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1、2023 Global Benchmark Report1Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Methodology/About Us Additional Resources Contact UsHireRights 2023 Global Benchmark Report2HireRight prepared these materials for informational purposes only.These materials are no

2、t intended to be comprehensive,and are not a substitute for,and should not be construed as,legal advice.HireRight does not warrant any statements in these materials.Employers should direct to their own experienced legal counsel questions involving their organizations compliance with or interpretatio

3、n or application of laws or regulations and any additional legal requirements that may apply.HireRights private investigation licenses can be found at:https:/ 2023 HireRight,LLC.All Rights Reserved.All other trademarks are the property of their respective owners.Reproduction and distribution of this

4、 publication in any form without prior written permission is prohibited.3Table of ContentsForeword Page 5GlobalSummaryPage 7North AmericaSummaryPage 9Latin AmericaSummaryPage 17IndiaSummaryPage 15EMEASummaryPage 11Asia-Pacific SummaryPage 134Table of ContentsTalent Acquisition Foreword 43Adoption of

5、 Applicant Tracking Systems 44ATS Integrations 45Recruitment in 2022 47Recruitment Challenges in 2022 49Recruitment Tactics in 2022 50Recruitment Channels in 2022/2023 52Social Media Recruitment in 2023 54Talent Acquisition Challenges in 2023 and Beyond 56Workforce Management Changes in Workforce Si

6、ze 61Retention Activities 64Remote Working by Numbers 67Is the Future of Work Still Hybrid?69Background Screening Benefits of Pre-employment Screening 20Choosing A Screening Provider 22Background Screening Around the World 24Drug Screening 26Social Media Screening 29Candidate Discrepancies 34Extende

7、d Workforce Screening 37Post-Hire Screening 39Conclusion71Methodology/About Us72Additional Resources74References73Contact Us7552023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsWelcome to HireRights 2

8、023 Global Benchmark Report!With macro-economic conditions changing recruitment strategies worldwide,in this years Global Benchmark Survey HireRights 16th annual survey of human resource,risk,and talent acquisition professionals worldwide we asked respondents how their companies are navigating new t

9、erritory to find,screen,and retain talent.This report provides a summary of their responses.Guy AbramoPresident and CEO of HireRightForeword Guy Abramo62023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About

10、UsForeword Guy AbramoOur journey begins with a global overview of this years survey results before we embark on a world tour led by HireRights regional business leaders,guiding you through key insights from our respondents in North America,Europe,the Middle East,and Africa(EMEA),Asia-Pacific(APAC),I

11、ndia,and Latin America.We then return to familiar shores:Background Screening.This year weve taken a deeper dive into the waters of drug screening,social media screening,and post-hire screening.We are also exploring what businesses value most when choosing a screening provider,which background check

12、s are most common in each region,and which checks most often uncover candidate discrepancies.Next,we focus on exploring the Talent Acquisition landscape.Are more businesses using applicant tracking systems to streamline recruitment processes in 2023?How did businesses overcome their recruitment chal

13、lenges last year?What major talent acquisition challenges are expected this year and beyond?Our final stop is Workforce Management.Are businesses optimistic in their outlook for 2023?Which activities were most utilized in 2022,and which are planned to be introduced in 2023,to help drive retention an

14、d minimize attrition?Is the future of work still likely to be hybrid?Thank you to all who took part in our 2023 Global Benchmark Survey and shared their experiences of screening,recruitment,and talent management with us.In times of uncertainty,market insights can be invaluable to help businesses to

15、adapt to not just survive but thrive,and I sincerely hope that this years report,Navigating New Territory,will help you to do just that.Guy Abramo,President and CEO of HireRightIn times of uncertainty,market insights can be invaluable to help businesses to adapt to not just survive but thrive,and I

16、sincerely hope that this years report,Navigating New Territory,will help you to do just that.”“72023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsFor many multi-national businesses,both global support

17、 and local expertise are required from their background screening provider.While some companies may choose to manage their screening and recruitment services locally or in-region,working with a host of local recruitment agencies and screening providers in different locations,this approach is not wit

18、hout its downside.Consistency is important for global background screening programs,and it can be very difficult to create a consistent screening program across a companys footprint when services vary between screening providers and local regulations may impact availability of some checks in certain

19、 locations.By partnering with a single global screening provider that also has local and regional expertise around the world,organizations can craft a unified global screening program one that considers local nuances,customs,and laws,offers alternative screening services to mitigate the businesses k

20、ey risks where there are local limitations,and has around-the-globe support from operations,customer service,and account management.The following summary provides some high-level trends we have observed from this years Benchmark Survey responses from each region showing that there are some global co

21、mmonalities around background screening and recruitment activity this year.Afterwards,youll hear from our regional leaders,sharing some key findings from their territories to help you better understand the local landscapes,before the rest of the report compares our survey responses from North Americ

22、a,EMEA,and APAC.I hope you find these global and regional highlights helpful and that this report will provide you with a more informed outlook of the screening and talent terrains for your business for the rest of 2023 and beyond.By partnering with a single global screening provider that also has l

23、ocal and regional expertise around the world,organizations can craft a unified global screening program.”“Steve GirdlerGlobal Managing Director at HireRightGlobal Executive Summary82023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management

24、Conclusion Methodology/About UsKey Global TakeawaysSpeed matters most when choosing a screening provider.More companies are utilizing criminal record checks in 2023.More businesses are using applicant tracking systems.It was recruitment as usual for half of participating companies last year.There is

25、 little change in remote working expected this year.Speed has jumped to the top of the priorities list for employers in each region when choosing a background screening provider.Accuracy of results and cost are also widely considered as important by respondents globally.Criminal record checks contin

26、ue to be utilized by more employers globally as part of their background screening program,with four-year high rates of adoption reported by this years respondents in each region.Previously undisclosed criminal convictions are the candidate discrepancy most often discovered by two-fifths of responde

27、nts from North America.Half of global survey respondents said they currently use an applicant tracking system(ATS),up from two-fifths who said they used an ATS in last years Benchmark Survey.Businesses from North America are most likely to have their background screening provider integrated with the

28、ir ATS around half of respondents from the region said they have an integration,compared with three in 10 APAC respondents and under a quarter of EMEA respondents.Globally,over half of respondents said that recruitment carried on roughly as expected in 2022,despite the media often focusing on job cu

29、ts in sectors such as technology.In fact,two-fifths of respondents said they hired more workers to meet increased demands on their business last year.The number of employees working remotely is expected to remain stable in North America and EMEA,but a slight decline is expected in APAC by the start

30、of 2024.Remote working is the most widely utilized by EMEA respondents,with over half(55%)saying at least half their workforce will be working remotely in some capacity by January 2024,a slight increase from 51%of respondents who said this was the case in January 2023.92023 Global Benchmark Report F

31、oreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsThe path of background screening is a well-travelled one in North America,with most workers accustomed to participating in a background check as part of the onboarding process.Howe

32、ver,while adoption rates of pre-employment background screening vary from country to country across the rest of the world,surprisingly,education and employment verifications are still far more common among businesses conducting background screening outside of North America.Interestingly,in North Ame

33、rica,EMEA,and APAC,education and employment verifications are two of the three most common areas where candidate discrepancies are found during pre-employment background screening,despite these checks being far from universal across North America.Just over half of respondents from North America said

34、 they conduct employment verifications,compared with 84%in APAC and 90%in EMEA.Similarly,just 46%of North American employers verify their candidates education history,compared with 71%in EMEA and 87%in APAC.Perhaps some North American employers are foregoing checks like these,which can take longer t

35、han database or public record checks,to help reduce their overall background check turnaround times and get new talent in the door faster.Almost seven in 10(68%)respondents from North America said that speed was one of the most important factors when choosing a screening provider,up from 53%in last

36、years survey however,rates of adoption of education and employment checks in North America in 2023 are consistent with those reported in recent years.To drive recruitment in their companies in 2022,almost three-fifths(58%)of respondents from North America said they increased their salaries or offere

37、d better/additional benefits.If this continues throughout 2023,employers could end up paying increasingly more to attract new talent,making it even more essential to have a robust background screening program in place to verify that their candidates have the experience they claim and that they dont

38、make a costly bad hire.To help guide employers down the right path,here is a summary of some key screening and recruitment trends from our survey respondents from North America,mapping out the talent landscape at the start of 2023.North America Executive SummaryMary OLoughlinManaging Director of the

39、 Americas at HireRight102023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsKey North America TakeawaysAround three-fifths of respondents from North America conduct drug and/or health screening as part

40、of their companys screening program.Half of respondents said their company utilizes an applicant tracking system(ATS)and half of those companies integrate their background screening provider with their ATS.Two-fifths of respondents said that their company hired more workers to meet increased demands

41、 on their business in 2022.Almost three-fifths of respondents increased salaries or offered better/additional benefits to drive recruitment in 2022.Finding qualified job candidates is expected to be a significant talent acquisition challenge for over three-quarters of employers in 2023,and around th

42、ree-fifths of employers for the following three years.Most businesses that conduct screening do so for all roles,but for those who only screen certain roles for drugs/alcohol,board members and C-suite executives are the least likely to be screened.Nearly a fifth of respondents said their screening p

43、rovider does not integrate with their ATS.Additionally,over half said that recruitment carried on roughly as expected last year.Also,over half advertised on new channels to support their hiring efforts and a quarter increased their recruitment budget last year.Just under half of respondents from Nor

