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Hiring Tip: Look For Employees Who Fit Your Culture

Wednesday, January 5th, 2011

criminaldata.com, employeescreeningblog.com, employement screening If your businesses not only made it through the recession, but is gearing up for higher sales or productions, congratulations! You’ll probably be venturing back into the hiring pool, too—and if it’s been a while since you’ve dipped a toe in it, this is a good time to re-think your previous strategies and try something new.

Hire for Good Fit and Train For the Job
Sure, experience counts for a great deal when you’re hiring a new employee. But for long-term success, a number of companies look at how well employees fit their culture, not how many years of experience they’ve gathered.

Zappos is an online mega-store, which started out selling shoes but now sells clothing and accessories, too. Zappos‘ employees work hard toward common business goals—and they think of themselves as a family. And when it comes to hiring new employees, Zappos’ carefully-crafted company culture rules. (You can’t let just anybody into your family.) They look for people who are “fun and a little weird.” Potential hires also must embrace the company’s nine other core values, including “be humble,” “do more with less” and “deliver WOW through service.”

Another example of success is Southwest Airlines—pretty much the only profitable airline around. Southwest hires for attitude and trains for skills. Their interview process includes group tasks, which help determine if an applicant has the right attitude and/or leadership abilities. They want more employees who have fun, don’t take themselves too seriously and are “passionate Teamplayers.” At Southwest, they know that “Happy Employees = Happy Customers. Happy Customers keep Southwest flying.”

If you’re going to be hiring employees soon, you might want to adopt some of these ideas as your own.

Tips For Hiring Employees Who Fit In

  1. Look for passion: for your company, your product or service, and for life.
  2. Find out if an applicant has the same values as your company: if fun is important in your company culture, a dour employee won’t be as successful as one that loves to have fun.
  3. Embrace individuality. Don’t limit your hiring to clones of yourself or other employees.
  4. Ask applicants to do something unusual: Like write an essay about their hobbies, goals or grandparents. Have them meet your team, send in a video, or list their top ten movies, books, or albums.

Remember, even if you think you’ve found a perfect-fit employee, it’s always smart to conduct a thorough pre-employment screening. Checking an employee’s background, including credit check and criminal records check, is the only way to know for sure that you’re making the best and safest hiring decision.

SHRM Tells EEOC of “Compelling Public Interest” in Employee Credit Checks

Friday, November 19th, 2010

credit check, background check, employee background checkLast month the Equal Employment Opportunity Commission (EEOC) conducted a public hearing about employers’ use of credit history when making hiring decisions. The goal of the EEOC was to determine the extent of the practice, its effectiveness, and potential impact on various populations.

While some states have restricted use of credit reports in hiring decisions, most have not taken action against pre-employment credit checks. According to the EEOC Chair at the start of the hearing “questions have emerged about the fairness of the practice, whether the results…correlate to job performance and whether there are any adverse impacts.”

A representative from the Society for Human Resource Management (SHRM), a respected industry association, told the commission that the federal government should not eliminate an employer’s use of credit histories to make hiring decisions. Christine Walters said, “SHRM believes there is compelling public interest in enabling our nation’s employers…to assess the skills, abilities and work habits of potential hires.”

She also brought to the commission’s attention that employers typically do not conduct background checks and credit checks on employees until they are about the make a job offer. This contradicts the opposing belief that employee credit checks are discriminatory or represent a form of economic segregation.

SHRM Research on Employee Background Screening

  • Recent data revealed that only 13 percent of organizations surveyed conducted credit checks on 100% of job candidates. 47 percent take the credit history of candidates for selected jobs into consideration.
  • 91 percent of employers conduct credit checks only for jobs with financial or fiduciary responsibilities; 46 percent check the credit histories of senior executive candidates and 34 percent only check those who would have access to confidential employee information.
  • Four out of 10 organizations do not conduct credit checks.
  • Credit history ranked lowest on a list of criteria employers use in hiring decisions.
  • Medical bills are not typically considered when scrutinizing employee candidates’ credit histories. And only 11 percent of respondents consider home foreclosures.
  • The vast majority of employers—87percent—allow candidates the opportunity to explain their credit check report results.

