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