major factor and issue within my department that discourages younger workers form applying for jobs within the Loss Prevention department.

How the strategy is beingevaluated?????

Well its not….. The idea of an action plan is just at the conversational level, the organization I work for as the “old boy's club” mentality and old world views, my HR department (not all but most) don’t want to rock the boat sort of speak, its not that they fear change, but believe any change effort or program need to be implement in small increments of a long period of time, to go unnoticed and stay under the radar to avoid detection from upper management.

How this attraction and retention plan should be

evaluated…• Measure outcomes and results of the Attraction and retention action plan

(for young workers). Asses the effectiveness’ of the change program in attaining its goals and desired objectives.

• Measure only that which can be managed, to determine if the program needs modifications .

• When problems arise and are corrected and the action plan is implemented and monitored. Monitor, monitor, monitor! Gather feedback, adjust, modify implement and repeat.

• Strive for continuous improvement (TQM).• Constant evaluation and feedback from out target demographic, (that of

younger workers) is a must to see if the attraction and retention strategy, appeals to them, does the purpose compensation and benefits mixture, meet their needs, is the organization a place where they can find a niche?

• Our we on par with our industry competitors, can we compete for talent within the department…..

The thought process of senior staff is still: blend in, adapt and be covert……

UM NOT WORKING!!!!

BUT THIS WORKS…..• LP OR Thief?

My recommendations on theeffectiveness of the strategy…

Because the recommendation is still at the conversational level, I can not speak to the effectiveness of the strategy, but on why implementation of such; would be effective:

The Benefits of Hiring Youth:• They bring new ideas and perspectives to the workplace .• They are eager and willing to learn .• They are a wealth of knowledge .• they are very comfortable in a diverse workplace .• They are not afraid of technology or change (technology is

the future of the Loss Prevention Industry).

CONCLUSION:• It was next to impossible to include, HR documents from my

organization, regarding the attraction and retention of employees.• Almost nothing was available for and or; directed to young workers.• The organization has nothing that even resembles anything

remotely like a form of succession paining.• I have signed a confidentiality clause, so I was warned not to

include anything in this assignment, that would divulge the identity of my organization.

• Change in inevitably and imminent, and for my department to be viable, we must embrace change.

• As stated this grass roots approach to breath new life into the Loss Prevention department is still at the conversational level, but upper management a expressed an interest.

HRM seeking to be successful and survive, needs to continually embrace change and remain strategic in its

constant war for talent!

“To improve is to change; to be perfect is to change often.” Winston Churchill