Employment Information

criminal records?

Chances are that there are criminals who pose themselves as a different person either using another name or just made himself someone out of thin air to get into employment or lives of others. From fake names to fake IDs or even fake college degrees, it is now possible to forge documents. These however are the real criminals. There maybe those who do this out of desperation yet a wrong doing can never be right. For those however who see themselves inline with -second chance-, what others has first set wrongly can greatly affect them. This is one hard throw for those who want to start in a clean turf.

It is indeed a pity for someone who wishes to start anew, throw his first chance of having one. A criminal record seems to be a billboard on neon lights posted on ones head. It’s hard to look past it yet it seems inhuman to not give a chance when it is being asked. Consideration-can it be given or not? This is one question that each of us must answer. “> Once convicted of crime, a person, after detained in prison, is usually given the benefits as allotted to them by the government supported by law. However, this freedom is bounded by the decision of an employer as to whether give them the consideration for employment or not. Is this discrimination or not?

It cannot be blamed that a persons with criminal records are given the benefit of the doubt when it comes to employment. Those under probation are usually the ones gravely faced with this problem than those who have gone out of jail for quite some time. It seems that trust is being questioned rather than the potential or talent one can offer for the affectivity of the job. People can not help but be careful nowadays when anyone can be suspected of even being a terrorist. A bag that was left, even if it was unintentional, in front of the store alerts the bomb squad or any swat team. If things can pull the alarm trigger what more a person whose face has been laid in criminal records?

Chances are that there are criminals who pose themselves as a different person either using another name or just made himself someone out of thin air to get into employment or lives of others. From fake names to fake IDs or even fake college degrees, it is now possible to forge documents. These however are the real criminals. There maybe those who do this out of desperation yet a wrong doing can never be right. For those however who see themselves inline with -second chance-, what others has first set wrongly can greatly affect them. This is one hard throw for those who want to start in a clean turf.

It is indeed a pity for someone who wishes to start anew, throw his first chance of having one. A criminal record seems to be a billboard on neon lights posted on ones head. It’s hard to look past it yet it seems inhuman to not give a chance when it is being asked. Consideration-can it be given or not? This is one question that each of us must answer.

In today’s economy, seasonal and temporary staff can be found in audit offices as well as the shop floor and in the ski resort. As companies strive to have the exact amount of people on board to fulfil fluctuating business demand, finding optimal temporary staff has become a priority for many employers. So what are the risks and rewards associated with temporary staff and what steps can organisations take to build a reliable and flexible workforce to meet seasonal as well as ongoing business demands?

According to the latest figures from the International Confederation of Private Employment Agencies (CIETT), the UK has the highest number of temporary workers in Europe, with over 1.3 million temps working in the UK; thats around 5% of the UK workforce.

Since the 1970s, temporary staffing has expanded rapidly to become a significant feature of many national labour markets. Temporary employment, be it seasonal, ad hoc or interim work, is now a permanent feature of the business landscape and for many organisations, it is a form of working that has become integral to business strategy. Indeed, recent research from the University of Manchester has found that the recession has led many firms to have in place a buffer zone of temporary agency workers. During tough economic times, firms may increase the proportion of their workforces which are externally sourced from temporary recruitment agencies as a means of managing the risks of any future recessions. While for most firms, this strategy is a short term one, there is also evidence that it has developed into a longer-term approach to workforce management.

Temporary staff can be quickly deployed to cope with unforeseen demand, cover sickness, holiday absence and maternity leave and provide extra support due to seasonal demand like the Christmas rush or financial year end. During times of recession, using temporary staff also allows organisations, at least in the short term, to avoid the costly need to sack permanent, core members of the workforce.

The use of temporary staff can also help to reduce the fixed costs associated with labour hiring and recruitment. Temporary workers, for example, represent a relatively low cost method of screening for potential permanent employees, monitoring their on their job performance and culture fit. Recruiting permanent staff from a pool of temporary workers enables businesses to try them out for size over a longer period of time than would be possible under most probation schemes. Conversely, for other employers, using temporary staff can be a way of securing additional time to use for searching for permanent employees.
In more recent years, there has also been a rise in the use of independent contractors by organisations. Contract workers provided added flexibility when a company requires it. They can do one off jobs or provide a service which no other member of staff can provide. In many cases, they can often begin work at short notice which helps employers to meet a sudden demand. The added benefit for the employer is that they are not responsible for their PAYE or national insurance contributions.