44、th America believe that meeting candidates benefits/perks expectations will be a major talent acquisition challenge in 2023 and between 2024-2026.112023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About Us20

45、22 was a year like no other.In the UK alone,we witnessed the death of our longest reigning monarch,Queen Elizabeth II,the pound sterling fell to a 37-year low,and we experienced a 41-year high rate of inflation(11.1%in October 2022),1 while being led by three different prime ministers in quick succe

46、ssion.However,despite a choppy year,it seems that it was smooth sailing for many EMEA employers,with over half of survey respondents from the region saying their workforce grew in 2022,and two-fifths saying they had to hire additional workers to meet the needs of their business.Looking ahead,over tw

47、o-fifths of respondents expect to grow their employee numbers in 2023.While our survey found that remote working appears to be in decline in other parts of the world,with more employees being asked to return to the office,over half of EMEA employers said that between fifty and one hundred percent of

48、 their employees worked remotely in some capacity in January 2023.Additionally,if the UKs Employment Relations(Flexible Working)Bill passes this year,remote and hybrid working will likely become even more common in the UK by the start of next year.Against this backdrop of widespread remote working,I

49、 am confident that HireRights new digital identity verification services for Disclosure and Barring Service(DBS)criminal record checks and UK Right to Work checks will prove useful.These services were introduced last year and can help employers to streamline their screening processes while also prov

50、iding,where applicable,an easy way for candidates to verify their identity documentation remotely without ever having to hand over their identity documents.If you are currently a customer hiring in the UK,or with candidates from the UK,and youre not yet using these new digital services,please get in

51、 touch with your HireRight contact to find out more.I wish all our customers in the region a prosperous remainder of 2023 and if youre reading this and youve yet to engage with HireRight,I hope this is the year you join us!EMEA Executive Summary Peter ClevertonManaging Director of EMEA at HireRight1

52、22023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsKey EMEA TakeawaysEmployment verifications remain the most common background check conducted by businesses in EMEA,with nine in 10 respondents includ

53、ing them in their pre-employment screening program.Speed is considered an important factor for over two-thirds of respondents from the region when choosing a screening provider rising from under half of respondents in 2022.Two-thirds of respondents from EMEA have found discrepancies when verifying t

54、heir candidates employment history up from around half of respondents in 2022.Over half of respondents think that meeting candidates benefits/perks expectations,creating an employer brand that attracts talent,and finding job candidates will be significant recruitment challenges in 2023.Around three-

55、fifths of respondents believe that referrals and internal recruitment will be among their companys most effective recruitment channels in 2023.Criminal and education checks are the next most common checks,followed by identity information and credit checks.Accuracy of results and cost make up the top

56、 three drivers for businesses that are evaluating screening providers.Just under two-fifths of respondents had uncovered candidate discrepancies while checking their education credentials.Looking ahead,around three-fifths expect that finding qualified job candidates and increasing diversity,equity,a

57、nd inclusion in their workforce will be challenges between 2024-2026.Almost half of respondents expect their corporate website and online job boards will be effective channels this year.132023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Mana

58、gement Conclusion Methodology/About UsAsia-Pacific Executive SummaryThroughout the APAC region,2022 saw the introduction of several new privacy laws,as well as updates to existing laws coming into effect including Thailands Personal Data Protection Act 2019(PDPA),Australias Privacy Act Review,the In

59、donesian Personal Data Protection Law(PDPL),and amendments to Singapores Personal Data Protection Act(PDPA).Also,in Singapore in August 2022,the Monetary Authority of Singapore(MAS)issued new guidelines on operational risk management for financial institutions in Singapore something which could be s

60、upported by implementing a robust background screening program.2 Towards the end of the year,some colleagues and I attended the 2022 Professional Background Screening Association(PBSA)APAC Annual General Meeting to discuss background screening in the region with other screening industry professional

61、s.I was also fortunate enough to be a panellist for a session there titled“Opportunities,Challenges,and Threats to the Background Screening Industry,”which sparked an interesting conversation about evolving regulatory and screening requirements faced by businesses in the region,the impact of remote

62、working and hiring on onboarding and screening processes,and the screening outlook for 2023 and beyond.Insights from industry events,as well as responses from HireRights Benchmark Survey,are important to help us effectively serve our customers across APAC by understanding the latest local nuances th

63、at could affect organizations screening their workforces in the region.As your business prepares for whatever lies ahead,I hope you find the information shared in this regional overview helpful to compare your business with others in the region.Ko Hui YenManaging Director of APAC and India at HireRi

64、ght142023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsKey APAC TakeawaysOver four-fifths of respondents from the APAC region said their company experiences a better quality of hires because of their

65、pre-employment screening program.Education,employment,and criminal record checks are the most common services utilized by APAC employers in their pre-hire screening.Almost three-quarters of APAC employers have uncovered discrepancies while conducting employment verifications on their candidates.Ther

66、e is a three-year high in the number of respondents from APAC that are utilizing an applicant tracking system(ATS)perhaps due to an increased need for a quick and easy candidate application process.Finding qualified job candidates and creating an employer brand that attracts talent are expected to b

67、e the most common talent acquisition challenges for businesses in the region in 2023.Almost three-quarters said that speed is a top consideration when choosing a screening provider,up from just three in 10 respondents last year.Globally,our survey found that education checks are the most common in A

68、PAC(87%),followed by EMEA(71%)and then North America(46%).Checking education credentials remains the second most common area where candidate discrepancies are found however,there has been a drop in the number of businesses that said they often find these kinds of discrepancies year-over-year since 2

69、021.Over half of APAC businesses use an ATS,and of those over half have integrated their ATS with their screening provider or are in the integration process.Looking ahead,respondents believe that these will continue to remain top challenges,however,meeting candidates benefits/perks expectations is p

70、redicted to be the most common challenge in the following three years(2024-2026).152023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsIndia Executive SummaryKo Hui YenManaging Director of APAC and Indi

71、a at HireRightOutside of the U.S.,India is one of the countries where background screening is most widely adopted despite its general lack of digitized public records.3 In fact,it is the country that we received the second largest number of survey responses from this year after the U.S.HireRight con

72、tinues to support its customers in India both Indian businesses and multi-national companies operating in India with its local presence in account management,customer service,and operations,which can help to reduce background check turnaround times.Just under three-quarters of this years Benchmark S

73、urvey respondents from India said that speed was an important factor when choosing a screening provider,and it remains a priority for us to help our customers to hire their talent faster.Our survey findings also suggest that background screening practices in India remain well established,with a high

74、 percentage of respondents from India saying they conduct education,employment,criminal,and identity checks.Around three-fifths of respondents from India also said their background screening provider is either integrated with their applicant tracking system or an integration is currently being set u

75、p.Additionally,our survey found that certain candidate discrepancies are most commonly found by businesses in India 86%of respondents from India said they often found employment discrepancies and 43%commonly found education discrepancies.If your business has a footprint in India and youre not curren

76、tly conducting background checks in the region,there is a chance these types of discrepancies are going unnoticed.Here are some of this years survey findings from our respondents in India:162023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Ma

77、nagement Conclusion Methodology/About UsKey India TakeawaysAlmost three-quarters of respondents from India said that speed is one of the most important factors when choosing a background screening provider.Nine in 10 employers from India that utilize background screening are conducting education and

78、 employment checks as part of their screening programs.Just under half of respondents from India said their company hired more workers to meet increased demands in 2022 the highest rate reported in any region in this years survey.Over half of businesses in India introduced new wellbeing initiatives

79、and enhanced their healthcare insurance offering in 2022 to help support employee retention.Around two in five respondents from India said their company allows hybrid working either with the employee choosing their days in the office or the employer choosing which days people work in the office.Arou

80、nd half said that accuracy of results and cost are key considerations when evaluating screening providers services.Over three-quarters of respondents said their company conducts criminal record checks and half conduct identity information checks.Seven in 10 respondents from India said their company

81、increased its workforce by more than five percent in 2022 and six in 10 respondents expect their workforce size to increase in 2023.Providing additional training and professional development opportunities and introducing employee share programs are among the activities most likely to be introduced f

82、or this purpose in 2023.However,around a quarter of businesses from India said they while they allowed remote working in some capacity before January 2023,they have now brought everybody back to the office.172023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquis

83、ition Workforce Management Conclusion Methodology/About UsLatin America Executive SummaryThe landscape of employment screening in Latin America has shifted significantly in the last decade.Not long ago,employers may have conducted some form of candidate vetting in-house rather than through a backgro

84、und screening provider without the participation or consent of the individual.Today,with the introduction of local data privacy and protection legislation,such as the Brazilian General Data Protection Law(LGPD),employers in the region must operate in a more transparent manner and seek input and coop

85、eration from their candidates.The Latin America region comprises dozens of countries and territories,each with their own cultural nuances and methods to access information depending on the available infrastructure.Due to this,it is important to be able to support local customers,and global customers

86、 with a presence in Latin America,from within the region and in the local languages.In 2021,HireRight expanded its footprint in Latin America by launching a legally incorporated subsidiary in Mexico,headquartered in a new office in Mexico City.4 We also established a new local verifications and rese

