你无法管理你无法衡量的东西。这是一句古老的管理层格言，在当今忙碌的“事半功倍”的工作场所中可能更有价值。为了进一步扩展您的资源，您必须消除任何重复工作或导致预期系统崩溃的过程。
通过跟踪和分析您的背景筛查计划中的各种趋势，您将了解更多信息并能够确定值得解决的现有问题领域。一旦得到解决，您将在整个公司的安全招聘流程中取得可衡量的成功和显着改善。
从表面上看，招聘筛选的组成部分似乎相对简单：根据公司标准进行背景调查和药物测试，审查报告结果，然后做出最终的招聘决定。
但对于人力资源和安全专业人员，就业筛选还可以包含一些重要指标，用于改进招聘和招聘流程、强制执行筛选政策合规性并确保更安全、更高效的工作环境。
通过为筛选计划制定和采用以下四个基本人力资源指标，您将能够对整体招聘和招聘流程产生积极影响，并从筛选工作中获得最大收益：
成本……无论您是在内部执行全部或部分筛选过程，还是将工作完全外包，跟踪公司在筛选上的支出都非常重要。通过生成每次招聘的筛选成本（按地区、按工作类型、按部门等），您可以更准确地为明年做预算并预测未来的人数。此外，通过计算每次“命中”的成本（发现的不良记录），您可以确定了解负面信息所花费的金额，这有助于您证明在筛选计划上的花费是合理的。
此外，可以建立指标来显示在筛选本身上花费了多少以及在第三方费用或政府附加费上花费了多少。当这些报告每年汇总或每季度跟踪时，它们可用于解释新员工成本并证明整体筛选计划的成本是合理的。
质量……一个难以捉摸的衡量标准。但是，通过就业前筛选，候选人的质量可以系统地通过因背景调查发现的“命中”或不良记录而未被录用的申请人数量来衡量。通过跟踪有多少筛选报告返回“命中”，并特别跟踪不良记录是否遵循任何模式（例如，过度的机动车违规行为，更积极的药物记录），您可以使用这些信息来了解求职者的素质贵公司并调整招聘工作以进行补偿。
例如，如果您的报告分析显示出越来越多的申请人获得虚假教育证书的趋势，您的招聘人员可能能够找到新的/更好的申请人来源和/或调整他们的职前筛选面试，以更深入地调查候选人的教育经历。
时间……招聘过程中最宝贵的商品是时间。对于现在需要填补职位空缺的招聘经理来说，时间紧迫。对于可能在工作之间、需要稳定收入并有其他工作机会的候选人来说，时间至关重要。你不能让他们中的任何一个等待。
很可能您已经在跟踪“招聘时间”指标，从职位申请开始到候选人开始的那一天。作为此指标的一个子集，您还应该跟踪按筛选过程的组件细分的特定筛选周转时间。这将帮助您更准确地预测“聘用时间”标准并进行调整以减少筛选过程中的任何时间间隔。
例如，如果申请人执行药物筛选后从实验室接收药物筛选结果所需的时间显着影响您的“聘用时间”数字，您可以制定一个商业案例来简化此流程：部署使用“电子监管链”表格代替标准纸质表格，或实施即时现场药物测试计划，以便在公司的人力资源办公室立即进行药物测试。
此外，通过了解影响筛选周转时间的每个组成部分，您可以更准确地为候选人提供决策时间表，并提前设定期望，避免让他/她失去另一个职位。
统一政策遵守情况……除了报告筛选计划和招聘工作的具体细节外，筛选指标还可用于深入了解各个成本中心或业务部门的政策遵守情况。通过在公司范围内比较筛选指标，您将能够发现可能导致您制定政策或流程改进的汇总模式和不一致之处。
例如，如果您的纽约和佛罗里达办事处的年度招聘人数大致相同，但报告显示佛罗里达在筛选方面的支出远高于纽约，您可以使用筛选指标来分析佛罗里达办事处是否招聘更多“ “低于标准”的申请人最终没有通过背景调查，或者纽约办公室只是没有筛选它最终雇用的所有申请人，或者其中一个办公室只是以与你的筛选政策不一致的方式进行背景调查。有了这些知识，您可以更深入地探索公司分支机构的招聘和招聘实践，并确保政策在全公司范围内合规。
并且不要忘记在您的背景筛选指标上“关闭循环”。为了影响您未来的招聘和筛选实践，您不仅必须衡量项目的历史趋势，而且还必须定期审查这些衡量指标并对其采取适当的行动。
如果您使用自动申请人跟踪系统，特别是如果您使用 观火背调 的自动管理报告，生成和跟踪上述指标很简单，应该成为您正在进行的数据捕获程序的一部分。
无论您的公司如何执行其筛选计划，捕获和分析筛选指标都可以提供对当前流程的宝贵见解，并推动招聘和招聘程序的改进，最终帮助您的组织实现其总体战略目标。
By tracking and analyzing various trends in your background screening program, you’ll know more and be able to identify existing problem areas that are worth addressing. Once addressed, you’ll be on your way to measured success and marked improvement in your safe hiring processes across the company.
