Archive for category: HP Featured

This guest post is part of our ongoing partnership spotlight series, featuring insights from Christina Bucciantini of Kredifi. Reviewed and endorsed by the INFINITI HR Advisory Team.

Organizations invest heavily in physical security, cybersecurity, and operational controls to protect their people, assets, and reputation. Yet one of the most important risk management measures often occurs before an employee’s first day on the job: workforce screening.

Hiring decisions directly affect workplace safety, regulatory compliance, organizational culture, and business performance. While many employers conduct basic background checks, effective workforce screening goes beyond verifying information on a resume. It helps organizations identify potential risks, validate qualifications, and make informed hiring decisions based on verified facts.

Unfortunately, many businesses overlook workforce screening gaps that can expose them to compliance violations, workplace incidents, negligent hiring claims, and avoidable operational disruptions.

Here are seven workforce screening risks every employer should understand—and how a proactive screening program can help mitigate them.

Quick Answer: The 7 background screening risks that put organizations at risk are: assuming resumes are accurate, failing to protect the workplace through inadequate screening, applying incomplete or one-size-fits-all checks, ignoring ongoing employee screening, mishandling adverse action procedures, not complying with FCRA and state regulations, and treating screening as a transaction rather than a strategic risk management function.

1. Why Is Assuming Applicant Resumes Are Accurate a Screening Risk?

Most candidates are honest. However, relying solely on self-reported information creates unnecessary risk. At Kredifi, we like to say “trust but verify.”

Employment history gaps, inflated credentials, undisclosed criminal records, and inaccurate professional certifications can all affect hiring decisions. A “trust but verify” approach allows employers to validate information objectively while maintaining fairness and consistency throughout the hiring process.

Effective screening helps organizations make informed decisions based on verified facts rather than assumptions.

2. How Does Inadequate Screening Fail to Protect Your Workplace?

A safe workplace begins before a new hire’s first day.

Organizations have a responsibility to take reasonable steps to protect employees, clients, patients, students, customers, and visitors. Inadequate screening can increase exposure to workplace theft, fraud, harassment, violence, and other preventable incidents.

A comprehensive screening program helps employers identify potential risks before they become workplace issues.

3. What Background Screening Gaps Put Organizations at Risk?

Not all positions carry the same level of risk, which means not all background screening programs should be identical.

One of the most common workforce screening mistakes is applying a one-size-fits-all approach to every hire. Screening requirements should be tailored to the responsibilities, risks, and regulatory requirements associated with each role.

For example:

• Commercial drivers and employees who operate heavy machinery may require motor vehicle record (MVR) checks and, where appropriate, drug and alcohol testing.
• Senior leaders, executives, and employees with financial authority may warrant enhanced verification of employment history, education, professional credentials, and other relevant qualifications.
• Healthcare professionals often require license verification, credential checks, sanctions screening, and monitoring of regulatory exclusions.
• Employees with access to sensitive data, financial systems, or critical infrastructure may require additional screening based on organizational risk policies.

Another frequently overlooked risk is treating background screening as a one-time event. Circumstances can change after an employee is hired, particularly in positions involving driving responsibilities, professional licensing, financial authority, or access to sensitive information.

Depending on organizational needs and applicable laws, employers may benefit from ongoing monitoring programs, such as:

• Continuous motor vehicle record monitoring for employees who drive on behalf of the organization
• Ongoing criminal record monitoring where legally permitted
• Periodic license and credential verification
• Rescreening employees when they move into higher-risk roles

Effective screening is not simply about checking a box during onboarding. It is about ensuring the screening process aligns with the risks associated with each position throughout the employee lifecycle.

4. Why Should Employers Screen Existing Employees, Not Just New Hires?

Many organizations focus exclusively on pre-employment screening and overlook risks that may emerge after hiring.

Employees change roles, gain access to sensitive systems, receive security clearances, or assume leadership responsibilities. Ongoing workforce screening policies may help organizations maintain appropriate oversight while remaining compliant with applicable laws.

Getting to know your employees is not a one-time event. Workforce risk management should evolve alongside employee responsibilities.

Doesn’t last forever – consider if you need to recheck every so often, etc. 

5. What Happens When Employers Mishandle Adverse Action Procedures?

One of the most common compliance mistakes occurs after screening results are received.

When information discovered during a background check may influence an employment decision, employers must follow legally required adverse action procedures where applicable. This process often includes providing notices, copies of reports, and opportunities for applicants to respond before final decisions are made.

