Onboarding

Running an employment background check is an integral part of the hiring process. A quick turnaround time on these checks is vital to a smooth onboarding process for your candidates and your organization.

What can you do to help speed up the time it takes to receive your completed results? And what should you consider if it’s taking longer than you expected?

What affects turnaround time?

When Placing an Order

Missing or incomplete information is the primary cause of a delayed background check when placing the order.

The purpose of employee onboarding should be setting new hires up for success and decreasing the time it takes for them to become comfortable in their new roles and this works best if onboarding processes are designed strategically with the end goal in mind. However, the rise of remote and hybrid work, along with an increase in globally dispersed teams, has complicated the global employee onboarding experience.

The short answer: Yes, but proceed with caution. In a 2020 survey by The Harris Poll, 70% of employers who responded said they believe every company should screen candidates' social media profiles during the hiring process and 78% of employers believe that current employees should maintain a work-appropriate social media profile.

An entire healthcare organization can benefit when medical staff services and HR align.

A medical staff services office comprises medical staff professionals (MSPs) and credentialing specialists. They are responsible for credentialing and privileging medical staff members, keeping up with medical staff bylaws, and more.

In contrast, HR managers and employees are often responsible for promoting employee hiring and retention initiatives, managing financial matters such as payroll, and making sure healthcare regulations are followed.

After more than two years spent in a global pandemic, healthcare employers have had to adapt how they attract, hire, screen, and onboard new talent.

Cisive, PreCheck’s parent company, conducted an industry benchmark study that asked human resources, talent acquisition, compliance, recruitment, and operations professionals in the healthcare industry how their policies and procedures changed as a result.

Many health systems have improved their performance by focusing on what is called the “Triple Aim.” These include three dimensions:

The COVID-19 pandemic put an immense strain on healthcare workers and exacerbated the ever-growing healthcare workforce shortage. Even contingent labor pools, a common go-to for healthcare organizations to bolster staffing, were stretched thin last year. In the pandemic's early months, one travel nursing organization saw their order volume jump more than seven times year-over-year levels.

Many supporters of artificial intelligence (AI) in healthcare promote its potential for improving diagnostics, predicting treatment effectiveness and patient outcomes, and providing new insights into EHR data and population health. While AI does have potential for clinical application, it may also have a future in healthcare human resource (HR) departments.

Hospitals and other healthcare organizations are increasingly focused on improving the quality of patient care. This is driven partly by the move to value-based reimbursement models, competition among healthcare companies, and the more recent COVID-19 public health emergency, which put a spotlight on healthcare’s strengths and weaknesses.

With more attention than ever placed on the quality of care, what can healthcare organizations do to improve? Here are a few ideas you should consider.

The COVID-19 crisis is unprecedented and many companies and HR leaders have had to quickly pivot to a new remote work model that requires companies to assess how they can bring remote employees into their company culture and get them up to speed so they can be productive as quickly as possible. It also changes how we keep employees engaged, informed, and feeling like part of our company culture and organization.