TM - August 2008 - (Page 16)

recruitment & retention assessment & evaluation compensation & beneﬁts performance management learning & development succession planning [recruitment & retention] by Paige Vesuvio Global Background Screening Having the right background information about job candidates can reduce the likelihood of employment-related litigation, bad hires and excessive recruiting costs. But on a global scale, it also requires a knowledge of local screening regulations. For the past decade, a great majority of the ink devoted to coverage of talent issues in the trade and general business press has focused on the strategic and competitive beneﬁts of getting the right person into the right role — and with good reason. As every HR and talent management executive has heard perhaps a million times during the past few years, competitive business advantages are carved out not by capital investments but through investments in people. These people can create the product and service innovations to keep a company differentiated and ﬁercely competitive — as well as highly commoditized — in today’s global market and, ultimately, drive corporate growth. Unfortunately, far less coverage has been given to the other side of the talent equation, one that can have as much — if not more — of an impact on a company’s long-term prospects of success: having the wrong person in any role in the company. A few high-proﬁle media stories have highlighted the body blows to corporate reputation and consumer conﬁdence one bad apple can thrust upon a company. But those stories seem to have left the impression the only companies subject to trade secret theft, book cooking, embezzlement, data trafﬁcking, workplace violence and other nefarious activities are those at the highest and lowest levels of the Fortune hierarchy. Background Screening: An Increasingly Mission-Critical Endeavor The sad fact is every company, regardless of size or market position, is a target. For all the inches top-tier media 16 talent management magazine www.talentmgt.com http://www.talentmgt.com

Table of Contents Feed for the Digital Edition of TM - August 2008

TM - August 2008 Editor's Letter Contents Human Performance Leading Edge Foundations Global Background Screening Does Global Assessment Work? Global Total Renumeration: Creat One Organization Border Insecurity: Immigration Reform and Talent Management The Global Workforce: Communication Across Cultures Around the World in How Many Days? Insight: Exelon: Performance Under Pressure Special Report: Perspectives on Managing People Application: Reinventing Sales Rewards at Motorola Dashboard: Mideast Meets West Dashboard: Mergers and Acquisitions 2008 - Don’t Leave Employees Behind Editorial Resources Advertisers' Index Full Potential

TM - August 2008

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