Methods and precautions of employee background investigation

Background Investigation, translated into English as background investigation or reference checking, refers to the act of collecting information from the certification materials provided by external job seekers or previous work units to verify the personal data of job seekers, which is an effective method to directly prove the situation of job seekers.

Generally, a candidate is told that a background check has been started, so usually the candidate has been recognized, and the possibility of getting the position is above 80%. The main purpose of background check is to verify. It is not only necessary, but also necessary to investigate the background of employees, especially key positions and important personnel.

Suggestion: Before formally signing the employment approval form, complete the background investigation of the applicant as an important reference for the final employment decision.

1. Background investigation of grass-roots employees. You only need to verify the relative reference information. The purpose is to get rid of the false and keep the true, which is easy to understand and avoid the potential employment risks brought by false information during recruitment.

2. Background investigation of important positions and middle and senior managers. According to the requirements of the company and the characteristics of different positions, we will prepare targeted investigation reports and help recruitment decision makers understand their concerns and information through comprehensive and in-depth problem design. The purpose of this paper is to fully understand the information of the applicant's past work ability (management mode and mode), work performance, integrity, professionalism and professional ethics, so as to determine the matching degree of the applicant's work experience information with the requirements of the enterprise recruitment position and team, thus reducing the recruitment risk and improving the recruitment success rate.

3. During the interview, I feel that there is a background investigation on the problem position. For example, there is a gap in working hours, and the learning experience feels inappropriate.

? The candidate's position, working years, position, work content and performance.

? True and false resume, true and false education/certificate, reason for leaving, salary and family situation.

? What are the strengths and weaknesses of the candidate, professional ethics, whether there is any labor dispute with the company, relationship with the company, personality, management style-

1. A survey of candidates' academic qualifications and certificates. The judgment of academic qualifications is relatively easy. Now you can find many academic certificates and English certificates online. Generally take the "certificate number online check? Inquire "or" directly ask the graduate school to cooperate with the investigation ",unless it is a? In some old schools or schools that no longer exist, students' academic credentials will be stored in the archives of general schools, and the results will generally be investigated soon. But if it is irrelevant, there is no need to make a detailed investigation.

Higher education qualifications inquiry website:/

2. Verification of work experience

? 2. 1 service hours

Quite a few managers like to cheat on their appointment time. The general form of expression is to extend the term of office. Many managers also know that frequent job-hopping is a big obstacle to applying for new positions, because frequent job-hopping gives people the impression of incompetence, impetuousness or poor loyalty. To this end, some managers have modified the term of office without authorization in order to bring a good impression to future owners.

? 2.2 position

The phenomenon of false position is the most common. The first performance is to "sell" yourself. Officer. "For example, being a manager is said to be a director; A director is said to be a deputy? General manager or general manager; It is said that the vice president is the general manager or CEO. The second performance is to fabricate employment experience. I have never worked in a company, but I know the company better, so I lied about working in a company.

? 2.3 Specific work contents

What should the candidate be responsible for in this position? We must find out these problems to avoid the phenomenon of fishing in troubled waters. Some candidates may have just been promoted to manager in the previous company, and they are in charge most of the time, but it is written on their resumes that they have been managers for two years. The vice president who is not in charge of sales is in charge of sales. So background investigation can dig out some untrue information.

? 2.4 Job performance of candidates

How did the candidate perform and how did it compare with other colleagues? See what you have learned is the same as described in your resume? How do their superiors and subordinates evaluate candidates, because they basically know the job performance of candidates best. Some candidates like to brag that their grades have quadrupled, and so on. This situation needs to be investigated in particular.

? 2.5 interpersonal skills

How do you get along with other colleagues? Do you prefer to work alone or have a good team spirit? Nervous interpersonal relationship, or is it particularly popular? Especially for those who are engaged in management, good communication skills and interpersonal skills are indispensable.

? 2.6 Analysis of reasons for resignation

What is the real reason for leaving your job? If there is an opportunity, is his superior or company willing to hire him or want to work with him? Looking at whether the candidates' own statements are consistent, we may find that the candidates may hide something in some aspects.

? 3. 1 What is your personal charm?

Work style, work enthusiasm and enthusiasm, subordinates' obedience and admiration for them, ability to work independently, whether to set an example, etc. , can be reflected in the evaluation of candidates through referees, and then combined with the interview situation to evaluate.

