返回列表 发表时间:2022-02-02    浏览次数:199

全球背景调查计划的关键组成部分

传统上,国际组织、在多个国家设有办事处的企业都需要进行全球背景调查每个国家/地区的办事处在为其当地办事处招聘候选人时都需要进行背景调查。这已不再是这种情况。在过去的二十年里,随着旅行的便利性和需求迅速增加,个人在国外生活和工作是很常见的,有时会带着包括在不同地区度过多年的简历返回自己的祖国。如今,国际组织和雇用不同候选人的美国组织经常需要全球背景调查计划。

对于没有能力处理国际背景调查的组织来说,这可能是一个挑战。当情况出现时,总部位于美国的组织需要对在国外工作多年的候选人进行背景调查,许多人都在争先恐后地快速确定可以接受全球背景调查的合作伙伴,并制定一项计划,其中包括必要的支持。

在过去的十年中,我们与许多公司合作开发全球项目。我们从我们的客户、我们的成功和我们的错误中学到了很多东西。今天,利用我们的关系和经验,我们继续为我们的客户建立世界级的全球计划。我们已经确定了对成功的全球筛查计划至关重要的三个组成部分。

1. 创建一个单一的卓越中心,每个地区都有代表

多年来,我们已经看到钟摆朝两个截然不同的方向摆动。首先,全球项目非常以美国为中心。他们是由确定要求、计划和流程的美国地区推动的。一旦定义,它就会在所有其他地区推出。

美国以外的地区确实很难满足要求并实施仅考虑美国的计划。从文化到地方法律再到语言,每个国家都存在重大差异,每个地区都在努力适应美国定义的计划。有很多怨恨和地区被推后。

这导致了一个以地理为中心的模型,每个地区都定义了自己的需求以及自己的流程和计划。虽然这种模式为每个地区提供了自治权,每个地区都有能力制定符合其法律和要求的计划,但这也带来了自己的一系列挑战。组织在全球范围内没有一致的政策,无法在全球范围内管理背景调查。

最后,我们确定了一种混合动力,它在全球范围内非常有效。虽然需要在整个组织中支持一套一致的要求和标准,但需要在了解将实施和支持它们的所有区域的情况下制定它们。

并在全球范围内定义需求;然而,虽然卓越中心实际上位于一个地点,但它包括来自每个地区的代表,以确保每个地区的细微差别都得到考虑。

2. 开发一个执行灵活的框架

尽管不同地区的背景调查存在许多差异,但无论当地法律或文化如何,许多方面都可以保持一致。重要的是,一个组织通过定义在所有地区保持不变并在全球管理的同时有效实施的那些属性来定义一个具有单一框架的全球计划。这包括:

  • 目标和目标与企业价值观一致,无论地区或地点如何

  • 一套通用的定义术语,使组织能够使用相同的语言并在整个组织内促进全球范围内的对话

  • 一致的客户和候选人体验——无论在哪个国家,每位招聘经理都遵循相同的流程,每位候选人都使用相同的软件

相反,在程序执行过程中跨区域存在许多差异。因此程序必须支持跨区域灵活执行框架。

例如,可以选择单一平台并在全球范围内推广。虽然每个地区都在利用相同的提供商、软件和用户界面,但界面可能包括每个地区候选问题的可变性,并且界面语言也可能因地区而异。

另一个例子是遵守通用数据保护条例 (GDPR)。GDPR 是欧盟 (EU) 法律中涵盖数据保护和隐私的法规。虽然美国有针对数据保护的特定行业法律和州级立法,但 GDPR 旨在协调整个欧盟的数据隐私,允许公民更好地控制他们的数据,默认情况下需要隐私,并为个人提供要求删除其数据的权利——如果不履行这些义务,企业将面临巨额罚款。但是,无论收集的数据如何,或者提出的候选人问题如何,体验都是一致的。数据(尽管不同的数据)以相同的方式呈现,围绕决策制定相同的治理结构,并且跨团队使用相同的术语。

程序、产品和技术需要灵活和动态,以在一致的框架和经验中考虑文化和法律差异。

3. 区域支持

为了成功支持我们客户的全球背景调查计划,客户计划模型与客户支持相结合。我们着眼于卓越中心,其中包括来自不同地区的代表,并在同一地区建立卓越中心,同时在各个地区建立“卫星”支持。卫星支持至关重要,因为通过在每个受支持地区建立团队,我们开发了我们无法获得的市场专业知识。有了这些知识,团队不仅有能力以他们的语言支持该地区,了解当地法律和文化,而且可以努力开发直接支持该地区市场的解决方案和实现。

