For every headline we see about workplace harassment or bigotry, it’s easy to forget that there are hundreds of stories that never surface. Today’s blog comes from an anonymous employee who recounts an instance of systematic, predatory behavior at one of largest tech companies in America. Their story illustrates the discomfort and trauma that employees (often women) face when toxic behavior is present, and explains why companies must take new approaches to preventing sexual harassment in the workplace.
I am grateful to have had so many positive experiences in the workplace. I worked at my previous company for six and a half years, during a time of tremendous growth in which the company grew from 3,000 to 25,000 employees and became one of the most highly recognized brands in the world. Throughout this time, the focus on culture and community was apparent from the top down and instilled a genuine feeling of family amongst my colleagues and myself. Even after leaving the company a year and a half ago, I still feel it. Four people on my former team became some of my best friends, and I think of my former colleagues as extended family.
So when I discovered that more than a dozen young women – my extended family members – all experienced the predatory behavior of another male colleague through a systematic and premeditated series of inappropriate conversations via an internal company chat tool, I was furious and heartbroken. I discovered this one night at our company’s annual sales conference, where thousands of people in my work family gather each year to connect, learn and grow together. After one of the sessions, I was catching up with friends from other offices when a teammate shared a story about his team dinner from the previous evening…
As more and more of our lives move onto the public web, businesses are becoming aware of the degree to which publicly available online information can help them stay ahead of potential risks. Previously, we discussed how online screening can help organizations manage their mergers and acquisitions. However, as the landscape of risk continues to grow, we’re also seeing companies leverage online screening to prevent insider threats—malicious threats to an organization’s security, data, and computer systems that comes from the people within.
Traditionally, businesses have mitigated insider threats by identifying and troubleshooting technical vulnerabilities in the enterprise or responding after the fact. But as more and more employees collaborate with criminal and activist groups, and the cost of the average insider threats reaches $8.7 million per incident, the success of your business can also hinge upon your ability to catch more emotional and qualitative vulnerabilities. How do these “emotional warning signs” indicate a potential attack, and how do you find them before it’s too late?
In this blog, we’ll discuss how employees’ interactions with social media and the public web can lead to costly breaches to information security. From there, we’ll break down the difference between negligent and malicious insiders, and why companies need a sophisticated online screening solutions to safeguard themselves from the full set of potential vulnerabilities.
Mergers and acquisitions are at an all-time high. In the last five years, the total financial value of mergers has increased by 250 percent and there are no signs that things will slow down in the coming year. While this is good news for dealmakers, it puts HR teams in a precarious situation. As an HR leader, you are more likely to deal with an acquisition than ever before. Additionally, you’re also up against the fact that 20 percent of dealmakers cite cultural alignment as the root cause of failed mergers. This means that even though mergers and acquisitions (M&As) are decided largely on financial projections, your department carries a disproportionate amount of responsibility for its ultimate success or failure.
The good news is that a collective 34 percent of dealmakers now consider effective integration and sound due diligence as the most important factors in achieving a successful M&A. But even though study after study shows that success in mergers and acquisitions hinges on people, culture too often gets lost in the shuffle. As an HR leader, what can you do to make a case for an effective cultural audit and steer your company towards success?
In this blog, we’ll break down why culture has historically been an afterthought in M&As, why that can no longer be the case, and how online screening can help ensure cultural fit with the speed and specificity executives rely on at each stage of a merger or acquisition.
The last 18 months have been transformative for the way companies do business. As people pushed corporations to adopt new policies through movements such as the global walkouts at Google, companies that were once driven purely by sales and revenue are starting to change. They are beginning to realize that they will need to take a stance on issues such as harassment and bigotry to remain in good standing. In an age where authenticity and accountability are key, empathy has become a driving force for business success.
However, as sexual harassment lawsuits and global anger reach record highs, and headline after headline continues to rock corporations across industries, the fact remains that companies must actively prove to consumers and employees that they care.
Today, employees and customers look to companies to understand where they stand on major social issues. Many businesses have responded to this trend with well-intentioned PR statements around their corporate culture and policy. However, the bar today has been set far higher than before. Customers and employees often feel that companies can’t gauge their emotions and are increasingly frustrated by well-meaning statements with little follow through. That means that to assuage consumer anger and combat a growing possibility of reputational loss, companies need to demonstrate emotional intelligence, not just a political stance.
In the age of social media, anyone can be a journalist. In a recent article about bad employee behaviors gone viral, Erik Deutsch of the LA-based ExcelPR group said that the ability to post anything in real time and make it accessible to the entire world has forced companies to rethink risk management. “If someone was mistreated in a store 15 years ago, they might make a scene and tell their friends, and that would be it,” he says. “Now, they post it online and it can become a sensation.”
