Hiring decisions can have consequences that extend far beyond the workplace. For organizations that serve children, vulnerable populations, patients, customers, or the public, understanding who is being brought into the organization is an important part of managing risk.

A recent hiring controversy at a Texas private school demonstrates why organizations should take a closer look at how effective their background screening program really is.

In August 2026, a school in Argyle, Texas, announced that it had dismissed a football coach who had been hired earlier in the year. According to report, the school said information had come to its attention that had not been disclosed during the hiring process. The coach had a criminal history dating back to 2005 involving a sexual abuse conviction in Arizona.

The school stated that it uses third-party background checks and direct reference calls and said it was reviewing its processes to determine how relevant information could have gone undiscovered during the hiring process.

The situation raises an important question for employers across every industry: Is your organization simply running background checks, or are you conducting the right screening for the risks associated with the position?

A Background Check Is Not a Guarantee

Background screening is an important hiring tool, but no screening process can guarantee that an employer will uncover every piece of information about an applicant. What matters is whether the screening program is thoughtfully designed, consistently followed, and appropriate for the position.

A criminal search can only provide information available within the records and jurisdictions being searched. If an organization relies on a limited search when the position warrants a more comprehensive approach, important information may be missed.

When reviewing your background screening program, you should be asking:

• What searches were conducted?
• Were they appropriate for the position?
• Was the applicants information accurately verified?
• Were relevant jurisdictions considered?
• Are there industry-specific screening requirements?

The answers to those questions can make a significant difference.

Screening Should Match the Position

Not every employee requires the same background screening package.

A financial professional may warrant different screening considerations than a delivery driver. A healthcare worker may require different checks than an office administrator. Someone working directly with children may require additional screening because of the nature of the role and the vulnerable population they serve.

Employers should consider the responsibilities of the job, the level of access the individual will have, the environment in which they will work, and any applicable regulatory or industry requirements.

Depending on the position, a comprehensive screening program could include:

• Criminal record searches
• Sex offender registry searches
• Employment verification
• Education verification
• Professional license verification
• Motor vehicle record searches
• Drug screening
• Identity verification
• Federal or state-specific searches
• Ongoing monitoring or periodic rescreening

The goal is not to order every available search for every applicant. The goal is to make informed decisions about which searches are relevant and appropriate for each position.

What Happens When Something Concerning Is Found?

Finding potentially negative information is only one part of the process. Employers also need a consistent approach for evaluating information that appears on a report.

A criminal record does not automatically tell an employer whether someone is qualified, or unqualified, for a particular position. Employers should consider applicable laws and regulations and follow established, legally compliant procedures when evaluating background information.

This is where having a clear screening policy becomes especially important. Without a defined process, hiring decisions can become inconsistent. Two applicants with similar information could potentially be treated differently depending on who reviews the report or how the information is interpreted. A well designed screening program helps employers establish a consistent framework for handling screening results.

Employer Guidance

Organizations don’t need an unnecessarily complicated screening process. They need one that is intentional and consistent.

A few key practices can make a difference:

1. Build screening packages around positions: Determine what information is relevant to each role rather than using the same package for every employee.

2. Use independent verification: Whenever appropriate, verify employment, education, licenses, credentials, and other information rather than relying entirely on what an applicant provides.

3. Establish clear procedures: Everyone involved in hiring should understand what screenings are required, when they must be completed, and how results should be handled.

4. Keep the process consistent: Applying different screening standards to different applicants can create unnecessary risk. Establish clear criteria and follow them consistently.

5. Review your process regularly: Hiring practices change. Positions change. Laws and regulations change. Screening technology changes. Organizations should periodically evaluate whether their screening process still meets their needs.

6. Work with a screening partner that understands your requirements: A background screening provider should do more than process orders. The right partner can help organizations understand screening options, identify appropriate searches, and navigate changing requirements.

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Background Screening Is About More Than Checking a Box

The recent situation is a reminder that background screening should not be treated as a formality. For employers, the takeaway is not simply that a background check should be performed, it is that your screening process needs to be thoughtfully designed around the position, consistently applied, and comprehensive enough to provide meaningful information before a hiring decision is made.

