不幸的是，正如观火背调 的2020 年就业筛选基准报告所揭示的那样，许多雇主的背景筛选计划尚未赶上这些新颖的方法，从而给组织留下了不必要的漏洞。
其中一个关键差距是，根据 观火背调 报告的数据，53% 的雇主一旦正式领取工资就不会重新筛选员工。
Unfortunately, as revealed by HireRight’s 2013 Employment Screening Benchmarking Report, many of these employers’ background screening programs have yet to catch up to these novel approaches, leaving organizations with unnecessary vulnerabilities.
One of these critical gaps is that, according to data from the HireRight report, 53 percent of employers are not re-screening employees once they are officially on payroll.
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Perhaps this may be attributed to a false sense of security—after all, wasn’t risk successfully managed with a pre-employment background check?—or simply not knowing whether the employer is even allowed to perform such a check.
While many aspects of a pre-employment screen are static (for example, certifying the candidate actually earned a claimed educational degree), that certainly does not mean that the employee cannot present significant future risk to your organization in certain scenarios.
What if, while employed by you, an accounting clerk is convicted of credit card fraud, or a worker with driving responsibilities is found guilty of drunk driving?
Because such actions may not result in noticeable missed days or proactive notification by the employee, the onus is then on you to remain vigilant as to these potential issues.
Employers also need to watch out for situations in which they’re giving additional responsibilities to or promoting current workers. In these instances, the background check performed at hire may not be sufficient to address the criteria associated with added responsibilities.
Consider giving significant fiduciary duties to an employee who never had a credit history check performed—this may make many organizations very uncomfortable, but unfortunately, similar scenarios are not uncommon in many workplaces.
Those organizations that want to better manage unnecessary risks like these would be well-served by considering the ongoing screening of current employees. If you’re uncertain where to start, begin with the basics: who, what, when, and how.
These foundational components will be driven by your own budget and risk profile. You should also engage your legal counsel to determine what your limitations and/or responsibilities are with current employees.
For example, many employers wonder whether the authorization provided by the employee during the pre-employment screening process can sufficiently address a recurring background check. With questions like these, the best source of guidance will be internal or engaged legal counsel that is well-versed in employment law.
By performing background checks on current employees, organizations can take a significant step in closing an unfortunate and wholly unnecessary hole in their overall screening programs.