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Pre-Employment Screening:

Pre-Employment Screening:. New Facebook Policy. 1 BUSINESS CONTEXT ( why ). 2 OUTCOMES ( what ). 3 REDESIGN PLAN ( how ). 4 ACCOUNT- ABILITY ( who ). Four-Point Model of Strategic HR Transformation. Why include Facebook in the screening process What happens when we do

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Pre-Employment Screening:

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  1. Pre-Employment Screening: New Facebook Policy of 25

  2. 1 BUSINESSCONTEXT (why) 2 OUTCOMES (what) 3 REDESIGNPLAN (how) 4 ACCOUNT-ABILITY (who) Four-Point Model of Strategic HR Transformation • Why include Facebook in the screening process • What happens when we do • How this will be done • Who participates Ulrich, D.,Allen, J., Brockbank, W., Younger, J., & Nyman, M. (2009). HR transformation: Building human resources from the outside in. Chicago, IL: McGraw-Hill. Retrieved from http://hrtransformationbook.com of 25

  3. 1 BUSINESS CONTEXT (WHY?) • Purpose of pre-employment screening • Prediction of performance • Verify credentials • Verify past performance • Prediction of liability • Protection of physical and financial assets • Provide safe working environment • Avoid negligent hiring law suits • Compliance with law for specific jobs of 25

  4. 1 BUSINESS CONTEXT (WHY?) • Facebook • Founded in 2004 • Social media website in which people • connect with other people • share and express what matters to them • Grown to 552 million daily users as ofJune 2012 Facebook. (2012a). Facebook reports second quarter 2012 results [Web page]. Retrieved from http://investor.fb.com/ releasedetail.cfm?ReleaseID=695976 Facebook. (2012b). FAQ [Web page]. Retrieved from http://investor.fb.com/faq.cfm of 25

  5. 1 BUSINESS CONTEXT (WHY?) • Use of Social Media in Pre-Employment Screening • National Association of Colleges and Employers (NACE) – 2006 survey results • 1 in 10 employers planned to review social media profiles • Stated that may influence hiring decisions • CareerBuilder.com – 2006 survey results • 12% of 1,150 hiring managers review social media profiles • 63% of the 12% stated that didn’t hire because of something found there UlrBrandenburg, C. (2008, June) The newest way to screen job applicants: A social networker’s nightmare. Federal Communications Law Journal, 60(3), 597-626. Retrieved from http://www.law.indiana.edu/fclj/pubs/v60/no3/11-Brandenburg.pdf of 25

  6. 1 BUSINESS CONTEXT (WHY?) WHY NOT USE THIS RESOURCE? of 25

  7. 2 OUTCOMES (WHAT?) Outcomes: • New policy • Communication of new policy • Responses to new policy – may depend on ... • Communication of new policy • Who does the review • Diagnostic approach • Use of information of 25

  8. 2 OUTCOMES (WHAT?) NEW POLICY • All applicants will log in for review by HR of Facebook profile, or ... • if applicants do not have a Facebook profile, they must sign a statement declaring such • Falsification of this statement is grounds for immediate dismissal if it is later determined that applicant did have one of 25

  9. 2 OUTCOMES (WHAT?) NEW POLICY • HR will review all available Facebook profiles of applicants • Purpose of review to search for disqualifying information • Not having a Facebook profile will not disqualify an applicant • Only applicants’ profiles will be considered for potential disqualifying information • Potentially disqualifying information associated with applicants’ Facebook Friends may result in a follow-up interview for clarification of 25

  10. 2 OUTCOMES (WHAT?) NEW POLICY • HR ... • Examples of disqualifying information include but are not limited to depictions, descriptions, etc. of: • applicant engaging in illegal activities (e.g., illegal drug use, drunk driving) • applicant engaging in or promoting values that conflict with company policies (e.g., workplace violence, discrimination) • anything that would predict that applicant would not be successful in the role (e.g., bullying, breech of contract) • anything that suggests applicant misrepresented qualifications of 25

  11. 2 OUTCOMES (WHAT?) NEW POLICY • HR ... • For documentation purposes, • Any disqualifying information is to be copied and attached to application • Lack of disqualifying information is to be noted on the application • HR professionals providing this service to the employment process will receive training of 25

