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全球背景筛查成功的 8 个步骤

人力资源和安全领域的最大趋势之一是不仅在国内而且在国际上都需要一致的就业背景审查

由于美国总部的管理人员承担了这项计划的任务,因此对一致和全面的全球验证的需求变得越来越普遍。然而,许多公司仍然不确定计划结构和从哪里开始。

公司对执行国际背景筛选计划有很多担忧。在最近的 观火背调 调查中,大多数公司表示他们担心一个常见的未知因素——信息可用性。公司在推出新计划时也担心合规性和计划一致性。

为了帮助解决全球筛选问题并为您提供成功启动计划的途径,观火背调  概述了成功启动国际背景筛选计划的以下八个步骤

  1. 确定项目所有权
    启动国际项目最艰巨的任务之一是项目所有权。在程序甚至可以开始开发之前,必须定义组织所有权。在此阶段,还要评估需要推出的计划的范围和规模。

  2. 制定政策
    在制定政策时,请花时间确定任何特殊的组织或区域需求。这可能是顺从或文化阻力。利用这段时间获得组织的支持并预先解决问题。

  3. 设计您的流程
    按国家或业务单位确定当前的背景筛选工作流程,以确保您的全球政策可以作为全球实践实施。为全球计划开发基本工作流程,可根据合规性或当地环境的需要稍作修改,并将计划的流程社会化,以避免出现不可预见的障碍。

  4. 为变更管理做好准备 变更管理
    是新计划启动中最常被低估的部分之一。由于背景筛查对于某些业务单位或国家办事处而言可能是全新的,因此明确确定受影响者的范围、流程、意图和期望至关重要。

    该计划的成功还取决于改变的好处和不改变的风险的沟通。一定要听取反对意见并在流程早期解决问题。

  5. 定义计划细节
    此时,您应该有组织的支持,但仍需要确定计划的后勤。您需要确定背景调查的类型,并根据国家或需求概述要求的灵活性。

    在每个位置设计您想要的程序布局和用户数量。此外,开始制定您的发布计划和时间表,以及您是否计划全球发布或分阶段实施。

  6. 为实施和培训分配资源
    对于全球推广,实施和培训的成功可能决定您的计划是否被真正接受。设置用户和用户配置文件以及确保对所有潜在用户进行培训将需要适当的资源和足够的工具(例如,在线培训或教程)才能正确执行。

  7. 在上线期间公开沟通
    如果已遵循所有其他步骤,上线过程应启动从项目实施团队到稳态项目管理的知识转移过程。团队应该一起支持任何问题或问题,并开始制定初始计划指标。

  8. 审计和审查
    进行事后分析并审查吸取的教训。如果任何计划活动需要调整或修订,请相应地修改计划。最重要的是,创建一个流程来定期审查计划的有效性和接受度。这有助于您保持对筛选计划的控制和可见性,并传达挑战和成功。

  9. employment background screening not only domestically, but internationally as well.

  10. With managers at US headquarters being tasked with this initiative, demand for consistent and comprehensive global verifications is becoming more pervasive. However, many companies remain uncertain about program structure and where to begin.

  11. Companies have numerous concerns about executing an international background screening program. In a recent HireRight survey, most companies indicated they are concerned with a common unknown—information availability. Companies also fear compliance and program consistency when they roll out a new program.

  12. To help address global screening concerns and provide you with a path to a successful program launch, HireRight has outlined below eight steps for successfully launching an international background screening program.

  13. Determine Program Ownership
    One of the most daunting tasks in launching an international program centers on program ownership. Before a program can even begin development, organizational ownership must be defined. During this phase, also assess the scope and scale of the program that will need to be rolled out.

  14. Develop a Policy
    While developing your policy, spend time to identify any special organizational or regional needs. This may be compliance or cultural resistance. Use this time to gain organizational buy-in and address concerns up front.

  15. Design Your Processes
    Identify the current background screening workflows in place by country or business unit to ensure that your global policy can be implemented as a global practice. Develop basic workflows for the global program that can be modified slightly as needed by compliance or local context and socialize the planned processes to avert unforeseen roadblocks.

  16. Prepare for Change Management
    One of the most frequently underestimated parts of a new program launch is change management. As background screening may be completely new to some business units or country offices, clearly identifying the scope, processes, intentions, and expectations to those affected is crucial.

    Success of the program also hinges upon communication of the benefits of the change and the risks of not changing. Be certain to listen to opposing viewpoints and address concerns early in the process.

  17. Define Program Details
    At this point you should have organizational buy-in, but will still need to identify the logistics of the program. You will need to identify the types of background checks and outline the flexibility for requirements by country or needs.

    Design your desired program layout and number of users at each location. Also, begin developing your launch plan and timelines, as well as whether you plan a global launch or phased approach.

  18. Allocate Resources for Implementation and Training
    For a global rollout, implementation and training success may define the true acceptance of your program. Setting up users and user profiles, as well as ensuring training for all potential users will require appropriate resources and sufficient tools (e.g., online training or tutorials) for proper execution.

  19. Openly Communicate during Go-Live
    If all other steps have been followed, the go live process should initiate the knowledge transfer process from project implementation team to steady-state program management. Together, the teams should support any issues or questions and begin development of initial program metrics.

  20. Audit and Review
    Perform a post-mortem and review lessons learned. If any program activities need adjustment or revision, modify the program accordingly. Most importantly, create a process for periodic review of program effectiveness and acceptance. This helps you keep control and visibility of the screening program and to communicate the challenges and successes.


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