87、arch team in Mexico,in addition to the account management and sales teams that were already in the region.Our growth and investment in Latin America continues into 2023 with the acquisition of Inquiro Vitae,a local screening provider based in Argentina,to help improve our service offering in the reg

88、ion and allow us to invoice in the Argentine peso,which is important to help us service local businesses there.5 While the modest number of Benchmark Survey respondents from Latin America is growing year-over-year,we hope to secure even more responses next year to help us provide a more in-depth ana

89、lysis of the data from businesses in the region within this global report.However,based on the responses we received from the region this year,here are some high-level insights into the screening and recruitment habits of businesses in Latin America that I hope you will find insightful.Ryan Christen

90、senGeneral Manager of Latin America at HireRight182023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsKey Latin America TakeawaysMost survey respondents from Latin America said their company experiences

91、 a better quality of hire because of their pre-employment screening program.Half of Latin America survey respondents said they experienced a higher-than-normal time to hire and had positions remaining unfilled for three to six months in 2022.Criminal record checks,employment verifications,and educat

92、ion checks are the most common checks utilized by respondents from Latin America.Corporate websites and referrals were rated among the most effective recruitment channels in Latin America last year.Improving the candidate experience from application through onboarding and meeting candidates benefits

93、 and perks expectations are predicted to be the most significant talent acquisition challenges in the region in 2023.Speed,cost,and accuracy of results are the most commonly cited factors that respondents said they consider when choosing a screening provider.To help drive recruitment last year,half

94、of respondents said they increased salaries and/or offered better or additional benefits.Candidate discrepancies were most commonly found when conducting employment verifications and criminal record checks.Respondents from the region expect that social media,corporate websites,and internal recruitme

95、nt will be the most effective channels for recruitment in 2023.Creating an employer brand that attracts talent and finding qualified job candidates are expected to be the most common talent acquisition challenges in Latin America between 2024-2026.BackgroundScreening202023 Global Benchmark Report Fo

96、reword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsBenefits of Pre-employment ScreeningWhat are the main benefits your company gains from pre-employment screening?2022202366%52%42%62%52%49%82%52%41%67%49%44%59%46%56%76%31%33%65%54%4

97、7%66%45%53%76%51%41%Better quality of hires More consistent safety and security Improved regulatory compliance More consistent safety and security Better quality of hires Improved regulatory compliance Better quality of hires Improved regulatory compliance Better company reputation 2021North America

98、EMEAAPACA better quality of hires remains the benefit that most employers in North America and Asia-Pacific(APAC)associate with their candidate pre-employment screening program.In Europe,the Middle East,and Africa(EMEA),improved regulatory compliance held its position as the most common benefit seen

99、 by employers in the region with more consistent safety and security and a better quality of hires making up the top three.212023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsThere has been little cha

100、nge in the responses from North American employers in the past three years around two-thirds cite a better quality of hires,and around half say their company has more consistent safety and security because of their pre-employment screening program.In APAC,this year more respondents have experienced

101、improved regulatory compliance(52%,up from 31%in 2022)and better company reputation(41%,up from 33%in 2022)as key benefits.“The primary benefits that companies attribute to their pre-employment screening program may vary depending on the organizations motivations for conducting background checks.But

102、 whether a company is screening their candidates because it is a legal requirement in their industry,to help weed out underqualified individuals in the recruitment process,or to protect their companys reputation and brand name from the potential impact of a bad hire,background screening ultimately h

103、elps employers to reduce the risk of each new hire through a tried-and-tested due diligence process.”Caroline SmithVP Deputy General Counsel at HireRight222023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/Abo

104、ut UsSpeed/turnaround time has risen to the top of the priorities list for employers in all regions when choosing a background screening provider to work with.Most notably,in APAC,73%of respondents cited speed as a top consideration when choosing a background screening provider,rising significantly

105、from 31%in 2022.The top three priorities globally remain speed,cost,and accuracy of results.However,accuracy of results has seen a clear drop in this years survey responses,with between 26 and 32 percentage points fewer in each region.Choosing A Screening ProviderWhat do you see as the most importan

106、t factors when choosing a screening provider?North AmericaEMEAAPACSpeedCustomer service/support Accuracy of results Ease of use CostSpeedReputationAccuracy of results Candidate experience CostSpeedReputationCostCandidate experience Accuracy of results 2023202253%75%52%23%48%82%38%36%18%31%53%76%27%8

107、%68%49%49%25%21%66%50%45%34%28%73%51%45%25%23%N/A232023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsOutside of North America,a screening providers reputation appears to be a greater consideration per

108、haps because there are fewer screening companies operating in the market,or businesses may be newer to conducting background checks on their workforces.Almost a quarter(23%)of APAC respondents and nearly three in 10(28%)EMEA respondents cited the screening providers reputation as a key consideration

109、 when choosing a partner.In contrast,only around one in six(16%)employers from North America rated this as one of the most important factors when comparing screening vendors.“Mary OLoughlinManaging Director of the Americas at HireRightWith many employers globally having difficulty finding and onboar

110、ding the talent their organization was looking for in 2022,it is not surprising that speed was the most cited consideration by survey respondents in each region this year.However,what is perhaps unexpected is a clear deprioritization of accuracy of results compared with last years survey findings.At

111、 HireRight,we believe that speed,precision,and innovation are all needed to build a successful employment screening program.Without trust in the accuracy of your candidates background checks,how can employers make confident hiring decisions?”242023 Global Benchmark Report Foreword Executive Summarie

112、s Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsBackground Screening Around the WorldWhich background screening services does your company include in its pre-employment screening program?CriminalSSN Verification Drugand/or alcohol testing EmploymentEmplo

113、ymentCriminalIdentity information EducationEducationEmploymentIdentity information Criminal2023202285%63%53%51%84%81%70%60%76%88%65%56%202175%54%55%52%56%68%58%60%64%67%62%61%86%69%54%52%90%84%71%54%87%84%74%46%North AmericaEMEAAPACCriminal record checks are at four-year high rates in each region,re

114、maining the most commonly conducted pre-employment checks by respondents from North America.Meanwhile,employment and education checks take the top spots for the most widely conducted checks in EMEA and APAC respectively.252023 Global Benchmark Report Foreword Executive Summaries Background Screening

115、 Talent Acquisition Workforce Management Conclusion Methodology/About UsThis years survey showed little change in the most conducted candidate background checks in North America,EMEA,and APAC,with a few minor areas of note:Employment checks in EMEA have continued rising year over year,with 90%of res

116、pondents from the region saying they verify their candidates past work history(up from 56%in HireRights 2021 Global Benchmark Survey and 84%in 2022).Identity information checks,which can help validate a candidates provided identity information or document,have dropped slightly in EMEA and APAC this

117、year however,Social Security number(SSN)checks in North America,which help companies meet a variety of screening needs,are up on the previous years figures.The gap in education checks between North America and EMEA is closing,but they are still much more common in APAC,with 87%of respondents from th

118、e region saying they conduct education checks,compared with under half(46%)in North America and seven in 10(71%)in EMEA.Employment checksIdentity information checksEducation checks262023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management

119、 Conclusion Methodology/About UsDrug and health screening remains the most common in North America,with around three-fifths(61%)of respondents in the region utilizing this as part of their companys screening program.Outside of North America,only a third(33%)of respondents from APAC and a fifth(20%)o

120、f respondents from EMEA said they conduct drug testing.Drug ScreeningNorth America52%70%61%33%20%34%NoNoYesYesYesNoAPACIs drug and/or health screening part of your companys screening program?EMEAIts reassuring to see that so many of this years survey respondents from the U.S.are including drug testi

121、ng as part of their companys screening program.Drug abuse at work can be detrimental to a companys day-to-day operations,as well as their revenue.The side effects of drug abuse,even if not used in the workplace,can harm a company and put other employees at risk.While many employers might see drug te

122、sting as an expense,rather than an investment,creating a solid drug testing program can help organizations provide a safe workspace,and maintain productivity levels across the board.These programs can provide employers with a solid return on investment,which will likely far outweigh the upfront cost

123、s associated with drug testing.”Dr.Todd SimoChief Medical Officer at HireRightTo find out more about what goes on during a drug test,you can read HireRights two-part blog series on the life cycle of a drugs test.6 “Not sure”responses not shown below272023 Global Benchmark Report Foreword Executive S

124、ummaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsThe most common reason that respondents are not conducting drug screening in each region is due to it not being required by regulations in their industry.What are your companys main reasons for not c

125、onducting drug testing?It is not required by regulations in my industry Decriminalization of marijuana in certain locations 59%26%Drug testing does not predict performance 24%It is not required by regulations in my industry Lack of adoption in my location or industry 70%21%Dont see the value in drug

126、 testing 14%It is not required by regulations in my industry Complexities involved in testing process 63%21%Additional cost 16%North AmericaEMEAAPACIn the U.S.,the decriminalization of marijuana in several jurisdictions may be stopping many companies from conducting drug screening on their workforce

127、.While this can be a difficult area to navigate,there are materials available,such as HireRights Employers Guide to Legalized(Medical and Recreational)Marijuana eBook,7 which can help employers to better understand the marijuana landscape throughout the U.S.and possible ways to incorporate local req

128、uirements from these laws into their drug screening programs.In EMEA,a fifth(21%)of respondents cited a lack of adoption in their location or industry as a reason for not conducting drug testing.Some employers in the region also felt that drug screening offered little value.Complexities involved in

