Never before in history have we seen such a continued loss and consolidation of jobs in our industry. Over the last year we’ve now had over thirty senior loss prevention positions eliminated or frozen, a 15 percent reduction in the middle management ranks, and hundreds of job function eliminations. These numbers will continue to increase slightly over the next six months, although for the year we’ve basically felt the pain for right now. However, should the final two quarters prove disappointing, then the first quarter of next year we are likely to see more job cuts and consolidations, store closings, and a number of bankruptcies.

The retail landscape has changed dramatically and will continue to change as this recession and the anticipated recovery unfolds. For a variety of reasons, consumers are staying out of malls and avoiding big-ticket items. They remain focused on what they perceive as necessities, such as keeping their cars running and, strangely enough, taking care of their pets.

The sheer number of retailers reporting quarterly losses is at an all time high and expense reductions seem to be the survival tactic for everyone, regardless of sales performance. The mere fact that we’ve lost thirty-plus senior LP positions speaks to this fact.

Every function that isn’t focused on making money for the retailer is now scrutinized, measured, questioned, and in jeopardy. With inventory levels projected to be 5 to 15 percent lower for the upcoming holiday season and unemployment projected to continue rising even further, the outlook may not be pleasant.

While the initial reaction to this recession started with the phrase “doing more with less,” and certainly that’s still the case, every executive must be focused as well on adding value beyond his or her job description and being engaged in helping the retailer make money.

Never has there been a time when standing out from the crowd is more important. The very nature of our industry tends to silo us and separate us from the revenue-generating side of retail. Until such time as every loss prevention executive, regardless of level, can specifically and in detail speak to the money they’ve made or saved for the retailer, then we will continue to lose jobs and functions.

Being driven by the numbers is something that operators and store managers practice every day, yet we rarely see it at the regional or district level in LP. This in and of itself contributes to the perception that LP isn’t engaged and that the function can be eliminated, stretched, delegated, shared, or outsourced.

Adapting a numbers-focused mentality goes beyond just knowing the shrinkage results and should incorporate every loss prevention expense, shrinkage category, sales performance, individual store performance, expense improvement, shrinkage trends, store detective productivity… literally every single number that an LP executive has the ability to impact. It is through these numbers where you can make a difference, add value, and help make money for your company.

Impacting and improving the numbers should be your number one responsibility. Your career development will be determined by how you impact numbers and how you are able to move beyond the daily functionality of your position to develop the ability to predict shrinkage trends based on the data and your subject-matter expertise.

Adding value beyond your job description is critical in this environment. You need to do more than just your job. Ask yourself where else you can contribute. What can you do to make sure that if additional work-force reductions are required, you are too valuable to let go.

Don’t let the next six months slip by without taking charge of your career. First, be happy you have one and, second, do the job of two just in case your retailer regretfully has future reductions. Even if they do and you feel the blunt end, your references will help you stand above the crowd.

Turning your Retail Loss Prevention, Audit & Safety Human Resource Questions into INFORMED DECISIONS!