Gig时代背景验证行业的演变
文/ Mike Cerrone
价值1000亿美元的全球核查市场将被打乱。让候选人拥有背景调查权将使招聘变得更简单，更快捷，更公平，更安全。
从招聘到银行，再到公寓租赁申请，背景核查无处不在。根据Careerbuilder.com，72％的公司背景检查他们雇用的每个人，2012年CareerBuilder研究发现，糟糕的招聘对近七成企业产生了负面影响。背景调查导致不利结果的人数没有统计数据，但2016年职业欺诈案件导致总损失超过63亿美元，2016年身份盗窃达到创纪录的1540万受害者，可以肯定地说，背景调查并非完全适用于任何地方。事实上，目前价值1000亿美元的全球验证市场正在迅速增长; 特别是，零工、自由职业者和零工市场的背景调查市场每年增长约12％左右，但在适应不断变化的市场需求方面进展缓慢。
任何人力资源、人事或招聘主管都可以告诉你，目前的背景调查流程既复杂又繁琐。在后端，它涉及各种机构和组织的手工研究和数据挖掘——从政府机构到私人就业记录，再到专业协会等等。这一过程会引发的人为失误和拖延结果，往往会导致公司的生产率和潜在雇员的收入减少。在这一领域出现的新公司正通过使用数字工具和接口来简化这一过程，但他们尚未简化最终结果，尤其是在满足千禧一代劳动力需求的方面。
千禧年的劳动力和零工经济在各行各业齐头并进。《福布斯》(Forbes)的数据显示，如今，千禧一代更喜欢自由职业，因为他们工作的灵活性和自由度更高。根据Intuit的数据，到20202年，零工工人预计将占全部劳动力的43%。如果这种增长趋势继续下去，10年后，一半的美国人将在多家公司从事自由职业。经济学家劳伦斯·卡茨(Lawrence F. Katz)和艾伦·b·克鲁格(Alan B. Krueger)表示，2005年至2015年，94%的工作机会似乎是在另类工作安排中创造的，也就是零工/自由职业工作。自由职业者/零工工人需要为他们所从事的每个不同的工作完成背景调查，而分开做这些工作的冗余将会是压倒性的。此外，重复的成本是不必要的，雇主和雇员的时间和资源的浪费将是有形的，而且在现行制度中重复的背景调查也会增加提供个人身份信息(PII)的风险，比如社会保险号或税号。
所有这些:对数据隐私、个人安全、对效率和速度的需求以及生产率的最大化的关注正将我们引向候选人验证模型。我们相信，验证市场的下一阶段将允许员工包中包含经过验证的身份记录，以替代传统的背景检查。它可以与求职者的简历和推荐信放在一起(或代替)，让他们能够控制潜在雇主可以获得的信息水平。
这种需求在许多公共对话中都有体现，比如“禁止盒子”运动。在美国全国范围内，33个州和超过150个城市和县已经采取了这些“公平招聘政策”，鼓励雇主首先考虑应聘者的资格，而不带定罪或逮捕记录的污名。这些政策通常会在招聘过程接近尾声时启动背景调查。问题是，在这个过程的最后，如果雇主知道了定罪的历史，这仍然可能是一个片面的故事，可能会改变雇主的态度。考虑到“零工经济”工作者有较高的犯罪记录的可能性，经过核实的个人资料将允许候选人解释或争论过去的问题，为目前被视为二元决策的情况增添色彩。这与耻辱的转移是一致的，但不会让公司和候选人浪费几天或几周的时间。
这种以候选人为中心的模式可以以更低的成本重复使用。Vetty的经过验证的配置文件位于区块链上，并保持安全和最新，以便公司可以无延迟地访问它们，并相信数据实际上是由符合FCRA的消费者报告机构(CRA)验证的。他们也更可靠，因为用户将被鼓励确保他们的数据是正确的，就像他们有兴趣保持他们的简历更新一样。将背景调查从人力资源团队或昂贵供应商手中夺走，并将其交到潜在候选人手中，可以加速招聘过程，节省团队时间，并有利于公司的盈利。它还邀请那些对数据隐私问题敏感、对背景调查持怀疑态度、可能在不同项目中同时处理多项任务的年轻人才。
简单地说，用户拥有的经过验证的概要文件提供了一种21世纪的方法来处理过时且繁重的流程。它通过加快招聘流程、提高生产率、更快更安全地提供准确的数据，为求职者和雇主提供了双赢。
以上为AI翻译，观点仅供参考。
原文链接：The Evolution of the Background Verification Industry In the Gig Era
HR如何通过数字化转型重塑自我?数字转型是各行各业当先面临的迫切问题，HR深入其中，成为必须的一部分。
为更好的传递观点，我们使用AI翻译了下面的文章与您分享。英文原文可以访问HRTechChina.com 了解更多
作者：
Jason Averbook
根据人力资源思想领袖Jason Averbook的说法，围绕数字人力资源转型的组织内部存在大量混淆，他解释说，许多公司正在努力实施真正有意义的数字化转型，从而推动可持续的竞争性业务优势。
人力资源有两种数字化转型，Averbook表示，在实践中它实际上意味着“仍然存在一大堆混乱”。
“在数字化人力资源转型方面，有一个'大T'和'小T'，”Averbook说，他是咨询公司LeapGen的首席执行官。
