cyph
Trusted Member
I'm hoping this site will be what I'm looking for. Let's start with some insider information from casinos.
INDUSTRY LINE OF DEFENSE
As we near the end of our study, we've covered an enormous variety of scams and strategies. It’s rime to look at the many elements that comprise the detection process, but, first, lets overview the industry’s line of defense.
Dealers
I The dealer can be considered our first line of defense. Whereas a boss is responsible for many games, the dealer is a dedicated observer, only responsible for his game and the players on his game. Although very few understand the mechanics of scamming, card counting, or advantage play in a meaningful way, they can occasionally spot an unusual or suspicious action, then pass the information along to I their supervisors. As a general rule, they do not contribute significandy to the detection of cheaters and skilled playera but they can initiate the process.
It’s the consensus of many veteran gamers that the art of dealing has become a dying art. There was a time when the professional 'clerk' (a topnotch dealer) was respected, sought after, and was always guaranteed a job. Not any more. Most clubslshy away from experienced help; \
Horseshoe used to be an exception, as there were always jobs for the best dealers. It's a sad truth but today, when it comes to the dealer, mediocrity is the norm, and there are many reasons for this decline.
When the gaming business exploded throughout the country, the demand for dealers was huge, and inevitably, dealers were mass-produced, creating a weak and inexperienced work force. Conditions worsened when inexperienced dealers were quickly promoted to the floor, as the demand for floor supervisors was huge, too. This series of events resulted in one soft spot after another for the skilled cheater or player, as they often targetted the weaker help. Las Vegas may have had an advantage in this regard because, with its break-in houses, dealers had places to learn their craft before dealing in the better clubs with bigger limits. Some jurisdictions, however, are not set up this way. Cheaters and players are also known to target the experienced help. Talk with the professional advantage player, for example, and you will find that the veteran dealer is exploited just as much as the less experienced help; in fact, the veteran dealer is often targetted because of his experience. His loopholes and habits are more ingrained, they are more reliable, more predictable.
Once dealers have been in the business for a few years, they reach a point where they think that they have mastered their trade, and as they say,Tt can be tough to teach an old dog new tricks." Dealers are not subject to technical reviews once they advance past the break-in period, and just because a dealer has been dealing for ten years doesn’t mean that he’s immune from improvement. I’ve personally talked with many seasoned floor supervisors who have, at times, made a genuine effort to step in and critique a dealer's skills, only to have the dealer respond with, "I've been doing this a long rime,” implying that he didn’t need the help. More than one dealer has interpreted conawctive criticism as akin to harassment. And, it’s well known that in some clubs, bosses are patendy inaructed to leave the dealers alone. When a boss can’t demand that the dealer adhere to certain fundaBentals anH expect full support from his superiors, why would any boss make the effort to help?
Incentive is another issue contributing to weaker help. If a blackjack dealer makes the same money whether he learns to deal roulette or not, where’s the incentive? If a blackjack dealer makes the same money whether he learns to deal the pitch game or not, where’s the incentive? In many 'dubs, mediocrity is tolerated, and outside of self-pride and self-respect, there are no incentives foSlealers to exceL The irony is that, today, the dealer’s job is more secure than ever, and it’s hard to get fired, due in a large part to Human Resources.
So, when one considers the relative inexperience of our work force, lackjof technical review, a and lack of incentive, it should come as no surprise that cheaters will always have soft spots to play and advantage players will always have loopholes to exploit.
If you want your dealers to stand out, they must have a clear understanding of what is expected of them. The only way to accomplish these goals is with some form of an ongoing evaluation or review program. When the dealers are periodically reviewed for how they shuffleffliow they present
INDUSTRY LINE OF DEFENSE
As we near the end of our study, we've covered an enormous variety of scams and strategies. It’s rime to look at the many elements that comprise the detection process, but, first, lets overview the industry’s line of defense.
Dealers
I The dealer can be considered our first line of defense. Whereas a boss is responsible for many games, the dealer is a dedicated observer, only responsible for his game and the players on his game. Although very few understand the mechanics of scamming, card counting, or advantage play in a meaningful way, they can occasionally spot an unusual or suspicious action, then pass the information along to I their supervisors. As a general rule, they do not contribute significandy to the detection of cheaters and skilled playera but they can initiate the process.
It’s the consensus of many veteran gamers that the art of dealing has become a dying art. There was a time when the professional 'clerk' (a topnotch dealer) was respected, sought after, and was always guaranteed a job. Not any more. Most clubslshy away from experienced help; \
Horseshoe used to be an exception, as there were always jobs for the best dealers. It's a sad truth but today, when it comes to the dealer, mediocrity is the norm, and there are many reasons for this decline.
When the gaming business exploded throughout the country, the demand for dealers was huge, and inevitably, dealers were mass-produced, creating a weak and inexperienced work force. Conditions worsened when inexperienced dealers were quickly promoted to the floor, as the demand for floor supervisors was huge, too. This series of events resulted in one soft spot after another for the skilled cheater or player, as they often targetted the weaker help. Las Vegas may have had an advantage in this regard because, with its break-in houses, dealers had places to learn their craft before dealing in the better clubs with bigger limits. Some jurisdictions, however, are not set up this way. Cheaters and players are also known to target the experienced help. Talk with the professional advantage player, for example, and you will find that the veteran dealer is exploited just as much as the less experienced help; in fact, the veteran dealer is often targetted because of his experience. His loopholes and habits are more ingrained, they are more reliable, more predictable.
Once dealers have been in the business for a few years, they reach a point where they think that they have mastered their trade, and as they say,Tt can be tough to teach an old dog new tricks." Dealers are not subject to technical reviews once they advance past the break-in period, and just because a dealer has been dealing for ten years doesn’t mean that he’s immune from improvement. I’ve personally talked with many seasoned floor supervisors who have, at times, made a genuine effort to step in and critique a dealer's skills, only to have the dealer respond with, "I've been doing this a long rime,” implying that he didn’t need the help. More than one dealer has interpreted conawctive criticism as akin to harassment. And, it’s well known that in some clubs, bosses are patendy inaructed to leave the dealers alone. When a boss can’t demand that the dealer adhere to certain fundaBentals anH expect full support from his superiors, why would any boss make the effort to help?
Incentive is another issue contributing to weaker help. If a blackjack dealer makes the same money whether he learns to deal roulette or not, where’s the incentive? If a blackjack dealer makes the same money whether he learns to deal the pitch game or not, where’s the incentive? In many 'dubs, mediocrity is tolerated, and outside of self-pride and self-respect, there are no incentives foSlealers to exceL The irony is that, today, the dealer’s job is more secure than ever, and it’s hard to get fired, due in a large part to Human Resources.
So, when one considers the relative inexperience of our work force, lackjof technical review, a and lack of incentive, it should come as no surprise that cheaters will always have soft spots to play and advantage players will always have loopholes to exploit.
If you want your dealers to stand out, they must have a clear understanding of what is expected of them. The only way to accomplish these goals is with some form of an ongoing evaluation or review program. When the dealers are periodically reviewed for how they shuffleffliow they present