  12. 2 OUTCOMES (WHAT?) NEW POLICY • Hiring managers will be instructed to not review Facebook profiles of applicants • To separate exposure to information about protected status of applicants from the hiring decision • To better ensure that consistent criteria is utilized in both the screen in and screen out process ENHANCES LEGAL DEFENSIBILITY! of 25

  13. 2 OUTCOMES (WHAT?) COMMUNCIATION OF NEW POLICY • Explains rationale • Provides clear expectations • Specifies terms and conditions of use • Emphasizes mutual respect rather than autocracy of 25

  14. 2 OUTCOMES (WHAT?) RESPONSE: Antecedent: Communication • Recipients • applicants • employees • external environment/stakeholders • Content • rationale • clear expectations • terms and conditions of use • statement of mutual respect of 25

  15. RESPONSE: Antecedent: Reviewer 2 OUTCOMES (WHAT?) • Closest to hiring decision • No specialty in employ- ment law • Further from hiring decision • Specialty in employment law • Furthest from hiring decision • Specialty in employment law of 25

  16. 2 OUTCOMES (WHAT?) RESPONSE: Antecedent: Diagnostic approach • Type of information gathered • discrete vs. continuous data • Objectivity • testability against external environment • Construct validity • testability of predictive value of the information gathered of 25

  17. 2 OUTCOMES (WHAT?) RESPONSE: Antecedent: Use of information • Purpose • Screen in vs. Screen out • Confidentiality • Discretion exercised to not disseminate an applicant’s information • Ethical use of information • Adherence to the standard of not misusing an applicant’s information of 25

  18. 2 OUTCOMES (WHAT?) RESPONSE: Availability of Facebook Profiles No account Applicant has account Applicant lies AVAILABILITY Applicant willing to show Temporarily deactivated Applicant refuses to show FORWARD of 25

  19. 2 OUTCOMES (WHAT?) Good communication of policy RESPONSE: Prediction of Performance Poor communication of policy Unstructured info gathering Specific information Discrete data Continuous data PREDICTION OF PEFORMANCE Objective information Subjective information Good construct validity Poor construct validity Screen out Screen in FORWARD of 25

  20. 2 OUTCOMES (WHAT?) Good communication of policy RESPONSE: Avoidance of Liability Poor communication of policy HR as reviewer Line manager as reviewer Specific information Unstructured info gathering Discrete data Continuous data AVOIDANCE OF LIABILITY Objectivity in evaluation Subjectivity in evaluation Good construct validity Poor construct validity Confidentiality maintained Confidentiality breeched Screen out Ethical use of information Unethical use of information FORWARD of 25

  21. Acknowledge need for change 3 Create change project team BusinessContext Define, assess, prioritize business realities Write and communicate business case Organizational capabilities audit Outcomes Define key capabilities needed for change Link key capabilities needed to business needs REDESIGN PLAN (HOW?) Redesign Plan RBL Group. (2009). HR Transformation Milestones Checklist. Retrieved from http://hrtransformationbook.com of 25

  22. Create strategy 3 Shape organization with clear accountabilities RedesignPlan Audit practices to determine which align Define effectiveness in roles and new tasks Assess and invest in professionals’ abilities Appropriate staffing Account-ability Incentives to engage in appropriate activities REDESIGN PLAN (HOW?) Redesign Plan RBL Group. (2009). HR Transformation Milestones Checklist. Retrieved from http://hrtransformationbook.com of 25

  23. 4 ACCOUNTABILITY (WHO?) In order to facilitate a sustained change that delivers value ... • Top management – policy change needs to be championed and its importance embraced • HR • On-going assessment of line managers’ KSAOs • Facilitate training to close the gap • Engage and share ownership with line managers • Build new strategy into performance management system Ulrich, D.,Allen, J., Brockbank, W., Younger, J., & Nyman, M. (2009). HR transformation: Building human resources from the outside in. Chicago, IL: McGraw-Hill. Retrieved from http://hrtransformationbook.com of 25

  24. 4 ACCOUNTABILITY (WHO?) In order to facilitate a sustained change that delivers value ... • Line management • Be receptive to and learn • the new policy • its benefits • its link to organization strategy • Share ownership with HR in the execution of the new policy • Educate subordinates on new policy, its benefits, and link to organizational strategy Ulrich, D.,Allen, J., Brockbank, W., Younger, J., & Nyman, M. (2009). HR transformation: Building human resources from the outside in. Chicago, IL: McGraw-Hill. Retrieved from http://hrtransformationbook.com of 25

  25. QUESTIONS? of 25

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