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Do a thorough background check
on
workers -- or let the hirer beware
By Richard
Burnett Bankrate.com
It
doesn't take a Big 5 accountant or a rocket scientist to figure
the value of pre-employment background checks.
It's simple.
Pay as little as $15 to run a basic criminal
record check. Or risk losing tens of thousands, even millions of
dollars, from the inside heists of a new hire with a devilish past.
In that equation, one could even argue that
dropping $500 to $1,000 on a full-tilt background check -- criminal,
civil, domestic, driving record, bankruptcy, etc. -- may be a bargain
in the long run.
Just ask Jim Mulvaney, head of consulting firm
KPMG's
background investigations practice.
Recently, one of KPMG's clients hired a hot
prospect as a sales manager, he recalls. So confident was the client
that they decided not to invest in the full backgrounder.
The new sales hero stole $2 million from the
company.
"We did a background check for the company later
and learned that the employee had done six years in prison for a
similar theft," Mulvaney says.
So let the hirer beware these days, background
investigators say.
Don't
let down your guard
In today's tight labor market, small business owners may be tempted
to let down their guards. But it's not worth it.
Consider these events from the KPMG files:
--- A man applies for a job as a driver at a
well-known New York charity while being free on bail for auto theft.
--- Another applies for an executive position
in New York while having a felony spouse abuse warrant outstanding
in the Midwest.
--- Doctors whose licenses were suspended in
one state apply for positions in other states. Some medical professionals
receive licenses by providing phony degrees.
--- Job applicants who turn out to be involved
with organized crime.
"We've found many people submit false information
about a number of items," Mulvaney says. "Among other things, it
is routine to find on résumés that management trainees
are transformed into managers, the word 'assistant' disappears from
job titles and the word 'senior' gets added."
How
many liars are out there?
Different studies have come to different conclusions about how common
it is for job applicants to misrepresent themselves.
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Most common distortions
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Bogus college degrees or scholastic honors,
or distorted majors and minors.
Incorrect dates of employment, usually to
cover long gaps between jobs.
Puffed-up job titles, salaries and duties
at previous positions.
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| Best precautions |
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Require all applicants to fill out a formal
job application.
Look carefully at all documents. Compare
an applicant's résumé to the job application
for discrepancies.
Conduct a basic criminal background check.
Check claims of education with the appropriate
college official.
If the applicant claims a skill, test it.
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The Liars Index, put together by Jude M. Wern
& Associates of Brookefield, Wis., looks twice a year at executive
résumés and the most-easily checked reference point
-- educational claims.
The Liars Index pegs the number of liars in
1999 at 16.7 percent and holding steady. That figure is within a
few percentage points of where it's stood for the past five years.
Other studies that look at all aspects of résumés
place the number much higher. About one-third of résumés
have some degree of puffery, according to several surveys, and as
many as two-thirds of all job applicants say they have stretched
the truth at least once in an effort to land a job.
Your
friend, the Internet
No matter how many there are, the means to catch them are also more
available and affordable than ever. Key to this new investigative
capability is the Internet. In many states, criminal records, civil
suits, driving offenses and property data can be obtained online
for a fee.
Entire Internet-based startup companies have
formed to provide employers one-stop shopping for background checks.
Among them are companies such as US
Search.com,
KnowX.com,
AtYourBusiness.com,
Infocheck Inc.
of Greensboro, N.C., and Background
America Inc. of Nashville, Tenn..
SmallBiz
choices abound
Most customize their pricing to accommodate the small business.
AtYourBusiness.com, for example, offers a package
through its Avert service that includes some free checks, discounts,
consulting services, legal support and other pre-employment screening
help -- all for a monthly charge of $20.
KnowX.com also offers discounts and incentives
for volume purchasing of record checks. KnowX markets itself as
a source companies can use to check up on other firms with whom
it plans to do business, but it can also be used for individual
backgrounding.
In addition to large firms such as KPMG, there
are many smaller background consultants nationwide such as Personal
Profile Inc. of Torrance, Calif.; Prove International Co. of Gross
Pointe, Mich.; and Validata Inc. of Atlanta. Prices can range from
$100 to $200 to do pre-employment checks.
But many smaller companies may still find the
whole backgrounding thing a daunting process, something that feels
a little awkward and sneaky to be digging into the past of someone
who may eventually become a colleague.
Consider American
Communication Technologies Inc., or ACT, a fast-growing Internet
infrastructure company based in Orlando, Fla.
Forget criminal checks, credit histories and
drug screenings, says ACT president John DeLozier. Credit histories
aren't relevant in the vast majority of their hires, which are computer
programmers and engineers.
Criminal or drug activity "is not tolerated
and usually comes out in the discovery process," he says.
The
intensive interview approach
In its own backgrounding efforts, ACT focuses on the statements
of former employers, personal references, school transcripts and
degree verification, DeLozier says.
"The most difficult area of background checks
is getting information from former employers regarding the applicant's
skills, abilities, personality and performance," he says. "They
are often hesitant to discuss a former employee beyond the basics
for fear of being sued for defamation."
So ACT relies heavily on its own interview of
the applicant and asks extensive, in-depth questions about technical
subjects, DeLozier says. Ultimately, they believe that a con won't
be able to stand up to the high-tech interrogation.
Maybe so, but many experts wouldn't bet the
house on it.
At
least do a criminal check
Take Computer Recognition Technologies Inc., a small document imaging
company in Skokie, Ill. A few years ago, CRT hired a new accounting
assistant who was on the payroll only six months, but in a mere
90 days she forged $120,000 worth of checks and deposited them in
a bogus account. An internal audit found the missing funds.
The accounting assistant was on parole for check
forgery and substance abuse. CRT had neglected to do a background
check. They found out when her parole officer called one day looking
for her.
So it would be prudent for any small business
to spring for the $15 to $20 to pay for a basic state police criminal
background check -- regardless of how infrequently you hire new
employees, says Robert K. Neiman, a labor and employment lawyer
in Chicago.
"Having the piece of paper showing that you
did the check is extremely valuable if the employer gets sued for
negligent hiring," he said. "Keep in mind that in most states, an
employer can base hiring decisions on convictions, but not on arrests."
Getting
past ex-employers' silence
Employers increasingly are being held legally liable for the damaging
workplace behavior of their employees -- much more often than a
company is sued for defamation because they provided a negative
reference for a former employee, Neiman says.
"Most attorneys tell their corporate clients
to use a name, rank and serial number approach to references, out
of fear of getting sued by the employee for slander or by the new
employer for omitting key information," he says. "In fact, these
types of suits are extremely rare. But it's so hard for an employer
to get substantive responses to reference questions that some states
have adopted laws encouraging openness in the process.
"One of the best ways to get something substantive
from a tight-lipped reference source is to ask, 'Would you take
this employee back if they asked?'" Neiman adds. "Most employers
have a hard time avoiding this question, and anything other than
an unqualified yes should set off alarms."
Richard Burnett is a freelance
writer based in Florida
To comment on this story, please e-mail the
Bankrate.com
editors
-- Posted: May 15, 2000
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