At GIS, we work with organizations to help build background screening programs around their specific hiring needs. From criminal searches and employment verifications to education, MVR, drug screening, and other services, our team helps organizations create a screening process that is thorough, consistent, and aligned with their requirements.

If you have any questions regarding your background screening program, please contact us.

Effective July 1, 2026, Washington employers with 15 or more employees are subject to significant changes under the state’s amended Fair Chance Act. The new requirements further expand protections for job applicants with criminal records and introduce additional obligations for employers that use criminal background checks during the hiring process. Employers with fewer than 15 employees will need to comply beginning January 1, 2027.

Washington’s Fair Chance

While Washington has long prohibited employers from asking about criminal history too early in the hiring process, the amended law goes a step further by requiring employers to wait until after making a conditional offer of employment before obtaining or considering criminal history information. This applies unless a specific legal exemption exists.

The law also strengthens protections by requiring employers to evaluate criminal history on an individualized basis rather than relying on blanket policies that automatically disqualify applicants with convictions. Employers must have a legitimate business reason for taking adverse action based on an applicant’s criminal record.

Employer Responsibilities

In addition to delaying criminal background inquiries until after a conditional offer, employers should be aware of several Fair Chance requirements:

• Criminal history cannot be requested or obtained before a conditional offer is made.
• Job postings may not discourage individuals with criminal records from applying through statements such as “no felons” or similar language.
• Employers may not automatically reject applicants based solely on an adult conviction record without first conducting an individualized assessment.
• Before making a final employment decision based on criminal history, employers must notify the applicant of the record being considered and provide at least two business days for the individual to respond, correct inaccuracies, or provide information regarding rehabilitation, education, work history, or other mitigating factors.
• If adverse action is ultimately taken, employers must provide written documentation explaining the legitimate business reason for the decision and how the relevant factors were considered.

Employer Guidance

For employers hiring in Washington, now is the time to review hiring practices, employment applications, interview procedures, and background screening workflows. Organizations should ensure criminal history inquiries occur at the appropriate stage of the hiring process and that hiring managers understand the new documentation and assessment requirements.

Employers working with a background screening provider should also confirm their screening process aligns with Washington’s updated timeline and adverse action requirements. A compliant background screening process can help reduce legal risk while supporting consistent and fair hiring decisions.

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As Fair Chance laws continue to evolve across the country, maintaining a compliant hiring program can become increasingly complex, especially for organizations hiring in multiple states. GIS is here to help employers navigate changing regulations by providing compliant background screening solutions, educational resources, and responsive support. Our team is committed to helping clients stay informed, reduce compliance risk, and build hiring programs that are both effective and legally compliant.

If you have questions or concerns about how these laws may effect your organization, please contact us.

Effective July 1, 2026, Virginia’s Clean Slate law introduces a significant change to how certain criminal records are handled. The law allows qualifying records to be sealed from public access, giving eligible individuals an opportunity to move forward without some past offenses continuing to create barriers to employment, housing, and other opportunities.

While the law is intended to expand second chances, it also serves as a reminder that employers should regularly review their hiring practices to ensure they remain compliant with changing state laws.

How the Law Works

Virginia’s Clean Slate law does not apply to every criminal record. Instead, it establishes criteria that determine whether an individual may have an eligible record sealed. Depending on the type of offense and the circumstances of the case, some records may be sealed automatically after specific waiting periods, while others require the individual to petition the court for relief.

Because eligibility varies, employers should not assume that every prior conviction or charge will continue to appear on a background check.

What This Means for Employers

As more eligible records become sealed, employers may notice differences in the information returned during background screening. A report that previously contained certain criminal history may no longer include records that have been legally sealed under Virginia law.

For employers, this reinforces the importance of making hiring decisions based only on legally reportable information rather than expecting a background check to reveal every historical offense.

It is also an opportunity to review internal hiring policies and ensure that criminal history is evaluated consistently and in accordance with applicable federal, state, and local regulations.

Why Compliance Matters

Employment screening laws continue to evolve across the country, with many states expanding record-sealing initiatives and other fair chance hiring measures. These changes highlight the need for employers to work with screening providers that stay current with legislative updates and provide reports that reflect applicable reporting requirements.

