Mitigating Risk for Investors and Fund Raisers with Check Invest.
For investors and investees to validate the competency and resilience of owner-managers.
The basis of the check is based on the Baseline Personnel Security Standard “BPSS”
BPSS is a nationally approved vetting standard covering checks for anyone who is working or may work in jobs and sectors which involve access to sensitive OR confidential information, OR personal OR financial data, OR government projects, OR vulnerable persons such as the young, elderly, sick OR disabled. It prevents reputational risks.
The validation uses the BPSS national security standard to check CV’s, qualifications, skills, immigration and residency status, business experience, and criminal records. This enhances confidence for investors by validating the integrity of claims by new owner-managers who lack “track records” of success
New owner-managers may have undisclosed risks for the responsibilities of managing investor funds or supplying products and services to sectors that require vetting and safeguarding standards. This provides validated evidence for external funders.
Reduce risks related to investment contracting, improving “invest-ability” CV data may be inaccurate or misleading, including qualifications, training records, employment records, achievements and references. FRAUD risk at work has doubled. CONFIDENTIAL information on employers, employees, markets, intellectual property and client data may be accessible, removed or mismanaged.
Investments may be lost because they fail to give sufficient independent evidence of investability and integrity. Many sectors such as government, charities, health, education, and other professions require independently written verifications of criminal record checks, and proof of safeguards.
Ask the Expert
Clive Bonny has been trained in personal background vetting by the National School of Government and is approved to assess persons against the BPSS standard to enable the supply of products and services to PLC’s and publicly funded bodies. Clive has been an active member of the Fraud Advisory Panel for several years and has run BPSS programmes for the British Computer Society, the Institutes of Directors, Business Consulting, Personnel and Development. He advises employers and individuals on risk management, psychometric profiling, ethical risk, corporate responsibility, effective governance, business continuity planning, and invest-ability.
Psychometrics in recruiting can help define the job specification, assist in competency-based interviewing, allow insights into candidates’ innate personal traits which can predict their behaviour at work. A report on Personal Style analysis can not only ensure more effectively planned interviews, but can also be used by employers for induction and integration by supplying advance information regarding personal development needs.
Most organisations that employ full time human resource specialists already use one or more instruments for personal assessment purposes.
Some, like Belbin’s Team Role Analysis, focus on a particular competency. Others, like Myers Briggs Type Indicator, analyse personal traits across common generalist traits (eg extroversion/introversion) which can then be mapped onto a more detailed competency matrix, usually showing 8 or 16 personality factors (such as 16 PF and OPQ).
The most widely used tools stem from the “DISC” matrix system which began commercial use in the USA in the 1960’s and whose original methodology comes from the Lie Detector in the 1940’s. Today’s tools are low-cost (£25-75 each), easy to administer (10-30 minutes) and can either produce detailed reports for long term personal development planning, or a single page summary for one-off recruitment purposes.
These instruments are NOT designed to provide a complete analysis of personality traits – the human psyche is too complex. Nor should they be used as a decision-making tool; they are only helpful in decision support. Furthermore the reports are only effective when cross-referenced to other information about the individual so that trends can be ascertained and explored. This requires a trained practitioner who can then add value beyond the raw data through interpreting and co-relating the various “angles of vision”.
Overall, the low cost and availability of such instruments usually justifies usage, particularly in reducing the risk of mis-hire and the subsequent costs in rectifying problems. The recruitment decision needs as many “angles of vision” as possible, and recruitment professionals who have a retention strategy should take advantage of the behavioural analysis tools currently available.