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of candidate experience as more than one-third (38%) of respondents are investing in improving their candidates’ experiences within their onboarding programs this year. Background screening can be a source of apprehension for appli-cants, and can have a negative effect on the candidate’s experience. To address this, employers should educate candidates on the employ-ment screening process and properly set expectations. In addition, the background check provider should be accessible to candidates to answer questions and communicate information that is required for the check. Keeping candidates informed and updated on the process can help improve their understanding, comfort, and overall experience with a background check. Clinging to Outdated Processes and Technology The biggest screening challenge for most respondents is reducing time-to-hire (40%), followed closely by improving overall screening efficiency (32%). The critical demand for talent exacerbates this ongoing challenge to speed up hiring. One possible solution to help reduce time-to-hire is to utilize technology to integrate different steps required in an organization’s recruiting and onboarding process. Surprisingly, though, deployment of this kind of technology has been slow industry-wide. For example, only one in five organizations (20%) responding to the survey have integrated their employment screening process with their talent management solution. Most organizations have not taken advantage of the benefits offered by technical integra-tions (61%). Using technology to gain efficiency and save time on the hiring process can help organizations achieve consistent results. “According to the Benchmark Report, only 15 percent of organizations screen employees outside of the U.S. This implies that many employers may be leaving their organizations open to critical hiring risks and incon-sistencies in their hiring policies.” Manual Form I-9 Management Risks Non-Compliance Penalties Only half of respondents (47%) have implemented some level of electronic process in managing Form I-9 and only 12 percent have eliminated paper entirely. By reducing manual procedures, it is easier for the employee and employer to improve the accuracy of the form’s completion, help protect employee privacy, and reduce paper. On top of improving efficiency, electronic I-9 processes can help enhance compliance and help organizations prepare for an audit. A paper-based process that requires good management of paper forms may make it difficult to prepare for an audit and can introduce the risk of large fines and penalties, site shutdowns, or even potential criminal charges in the event of non-compliance. Lacking Global Focus Today’s workforce is increasingly global, but for a majority of companies, their screening programs do not reflect this reality. While companies are hiring workers in offices around the world, domestic applicants for U.S.-based positions may have lived, been educated, or worked in other countries. It’s a best practice for employers to conduct global screening on both global and domestic applicants with international backgrounds. However, performing a background check on an applicant with foreign work and residential histories, or educational experience is a complex process, governed by a variety of laws and regulations, and influenced by cultural sensitivities, that all must be clearly understood. According to the Benchmark Report, only 15 percent of organiza-tions screen employees outside of the U.S. This implies that many employers may be leaving their organizations open to critical hiring risks and inconsistencies in their hiring policies. Due to the complexi-ties involved, it is becoming a common best practice to establish an international screening policy utilizing a centralized team, rather than conducting checks from a variety of offices around the world. More than three-quarters of respondents who screen globally (76%) already have a global screening policy or plan to implement one in the future. And more than half of these (55%) create their policy and perform screening from a single, central location, which allows for more efficient management and consistent processes. Overlooking the Extended Workforce When developing a screening program, organizations often focus on traditional full-time or permanent employees, but that could leave a very wide gap in their screening program – the non-employee or extended workforce. This non-employee segment of the workforce includes contractors, temporary workers, vendor employees, vol-unteers, and part-time staff – all of whom could have access to a company’s personnel, customers, facilities, and intellectual property. Safety, security, and negligent hiring and retention risks can be the same whether an individual is a permanent direct hire, contractor, or temporary worker hired through a staffing agency. Therefore, the extended workforce should be screened to the same standards as a traditional employee since background checks can help mitigate these risks. According to the survey, 29 percent of respondents indicated that they perform some type of background checks on their extended workforce, but that leaves a large majority of employers who are potentially open to these risks. Identify Areas for Process Improvement Finally, it’s critical that every candidate is screened to ensure that they not only meet the qualifications for the role, but also that they meet the risk standards set by the organization for key positions. By examining common employment screening practices and processes, the recent HireRight Employment Screening Benchmark Report demonstrates that there are certain program gaps that are common to many organizations of all sizes and across industries. Employers should take a hard look at their own background screening programs to identify any gaps they may have and re-tool their processes to help ensure that they hire the most qualified talent and improve their competitive advantage. RPO Employment Screening Dan Shoemaker is the Managing Director of the Americas, where he oversees HireRight’s business in the United States, Canada and Latin America. He is responsible for market strategy, business development, client support, and the delivery of HireRight solutions. Visit www.HireRight.com Connect Dan Shoemaker Follow @HireRight Would like to Comment? Please Click Here. Talent Acquisition Excellence Essentials presented by HR.com | 12.2015 Submit your Articles 11


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