雇主们意识到他们招聘的环境正在迅速变化。
对歧视性做法的日益敏感促使组织寻找更好地保护自己免受个人诉讼、集体诉讼以及美国平等就业机会委员会 (EEOC) 和其他监管机构审查的方法。
为了应对这种不断变化的环境，许多雇主正在改变他们的招聘方式——特别是他们如何使用背景调查中提供的信息。
他们正在从一刀切的方法（在这种方法中他们可能决定不雇用任何有犯罪记录的候选人）转向对每个候选人的具体履历以及该履历的适用性进行逐案评估个人立场。
然而，对于许多雇主来说，这可能是一个令人生畏的提议，他们可能已经在为招聘时间和内部资源需求而苦苦挣扎。当您可能已经被其他项目淹没时，您如何分配为每位候选人正确执行量身定制的招聘评估所需的时间和精力？
一种解决方案是考虑与成熟的背景筛查提供商合作。一位经验丰富的背景筛选合作伙伴可以帮助您构建一个综合的、一致的评判标准矩阵，让您能够为组织中的整个职位范围做出量身定制的招聘决定。
创建此类决策指导文件可以帮助您实现许多目标，包括：
抛弃过时的招聘规则。记录新标准可以帮助您从不再适用于现代监管环境的旧政策转向更精确的政策。
确定您的要求。开发这个矩阵意味着您应该记录组织内职位的各种特征（例如，职责、接触客户等），这些特征将规定该职位的具体招聘标准。
定义会触发评估的危险信号。一旦记录了特定于工作的要求，您不仅可以确定那些要求仔细查看候选人历史的特定指标，还可以确定这些指标需要在多长时间内出现才能值得检查。
制定您的就业筛选和招聘程序。上述构建块可以帮助您制定正式的招聘和筛选政策，您组织中的每个人都理解并遵循该政策。该政策应解决您的组织是否将康复工作等个人因素作为其招聘评估的一部分，如果是，它将如何获取和权衡这些信息。
为新的和持续的培训提供基础。雇主应通过定期培训员工，在整个组织范围内了解新的招聘政策和程序。
Increased sensitivity to discriminatory practices is leading organizations to look for ways to better protect themselves from individual litigants, class-action lawsuits, and scrutiny from the U.S. Equal Employment Opportunity Commissions (EEOC) and other regulatory bodies.
To respond to this shifting environment, many employers are changing their hiring methods–specifically how they use the information provided during a background check.
They’re moving away from a one-size-fits-all approach, in which they may have decided not to hire any candidate with a criminal record, to a case-by-case evaluation of each candidate’s specific history and that history’s applicability to the individual position.
Yet, this may be a daunting proposition for many employers, which are probably already struggling with time-to-hire issues and internal resource demands. How can you allocate the time and effort needed to properly execute a tailored hiring assessment for every candidate, when you’re likely already overwhelmed with other projects?
One solution is to consider partnering with an established background screening provider. A sophisticated background screening partner can help you construct a comprehensive matrix of consistent adjudication standards, one that allows you to make a tailored hiring decision for the entire range of positions in your organization.
Creating this type of decision-making guiding document can help you achieve a number of objectives, including:
Leaving behind antiquated hiring rules. Documenting new standards can assist you to move away from old policies that are no longer applicable in the modern regulatory environment toward ones that are more precise.
Determining your requirements. Developing this matrix means you should document the various characteristics (e.g., responsibilities, exposure to customers, etc.) of positions within your organization that would mandate the specific hiring criteria for that position.
Defining red flags that would trigger an assessment. Once job-specific requirements are documented, you can identify not only those specific indicators that would mandate a closer look at a candidate’s history, but how recently those indicators need to have occurred to merit the examination.
Crafting your employment screening and hiring procedures. The building blocks above can help you create your formal hiring and screening policy, one that everyone in your organization understands and follows. The policy should address whether your organization will consider individual factors like rehabilitation efforts as part of its hiring assessments, and if so, how it will go about procuring and weighing this information.
Providing a foundation for new and ongoing training. Employers should create an organization-wide knowledge of the new hiring policies and procedures by giving their employees regular training.