129、the testing process(e.g.,coordination,extra time,etc.)are a main concern for over a fifth(21%)of companies who dont conduct drug tests in APAC.Additionally,one in six cited the extra cost as being a factor in their decision to not conduct drug screening.282023 Global Benchmark Report Foreword Execut

130、ive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsAlmost two-thirds(63%)of respondents from North America whose company conducts drug testing said they screen all positions,regardless of seniority or perceived risk.However,executives(C-suite),t

131、he extended workforce,and board members are the least likely to be asked to take a drug test.Looking ahead,a fifth(19%)of employers in North America are planning/considering stopping testing for marijuana(THC)unless required by law or regulation,and one in 10 are planning/considering introducing pre

132、-employment testing for all job positions.Which positions are screened for drugs/alcohol?What changes to your drug testing program are you considering/planning for 2023?63%26%21%18%15%15%6%All roles Safety-sensitive roles Entry-level rolesMiddle management Extended workforceExecutives(C-Suite)Board

133、members 57%19%19%11%9%None Stop testing for marijuana(THC)unless required by law or regulationAdding pre-employment testing for all job positionsAdding post-accident and reasonable suspicion testing57%19%19%11%9%None Stop testing for marijuana(THC)unless required by law or regulationAdding pre-emplo

134、yment testing for all job positionsAdding post-accident and reasonable suspicion testing63%26%21%18%15%15%6%All roles Safety-sensitive roles Entry-level rolesMiddle management Extended workforceExecutives(C-Suite)Board members 57%19%19%11%9%None Stop testing for marijuana(THC)unless required by law

135、or regulationAdding pre-employment testing for all job positionsAdding post-accident and reasonable suspicion testingFor more information about drug testing in the U.S.,you can watch HireRights recent webinars:Drug Testing State of the Union 20238 and What You Need to Know About Reasonable Suspicion

136、 Testing.9292023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsSocial Media ScreeningNorth America10%20%17%6%14%19%202320232023202220222022APACWhich background screening services does your company incl

137、ude in its pre-employment screening program?Answer:Social mediaEMEASocial media screening was a hot topic in the world of background screening in 2022 and it continues to be at the start of 2023.This years survey responses show that globally there has been year-over-year growth in the number of orga

138、nizations conducting social media checks.Respondents in EMEA are the most likely to be utilizing social media screening,with a fifth(20%)of respondents from the region saying they include it as part of their candidate screening program,an increase from 14%in 2022.302023 Global Benchmark Report Forew

139、ord Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsAs with drug testing,the reason most commonly given for not conducting social media checks was it not being required by regulation.Additionally,around three in 10 respondents globally

140、said they dont know enough about social media screening to utilize it.Why does your company not currently conduct social media checks?Not required by regulation I dont know enough about it 31%31%Legal concerns 26%Not required by regulation I dont know enough about it 38%28%Social media activity is n

141、ot a concern from a hiring perspective 28%Not required by regulation I dont know enough about it 30%28%Social media activity is not a concern from a hiring perspective 26%North AmericaEMEAAPACOther reservations included legal concerns,being unsure how to interpret the results,and the perception that

142、 social media checks are too invasive.312023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About Us“For employers that conduct social media screening in-house,complying with the myriad of laws addressing priva

143、cy should be a concern.In the U.S.,numerous states have passed laws restricting an employers access to the social media accounts held by a prospective candidate or worker.Several states have also passed comprehensive privacy laws.Notable is the California Privacy Rights Act,which provides individual

144、s with specific rights to their personal data collected and reviewed directly by the employer as part of the employment process outside of a background check from a screening provider.Additionally,employers must be wary of imparting bias into employment decisions.When employers comb an individuals s

145、ocial media profiles to assess a candidates fit within an organization and identify potential risks,employers cant unsee what theyve seen.This could lead to Equal Employment Opportunity(EEO)concerns,as it is crucial only to consider non-discriminatory and job-relevant information throughout the hiri

146、ng process.A social media screening solution such as that provided by HireRight in partnership with Fama Technologies may help employers address concerns of perceived bias,depth of screening,and cost while still reporting relevant data from their candidates public social media profiles to help provi

147、de a more holistic picture of their candidate or employee as part of their background screening program.”Alonzo MartinezAssociate General Counsel at HireRightFor more information about the legal concerns around social media screening,you can read HireRights recent blog post,which includes a short vi

148、deo from Alonzo Martinez on this topic.10 322023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsAround a fifth of respondents from North America and EMEA said they review their candidates public social

149、media profiles ahead of conducting job interviews,showing a decline in pre-interview in-house social media reviews since last years survey.North America69%65%44%61%43%57%22%20%40%28%43%36%202320232023202220222022NoNoNoNoNoNoYesYesYesYesYesYesAPACDo you review candidates public social media profiles

150、in-house prior to interview as part of your recruitment process?EMEACompared with HireRights 2022 Survey findings,11 fewer than half the number of EMEA respondents said they investigate their candidates social media presence themselves before the interview stage of their recruitment process.With a f

151、ifth(20%)of EMEA respondents saying they currently include social media screening in their pre-employment screening program,perhaps some of the companies that previously reviewed their candidates social media footprints in-house are now utilizing a third-party background screening provider to review

152、 this information in an effort to improve compliance and transparency.This year,respondents from APAC are the most likely to review their candidates social media profiles pre-interview,with two-fifths(40%)saying this is something they practice in-house a slight increase year-over-year.(Other“not sur

153、e”responses not shown below)332023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsTo learn more about the ongoing discussion around social media screening,you can read media articles written by HireRigh

154、t on this subject in HR Director magazine12 and HR Zone.13Our survey found that over a quarter(28%)of APAC respondents feel they dont know enough about social media screening to utilize it,and 24%consider it too invasive perhaps this is why an“under-the-radar”in-house approach is being utilized by s

155、ome employers in the region.Reviewing an applicants social media presence and activity in-house is not without its risks and challenges.Reviewing a candidates public social media profiles can be a time-consuming activity,and without their consent and cooperation,even finding a candidates profiles an

156、d confirming they belong to that individual can be difficult.Additionally,it can be challenging to know what to look for,and harder still to ensure that the person reviewing the social media profiles is not being influenced and biased by the candidates protected characteristics,such as their age,rac

157、e,sexual orientation,or political beliefs.By outsourcing your candidates social media screening to a third-party provider and including it within your companys formal background screening program,employers can help remove this bias from their social media screening activity by limiting their exposur

158、e to the candidates protected characteristics.Employers can typically select from pre-configured keywords,targeted to specific risks a business may be looking to mitigate,or define custom keywords for a more tailored approach.Working with a third party can also help to facilitate transparency in the

159、 process with your candidates,explaining that only their public social media posts are reviewed which could help to alleviate concerns they may have around the scope of the checks.342023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management

160、 Conclusion Methodology/About UsCandidate Discrepancies202238%13%APAC 73%37%25%37%31%16%53%40%16%66%47%18%53%28%23%53%47%29%65%59%16%Education credentials CreditEmployment verifications Education credentials Criminal previously undisclosed convictions 20212023North America 39%32%21%EMEA 67%Criminal

161、previously undisclosed convictions Employment verifications Education credentials Employment verifications North AmericaEMEAAPACEmployment verifications remain the area where most respondents from EMEA and APAC find candidate discrepancies with year-over-year increases in the number of companies fin

162、ding these kinds of discrepancies in all regions.In North America,previously undisclosed criminal convictions are the most common type of candidate discrepancy,with almost two-fifths(39%)of respondents saying they often discover these kinds of discrepancies.In comparison,criminal record discrepancie

163、s were among the most commonly found by a quarter(25%)of APAC respondents a notable rise from 18%in 2022 and just 9%of EMEA respondents.In which areas do you most often find candidate discrepancies during their background screenings?352023 Global Benchmark Report Foreword Executive Summaries Backgro

164、und Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsInterestingly,there has been a significant decline in criminal discrepancies in EMEA over the past three years.In HireRights 2021 Global Benchmark Survey,41%of EMEA respondents said they found previously undisclosed

165、 convictions.In HireRights 2022 survey,this figure had almost halved dropping to 21%and in 2023,it has halved again,down to just 10%.Additionally,credit discrepancies were one of the most identified candidate discrepancies for only 13%of EMEA respondents this year,compared with 29%two years ago.“Con

166、al ThompsonChief Technology Officer at HireRightOne explanation for the high criminal discrepancy rate in North America could be the number of different criminal record checks that are available in the U.S.Most countries around the world have a federal or national database that is checked when a cri

167、minal record screening is performed on a candidate.However,in the U.S.,there are a wider range of services available to employers including federal criminal record checks,county criminal,statewide criminal records search,and sex offender registry searches.If employers are conducting multiple differe

168、nt criminal record checks on each candidate due to availability of records,there is an increased likelihood that discrepancies may be found simply because more data is being checked per candidate.”362023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Wor

169、kforce Management Conclusion Methodology/About UsEducation credentials remains one of the three most common areas that candidate discrepancies are discovered by employers in each region,despite slight declines in the number of businesses in EMEA and APAC that reported finding these discrepancies in

170、this years survey.Considering the number of respondents from each region who reported conducting education verifications(87%in APAC,71%in EMEA and 46%in North America),over half 54%of EMEA respondents who conduct pre-employment education checks said they often identified candidate discrepancies in t

