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May 2007
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It’s been estimated that one third of applicants falsify
their employment application and 1/20 of applicants falsify key
data such as social security numbers, driver’s license numbers,
etc.You can protect
yourself.
Think hard before you determine
which background checks are appropriate. Check with your peers
in other organizations to see what they’re using. And find
an expert in the field of background checking to help you sort
through the myriad of vendors and resources.
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Make sure you have all the
proper releases authorizing you to acquire the background information.
Not all forms are complete.
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Don’t rely only on State
criminal searches alone. Most crimes are committed in and recorded
only on county systems.
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Has the person moved from
county to county or state to state? Make sure you’re collecting
the information you need.
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Medical Testing
Many organizations have a need for pre-employment physicals, including
drug testing. So that you’re not violating the Americans
With Disabilities Act, be sure you only conduct these tests after
extending a conditional offer of employment. Also, select the
appropriate positions requiring such tests.
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Determine what physical criteria
needs to be evaluated.
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For
example, if lifting is your concern, what are the weight requirements,
how frequently is lifting, does it also include walking and carrying
the weighted items, climbing, reaching, bending, etc.?
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What
other physical requirements can be assessed?
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Have
you provided the medical examiner with the job description and the
details of what to evaluate for?
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Drug
testing is considered a medical examination and may only be performed
after the conditional offer.
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Have
you selected and developed a relationship with a drug testing facility?
Or are there more convenient tests available?
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There’s so much more
that could be included here. If you have more questions, feel
free to call me. I also have contacts with Background Check and
Assessment resources, if you’d like some ideas where to start.
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If
you're not
having fun
with your
human resources,
call Arlene today
at 952-996-0975 |
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Double
Checking Candidates
|
 I
know we’re entering summer, not December, but the “Making
Your List and Checking It Twice” header can also apply
to your hiring practices. Do you have a list of ideal qualifications,
skills, traits and personality criteria in mind (or better yet,
in writing) to make sure you’re hiring what you and your
organization needs? If not, you may be doing yourself a disservice
by going more on “gut” and less on a factual search.
I believe that gut plays
a big part in selection. You may have a candidate who is perfect
on paper but not so perfect in person. You’re not required
to hire the candidate who doesn’t have the full spectrum
of talents they need to succeed. But when your gut feels good,
the person seems right on paper and the person has the interpersonal
skills and personality you’re seeking, are you going one
step further to make sure that what the employee is selling
you is an accurate product?
Those of you who have heard
me speak about hiring and interviewing, have heard me say that
the hiring process is a dual-sales event. We’re selling
the candidates on our organization and they’re selling
us on their skills and abilities to perform the job.
The real question is how
we can make sure the employee is selling/representing themselves
accurately. Our candidates are exceptionally skilled in interviewing
and we typically spend a relatively short time with them during
the interview process. As such, we have trouble “getting
into the heads” of the candidates to really know who they
are and what they can do.
Copyright (c)
2007 Arlene Vernon, HRx, Inc.
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Avoid
Buyer's Remorse
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Our hiring objectives
is to avoid the “evil twin” concept, where we hire
the great candidate and their evil twin shows up for work.
As such, we need to use a wide variety of tools to give us
more information than the interview allows.
Assessments: There
are a wide variety of assessment tools companies can use to
better understand the personality traits, work habits, and
abilities of our candidates. When using such a tool, be sure
to administer them to all candidates in the same stage of
employment.
For example, assess all
final candidates for specific positions, so that you’re
not discriminating. Also, determine your specific assessment
objective. For example, are you looking to assess personality
fit with the team or innate abilities to be competent in the
position?
Skills Tests: Truly
reflect on what you really need the candidate to perform.
If it’s an administrative position, what software must
they be proficient in? If the position requires technical
skills, how can you determine whether their level of expertise
only allows them to answer your interview questions or whether
they can truly apply depth in technical applications.
Determine whether you
can create your own skills assessments or whether there are
pre-developed assessments you can purchase. Check with other
organizations in your industry to see if they’ve developed
something you can “borrow.” Again, consistency in
implementation is key to avoid discrimination.
Background Checks:
I think we’re often more trusting than we should be when
it comes to conducting criminal, driving and financial background
testing of candidates.
A client of mine recently
interviewed for a position and the candidate presented herself
as exceptionally capable, professional, knowledgeable, mature,
etc. But considering the candidate would be working in the
business owner’s home, we discussed conducting a criminal
background check. Thankfully, the owner did. As you probably
already have realized, the candidate had a deep history of
criminal offenses that were grounds for immediate disqualification.
Without acquiring this
vital information, who knows what could have happened.
Don’t take any risks
– from the skills or the background perspective. Increase
the odds of hiring the right person for the job by considering
the whole of the candidate, not just what their selling.
Copyright (c) 2007
Arlene Vernon, HRx, Inc.
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| About
Arlene Vernon |
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Arlene Vernon,
PHR, partners with small businesses as their Human Resource Xpert
to create their HR systems and solve their HR problems.
If you have gaps in your HR operation, have an employee problem
to solve, or want to enhance your managers' skills, call Arlene
today. Learn how HRx can save you time and help you avoid costly
HR mistakes. HRx, Inc., Eden Prairie, MN 55344, 952-996-0975,
www.HRxcellence.com.
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