Background screens help organizations make the right decision when it comes to their most important asset: talent.
Human resource leaders are facing new challenges when it comes to the background screening of job applicants. While the chief goal of any screen remains an accurate, thorough review of candidates that complies with government regulations, changes buffeting the talent acquisition field mean HR professionals have to consider their screening processes in a new light.Workforce demographics are introducing new challenges. Organizations employing a larger number of contingent workers often require faster screens and new accountability from vendors supplying the contractors. There are also more and more candidates with international experience on their resumes. This is causing the screening process to be equipped to collect data in countries that still rely on unwieldy, paper-based records or have different data privacy regulations all together.
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.
Build long-term employee loyalty with ongoing performance assessment and development.
Bring out the best in employees by helping them discover the why behind their work.
As today’s workplace becomes nearly unrecognizable for older generations, one aspect of it has remained unchanged: humanity’s desire to find meaning and purpose in the work they do. And because jobs take up the majority of employees’ time—especially in today’s hyper-connected, technology-enabled world)—finding meaning at work should be a high priority for both individuals and the organizations they support.
For the millennial generation, this topic takes on added importance. According to a survey conducted by the authors of The M-Factor, more than 90 percent of Millennials said giving back through their work was essential when deciding on a job. Even more, starting in 2017, Millennials are expected to spend $200 billion per year, and one of their expectations is that organizations they spend money with need to go beyond traditional capitalist tendencies.
Ways to ensure organizations—and employees—get the most out of relocation.
It’s no surprise that the cost of relocation continues to plague HR executives. With assignments costing organizations up to $85,000 for homeowners, according to Worldwide ERC, the pressure to stay on budget and show return on investment (ROI) remains critical. According to Brookfield Global Relocation Services’ 2016 Global Mobility Trends Survey, 96 percent of respondents report the push to decrease spend has become more important or is the same as last year.
“Controlling mobility costs is crucial because many parts of our business are trying to work within limited budgets, and when they see how expensive it is to relocate someone or send someone on an international assignment, they often quickly change their minds,” says Jackie Blais, manager of enterprise mobility for global materials manufacturer Avery Dennison.
Today’s leading organizations are relying on data intelligence to drive business decisions. As the contingent labor workforce continues to grow—now reported as being around 50 percent of all workers—HR and procurement leaders understand the true value that data can reveal when it comes to managing temporary staff. In fact, according to research firm Ardent Partners’ 2016-2017 State of Contingent Workforce Management Report, 53 percent of best-in-class organizations convert contingent labor data into usable intelligence.“Accurate reporting and analytics related to cost, compliance, and quality are essential to contingent workforce program success,” says Janice Weiner, global vice president of MSP for Staff Management | SMX.
The data behind cost, compliance, and quality can show the successes—and challenges—of an organization’s program. And as this piece of the talent puzzle continues to grow, getting it right is becoming more critical than ever. “Implementing a comprehensive reporting solution that addresses both tactical and strategic requirements is critical to gain full visibility into contingent labor program activity,” says Jill E. Parrino, vice president of solutions and innovation for Geometric Results, Inc. “The solution should be comprised of meaningful data and insights that span the variety of stakeholders engaged in managing this important labor channel.”
When it comes to contingent labor, stakeholders tend to cross the organizational spectrum from HR and procurement, to finance, IT, compliance, and legal. The metrics that matter to HR will differ greatly from those that impact finance, IT etc. “HR tends to be more interested in metrics that relate to program performance and workforce planning while procurement tends to be more interested in metrics related to spend and savings,” explains Weiner. “That said, in the most successful programs, these interests intersect. For instance, HR may be interested in the cause of turnover and the impact on workforce planning while procurement may be interested in the cost of turnover. By monitoring all aspects of this metric, both HR and procurement can have the opportunity to control turnover and the associated cost.
Every year, a new class of college graduates is released into the world to seek employment and begin building professional careers. Most will work in corporate offices, production facilities, labs, schools, from home, or in the field. Some will become leaders.What’s different now—compared to 20 years ago—is that women comprise the majority of graduates. That is to say, the pool of potential candidates for future leadership positions includes more women than men. Yet women continue to represent only a small fraction of senior leaders in corporate America. Not only are some talented female employees being overlooked for executive and other senior-level roles based solely on their gender, but companies are also hurting themselves by failing to develop that talent. Both the organization and female potential leader lose out when she feels compelled to seek her fortunes elsewhere.
There are numerous factors involved in the dearth of women leaders across the business world, “second-generation bias” is becoming more prevalent—future women leaders need to begin to combat it.
In the past, women faced “first-generation bias” in the workforce, which was characterized by rules that openly prevented women from having opportunities or taking on responsibilities that were available to men. After all, women weren’t even allowed to vote until 96 years ago. Fortunately, modern laws prevent direct discrimination based on gender, and when it does happen, women have legal recourse.
customer service makes the additional cost worthwhile.This month, we cover the pre-employment screening service companies in the annual HRO Today magazine Screening Baker’s Dozen Customer Satisfaction survey. This is a category of service under extreme pressure to commoditize, but the cost of bad service is incalculable. New FCRA regulations make the liability issues enormous (ask Avis about their class action suit). Failure to deliver accurate information is not the only potential area of liability, it is also now highly time sensitive. Service is the ephemeral quality that most clients do not think about until they sense something lacking or until they get a document referring to them as the “defendant”.One of the frustrations I had when I was in the service business was the purchasing function, whether inside or outside HR, conflating everyone as the same. Service practices differ widely even inside an industry. To be fair, all of the marketing from these companies sounds alike. There are sources that can offer you more perspective, and that better service should be worth more money than the cheapest provider in the market. For example, the Baker’s Dozen is one such source. Network with your contacts in the HR suite and get referrals (providers always offer references but they never refer the deals that went badly).You can also attend conferences and network or, if you are interested in a particular company, attend their users conference and talk to current customers. But no matter what you do, if you are unhappy with your current service, do not assume that shopping for better service will result in a savings opportunity. Assuming this may leave you in a budgetary predicament and a self-fulfilling prophecy of future failure.
Often, the most important parts of service culture are ones that cannot be quantified into a master service agreement or a service-level agreement. We all can think of a vendor who has been elevated to the echelon of “trusted advisor”. It’s that ability to elevate their service to help you solve the unexpected problems that is most valuable. The key word in the prior sentence is “unexpected”. It is the unanticipated moments that make all the difference. And, the wisdom and quick reactions of a “trusted advisor” to an emergency are not things you would want to trade for a three-percent lower fee per transaction.
HR needs to buck the trend and fight the commoditization of HR service providers if for no other reason than so that HR is valued MOST for its ability to be the “trusted advisor” in an emergency and a steady provider of services during normal operations. HR needs to back down the procurement and financial resources that would venerate price above other considerations and remember, if you cannot rely on your partners in a crisis, can your clients rely on you?
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