“'大T'是关于我们如何将自己重组为人力资源部门，以便在数字世界中工作，而'小T'则是关于我们如何实际采用数字优先心态为员工提供能力。”
Averbook是最近一系列 关于数字化转型和未来工作的ServiceNow活动的一部分 ，他说组织在人力资源数字化转型的“小T”方面通常更为成功，但在成功时却不太成功。重塑HR以在数字世界中成功地工作。
“人们花费数百万，数百万美元将自己重组为不同类型的卓越中心和不同类型的服务中心 - 只是意识到，当他们自己进行重组时，这已经过时了。要去，“Averbook说。
“总的来说，我会说我们处于数字化思维模式的早期采用阶段，我甚至不打算将其称为数字化人力资源转型。
“谈到人们的服务，这个'数字优先思维'空间只会在未来一到五年内爆发。”
“总的来说，我会说我们处于数字化思维模式的早期采用者阶段”
Averbook表示，人力资源数字化转型的变化步伐将会加快，预计未来五年内人们对人力资源技术领域所知的所有事情将在未来五年内发生重大变化。
他给出了员工和经理自助系统的例子，并解释说，不是通过桌面计算机登录系统工作，而是转向SMS聊天，Skype，Chatter或员工可以使用的其他平台和应用程序，无论他们身在何处。
“当我们考虑员工服务体验时，人力资源技术的世界将从专注于交易的领域转变为必须专注于经验而人力资源是静脉注射（IV）饲料的领域，以便为组织提供任何能力。
“所以，如果我想向一名旨在增加参与度的员工提供一些内容，那么它将会经历那个IV，”他说。
“在过去，我们在建立从组织到员工的沟通渠道方面做得很差。
“展望未来，为了提供任何数字化能力，我们将不得不以非常，非常顺利的方式铺平这条道路，以满足员工的需求，并以对他们来说非常自然的方式。”
Averbook解释说，在员工体验方面，战略与执行之间也存在巨大差距。
“人们想出这个想法，他们将创造这种员工体验，但他们不知道如何到达那里，”他说。
“因此，战略与执行之间不仅存在差距，更多的是”鸿沟“，人力资源面临的挑战是将重点放在员工和经理身上，而不是集中在组织之外。
“如果他们能够让员工和管理人员知道人力资源部门正在提供能够使工作场所和员工队伍变得更好的事实，那么人力资源部门将获得的数据将比他们今天获得的数据好10倍，”他说。说过。
“因此，当人力资源开始与我讨论员工的经历时，他们真正谈论的是人们如何获得人力资源的支持或服务或答案”
ServiceNow的人力资源产品销售负责人Mark Souter解释说，员工和经理都希望人力资源能够以快速和可预测的方式获得正确的答案。
“人力资源部正在寻求将客户服务经验的学习应用到内部员工服务体验中，但他们正在使用尚未为此构建的系统来实现这一目标，”他说。
“市场中的核心HCM在人力资源数据，参考记录和关键人力资源基础知识方面做得很好。”
然而，这样的系统并没有满足大多数员工的服务需求，Souter表示这推动了市场对于参与系统以及HCM产生的记录系统的需求。
他解释说，经理和员工正在寻找合适的支持，人员，设备或系统，以快速，可预测的方式获得他们的查询答案。
“当人们谈论员工的经历时，往往被定义为相当迟钝或差劲，或以多方面的方式，”苏特说。
“因此，当人力资源开始与我谈论员工的经历时，他们真正谈论的是人们如何从人力资源部获得支持或服务或答案。”
Souter补充说，这个过程历来以非结构化的方式进行，多个系统包括内部网，对于特定人员的角色以及其他HR和HCM系统具有有限的上下文相关性，导致员工和经理的脱节，有时令人沮丧的体验。
人力资源团队也一直专注于高价值的活动，如人才管理，学习和发展，以及劳动力分析和规划，苏特表示，虽然这些非常重要 - 人力资源部门“可能错过了一步”围绕人们如何以对他们有意义的方式获得问题答案的方向。
“为什么他们在组织之外的经历不是作为消费者反映在内部？”他问道。
“我们之所以这样做，是因为我们一直在与他们讨论HCM系统和参考记录，以及与他们接触并围绕该参考记录建立经验的方式。”
以上由AI翻译，仅供参考！
英文请访问:
Jason Averbook on how can HR reinvent itself through digital transformation
There is a significant amount of confusion within organisations around digital HR transformation, according to HR thought leader Jason Averbook, who explained that many companies are struggling with the implementation of real and meaningful digital transformation which drives sustainable, competitive business advantage.
