| How many times have you heard the following | | | | assure that you are operating respectably: |
| scenario?: A background check is completed on a | | | | 1. Confirm all the usual details, such as education |
| prospective employee and it shows that the | | | | and employment history, and make sure to |
| person has a spotless record. However, later it's | | | | thoroughly interview the person. Multiple |
| discovered that their background isn't clean at all, | | | | interviewers are best, or at least get feedback |
| with multiple problems. | | | | from several acquaintances about personal, |
| It's very common for standard employment | | | | non-professional connections. |
| screening and background checks to miss red | | | | 2. Conduct standard background checks, and even |
| flags due to the statute of limitations expiring | | | | more extensive security investigations if you |
| (seven years in many states), or for other | | | | have doubts or if the situation involves an above |
| reasons. | | | | average potential for risk. |
| The Federal Fair Credit Reporting Act determines | | | | 3. Make sure the candidate signs a release |
| that a dismissal or arrest can't be reported after | | | | consenting to background checks before |
| seven years, unless the person makes more than | | | | employment, and continuing during employment. |
| $70,000 a year. | | | | 4. Assess their personality and proficiency related |
| You could be associating with a villain and not | | | | to the job through several forms of evaluation, |
| even know it if they've managed to keep their | | | | such as psychologist interviews, character profiling |
| conduct secret since their last arrest over seven | | | | tests (e.g., Myers-Briggs), and handwriting analysis, |
| years ago. | | | | which is perfectly legal if you follow ethical |
| Even if a former employer knows about | | | | guidelines. |
| dangerous and, or illegal conduct, they are likely to | | | | 5. Make it clear to the candidate that the final |
| be very concerned about the potential legal issue | | | | decision isn't based on any single assessment, but |
| of telling anyone about it, especially the potential | | | | instead all elements combined, including the |
| employer. The former employer is likely to | | | | background investigations, interviews, evaluation |
| disclose only the basics about a former employee, | | | | methods, and others. |
| such as dates of employment. | | | | Adhering to these practices consistently will |
| It's imperative you cover all the bases in business | | | | drastically reduce your risk of wasted time and |
| or in your personal life to avoid putting yourself at | | | | opportunity, and loss of confidence, security, and |
| risk. | | | | productivity. This will allow you to put more focus |
| Here are five tips for effective personnel | | | | on the reason why you went into business in the |
| screening to help you avoid legal concerns and | | | | first place, increasing your chances of success. |