Walters also told the EEOC that while employers typically don’t tell candidates they can’t work for them because they have bad credit, they want the option to use credit histories to help determine which candidate is the most qualified. The Commission did not disclose whether it will issue any guidance on the issue of employers’ use of credit histories.

What Employee Traits are Employers Looking for Today?

Wednesday, November 3rd, 2010


pre employment screening, background check employeeHiring employees
has been off the to-do list for business owners struggling to recover from a down economy and for those who are again starting to do well after a couple of tough years. So, what has changed? Have employers’ needs changed due to a different economic reality? Have potential employees changed, too?

Ask a dozen employers what they’re looking for in employees today, and you’ll probably hear a variety of answers—as well as some commonalities. Here are a few answers we’ve received to that question:

Attitude: “I’m seeing a new commitment to work from potential employees,” says Andrea, a floral shop owner. “A respect for me as an employer and a real desire to work is replacing the ‘you owe me a job’ attitude that some employees exhibited over the past several years.” Andrea says hiring for attitude is her #1 goal. “Positive people contribute to a great company culture and make customers feel great about dealing with my company.”

Appreciation: “I want people who appreciate my company and my customers,” says Kevin, a heating and air conditioning company owner. “They represent me with every interaction and I can’t afford to hire employees who are not customer-centric.” Kevin makes sure he asks every potential employee to give examples of how they have gone above and beyond for customers in their previous jobs. “If they can’t answer that question, I won’t hire them.”

Excellent references: With so many more people looking for work, it pays to know whom you’re hiring. Checking with previous employers, running pre-employment screening checks and calling references are more important then ever before.

Easier recruiting: Your best new employee could be a link or two away. “I ask my contacts on LinkedIn for referrals when I’m hiring,” said Jeanne. “And, I ask my employees if they know of a good person for a particular position.” Employees usually try to make good recommendations, since it reflects directly on them.

Community involvement: “I always look closely at applicants who say they volunteer or are otherwise active in the community,” said Mark. “Their contacts usually become my customers.” And it goes both ways. Mark says he works toward supporting the groups hisvolunteer with. “It makes for a better community, which is important when times are tough.”

Using Social Media to Recruit New Staff

Thursday, October 14th, 2010

employee screening blog, pre-employment screeningAnd the survey says… more Human Resources professionals are using social networks to augment or replace traditional recruiting techniques. According to a social recruiting survey by Jobvite, an online social recruiting service company, 83% of businesses polled said they are already or planning on using social networks to find new employees this year.

In the sense that referral hires in general are stronger and of higher quality, it’s fitting that social network recruiting would be a natural way to attract the great-fit employees who already know about your company and are inclined to stick around longer.

Jobvite’s survey indicates:

  • 46% of respondents plan to spend more on social recruiting in 2010 than in 2009
  • 38% will spend less on third-party recruiters and search firms
  • 36% will spend less on job boards
  • Only 17% use no social networking or don’t know if they will use social networking for recruiting new staff

Why less on job boards? Respondents rated job boards last for candidate quality; referrals were rated highest. Only 17% of companies surveyed planned to spend more on job boards in 2010 than they did in 2009.

Another interesting fact is that Jobvite’s first survey in 2008 showed that more than twice as many recruiters used LinkedIn than Facebook as a social network recruiting tool; Twitter didn’t even appear as a response to “what social networks do you use for recruiting?” This year, 78% of those surveyed indicated they use LinkedIn, 55% use Facebook and 45% use Twitter.

HR managers are also using social network tools to research candidates through LinkedIn (over 70%) and Facebook (nearly 50%). About 60% used search engines to research job seekers—perhaps as simply as Googling each name.

With both the cost of recruiting and the number of candidates for every position going up, it can make sense to take advantage of low-cost or free tools to improve the quality of your next group of job interviewees.

And don’t neglect to conduct thorough pre-employment screening before you hire! No social network will tell you whether a new hire has a criminal history or is a financial risk to your company.

