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Recruitment & Retention

 

Combine High-Tech and High-Touch International Background Screening

Traci Canning

 

Roughly a third of companies conduct some form of international screening either for U.S. hires with an international component, or for local hires in foreign offices, according to HireRight’s “2008 Background Screening Benchmarking Report.”

Yet, global screening has languished on many companies’ to-do lists as talent managers try to understand the complexities — and their options — in rolling out a worldwide program. Non-U.S. information verification can be more complex, with a myriad of country-specific nuances to consider. This may lead some companies to pass on screening the non-U.S. components, or forego screening of entire foreign offices.

Inconsistent screening exposes a company to risk and litigation, whereas a successful global screening program leverages technology and a personal touch to ensure accuracy, security, quality of hire and regulatory compliance. There are several key components to do this effectively.

Build the screening program on a global technology platform. Make data collection systematic, fast, convenient and secure, and ensure consistency in the screening process and compliance with various global data-security and privacy laws. For maximum impact, the global technology platform should employ Web-based technologies for accessibility and ease of use, and harmonize the applicant experience with compliance in the interface. Also, automate a system’s back end for operational efficiencies and data security at the process level. The system should provide metrics reporting and audits at the country, regional and global levels. Program analytics allow managers to easily evaluate the screening program and identify inconsistencies or weaknesses.

Do your compliance homework. Every country has its own laws governing how information can be obtained, transmitted, used and stored. Companies must be mindful of these nuances for regulatory compliance. Regulations protect the applicant’s personal information from privacy invasion, as The Fair Credit Reporting Act does in the U.S. In Hong Kong, third parties, including employers, may not request a criminal history from police authorities; only applicants can secure such reports.

Countries also store and report data differently. In Latin America, records are filed by the mother’s maiden name, and in Asia Pacific, a provider must understand first name/surname combinations to retrieve records.

Leverage international and local experts. Technology can help a screening program run better and faster, but it shouldn’t replace an expert human touch. Understanding local context facilitates a program’s success. Seek out professionals or providers with extensive track records and willingness to share their experiences. Industry associations or user groups are great places to find people who have or will roll out a global screening program. Those who have been through it can avoid program blocks and act as knowledgeable sounding boards for ideas.

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