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How have you formulated your organisation’s background screening policy?Identify and categorise risk parameters, define the scope of screening and appropriate checks, and then design a severity grid along with the procedure of action. As discussed in the previous issues, a background screening policy is at its effective best when these steps are followed.Employees are the most critical internal resource to an organisation and identification of risks arising out of deploying a workforce needs to be looked into on priority. Answering the questions mentioned in this presentation help in getting a 360 view of risks associated with employees.Employee Verification | Pre- employment background screening | Employee Screening | Employee background check | Background screeningFor more information visit www.authbridge.com
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Does Your Background Screening Policy Identify All Employee-Related Risks?
Who? How? What? When? How Much?
1. Identify Who?
Understanding of the sensitivity of a job role will help define the scope of background screening. Sensitivity of a job role increases as we go up along the hierarchy, viz, job roles at top management levels are 'High Risk' areas as compared to the ground level executives. Therefore, a deeper, more intense due diligence of a CXO is needed while for resources at middle or junior levels checks to be conducted are dependent on job description e.g an executive with access to customer personal data is more sensitive than an executive with access to company proprietary data. A skill-based role needs the ‘skill’ to be authenticated whereas a role which requires a certain ‘attitude’ or ‘approach’ needs authentication of life-skills more than technical skills....
2. Identify What?
Identification of job sensitivity and risks leads to the identification of what checks to be conducted to address those risk areas. Below is a list of few checks: • Address Check • Employment Check • Reference Check • Education Check • Criminal Record Check
3. Identify How Much?
Defining the scope for employee screening is extremely important. • Number of previous addresses, previous employments and references to be checked, for instance, needs to be determined. • At the address what needs to be validated: only duration of stay? Or behaviour as a tenant? • At the employment does only tenure and designation need validation? Or is reporting manager’s feedback important too? • Should the reference’s authenticity be verified too?
4. Identify When?
Getting the timing of employee verification right is critical to taking informed decisions at the right time. Various stages wherein HR can decide on conducting background verification are during pre-offer or post-offer but pre-joining or post joining but pre-on boarding..Depending on the hiring timelines and the criticality of the role, checks can be selected to ensure there are no delays for the hiring team and the expectation from screening is realistic. For example where a criminal record verification from the police or an education verification from the University is required in writing, these checks should be initiated early but should not become the bottleneck for on-boarding.
5. Identify How?
As screening is conducted on stated facts, submission of documents and complete information is required to initiate the verification. Specific authorisations and documents are needed by certain verification bodies or sources. Delays in collecting this information impacts the final result and impacts the timelines. As much as possible the candidate should be made responsible for the authenticity, completeness and timeliness of the documents. Till such time as these decision points are not policy driven, success for screening as a process will not bear fruit.
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