171、his area.In North America,46%of those conducting education checks commonly found discrepancies,and in APAC,43%said the same.With discrepancy rates reportedly so high,it is surprising that more businesses are not including education verifications as part of their candidate vetting programs.In recent

172、months there have been several high-profile cases in the media where individuals were found to have not had the education they claimed.In the UK,a psychiatrist who worked for the National Health Service(NHS)for over 20 years was found to have forged her medical degree certificate,and,in February 202

173、3,was sentenced to seven years in prison after being convicted of 13 counts of fraud,two of forgery,and two of using a false instrument.14 In the U.S.,it was revealed that the U.S.representative for New Yorks 3rd congressional district,George Santos,had fabricated education credentials and part of h

174、is employment history on his resume.15Find out more about the perils of resume fraud,and the role education checks can play in mitigating this risk in this article by Peter Cleverton,Managing Director for EMEA at HireRight,for People Management:How to identify fraudulent job applications.16372023 Gl

175、obal Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsThree-quarters(75%)of respondents from North America that utilize temporary/contingent workers said they screen them an increase from around three-fifths(59%

176、)that said this was the case for the past two years.Most businesses in the region also screen their interns(77%)and volunteers(60%),but only around half(48%)vet their independent contractors,possibly leaving themselves open to risks of inside threats from these workers.Extended Workforce ScreeningWh

177、ich non-employee workers does your company utilize and screen?North AmericaEMEAAPACTemps/contingent workersVendorsIndependent contractorsVolunteersInternsTemps/contingent workersVendorsIndependent contractorsVolunteersInternsTemps/contingent workersVendorsIndependent contractorsVolunteersInterns2023

178、202259%52%76%43%67%64%81%63%33%62%62%75%63%53%202158%48%62%47%61%58%56%57%49%59%52%47%51%52%56%55%75%48%77%60%31%63%67%66%46%36%64%71%43%46%27%*The responses in the above table show the respondents who utilize and screen each type of worker as a percentage of the total number of respondents who util

179、ize that type of worker.Businesses who do not utilize each type of worker are not included in this data.382023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsAround two-fifths of respondents from EMEA s

180、creen their independent contractors(67%),interns(66%),and temporary/contingent workers(63%),however,screening volunteers and vendors is reportedly less common.In fact,the workforce provided by vendors is the least likely to be screened by respondents in each region.Respondents from APAC are the most

181、 likely to screen their independent contractors,with seven in 10(71%)businesses in the region that utilized this type of worker saying they verify their backgrounds.Just under two-thirds(64%)of respondents from the region said they screen their temporary/contingent workforce but screening for intern

182、s,volunteers,and vendors appears to have declined in the region this year.Whether a worker is a permanent full-time employee or a contractor,vendor,or intern,they could potentially pose the same risk to an organization if they have access to sensitive materials or are customer-facing.The high rates

183、of screening temporary or contingent workers and interns in North America suggests that many businesses understand these risks and are taking appropriate steps to mitigate them.However,this makes it even more surprising that over half of respondents from North America that work with independent cont

184、ractors do not feel the need to screen them in the same way that they are screening their other non-employee workers.392023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsAround half(49%)of employers gl

185、obally do not have a post-hire screening program.This might comprise of periodic employee rescreening and/or continuous monitoring.Companies in EMEA are the most likely to be conducting employee rescreening for regulated roles such as those covered by the Senior Managers and Certification Regime(SMC

186、R)with over a quarter(26%)of respondents from the region saying this takes place in their organization.EMEA respondents are also the least likely to rescreen non-regulated employees,with just 3%of respondents saying non-regulated roles are subject to rescreening.Post-Hire ScreeningDoes your company

187、have a periodic employee rescreening or continuous monitoring program in place?NoEmployee rescreening regulated 52%12%Employee rescreening non-regulated 6%NoEmployee rescreening regulated 39%26%Employee rescreening non-regulated 3%NoEmployee rescreening regulated 46%17%Employee rescreening non-regul

188、ated 6%North AmericaEMEAAPAC402023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsIn addition to complying with screening regulations,which is an important motivation behind many companies employee resc

189、reening programs,protecting their companys reputation and creating a safe work environment were cited among the top three benefits of post-hire screening by respondents in each region.Additionally,around two-fifths(38%)of respondents from APAC said that rescreening helps to detect inside threats suc

190、h as theft,embezzlement,or selling company or customer data.What do you see as the main benefits of conducting rescreening/monitoring?Creating a safe working environment Complying with screening regulations 51%49%Protecting your company reputation 45%Complying with screening regulations Protecting y

191、our company reputation 61%61%Creating a safe working environment 37%Protecting your company reputation Creating a safe working environment 50%42%Helping to detect inside threats 38%North AmericaEMEAAPAC412023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisitio

192、n Workforce Management Conclusion Methodology/About UsFor businesses who arent currently conducting any form of post-hire screening,the lack of regulation requiring it was the top reason given in each region around two-fifths of respondents from North America(43%)and APAC(41%)and three-fifths(61%)of

193、 respondents from EMEA said this was the case.Why do you not currently conduct any post-hire screening?(e.g.,rescreening or monitoring)28%28%41%21%21%I dont know enough about it Perceived as too invasive Not required by regulation I dont know enough about it Concerns about a negative impact on reten

194、tion 202343%27%25%61%Not required by regulation I dont know enough about it Concerns about a negative impact on retention Not required by regulation North AmericaEMEAAPACFurthermore,over a quarter of respondents from EMEA(28%)and North America(27%)and a fifth(21%)of respondents from APAC said they d

195、ont know enough about post-hire screening to conduct it.If you fall into this category,you can read more about the benefits of employee rescreening in HireRights Global Guide to Rescreening.Talent Acquisition432023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acqu

196、isition Workforce Management Conclusion Methodology/About UsForewordIn our ever-changing world,we must understand the course weve followed in order to help us navigate the uncharted waters ahead.For many organizations,last year was a balancing act of managing conflicting priorities while having unde

197、rstaffed human resources or talent acquisition teams,as over a quarter of respondents to this years Benchmark Survey claimed.Perhaps you had to map out a plan for attracting the best new talent to replenish or grow your workforce,despite cuts to your recruitment budget.Globally,half of respondents s

198、aid they advertised on additional channels to drive recruitment last year and half increased their salaries and offered better or additional benefits.Despite this,nearly two-fifths of global respondents had job roles vacant for between three and six months in 2022.Maybe you had to explore new ways t

199、o engage and retain employees while morphing your company culture to accommodate remote,hybrid,and office-based workers.A third of respondents worldwide brought in new wellbeing initiatives last year,and a third introduced additional training and professional development opportunities to engage thei

200、r current workforce yet two-fifths of respondents still had higher than expected resignation rates/churn in 2022.Its also possible you revisited one of your organizations most important elements in attracting and retaining employees:increasing diversity,equity,and inclusion(DEI)in your workforce.DEI

201、 has long been an area that needs to be better addressed by most companies,and our survey responses suggest that it will remain a significant talent acquisition challenge this year and in the years that follow for over two-fifth of global respondents.The remainder of this report focuses on talent ac

202、quisition and workforce management including the use of applicant tracking systems and their integration with background screening providers,recruitment challenges,tactics,Julie RomeroChief Human Resources Officer at HireRightand the most effective channels utilized in 2022,and workforce growth proj

203、ections,retention activity plans,and the future of remote and hybrid working in 2023 and beyond.I hope you will find this information useful to benchmark your companys activities to peers regionally and globally and that it will help you to navigate your company through the uncertain waters that lie

204、 ahead.442023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsEmployment verifications remain the area where most respondents from EMEA and APAC find candidate discrepancies with year-over-year increases

205、 in the number of companies finding these kinds of discrepancies in all regions.Globally,around one in 10 organizations plan to start using an ATS this year.Additionally,a similar number of respondents globally said their company is planning to switch ATS providers before the end of 2023.The top mot

206、ivations for changing ATS providers are a lack of ATS functionality/workflow key to business requirements,support challenges with their current provider,and cost.Looking at the data by company size,globally,organizations with more than 5,000 employees are the most likely to use an applicant tracking

207、 system,with over two-thirds(68%)of respondents from companies of this size saying they use an ATS.Year-over-year,more businesses with fewer than 500 employees said they are using an ATS in 2023(up from 31%in 2022 to 38%this year).This suggests that companies of all sizes are now seeing the need for

208、 an applicant tracking system and believe that the cost and time to set up the system are outweighed by the benefits it can offer,such as reducing the amount of time needed to manually carry out administrative tasks.Adoption of Applicant Tracking SystemsDoes your organization use an Applicant Tracki

209、ng/Recruiting Software System(ATS)?202233%9%APAC 53%32%15%42%55%3%52%40%8%39%48%12%39%49%12%51%37%12%40%35%25%NoNo,but plan to by the end of 2023 YesNoNo,but plan to by the end of 2023 20212023North America 49%41%10%EMEA 58%YesNoNo,but plan to by the end of 2023 YesNorth AmericaEMEAAPAC452023 Global

210、 Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsHalf of employers from North America that utilize an applicant tracking system(ATS)say that it is integrated with their background screening provider.However,out

211、side of North America,far fewer respondents said they had integrated their screening provider with their ATS.In EMEA,under a quarter(23%)of respondents said their company has an ATS/background screening integration,but surprisingly over a third(36%)said that their screening provider doesnt integrate

