The Pre-Employment Screening

Successful businesses share certain traits. Their employees like where they work, they feel a common sense of commitment to perform well, and they want to see the company that employs them succeed. And while this is true for every business, it is especially so for the pest control industry.

Why? Because there are few businesses in which there is such close, personal interaction between the customer and the employee. Technicians contact the customers to schedule service, visit the customers' homes on a regular basis, go through their closets and cupboards, look behind their refrigerators and under their sinks, and then ask them for money. If that isn't up close and personal, what is?

Unless yours is a very small company, you will never meet all your customers. They will base their impression of you and your operation on the tone of voice of the person answering your phone when they call, and on the personality of the sales representative or technician when he visits their home. If they like what they see and hear, they will stay with you for a long time and will refer you to their friends. If they are turned off, they will soon switch to someone else's service.

Given these facts, selecting the right new employee from among a group of applicants becomes a crucial management decision. Pick the wrong one and you may invest months of training only to have him quit just when he should have been getting productive. A poorly chosen employee can also ruin your good name and customer relationships before you even know it. So you not only have to hire and train a replacement, but you've lost a lot of business you're going to have to pay someone else to replace.

WISHFUL THINKING. Wouldn't it be wonderful if we had a little box we could place over the candidate's head? If the light on top turns red, throw him or her out of the office. If it turns green, treat the candidate like your long-lost child.

Unfortunately, that magic box does not exist. So we have to make the decisions. But you don't have to try to do this in the dark. There is much you can and should learn about the prospective employee before making a hiring decision. There are also a number of legal requirements you should be aware of while going through the screening process so you can avoid creating liabilities for yourself in the process.

A pre-employment screening program is standard procedure in most successful companies. There are six basic steps to this process:

(1) The application form; the interview; job description review.

(2) Drug testing; motor vehicle report; prior employer check; criminal background check; aptitude test.

(3) Conditional job offer.

(4) Physical exam; workers compensation background check.

(5) Final job offer.

(6) Enrollment.

Taking a candidate through the entire process will cost about $100, possibly more. That is one reason why the process is conducted in several steps to reduce the cost for candidates who are eliminated early in the process. Also there are certain legal ramifications to the sequencing of the program of which you need to be aware.

STEP 1. The seemingly innocuous employment application form is one document that could create liabilities for you if it contains the wrong questions. We are all aware that questions pertaining to race or religion are taboo. But so are less obvious questions pertaining to a person's marital status, number of children, or physical condition. The best advice here is don't make up your own employment application form. Purchase a pre-printed form from your office supply store. The publisher of such forms has investigated current labor laws and has made sure their form is in compliance.

In the interview, you must also be aware of certain things you can and cannot say in order to comply with certain federal regulations including the Equal Employment Opportunity (EEO) Act and the Americans with Disabilities Act (ADA). These are summarized at right. Make sure you are familiar with the general requirements before conducting interviews.

THE EEO ACT. Interviewers must be sensitive to the Equal Employment Opportunity (EEO) implications of the questions they ask. Legislation prohibits withholding employment from applicants on the basis of race, sex, religious affiliation, national origin, age, color, handicapped status or veteran status. Quite simply, the law restricts the topics that interviewers may discuss in the interview. EEO does not restrict you from any job-related source of information. It does, however, restrict questions that solicit the following types of information from applicants: date of birth; maiden name; marital status; name of spouse; spouse's occupation and length of time on the job; spouse's place of employment; number of children and their ages; arrest record; ancestry; age; sex; religion; national origin (color); whether child care has been arranged for children; and garnishment of wages.

DISABILITIES ACT. The Americans With Disabilities Act (ADA) provides job applicants with protection from discrimination on the basis of mental or physical disabilities. The provisions require employers and managers to take proactive steps to ensure disabled applicants are afforded equal access to the employment process. Until recently only larger companies were concerned about compliance with ADA. But in July 1994, the threshold for compliance was reduced to 15 employees, so that now mid-sized pest control operations are also subject to the law.

If you are covered by ADA, there are a few key points for you to remember. First, an applicant may not be asked or required to complete forms about his or her disabilities, limitations, previous injuries, or days absent from work due to injury or illness prior to a job offer. Second, automatic exclusion from a job due to previous or current injury, accident, medical condition or back injury is prohibited.

