Comstock's magazine 1117 - November 2017 | Page 52
n FINANCE
Owners also should limit financial authority, say Stalk-
er and Davis. That means establishing dual check-signing
responsibility for amounts over a certain level and having
those who deposit checks return the deposit receipts to
someone else, who compares the amount against the bank
statement. That also means having a separate person check
company orders when they arrive — in the case of the IT
director, someone else should have signed off on delivery to
ensure that if 10 computers were ordered, 10 were delivered,
Barrett says.
Fraud tip lines are essential too. Companies should con-
tract with one since they’re the most common way that theft
is detected, according to the fraud survey.
And Stalker and Davis advise owners to do background
checks on all hires who will handle money. Once they’re
onboarded, owners should be alert to lifestyle changes that
indicate someone living beyond their means.
James McCurley, a director and forensic accountant in
the Sacramento office of Denver-based RGL Forensics, says
companies should meet with an outside accountant every
six months. You might pay for a couple of hours of an ac-
countant’s time, but that’s well worth the price, he says.
Companies also often set an upper-dollar limit on
transactions that don’t get the normal scrutiny. That’s ac-
ceptable, says Stalker, if you ensure there are too few of
them for an embezzler to do lasting damage. If you have
only 10 transactions a year of less than $200, you could de-
cide those aren’t worth tracking. But 50 in a year might be a
different story.
McCurley adds a public relations proviso to fraud pre-
vention: Make sure your employees see the measures you
have in place. Part of their value is to advertise to other
employees that someone else is watching the books. Bar-
rett says there’s no reason for employees to be offended that
they’re being cross-checked. “You have to be clear in your
communication: ‘We’re going to look at what you’re doing
closely, and it’s not a personal ref lection on you. It’s a safe
way to conduct our business,’” he says.
In fact, those who put in good controls are doing their
employees a favor by not tempting them. “These are crimes
of opportunity,” McCurley says. “Rarely do people join a
company intending to rip off the owners.” n
Steven Yoder writes about business, real estate and criminal
justice. His work has appeared in The Fiscal Times,
Salon, The American Prospect and elsewhere. On Twitter
@syodertweet and at stevenyoder.net.
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