At face value, the components of employment screening seem relatively straightforward: perform the background check and drug test according to company standards, review the report findings, then make the final hiring decision.
But for human resources and security professionals, employment screening can also encompass some important metrics used to improve recruiting and hiring processes, enforce screening policy compliance and ensure a safer and more productive work environment.
By developing and employing the following four basic HR metrics for your screening program, you’ll be able to realize a positive impact on your overall recruiting and hiring processes and get the most from your screening efforts:
Cost… whether you perform all or part of the screening process in-house or you outsource the job completely, it is important to track how much the company is spending on screening. By generating a per-hire screening cost (by region, by job type, by department, etc.) you can more accurately budget for next year and forecast for future head count. Additionally, by calculating your cost per “hit” (adverse record found), you can identify the amount spent to learn about negative information which helps you justify the spending on your screening program.
In addition, metrics can be established to show how much is spent on the screening itself and how much is spent on third-party fees or government surcharges. When these reports are rolled up annually or tracked quarterly, they can be used to explain new-hire costs and justify the cost of your overall screening program.
Quality… an elusive benchmark to measure. But with pre-employment screening, the quality of a candidate can systematically be measured in the number of applicants that are not hired due to a “hit” or adverse record uncovered by the background check. By tracking how many screening reports come back with “hits” and specifically tracking if the adverse records follow any patterns (e.g., excessive motor vehicle violations, more positive drug records) you can use the information to understand the caliber of applicant seeking a job at your company and adjust recruiting efforts to compensate.
For example, if your report analysis shows a trend towards more applicants with “hits” for false education credentials, your recruiters may be able to find new/better applicant sources and/or adjust their pre-employment screening interviews to probe more deeply into a candidate’s education history.
Time… the most precious commodity in the hiring process is time. Time is ticking for the hiring manager who needs the job filled now. Time is essential to the candidate who may be between jobs, in need of steady income and have other offers on the table. You can not afford to keep either of them waiting.
Most likely you are already tracking “time-to-hire” metrics from the moment a job requisition is opened until the day the candidate starts. As a sub-set to this metric, you should also track the specific screening turnaround time broken down by the components of your screening process. This will help you more accurately forecast “time-to-hire” standards and make adjustments to reduce any time lapses in the screening process.
For example, if the time it takes to receive the drug screening results back from the lab after the applicant performs the drug screening is impacting your “time-to-hire” numbers substantially, you can make a business case to streamline this process: deploy an “electronic chain of custody” form in lieu of the standard paper form or implement an instant on-site drug testing program where the drug test can be performed instantly at the company’s human resources offices.
In addition, by understanding each component that impacts your screening turnaround time, you can more accurately provide a decision timeframe to the candidate and set expectations in advance to avoid losing him/her to another position.
Uniform Policy Adherence… along with reporting on the specifics of your screening program and recruiting efforts, screening metrics can also be used to garner insight into policy adherence at individual cost centers or business units. By comparing screening metrics company-wide, you’ll be able to uncover aggregate patterns and inconsistencies which could lead you to develop policy or process improvements.
For example, if your New York and Florida offices have roughly the same number of annual hires, but reports show that Florida is spending far more on screening than New York, you can use your screening metrics to analyze whether the Florida office is recruiting more “sub-par” applicants that ultimately don’t pass the background check or the New York office is just not screening all the applicants it ultimately hires or one of the offices is simply performing background checks in a manner inconsistent with your screening policy. With this knowledge, you can probe deeper into the hiring and recruiting practices of your company’s branch offices and ensure policies are compliant company-wide.
And don’t forget to “Close the Loop” on your background screening metrics. In order to impact your future recruiting and screening practices you must not only measure the historical trends of your programs, but also review these measurements regularly and act on them appropriately.
If you are using an automated applicant tracking system, and especially if you are using HireRight’s automated management reports, generating and tracking the above metrics is simple and should become part of your on-going data capture procedures.
No matter how your company conducts its screening program, capturing and analyzing screening metrics can provide valuable insight into current processes and drive recruiting and hiring procedures improvements that ultimately help your organization achieve its overall strategic goals.
