Employment Screening: Practices, Gaps and Guidance ©

INTRODUCTION

Following on from my earlier piece on a very fashionable area of employee resourcing – managing agile high performance employees - it is worthwhile to think about the stages before this is needed – what methods might be used in recruiting and selecting people in the first place. Resourcing’s ‘classic trio’ of application form, references and interview remain commonplace, albeit with other formats and procedures with the use of technology and also in the context of the Covid-19 situation. However, many other – often supportive - methods also exist, including a battery of different types of tests, such as practical and psychometric. There is also the use of what is called ‘employment screening’, sometimes labelled ‘background checks’, used to both filter out candidates and confirm assertions and assumptions concerning those of interest and appointed. It is this later practice that is the focus of this paper.

CONTENTS

• About Professor Chris Rowley
• Introduction
• Some Selected Literature on Employment Screening
• Critical Thinking about Employee Screening
• The ‘Nuts and Bolts’ of Employment Screening
• Driving a ‘Four By Four’
• Conclusion
• References

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