212、 with their ATS.This could be due to smaller businesses partnering with newer applicant tracking systems,which screening providers may not yet have had the chance to integrate with.Alternatively,this could be due to a lack of integration from their current screening provider,while other screening pr

213、oviders may integrate with their ATS.ATS IntegrationsWhich of the following best describes the integration status of your background screening provider and your ATS?IntegratedI have no plans to integrate my ATS with my screening provider 50%49%22%22%30%37%33%30%20%23%19%My screening provider does no

214、t integrate with my ATS 18%My screening provider does not integrate with my ATSI have no plans to integrate my ATS with my screening provider 36%27%Integrated23%IntegratedI have no plans to integrate my ATS with my screening provider 30%28%In the process of integrating 23%10%0%27%In the process of i

215、ntegrating 13%In the process of integrating 14%My screening provider does not integrate with my ATS 19%202320222023202220232022North AmericaEMEAAPAC462023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About Us

216、Globally,three-fifths(60%)of respondents whose background screening provider is integrated with their ATS rated the integration as highly valuable/mission critical,with a further third(35%)saying it is moderately valuable.However,over a fifth of respondents without an integration between their ATS a

217、nd their background screening provider identified integration costs,time to integrate,and a lack of internal resources as barriers preventing their business from integrating their systems.“Tyra MaloneSenior Director of Strategic Alliances at HireRightYou can find a full list of HireRights ATS partne

218、rs on https:/ integrations require minimal setup resources for a solution with benefits that could have a long-lasting impact on a business for years to come.From a reduction in data entry duplication,which can improve the candidate experience,to additional functionality within the ATS,such as creat

219、ing new screening orders,tracking the status of candidate checks,and viewing screening results,an integration could help to drive efficiency in the recruitment process.This is something 45%of global survey respondents this year expected to be one of their top talent acquisition challenges in 2023 an

220、d 36%predict will be a major challenge for the following three years(2024-2026).”472023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsThe recruitment landscape last year appears to have not been as cha

221、llenging as many reports in the media have suggested,with around half of respondents globally saying their companys recruitment carried on as expected in 2022.In fact,over two-fifths of respondents from each region said that they had to hire more workers to cope with increased demands on their busin

222、esses last year which was an increase year-over-year in North America and EMEA but a decline from our 2022 surveys figures in APAC.Recruitment in 2022Which of the following applied to your companys recruitment in 2022?*New options were introduced for 2023.N/A indicates that no year-over-year data is

223、 available.Recruitment carried on roughly as expected We hired more workers to meet increased demands on the business 54%56%38%17%48%28%N/A35%55%14%41%We hired permanent remote employees31%Recruitment carried on roughly as expected We hired more workers to meet increased demands on the business 49%4

224、3%We hired remote workers in cities/towns where we have no office29%Recruitment carried on roughly as expected We hired more workers to meet increased demands on the business 47%44%We hired permanent remote employees19%N/A21%7%We hired remote workers in cities/towns where we have no office28%We hire

225、d permanent remote employees 27%We hired temporary remote employees 18%7%N/AN/AWe hired temporary remote employees 13%We hired remote workers in countries where we have no office 18%We hired remote workers in cities/towns where we have no office 16%20222022202120222021North AmericaEMEAAPAC482023 Glo

226、bal Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsAdditionally,the number of EMEA and APAC respondents that said they stopped recruitment for more than three months last year has dropped from our 2022 Survey

227、findings from 24%to 12%in EMEA and from 20%to 13%in APAC.Almost three in 10 respondents from North America(28%)and EMEA(29%)said their company hired remote workers in cities or towns where they have no office.Additionally,nearly a fifth(18%)of respondents from EMEA said they had hired individuals to

228、 work remotely in countries where they have no office.These findings could suggest that many employers have not only embraced hybrid working for their existing workforce they have also actively recruited employees from outside commutable distances from their offices,onboarding new talent to work rem

229、otely for their organizations.We look more closely at rates of adoption of remote and hybrid working in the Workforce Management section of this report.Remote Working by NumbersIs the Future of Work Still Hybrid?492023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent

230、Acquisition Workforce Management Conclusion Methodology/About UsAn increased time to hire was identified as the top recruitment challenge for businesses in EMEA and APAC in 2022,with a notable year-over-year increase in APAC from 30%to 44%.However,the time it took to fill job vacancies affected more

231、 employers in North America last year,with over two-fifths(43%)saying they had positions in their organization that took between three and six months to fill.Globally,around three in 10 respondents said they had experienced issues with understaffing in their recruitment or human resource teams last

232、year.Whether this was due to the rising workloads,recruitment challenges in finding HR talent,or other reasons is unclear,but it seems to have affected similar percentages of businesses in each region.Recruitment Challenges in 2022Did your business experience any of the following recruitment challen

233、ges in 2022?Positions remaining unfilled for three to six months Higher than expected resignation rate/churn43%46%44%47%25%38%45%41%30%40%36%41%Higher than normal time to hire 34%Higher than normal time to hire Higher than expected resignation rate/churn39%36%Understaffing in your HR/recruitment tea

234、m 30%Higher than normal time to hire Higher than expected resignation rate/churn44%44%Candidates dropping out if remote working wasnt offered 38%24%34%30%20%Candidates dropping out if remote working wasnt offered 29%Positions remaining unfilled for three to six months 30%Higher than normal new hire

235、turnover rate33%Understaffing in your HR/recruitment team 28%Candidates dropping out if remote working wasnt offered 20%Understaffing in your HR/recruitment team 28%20222022202120222021North AmericaEMEAAPAC502023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquis

236、ition Workforce Management Conclusion Methodology/About UsAlmost three-fifths(58%)of employers in North America increased their salary offerings or incorporated new or additional benefits to help support their recruitment efforts last year.This tactic was also utilized by around two-fifths of respon

237、dents from APAC(43%)and EMEA(39%).With many countries worldwide experiencing high rates of inflation in 2022,in part due to the rising costs of utilities and food,and relatively low unemployment rates after pandemic peak unemployment in early 2020,it is unsurprising that many companies felt the need

238、 to boost their salary and benefits packages.Recruitment Tactics in 2022Which of the following did you try in 2022 to drive recruitment in your company?Increased salaries and/or offered better/additional benefits Advertising on additional channels 58%57%51%35%30%29%14%21%38%34%66%41%38%40%52%38%52%U

239、pdating your websites recruitment pages 37%Advertising on additional channels Updating your websites recruitment pages 52%42%Increased salaries and/or offered better/additional benefits 39%Advertising on additional channels Increased salaries and/or offered better/additional benefits 46%43%Updating

240、your websites recruitment pages 39%Launching or increasing the incentives within an employee referral program 30%Starting to work with an external recruitment agency 30%Starting to work with an external recruitment agency 36%Increasing your recruitment budget 26%Increasing your recruitment budget 24

241、%Launching or increasing the incentives within an employee referral program 30%202220212022202120222021North AmericaEMEAAPAC512023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsGlobally,half(51%)of res

242、pondents said their company advertised on additional channels in 2022 to help support their hiring efforts.Additionally,around two-fifths(38%)made updates to their websites recruitment pages last year to drive recruitment efforts for their company perhaps highlighting new or updated benefits,updatin

243、g imagery or videos to reflect their company culture,or making text edits for search engine optimization(SEO)to improve their visibility online.Increasing recruitment budgets and launching or increasing incentives within an employee referral program were also among the tactics widely used,being util

244、ized by between a fifth and two-fifths of employers in each region.Around a third of respondents from APAC(36%)and EMEA(30%)said they began working with an external recruitment agency in 2022 to help manage their companys recruitment.Companies may work with external recruiters for a variety of reaso

245、ns,including to help manage high volumes of applications,to source candidates for hard-to-fill positions,or to outsource the whole recruitment process to reduce a companys staff overhead costs.But did our survey respondents list external recruiters among their most effective recruitment channels in

246、2022,and do they expect them to be one of their top ways to acquire talent in 2023?522023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsOnline job boards were the most effective recruitment channel for

247、 employers in North America in 2022 and are expected to remain the most effective channel in the region this year.Respondents from North America anticipate little change in their most effective talent acquisition channels this year,however,social media is expected to be more effective in 2023 than i

248、t was last year,rising from fifth to the third most cited top recruitment channel this year.Recruitment Channels in 2022/2023Which of the following have been the most effective in recruiting and attracting new employees to your company in 2022,and which do you think will be the most effective in 202

249、3?North AmericaEMEAAPACOnline job boards ReferralsSocial mediaOnline job boards ReferralsInternal recruitmentInternal recruitment Online job boards Referrals60%69%58%63%40%40%61%63%58%58%47%53%ReferralsInternal recruitment Corporate website/Online job boards Online jobboards InternalrecruitmentExter

250、nalrecruiters/Referrals 68%60%60%54%53%52%202320222023202220232022ReferralsSocial mediaOnline job boards 532023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsIn EMEA,internal recruitment was cited most

251、 often as one of the most effective hiring channels in 2022.It is expected to remain a top method of attracting candidates this year too surpassed only by referrals,which is expected to be the top recruitment channel in EMEA in 2023.However,fewer respondents from EMEA believe that online job boards

252、will be among their most effective recruitment channels this year than in 2022,dropping from 58%in 2022 to 47%in 2023.In APAC,external recruiters such as third-party recruitment agencies that source talent on behalf of their clients were one of the most effective channels for attracting new talent l

253、ast year,with over half(52%)citing external recruiters among their top channels.Over a third(36%)of respondents from the region said they started working with an external recruitment agency in 2022.Looking ahead to this year,as in EMEA,referrals are expected to be the top talent acquisition channel

254、in APAC.Social media is also expected to become a more effective recruitment channel in APAC this year,rising from sixth in 2022 to second for 2023.But which social media platforms are businesses most likely to be using?542023 Global Benchmark Report Foreword Executive Summaries Background Screening

255、 Talent Acquisition Workforce Management Conclusion Methodology/About UsOnce again,this year LinkedIn is expected to be the most widely used social media channel for recruitment.Given its reputation as a professional social network with its integrated job board and the tools and support it provides

256、for jobseekers this will likely come as no shock.However,what might be surprising is the drop in the number of employers using Facebook for recruitment in EMEA from 35%in 2022 to just 16%this year and the uplift in Instagram for recruitment purposes in the region from just 8%last year to 22%in 2023.