3, auxiliary data survey

? 3.2 Performance of Personality and Integrity

For example, introversion or extroversion, enthusiasm or indifference, whether people are sincere, whether there is any problem with integrity, and whether there have been economic problems. As a social virtue, honesty should be possessed by everyone. At the same time, honesty is also the basis of business development of all enterprises, so a person who does not stress honesty is unpopular in any kind of enterprise. It is very important to examine personal integrity. No matter how strong the ability is, enterprises will not hire people who don't talk about honesty.

? 3.3 Relationship between referees and candidates

How long have you known the candidate, what is the relationship, and what position the referee holds. Only in this way can we test whether the information provided by the witness has reference significance and the degree of reference. Ask the consultant to evaluate the candidate's strengths and weaknesses (or areas that need improvement).

1, telephone

Candidates are generally required to provide 2-3 referees, specifying their names, contact information, positions and other information. Generally, you will contact the recommender by phone and ask related questions step by step after confirming your identity. Because candidates usually use referees to explain in advance, they can also gain the trust of referees by phone.

2. In written form

As the official investigation channel, the human resources department must deal with the human resources department of the applicant's original service unit when doing the investigation. It is a gratifying phenomenon that more and more human resources departments are willing to cooperate with the background investigation, but the requirements of human resources departments are generally to write official letters. And the results of such surveys are often better.

3, door-to-door visit (project field trip)

For some candidates, especially for very important positions, it is necessary to make a home visit to investigate the company situation experienced by the original candidates, and often you can get a lot of first-hand information by visiting the candidates in various ways. It is especially recommended that the candidate of the project director make a field trip to the project.

4. Other ways

Make use of the interpersonal network to investigate from friends who are familiar with and understand the candidates and can keep secrets; Do a survey from candidates' relatives and friends; Investigate from the students and teachers of the candidates; Also, for some well-known candidates, we should inspect them from the network platform and the cooperative customers.

? I. Work to be done before investigation

? 1. Prepare structured telephone background investigation questions.

? 2. Choose the object of consultation and the focus of inquiry.

? 3. If you greet the current manager of the candidate? The candidate's consent must be obtained.

? 4. Explain to the candidates during the interview. The satisfaction of background investigation will directly affect the company's employment decision.

? II. Sources of investigation and consultation

? 1. the recommender/recommender filled in by the applicant in the application registration form.

? 2. Relevant personnel learned through other channels, such as the personnel of the human resources department of the original unit, the former superior supervisor or colleagues, etc.

? 3. Try to avoid asking about the applicant's current work unit.

? Iii. Contents of investigation and consultation

? 1, working time and position in various organizations.

? 2, the actual work content and responsibilities, performance evaluation.

? 3. Salary and welfare status of current position (optional).

? 4. Work ability, attitude and personality characteristics.

? 5. What are his strengths and weaknesses, what he is good at and what he needs to improve?

? 6. Why did he leave the company?

? Four. procedure

? 1, introduce yourself, explain your purpose, and emphasize that the phone content is confidential.

? 2. Tell the other person the questions you may ask and ask if it is convenient to talk at this time.

? 3. Investigation and consultation contents.

? 4. Ask the other party to introduce some other consultants.

? 5. Thank the other party for their support, indicating that if the other party has the same needs, our company will try its best to cooperate. Goodbye.

? Special preventive measures

? 1, ask work-related questions.

? 2. Pay attention to the counselor's tone, pause, hint, unanswered or evasive questions.

? 3. Try to ask specific examples.

? 4. Ensure the confidentiality of the information obtained from the consultation.

? 5. After the interview, background investigation should be conducted as soon as possible.

1, the sound is bright, but it is dark, 360-degree investigation

In addition to listening to the evaluation of references, it is also good to investigate in many ways. As an official channel, the human resources department must contact. It would be better if there is a way to get the owner's evaluation. In addition, it will ask colleagues who used to be candidates. I believe that if more than 7 people in 10 say yes, it can basically be concluded that this candidate is worth recommending.

The delineation of the reference under investigation generally involves the candidate's "superiors, subordinates, peers, other relevant departments of the original unit and some former customers of the candidate." In this way, an all-round 360-degree survey is more conducive to obtaining accurate information and thus obtaining a fair evaluation of candidates.

For example, a sales director, when we investigate, the scope of the investigation will involve: "boss, subordinates, colleagues, customers, company bosses, human resources department"? Departments that have more contact with the sales director.

2. Design a "structured" survey question outline. Design a "structured" question according to the quality model, and try to make the question concrete and quantifiable.

? If the perfect score is 100, how many points would you give him for this job? If you give him 80 points, what do you think he did badly in 20 points?