Clearly, hiring temporary staff offers a number of specific advantages to employers. However, they do come in all shapes and sizes. The good ones can help a company thrive in the difficult times or offer valuable help and support at short notice. The very best temporary workers are often highly motivated, some seizing on the opportunity to gain valuable experience and may see the role as a stepping stone to a permanent position. Others may resent the fact the role is not permanent, they might lack motivation and commitment and could be detrimental to a companys business. At their very worst, a temporary worker may gain employment under false pretences, which potentially could have very serious repercussions.

The organisations which tend to have seasonal peaks and a greater demand for temporary workers, also tend to be organisations where these seasonal or temporary employees are most likely to have close access to customers, either directly (in the case of retail and the hospitality industry) or indirectly (in the case of call centres or financial institutions). In both cases, the implications of placing the wrong person in a temporary job could be severe and have potentially high financial, legal and reputational consequences.
Experian has found that organisations use temporary staff and contractors while largely ignoring or being unaware of the risks. While the timescales associated with recruiting temporary staff are short, this should not be an excuse for not carrying out appropriate background screening on temporary staff. By doing so, these employers are taking massive risks affecting their own organisations and the public at large.
So what are the specific risks and what implications do these have for employers?

Many organisations, which have fluctuating seasonal and temporary demands, employ a significant number of migrant workers. The immigration, Asylum and Nationality Act 2006, makes it a criminal offence to employ someone who is subject to immigration control and who has no permission to work in the UK. In 2009, the UK Border Agency imposed 2,210 civil penalties on employers of illegal workers totalling 22.1m, almost double the number of civil penalties issued in 2008.
With forged identity documents often very hard to spot without specialist equipment or Scotland Yard level expertise, the importance of electronic identity validation and appropriate background screening should not be underestimated when it comes to temporary employees and complying with immigration legislation.

The Corporate Manslaughter Act places a legal obligation on employers to ensure that the staff they employ do not pose a threat to themselves or others. For sectors like retail and hospitality, ensuring that customers have a safe and pleasant experience is critical to their success but dependent on having honest, reliable and trustworthy staff. In order to protect themselves from legal and financial repercussions further down the line, organisations must satisfy themselves that the temporary staff they employ have the appropriate qualifications, a full and valid employment record and no previous convictions.

The possibility of hiring someone who may pose a direct criminal threat may seem rare, but the fact that the value of reported fraud in the UK has increased by 153% since 2003 reminds us how serious a threat this is to UK businesses. The latest figures from CIFAS, the UKs fraud prevention service, show a substantial rise in the number of cases of employee fraud identified in 2009 compared to 2008. CIFAS also reports an increase in the number of cases of employees selling personal data. The implication of this finding is that more staff are being approached by organised criminals and bribed to reveal personal customer data. Indeed, it has been claimed by the police that one in ten of Glasgows financial call centres has been infiltrated by criminal gangs.
Clearly, organisations which hold large data repositories or deal with sensitive financial information are at greater risk from insider fraud. In these days of identity theft, criminals will pay a healthy price for personal information and the temptation for someone in financial difficulties is clear. For these organisations, temporary or contract employees are often the biggest threats when it comes to employee fraud. Generally, they have less to lose, have less loyalty to the company and can also have wide access to sensitive customer information. Fraudsters are also more likely to obtain entry to an organisation through temporary or contracting roles where background screening may be lax or often non-existent.
When it comes to combating employee fraud, these organisations should consider developing an employee screening policy which includes carrying out identity checks, credit checking and criminal record checks specifically on temporary and contract staff and not just those in permanent positions.