257、Perhaps Facebook shutting down its“Jobs”product in February this year may have had an impact on its recruitment potential and could lead to fewer employers using the platform for recruitment in all regions next year.Well find out in our 2024 Benchmark Survey!Social Media Recruitment in 2023Which soc

258、ial media channels does your company plan to use for recruitment in 2023?202222%16%87%24%9%74%45%18%92%8%35%81%26%15%61%43%15%64%11%27%74%27%12%InstagramFacebookLinkedInFacebookInstagram2021202379%40%20%85%LinkedInFacebookInstagramLinkedInNorth AmericaEMEAAPAC552023 Global Benchmark Report Foreword

259、Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsDespite the expected decline in the use of Facebook by employers in EMEA,it is still expected to be a popular channel for recruitment activity elsewhere,with two-fifths(40%)of respondents

260、from North America and a quarter(24%)of APAC respondents planing to use the channel for recruitment this year.Globally,around one in 10 respondents(12%)said their company plans to use Twitter for recruitment purposes in 2023,which is consistent with the findings of last years HireRight Benchmark Sur

261、vey.“Karen SandersDirector of Talent Acquisition at HireRightIt may be wise to not place all your eggs in one basket and utilize a multi-channel approach to social media recruitment to help attract more job applications from a wider range of individuals.”A brands presence on social media can play a

262、big part in attracting new talent to their organization.At HireRight,our marketing team works closely with HR to support the companys talent acquisition efforts by sharing activity on our corporate social media channels.This includes interviews with team members talking about their experience workin

263、g at HireRight,organic and paid job adverts to promote specific vacancies,and pictures from team events to help highlight our company culture.While LinkedIn remains the social media channel most of our survey respondents said they rely on for recruitment,at HireRight we have experienced good results

264、 from our job adverts on our other social media channels.562023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsFinding qualified job candidates is still expected to be the most common talent acquisition

265、 challenge for employers in North America both in 2023 and for the following three years.This matches the findings from HireRights previous Benchmark Survey in 2022.This is also expected to be the most common recruitment challenge for APAC employers,and the third most common recruitment challenge fo

266、r EMEA employers,this year.Talent Acquisition Challenges in 2023 and BeyondWhat do you see as being the most significant talent acquisition challenges this year?Finding qualified job candidates Meeting candidates benefits/perks expectations 77%77%36%31%48%44%60%45%49%32%47%Making recruitment process

267、es more efficient(reducing time to hire)46%Meeting candidates benefits/perks expectations Creating an employer brand that attracts talent 52%52%Finding qualified job candidates 51%Finding qualified job candidates Creating an employer brand that attracts talent 74%66%Meeting candidates benefits/perks

268、 expectations 64%21%12%30%Increasing diversity,equity,and inclusion in your workforce 44%Increasing diversity,equity,and inclusion in your workforce 44%Making recruitment processes more efficient(reducing time to hire)44%20232023202220232022North AmericaEMEAAPAC572023 Global Benchmark Report Forewor

269、d Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsMeeting candidates benefits and perks expectations is also expected to be a widespread recruitment challenge in all regions,for both 2023 and the years that follow.Compared with last yea

270、rs survey findings,more respondents this year anticipate this being a significant talent acquisition challenge especially in APAC where double the percentage of respondents believed this would be a challenge this year.Making recruitment processes more efficient,to help reduce time to hire,is also ex

271、pected to be one of the most significant talent acquisition challenges for employers in North America.This could be achieved through several methods such as integrating your background screening provider with your applicant tracking system or starting to utilize an applicant tracking system if your

272、business doesnt yet use one or consolidating local screening services to work with a single background screening provider,for simpler account management,unified reporting,and a globally-consistent screening program.“Tom SpaethChief Financial Officer at HireRightConsidering the macro-economic climate

273、 and rising costs impacting workers worldwide,ensuring that your company is offering a competitive salary and benefits package is likely seen by many as table stakes,essential to attract new talent to your organization and to help retain your existing workforce.However,economic headwinds are affecti

274、ng businesses outgoings as well as their employees cost of living,so for many companies it may not be a viable option to simply adjust their compensation packages and benefits to meet what their candidates are asking for.At the end of the day,a business still needs to be profitable and financial dec

275、isions like these must be justified.”582023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsIncreasing diversity,equity,and inclusion(DEI)in the workforce is seen as a major talent acquisition challenge

276、for the coming years,particularly within EMEA and North America.What do you see as being the most significant talent acquisition challenges for the next three years(2024-2026)?Finding qualified job candidates Meeting candidates benefits/perks expectations 59%49%Increasing diversity,equity,and inclus

277、ion in your workforce 39%Finding qualified job candidates Increasing diversity,equity,and inclusion in your workforce 61%58%Meeting candidates benefits/perks expectations 50%Meeting candidates benefits/perks expectations Finding qualified job candidates 61%55%Creating an employer brand that attracts

278、 talent 53%Creating an employer brand that attracts talent 35%Creating an employer brand that attracts talent 47%Applying analytics to recruiting 45%North AmericaEMEAAPAC592023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusio

279、n Methodology/About UsThe need to focus on DEI is supported by a recent report published by eFinancialCareers,The Diversity Equity and Inclusion Report 2023,which found that over half(57%)of poll respondents believed their company had made no progress or not much progress in the past year to attract

280、 candidates from underrepresented backgrounds.17 It seems that there is still a way to go for many organizations to create more diverse,equitable,and inclusive workplaces.Taking active steps to address representation in employers brands and mitigate bias in recruitment processes are likely to become

281、 more commonly used tactics,as businesses need to do more to attract the best talent from all backgrounds.“Steve GirdlerGlobal Managing Director and Head of Corporate Responsibility at HireRightOther top recruitment challenges expected for the coming years include creating an employer brand that att

282、racts talent(North America and EMEA)and applying analytics to recruiting(APAC).At HireRight,we are committed to investing in increasing diversity,equity,and inclusion within our workforce.We have made changes to the way that we run our talent acquisition programs and how we find individuals applying

283、 to join HireRight to foster a more inclusive talent pool.We continue to build a more inclusive organization by assessing what we are doing well and where we can improve,so that we can prioritize those changes throughout the rest of the year.”WorkforceManagement612023 Global Benchmark Report Forewor

284、d Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsDespite“The Great Resignation”and several big-name organizations announcing mass lay-offs in 2022 and at the start of 2023,18 our survey found that globally most participants said their

285、company had increased or maintained their workforce size last year.Globally,just over one in 10 respondents(12%)said that their company had reduced its workforce size by more than five percent last year.Changes in Workforce SizeHow did your workforce size change in 2022?IncreasedStayed around the sa

286、me 35%33%Decreased12%IncreasedStayed around the same 54%26%Decreased11%IncreasedStayed around the same 56%22%Decreased10%North AmericaEMEAAPAC“Dont know”responses not shown below622023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management C

287、onclusion Methodology/About UsThe outlook this year seems mostly positive too almost nine in 10(86%)APAC respondents,four-fifths(81%)of EMEA respondents,and three-quarters(76%)of North America respondents anticipate retaining or growing their workforce in 2023.However,with relatively low unemploymen

288、t rates in many countries at the start of this year(January 2023)7.14%in India,19 3.7%in the UK,20 3.4%in the U.S.,21 2.9%in Mexico,22 and 2%in Singapore23 organizations looking to secure the new talent they need to grow in 2023 are likely to face fierce competition,making their talent acquisition s

289、trategy even more essential.How much,if at all,do you anticipate your workforce size will change by the end of 2023?Its great to see widespread business optimism with so many organizations believing that their workforce will grow or at least maintain its size this year.While we are still hearing in

290、the media that many companies,particularly those in the technology industry,are making sizeable cuts to their workforces,it seems that most survey respondents companies are thankfully not in this position.On the contrary,most respondents are likely to be actively looking for new talent this year to

291、replenish workers leaving and hiring for new roles to support their expected business growth.To achieve this,I believe that each organizations talent acquisition strategy and retention activity will be paramount to its success in 2023.”Nathan LevoitVP of HR at HireRight“Expectit to increase Stay aro

