By screening current employees, organizations can prevent costly data and security breeches.
￼￼￼￼By Raj Ananthanpillai
In response to the data deluge, organizations are collecting and analyzing more sensitive, valuable, digital information than at any time in history. In fact, IDC predicts that the amount of data being generated will grow to a whopping 44 zettabytes by 2020. The good news is that this phenomenon is making companies smarter and more efficient. The bad news is that there is no shortage of unethical employees looking to access this sensitive information for personal gain. While many organizations take extensive measures to protect their IT networks from data breaches, they fail to devote the same amount of resources to protecting against threats that are just as dangerous: their employees, contractors, and supply chain participants.
￼Today’s candidate platforms have evolved from workflow systems to decision-making machines.
By Debbie Bolla
For William Marzullo, vice president of talent acquisition for 2020 Companies, not having a true applicant tracking system (ATS) in place was no longer cutting it. The organization, which develops sales, marketing, and training programs for clients, hires up to 10,000 people a year. Its “hodgepodge of technology” lacked the control, consistency, and compliance needed for an efficient hiring process. Marzullo went to market seeking a comprehensive solution that would boost candidate flow, candidate quality, and recruiter performance. iCIMS’s talent acquisition suite fit the bill, and a mere two months after going live, 2020 is already seeing a big difference.
Following the proper steps can help ensure FCRA compliance during the hiring process.
By Audrey Roth
Organizations leverage background screening when hiring new employees in order to protect themselves from making a costly mistake. But candidates are also protected by federal laws, like the Fair Credit Reporting Act (FCRA) that help regulate background reports by promoting accuracy and privacy of information in the files of consumer reporting agencies (CRA), according to the Federal Trade Commission. There are several kinds of CRAs that distribute information about credit history, check writing, and motor vehicle records, among others.
Accurate information—received as quickly as possible—tops the list of background screening metrics.
By Russ Banham
“You can’t manage what you don’t measure” goes the old saying. For organizations, developing a structured list of key performance indicators to measure the quality of background screening services and delivery should not be overlooked. When organizations are looking to quickly fill a position, the ability of the screening provider to expeditiously return background data on a job applicant’s employment, educational, and criminal history is a vital service. “The challenging thing about being a background screening provider is that you’re a software enabled service that is pressured by clients’ costs, profit margins, and compliance demands,” says Gregg Gay, president of Cleveland-based Asurint LLC. “(But) our job is to constantly make sure the information we present is accurate, thorough, and timely.”
Don’t let international employees become liabilities. Bring background screening to a global level.
By Russ Banham
Background screening has proven to be as vital to the recruitment process as the hiring of targeted skill sets. In the United States, companies can accurately vet the educational, criminal, and work experience histories of job applicants. But what about when prospective employees are recruited beyond U.S. boundaries?
2014 Baker’s Dozen Customer Satisfaction Ratings: Screening
By The Editors
Leveraging three tech-driven strategies can improve hiring manager-recruiter relationships.
By Susan Vitale
Let’s face it: Hiring managers and recruiters aren’t always on the same page. Although both parties have the same goal—to find quality candidates for their organization— their working relationship can sometimes be rocky. Is it that hiring managers don’t fully understand what it takes to source, screen, and hire best-fit talent, or do recruiters fail to recognize the key skills, experience, and cultural fit required for some positions? The truth is that there are unique challenges within the business that can make it difficult for recruiters and hiring managers to work in tandem. But there’s a way to strengthen this working relationship. Through the use of the proper talent acquisition technologies, you can turn the tug of war between hiring managers and HR into a higher functioning, mutually beneficial scenario.
By Debbie Bolla, Executive Editor
Confidence. Competition. Potential. Doing what you love.
These are a few words and phrases that made a lasting impact after my deep-dive discussion with four HR industry leaders at the HRO Today Forum this May. The quartet that joined me on stage (pictured above):
• John Wilson, Founder and CEO of WilsonHCG
• Sue Marks, CEO of Cielo
• Paul Harty, President of Seven Step RPO
• Gene Zaino, President & CEO of MBO Partners
Employee confidence levels are seemingly up, said the foursome—and forward-thinking organizations need to get in the game and take advantage of that confidence
Re-Calculating the HR Equation
By Elliot H. Clark, CEO
We just held the 2014 HRO Today Forum in both North America and in Singapore. We are thrilled and gratified at the level of engagement of our audience and thankful for the opportunity to advance the practice of HR. We are also appreciative of the ongoing support of our sponsors, who are the most sophisticated HR services and technology companies in the world
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