Interviewing Candidates: It’s More than Just Asking Questions

Thursday, September 9th, 2010

employeescreeningblog.com, employment screeningWhen that nervous job applicant walks into your office, it’s not enough to just ask questions and take notes. There are so many personality quirks, body language giveaways and clues to a candidate’s skills or lack thereof that you could be missing. Taking stock of a potential employee’s complete package is a better way to evaluate a good fit for your company.

Six Other Things to Look for in Job Candidates

Do they pay attention to the little things? We’ve heard of flawlessly-produced resumes followed by a thank-you email full of errors and misspellings. Or a cover letter addressed to the wrong company. A telephone message returned more than 48 hours later. Even of candidates parking in a handicapped space. Lack of attention to these details is an indicator of things to come.

Are they polite? An HR manager we once knew followed every interview with a quick walk through the company’s offices, asking receptionists and others who had contact with the candidate how they were treated. She often heard that an applicant who was exceedingly polite to her was surly to the staff.

Are they engaged? Showing an interest in the position duties, the company culture, the department, and the person they’ll report to are good signs. An interviewee who has absolutely nothing to say when asked if they have any questions is either unprepared or uninterested.

How are their phone manners? Telephone interviews are more common these days. While not as formal as an in-person interview, serious candidates will take them seriously. That means no taking calls at a party or the mall, no laying in bed for the call, and definitely no munching, crunching, drinking or smoking.

Do they follow instructions? Do you offer interviews to candidates who do not provide a cover letter, even though your advertisement asks for one? Then why are you surprised when they become employees who do not follow instructions properly?

Are they on time? This is a no-brainer. Unless there was an accident or other unavoidable circumstances, there is no excuse for being late to an interview.   Conversely, it’s rude to show up for an interview more than 10 minutes early. Candidates who are too late or too early think their time is more important than yours.

When you pay attention to a job applicant’s complete package, you may find the real truth about whether or not you should hire them. And don’t forget to conduct thorough pre-employment screening for background information you need to make the right hiring decision.

Workplace Violence: 7 Warning Signs

Wednesday, September 1st, 2010

employeescreeningblog.comPreventing violence against employees is an employer’s responsibility—and not one to be taken lightly. Being aware of the risks and taking steps to make your company a safe workplace are the first steps in a successful violence prevention policy.

Seven Warning Signs Of Potentially Violent Behavior

  1. Threats: either direct or veiled threats of harm
  2. Aggressive or inappropriate actions: Intimidating, belligerent, harassing and bullying behavior
  3. Weapons: Bringing one to the workplace or inappropriate references to or a fascination with weapons
  4. References to workplace violence: agreeing with violence as a solution to a problem, fascination with incidents of workplace violence, or identifying with perpetrators of workplace homicides
  5. Indications of desperation to the point of contemplating suicide: over finances, family problems, or other personal problems
  6. Drug and or alcohol abuse
  7. Extreme changes in behavior

These signs differ from broader examples such as a worker who has experienced the ending of a relationship, or one who has been to counseling. Those are not indicators of workplace violence any more than are broad age-group (men in their 40s) or physical descriptions (wears black clothing).

Rather, the seven behaviors above are not to be ignored—they are clear signs that something is wrong. Identifitying and dealing with an employee who exhibits these behaviors may help prevent workplace violence. Depending on the behavior, the solutions can range from immediate police intervention to disciplinary action or referral to professional help.

Providing employees with a company policy on workplace violence tells them that management takes it seriously and that their reports of threats or unusual behavior will be dealt with. Failing to provide a policy, take reports seriously and deal with threats means employers will fail at preventing violence as well as instilling trust.

Employees must be trained in how to recognize signs of violent behavior and encouraged to report it. Emergency procedures should be practiced so that all staff members know what to do in the event of an incident.

Management can take advantage of training to learn how to take disciplinary actions and diffuse anger, as well as handling crisis situations. Most important, management must ensure that appropriate pre-employment screening is conducted on every employee. Knowing whether the candidate you’re about to bring into the workplace has a history of arrests, criminal activity or violent behavior is the one of the best ways to prevent future workplace violence.