背景检查程序永远不会“设置并忘记它”

全球背景调查程序与标准程序没有什么不同,因为它不断需要调整。立法的变化、技术的进步和新的数据变得可用。因此,GOOHO客户成功团队与客户密切合作,定期提供指导、最佳实践和建议。我们不断学习和适应,并添加新产品来支持我们的客户。


This can present a challenge for organizations not equipped to handle international background checks. When the situation presents itself, and a US-based organization needs to run a background check for a candidate that spent years outside the country, many are left scrambling to quickly identify a partner that can accommodate a global background check and develop a program that includes the requisite support.

Over the last ten years, we have worked with many companies to develop global programs. We’ve learned a lot from our customers, from our successes and from our mistakes. Today, leveraging our relationships and learnings we continue to build out world-class global programs for our clients. There are three components we have identified as critical to a successful global screening program.

1. Create A Single Center of Excellence with Representation from Every Region

Over the years, we’ve seen the pendulum swing in two vastly different directions. First, global programs were very US-centric. They were driven by the US region who determined the requirements, the programs and the process. Once defined, it was rolled out across all other regions.

Regions outside the United States really struggled to meet the requirements and implement a program that was defined with only the United States in mind. With major differences in every country from culture to local laws to languages, every region was struggling to adapt to the US defined program. There was a lot of resentment and regions pushed back.

This led to a geographic centric model, where every region defined their own requirements and their own process and programs. While this model provided autonomy in every region, with the ability of each region to develop a program that complied with their laws and requirements, this created its own set of challenges. Organizations did not have consistent policies across the globe and could not manage background checks at a global level.

Finally, we’ve settled on a hybrid, which has been very effective across the globe. While there needs to be a consistent set of requirements and standards supported across the organization, they need to be developed with an understanding of all the regions in which they will be implemented and supported.

Today Sterling works with clients to develop a single center of excellence, where the requirements are defined globally; however, while the center of excellence is physically in one location, it includes representatives from every region to ensure every region’s nuances are accounted for.

2. Develop One Framework with Flexibility in Execution

While there are many differences in background checks across regions, there are many aspects that can be consistent regardless of local laws or culture. It is important that an organization define a global program with a single framework by defining those attributes that remain the same and implement effectively across all regions while managing globally. This includes:

  • Goals and objectives aligned with corporate values regardless of region or location

  • Common set of defined terminology to enable organizations to have the same language and promote conversation globally across the organization

  • Consistent client and candidate experience – regardless of country, every hiring manager is following the same process, and every candidate is leveraging the same software

Conversely, there are many differences across regions within the program execution. And so the program must support flexible execution of the framework across regions.

For example, a single platform can be selected and rolled out globally. While every region is leveraging the same provider, software, and user interface, the interface can include variability in the candidate questions in each region, and the interface language can vary as well based on region.

Another example is complying with General Data Protection Regulation (GDPR). GDPR is a regulation in European Union (EU) law covering data protection and privacy. While the US has sector-specific laws and state-level legislation around data protection, the GDPR was designed to harmonize data privacy across the whole of the European Union, allowing citizens to better control their data with a need for privacy by default and giving individuals the right to request the deletion of their data – with businesses facing significant fines if these obligations are not met.  However, regardless of the data collected, or the candidate questions asked, the experience remains consistent. The data (albeit different data) is presented in the same way, the same governance structures are defined around decision making, and the same terminology is used across teams.

The program, products, and technology need to be flexible and dynamic to account for the cultural and legal differences within the consistent framework and experience.

3. Regional Support

To successfully support our client’s global background check programs, Sterling mirrors client program models with client support. We look at the center of excellence which includes representation from the varying regions and develop a center of excellence in the same region while building ‘satellite’ support in each of the respective regions. The satellite support is critical, because by building out a team in every supported region we develop in-market expertise that we wouldn’t otherwise have access to. With this knowledge, not only is the team equipped to support the region in their language with an understanding of local laws and culture but can work to develop solutions and fulfillment that directly supports the regional market.

A Background Check Program Is Never ‘Set It and Forget It’

A global background check program is no different than a standard program in that it constantly requires tweaking. Legislation changes, technology advances, and new data becomes available. As a result, the Sterling Customer Success team partners closely with clients to provide regular guidance, best practices, and recommendations. We are continually learning and adapting, as well as adding new products to support our clients.


电子屏_画板 7.png