News & Tech Tips

Office Managers Gone Wild

Chrissie Powers
Chrissie Powers, CPA/CFF, CFE, CVA

 

Over the past several months, I have been working with small business owners who have been victimized by their office managers. The office manager was able to steal from them as the individual was trusted and given too much control and access. The office manager recognized this internal control weakness and exploited it.

So, how did many of these business owners end up needing my services?  How did they become victims within their own organization?

Trust and a Lack of Segregation of Duties
Many small business owners develop a relationship with their office manager beyond the office. They trust their office manager and rely heavily on them day to day. The owner functions with blinders on. He or she cannot fathom being a victim and trusts the office manager, forgetting to structure the office hierarchy by implementing segregation of duties when at all possible.

Business owners should not allow one individual to have access to everything. The business owner must maintain part of the office administration to a degree. This course of action will create good checks and balances.

Pays Personal Expenses on Company Dime
Some office managers aren’t shy about putting their hand in the company cookie jar. They will blatantly pay their personal bills or write checks to themselves directly out of the business checking account. When at all possible, implement segregation of duties to deter this situation from occurring.

If an organization is too small to separate the check writing function, the signing of the checks and the bank reconciliation, I suggest that the owner ask the bank to mail the monthly statement with copies of the canceled checks to the owner’s home. The owner can then review the original bank statement and scrutinize the monthly disbursements. The owner should always inquire about a few checks per month so that the employee knows the owner is monitoring disbursements.

Credit Cards
Credit cards can be a bad thing for small businesses. Limit the number of employees who have credit cards. Company policy should stipulate that employees always maintain possession of the business credit card and never loan it to anyone. Furthermore, the policy should indicate that if an employee loans the company card to others or charges personal items on the company credit card, the individual will be terminated.

If an office manager has a company credit card, do not give him or her authorization to review the monthly statements and authorize the payment. To ensure the segregation of duties, the owner may have to take on this task in order to deter fraud from occurring.

Company policy should require detailed receipts to be maintained for accounting records of items charged on the credit card. With so many one-stop shopping stores, it is difficult to determine if purchases are legitimate business expenses without the detailed cash register receipt.

Payroll
When an organization uses an outside payroll company to process payroll, the owner often assumes that fraud can’t occur because the office manager doesn’t write the payroll checks. However, in most companies, the office manager has the authority to direct the payroll company and provides them payroll information every week. The office manager usually relays information about bonuses and pay increases. In most cases the payroll company has been authorized to deal with the office manager so the provider doesn’t follow up with the owner to confirm that the transmitted information is accurate and authorized. What’s to stop the office manager from giving himself or herself an extra bonus or a pay raise? Nothing. In small organizations, the owner should either call in the payroll or be available to the payroll company in order to verify that the information provided is accurate.

Theft of Cash Receipts
Cash is the most appealing asset to steal because unlike a check it doesn’t need to be converted. The office manager accepts the payment from a customer but doesn’t record the payment. He or she pockets the money instead. In order to deter this situation from occurring, all customers should be given receipts.

Larceny is another scheme office managers employ by stealing from the daily receipts before the money is deposited in the bank. I frequently see this in the medical industry where the organization has a stand-alone billing system. The billing system is never reconciled to the accounting system, thus making it easy for the office manger to steal from the daily deposit. If your business uses a stand-alone billing system, the billing and accounting systems need to be reconciled regularly.

Adequate Dishonest Employee Coverage
During our investigations, when we determine that the owner is a victim of fraud, it is not unusual to find that the insurance policy does not include dishonest employee coverage or that the coverage levels are inadequate. The insurance policy should be analyzed once a year to determine if the coverage levels are adequate.

Not all fraud can be prevented but there are ways to reduce the business losses. If you have additional questions or concerns regarding fraud, please contact me.

 

Be prepared for the health care act’s “play or pay” provision

wojciechowskiThe Patient Protection and Affordable Care Act of 2010’s shared responsibility provision, commonly referred to as “play or pay,” is scheduled to take effect Jan. 1, 2014. It doesn’t require employers to provide health care coverage, but it in some cases imposes penalties on larger employers that don’t offer coverage or that provide coverage that is “unaffordable” or that doesn’t provide “minimum value.”

A large employer is one with at least 50 full-time employees, or a combination of full-time and part-time employees that’s “equivalent” to at least 50 full-time employees. The nondeductible penalties generally are $2,000 per full-time employee.