? In this work, are there any specific examples that you think are representative? Can you describe them to us?

1, usually after the interview is qualified. Before doing the background check, you should get the consent of the respondent. If necessary, it is very important to sign a "background investigation authorization" with the respondent in advance. First one? On the one hand, it undermines the respect for the respondents. Second, when conducting background investigation, it can also be used as a powerful authorization to persuade the respondents to accept the inquiry, especially in some Hong Kong-funded and foreign-funded companies, if there is no authorization for the background investigation of the respondents. The other company won't talk to you at all. After providing the power of attorney, the respondent is required to provide some contact information that can be used as his witness.

2. Limit the scope of the questions to be investigated, mainly aiming at the aspects related to the job seeker's work situation, and irrelevant issues, especially those involving personal privacy, should be resolutely avoided.

3. Priority should be given to the former boss or colleague of the job seeker for investigation. Because these people have the most contact with job seekers, they have a deeper understanding of job seekers' personality, ability and work attitude.

4. It is very cautious and difficult to inspect the on-the-job personnel, because if you conduct background investigation, it will have a serious impact on talents. Personally, I think it can be understood by leaving employees.

5. When communicating with the respondent, you must clearly indicate your identity and purpose, and clearly inform the other party of the purpose. Let the other party know that the conversation between you is absolutely confidential, and tell the other party which position the candidate is currently applying for so that the other party can comment on the facts. Don't interrupt when the other person is telling the story. Because once interrupted, it is possible that the other party is unwilling to continue the original topic.

6. If you feel that the other party seems to be deliberately avoiding some problems, you should still pursue it and sincerely inform the other party; The reason why you are so persistent is to make sure that this employment decision is the most suitable choice for the company and job seekers.

7. Choose a reasonable contact time. During working hours, the other party is usually very busy, but usually, it will be better around 4 pm. Call at this time, the probability of cooperation will be greater. Otherwise, call at other times and no one will pay attention to you.

8, the content of the investigation should be gradual, from shallow to deep. Don't come straight to the point and ask questions that the other party can't disclose, such as the applicant's original salary and so on. In this case, not only can you not get the answer to this question, but you will also annoy the other party, and other questions will not be answered together. By mastering the order of questions flexibly, we usually put the simplest and harmless questions at the front, and then go deeper and deeper. Once you find that the other party has a bad attitude, you will immediately stop the investigation, thank the other party for their cooperation, and quickly end the call.

Some skills

1, try not to use open questions, but use closed questions. For example, to examine the enthusiasm of work, don't simply ask "how is the enthusiasm of so-and-so?" You might as well break it down into several questions and ask them one by one-"Do candidates choose to work overtime when they are busy? Is overtime caused by workload? Is it because of work ability and efficiency? Or did he seek personal development? " That is, try to objectify subjective information.

For example, if you want to know the performance of a candidate, don't ask him directly if he is doing well, but ask "how does it compare with his predecessor?" Breakthrough, what kind of leap is reflected in the figures, which part he is responsible for in a project, and how many people are in his team. "

2. Prevent referees from colluding with the candidates under investigation. For the reference given by the applicant, the first step is to call the front desk of the other company and then transfer it to the human resources department to verify the identity of the applicant. On this basis, it is valuable to carry out the next step. "At the very least, if the candidate root? Ben is not from this company, so it is meaningless for me to ask him about his work ability and personality. " After that, H R is used to verify the recommender information given by the candidates to prevent them from playing tricks. If there are multiple referees, it is best to ask at the same time.

Don't expect competitors to tell you someone's ability. Choose the right person to get the right information. Leaving colleagues is the best choice.

There's another trick. If you want to know the evaluation of a candidate's former subordinates, you can call the candidate's former superiors instead of calling the subordinates directly.

Error: completely trust the investigation information provided by the investigation report, and make judgments based on the information collected by the investigation, without analysis and tracing.

Countermeasures: When there is obvious difference between black and white information results, is there any trace to follow in the investigation results?

Accuracy, and whether the investigation methods and techniques used are appropriate.

Error: Employment decisions are based only on survey information.

Countermeasures: When the parties deny the investigation results, they should reserve a certain time for a second investigation to finally determine the true investigation results.

Comments: You can't just rely on background checks to make employment decisions.

As HR workers, it is necessary to make a reasonable analysis of the survey results, not to investigate any inconsistencies, but to completely ban them. It is necessary to judge reasonable factors, such as a few months short, but the work performance is good, and it can still be considered qualified. After all, good people are hard to find.