Pre-employment Screening: A Corporate Perspective Asis Seminar
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Transcript of Pre-employment Screening: A Corporate Perspective Asis Seminar
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AIA.COM
ASIS Breakfast Seminar:Pre-employment Screening: A Corporate PerspectiveJeremy Stone, CPP28 February 2011
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Agenda
1. What is Pre-employment Screening?2. Why Conduct Screening?3. Available Types of Check4. Screening Program Considerations5. Conclusion6. Q&A
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1What is Pre-employment
Screening?
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Definitions
Pre-employment Screening:A process for determining whether a prospective
employee is trustworthy or capable of performing the functions required by the job.
Background Verification/Check:The process of checking an individual’s character, general reputation, personal characteristics, or …
[lifestyle] for consideration of employment, promotion, access to sensitive assets … or for
continued employment.
ASIS International (2010), International glossary of security terms. Retrieved February 25, 2011 from http://www.asisonline.org/library/glossary/index.xml.
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2Why Conduct Screening?
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Discourage False Applications
• CV exaggeration commonplace• According to Monster UK (2007):
– 66% candidates prepared to lie– 40% lie about reason left last job– 18% lie about last salary– 10% lie about qualifications
• Diploma Mills• Fake Academic Certificates• Fake Qualifications
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Promote Safe/Secure Workplaces
• In US > 1.0 M workplace violence cases p.a.
• According to US EOC (2007):– 31% of female workers harassed– 7% of male workers harassed – 62% of targets took no action – 43% harassed by supervisor – 27% harassed by a senior employee– 19% harassed by coworker– 8% harassed by a junior employee
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Support Anti-Fraud PolicyPerpetrators of Fraud by Industry
73
65
55
60
24
23
41
44
25
35
39
45
74
69
53
76
0% 50% 100%
Financial
Insurance
Communications
Technology
Hospitality
Manufacturing
Entertainment
Universal
% reported frauds
External Internal Unknown
Price Waterhouse Coopers (2009). The global economic crime survey..Retrieved February 25, 2011 from http://www.pwc.com/gx/en/economic-crime-survey/download-economic-crime-people-culture-controls.jhtml
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Support Anti-Fraud Policy
Profile of External Fraudsters
25
10
20
45
0 10 20 30 40 50
Other Third Parties
Vendors
Agents/Intermediaries
Customers
% reported frauds
Profile of Internal Fraudsters
2
14
42
42
0 10 20 30 40 50
Other Employees
Senior Execs
Middle Mgmt
Junior Employees
% reported frauds
44% 53%
Price Waterhouse Coopers (2009). The global economic crime survey..Retrieved February 25, 2011 from http://www.pwc.com/gx/en/economic-crime-survey/download-economic-crime-people-culture-controls.jhtml
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Reduce Lawsuit Exposure
• Neglecting hiring lawsuits• Negligent retention lawsuits• Other vicarious liability lawsuits
In common law jurisdictions, employers can be held liable under tort law if they negligently provided an employee with ability to engage in an act resulting in injury to another because of the act
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Promote Compliance & Governance
Demonstrate to:• Employees• Customers• Regulators• Shareholders• Future InvestorsThat company has:• Duty of Care• Strong Corporate
Governance Structure.• Robust framework of
Internal Controls
Proc
esse
s
Polic
ies
Proc
edur
es
Prac
tices
Acc
ount
abili
ty
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Reduce Poor Hiring Decisions & Staff Turnover Costs
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Attract & Retain Well Qualified Candidates
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3Available Types of Check
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PES Checks ShouldVerify information about subject’s:• Identity & Contact Particulars• Academic Awards• Professional Qualifications• Employment History• Past/pending legal proceedings (if any); & • Potential conflicts of interest (if any). Include checks/searches of:• Prohibited persons’ lists• Other compliance databases. • Conviction Records• Credit Histories• Bankruptcy Searches• Where legally permissible• In appropriate jurisdictionsChecks can be tailored to candidate type • FTE• Intern• Long term Consultant• Long term Contractor/Vendor
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Checks Available by JurisdictionCountry Education &
Profession Checks
Employment Checks
Credit Check
or local best practice
Criminal Check
COI or Business Interests Search
Financial Regulatory
Search
China Yes Yes No Yes Yes Yes
Hong Kong Yes Yes Civil litigation & bankruptcy Limited Yes Yes
India Yes Yes Limited Yes Limited Yes
Indonesia Yes Yes Bankruptcy No No Yes
Malaysia Yes Yes Civil litigation & bankruptcy No Yes Yes
Philippines Yes Yes Credit check Yes No No
Singapore Yes Yes Civil litigation & bankruptcy Yes Yes No
Taiwan Yes Yes Credit check Yes No No
Thailand Yes Yes Civil litigation & bankruptcy Yes No Yes
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4Screening Program
Considerations
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Legal IssuesData Privacy Laws• Purpose & manner of collection.• Accuracy and duration of retention• Use of personal data• Security of personal data• Information to be generally available• Access to personal dataAnti-discrimination laws:• Race, gender, sexual orientation, religion, nationality,
marital status, pregnancy, etc.Rehabilitation of Offenders:• If only convicted of one offence• < 3 months prison• < HK$10,000 fine• The conviction is expired• Record cannot be used to disbar employment• Subject does not need to disclose it. • Does not apply to – professions, bankers, insurers,
etc.