Failure to follow proper adverse action procedures can create significant legal and regulatory exposure. A well-documented screening process helps ensure consistency, fairness, and compliance.

6. What FCRA and Regulatory Compliance Mistakes Do Employers Make? 

Even the most comprehensive screening program can create risk if it is not administered in compliance with applicable laws and regulations.

One of the most significant compliance obligations for employers is the Fair Credit Reporting Act (FCRA), which governs the use of consumer reports obtained through a consumer reporting agency. Employers must follow specific requirements related to disclosure, authorization, and adverse action procedures.

Common compliance mistakes include:

• Using outdated or non-compliant disclosure forms
• Failing to obtain proper written authorization
• Combining disclosures with unrelated employment documents
• Not following required adverse action procedures
• Maintaining inconsistent screening practices across applicants

Even technical violations can lead to lawsuits, class-action exposure, regulatory scrutiny, and significant legal expenses.

Beyond FCRA requirements, employers must also navigate a complex network of federal, state, and local laws governing workforce screening. These may include ban-the-box requirements, restrictions on the use of criminal history information, industry-specific screening mandates, record retention obligations, and applicant notification requirements.

Organizations operating in highly regulated industries such as healthcare, transportation, education, financial services, and government contracting often face additional screening and compliance obligations.

A compliant screening program requires more than obtaining background reports—it requires documented processes, consistent execution, and ongoing attention to evolving regulatory requirements.

7. Why Should Background Screening Be a Strategy, Not a Transaction?

Perhaps the biggest hidden risk is viewing workforce screening as a simple administrative task.

Modern workforce background screening supports broader organizational goals, including:

• Risk management
• Workplace safety
• Regulatory compliance
• Brand protection
• Fraud prevention
• Data security
• Corporate governance

Organizations that integrate screening into their overall risk management strategy are often better positioned to identify issues early and make confident hiring decisions.

How Do You Build a Stronger Workforce Through Better Screening?

Effective workforce screening is not about eliminating risk entirely—no process can do that. It is about reducing uncertainty, verifying critical information, and helping organizations make informed decisions that protect people, assets, and reputation.

By understanding hidden workforce screening risks and implementing consistent, compliant screening practices, employers can strengthen workplace safety, support regulatory obligations, and build greater trust across their organizations.

At Kredifi, we help organizations navigate workforce screening with solutions designed to support compliance, due diligence, and informed hiring decisions. The right screening strategy doesn’t just protect your business—it helps build a stronger workforce from day one.

Key Takeaways:

• Most employers conduct basic background checks but miss critical screening gaps. Effective workforce screening validates qualifications, identifies potential risks, and supports informed hiring decisions based on verified facts
• Screening should be role-specific, not one-size-fits-all. Commercial drivers need MVR checks, executives need enhanced credential verification, and healthcare professionals need license and sanctions screening
• Background screening is not a one-time event. Employees who change roles, gain access to sensitive systems, or assume financial authority may warrant ongoing monitoring or periodic rescreening
• Mishandling adverse action procedures under the FCRA is one of the most common compliance mistakes. Even technical violations can lead to lawsuits, class-action exposure, and significant legal expenses
• Organizations that integrate screening into their overall risk management strategy are better positioned to identify issues early, make confident hiring decisions, and protect workplace safety and brand reputation

INFINITI HR provides PEO infrastructure that gives small businesses access to enterprise-level benefits, compliance support, and HR technology without enterprise costs. Contact us to learn how our platform supports growing businesses.

Want more on current employment trends? Check out the recent blog, The Hidden Risk in Every Termination: Why UI Claims Cost Employers More Than They Realize, or come back for additional pieces on human resources, payroll, insurance, and benefits.

This article was contributed by Christina Bucciantini, Marketing Consultant at Kredifi, a trusted background screening partner that helps organizations make confident hiring and business decisions through fast, accurate, and compliant background check solutions.

This guest post is part of our ongoing partnership spotlight series, featuring insights from Mitchell Jeffery of The Ember Collective. Reviewed and endorsed by the INFINITI HR Advisory Team.

According to AnswerThePublic, one of the most-searched questions related to human resources is whether HR can really help employees. Sit with that for a second. Out of everything someone could type into a search bar about our function, the question that keeps surfacing is whether we’re going to show up for them at all. That tells us a good deal about how the function is viewed, and how much room we have to do better.

Walk through any operations meeting this year and you’ll hear the other side of the same problem: turnover is too high, engagement scores are flat, and the well-being budget keeps growing without much to show for it. Leaders are doing real work to support their people. The frustration is that, for frontline and hourly employees especially, a lot of that effort isn’t landing.

