pre-employment screening:
DESCRIPTION
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 - PowerPoint PPT PresentationTRANSCRIPT
of 251New Facebook Policy for Pre-Employment Screening
Angie Carreon
Maria Freites Mora
Kevin Irwin
David Kallsen
Jason Williams
October 11, 2012
Pre-Employment Screening:
New Facebook Policy
of 252New Facebook Policy for Pre-Employment Screening
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
Four-Point Model of Strategic HR Transformation
1. Why include Facebook in the screening process
2. What happens when we do
3. How this will be done
4. Who participates
1BUSINESSCONTEXT(why)
2OUTCOMES(what)
3REDESIGN
PLAN(how)
4ACCOUNT-
ABILITY(who)
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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
1
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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
1
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
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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
1
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
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BUSINESS CONTEXT (WHY?)
WHY NOT USE THIS
RESOURCE?
1
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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
2
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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
2
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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
2
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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
2
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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
2
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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
2
ENHANCES LEGAL DEFENSIBILITY!
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OUTCOMES (WHAT?)
COMMUNCIATION OF NEW POLICY
• Explains rationale
• Provides clear expectations
• Specifies terms and conditions of use
• Emphasizes mutual respect rather than autocracy
2
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OUTCOMES (WHAT?)
RESPONSE: Antecedent: Communication– Recipients
• applicants
• employees
• external environment/stakeholders
– Content• rationale
• clear expectations
• terms and conditions of use
• statement of mutual respect
2
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OUTCOMES (WHAT?)
RESPONSE: Antecedent: Reviewer
2
HIRING MANAGER HR DEPARTMENT OUTSOURCE SVC
• 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
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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
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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
2
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OUTCOMES (WHAT?)
RESPONSE: Availability of Facebook Profiles
2
AV
AIL
AB
ILIT
Y
Applicant willing to show
Applicant has account Applicant lies
Temporarily deactivated
Applicant refuses to show
No account
FORWARD
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OUTCOMES (WHAT?)
RESPONSE: Prediction of Performance
2
PR
ED
ICT
ION
OF
PE
FO
RM
AN
CE
Discrete data
Good communication of policy
Unstructured info gathering
Continuous data
Subjective information
Poor communication of policy
FORWARD
Specific information
Objective information
Poor construct validityGood construct validity
Screen inScreen out
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OUTCOMES (WHAT?)
RESPONSE: Avoidance of Liability
2
AV
OID
AN
CE
OF
LIA
BIL
ITY
Discrete data
Good communication of policy
Unstructured info gathering
Continuous data
Subjectivity in evaluation
Poor communication of policy
FORWARD
Specific information
Objectivity in evaluation
Poor construct validityGood construct validity
Confidentiality breechedScreen out
HR as reviewer
Confidentiality maintained
Ethical use of information
Line manager as reviewer
Unethical use of information
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REDESIGN PLAN (HOW?)
Redesign Plan
3
RBL Group. (2009). HR Transformation Milestones Checklist. Retrieved from http://hrtransformationbook.com
Acknowledge need for change
Create change project team
Define, assess, prioritize business realities
Write and communicate business case
Bu
sin
es
sC
on
text
Organizational capabilities audit
Define key capabilities needed for change
Link key capabilities needed to business needsOu
tco
me
s
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REDESIGN PLAN (HOW?)
Redesign Plan
3
RBL Group. (2009). HR Transformation Milestones Checklist. Retrieved from http://hrtransformationbook.com
Create strategy
Shape organization with clear accountabilities
Audit practices to determine which align
Define effectiveness in roles and new tasks
Assess and invest in professionals’ abilities
Re
des
ign
Pla
n
Appropriate staffing
Acc
ou
nt-
abili
ty
Incentives to engage in appropriate activities
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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
4
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
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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
4
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
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QUESTIONS?