Call centre security is a rapidly developing issue. Individual employees propensity for criminal activity is being eclipsed by professional criminals, often placed internally in businesses to carry out organised or collusive criminal activity. The increase in chip and pin security has made card fraud less attractive, and internal or employee fraud is now an attractive option.
Call centres are often seen as a soft target, offering easy access to gathering the personal data of callers and customers in order to undertake identity theft.
There are increasing reports of call centre employees stealing sensitive customer data and accessing financial records, such as those recently reported in Scotland and India. In fact, it has been claimed by the police that one in ten of Glasgows financial call centres has been infiltrated by criminal gangs.
Security associated with the background checking of call centre employees is therefore becoming a priority as this type of fraud becomes recognised as an increasingly widespread problem. And, with many call centres aware that they should undertake such checks, there are now a range of services available.
In contrast to the amount of money spent on other areas of corporate security, such as secure IT systems, building security and investment in secure data holding sites,
comparatively little is spent on adequate, independent staff recruitment procedures, such as background checking. The internal risk of employing the wrong or rogue staff member has the potential to pose an even greater risk to both organisations and their clients. As a result, it is crucial that checking is undertaken on both permanent and temporary staff before taking up their post.
The current spate of bad publicity has caught many call centres unawares. As most of the data that is stolen affects ordinary citizens, it is virtually impossible to hide such problems under the carpet as if it were an internal issue. This has led to many within the industry sitting up and taking note of the options available in checking staff prior to their employment, especially as this issue is much more than simply a nuisance.
Call centres now have to act responsibly or risk endangering the long term success of their business as well as fatally damaging the organisations reputation.
Although many know that they should check the backgrounds of employees, the full range of options for doing so are not as widely known. Checking upon the point of entry is not the only method that should, and could, be adopted.
There are, in fact, many options open to call centres that would significantly improve their employment security at all job levels, enabling access to a vast amount of data that is invaluable in checking for collusive or organised crime. With permission from the candidate, checks that call centres should start to consider could include these areas:
- pre-employment checking of all employees (permanent, temporary and contract staff).
- continuous checks following changes in job functions — higher levels of checking to reflect the increased access to information or seniority/sensitivity of the position. This could include monitoring for collusive and organised crime and retrospective checking of existing staff.
- temp checking — confirming that the individuals in a temporary workforce are who they say they are, giving firms the flexibility to bring on staff when needed safely.
- post-employment monitoring in order to identify changes in personal circumstances.
Background checking service providers are also able to check all of the below:
- multiple applications by an individual for a job in one company or several companies.
- common referees used in multiple applications by different applicants.
- common phone numbers or e-mails used in applications by different applicants.
- multiple applications from one address by different applicants.
- inconsistent applications. For example: John Smith/J Smith/John A Smith.
- multiple but inconsistent applications.
- known hot addresses.
- multiple references from one employer provided by different applicants.
- the use of insurance numbers, driving licenses, etc, in case of identity fraud.
With call centres often seen as having high staff turnover, it is claimed that this can make it more difficult to keep data secure, and also more difficult to turn around background checks on a fast turnover of new employees. On the contrary, this shouldnt be an issue if the appropriate recruitment and monitoring processes are in place. And if they arent in place, it could be said that subsequent fraud problems are self-inflicted. This is inexcusable when there is the option to undertake cost effective external checking.
A service that provides an automated and rapid service for background checking temporary workers is available to the call centre industry. It confirms that the individual is who they say they are and has no record of involvement in fraudulent acts or money laundering activities.
Undertaken overnight, it can provide detailed, scored reports the next day, giving organisations the flexibility to safely bring on staff when needed, whilst minimising risk and assisting with compliance/regulatory requirements. Such improvements in recruitment processes benefit call centres by reducing staff turnover, deterring fraudulent activities and providing peace of mind.
The last three years have seen a complete change in corporate attitude to background checking. It is now seen as best practice and good corporate citizenship.
But, the requirement to access data and provide an effective background checking service means that most HR departments are simply not geared up for this — and nor should they be. Its a specialist function so managers should be able to consult the specialists who have these integrated capabilities.
Moving forward, it is better for call centres to take preventative steps rather than have the media publicising breaches, especially as the breach usually affects an individual customer who is freely able to inform the media. Call centres are increasingly coming under pressure from regulatory bodies, such as the Financial Services Authority (FSA), and its time that action is taken for the benefit and reputation of the industry.
10 Top Tips — Dos and Donts of background checking
- Do be aware that the best liars could potentially be your best interviewees.
- Do be aware that almost 50 per cent of CVs contain inaccuracies (according to research from Experian).
- Do check the current validity of qualifications.
- Do treat contractors and temps with the same rigour you treat permanent employees.
- Do insist that suppliers of personnel adopt your background checking regime.
- Do understand your statutory and regulatory requirements and apply consistency in background checking, including international appointments.
- Do check all levels of staff.
- Do use a well-established and proven background checking provider to undertake the checks on your behalf.
- Dont take any documents at face value.
- Dont keep it to yourself — be overt about background checking: it acts as a deterrent.
Steve Bailey is md of BackgroundChecking.com
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