There are two kinds of digital transformation for HR and Averbook said there is a “still a boatload of confusion” as to what it actually means in practice.
“When it comes to digital HR transformation, there is a ‘big T’ and a ‘little T’,” said Averbook, who serves as CEO of consulting firm LeapGen.
“The ‘big T’ is about how we reorganise ourselves as an HR function to work in a digital world, while the ‘little T’ is about how we actually take a digital-first mentality to deliver capabilities to the workforce.”
Averbook, who was speaking as part of a recent series of ServiceNow events on digital transformation and the future of work, said that organisations are generally more successful when it comes to the “little T” of digital transformation for HR, but less successful when it comes to reinventing HR to successfully work in a digital world.
“People are spending millions and millions and millions of dollars reorganising themselves into different kinds of centres of excellence and different kinds of service centres – only to realise that by the time they’ve reorganised themselves, this is already dated from where they’re trying to get to,” said Averbook.
“Overall, I would say that we’re in the early adopter phase of a digital-first mindset, and I’m not even going to call it digital HR transformation.
“When it comes to people services, this ‘digital-first mindset’ space is only going to explode in the next one to five years.”
“Overall, I would say that we’re in the early adopter phase of a digital-first mindset”
Averbook said the pace of change in digital transformation for HR is only going to pick up and predicted that everything known about the world of HR technology for the past 20 to 30 years is going to change significantly in the next five years.
He gave the example of employee and manager self-service systems and explained that rather than logging into systems via desktop computers to work, this would shift to SMS chat, Skype, Chatter or other platforms and apps employees can use regardless of where they are located.
“When we think about the employee service experience, the world of HR technology is going to change from one that’s just focused on transactions to one that has to focus on experience and HR being an intravenous (IV) feed to deliver any capability into the organisation.
“So, if I want to deliver some content to an employee which is designed to increase engagement, then it’s going to go through that IV,” he said.
“In the past, we have done a poor job in building that line of communication from the organisation to the employee.
“Moving forward, in order to deliver any digital capability, we’re going to have to pave that road in a way that’s very, very smooth, that meets employees where they are and in a way that is very natural to them.”
Averbook explained that there is also a significant gap between strategy and execution when it comes to the employee experience.
“People come up with this idea that they’re going to create this employee experience but they have no idea how to get there,” he said.
“So, there is not just a gap between strategy and execution, but more of a ‘chasm’ and a challenge for HR in this is focusing inwards on employees and managers, rather than focusing outside of the organisation.
“If they can get employees and managers to buy into the fact that HR is delivering capabilities to make the workplace and workforce better, the data HR will get out of that is going to be 10 times better than the data they get today,” he said.
“So when HR starts talking to me about the employee experience, what they’re really talking about is how are people getting the support or service or answers from HR”
Mark Souter, HR product sales lead for ServiceNow, explained that both employees and managers are looking to HR to get the right answer in a way that is both quick and predictable.
“HR is looking to apply learnings from the customer service experience to the internal employee service experience, but they’re doing it in ways using systems which haven’t been built for this,” he said.
“Core HCMs in the marketplace do a great job with HR data, records of reference and key HR fundamentals.”
However, most employee service needs are not met by such systems, and Souter said this is driving a need in the market for both a system of engagement as well as a system of record produced by an HCM.
Managers and employees are looking for the right support, person, device or system to get the answer to their query in a quick and predictable way, he explained.
“When people talk about the employee experience, it is often defined either fairly obtusely or poorly, or in a multifaceted way,” said Souter.
“So when HR starts talking to me about the employee experience, what they’re really talking about is how are people getting the support or service or answers from HR.”
Souter added that this process has historically been approached in a very unstructured way, with multiple systems including intranets with limited contextual relevance for a specific person’s role as well as other HR and HCM systems, resulting in a disjointed and sometimes frustrating experience for employees and managers.
HR teams have also been focusing heavily on higher-value activities such as talent management, learning and development, as well as workforce analysis and planning, according to Souter, who observed that while these are very important – HR has “probably missed a step” around the orientation of how people get answers to questions in a way that is meaningful to them.
“Why isn’t their experience outside the organisation as a consumer reflected inside?” he asked.
“The reason for this is that we’ve that, is that we’ve been talking to them about HCM systems and records of reference, versus ways to engage them and build that experience around that record of reference.”
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