While workplace violence incidents can occur at the hands of people without criminal pasts, thorough employee background screening also includes checking references and talking to previous employers about an employee’s work history, handling of emotional issues, anger management and temperament.

Preventing workplace violence is one of the most important duties of an employer. Educate yourself, your management team and your staff on the seven signs of potentially violent behavior.

Nebraska Man Accused of Setting Up Phony Background Check Company

Thursday, July 15th, 2010

Federal investigators in Bellevue, NE arrested a man for running a background check scam. The FBI accuses him of forming a fake background check company and charging consumers $600 for each bogus background check. His total take for this fraudulent activity was a whopping $170,000!

According to reports, the 51-year-old man had previously been indicted on wire and mail fraud charges before he started his latest scam company. Apparently, he indicated he could run FBI and Interpol background checks on anyone—which is not true. FBI records are not generally available to the public.

It’s far too easy for scammers to find victims who will pay $600 for a fake “FBI-quality” background check. Employers and hiring managers should do their due diligence and make sure they’re using a reputable employee background check company.

How can an employer be sure a pre-employment screening company is legitimate? Ask the following questions:

For more information about our pre-employment screening services and background check services ranging  from $25 to $160 on average, please see our newly-redesigned website.

I Need to Hire An Employee—Now What?

Thursday, May 20th, 2010

Congratulations—your business not only survived the economic downturn, but it’s growing—and now you need to hire your first employee. You might be a great pastry chef, shoe shop owner, or candlestick maker—but if you don’t know a W-2 form from a can of WD40, you might have a big problem.

Relax—hiring your first employee is not as tough as you think. There are plenty of resources on the web, as well as at your nearest state and federal tax offices, where the staff will supply all the proper paperwork and manuals. They want to make sure you are completely compliant with all the taxes you’ll be responsible for.

You’ll need to obtain an Employer Identification Number, set up a payroll system, file withholding taxes, and report the new employee to the federal government. You’ll also need to register with your state employee office for their disability or worker’s compensation program, or obtain your own disability insurance.

But first, you need to get through the hiring process. Determine exactly what you need from your employee. Make a list of every single task you want the employee to perform. Write down all the things that are not being done well—or at all—because you cannot get to them. The list may be longer than any single employee could take on—but write them down anyway. You’re going to cut the list to a manageable number.

Write a quick job description, based on the list. Think of it as the goals you need help reaching and the tasks required to meet them. Keep the job description flexible enough to change it to fit your needs and the employee’s skills after he or she has been in place for a month or so.

Think about the education and skills needed to perform the job you’ve just described. Don’t forget physical requirements, like standing for several hours, reaching, bending, or lifting 25 pounds. These are all important aspects of your job listing.

Next, determine pay and benefits. Your local Economic Development Office and Small Business Administration are great places to research local pay rates. Or, check a site like PayScale.com, and you can find out what your job title average pay is, nationwide, or narrow your search by geographical location.

Now you’re ready to advertise. Most employers advertise online through local newspapers and Craigslist.com or use large online job boards like Monster.com and CareerBuilder.com. Yahoo, Facebook, and Twitter are also great ways to get the word out that you’re hiring. And don’t forget word of mouth—you’re more likely to find a great employee through someone you already know.

Once the resumes start coming in, weed out those that don’t meet your qualifications. Of the qualified applicants, some may no longer be interested (if they accepted another job, for example) and others may expect a higher wage than you can pay. How to find out? Conduct a telephone interview, and ask a few pointed questions about availability, ability to perform the job, and interest in the position at a certain wage range.

Call in the finalists for in-person interviews and have them fill out applications. You can find templates online or create your own. Be sure to have a separate permissions page for background screening and credit check. Pre-employment screening should be part of your new hire process. You don’t want to subject your business to an employee with an arrest record for embezzlement or who lies about her employment record.

The last step is to choose the best-fit employee, based on background screening results, your impressions, and qualifications. Personality has a lot to do with choosing the right employee, but don’t let emotions get in the way. Even if you really like a person, it doesn’t mean they’re the best employee for you!