Before a job offer is made, inquiries about disabilities, illness, injuries, prescription medication, mental condition, treatment for drug or alcohol addiction, workers compensation history, or other disability-related areas are expressly prohibited. This includes questions on application forms, in pre-employment interviews, and in conducting reference checks.

THE JOB'S ESSENCE. However, ADA does allow a manager to inquire into the applicant's ability to perform the essential functions of the job. To do this you need to have prepared job descriptions on your key positions. A sample summary job description appears below. Note that there are two sections to the description. The first describes what tasks are involved in doing the job. The second reviews the essential functions so the candidate will know what will be expected of him or her.

You can then review with the applicant the written description of the essential job functions and requirements and ask whether he/she is able to perform these functions. Questions you may ask are:

• Are you able to perform the essential functions of the position as noted in the job description?
• If not, what types of accommodation may enable you to perform the job?
• Our regular work week is Monday through Friday, 8:30 a.m. to 5 p.m. Can you work this schedule?

One side-note: The job description should not be something you bring out only when you are hiring someone. It should be a document that has been distributed to all employees in your company.

After a conditional job offer is extended, and before the candidate starts work, medical questions are permitted. If the medical investigation reveals a disability that would affect the candidate's job performance, we must first determine whether some "reasonable accommodation" can be made to facilitate performance.

JOB DESCRIPTION Your duties include the following: 1) Continually improve your technical proficiency through attendance at branch technical training sessions; through self-study, including workbooks and videotapes available in the branch; and by asking for assistance and accepting direction from your manager or supervisor on particular pest problems. a) Be familiar with and use only techniques, products and procedures approved by the company. b) Utilize your technical knowledge to provide our customers with consistent, high-quality pest control services. c) Be pro-active by anticipating and resolving customers' pest problems before being asked, thereby providing an extra measure of customer satisfaction. d) Be knowledgeable of the chemical products in your custody and follow the label directions for use. 2) You are primarily responsible for the management of your route, including: a) Treating all customers with courtesy and tact. b) Taking the time to talk to your customers, remembering that you are their pest control expert and they want your assurance that the job is being performed safely and with the best technology available. c) Scheduling service times with the customer. d) Maintaining on-time delivery of service. e) Asking the customer for payment at the time of service. f) Helping collect delinquent accounts. g) Preparing all required paperwork as neatly as possible and delivering it to the office promptly. h) Properly maintaining your vehicle and/or equipment in your care, including routine washing and cleaning. i) Maintaining an awareness of all safety guidelines and practicing them daily to protect your health as well as the health of our customers and the community as a whole. j) Limiting the use of chemical products to amounts directed by the label and by management as a way of controlling production costs. ESSENTIAL FUNCTIONS OF THE JOB: To properly perform your job as a pest control technician, you must have the following essential skills: • Read and comprehend technical information. • Have good telephone skills to contact customers, arrange appointments and handle complaints. • Drive a standard shift vehicle. • Stoop and bend to apply chemicals in confined spaces; negotiate steps, attics, crawl spaces, unpaved yard areas. • Have no allergies that can be aggravated by contact with chemicals and fertilizers. • Be able to interact with customers in their homes and places of business in a manner that will generate satisfaction with and confidence in the company. • Be able to work from 7 a.m. to 5 p.m. Monday through Friday, or other times as needed for customer service. • Start and operate power spray equipment. • Carry equipment from vehicle to job site or office weighing 20 pounds or more. This job description may not be all-inclusive, and employees are expected to perform other duties as assigned and directed by management. Job descriptions and duties may be modified when deemed appropriate by management.

 

In this second and final installment of our two-part series on pre-employment screening, the final phases of the employee screening and hiring process are explored and explained in detail. by David L. Quarterson

Once a candidate(s) has been interviewed and selected, the PCO can proceed to the actual screening process. Certain legal precedents make a criminal background check an important step. The legal precedent is based on a Florida case where a pest control company hired a convicted rapist as a technician. The employee did not reveal his criminal record to the company, and the employer made no effort to check his background. The technician subsequently raped one of the company's customers. The customer sued the company, claiming she had the right to expect that the company had evaluated the background of the employees they were sending into her home. The jury not only agreed, but awarded $1 million in damages.

