| As an employer, you should not approach employee | | | | background checks, decide which offenses should |
| screening haphazardly. There are several steps to | | | | result in eliminating the candidate. For example, a |
| creating and implementing an effective process. The | | | | criminal record may dissuade you from hiring a person. |
| goal of screening your job candidates is to protect | | | | However, if the incident happened many years ago, |
| your company from disruption and lawsuits while | | | | the conviction may be less-relevant. |
| making the workplace a safe environment for your | | | | Step #4: Establish Procedures For Disqualification |
| staff. In this article, I'll describe the 5 steps you need to | | | | You should create a set of procedures that detail |
| take to establish an employee screening policy. | | | | what your company will do in the event that an item in |
| Step #1: Job Segmentation For Targeted Employee | | | | a job candidate's background disqualifies him from a |
| Screening | | | | position. Part of this procedure should include allowing |
| While you should be conducting employment | | | | the applicant to explain the item. You'll want to create |
| background checks on all potential hires, some | | | | a formal notice. This notice can alert the applicant that |
| positions in your company may require a higher level of | | | | you have made a preliminary decision not to hire him |
| screening. For example, if you're hiring someone to | | | | based upon an item uncovered from his past. |
| operate delicate machinery, dangerous devices, or | | | | Step #5: Be Consistent With Employee Screening |
| sensitive information, you'll want to investigate an | | | | Practices |
| applicant more rigorously than otherwise. Segment the | | | | Once you have created an employee screening |
| jobs for which you'll be hiring people. Then, identify the | | | | program, it's critical that you implement it consistently. If |
| jobs that may require deeper screening. | | | | your company is ever sued for negligent hiring |
| Step #2: Decide Types Of Information Needed | | | | practices, being able to show a consistent procedure |
| Each position will likely carry its own set of risks for | | | | through which you conduct employment background |
| your company. Each set of risks will determine the | | | | checks will be invaluable. |
| types of information you'll need to investigate during | | | | Create Your Employee Screening Program |
| your employee screening procedure. For example, if | | | | While it takes time and careful planning to create, |
| you're hiring someone who will drive a company | | | | establish and implement an employee screening |
| vehicle, you'll need to review that person's driving | | | | program, it should play a key role in your hiring |
| history. If you need to hire a CPA, you should find out if | | | | practices. Employers who fail to do this expose their |
| they truly earned relevant degrees and credentials. | | | | businesses to the possibility of lawsuits, workplace |
| Step #3: Identify Employee Screening Red Flags | | | | violence, theft and other disastrous incidents. Once you |
| You'll discover items in your applicants' histories that | | | | have created your program and made it an integral |
| are less-than-favorable. Maybe they've been | | | | part of your hiring procedure, you can be confident |
| convicted of theft or domestic abuse. Or, their credit | | | | that your company is far less vulnerable. |
| history may be poor. Before starting your employment | | | | |