Selecting a Vendor

Selecting a
Vendor
Selecting a Vendor

Selecting a
Vendor
Here are some
helpful guidelines
when selecting a
vendor to conduct
background
checks:
Selecting a Vendor

Be patient.
Most credible vendors
will require as many
as five days to
conduct a
thorough background
check, although some
can be accomplished
effectively in as few
as three.
Selecting a Vendor

Rushing through the

process could result
in overlooking
important
Information.
Selecting a Vendor

Hence, if a third-
party agency tells
you that it requires a
week to do
a thorough job, be
patient and think
about how you’ll
feel knowing you
didn’t cut any
corners.
Selecting a Vendor

You get what you

pay for.
Conducting
background checks
can be pricey. The
average cost for a
basic search is under
$100;
Selecting a Vendor

However, a
background check
on an executive can
be more than double
that amount. That’s
because most
vendors charge by
the state.
Selecting a Vendor

If an applicant has
moved around from
one company, or
company location,
to another, the price
is going to be
higher.
Selecting a Vendor

If a vendor offers
to conduct a search
for considerably less
money, be wary.
Selecting a Vendor

Be vigilant about
how the vendor
acquires its
criminal history
information.
Selecting a Vendor

There are three main

methods that vendors
use to acquire this
data: using in-house
researchers,
contracting local court
retrieval service
companies to go to the
courts
for them, and doing
database searches.
Selecting a Vendor

Most credible firms

rely on a
combination
of the three
methods.
Selecting a Vendor

If you are
considering a vendor
that relies on third-
party
databases to conduct
criminal history
record checks, ask if
the court sanctions
the database and how
often the material is
updated.
Selection of Vendor 2

Selection of
Vendor 2
Selection of Vendor 2

Make certain that

the vendor is well
insured
Selection of Vendor 2
Insurance is an
important
component,
especially in the
event of a negligent
hiring lawsuit,
because employers
typically
want to assign
liability onto the
vendor.
Selection of Vendor 2

Ensure the legal

knowledge base
of the vendor
Selection of Vendor 2

For example, any

credible firm that
conducts
background checks
should be
knowledgeable
about the laws,
which governs how
credit information
can be used.
Selection of Vendor 2

It should also be
willing to consult
with HR to ensure
the company knows
how to legally use
the information it
supplies.
Selection of Vendor 2
Conduct a test
run.
Some experts
recommend testing
the abilities of a
vendor before
signing on with
them by providing a
name of someone
known to have a
criminal record.
Selection of Vendor 2

An employer can
then assess how
thorough and
accurate the
vendor’s findings
are.
How to check references

How to check
References
How to check references
Reference
Checks
While some
employers conduct
background checks,
more are likely to
conduct reference
checks that explore
previous employment,
education, and
possibly personal
recommendations.
How to check references

Reference checks
can yield valuable
job-related
information,
provided
you can get former
employers to talk to
you
How to check references

Despite the laws

protecting
employers
that truthfully
provide factual, job-
related information
about former
employees
How to check references

Many employers still

hesitate to verify
much more than
dates of employment,
for fear of being sued
for invasion of
privacy or
defamation of
character.
How to check references

As such, many
employers sigh and
say, ‘‘Why
bother trying?’’
How to check references

There are a number

of very good reasons
to bother. You could
head off many
problems if you
succeed in acquiring
reference
information,
How to check references

Among them
falsified credentials,
possible charges of
negligent hiring and
retention, workplace
violence
incidents, poor
productivity, and
employee theft.
How to check references

1- Internet-Based
Reference Checking
2- Telephonic
references
3- Written References
4- Personal
References
5- Educational
References
How to check references 2

How to check
References 2
How to check references 2
Evaluating
References
While obtaining
reference information
is important, it has no
real value if it’s not
properly evaluated.
By and large,
reference checks
should be viewed as
an interview;
How to check references 2

That is, the person

conducting the
check must listen to
or read the
information
carefully
in relation to the
requirements and
responsibilities of
the job.
How to check references 2

In some ways,
references are more
difficult to assess
than are interviews,
because they tend to
be more subjective.
How to check references 2

Regardless of how
well your questions
are worded, former
employers
may provide biased,
albeit truthful,
positive and negative
responses, which may
cloud the picture of an
applicant and justify
additional checking.
How to check references 2

Also, loss of one

job does not
necessarily mean
failure in another,
nor does it indicate
employee
deficiencies.
How to check references 2

It’s conceivable that

termination could
have been avoided if
there had been
a more appropriate job
match or if the
employee’s
personality had been
more compatible with
that of her manager.
How to Check references 3