Attempting to rely on outdated records or information obtained outside of a compliant background screening process can create unnecessary legal risk.

Preparing for Future Changes

Virginia’s Clean Slate law is part of a broader trend toward expanding access to record sealing and second-chance opportunities. As similar legislation continues to emerge in other states, employers should periodically review their background screening policies, adjudication procedures, and hiring practices to ensure they remain aligned with current laws.

A well-designed background screening program balances workplace safety with compliance by helping employers make informed hiring decisions using accurate, legally reportable information.

As employment laws continue to change, staying informed is one of the best ways organizations can protect both their hiring process and the candidates they evaluate.

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GIS is here to help employers navigate evolving background screening laws. If you need assistance reviewing your screening practices or understanding how your state’s laws may impact your hiring process, please contact us.

The summer hiring season brings new opportunities for students, recent graduates, and seasonal employees entering the workforce. Unfortunately, it has also become a prime time for employment scams looking to take advantage of individuals eager to find work.

Recent reports show a significant increase in job-related fraud, with scammers using increasingly sophisticated tactics to steal money, personal information, and even identities. Rather than relying on obvious warning signs, many fraudsters now invest time in building trust before attempting to exploit their victims.

How Modern Employment Scams Work

Today’s job scams often begin with an unexpected message claiming to offer an exciting employment opportunity. These messages may arrive by text, email, or through social media platforms and frequently advertise flexible schedules, remote work, or salaries that seem unusually generous.

Unlike older scams that immediately requested payment, many fraudsters now take a more gradual approach. They may communicate with candidates over several days, conduct what appears to be an interview, or even provide small incentives to establish credibility before requesting sensitive information or money.

Once a candidate believes the opportunity is legitimate, the scammer may ask for payments related to equipment, training, onboarding, or other supposed employment expenses. In many cases, the promised job never existed.

Common Warning Signs

While every situation is different, several indicators may suggest that a job opportunity deserves closer scrutiny:

• An employer reaches out unexpectedly without the candidate applying.
• Compensation or benefits appear significantly better than similar positions.
• The hiring process moves unusually fast with little verification.
• The employer requests payment before employment begins.
• Communication occurs only through messaging apps or unofficial channels.
• The company is difficult to verify through independent research.

Legitimate employers generally do not require applicants to pay fees to secure a position or receive company-issued equipment.

The Risk Beyond Financial Loss

Employment scams can expose victims to more than lost money. Many fraudulent hiring schemes are designed to collect personally identifiable information such as Social Security numbers, driver’s license information, banking details, or other sensitive documents.

Once obtained, this information can be used for identity theft, financial fraud, or other criminal activity long after the fake job offer has disappeared.

Employer Guidance

While job seekers are often the direct targets, employers also have a role to play in reducing fraud. Criminals frequently impersonate legitimate organizations by copying company logos, creating fake recruiter profiles, or posting fraudulent job advertisements using recognizable business names.

Employers can help protect applicants by:

• Clearly listing open positions through official hiring channels.
• Encouraging candidates to apply only through verified company websites.
• Educating applicants that legitimate employers will not request payment during the hiring process.
• Monitoring for fraudulent postings that misuse the organization’s name or brand.

Organizations should also ensure they have secure hiring processes that verify applicant identities and protect sensitive personal information throughout the recruitment process.

Staying Vigilant

As technology continues to evolve, employment scams are becoming more convincing and more difficult to recognize. Taking time to verify an employer, research a company independently, and question offers that seem unusually attractive can help job seekers avoid becoming victims.

For employers, maintaining transparent hiring practices and implementing strong identity verification and background screening procedures can help protect both candidates and the integrity of the hiring process.

Awareness remains one of the most effective tools in preventing employment fraud. By understanding how these scams operate, both employers and job seekers can make informed decisions and help create a safer hiring environment.

Click here for more information.

As hiring fraud continues to evolve, employers need trusted tools and reliable partners to help protect both their organizations and their candidates.

GIS is committed to helping employers navigate today’s hiring challenges through compliant background screening solutions. If you have any questions regarding identity verification technology, and ongoing education on emerging risks or employment laws, please contact us.

