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Key takeaways
- Keep background check conversations matter-of-fact. Awkwardness often comes from how and when screening is raised, so treat it as a standard hiring step rather than apologizing for or overexplaining it
- Mention screening early—in the job posting or an initial conversation—so it doesn’t come as a surprise later in the hiring process
- Answer candidate questions honestly, but avoid predicting screening results or hiring outcomes you don't yet know
- Mentioning a background check in conversation doesn’t replace the formal disclosure and authorization process required when using a third-party screening company
Bringing up a background check can feel more personal than it is. You may worry that mentioning screening will make a candidate feel distrusted or lead them to assume that you expect to find something.
It's usually not the background check itself that makes the conversation uncomfortable—it's how and when you introduce it. Raise it early, explain it plainly, and treat it like any other step in your hiring process.
Here’s when to bring it up, what to say, and how to answer the questions candidates may have.
Why this conversation feels harder than it should
Hiring teams often worry that raising a check implies distrust. For a small business hiring manager, the conversation can feel especially personal. You may be the same person who wrote the job posting, conducted the interviews, and built a relationship with the candidate. Bringing up screening can feel like you’re questioning the trust you’ve established.
Candidates are also thinking about the practical side of the hiring process: when they can expect an offer, when they can give notice, and when they can start. An unexpected background check at the end of the process can disrupt those plans. When explained from the beginning, a background check is simply another expected step.
When to bring it up (and when not to)
When and how you disclose the requirement for a background check can shape the whole hiring process.
The goal is to mention the background check early enough that it doesn’t come as a surprise later. Depending on your hiring process, that might mean noting it in the job posting or explaining it during an initial phone screen or introductory conversation.
Waiting until the offer stage can create unnecessary friction or cause candidates to disengage. A candidate who's completed several interviews and is expecting to discuss a start date may instead learn there's another step before the process wraps up.
Mentioning screening earlier removes that surprise. When the offer arrives, the background check is a step the candidate already expects, rather than a new condition they have to evaluate.
There’s also an important distinction between telling a candidate that screening is part of the hiring process and asking them what might appear on their report. States and local fair-chance or Ban-the-Box laws may limit when employers can ask about criminal history; avoid turning an early mention of screening into questions about a candidate’s record.
A conversation about screening doesn’t replace the formal disclosure and authorization process. Under the Fair Credit Reporting Act (FCRA), employers using a third-party background check company generally must provide a written disclosure before obtaining the report and receive the candidate’s written consent. Follow applicable federal, state, and local requirements for your hiring process.
What to actually say
Use the language below as a starting point, not a script to recite. The early mention sets the expectation, and the offer-stage mention confirms it.
Sample language for the interview stage
Explaining background checks during an interview works best when you walk the candidate through the hiring process, with the check named as one of the steps:
So you know what to expect, our hiring process includes two interviews. If we decide to move forward, the next step is a conditional offer followed by a background check. We will explain what’s included and what you need to do at that point.
Or more briefly:
As we progress through the process, background checks are conducted for this role. If we move forward with an offer, we’ll send you the information and authorization form.
Neither version apologizes or overexplains—both present the background check as a standard step in the hiring process.
Sample language for the offer stage
We’d like to offer you the role. As mentioned earlier, it’s contingent on the background check. We’ll send the authorization form today, and we typically get a response within a few business days. Once that’s complete, we’ll confirm your start date.
If this is the first mention despite best intentions:
We’d like to offer you the role. One thing I should have flagged sooner: the offer is contingent on a standard background check. We’ll send the authorization form today, and the screening process typically takes a few business days. Once it’s completed, we’ll confirm your start date.
Together, those details give the candidate a clearer picture of what they need to do, how long it may take, and what to expect next.
Wondering what you can legally ask candidates?
Ban-the-box and fair-chance laws affect when and how you can raise criminal history.
Handling candidate questions or pushback
Many candidates don’t have any questions. For those who do, the questions are often practical: What’s being checked? How long will it take? What could affect the hiring decision?
What candidates want to know
What are you checking?
How long will it take?
What could disqualify me?
Answer specifically. If it’s a criminal records search and employment verification, say so. Vague answers tend to generate additional follow-up questions. If you’re not certain what your background check includes, get up to speed before the call.
Give a range rather than a best-case scenario. While most checks return quickly, court records and past-employer verifications can take longer for reasons outside your control. Something like "usually a few days, occasionally longer if a records office is slow" is fine.
This one calls for restraint. Don’t answer with a list of automatic disqualifiers or predict how a specific record would affect the decision before you have the report. Instead, describe the review process without predicting the outcome. Additionally, don’t reassure someone that a specific issue won’t matter, committing yourself before you have the report.
What you can do in answer to the questions is to describe the process without predicting the outcome: "We consider the results in relation to the role and follow our review process before making a decision. If anything requires additional information or could affect the hiring decision, we’ll communicate with you about next steps."
If the candidate raises a question you aren’t equipped to answer—especially one involving how a specific record may affect their eligibility—don’t offer a guess. Coordinate with the individual responsible for your hiring or compliance process, or seek appropriate guidance before responding.
Setting the tone for the rest of the hiring process
The easiest way to make a background check feel routine is to stop treating it as a separate conversation. Mention it alongside interviews, the conditional offer, and other hiring steps rather than introducing it separately or overexplaining why it’s required.
That doesn’t require a lengthy conversation. Include screening in the job posting or mention it early in the conversation, explain what candidates can expect, and allow them to ask questions.
The goal is simple: By the time you reach the screening stage, the candidate should already know it’s coming.
Once the background check is underway, the conversation shifts from setting expectations to keeping the candidate informed. Clear updates on timing, action items, and next steps can help maintain that transparency throughout the rest of the hiring process.
Before screening: Set expectations
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Mention it early
Explain the process
Answer questions
During screening: Keep candidates informed
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Share updates
Flag action items
Explain next steps
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Disclaimer
The resources and information provided here are for educational and informational purposes only and do not constitute legal advice. Always consult your own counsel for up-to-date legal advice and guidance related to your practices, needs, and compliance with applicable laws.
About the author
Hayley Harrison began her career as a hiring manager at a mid-size regional bank in the Pittsburgh area. She now brings her experience and knowledge of hiring best practices to her work as a freelancer, helping employers refine and improve their processes.
