X. Making Sense of the Answers


The starting point for making sense of the answers to all of these questions is to be very clear about your job requirements which includes identifying the level of risk associated with performing the duties of the position and the specific skills, knowledge, behaviors, traits and experiences that are required to be successful. A well written job description is the road map to success in hiring the right person, presuming that it is used to guide the process.


There should be a clear nexus between the stated risk level and specific skills, knowledge, behaviors, traits and experiences, requirements in the job description and the type and scope of background check that should be performed.


With this thought in mind, the challenge is to balance the ten factors and the answers to the questions to arrive at a conclusion in order to select a background screening firm that best fits your needs. One of the ways we suggest to firms to balance the selection decision is to assign an importance weight to each of the factors. This will allow you to score providers and make consistent comparisons. The key to this approach is getting the importance rating right so that it properly guides your selection process. This is a decision that has strategic


“There should be a clear nexus between the stated risk level


and specific skills, knowledge, behaviors, traits and


experiences requirements and


the type and scope of background check that should be performed.”


importance to the organization’s talent management strategy and accordingly, it should have the input of senior stakeholders.


This approach will also help to reduce the subjectivity that can creep into the process. For example, the firm that has the slickest and most dazzling presentation may make a great impression, but may not have the same strength of services that a less impressive presenting firm has. The driving force behind the selection has to be matching your requirements as identified in the importance ratings and the strengths that a given provider offers.


One action that we strongly encourage organizations to include as part of their selection process is to meet the team of people that they will actually be working with; the people that will deliver services to them on a day to day basis. During your site visit, ask for a meeting with the service delivery personnel that will be providing services to your account. This is where the synergy between the provider and your organization must be a great fit, not just with the Executives and Marketing/Sales team.


Conclusion


We have presented many of the essential factors that should be considered in selecting a background screening firm and that will help you make an informed selection decision. In addition to our selection guide, we suggest you get a copy of the National Association for Professional Background Screeners (NAPBS®) Model Request for Proposal, which includes the key questions businesses should be concerned about when selecting a background screening firm (see www.NAPBS.com).


In addition, the following emerging issues, tools and information should be considered:


One practice that continues to grow, but has not been widely adapted is Infinity ScreeningTM (post-hire employee screening). With the economy in an upswing, we project Infinity ScreeningTM will continue to grow as businesses recognize it is a valuable tool to manage and mitigate risk.


The trend for use of contingent workers continues to increase as more firms build this into their talent management strategy and commensurately screening in this area needs to increase as well. The level of screening has not increased proportionately with the increase in use of contingent workers leading us to conclude that this is an area of increased vulnerability for organizations, but one we believe is unlikely to be significantly addressed in the near future.


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