How to Check
References 3
How to Check references 3

Guidelines for
Releasing
Information
When it comes to
releasing work-related
information about a
former employee,
consider
the following
guidelines:
How to Check references 3

1- One person, or a
limited number of
persons, should have
the responsibility of
releasing
information about
former employees.
How to Check references 3

These individuals
should be
trained in matters
relating to laws,
such as those
pertaining to
invasion of privacy,
defamation of
character, and
qualified privilege.
How to Check references 3

2- During exit
interviews, tell
terminating
employees what
information will be
provided
during a reference
check. If the
employee is being
asked to leave, make
sure she knows the
reason.
How to Check references 3

3- Try to obtain a
signed consent form
from a terminating
employee,
authorizing
you to provide
relevant reference
information to
prospective
employers.
How to Check references 3

4- Always tell the

truth, and make
certain you have
documentation to
back it up.
How to Check references 3

5- Provide factual,
job-related examples
to support your
statements.
How to Check references 3

6- Make certain that

the person to whom
you are providing
reference
information
has a legitimate and
legal right to it.
How to Check references 3
Guidelines for
Obtaining
Information
To increase your
chances of obtaining
meaningful
information about
potential employees,
consider these
guidelines:
How to Check references 3

Conduct all reference

checks in a uniform
manner. Never single
out only women
or minorities for
reference checks or
follow up on only
those applicants who
strike you as
‘‘suspect.’’
How to Check references 3

If an applicant is
ultimately rejected
because of a
negative
recommendation, be
prepared to
document the job-
related reason.
How to Check references 3
If, while conducting
a reference check,
you discover that an
applicant has filed an
EEO charge against
her former employer,
keep in mind that it
is illegal to refuse
to employ someone
for this reason.
How to Check references 3

Obtain permission
from applicants, on
the application form,
to contact former
employers.
Medical Examination

Medical
Examination
Medical Examination

Post-Interview
Medical
Examination
The medical
examination is given
by a company
doctor or by a doctor
approved and paid
for by the
organization.
Medical Examination

The aim of the pre-

employment medical
is to obtain job-
related information
on the medical
condition of the
applicant.
Medical Examination

Such information
is useful in
Ensuring that person
are not assigned to
jobs for which they
are physical
unsuited.
Medical Examination

Safeguarding the
health of present
employees through
the detection of
contagious diseases.
Medical Examination

Identifying applicant
who have symptoms
of alcohol or drugs
abuse
Medical Examination

Ensuring that
applicant are not
placed in a position
that will aggravate
an existing medical
condition
Medical Examination

Protecting the
organization from
workers
compensation claims
by identifying
injuries and illness
present at the time
the employee was
hired.
Medical Examination

Determining the
applicant eligibility
for group life,
health, and disability
insurance
Medical Examination 2

Medical
Examination 2
Medical Examination 2

The applicant is not

required to have a
physical
examination. It
should be noted that
EEO authorities
sanction the use of
medical examination
only if a legitimate
job requirement.
Medical Examination 2

If medical
examination
systematically
screens out those
with disabilities or
disease that are not
directly related to
the person’s ability
to perform the
job…..
Medical Examination 2

….. and/or do not

adversely affect the
health or safety of
others, they will be
probably regarded as
discriminatory.
Medical Examination 2

Other controversial
issues involve AIDS,
drugs, and genetic
screening.
Medical Examination 2

The court decision

that addiction or
drugs dependencies
is a disability has
thrown into question
the legality of such
screening practices.
Medical Examination 2

Screening for
HIV/AIDS
Although private
employees union
and trade
associations
recommend that
employers should
not test for HIV
AIDS.
Medical Examination 2
However, HR
recruiters are tested.
The army bans the
HIV-positive
recruiters because
soldiers are expected
to fight and bleed.
The army has
similar bans on
recruits with
diabetes and gout.
Medical Examination 3

Medical
Examination 3
Medical Examination 3

Screening for
substance abuse
The screening of
personnel for
alcohol and drug
abuse is also a
sensitive issue.
Medical Examination 3

Australian
companies such as
Qantas use random
drug test arguing
that they are
necessary to
guarantee a safe
working
environment.
Medical Examination 3

Union on the other

hand such testing is
an invasion of
employee’s privacy
and ignore other
factors such as
fatigue that effect
employee
performance.
Medical Examination 3

When I say to
employers that if
you take a sample of
drugs of this worker
at 3 am to check for
your favorite drugs
and alcohol then I
want 50% of the
sample
Medical Examination 3