Other cases involving similar circumstances have had similar outcomes. So it is clearly your responsibility to do your best to ensure that the employees you send to your customers' homes or businesses are not likely to steal from them or cause them harm.

In addition, we need to know whether candidates have any financial problems that may cause them to be less than honest in their dealings with the company and its customers. A credit check will indicate whether this may be the case.

Criminal background checks and credit checks can be provided by agencies specializing in such reports. A criminal background check usually costs about $25, and a credit check about $10. Check your Yellow Pages under "Credit Reporting Agencies" for a service near you. The agency usually asks that the candidate sign a release form, which they will supply.

A motor vehicle report (MVR) is a necessity if the candidate will operate one of your vehicles, whether occasionally or on a full-time basis. Remember also that even for employees who drive their own vehicles (such as an office clerk swinging by the bank to make a deposit), you are liable for their actions if they are on company business.

The reason for checking the motor vehicle report is simple. Let's assume you hire someone who will be operating a vehicle on company business. That employee has a driving record with speeding and DWI violations, but you either did not check their motor vehicle report or you chose to ignore the record. Assume further that the employee has an accident while driving your vehicle in which the other party is injured. You will have a difficult time convincing a jury that you were not negligent in your hiring practices, and the continuation of your business could be jeopardized as a result.

The best source for motor vehicle reports is your own insurance company. They are usually happy to provide them at no charge.

DRUG TESTING. The next step in this phase of pre-employment screening is to send your candidate for a drug test. Drug testing is a critical element of pre-employment screening. Substance abuse is epidemic in our society. It is well documented that substance abusers have more absences, are involved in more accidents, are less motivated, and turn over more quickly than non-users.

Most all medical clinics provide drug testing services. In choosing a clinic, make sure you ask the costs of the test (expect to pay about $30) and how long you must wait for the test results (anywhere from 24 to 72 hours). You also need to discuss the type of test to be conducted. Certain tests are more complicated and are designed to detect a greater range of substances. Other tests involve the use of hair samples rather than urine. The provider will help you make these decisions.

The candidate should be advised that the test is required, and that any positive reading automatically removes him/her from further consideration. The determination is made solely by the medical provider. If the candidate tests positive, he or she should not be allowed to retake the test under any circumstances.

STEP 3. According to the Americans With Disabilities Act, the candidate must receive a conditional job offer before further evaluation can be made of the candidate's physical ability to perform the job. The conditional job offer should be in writing. A form letter to be signed by the candidate would suffice. The form should state that finalizing the offer is contingent upon completing the medical examination and the workers' compensation background check.

STEP 4. Individual states have varying workers' compensation rules and regulations. By and large, however, your premium is in part determined by the cumulative claims that have been made by your employees. This is called your "loss ratio," and is calculated by dividing the total losses (including reserves for potential future loss payments) by the total premium. A company with a $100,000 annual payroll typically pays about $10,000 in workers' compensation premiums.

If an employee of that company filed a claim for a back injury, the medical costs and wage compensation could easily exceed $30,000. This means your loss ratio would be 300%. If you are in a state with a loss-sensitive plan, you could very well wind up in an assigned risk pool paying 150% to 200% of normal premiums.

The purpose of the workers' compensation background check is to ascertain whether the candidate has a history of abuse of the workers' compensation insurance system, or has a physical problem that may preclude him or her from performing the job. Disqualifying this type of candidate at this point in the screening process could save you considerable expense in the future.

Conducting a workers' compensation background check can be a different procedure in different states. In Florida, for example, coverage is purchased from private insurance carriers. Those insurers will conduct the background check at no charge to the policy holder. In other states it may be possible to use the same reporting service that is conducting your credit and criminal background checks.

MEDICAL EXAM. Only after the workers' compensation background check has been conducted should the medical exam be scheduled. The same medical provider that performed the drug test can perform the physical exam. You should discuss your job requirements with the clinic and let them tailor the exam to your needs. Expect a cost per exam of $40 to $50. They should also provide you with medical history forms and medical exam release forms. The candidate should complete these forms and deliver them to the medical provider at the time scheduled for the exam.

Experience indicates the medical exam does not have to include an X-ray unless recommended by the examining physician. This helps keep the cost down. However, the exam should include a cholinesterase test to determine a baseline on all employees who will handle chemicals as part of their job responsibilities.