Preventing Employee Embezzlement

Wednesday, April 7th, 2010

Office Manager Pilfers $645,000 from Car Dealership

Finance Manager’s Theft Causes Interactive Business to Shut Down

Furniture Store Suffers $250,000 Loss through Bookkeeper

These headlines are real. Every single day, real employees steal loads of money from their employers. In the United States alone, the amount of property and cash stolen by employees adds up to nearly $1 trillion each year. Whether it’s done by taking property or cash out the door, or falsifying balance sheets, deposits, and checks, embezzlement is a huge problem for businesses.

Often, employees who are charged with embezzlement have a fiduciary relationship with the employer—they are in a position of trust, with access to bank accounts and financial records.

How do they do it? Some embezzlers set up relatives or themselves as phony vendors in the bookkeeping system, then pay phony invoices with real company checks. Others just write checks to themselves or pay their personal bills with company checks.

Embezzlers often start out with small amounts, gradually building up to larger sums when they don’t get caught. Others tell themselves they’ll take the money “just this once,” but find they are unable or unwilling to stop—even after the credit card is paid off, their child’s medical expenses are paid, or they buy themselves a new car.

The guilt felt by an embezzler is often replaced with justification that they are undervalued or underpaid, and therefore the company owes them the money they are stealing. Others feel no guilt whatsoever, and are simply stealing for their own financial gain. For some employees, opportunity is the only “license to steal” that they need.

So how does an employer remove opportunity from the equation—and prevent employee embezzlement?

Be diligent: Managers and owners must have their hands in the business. Know where records are kept, and review them regularly. Are bills or checks outstanding? Are invoices missing? Be an authorized signer on bank accounts, and review activity and statements online. Keep tabs on petty cash, deposit slips, and profit and loss statements.

Listen: Don’t discount when customers complain about double billing—it could be a sign that checks are being detoured to an employee’s account. And if employees report suspicious behavior among their ranks, deal with it immediately. Let employees know you trust them, and care about their job satisfaction. Nip bad attitudes in the bud.

Pay Attention: Employees who regularly offer to work overtime are either great to have, or a potential problem. But what about when the workload doesn’t require it? Staying late with no supervision—especially for an employee with access to cash and financial records—is something embezzlers do.  Embezzlers also spend money they don’t earn—so watch for signs of spending above salary should allow. Driving a new car, showing off expensive jewelry or bragging about trips and pricey restaurants are potential warnings.

Screen employees: Pre-employment background screening is critical to prevent fraud. But don’t stop there—occasional screening for established employees who have access to fiduciary information is also essential.

Employers don’t need to be paranoid about employee fraud. Reasonable safeguards and common sense supervision of employees is often all that is needed to prevent embezzlement. But even the sharpest managers have been fooled by embezzlers—and it can happen to any business.

Alabama Campus Shooter Possibly not Properly Screened before Hiring

Wednesday, February 17th, 2010

Reports are surfacing that the professor charged with the fatal shooting of three colleagues last week in Alabama had a violent history that perhaps could have been discovered—with more thorough background screening.

Amy Bishop, who also wounded three others, had more than one incident in her criminal past. She was arrested in 2002 for assaulting a woman in a pancake restaurant—over a child’s booster seat. She shot and killed her brother in 1986, in what was officially ruled an accident. And she was questioned about a mail bomb received by her supervisor at Harvard.

The question remains: was this information available, and not acted upon by the University? Or did the University of Alabama use an insufficient level of pre employment screening for Amy Bishop’s position?

Employers typically choose from several levesl of background screening. The lowest level might be enough for a back office employee with no client contact, on-the-job driving, or access to sensitive data. On the other hand, day care providers and nursing homes, who work with vulnerable populations, need all the information they can get on a potential hire.

Why not the University of Alabama? Isn’t it better to know more, rather than less, information on a university professor, who is in a position of power and influence over students?

Now that the damage has been done, and the victims’ families face untold grief and loss, it is easy to look back and wish things had been done differently. Instead of regretting inaction, isn’t it better to take all possible actions—before workplace violence occurs?