Attorney - Why Pre-Employment Screening is So requisite
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Why Pre-Employment Screening is So requisite
It is the greatest nightmare for every human resources, security, or risk-management professional: Your phone rings late Friday afternoon as you wind up loose ends from yet other interesting week and are looking send to a quiet weekend. A panic-stricken voice informs you that Pat in accounting has assaulted other co-worker and threatened to harm a supervisor. It turns out Pat was not only stealing money, but did not of course have the perceive claimed.
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As the mess is being sorted out, everybody will be asking you the same ask over and over. From the firm Ceo, Cfo, and corporate attorney to managers, supervisors, and co-workers, there is one thing everybody wants to know: How did that someone get hired in the first place?
If the matter turns into litigation, the legal fees for just one incident of workplace misconduct can of course soar into the six figures, and jury awards can be astounding. Your firm can be sued by injured co-workers, members of the group who were damaged, or even the bad employee who may claim wrongful termination. Once litigation starts, you will also find that in expanding to your general duties you now have a second and nearly full-time job--dealing with the discovery process in litigation and the organizational fallout.
The statistics on the consequences of even one bad hire are chilling. The financial cost to businesses from theft, violence, and false credentials can be enormous. There are other costs that are hard to measure, such as the harm to employee morale or the firm's reputation. Industry statistics suggest the cost of even one bad hiring decision can exceed 0,000, taking into inventory the time spent recruiting, hiring, and training and the whole of time the job is left undone or done badly by an unqualified applicant.
Given the broad price tag of a bad hiring decision, it is no surprise that employers of all sizes are turning to varied tools to boost the effectiveness of their hiring process. The tools run from honesty and skills testing to behavior-based and group interview techniques.
Ultimately, none of these tools has proved sufficient in weeding out bad candidates, unless used in conjunction with a schedule of pre-employment background screening to acquire hard facts about a candidate.
Pre-employment background screening works in four vital ways:
o Just having background screening can discourage applicants with something to hide. A someone with a criminal report or false resume will naturally apply to a firm that does not pre-screen.
o It limits uncertainty in the hiring process. Although using instinct in the hiring process can be important, basing a decision on hard information is even better.
o A screening schedule demonstrates that an employer has exercised due diligence, providing a great deal of legal protection in the event of a lawsuit.
o Having a screening schedule encourages applicants to be especially forthcoming in their interviews.
Pre-Screening Tools
Checking criminal records is a good example of a pre-screening process that helps promote safe hiring. It is estimated that 10 percent of job applicants have criminal conviction records relevant to the hiring process; without a screening program, it is statistically almost positive that a firm will hire someone with a criminal record. Contrary to popular perception, there is no national database available to incommunicable employers. Criminal records are usually checked by having powerful researchers visit courthouses in counties where an applicant has lived or worked. Because there are more than 10,000 courthouses in America where records are kept, most employers outsource this task to powerful firms that specialize in pre-employment screening.
Another leading tool is resume verification. Job applicants often use their resumes as a marketing tool, but the hiring firm can find itself in trouble when resumes exceed the bounds of honesty. It is estimated that up to 30 percent of resumes comprise material falsehoods that pertain to former employment, education, and pro licenses. A pro screening firm can verify either an applicant has the degrees or licenses claimed. Even if a past employer will not give details about job performance, just verifying the job dates and job title is crucially important. One of the most vital parts of the hiring process is to look for unexplained gaps in employment. That is leading in order to help a screening firm check the acceptable courthouses while searching criminal records.
Other tools can comprise prestige reports (when relevant to the job), group protection whole traces, driving records, national wants and warrants, as well as civil and federal court records.
Common employer Concerns
Even with all of the advantages of a screening program, many employers still have questions and concerns about implementing background checks. These are the seven most commons concerns that employers express:
Is it legal?
Employers have an absolute right to guide official pre-employment screening in order to hire the best-qualified candidates. A federal law called the Fair prestige Reporting Act (Fcra) balances the right of employers to know whom they hire with an applicant's right of disclosure and privacy. Under that law, the employer first obtains the applicant's written consent to be screened. In the event negative information is found, the applicant must be given the occasion to accurate the record. Employers should set up a consistent procedure so similarly situated applicants are treated the same. A powerful screening firm will support an employer with legal compliance issues.
Does it invade privacy?
No. Employers can find out about only those things that an applicant has done in his "public" life. For example, checking court records for criminal convictions or calling past employers or schools does not invade a zone of personal privacy. Employers are looking only at information that is a valid and non-discriminatory predictor of future job performance. To contend privacy, most background firms have Internet systems with secured Web sites. Employers should also take steps to contend confidentially within their organization, such has retention reports in a detach file from the personnel files.
Is it cost-effective?
A pre-employment screening will typically cost less than the cost of a new employee on his or her first day on the job. That's pocket turn compared to the damage one bad hire can cause. In addition, employers typically only screen an applicant if a decision has been made to increase an offer, and not all applicants. It is ironic that some firms will spend hours shopping for a computer agreement and at the same time try to save money by not adequately checking out a job applicant, which represents an broad investment. The bottom line is that problem employees usually cause employee problems, and money is well spent to avoid problems in the first place.
Does it discourage good applicants?
Employers who engage in screening do not find that good applicants are deterred. Job applicants have a desire to work with powerful and safe co-workers in a profitable environment. A good candidate understands that background screening is a sound firm practice that helps a firm's bottom line and is not an invasion of privacy or an intrusion.
Does it delay hiring?
No. Background screening is usually done in just 48 to 72 hours. Most of the information needed is not stored in databases but must be obtained by going to courthouses or calling up past employers or schools. Occasionally there can be delays that are out of anyone's control, such as former employers who will not return calls, schools that are terminated for vacation, or a court clerk who needs to retrieve a report from storage.
Furthermore, an organization that is truthful in its hiring practices should find a lower rate of "hits" while background checks. There are a whole of steps a firm should take to ensure safe hiring well before a name is submitted to a background company. These techniques comprise making it clear your firm does background checks in order to weed out bad applicants, knowing the "red flags" to look for in an application, and asking questions in interviews that will filter out problem candidates.
Is it difficult to implement?
For an overburdened Hr, security, or risk-management agency already handling numerous tasks, outsourcing background screening can be done very speedily and effectively. A powerful pre-employment screening firm can set up the whole schedule and provide all the vital forms in a short duration of time. Many firms have Internet-based systems that speed up the flow of information and allow an employer to track the progress of each applicant in real time.
How do we adopt a service provider?
An employer should look for a pro partner, not just an information vendor selling data at the bottom price. An employer should apply the same criteria that it would use in selecting any other supplier of vital pro services. For example, if a employer were selecting a law firm for legal representation, it would not adopt the cheapest--it would clearly want to know it is selecting a firm that is competent, experienced, and knowledgeable, as well as reputable and reasonably priced. The same criteria should also apply to vital Hr services. A screening firm should have an comprehension of the legal implications of background checks, particularly the federal Fair prestige Reporting Act.
Both employers and applicants have learned that pre-employment screening is an absolute necessity in today's firm world. More importantly, they've learned due diligence in hiring is a way to keep firms safe and profitable in these difficult times.
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