Cholinesterase is an enzyme that helps control certain body functions. Cholinesterase levels can be affected by exposure to chemicals. This has been known to be a problem in lawn service operations, where the technician is dealing with larger quantities of chemicals. While reports of similar problems in pest control companies are few to nonexistent, there have been a number of lawsuits and workers' compensation claims where employees allege chemical contamination. Establishing a cholinesterase baseline at the beginning of employment can help you disprove such allegations in the future. Conversely, if the employee has a legitimate problem, the baseline test can help him or her get proper diagnosis and treatment. (The treatment for an abnormal cholinesterase level is to temporarily reassign the employee to a position that does not involve handling chemicals until those levels return to normal.)

The determination of whether the candidate is physically fit and capable of meeting the physical requirements of the job is to be made solely by the medical provider. If the physician indicates that the applicant is not medically qualified for the job, the applicant cannot be hired. Applicants who do not medically qualify for the job should be referred to the examining physician for an explanation. Finally, the medical provider should retain custody of the applicant's personal medical forms, reports, etc., to safeguard their confidentiality.

Finally, make sure all forms are gathered together and included in the employee's personnel file. The exception is medical information (including notes on workers' compensation background checks and drug tests), which are required by federal law to be kept in a separate confidential file. All such files should be kept under lock and key.

STEPS 5 & 6. If the medical exam is positive, you are ready to finalize your offer to the candidate and proceed with enrolling him or her as an employee. If the exam has indicated a disability that cannot be reasonably accommodated, this fact should be documented and the conditional job offer rescinded. If the medical exam has revealed a disability that can be reasonably accommodated, the nature and extent of the accommodation should be reviewed with the candidate before finalizing the offer.

CONCLUSION. As you can see, the pre-employment screening program does not make a PCO's hiring decisions for him. What it does do is provide him with a wealth of data to help him make an informed decision.

Companies that have utilized similar screening programs have documented an overall reduction in employee turnover. This is because a better quality employee is entering the work force, one who is more interested in long-term employment.

The benefits of long-term employees are obvious. Customer turnover, which is directly linked to employee turnover, will register an accompanying drop. Now new accounts you sell aren't replacing lost customers. They translate to real growth, making your sales effort more productive. Further, the longer an employee stays on board, the more technically proficient he or she will become. This reduces callbacks, generates customer satisfaction, and results in referrals.

So while a pre-employment screening program may be a little more time-consuming and may involve an added expense of about $100 per new employee, it returns big dividends and moves you toward your goal of becoming a premier pest control company.

CHECKING REFERENCES The candidate's record of prior employers should be checked by you by telephoning the list on the candidate's application. This information remains the most reliable way you have of verifying the impressions and authenticating the information you gained from the candidate's résumé and from the interview. The following items might be included in reference checks: Verification of employment dates and job title. Verification of duties and responsibilities. Verification of salary. Verification of job performance, accomplishments and work habits. Description of strengths and weaknesses. Reason for leaving. Whether or not he/she is eligible to be rehired, and if not, why not. Although many prior employers are reluctant to give a great deal of information for fear of creating liabilities, much can still be learned from this effort. If nothing else, it's critical to at least verify the accuracy of the employers and employment dates shown.

 

APTITUDE TESTING Aptitude tests are also surprisingly accurate predictors of a candidate's future performance. There are a number of testing services available for your use. One such company is the G. Neil Company, Sunrise, Fla. Among the tests pest control operators might find of interest are a basic skills test that measures clerical and office aptitude. Another is the personnel ability test which, among other things, predicts learning ability, a significant quality for pest and termite technicians. Two others are the sales ability test and the service ability test. The latter measures the candidate's aptitude for and understanding of service requirements. One important feature of the tests from the G. Neil Company is that they are administered and scored in your office. The cost per test is between $7 and $8 when purchased in smaller quantities. Pest control operators who are interested can contact the G. Neil Company at P.O. Box 450939, Sunrise FL 33345, 1-800/999-9111.

David L. Quarterson is a business consultant based in Stuart, Fla. He recently sold his interest in Tropex Pest Services, which he started in 1990. Prior to that he worked as chief operating officer of Waste Management Pest Control's 90-branch organization.