As this year’s headlines around workplace harassment, bigotry, and violence suggest, individual departments are struggling to mitigate people-based risk on their own. HR is overwhelmed with paperwork. PR is scrambling to react quickly enough to control the narrative when bad news breaks. Security teams are often ill-prepared to handle allegations that boil down to “he said, she said” disputes. IT is asked to manage a growing set of channels not necessarily optimized for security. The new reality of people risk is exposing major cracks in traditional organizational structures. Unless companies adopt new approaches to people risk management (PRM), it will be increasingly difficult to stay ahead of potential threats.
So what’s on the horizon for people risk management? Moving forward, we will see significant shifts in structure, process, and technology to promote deeper collaboration between HR, risk, digital communications, and IT. While organizations will take a variety of approaches to mitigate these new threats, we predict three general trends…
In July 2018, Uber announced that it would begin conducting continuous background checks on their drivers. Although the company has had a difficult history when it comes to culture issues and passenger safety, this particular decision moved Uber ahead of the curve. It showed they understood that whether caused by executives, employees, or independent contractors, enterprise risk stems from individuals whose behaviors can change over time—and that after years of negative press and internal shocks, they were finally doing something about it.
Like Uber, many companies today are starting to recognize the limits of traditional background checks and looking to recurring, real-time screening solutions to manage employee risk. Nearly half of employers today are scrambling for ways to identify high risk behaviors in their employees, but according to the Society for Human Resource Management, only 11 percent of companies formally screen past the initial hire. This means that nearly 9 in 10 companies are depending on pre-hire background checks to keep their organizations out of the headlines.
In this blog, we’ll discuss how enterprise risk has changed in the last decade and highlight why companies today must extend their screening practices beyond the initial hire.
Earlier this year, The Washington Post announced that the Virginia criminal database has been missing over 750,000 cases, including over 300 murder convictions, 1,300 rape convictions, and 4,600 convictions for felony assault. That means that over the last decade, thousands of firearm purchases, new hires, and crime scene investigations were completed without this information. The story raised hairs about how the background check process breaks down and left us wondering how so many records are falling through the cracks.
This incident reveals a larger point about the broken nature of our systems and processes for vetting—and as rates of bigotry, violence, and other high-risk behaviors grow to record highs, businesses are some of the ones paying the biggest price. Why are companies having a harder time screening and vetting people today, and what can they do to stay ahead of the risks?
In this blog, we’ll discuss the why the current system of background checks is broken, how makeshift methods can expose your company to legal risks, and how automated online screening helps fills the gaps for a more complete and effective investigation.
Each year, the Oxford English Dictionary selects a Word of the Year based on its ability to reflect the ethos of that year and its potential as a term of lasting cultural significance. Though previous words, such as “selfie” and “post-truth,” have revolved around politics or pop culture, the Word of the Year for 2018 could not be more relevant to business. After narrowing all of 2018 down to a few phrases and going through rounds of debate, Oxford has chosen a word that speaks to what we’ve gone through this last year and, more importantly, where we need to go. The Word of the Year 2018 is toxic.
With one word, Oxford called out the elephant in the room: toxic behavior has infiltrated the business world. Though initially used to describe the substances and waste generated by mass industry, more and more people in the world today use ‘toxic’ to describe workplace afflictions. As people in 2018 demanded safe and welcoming workplaces, denounced company leaders for enabling harassment, and took to protest in the Google walkouts, the world became awake to toxic work environments, toxic masculinity, and toxic culture. Regardless of fault, corporations have become a focal point of harmful behavior, and people are tired of it.
According to the Gallup 2018 Global Emotions Report, fewer and fewer people today are well-rested, respected, or finding enjoyment in daily life. Instead, they’re reporting record-high levels of worry, sadness, stress, and anger. As headline after headline hits businesses for the decisions they’ve made or the cultures they’ve enabled to fester, it’s important to recognize the financial and reputational costs of bad business. But to avoid future financial and reputational fallout, business leaders need to recognize the sheer anger emerging from consumers and workers, and the ways they communicate this through turnover, legal actions, and protest…
For many organizations, online screening has become central to successful talent acquisition. Shown to identify high-risk behaviors and save some of the world’s biggest brands from the headlines you’ll never see, online screening has become a new frontier of employee risk management. However, it is often an entirely new part of the hiring process, and can introduce significant operational hurdles, especially if your company is hiring at scale.
While it’s possible to integrate online screening into your organization in just a few steps, it can also seem daunting when you’re just starting out. Identifying which behaviors pose a hiring risk and when to take further action on a report can already be challenging. Imagine doing this for every single person in a large enterprise and it becomes clear that when screening in high volumes, maintaining speed and quality can seem nearly impossible.
How do you make sure that gathering and acting on this information doesn’t slow down your hiring process? The key is to help your organization create a digital screening workflow. It is an end-to-end, fully customized set of instructions that has helped countless Fortune 500 companies reduce logistical overhead and increase the quality of hires while screening candidates online.