So I can test for

what the work place
inputting into their
system/ for things
like famous and
diesel as well as
what the roster may
be doing to his
hormones. They get
very shy about that
equity.
Medical Examination 3
However research
consistently show
significant difference
in absenteeism,
involuntary turnover
rates disciplinary
actions, vehicular
accidents and medical
cost between
employees who test
positive and those
who do not.
Medical Examination 3

The national Health

and safety
commission claims
that in almost 40
percent of all work
place deaths the
cause was alcohol.
Medical Examination 3

Organization that
administer
compulsory drug test
should exercise
cautions because of
the considerable risks
of the litigation,
expense , union
opposition and
negative impact on the
employee morale.
Medical Examination 4

Medical
Examination 4
Medical Examination 4

Possible
indicator of
employee drug
usage
How do you know if
an employee is
abusing alcohol,
illegal drugs or
prescriptions drugs?
Medical Examination 4

How do you know if

an employee is
abusing alcohol,
illegal drugs or
prescriptions drugs?
Medical Examination 4

1- Deteriorating
productivity
2- Inappropriate or
angry interactions
with colleagues or
customers
3- Frequent absence
or lateness
Medical Examination 4

4- Continuous rapid
or wandering speech
5- Drowsiness or
frequent breaks
6- Changes in
productivity after
lunch
Medical Examination 4

7- Occasional,
unpredictable
flashes of
outstanding
performance
8- Accidents errors
carelessness or
sloppy work
9- Regularly boring
money from
colleagues
Medical Examination 4

10- Drunken
behavior with or
without the odor of
alcohol
11- Possession of
drug paraphernalia
12- Drug mottos on
clothing or at
workstation, Drug-
inspired jewelry
Medical Examination 4

13- Possession of
variety of medicine
14- Association with
known drug users
Medical Examination 4

An expert reminds
managers that the
same symptoms can
also result from
other causes
Medical Examination 4

Managers who
observe them should
report them to a
trained professional
who knows how to
diagnose drug
related problems and
make referrals.
The Selection Decision

The Selection
Decision
The Selection Decision

The Selection
Decision
The final Step in the
selection process
requires the line
manager to make a
decision to hire or
reject an applicant.
The Selection Decision

The selection
decision can be
made using either a
contemporary
approach or
successive hurdles
approach.
 The Selection Decision
Compensatory Approach

Candidates

Predicators Evaluation Decision

1-Preliminary interview
2-Application form
3-Tests Manager consider all
Manager makes
4-Interview predicator information
decision to hire
5-Background at the end of the
or reject
Information selection process
6-Medical Examination
The Selection Decision

The
Compensatory
Approach
In the compensatory
approach, the manager
considers all the
selection data for
candidates who have
passed the initial
screening
successfully.
The Selection Decision

This allows the

manager to form an
overall impression
of the applicants.
The Selection Decision

Because it
employees more
information and
does not rely on just
one selection
technique the
compensatory
approach should
lead to the more
accurate hiring
decision.
The Selection Decision

In jobs where a
minimum amount of
some ability skill or
knowledge is
critical, However, a
successive hurdles
approach is
recommended.
The Selection Decision

Finally, because
each candidate must
complete all the
steps in the selection
decision is made the
compensatory
approach can be
time consuming and
expensive.
The Selection Decision 2

The Selection
Decision 2
 The Selection Decision 2
Successive Hurdle Approach

Candidates

Predicators Evaluation Decision

1-Preliminary interview Reject Manager

2-Application form Reject Consider each
3-Tests Reject predicator at Manager makes
4-Interview Reject each decision to hire
5-Background Reject Successive stage or reject
Information Reject of the selection
6-Medical Examination Process
The Selection Decision 2

The Successive
Hurdle Approach
In the successive
Hurdle Approach or
multiple hurdles
approach.
The Selection Decision 2

The selection
predictors are
ranked according to
their effectiveness.
For Example, if an
intelligence test has
the highest
correlation with job
success.
The Selection Decision 2

It will be used as the

first hurdle or the
step in the selection
process. Candidates
who move on to the
next hurdle such as
the interview,
reference check and
the soon.
The Selection Decision 2

Until the selection

process is
completed.
Candidates who
failed any hurdle are
automatically
rejected.
The Selection Decision 2
The successive
hurdle approach can
be very economical
by using predictors
such an intelligence
test, to screen out
the best candidate.
Early in the
selection process….
The Selection Decision 2

……The more
expensive
predictors, such as
panel interview can
be saved for the
used with a small
group.