I’ve spent the last decade-plus running HR in multi-state healthcare systems, and the pattern I keep seeing is this: the highest-leverage well-being work in a frontline-heavy organization usually isn’t a new program. It’s the unglamorous foundation underneath the programs — how policy is written, how employee relations are handled, and whether people actually know what their benefits cover. Those three things are what helped my teams reduce turnover by roughly 10% while adding 800 new jobs in the same period. None of them required a new vendor.

If you’re an operator looking to make a real dent in burnout and turnover this year, here’s where I’d focus first.

Quick Answer: The highest-leverage well-being work for frontline and hourly employees isn’t a new program — it’s the foundation underneath the programs. Humane policy design, strong employee relations practices, and proactive EAP communication consistently reduce turnover more than wellness apps or new vendors.

How Should HR Policy Be Used as a Well-Being Intervention for Frontline Employees?

Most employee handbooks are written in response to a bad employee who worked at the company. A bad actor abuses PTO, so the policy tightens for everyone. One person handles a customer interaction badly, so a new approval layer gets added. Over time, the policy stack quietly tells the workforce: we don’t trust you. Frontline and hourly employees feel that more than anyone, because policy hits them more often.

A more effective approach is to write policy for the 90% — the people doing their jobs in good faith — and handle the outliers as exceptions. That sounds abstract until you start pulling specific policies apart. A few that almost always need a second look:

Bereavement

A typical policy reads something like: five days for immediate family, three for extended family. But are those really the only people your employees care about? For some employees they aren’t even the most important relationships in their lives. A best friend of thirty years. A chosen family member. A grandparent who raised them. 

When the policy doesn’t recognize those losses, it can tell the employee their grief doesn’t count, and they take the time anyway, just unpaid and possibly resentful. A more humane policy gives a baseline allotment and leaves room for the employee and their manager to define what counts.

Holidays

If your holiday list is built around one cultural tradition, you’re effectively giving some of your workforce paid days off for things that don’t matter to them, and forcing them to use PTO for things that do. A simple fix is a carve-out: if a published holiday isn’t one you observe, you can swap it for another day off. Almost no operational cost, meaningful signal.

PTO donation and wellness time

A PTO donation policy lets employees give time to a coworker dealing with a serious situation. It costs the employer almost nothing and tells the workforce something important about how the company operates. And while we’re reviewing the time-off stack: I’d retire the term “sick time” entirely. Call it wellness time. Why does it only count if someone is unwell? A massage, a therapy appointment, a haircut, a long walk — those are well-being. Sick time is reactive and punitive in its framing. Wellness time is proactive and supportive. Same hours, different signals.

Dress code

Most dress codes are stricter than the business requires. Ask honestly: do your clients or customers care, or is it inertia? Self-expression is a real thing for a lot of people, and every time I’ve loosened a dress code policy, the morale lift has been disproportionate to the change. It’s a small thing employees stop having to stress about before every shift.

None of these changes show up on a wellness dashboard. All of them tell employees that the people writing the rules are paying attention to their actual lives.

Why Should You Fix Employee Relations Before Buying More Wellness Programs?

If I had to pick the single biggest lever for frontline well-being, it would be the quality of your employee relations (ER) practice. Workload alone rarely burns people out. Workload combined with an aggressive ER process — where progressive discipline gets skipped, termination is the easy button, and people aren’t treated the right way on the way through — burns people out fast. It also quietly destroys trust across the rest of the team that is watching it happen.

I’ll say something here that might be uncomfortable: a lot of HR professionals say they’re strong at employee relations and they really aren’t. There are two quick tells. First, ask them who the first person they’d talk to in an investigation is. Roughly half will say the accused employee. That’s the equivalent of a detective interviewing the suspect before they’ve gathered any witness statements or evidence. It’s backwards, and it produces predictably bad outcomes.

Second, listen for the “you have two options” framing. If your HR partner is bringing every difficult situation to you as a binary — write them up or fire them, accommodate or refuse — they are probably not the strongest ER partner. There are almost always more than two options. 

A skilled ER practitioner can hold five or six in their head at once and walk you through the tradeoffs. If the person you have can’t do that, you may not have the right person, or you may need to supplement them with a fractional partner who can — that’s exactly the kind of work we do at The Ember Collective.