As organizations grow, operations often move faster than structure. Hiring accelerates, managers absorb larger teams, and decisions get made quickly to keep up. Growth is the goal. But many companies delay formalizing their people processes until something breaks, and by then the fix is far more expensive than it ever needed to be.

The absence of HR infrastructure rarely announces itself. It surfaces gradually through inconsistent hiring decisions, unclear accountability, reactive employee relations, and managers improvising their own rules. Documentation drifts. Leaders spend more time reacting than building.

What feels “flexible” quietly becomes exposure. And the highest concentration of risk sits at the very start, the moment of hire, where most organizations move fastest and document least.

That is precisely where screening and onboarding compliance matter most. A disciplined hiring foundation should include:

• Background screening applied consistently across every role, with clear, documented adverse-action steps
• I-9 completion and reverification within required timeframes, stored separately from personnel files
• Consistent offer, classification, and onboarding practices
• Defined compensation and pay-equity standards
• Documentation and compliance aligned across states and entities

These are not administrative details. They are the points where a single miss can quickly become a compliance, legal, or financial issue. An inconsistent screening process can become an FCRA or discrimination claim. A skipped adverse-action step can do the same. A late I-9 can surface in an audit with per-form penalties. A misclassified role can trigger back pay and damages. Any one can cost more than years of building the process correctly.

The organizations that get hurt are rarely the ones that screened too carefully. They are the ones that treated the hiring moment as a formality and discovered, too late, that it was the riskiest decision they made all year.

Structure does not slow growth.

It protects it.

As regulatory scrutiny continues to increase across states, building people infrastructure before you need it is no longer optional. It is risk management, and at the point of hire, it is your first and cheapest line of defense.

Growth exposes what structure has not yet solved. BMI HR Advisors helps companies close those gaps before they become costly.

Maria Perez-Marom, Principal, BMI HR Advisors, Inc., Strategic HR Advisory for Multi-State and Remote Workforces

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HR professionals are on the front lines of hiring, compliance, and talent management, giving them a unique perspective on the challenges and trends shaping the employment landscape. Their insights are invaluable for understanding how background screening practices intersect with evolving laws, workforce expectations, and organizational goals. In this article, we draw on the expertise of HR leaders to highlight key industry trends and provide actionable guidance for employers.

For questions about background screening laws, best practices, or compliance guidance, please contact us.

As the school year comes to an end, summer camps, youth sports programs, childcare providers, enrichment programs, and recreation departments are preparing for their busiest season. Many organizations rely on seasonal employees, volunteers, and temporary staff to support increased participation throughout the summer months.

While filling these positions quickly is often a priority, ensuring the safety of the children and families you serve should remain at the forefront of every hiring decision. A thorough background screening program can help organizations make informed hiring decisions, reduce risk, and create a safer environment for participants.

Why Summer Programs Face Unique Screening Challenges

Unlike year-round hiring, summer staffing often involves large volumes of applicants hired within a short timeframe. Organizations may be recruiting camp counselors, coaches, bus drivers, lifeguards, activity coordinators, and volunteers simultaneously.

The pressure to onboard staff quickly can sometimes lead to shortcuts in the hiring process. However, positions that involve direct interaction with children require careful screening and verification before individuals are placed in trusted roles.

Key Background Checks for Summer Program Staff

Criminal History Searches

Criminal background checks are often the foundation of a summer hiring screening program. These searches can help identify criminal records that may be relevant to the position and assist organizations in evaluating potential risks.

Criminal screening is commonly recommended for:

• Camp counselors
• Childcare staff
• Program directors
• Recreation employees
• Youth sports coaches
• Volunteers working directly with children

Organizations should ensure that any criminal history review is conducted consistently and in compliance with applicable federal, state, and local regulations.

Sex Offender Registry Searches

For organizations serving minors, sex offender registry searches can provide an additional layer of protection. These searches help identify individuals listed on state or national sex offender registries and are commonly included in youth-serving screening programs.

Motor Vehicle Record (MVR) Checks

Many summer programs rely on transportation services to move participants between activities, field trips, or program locations. Any employee responsible for operating a vehicle should undergo a Motor Vehicle Record (MVR) check.