Top tips for meeting seasonal recruitment demands and minimising exposure to risk are:
Dont rely on the recruitment agencys screening process – organisations should also undertake internal background screening of temporary applicants
Build a temporary talent bank consider pre-screening a group of recurring seasonal employees who come back during the busy periods
Use background screening to deter timewasters and potential fraudsters – Experians own experience has found that its not uncommon for as many as 15 per cent of applicants to drop out when made aware that a thorough background check is used in the recruitment process
Effective workforce planning – plan well in advance for busy periods and line up a pre-screened workforce that can be called upon at short notice
Outsource the background screening process not only will this save time and money but will also ensure legal obligations are met

The first thirty seconds of the interview will ultimately determine if you get the job or not. Not only are first impressions crucial they are everything. If you have created a bad first impression you are sunk dead in the water. It would have been much better for your career and employment prospects if you had never shown up for the interview, called in sick so to say and stayed in bed at home for the day.

You have been screened into an interview because you have appeared qualified on paper. The employer uses the interview to learn whether or not you have the personal qualifications needed to fit into the organization. As well the interview process is used to confirm and further conform you work habits and work performance skills in action.

The first thirty seconds count most. People form basic opinions as well as basic assumptions about you within the first 30 seconds of meeting you. These opinions and assumptions may be conscious choices by the interviewer. In many cases this process in an unconscious one. The interviewer may never realize that they have determined basis assumptions of you – that determine you career path. It may never be acknowledged that these prejudices so to speak are even recognized as being held never mind acknowledged in conversation. The role of assumptions in our daily lives is integral.

If we did not make assumptions about people and places we encounter we would be spending most of our daily lives starting from scratch on everything in order to determine information, tactics and strategies.

The first thirty seconds do count. Interviewers will often say that they usually form strong opinions about applicant in the time it takes for the job seeker to walk across the room and say Hello.

How can you make those first impressions and those vital 30 seconds work for you as opposed for against you in your quest for that job or gainful employment or gainful advancement.

It comes down to 2 concepts. Preparation, presentation and attitude.

Prepare to be be prepared. Arrive on time with the essentials. Never arrive late or if an emergency arises phone ahead. Show that you are a person of honor, integrity and respectful toward others.

If the interview requires some preparation or tools plan ahead to either do the task or bring the equipment. Many a job interview is sunk even before the event when a potential job seeker does not bring a pen to fill out an application. Strike one. It is reasoned by many gatekeepers of the first step in the organizational hiring process that if a person cannot even prepare to bring a pen to fill out the application form then they are a person who cannot plan ahead for tasks and are a poor choice for employment at that place of work.

Second in the list of concepts is presentation. Dress well and appropriately. Be neat. Details count down to clean fingernails and clean and polished shoes. How to dress? Generally look at the industry and its employees. Do not overdress to impress the interviewer. If you are applying at an organization where people dress in a jacket and tie it is wise to dress as such or one step up. To come in an expensive tailored Armani suit may not be a wise idea.

Attitude after the previous two concepts are attended to can be the number one factor. Attitude is said to be the primary factor that influences an employer to hire. First of all concentrate on being likeable. Interviewers want to hire pleasant people whom others will enjoy working with on a daily basis.

To project that you are highly likeable it is best to be friendly, courteous and enthusiastic. Speak positively. Use positive body language. Smile.

It is best to project and air of pride and confidence. Act as though you thoroughly want and deserve the job not as though you are desperate for the job.

Demonstrate enthusiasm. An applicant’s level of enthusiasm often influences the employer as much as any other interviewing. The applicant who demonstrates little enthusiasm for a job or even life will never be selected for employment positions.

It is best to demonstrate knowledge of and interest in the employer. Saying that I really want this job is not convincing and mature enough. Explain in the interview why you want the position and how that position fits into your career plans and ultimately benefits the employment organization. It may even be that the employer’s position or firm offer unique opportunities or training that are highly relevant to your career and personal growth.

Perform your best at every moment. It is not as if you are on parade or presenting a false show. Be sincere but remember that there is no such thing as time out during an interview. Even from the beginning treat even the receptionist courteously. You may want to enquire about his or her name and conduct basis small talk. In the end it can be said that you never really know who can ultimately help or hinder your job employment prospects and success.

Lastly remember that an interview and the interview process is a two way street. You should project a genuine and sincere interest in determining whether you and the employer can mutually benefit from your gainful employment.