Retailers apprehend shoplifters and dishonest employees in record numbers

According to the Annual Retail Theft Survey, U.S. businesses continues to battle the scourge of retail theft

  • Apprehensions: 1,180,720 shoplifters and dishonest employees were apprehended in 2013, up 2.8 percent from 2012.
  • Recovery Dollars: Over $199 million was recovered from apprehended shoplifters and dishonest employees in 2013, up 4 percent from 2012.
  • Shoplifter Apprehensions: 1,102,635 shoplifters were apprehended in 2013, up 2.5 percent from 2012.
  • Shoplifter Recovery Dollars: Over $144 million was recovered from apprehended shoplifters in 2013, an increase of 4.5 percent from 2012. An additional $98.6 million was recovered from shoplifters where no apprehension was made, up a significant 22.2 percent from 2012.
  • Employee Apprehensions: 78,085 dishonest employees were apprehended in 2013, up 6.percent from 2012.
  • Employee Recovery Dollars: Over $55 million was recovered from employee apprehensions in 2013, up 2.5 percent from 2012.

The survey also points out that one out of every 39.5 employees was apprehended for theft from their employer in 2013; this based over 3.0 million employees. The survey also shows that on a per case average, dishonest employees steal approximately 5.4 times the amount stolen by shoplifters ($706.21 vs $130.89).

“Loss prevention management has had to use all the tools at their disposal to combat external and internal theft.  It all starts with a good ‘team-effort’ approach, that is the LP department cannot do it all by themselves. The best departments have buy-in from store operations, supply chain, human resources, inventory control and other areas in a coordinated effort to control losses,” explains Doyle. “LP training plays a huge role in involving all associates and teaching them what they can do to prevent a theft or actions they are to take when they observe a theft (internal or external). Prevention is the key here, and the sales floor staff is the first line of defense against shoplifting.”

Perhaps among the most distressing statistics for Doyle and his research team is the steady increase in employee retail crime. As the economy continues to stagnate and employee stress multiplies, there is a domino effect propelling internal theft. Some employees feel more pressure to steal, and at the same time, loss prevention departments have felt the pressure to cut staff. The leading contributors to the growth of internal retail theft according to Hayes International include:

  • Ineffective Pre-Employment Screening: The first step to controlling internal theft starts at the point-of-hire; do not hire the "bad apple."  Some retailers, in an effort to reduce their costs, have lowered their pre-screening requirements and are now hiring more questionable employees. Anytime statistics show one out of every 39.5 employees is actually caught stealing by their employer, there has to be some type of breakdown in the pre-employment screening process.
  • Less Employee Supervision: With lower management levels, there is less supervision of employee activities which results in more opportunities to commit theft.
  • Ease in Selling Stolen Merchandise: Merchandise stolen by employees can be more quickly and easily sold, and for a much higher price using internet auction sites.  This easy access to a much larger audience for stolen goods has resulted in more theft by those dishonest employees looking for quick cash.
  • Decline in Honesty: There are more dishonest people throughout the nation today, and this decline in personal honesty is taking its toll. Almost daily we hear of business, government, law enforcement, celebrities, sports figures, and even church leaders being caught up in questionable activities.  Such events make it easier for “borderline” employees to steal and to rationalize their theft acts. In addition, the part-time workforce is growing, and it is not uncommon to find that many such workers have less loyalty to their employer, and are more apt to take advantage of opportune circumstances.

“This reduction of employees and the lack of supervision of their activities is giving dishonest employees more opportunities to commit theft.  We find weaknesses in the pre-employment screening process, and point-of-sale activities.  The first step to controlling internal theft starts at the point of hire,” Doyle emphasizes. “You must have a good thorough pre-employment screening process. After that, reasonable systems and controls need to be put in place, and those controls regularly monitored to ensure ongoing compliance. It should also be mentioned that the growth in part-time workers is have a detrimental impact on internal theft.  These part-times workers have little to no vested interest in the company.”

Even though most successful loss prevention departments have a tight group of professionals at its core, technology has become an integral part of the LP strategy. Doyle admits his retailers tell him technology use is growing and becoming sophisticated.