Canadian HR Reporter - Sample Issue

CANADIAN HR REPORTER November 27, 2017 24 FEATURES BACKGROUND SCREENING Improving the candidate experience It's time to rethink screening processes and tailor them to today's job applicants By Rhonda Fairweather A fter job applicants have gone through the gruel- ing process of updating a resumé, drafting a cover letter, sitting through interview after interview, and then adopting a "hurry-up-and-wait" mentality, the last and often most stress- ful step in the hiring process is waiting for a background check to clear. And while this step is vital, it's also important to take the can- didate experience into consider- ation, bearing in mind that a poor screening experience could jeop- ardize the hiring of the perfect employee. One-fifth (21 per cent) of em- ployers that have lost candidates who had accepted a job offer at- tribute it to the screening process taking too long, according to a 2017 survey by CareerBuilder in the United States. Another 20 per cent say that they had a poor expe- rience with background screening procedures. When an employer doesn't ask for the right information from the candidate initially, the back- ground check may be delayed to gather the needed missing information. Hiring managers spend copious amounts of time and energy choosing the perfect candidate, so the last thing they want to do is lose them to another company because the background screening procedure is not effi- cient or candidate-friendly. Luckily, there are a variety of best practices to safeguard top- notch hires, and to be sure em- ployers have the most thorough and accurate screen. Scalability e background screening should be able to accommodate spikes and lulls in hiring, as well as ad- ditional background check com- ponents that may come up less frequently, such as international criminal checks and verifications. For companies establishing a new background screening pro- gram or updating an existing one, it's important to look into the types of checks offered by a provider (such as drug testing, credit checks or global sanctions), as well as the provider's annual screening volumes to assure they can accommodate. Here are other important as- pects to consider with a provider: • Spikes in the screening volume and how these fluctuations will affect turnaround times which, ultimately, will have an impact on how long top candidates need to wait for their results. Know- ing this offers an employer the opportunity to give candidates an accurate time frame as to when they'll receive a response, or to put processes in place to decrease the waiting period. • Coverage in areas where a com- pany may be expanding or ac- quiring high volumes of new cli- ents, specifically if it's a corporate firm with branch offices (domes- tic or international) or a staffing agency working with corporate clients. • Support in language and com- pliance: Employers should work with a vendor that can speak their language — literally. It's also important to choose a vendor that provides compliance sup- port with changing worldwide data usage and privacy laws so you're receiving and providing the most up-to-date information and documentation. Automation Nothing streamlines a process like the automation of manual tasks, such as data entry and the review of background screen- ing results. is makes the entire process more efficient, accelerates screening and job placement, and creates more consistency. One way to automate the screening process is to establish job-specific compliance screen- ing packages that perform the searches and request the appro- priate forms and paperwork for particular positions. is is especially helpful, for example, for health-care staffing agencies screening for doctors. Rather than having to manually order specific screening services related to the health-care field, a staffing agent can simply select the "doctor" screening package, triggering a workflow that will perform the required check and bring up the appropriate forms. ese automated searches can also be region-specific or posi- tion-specific, such as entry-level, management level or executive level, to be sure each position is receiving the appropriate screen. Background checks are not one- size-fits-all, and establishing these screening packages helps compa- nies maintain compliance, ensure accurate screens and avoid legal implications if candidates don't feel they are receiving the right background check. Meet candidates where they're at Millennial job candidates are not used to paper-based processes. Instant gratification, electronic access to everything and efficient processes are an expectation of workers between the ages of 19 and 35. It's important to meet these candidates where they're at in order to attract the best talent within the millennial generation. It's very possible many job appli- cants have never filled out a paper job application. at said, it's important to give job candidates the ability to view, access and apply for open posi- tions online, 24-7. In fact, today's tools allow candidates to complete applications over the internet, in- cluding consents, signatures and other forms. Online forms can also be con- figured to not allow candidates to submit their application if certain required information or fields are missing or incomplete. When all requirements are completed and the application is completed, a background check is automati- cally launched. is means the applicant can initiate and com- plete the screening process with- out any intervention from you or your team. It also lowers costs and speeds up the turnaround time of screening results. A background check raises awareness of an applicant's crimi- nal past and allows an employer to put safeguards in place so that, whether or not the applicant is hired, it is aware of the possible implications her history could have on the company and its employees. And performing the right check the first time creates a more posi- tive and efficient candidate ex- perience. The application and screening process is often the first impression that an applicant has of business operations. If these processes and procedures are inconsistent, clunky, inefficient or lengthy, employers risk losing top talent to a company with more streamlined background screen- ing procedures. Through effective scalability and automation, as well as taking into consideration the needs and habits of today's job candidates, a company can recruit, hire and re- tain the most qualified employees to meet its business needs. Back- ground screening in a fast-paced, overly social and instant gratifica- tion-focused society goes beyond the paper application and should take into consideration the can- didate experience, so it's time to rethink yesterday's screening pro- cesses and tailor them to today's job applicants. Rhonda Fairweather is the general manager of First Advantage Canada, provider of background screening services and technology. She can be reached at rfairweather@fadv.ca or for more information, visit www.fadv.com. Enhanced training Two other factors in an employ- ee's successful return to work are best addressed through training and development of the employ- ee's manager and the provider's case manager. Many managers are unsure of their role in maintaining the con- nection with the absent employee and how to navigate the conver- sation about the return-to-work strategy so it won't be seen as an interrogation. Too often, they shy away from any communication at all. e second factor is the rela- tionship between the employee and their case manager. Case managers can play a decisive role in helping the employee navi- gate the disability, recovery and return-to-work process. ey provide access to resourc- es and services where required, and co-ordinate the details of the return-to-work plan with the employer. For these reasons, employers should look for a provider that demonstrates a commitment to training and development, and has rigorous quality control prac- tices. In particular, they should ask their provider about new practices they're developing or piloting, what outcomes are be- ing achieved and what this might mean for their employees. Solutions within reach Being proactive and recognizing and addressing changing health trends are all actions employ- ers can take to manage health, wellness and disability in the workplace. Developing proactive accom- modation and return-to-work processes, and then aligning themselves with providers that demonstrate a commitment to implementing innovative dis- ability management practices can help employers control their exposure to the rising number, duration, and cost of disability claims. Brad Fedorchuk is senior vice-presi- dent of customer experience and mar- keting, group customer, at Great-West Life in Winnipeg. For more informa- tion and training related to accom- modating workplace disabilities and successful return-to-work strategies, visit workplacestrategiesformental health.com. Be proactive, recognize changing health trends LTD CLAIMS < pg. 21 Credit: Foxy burrow (Shutterstock)

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