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In-house or Out-sourced?In-house• Corporate Security Department• Human Resources Department• Do they have requisite expertise & skill-set?• No. of staff required?• Sources of information availability• CostOutsourced:• Size & geographical footprint• Information sources & databases• Technology platform• Ability to conduct cross-jurisdiction checks?• Reliability – turnaround time?• Reputation• Quality control process• Fee structure• Cost effectiveness? Rule of thumb – annual program
cost should equate approx. to a senior manager’s salary
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Screening Program Flaws• Many organizations fail to:
– Seek independent verification– Check criminal & civil litigation records– Check for bankruptcy & credit worthiness– Search prohibited persons & compliance
databases– Identify reputation issues– Identify & resolve potential conflicts of interest– Index & check for persona non grata
• No consistent / fair mechanism to makeadverse hiring decisions
• No corporate screening policy• No formalized program = high exposure to hiring risks
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PES Policy ContentsPolicy Statement:• Conduct & Integrity• Duty of Care• Screening Requirements• Types of Check• Levels of Check• Adverse Decisions• Facility & IT System Access• Data Privacy Statement• Employment Contracts• Legal & Compliance• False or Misleading Statements• Law Enforcement Referral• Persona Non GrataPolicy Rationale & Objectives:Scope & LimitationsPolicy Exceptions• Urgent Hiring Cases• Third Party Screening• Re-hires• Other exceptions
Roles & Responsibilities• Corporate Security• Human Resources• Hiring Managers• Compliance Officers• IT Managers• Screening ProviderScreening Procedures• Candidate selection process• Communication of Job Offers• Collection of Screening Data – Manual/Online• Case Initiation• Case Processing• Discrepancy Reports• InvoicesAdverse Decision Process• Adverse decision criteria• Adjudication panels• Communicating decisionsManagement Information• Reports & Performance Indicators
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Discrepancy Management
• Discrepancy reports & red flags need to be:– Analyzed– Clarified– Categorized– Escalated
• Who conducts this process to:– Ensure consistency– Provide a check & counterbalance– Ensure policy compliance– Act as gate keeper
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Adjudicating Panels
• Comprises of:– Corporate Security– HR Manager– Hiring Manager
• If cannot resolve, canalso include:.– Compliance Officer – Country GM / Dept Head.
• If still cannot resolve:– To HR Director for final decision.
• Detailed decision-making guidelines devised.
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61%
39%
31%
3% 6%
0%
10%
20%
30%
40%
50%
60%
70%
No Issue Discrepancy Resolved Terminated TBC
Discrepancy Case Actions
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5Conclusion
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Conclusion
PES can be an effective risk management tool:
• If the program is carefully planned• Detailed policy document formulated• Detailed procedures formulated• Properly communicated to all stakeholders• Reliable/reputable provider selected• Stakeholder expectations are managed• Centrally controlled & managed
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Questions
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Contact
Jeremy Stone, CPPDeputy Head – Group Corporate Security
American International Assurance Co., Ltd.
AIA Building1 Stubbs Road
Wanchai, Hong Kong SAR
T. +852 2832-8017 F: +852 2893-6890Email: [email protected]