Get Executive Buy-In
Once the process design began taking shape, the threeperson steering committee sought buyinrom all Clevel managers in the U.S. During a series o executive briefngs, the team presented theproposed process design, and took the time to help these managers understand the process, theimplications and the rollout strategy.Once the process was designed and senior executives were on board, the design team startedwriting policies, procedures and general parameters around program rollout and employeecommunication. The steering committee then turned the program over to an implementation team—now tasked with execution across the business.This implementation team was crossunctional in makeup— and consisted o managers rom awide diversity o roles, including:Human resources (generalists)HR inormation systemsSecurityInormation technologyLegalRepresentatives rom the background screening providerInternal communications
Conduct Pilot Programs
Beore launching the program companywide, LexisNexis launched a series o pilot programs, tomake sure the processes and decision logic were sound. The frst pilot screened a small group o senior HR leaders and the implementation team. Once that was done— and minor correctionsmade— the team ran a larger pilot, which screened all the U.S. leaders in HR, legal and securitydepartments, dialing in the review process along the way.“We thought it was important to do these groups frst, to demonstrate to employeesthat the individuals who could potentially be doing investigations, viewing data ormaking recommendations on potential employee actions had already gone throughthis process themselves,” said Tom Smith, Vice President o HR and implementationteam leader.
Phase II: Process Roll-Out
Once the pilot program concluded, LexisNexis was ready to start screening the general employeepopulation. Because o the sheer size o the organization, however, screening all 6,000 employees atonce was simply not easible.“The process o conducting, reviewing and evaluating employee results takes time—and thousands o results coming back at once would have caused a major processbottleneck,” explained Smith.•••••••