What alternative selection procedures discussed in this chapter could an employer use to screen potential “bad actors” that would not involve outsourced background checks?What would be the implications of using these alternative selection procedures?
Assignment:Recruiting and Retention
Action
Items
Read
the case and associated discussion (Exercising Strategy: Who is Screening the
Screeners?”) on page 263 of the textbook.
In a 3 page document, respond to the three related questions on the top of page 264, using
each question as a section of your paper. Note the addition we have added to the questions (in
boldface type):
a.
What alternative selection
procedures discussed in this chapter could an employer use to screen potential
“bad actors” that would not involve outsourced background checks?What would be the implications of
using these alternative selection procedures?
b.
If one is committed to obtaining
outsourced background checks, what evidence might one want to collect that
would allow an assessment of the value of the information in terms of the
criteria (reliability, validity, and so on) covered in this chapter?What would you put in place to allow
and even ensure such assessments, for example, to verify the validity or lack
thereof that Theron Carter is “a chronic complainer.”
c.
In today’s digitally networked
world, in what ways is it easier for HR managers or line managers to do their
own homework on applicants that would obviate the need for outsourced
background checks? Briefly discuss
the pros and cons of these methods.
Use APA style in your paper.
Use at least 1 credible, scholarly source in addition to
the textbook to support your work. List references used.
Submit your paper to.com/”>turnitin.com. Your professor will provide the necessary
access information so you can upload your paper to the turnitin.com class
assignment site.
Exercising Strategy: Who
Is Screening the Screeners?
In May of 2006, after an extensive
legal proceeding follow- ing the typical procedures for rules of evidence, an
admin- istrative law judge for the Department of Labor concluded that Theron
Carter, a 61-year-old unemployed truck driver from Michigan, was a hero. Carter
was a whistle-blower, bringing to light safety violations at his place of
employ- ment that could have cost the lives of many innocent drivers. Despite
being told by his supervisor to ignore a series of violations, Carter persisted
in his objections, up to the point that he was eventually fired. The judge con-
cluded that Carters termination was illegal and ordered the firm to pay him
damages and back pay. The only prob- lem, however, is that Carter is still
unable to obtain work, because despite eliminating the discharge from his
record, the background checking industry still has him listed as a chronic
complainer based on his former supervisors report.
One can understand why, in an age
when employers are constantly seeing and reading stories in the press regard-
ing workplace violence, theft, and fraud, some would feel the need to closely
vet each and every employee. This is especially the case since many employers
can be held legally responsible for the illegal acts of people they hire via
various negligent hiring lawsuits. Under U.S. law, lawsuits claiming negligent
hiring are uncapped, and hence there is no limit to the liability that
employers face if found guilty. For this and other reasons, over the last 10
years, the number of employers who conduct routine background checks has gone
from 51% to 96%. In fact, demand for this information is so strong that one is
see- ing unprecedented growth in the employee background checking industry.
Among the major players in this indus- try, in the period between 2007 and
2008, revenue is up over 20% and profits up over 50%. This has attracted a
number of new entrants to the industry, and as one would expect, this type of
growth in an essentially unregulated industry has led to a number of problems.
Perhaps the biggest problem within
this industry over the last 10 years has been the expanding scope of background
investigations. In the early days of the indus- try, screening companies merely
searched for objective information related to past criminal history, and
perhaps credit history. Increasingly, however, firms are going well beyond this
and assembling digital dossiers based upon telephone interviews with friends,
co-workers, and former bosses. Untrained call-center employees inquire about work
habits, personal character, drug and alco- hol consumption practices, and just
about anything else that the source wants to talk about. Unlike past crimi- nal
convictions, however, that are typically handed out only after passing some due
process criterion, almost all of these charges are just gossip and hearsay.
Thus, in Theron Carters case, the background screening firm removed his
termination from the record because it was court ordered, but still maintained
that he was a chronic complainer, a charge they assert was not specifically
addressed by the judge.
Lester Rosen, president of the
Employment Screening Resources, notes that essentially this is the Wild, Wild
Westan unregulated industry with easy money and, ironically, not a huge
emphasis on hiring quality people to do the screening. Most companies compete
on speed and price, and not accuracy, which is more difficult to assess. For
this reason, Rosens firm still sticks strictly to criminal record and credit
history checks as their service provided, and leaves the collection of all
information regarding skills and personalities to more qualified and trained HR
specialists. Since organizations are now increasingly being sued for
discrimination claims based upon faulty back- ground checks, this might be a
good policy for all orga- nizations. At the very least, as a potential job
applicant, you might want to check the accuracy of what these com- panies are
saying about you. Most of these firms will share their information they have
about you and correct it fora fee. It is again ironic, that the less accurate
you suspect the company is, the more you would probably be willing to pay for
that service.
Questions
1. What alternative selection procedures discussed in this chapter
could an employer use to screen potential bad actors that would not involve
outsourced background checks?
2. If one is committed to obtaining outsourced back- ground checks,
what evidence might one want to col- lect that would allow an assessment of the
value of theinformation in terms of the criteria (reliability, validity, and so
on) covered in this chapter?
3. In todays digitally networked world, in what ways isit easier for
HR managers or line managers to do their own homework on applicants that would
obviate the need for outsourced background checks?
SOURCES: F. Hanson, Burden of
Proof, Workforce Management, February 2010, pp. 2733; C. Terhune, The
Trouble with Background Checks, BusinessWeek, June 9, 2009, p. 58; F. Hanson
and G. Hernandez, Caution amid the Credit Crunch, Workforce Management,
February 16, 2009,
pp. 3536; A. Hedger, Three Ways to
Improve Your Employee Screening, Workforce Management, March 16, 2009, pp.
