Executive Background Checks are Important, Too!

It makes sense for businesses to ensure that their topnotch people really are top notch.

In a competitive marketplace, a wise chief executive or will do everything possible to protect the company’s reputation and solidify investor confidence, and that means ensuring he or she finds the most suitable candidate for every position.

Background checking is a vital part of the process. But it is an uncomfortable subject, and that may be one reason why many companies have been slow to transition.

Many old school executives prefer working their “country-club” networks, relying on world-of-mouth to vet a new executive hire, and often that can help separate the wheat from the chaff. But bad hires are costly for any company, and scandals have the potential to be disastrous. Today, many CEOs would prefer not to take the chance.

Nor should they.

Human resources experts estimate that more than half of executive resumés are padded and contain false or misleading statements. Is it really the best use of a chief executive’s time to verify facts on a resumé? Does every CEO know the legalities of what can and can be asked of a friend or former colleague, or how that information can best be used – if it can be used at all.

For most companies, executive background checking will be vital to finding the best individual to join the management team. In most cases, it’s smart to give human resources personnel the tools to do their jobs thoroughly, supplemented by professional background checking agencies when necessary.

Background checks are here to stay. They take a great deal of risk out of executive hires, and that should be reason enough to convince most companies of their benefits.

Think Twice before Hitting That “Friend” Button

You’re on Facebook just like millions of others around the globe.  So when an employee invites you to be “friends”, your first instinct is, “Sure!  Why not?”  But is that really the best decision?

Social networking is becoming a bit of a conundrum for managers, especially those who are in positions of significant power at their organizations.  For instance, if your “Facebook Friend” doesn’t pass a random drug screening, are you going to be less likely to take swift, zero-tolerance action? 

Though most supervisors and VPs confidently assert that they can separate work when needed, it’s becoming harder and harder to discipline employees if you are communicating via social networking.  After all, how easy is it to fire someone with whom you regularly IM, text and/or tweet?

Many companies have now begun to institute policies regarding social networking, but there’s always going to be a gray area.  Just make sure that you contemplate the potential downside of accepting a colleague as a “friend” before making that leap.