Management teams depend on information to support strategic and tactical decisions that affect their organizations. Increasingly, this information includes the best practices of peers. Such information, commonly known as benchmarking data, enables an organization to compare themselves against others and evolve their own practices.

The HireRight Employment Screening Benchmarking Report 2009 reveals common workforce screening policies and practices to provide information organizations can use to help advance their programs by identifying strengths and weaknesses, stimulating continuous process improvement and supporting change management.

To produce the HireRight Benchmarking Report 2009, HireRight surveyed more than 1,400 human resources, recruiting, talent management, security/safety and other professionals at organizations of all sizes. The respondents represented organizations with less than 49 to more than 25,000 workers, across a diverse set of industries.

Key Findings Include:

•Organizations are responding to the business and talent management challenges they are experiencing with strategic initiatives to review workforce screening standards, integrate workforce screening and evaluate performance management or applicant tracking systems.
•Employment background screening is inconsistent, with organizations screening their candidate employees much more often than their extended workforce or current employees, and compromising the benefits of workforce screening programs.
•The use of drug/alcohol and health screening significantly lags background screening, yet the rates of results that adversely affect decisions are similar, a discrepancy that creates a genuine risk for organizations.
•Some organizations have offices in multiple countries or territories, while others encounter local candidates with foreign backgrounds, so global screening helps organizations to fill would-be gaps in their screening programs.
•The integration of workforce screening programs is inconsistent, plus connections with complementary systems, applications and processes are missing, creating screening program inefficiencies.
•Performing employment eligibility verification can be complex, which may explain why some organizations do not always do this, even though it reduces risk to organizations and is required in the U.S.

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