Once you have the right people, a healthier ER practice has a few non-negotiables:

• A progressive discipline path that is being followed. Skipping steps should be hard, not easy, and reserved for genuinely egregious situations.
• A consistent algorithm or framework for ER decisions, so two managers facing similar situations land in similar places. Inconsistency is itself a culture problem.
• A “Just Culture” lens applied before any consequence. “Just Culture” is a shared accountability model — it doesn’t hold an employee fully accountable if they weren’t trained, weren’t aware, or if a substitution test (would another reasonable employee in the same situation have done the same thing?) says their actions were reasonable.
• A standard for how the employee is treated through the process. The right question for any ER conversation is: how would I want to be treated in this situation? Anything else is probably the wrong answer.

More leaders need to take a step back and remember employees aren’t showing up to work thinking about how to inconvenience them. They’re people. They make mistakes. The ER process should reflect the fact that human error is real. When it does, employees stay. They surface problems earlier, ask for help sooner, and build the kind of trust with their manager that no engagement survey can manufacture.

Relationships and managing people are not easy work. Doing it well takes time and discipline. People deserve dignity and respect even when they’ve gotten something badly wrong — maybe especially then. Most of us are already harder on ourselves than anyone else could be.

This is one of the most powerful and least-utilized tools in retention, and it doesn’t cost anything beyond the leadership commitment to do it.

How Do You Increase EAP Utilization Among Frontline and Hourly Employees?

Most employers I work with are paying for far more well-being support than their frontline employees realize they have access to. Utilization is usually a communication and access problem, not a benefits problem.

Pull your last EAP utilization report and you’ll often see the same shape: counseling sessions get used a little, everything else barely registers. Meanwhile, the EAP almost certainly includes:

• Free legal consultations for issues like custody, landlord disputes, traffic tickets, and immigration paperwork
• Free financial counseling, including help with debt management, budgeting, and tax questions
• Dependent care navigation for childcare, eldercare, special needs, and tutoring
• Short-term counseling sessions that extend to spouses, partners, and dependents — not just the employee
• ID theft and fraud resolution support
• Manager consultation lines for handling difficult employee situations
• Crisis support outside business hours

These are exactly the things a frontline employee is more likely to need than a salaried executive. And yet most of these benefits never make it past the open enrollment PDF.

A few moves that consistently lift utilization:

• Have the EAP vendor present the full benefits package to your HR team, then put physical brochures on every HR generalist and HR manager’s desk. The HRG/HRM should be handing them out like candy — but they can only do that if they truly know what’s inside.
• Stop sending the annual benefits PDF and forgetting about it. Run a one-benefit-per-month communication rhythm in plain language, where employees live: text, posters in break rooms, shift huddles, teams, Slack… not just email.
• Train supervisors on what the EAP offers so they can mention specific benefits in the moment an employee mentions a problem. “We have a free legal consultation line that handles exactly this — want me to text you the number?” lands very differently than a generic “have you tried the EAP?”
• Audit access. If your frontline employees don’t have a company email, the EAP login flow that requires one is the entire problem. Work with your vendor on phone-based or text-based access.

What Really Moves the Needle on Frontline Employee Retention?

The 10% turnover reduction I mentioned at the top didn’t come from a wellness app rollout, a mental health vendor change, or a new perks program. It came from three things, done consistently:

1. Managing employee relations like the relationship work it really is. “Just Culture” front and center, progressive discipline followed in practice, and dignity preserved through the process.
2. Mandatory employee recognition and monthly engagement events. Not optional. Not “if leaders have time.” Built into the operating rhythm.
3. Writing policies that support the people the policies were intended for, instead of guarding against one bad employee.

If you’re sitting down to plan your well-being investments for the rest of the year, I’d push you to look at the foundation first. The newest tool on the market won’t outperform a workplace where policy is fair and equitable, employee relations are humane, and people know what is available to them.

That is the work that lasts. And it’s almost always cheaper than the program you were about to buy.

Key Takeaways:

• The highest-leverage well-being work for frontline employees isn’t a new program — it’s the unglamorous foundation underneath: how policy is written, how employee relations are handled, and whether people know what their benefits cover
• Write HR policy for the 90% doing their jobs in good faith — restrictive policies written in response to bad actors quietly tell the workforce “we don’t trust you,” and frontline employees feel that more than anyone
• Poor employee relations burns people out faster than heavy workload — skipping progressive discipline, treating termination as the easy button, and failing to apply Just Culture principles destroys trust across the entire team watching it happen
• EAP underutilization is almost always a communication and access problem, not a benefits problem — frontline employees often don’t know what they have or can’t access it without a company email
• The three things that consistently move the needle on frontline retention: humane employee relations, mandatory recognition built into operating rhythm, and policies written for the people they were intended to support

INFINITI HR provides PEO infrastructure that gives small businesses access to enterprise-level benefits, compliance support, and HR technology without enterprise costs. Contact us to learn how our platform supports growing businesses.

