d to have all but disappeared in smart companies. However, due to the lack of knowledge of some human resource personnel when it comes to things like criminal records, credit reports, and driving histories, some have fallen prey to those who would sell them “employment screening” at the touch of a button. As you will see later, this can pose a big problem.

Why do you need to know this simplified history? Simple – not all companies evolve equally, and

We have all heard in recent years that the need for a substantive policy of conducting pre-and post-employment background checks exists in more than just defense contractor and fiduciary-based enterprises. Today, with the overwhelming preponderance of employer liability litigation, and with negligent hiring being the focal point of round-table discussions of some of the plaintiff’s firms, the need for thorough background checks has been substantiated. This is a common sense perspective, not only from the standpoint of getting the best possible people for the job, but also to protect a company form this type of litigation.

In 1979, our company set out to learn how to not only provide the best possible background checks, but also to determine just where “factual employment screening” would fall in the scheme of things. To understand why “screening” is where it is today, one needs a little history of the subject.

In the beginning, screening usually started with the security department. These were typically highly qualified, deeply motivated, wholly energetic, recently retired law enforcement professionals who were completely inundated. After being given the entire responsibility for the safety and security of the company, its executives and their families, they were given the task of qualifying those who would pass through the gates each day as employees. Since these individuals were for the most part “old boys,” they sometimes used, in today’s politically correct terminology, “improper” methods of “checking out” the applicants.

This responsibility typically stayed in the security department until about the late 1970s, when what are now called human resources departments saw the need to get in the loop for what was to become “employment screening.” Needless to say, those “improper” methods referred to have all but disappeared in smart companies. However, due to the lack of knowledge of some human resource personnel when it comes to things like criminal records, credit reports, and driving histories, some have fallen prey to those who would sell them “employment screening” at the touch of a button. As you will see later, this can pose a big problem.

Why do you need to know this simplified history? Simple – not all companies evolve equally, and

is a common sense perspective, not only from the standpoint of getting the best possible people for the job, but also to protect a company form this type of litigation.

In 1979, our company set out to learn how to not only provide the best possible background checks, but also to determine just where “factual employment screening” would fall in the scheme of things. To understand why “screening” is where it is today, one needs a little history of the subject.

In the beginning, screening usually started with the security department. These were typically highly qualified, deeply motivated, wholly energetic, recently retired law enforcement professionals who were completely inundated. After being given the entire responsibility for the safety and security of the company, its executives and their families, they were given the task of qualifying those who would pass through the gates each day as employees. Since these individuals were for the most part “old boys,” they sometimes used, in today’s politically correct terminology, “improper” methods of “checking out” the applicants.

This responsibility typically stayed in the security department until about the late 1970s, when what are now called human resources departments saw the need to get in the loop for what was to become “employment screening.” Needless to say, those “improper” methods referred to have all but disappeared in smart companies. However, due to the lack of knowledge of some human resource personnel when it comes to things like criminal records, credit reports, and driving histories, some have fallen prey to those who would sell them “employment screening” at the touch of a button. As you will see later, this can pose a big problem.

Why do you need to know this simplified history? Simple – not all companies evolve equally, and

subject.

In the beginning, screening usually started with the security department. These were typically highly qualified, deeply motivated, wholly energetic, recently retired law enforcement professionals who were completely inundated. After being given the entire responsibility for the safety and security of the company, its executives and their families, they were given the task of qualifying those who would pass through the gates each day as employees. Since these individuals were for the most part “old boys,” they sometimes used, in today’s politically correct terminology, “improper” methods of “checking out” the applicants.

This responsibility typically stayed in the security department until about the late 1970s, when what are now called human resources departments saw the need to get in the loop for what was to become “employment screening.” Needless to say, those “improper” methods referred to have all but disappeared in smart companies. However, due to the lack of knowledge of some human resource personnel when it comes to things like criminal records, credit reports, and driving histories, some have fallen prey to those who would sell them “employment screening” at the touch of a button. As you will see later, this can pose a big problem.

Why do you need to know this simplified history? Simple – not all companies evolve equally, and

ees. Since these individuals were for the most part “old boys,” they sometimes used, in today’s politically correct terminology, “improper” methods of “checking out” the applicants.

This responsibility typically stayed in the security department until about the late 1970s, when what are now called human resources departments saw the need to get in the loop for what was to become “employment screening.” Needless to say, those “improper” methods referred to have all but disappeared in smart companies. However, due to the lack of knowledge of some human resource personnel when it comes to things like criminal records, credit reports, and driving histories, some have fallen prey to those who would sell them “employment screening” at the touch of a button. As you will see later, this can pose a big problem.

Why do you need to know this simplified history? Simple – not all companies evolve equally, and

d to have all but disappeared in smart companies. However, due to the lack of knowledge of some human resource personnel when it comes to things like criminal records, credit reports, and driving histories, some have fallen prey to those who would sell them “employment screening” at the touch of a button. As you will see later, this can pose a big problem.

Why do you need to know this simplified history? Simple – not all companies evolve equally, and in order to understand whether or not you are going to get your pilot program of employment screening to fly, you need to know where the exposure for negligent hiring will rest in the scheme of things. Talk about inner conflict – try to become thoroughly knowledgeable in either the security or human resources area, let alone both! These are two disciplines, which may rarely see eye to eye on anything.

But you are going to have to know both equally well if you re charged with spearheading the drive to get your company’s management to commit to a competent policy of factually screening employment candidates, regardless of your position. In this era of “political correctness” we are often reminded that, more often than not, something cannot be “right” or “wrong” because of the judgmental connotations those words convey. Employment screening is not immune to this distinction, but as well all know, facts are facts, and vent the best con artist can’t dispute them. This is why you must be thorough in conducting a background check.

This article will not address drug testing, psychological testing referencing, or verification work, as these areas do not yet have as many legal implications surrounding them, and most employers have their own methods which are about as unique as fingerprints. However, the following recommendations are suggested for a comprehensive screening program.

Three “Must Knows”

You must know the person’s true identity by obtaining positive candidate identification. Major recent studies have shown that as much as 20% to 30% of the population maintains undisclosed aliases or AKAs. This is critical, since checking a wrong name for criminal convictions will yield a “no record” response almost every time. There are many ways that an identity can be verified and cross-checked witho