MVR checks can help organizations review:

• License status and validity
• Driving violations
• Suspensions or revocations
• Serious driving offenses

Common positions requiring MVR checks include:

• Bus drivers
• Van drivers
• Transportation coordinators
• Staff responsible for field trip transportation

Employment and Reference Verification

Past employment and professional references can provide valuable insight into an applicant’s experience working with children and their overall suitability for the role.

Verifications can help confirm:

• Relevant work history
• Positions held
• Dates of employment
• Professional references and feedback

Ongoing Monitoring

Hiring is not a one-time event. For organizations operating year-round youth programs, ongoing criminal monitoring or periodic rescreening may help identify reportable events that occur after the initial background check has been completed.

Building a Safer Summer Program

Parents trust summer organizations to provide a safe environment for their children. A comprehensive screening program helps demonstrate that commitment while supporting responsible hiring practices.

Whether hiring camp counselors, coaches, childcare providers, volunteers, or transportation staff, implementing the appropriate background checks can help organizations reduce risk and make informed decisions throughout the summer season.

As summer hiring ramps up, now is the ideal time to review your screening policies and ensure your program is prepared for a safe and successful season.

At GIS, we are committed to helping organizations create safer environments for the communities they serve. Protecting your organization, and the vulnerable populations who depend on it, is at the core of what we do. If you have questions about your summer hiring or background screening process, please contact us.

As the ground softens and sunny days get longer and warmer, it’s a natural time to do some “spring cleaning” in your organization. Spring is when organizations reset what’s drifted. Whether it’s paperwork piling up, outdated practices, missed conversations, or a lack of follow-up, this is a good time to address gaps before they become larger compliance or operational issues. A quick check now can help prevent larger issues later. Here are a few areas worth revisiting to set your business up for a successful summer:

Benefits & Employee Experience Check-In

Revisit your benefits package and look at what employees are actually using. This is a good time for leadership to check in with their teams to understand what’s working and what isn’t. Tailor your offerings accordingly and consider cutting what’s unnecessary. Review utilization data and renewal costs to determine whether your current offerings are delivering value or if adjustments are needed to better align with employee needs and budget. Even a small engagement can close a long-overdue feedback loop and make a meaningful difference. Just think – Are my benefits still aligned with my employees’ needs?

I-9 Reviews

Audits can be nerve-racking. A thorough review of your I-9s this spring can help reduce risk. Ensure they are accurate, completed as required, and stored properly. Best practice is to maintain I-9s separately from other employee files to limit exposure and allow for a more efficient audit process.

Personnel Files

Clean out your files! Personnel files should contain only job-related documentation, such as offer letters, performance evaluations, disciplinary actions, and signed policy acknowledgments. These files should clearly tell the story of the employee’s work history and relationship with the company. Sensitive information should not be stored in personnel files and should be maintained separately. One of the most common areas of confusion is medical documentation. Medical records must be kept separately, with restricted access, including any records related to leave requests, accommodations, or other health-related information. By keeping these records separate, you protect not only the employee’s privacy but also ensure compliance with confidentiality requirements.

Performance Evaluations

Spring is a great reset point if you’re noticing some stalling after year-end reviews. Refresh goals, realign expectations, and keep momentum moving. Check in with management to ensure they are aligned and leading their teams effectively. Shifting from annual reviews to ongoing conversations helps maintain engagement and clarity across the organization. An aligned organization is powerful.

While you’re reviewing your forms, documentation processes, and files, this is also a great opportunity to check for consistency. Documentation should be clear and objective across employees to ensure fairness. Gaps, vague language, or inconsistent records can create risk over time, especially when strategic decisions need to be supported.

As part of a general compliance check, consider the following:

•  Do these processes reflect any new federal laws or regulations that took effect this year?
• Are there any state-specific changes in laws and regulations in the state(s) in which I operate? If so, do my processes follow these changes?
• Are my policies outdated?

Even if nothing feels different, something likely is. Federal and state laws are constantly changing and can easily be overlooked. A short compliance and documentation review now can help reduce risk and keep your organization operating smoothly through the rest of the year.

Trisha Berk, MAIOP, SHRM-CP, HR Generalist, CompLyons HR Consulting, LLC

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