Fudged CVs are common in today's corporate world, making it a challenge for hiring managers to ascertain the identity claims of the candidate being recruited. Whether their CV is authentic… their qualifications, work experiences and correspondence address stated are true…that they are not a spy sent by a competitor to steal sensitive company information, etc. The risks of hiring without proper background verification are too high for an organization, but are often ignored. India is on the economic boom and millions of dollars of business is outsourced to India. The companies are in tremendous pressure to hire in big numbers, due to this pressure many unsuccessful hires arise simultaneously and the HR managers spend a lot of their valuable time dealing with the repercussions of these unsuccessful hires. A solution to the above mentioned problem leads to the need for Employee Background Screening at Adamma.
Involves verifying the authenticity of candidate’s educational and professional qualifications through official channels at the educational / professional institutions.
Involves checking the veracity of candidates claim about his / her previous employment records with the HR or reporting manager.
Physical visit to candidates (Current / Previous / Permanent) address is done.
It involves telephonic verification about the candidate’s integrity, behavior and character.
Is conducted to find out the reason behind the decision of an ex-employee to quit the company. Exit analysis helps an organization to understand the needs of its employees better thus getting down the attrition rate of the organization.
Involves verifying the authenticity of candidate’s educational and professional qualifications through official channels at the educational / professional institutions.
Is conducted to undisclosed criminal history (if any) of the candidate in the jurisdiction where he/she currently residing or had resided. The verification can be undertaken either through local police station or the district level Commissioners Offices.
