Data Facts Background Screening Blog

The turtle may win the race, but the ninja employer stays in business!

 Today, company's face more challenges that ever before. Increased competition, greater regulation, and pricier raw materials all play major roles in a business's success or failure. 

Effective hiring practices also weigh heavily on a company's bottom line. Good hiring decisions result in great employees who build the company up, but bad employees, well, can tank it before your very eyes. It's essential for hiring managers to invest strategic thought into how they find and bring on top notch employees. 

Here are four points to ponder if you want to run a background check like a ninja. 

With the adoption of health information technology (HIT) and the promotion of a nationwide health information exchange, healthcare organizations are finding themselves with changing HR needs. 

HR has to ensure its hospitals, nursing homes and managed care providers are staffed with qualified employees and address the ongoing demands HIT implementations have on their workforce.  According to the Bureau of Labor Statistics, the U.S. will add 5.6 million healthcare and social assistance jobs through 2020.  As one of the fastest growing sectors, here are four tips to alleviate healthcare HR growing pains:

VERIFY! VERIFY! VERIFY

Employers who do not perform a thorough background check on potential employees are opening themselves to increased risks of choosing a bad hire, hiring lawsuits, and embarrassing public gaffs.

Are you losing valuable employees?  There are two types of turnover that concern HR professionals and CEOs – voluntary turnover where people quit, and involuntary turnover where you fire people. Your total turnover is a combination of both. Should you only be concerned about voluntary turnover? Or should you also be concerned about those who left because they were fired? The answer is you should be concerned about both because both, if excessive, is a sign that there are problems with your management.

Let’s take voluntary turnover first. Why are people leaving your company? What is your benchmark? Are more people leaving this year than left the year before? What is the industry standard? Are they going to a competitor for more money? (Let’s hope so, because you can fix this.) Or are they leaving because they hate their supervisor?