Assignment 4

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

3. 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).

5. 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……

6. 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.

7. 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.

8. 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.

9. Speaking of obstacles: “Yep, that’s
a bystander posting a video to
YouTube…..Thanks for the help”

10. 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.

11. 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.

12. 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.

13. How the
strategy is being
evaluated?????
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.

14. 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…..

15. The thought process of senior staff is still: blend
in, adapt and be covert……UM NOT
WORKING!!!!

16. BUT THIS WORKS…..
• LP OR Thief?

17. My recommendations on the
effectiveness 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).

18. 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.

19. 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