TRAIN RIDE COMES TO AN END
Rob Fickman and Stanley Schneider represented the owner of a train ride concession who noticed during an audit a discrepancy in the number of tickets sold versus revenues.
Carey Wellmaker analyzed almost two years of receipts and deposits compiling a spreadsheet that documented all of the tickets sold, the discrepancies and the identity of the only individual on duty each and every time a discrepancy occurred.
Wellmaker conducted an interview with the suspect, a sixteen year employee of the victim who confessed to the thefts after being confronted with the overwhelming documentation that had been prepared. The suspect had taken over $20,000 in a year and a half.
The suspect admitted using the money to pay bills and finance her son’s college education. The suspect cited all the usual excuses for her dishonesty claiming other employees received better benefits and were treated more fairly by her employer.
PAYROLL CLERK BUSTED
A national engineering firm hired Gradoni & Associates to investigate a number of irregularities identified with vacation pay. It appeared that a number of vacation checks had been made payable to a payroll clerk although the computer listed the checks as being issued to legitimate employees.
A review of the cancelled checks revealed that the payroll clerk had made the checks payable to herself and her nine-year old son. The paper trail revealed that some of the checks had been deposited into the suspect’s personal checking account, and the remainder of the checks had been cashed at a check cashing boutique where the suspect had set up an account in her own personal name.
Once all the evidence had been organized, the suspect was confronted. During the interview, the suspect admitted to the scheme, which netted her over $80,000.
The suspect admitted during the interview that she had used the money for “just living.” Our investigation has been turned over to the Harris County District Attorney’s office for prosecution.
PAY RAISE EXTORTION…
Attorney John Rhem asked Investigators to look into allegations from employees of his client, the owner of a chemical plant, that their supervisor had extorted monies in return for favorable reviews that resulted in raises.
Investigators interviewed a number of employees who provided affidavits that their supervisor had asked that he be paid for recommending them to management for a pay raise.
After the evaluations were completed and the employees received their raise, each employee had paid the monies to their supervisor as requested. The supervisor, a twenty year employee of the company, admitted in his interview that he had taken the money, but only after the employees had insisted he take it out of gratitude for all he had done for them.
The supervisor did state during his interview that he had refused a jelly doughnut from one of his employees who had received a raise. The Supervisor received a raise out the door.
PRE-EMPLOYMENT ASSESSMENTS
Most hiring systems focus on skills competency. However, rarely are people fired for lack of competence. It is incompatibility with organizational values and culture that is the cause of most problems.
One could define an exceptional employee as an individual who is honest, hardworking, drug free, reliable, who identifies with the company’s core values and culture, projects the company’s image while also gaining a sense of self-satisfaction and accomplishment from their contribution to the organization.
This definition would lead one to believe that the significance of matching people first to the organization and then to the job is very important. Failure to achieve this compatibility causes good people to fail, because they are simply on the wrong team. All of us know someone who was fired from one company, yet went on to become a superstar elsewhere. These people didn’t suddenly improve their skills. They just found the right situation.
Use of pre-employment assessments is rising rapidly as employers try to define their organization’s unique compatibility factors. Recent advances and psychometric research have created a new breed of pre-employment assessments specifically designed for business to meet this demand.
Recent research has shown that employers utilizing “validated selection tests” for pre-employment assessment out perform other businesses, experience lower turnover, and report four times the market value to book value. A good pre-employment assessment measure should provide the employer with the following information:
1. Can the applicant do the job?
2. Does the applicant want to do the job?
3. Will the applicant do the job within your organizational values and culture?
Pre-employment assessments or tests must be job related and non-discriminatory in order to reduce any exposure to litigation. Protection from litigation, particularly claims of discrimination, is best achieved by being objective, consistent, and fair. The assessment must be administered using consistent procedures. The information must be relevant to job performance and it must be used in a consistent manner. When this is done, assessments can bring a level of objectivity to an otherwise very subjective process, thereby reducing exposure to litigation.
*Excerpt from Texas Business Today, Fall 2002
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