Pub. 1 Issue 2

11 SUMMER 2013 People are most likely to embezzle when their ethics are sketchy, they’ve rationalized what they are doing, and they have an opportunity to get away with it. level probably won’t have the necessary power to get away with the theft. • Listen to employees. When fraud is detected, after all, it is usually because other employees have noticed something. • Pay attention. Embezzlers are not obvious. In fact, the typical embezzler is not someone you would expect to be an embezzler at all. Look closer at people who need money, like to spend large sums of money, or are good friends with vendors. Look for irregularities. • Continue to talk about the dealership’s values and ethics with everyone who works for you. Let them knowwhere you stand on the subject, and make sure that you stand on firm, public, ethical ground. Do your best to hire honest people, and model that same honesty yourself. • Stay familiar with the money side of your business, and consider also having people outside your dealership check things periodically. • Don’t expect too much from employees. For example, signing a blank check is an invitation. Remember that unrealistically high goals can make people desperate. If most of the compensation for management comes from incentives, like bonuses, you’ve just increased the odds of getting embezzled. • If you have to act, be quick about it. If you have employees, you have a reason to call us. 444 South Flower Street • Suite 1590 • Los Angeles, California 90071 • 213.330.4500 www.laborlawyers.com SOLUTIONS AT WORK ® ATLANTA BALTIMORE BOSTON CHARLOTTE CHICAGO CLEVELAND NEW ORLEANS ORLANDO PHILADELPHIA PHOENIX PORTLAND LOS ANGELES LOUISVILLE MEMPHIS NEW ENGLAND NEW JERSEY GULFPORT HOUSTON IRVINE KANSAS CITY LAS VEGAS COLUMBIA COLUMBUS DALLAS DENVER FORT LAUDERDALE SAN ANTONIO SAN DIEGO SAN FRANCISCO TAMPA WASHINGTON, D.C.  Employee Theft — continued on page 12