Although the shared responsibility provisions don’t take effect until 2014, employers will use information about the workers they employ in 2013 to determine whether they’re subject to the provisions and face the potential for penalties in 2014. The rules are complex, so contact us today to learn how they may affect your business and what steps you can take to avoid, or at least minimize penalties.

Two Clients Recognized for Promoting Health of Their Employees

Two clients were recognized in Columbus Business First’s inaugural Healthiest Employers of Central Ohio Awards Program. Award recipients offer health and wellness initiatives that promote a culture of staying active, eating right, managing stress and offering preventative disease screenings.

Hondros College was honored among the medium employers (101 to 500 employees) and Portfolio Creative was recognized among the small employers (two to 100 employees).

Employees of the companies who applied to participate in the awards program completed a health assessment survey and the company completed a questionnaire that covered six key areas of workplace wellness: culture and leadership; commitment, foundational components; strategic planning; communications and marketing; programming and interventions; and reporting and analysis.

All of the award recipients were featured in a supplement to the March 29 Business First.

Need to Hire? Consider Veterans

Veterans provide a valuable labor pool, full of highly trained, hard-working team players with strong leadership skills. There’s also a tax incentive: The VOW to Hire Heroes Act of 2011 extended the Work Opportunity credit through 2012 for employers that hire qualified veterans. It also expanded the credit by:

  • Doubling the maximum credit — to $9,600 — for disabled veterans who’ve been unemployed for six months or more in the preceding year,
  • Adding a credit of up to $5,600 for hiring nondisabled veterans who’ve been unemployed for six months or more in the preceding year, and
  • Adding a credit of up to $2,400 for hiring nondisabled veterans who’ve been unemployed for four weeks or more, but less than six months, in the preceding year.

To be eligible for the credit, you must take certain actions before and shortly after you hire a qualified veteran. We can help you determine what you need to do.

Understanding Your Multi-Generational Workforce

Laura Wojciechowski, CPA, EA, PFS is a partner and serves as the firm’s president.

My fellow partners and I recently attended a symposium conducted by Enterprise Worldwide. The organization is an alliance of independent accounting and advisory firms working together to provide the best possible service to clients on a worldwide basis. Belonging to Enterprise makes available to our firm a pool of knowledge and experience to address the international and other specialized business needs of our clients whenever needed.

Professional development programs are another benefit of our Enterprise membership, and the symposium offered topics of general business interest and those geared to CPA firms. One of the sessions I attended was on the challenge for business owners to manage four different generations of workers in their organizations. The presenter was Guy Gage of PartnersCoach.

Gage explained that 20th Century generations include Builders (born between 1930 and 1945), Baby Boomers ((born between 1946 and 1964), Generation X (born between 1965 and 1980) and Generation Y (born between 1981 and 1995).

Each group has its own distinct characteristics, values, and attitudes toward work, based on its generation’s life experiences. Parenting style, education philosophy and defining moments are major influencers. 

  • Builders. Builders are considered among the most loyal workers and “work to live.” They are planners, tend to be cautious, but hopeful, and have great respect for authority. They value hard work, duty before fun and adherence to the rules. 
  • Baby Boomers. Boomers are the first generation to actively declare a higher priority for work over personal life. They value collaboration and teamwork. They are more optimistic and open to change than the prior generation, but they are also responsible for the “Me Generation” with its pursuit of personal gratification. Their generation’s motto would be “Just do it.” 
  • Generation Xers. Generation Xers are often considered the “slacker” generation. They naturally question authority figures and are responsible for creating the work/life balance concept. They are self-reliant and tend to be more pessimistic than other generations. They need to be appreciated and like direct and immediate communication.
  • Generation Ys. This group has an appreciation for diversity and social contributions. Because of significant gains in technology and an increase in educational programming during the 1990s, Generation Ys are also the most educated generation of workers today and they like to work with other bright, creative people. They want to have challenging work or they will move on. They have high expectations, may seem overconfident and seek recognition of their talent. At times, they can appear impatient.

Gage said that to successfully integrate these diverse generations into the workplace, companies need to create a culture that actively demonstrates respect and inclusion for its multigenerational work force and to embrace major changes in recruitment and benefits.

Learning how to communicate with the different generations can eliminate many major confrontations and misunderstandings in an organization and lead to a more productive and effective workplace.

If you would like more information about this presentation, contact Laura Wojciechowski.