2630.Action
ItemsRead
the case and associated discussion (Exercising Strategy: Who is Screening the
Screeners?”) on page 263 of the textbook.In a 3 page document, respond to the three related questions on the top of page 264, using
each question as a section of your paper. Note the addition we have added to the questions (in
boldface type):a.
What alternative selection
procedures discussed in this chapter could an employer use to screen potential
“bad actors” that would not involve outsourced background checks?What would be the implications of
using these alternative selection procedures?b.
If one is committed to obtaining
outsourced background checks, what evidence might one want to collect that
would allow an assessment of the value of the information in terms of the
criteria (reliability, validity, and so on) covered in this chapter?What would you put in place to allow
and even ensure such assessments, for example, to verify the validity or lack
thereof that Theron Carter is “a chronic complainer.”c.
In today’s digitally networked
world, in what ways is it easier for HR managers or line managers to do their
own homework on applicants that would obviate the need for outsourced
background checks? Briefly discuss
the pros and cons of these methods.Use APA style in your paper.Use at least 1 credible, scholarly source in addition to
the textbook to support your work. List references used.Submit your paper to.com/”>turnitin.com. Your professor will provide the necessary
access information so you can upload your paper to the turnitin.com class
assignment site.Exercising Strategy: Who
Is Screening the Screeners?In May of 2006, after an extensive
legal proceeding follow- ing the typical procedures for rules of evidence, an
admin- istrative law judge for the Department of Labor concluded that Theron
Carter, a 61-year-old unemployed truck driver from Michigan, was a hero. Carter
was a whistle-blower, bringing to light safety violations at his place of
employ- ment that could have cost the lives of many innocent drivers. Despite
being told by his supervisor to ignore a series of violations, Carter persisted
in his objections, up to the point that he was eventually fired. The judge con-
cluded that Carters termination was illegal and ordered the firm to pay him
damages and back pay. The only prob- lem, however, is that Carter is still
unable to obtain work, because despite eliminating the discharge from his
record, the background checking industry still has him listed as a chronic
complainer based on his former supervisors report.One can understand why, in an age
when employers are constantly seeing and reading stories in the press regard-
ing workplace violence, theft, and fraud, some would feel the need to closely
vet each and every employee. This is especially the case since many employers
can be held legally responsible for the illegal acts of people they hire via
various negligent hiring lawsuits. Under U.S. law, lawsuits claiming negligent
hiring are uncapped, and hence there is no limit to the liability that
employers face if found guilty. For this and other reasons, over the last 10
years, the number of employers who conduct routine background checks has gone
from 51% to 96%. In fact, demand for this information is so strong that one is
see- ing unprecedented growth in the employee background checking industry.
Among the major players in this indus- try, in the period between 2007 and
2008, revenue is up over 20% and profits up over 50%. This has attracted a
number of new entrants to the industry, and as one would expect, this type of
growth in an essentially unregulated industry has led to a number of problems.Perhaps the biggest problem within
this industry over the last 10 years has been the expanding scope of background
investigations. In the early days of the indus- try, screening companies merely
searched for objective information related to past criminal history, and
perhaps credit history. Increasingly, however, firms are going well beyond this
and assembling digital dossiers based upon telephone interviews with friends,
co-workers, and former bosses. Untrained call-center employees inquire about work
habits, personal character, drug and alco- hol consumption practices, and just
about anything else that the source wants to talk about. Unlike past crimi- nal
convictions, however, that are typically handed out only after passing some due
process criterion, almost all of these charges are just gossip and hearsay.
Thus, in Theron Carters case, the background screening firm removed his
termination from the record because it was court ordered, but still maintained
that he was a chronic complainer, a charge they assert was not specifically
addressed by the judge.Lester Rosen, president of the
Employment Screening Resources, notes that essentially this is the Wild, Wild
Westan unregulated industry with easy money and, ironically, not a huge
emphasis on hiring quality people to do the screening. Most companies compete
on speed and price, and not accuracy, which is more difficult to assess. For
this reason, Rosens firm still sticks strictly to criminal record and credit
history checks as their service provided, and leaves the collection of all
information regarding skills and personalities to more qualified and trained HR
specialists. Since organizations are now increasingly being sued for
discrimination claims based upon faulty back- ground checks, this might be a
good policy for all orga- nizations. At the very least, as a potential job
applicant, you might want to check the accuracy of what these com- panies are
saying about you. Most of these firms will share their information they have
about you and correct it fora fee. It is again ironic, that the less accurate
you suspect the company is, the more you would probably be willing to pay for
that service.Questions1. What alternative selection procedures discussed in this chapter
could an employer use to screen potential bad actors that would not involve
outsourced background checks?2. If one is committed to obtaining outsourced back- ground checks,
what evidence might one want to col- lect that would allow an assessment of the
value of theinformation in terms of the criteria (reliability, validity, and so
on) covered in this chapter? 3. In todays digitally networked world, in what ways isit easier for
HR managers or line managers to do their own homework on applicants that would
obviate the need for outsourced background checks?SOURCES: F. Hanson, Burden of
Proof, Workforce Management, February 2010, pp. 2733; C. Terhune, The
Trouble with Background Checks, BusinessWeek, June 9, 2009, p. 58; F. Hanson
and G. Hernandez, Caution amid the Credit Crunch, Workforce Management,
February 16, 2009,pp. 3536; A. Hedger, Three Ways to
Improve Your Employee Screening, Workforce Management, March 16, 2009, pp.
2630.
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