Want more on current employment trends? Check out the recent blog, How Leaders Can Normalize Workplace Conversations About Stress and Burnout, or come back for additional pieces on human resources, payroll, insurance, and benefits.

This article was contributed by Mitchell Jeffery, Founder of The Ember Collective, a trusted partner dedicated to helping individuals and organizations navigate life’s transitions through thoughtful guidance, personal growth, and meaningful transformation.

Stress and burnout have become common workplace challenges across nearly every industry. Yet many managers still avoid talking about them… not because they don’t care, but because they’re unsure how to start the conversation without making employees uncomfortable.

The reality is that employees are already experiencing stress. Silence doesn’t make it disappear. In many cases, it simply pushes burnout underground until it affects performance, engagement, or retention.

Leaders don’t need to act as therapists to support their teams effectively. They simply need practical ways to create open, productive conversations about workload and capacity before issues escalate.

Quick Answer: Leaders normalize stress and burnout conversations by modeling openness themselves, asking operational questions about workload rather than emotional ones, and making these discussions a regular part of one-on-ones and team check-ins — not emergency interventions.

Here are three ways leaders can normalize conversations about stress and burnout within their teams.

1. How Should Leaders Start Conversations About Workplace Stress?

One of the fastest ways to make conversations about stress feel safe is for leaders to acknowledge their own challenges first.
This doesn’t require oversharing. Even simple statements like, “I’m juggling a lot this week,” can help employees understand that stress is a normal part of work… not a personal failure.

When leaders consistently present themselves as unaffected or constantly “fine,” employees often feel pressure to do the same. That can prevent team members from speaking up when workloads become unsustainable.

Modeling openness creates psychological safety and encourages earlier, more honest communication.

2. What Questions Help Managers Open Conversations About Stress and Burnout?

A common mistake managers make is asking broad questions like:
“Are you okay?” or “How are you feeling?”

While well-intentioned, these questions can feel vague and uncomfortable, especially in professional settings.
Instead, focus on operational questions that naturally open the door to meaningful conversations:

“What’s taking most of your time right now?”
“What’s currently on your plate?”
“Which deadlines feel the most challenging?”

These questions help managers identify workload concerns without putting employees on the spot emotionally.

If an employee shares that they’re overwhelmed, managers can respond constructively by helping prioritize tasks, redistribute work, or adjust expectations. That’s where leaders can have the greatest impact — by removing obstacles and managing team capacity proactively.

3. How Do You Make Stress Conversations Part of Regular Management?

The worst time to address burnout is after someone has already reached their breaking point.

Instead of treating stress discussions as emergency conversations, organizations should make them part of regular one-on-one meetings and team check-ins.

When leaders consistently create space for employees to discuss workload and bandwidth, employees are more likely to raise concerns earlier… before burnout leads to disengagement, absenteeism, or turnover.

According to Gallup, burned-out employees are 2.6 times more likely to actively seek a different job and 63% more likely to take a sick day.

Regular conversations also help leaders identify patterns across teams and make smarter operational decisions around staffing, priorities, and support.

Key Takeaways:

• Silence doesn’t prevent burnout — it pushes it underground until it affects performance, engagement, and retention
• Leaders normalize stress conversations by modeling openness themselves first — even simple acknowledgments like “I’m juggling a lot this week” create psychological safety
• Operational questions work better than emotional ones — asking “What’s taking most of your time?” opens the door without putting employees on the spot
• Stress conversations should be built into regular one-on-ones and team check-ins, not reserved for crisis moments — according to Gallup, burned-out employees are 2.6 times more likely to actively seek another job

How Does HR Infrastructure Support Leaders Managing Burnout?

Managers shouldn’t have to navigate these conversations alone.

Clear policies, employee handbooks, compliant HR practices, and access to ongoing guidance all help leaders feel more confident managing sensitive workplace situations.

At INFINITI HR, we support organizations with the HR infrastructure and strategic guidance needed to help managers lead effectively while supporting employee wellbeing and performance.

Creating a healthier workplace culture starts with better conversations and leaders who are willing to start them.

Want more on current employment trends?

Check out the recent blog, 5 Ways Small Businesses Get More Value From Their PEO, or come back for additional pieces on human resources, payroll, insurance, and benefits.

Supporting your managers starts with the right HR infrastructure. Talk to our team to learn how INFINITI HR helps organizations lead more effectively.