292、und the same I dont know/too early to say Expect it to decrease Expectit to increase Stay around the same I dont know/too early to say Expect it to decrease Expectit to increase Stay around the same I dont know/too early to say Expect it to decrease 202341%35%5%19%44%37%9%10%55%31%2%12%North America

293、EMEAAPAC632023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsNorth America74%79%63%9%22%43%7%22%14%North AmericaEuropeIndiaEuropeMiddle EastAPAC(excluding India)Latin AmericaNorth AmericaNorth AmericaA

294、PACEMEAMost companies looking to expand their employee numbers this year will be doing so within their own regions.Over three-fifths(63%)of APAC businesses who plan to expand in 2023 expect to grow their presence in India.Additionally,over two-fifths(43%)plan to grow in the rest of the APAC region.F

295、our-fifths(79%)of EMEA respondents that said their company is looking to grow this year plan to expand within Europe.Over a fifth(22%)said they have growth plans in the Middle East and the same amount plan to grow in North America.Three-quarters(74%)of organizations from North America that intend to

296、 increase their headcount plan to grow within North America,with only a small number of organizations based in North America planning to expand their presence overseas this year.In which of the following regions are you looking to grow your workforce in 2023?642023 Global Benchmark Report Foreword E

297、xecutive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsGlobally,new wellbeing initiatives were the most common activity introduced to support workforce retention in 2022.Additionally,many businesses from each region provided additional training

298、 and professional development opportunities and enhanced the healthcare insurance offering for their workforce to help reduce attrition last year.Based on the relatively low number of respondents globally that said their company reduced its workforce size in 2022,these measures might have had some l

299、evel of success.Retention ActivitiesWhich of the following activities did your company introduce in 2022?New wellbeing initiatives Additional training and professional development opportunities 31%29%Enhanced healthcare insurance offering 24%New wellbeing initiatives Additional training and professi

300、onal development opportunities 47%43%Enhanced healthcare insurance offering 28%New wellbeing initiatives Additional training and professional development opportunities 47%40%Enhanced healthcare insurance offering 39%Fully remote working 21%Fully remote working 28%Funding for professional qualificati

301、ons/tuition 28%North AmericaEMEAAPAC652023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsLooking ahead to the rest of this year,respondents from each region believe that new wellbeing initiatives and a

302、dditional training and professional development opportunities will continue to be introduced to support staff retention.However,many businesses are also expecting to have to pay to keep their current workforces by conducting more frequent salary reviews,increasing annual bonuses,and considering or i

303、ntroducing additional bonuses this year.Which of the following activities is your company considering/planning to introduce in 2023?Additional training and professional development opportunities New wellbeing initiatives 30%23%More frequent salary reviews 21%New wellbeing initiatives Additional trai

304、ning and professional development opportunities 23%20%Funding for professional qualifications/tuition 14%Additional training and professional development opportunities New wellbeing initiatives 40%27%More frequent salary reviews 27%Enhanced health insurance offering 20%Additional bonuses 12%Employee

305、 share program 25%Increased annual bonuses(percentages or amounts)19%Enhanced health insurance offering 12%Additional bonuses 24%North AmericaEMEAAPAC662023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About

306、UsAdditionally,around a fifth(18%)of respondents from North America said their company is considering adopting a four-day working week in 2023.With many successful trials reported globally,including a recent trial of 61 companies in the UK,24 perhaps this is something more employers could consider t

307、o differentiate from their competitors and help attract new talent.According to Monsters 2023 Work Watch Report,which is based on survey responses of U.S.employers and workers,51%of workers said that work wellbeing is more important than a salary increase.25Kate PerezSenior Director of Talent Manage

308、ment at HireRightSome businesses are even going a step further to look for unique or innovative ways to help support their employees mental health.For example,Paws in Work is a UK-based wellbeing company that brings puppies into an office for puppy therapy sessions to help its employees to relax and

309、 destress.26“For businesses looking to retain and attract top talent without the lure of lucrative salaries,it may be worth considering alternative benefits,such as flexible working hours,enhanced annual leave entitlements,or four-day working weeks,which do not require significant initial financial

310、support to establish.Additionally,wellbeing initiatives such as running employee assistance programs,offering a subscription to a wellbeing mobile app,or organizing online wellness courses can be relatively inexpensive ways for your business to show your workforce that you care about their mental he

311、alth and are taking steps to prevent staff burnout.”672023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsRemote working numbers in 2024 are expected to remain consistent in North America and EMEA but a

312、 decline in remote working is expected in APAC.Remote Working by NumbersApproximately what percentage of your company worked remotely in any capacity within your region in January 2022,in January 2023,and what percentage do you expect will be working remotely in January 2024?North AmericaEMEAAPACLes

313、s than 25%None75%to 100%29%25%18%Less than 25%None75%to 100%30%26%17%January 2022Less than 25%None75%to 100%30%26%16%January 2024January 202375%to 100%Less than 25%50%to 74%39%19%19%75%to 100%50%to 74%Less than 25%29%22%20%January 202275%to 100%50%to 74%Less than 25%28%27%18%January 2024January 2023

314、75%to 100%50%to 74%Less than 25%29%23%20%50%to 74%Less than 25%None25%21%19%January 2022Less than 25%None75%to 100%27%23%19%January 2024January 2023682023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About Us

315、In North America,the state of remote working appears to be very stable.In January 2022 and January 2023,over half of U.S.respondents said their companies had no remote workforce or that less than a quarter of their workforce is remote in any capacity.The expectation for January 2024 shows almost no

316、change in these figures.Conversely,around one-sixth of respondents said that between 75%and 100%of their workforce operated remotely in some capacity in January 2022,January 2023,and are expected to be working remotely in January 2024.In EMEA,there is also very little change expected in remote worki

317、ng patterns by the end of this year.Compared with the other regions,remote working is expected to be most common among respondents in EMEA by January 2024,with over half(55%)saying that between 50%and 100%of their workforce will be operating remotely in some capacity by then,a slight increase from 5

318、1%who said this was the case in January 2023.In APAC,remote working appears to be in decline,and respondents expect this decline to continue into January 2024,with fewer respondents saying their workforces are largely remote 29%said that between 75%and 100%of their workforce operated remotely in som

319、e capacity in January 2022;by January 2024,just 19%of respondents think this will be the case.692023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsBusinesses in EMEA are the most likely to accommodate

320、hybrid or remote working in 2023.Hybrid working is most common among our EMEA respondents:almost two-thirds(64%)said their company allows hybrid working,either choosing which days their employees work in the office or allowing their employees to choose when to come into the office.Additionally,15%of

321、 respondents from the region said their company offers fully remote working for all new hires as well as their existing workforce.Is the Future of Work Still Hybrid?Which of these statements most accurately describes your companys position on remote working within your region?Remote working is not p

322、ossible for my business We allow hybrid working employees choose which days to work in the office 21%20%We allow hybrid working our company chooses which days people work in the office 14%We allow hybrid working employees choose which days to work in the office We allow hybrid working our company ch

323、ooses which days people work in the office 46%18%We offer fully remote working to existing employees and new hires 15%We allow hybrid working employees choose which days to work in the office We allowed remote working in some capacity before January 2023 but have now brought everybody back to the of

324、fice 32%18%We allow hybrid working our company chooses which days people work in the office 16%North AmericaEMEAAPAC702023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsIn APAC,just under half(48%)of r

325、espondents said their company facilitates hybrid working.However,almost a fifth(18%)of respondents said that their company allowed remote working before January 2023 but has since brought everybody back to the office.In North America,just a third(34%)of respondents said their company allows hybrid w

326、orking.A fifth(21%)of respondents said that remote working is not possible for their business.For many businesses,especially those in EMEA,it seems that at least in the short-term,remote and hybrid working look likely to remain a part of how they operate,and this is something that employers may need

327、 to adapt to in order keep their workforce engaged and retained.“Greg ShulerVP HR Business Partner at HireRightHireRight utilizes several company-wide employee affinity groups including Black Lives Matter,Mental Harmony,Pride,and WorldWideWomen which have regular coffee breaks and online social even

328、ts to provide our people the opportunity to meet with likeminded colleagues from around the world.Additionally,each office has a Culture Club,which arranges in-person and online events throughout the year.”At HireRight,we have embraced a global hybrid working approach,and this has been received posi

329、tively by team members throughout the company.In fact,recent employee surveys have shown that many team members prefer to work from home exclusively,and this is something we have taken steps to facilitate wherever possible.The use of communications technology supports global collaboration between te

330、am members in different locations and time zones,making it less important where people are located if they are connected online.From a company culture perspective,it is undeniably a challenge to try to replicate an office environment when team members are working remotely from their own homes most o

331、f the time.712023 Global Benchmark Report Foreword Executive Summaries Background Screening Talent Acquisition Workforce Management Conclusion Methodology/About UsConclusionNo matter what your business does or what its plans are for 2024 and beyond,having the right people in your organization is ess

332、ential.Our Benchmark Surveys global respondents have cited year after year that there are several key benefits commonly associated with conducting pre-employment background checks that help support building great teams.These range from improving the overall quality of hires by revealing candidate di

333、screpancies during the screening process to helping protect a companys reputation and financial wellbeing from the potential damage a bad hire could have.In a rapidly changing job market,our survey found that most businesses globally are relying on a host of recruitment tactics and channels to attract new workers.All the while,many companies are facing common talent acquisition challenges finding