The term “non-employee” may sound strange, but it’s actually becoming quite common and describes an increasingly large percentage of the workforce. According to the most recent U.S. Department of Labor survey, roughly 30 percent of the American workforce (or 42.6 million people) are contingent workers. These employees, though not always physically present in the office, perform many of the same functions, often have access to the same sensitive company information and, in some cases, are offered the same benefits as traditional employees. So shouldn’t they be subject to the same background screening process?
While this seems logical enough, it is not always the case. Despite the risks associated with insufficient screening, some employers don’t feel they have the time or resources to subject contingent workers to a standard screening process and instead opt for a less thorough approach. More often though, the trouble arrives as a result of a miscommunication between the employer and the third-party screening provider that they employ.
By Belinda Sharr
A new wave of workers is arriving, and they hold a Statement of Work (SOW).
When companies have specific tasks that require a highly specific and often specialized set of skills, they may choose to retain SOW workers — especially in cases where they won’t need a permanent employee long-term and the skill-set is too specialized for hire temporary ones.
2015 Baker’s Dozen Customer Satisfaction Ratings: Screening
By The Editors
HRO Today’s Baker’s Dozen rankings are based solely on feedback from buyers of the rated services; the ratings are not based on the opinion of the HRO Today staff. We collect feedback annually through an online survey, which we distribute both directly to buyers through our own mailing lists and indirectly by sending service providers the link to send to their clients.
New direction: single platform for continuous recruiting
By Russ Banham
Yesterday’s ATS (applicant tracking system) was a great way to manage the flood of job applications that overwhelmed hiring managers in the past. By automatically filtering the submissions based on a range of candidate criteria, these applications could be handled in a streamlined and regulatory-compliant manner.
In today’s constant war for talent, the job market has become candidate-driven with more than half of all employers admitting that it’s hard to find candidates with the appropriate skills for the positions they are hiring for, according to CareerBuilder’s 2015 Candidate Behavior Study. Job seekers expect a consumer-grade experience and an unpleasant, slow, or invasive background check can easily turn a candidate off of a potential employer. In today’s marketplace, employers should focus on creating the best candidate experience with their background screening processes.
Why potential buyers should boycott First Advantage, Pre-employ, and SterlingBackCheck.
By Elliot H. Clark
I have never suggested a boycott before, but I have also never been so annoyed at the rank hypocrisy of a group of service providers. Here is a group of companies that tells customers to perform due diligence on prospective employees, but seeks to evade disclosure of strengths and weaknesses. Here is a group of companies that demands prospective recruits be transparent, but tells prospective clients (you), “trust us.” If you think this first paragraph is rife with righteous indignation, keep reading.
Their first defense to this column will be to accuse us of attacking them because they are or are not clients. We feature more than 78 companies a year on the various HRO Today Baker’s Dozen Customer Satisfaction surveys and many of them have little or absolutely no commercial relationship with us. They tell us that they have “opted” out of the survey. Here is the part they are missing: We do not engage this process to allow providers to ascend to the supremacy of Olympus.
By the Editors
HRO Today’s Baker’s Dozen rankings are based solely on feedback from buyers of the rated services; the ratings are not based on the opinion of the HRO Today staff. We collect feedback annually through an online survey, which we distribute both directly to buyers through our own mailing lists and indirectly by sending service providers the link to send to their clients
Once collected, response data are loaded into the HRO Today database for analysis to score each provider that has a statistically significant sample. For this survey, we required 13 responses from 10 companies.
Automation, integration, and mobile tools allow background screening providers to perform their critical role better than ever.
By Russ Banham
Nearly every month in the United States this past year, more than 150,000 open jobs were filled—a welcome sign that the dour employment legacy of the Great Recession is a fast-fading memory. As competition intensifies to recruit qualified workers of all kinds, from full-time employees to the expanding contingent workforce, timing is of the essence.
What we mean is this: The quicker a company can fill an open position, the less likely the chance the quality worker will go elsewhere. This reality has elevated the importance of the time-to-hire metric in managing the effectiveness of a company’s recruitment strategy. What key factor is eating up precious time in this vital metric? Background screening.
From sourcing and screening to interviewing and onboarding, video is a critical tool in the hiring process.
By Audrey Roth
In today’s talent market, attracting, engaging, screening, interviewing, hiring, and onboarding talent is no walk in the park. It takes an average of 52 days to fill a position in the United States, at a cost of nearly $4,000 per hire. To alleviate the challenges and make the process more efficient, more and more companies are turning to a video-enabled approach.
MSPs offer new strategies to land top performers that are choosing to be temporary
By Debbie Bolla
Joe Lentz, vice president of HR for Duke Energy, understands the value of a managed service program (MSP). From business analysts to engineers, the sustainable electric and gas company places more than 3,000 workers annually. Lentz’s vendor neutral program helps the organization find high quality candidates at a competitive price. It also eases staffing through the means of a sole source, resulting in a simplified billing process as well. But much of the value that contingent labor brings to the organization is due to the nature of work: project based.
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