Pre-Employment Behavioral Screening to Prevent Workplace Misconduct: Private Sector Case Study
This report summarizes behavioral risk indicators identified through Verensics’ pre-employment screening and illustrates how structured integrity and conduct questions can surface material risk signals that resumes, interviews, and references may not reliably reveal. The analysis is based on self-reported responses from 500 completed applicant questionnaires across eight categories: Internal Theft, Workplace Violence, Bribery, Sexual Harassment, Illegal Drugs and Alcohol, Bullying, Confidential Information, and Reporting Reliability.
Pre-Employment Behavioral Screening to Prevent Workplace Misconduct: Private Sector Case Study
This report summarizes behavioral risk indicators identified through Verensics’ pre-employment screening and illustrates how structured integrity and conduct questions can surface material risk signals that resumes, interviews, and references may not reliably reveal. The analysis is based on self-reported responses from 500 completed applicant questionnaires across eight categories: Internal Theft, Workplace Violence, Bribery, Sexual Harassment, Illegal Drugs and Alcohol, Bullying, Confidential Information, and Reporting Reliability.
A subset of applicants disclosed prior misconduct, permissive attitudes toward unethical behavior, or an unwillingness to report wrongdoing. These findings demonstrate that behavioral risk is not theoretical; measurable indicators of integrity, safety, and compliance vulnerabilities are present at the point of hire.
The data reveals recurring patterns that elevate enterprise risk. In multiple categories, applicants not only admitted prior involvement in serious misconduct (including theft, violence, bribery, harassment, substance abuse, and data misuse) but also expressed attitudes that normalize or justify such behavior. Particularly concerning are widespread reluctance to report misconduct, tolerance for covering up colleagues’ actions, and disagreement with core ethical standards. These patterns suggest heightened exposure to financial loss, legal liability, regulatory violations, reputational damage, and workplace safety incidents if such risks are not identified early.
When viewed against established cost benchmarks for theft, corruption, harassment, and violence, the potential financial impact of a single major incident can far exceed the annual cost of Verensics’ screening solution. Even if only a small fraction of high-risk applicants were to progress to a serious event, the return on prevention is substantial. The findings underscore the strategic value of behavioral risk screening as proactive control, helping organizations reduce downstream losses, strengthen culture, and make more informed hiring decisions by identifying risks that resumes, interviews, and references alone are unlikely to reveal.
Key findings at a glance (n=500 completed applicant questionnaires):
- Theft risk signals: 4 (0.8%) admitted prior theft of company equipment/supplies; 28 (5.6%) expressed permissive attitudes toward stealing and/or covering it up.
- Substance-related risk: 20 (4.0%) admitted driving under the influence of illegal drugs; 15 (3.0%) would cover for a coworker using illegal drugs at work.
- Workplace safety: 2 (0.4%) admitted making a threatening workplace phone call after being fired; 7 (1.4%) would not report a colleague planning violence at work.
Confidential information risk: 9 (1.8%) admitted passing inside information they agreed not to disclose; 9 (1.8%) would not report proprietary information leaks.
Behavioral Findings Highlights
This section summarizes key behavioral risk indicators identified across seven categories assessed during the Verensics pre-employment screening. The tables that follow present the most concerning responses reported by applicants and illustrate the types of risks traditional hiring methods may overlook.
1. Internal Theft
This category reflects applicant responses related to theft, misuse of company property, and related attitudes. The results below highlight the most concerning disclosures.
Involvement
This table highlights the most concerning responses from completed questionnaires related to potential hires’ personal involvement in workplace theft. Below are some of the top responses that raise concern.
Question | Response | # |
| Did you ever steal company equipment or supplies? | YES | 4 |
| Have you ever been involved or traded in stolen merchandise? | YES | 3 |
| Did you ever cover up for a friend who was stealing company goods or property? | YES | 3 |
| Have you conspired with a supplier or a customer for personal profit? | YES | 3 |
| Have you ever intentionally damaged company goods so you could sell them later online? | YES | 2 |
| Have you ever stolen a large quantity of goods from your employer? | YES | 1 |
| Have you ever stolen merchandise from a previous workplace? | YES | 1 |
The table shows a concentration of serious counterproductive behaviors among candidates, including theft, fraud, collusion, and intentional damage, actions closely tied to significant organizational losses. Frequent indicators such as stealing equipment, covering for theft, and conspiring with suppliers signal high integrity risk and likely future misconduct. Early identification of these candidates can substantially reduce losses from fraud, legal exposure, reputational harm, and rehiring costs. Proactive screening therefore delivers strong ROI by protecting assets and ensuring hiring focuses on trustworthy, low-risk talent.
Attitude
This table highlights the most concerning responses from completed questionnaires regarding potential hires’ attitudes toward workplace theft. Below are some of the top questions that raise concern.
Question | Response | # |
| It is never OK to steal a large quantity of company goods. | DISAGREE | 28 |
| It is wrong to cover up for a friend who steals company property. | DISAGREE | 24 |
| It is never acceptable to plan a major theft of company property. | DISAGREE | 11 |
Internal Theft – continued
Reporting
This table highlights the most concerning responses from completed questionnaires related to potential hires’ unwillingness to report workplace theft. Below are some of the top questions that raise concern.
Question | Response | # |
| If you see a colleague stealing is it your responsibility to report it to your supervisor? | NO | 10 |
| If an employee sees a coworker stealing they should report it. | DISAGREE | 1 |
Accusation
This table summarizes the prior internal theft accusations reported by potential hires during the questionnaire. Below are some key findings.
Question | Response | # |
| Have you ever been suspected of stealing merchandise intended for sale to customers? | YES | 6 |
| Have you ever been investigated by a workplace for planning a major theft of company property? | YES | 2 |
| Have you ever been suspected of intentionally damaging company goods so you could sell them later online? | YES | 2 |
| Have you ever been fired for stealing company equipment or supplies? | YES | 1 |
Verensics Insights – Internal Theft
Internal theft is one of the most underestimated sources of preventable financial loss. In this assessment, several applicants openly admitted to stealing equipment, taking merchandise, or damaging company property for personal gain. Even more revealing were the attitudes that minimized the seriousness of theft or justified covering it up. These patterns suggest not only a risk of future loss but also a potential erosion of ethical culture if such individuals were hired. Verensics uncovers both behavioral history and mindset, enabling employers to identify candidates who may rationalize unethical behavior long before it becomes an internal cost. With clear visibility into these risks, organizations can strengthen hiring decisions, protect assets, and reinforce a culture of integrity from the outset.
2. Violence in the Workplace
This category captures applicant admissions and attitudes related to threats, physical aggression, retaliation, and behaviors that may compromise workplace safety. The results below highlight the most concerning disclosures.
Involvement
This table highlights the most frequent and concerning responses from completed questionnaires related to potential hires’ direct involvement in violent behavior or expressed their potential for engaging in such behavior. Below are some of the top questions that raise concern.
| Question | Response | # |
| Did you ever make a threatening phone call to a workplace after being fired? | YES | 2 |
| Have you ever been fired from a job and threatened to return to the workplace to commit an act of violence? | YES | 1 |
| Have you ever hit a coworker? | YES | 1 |
| Have you ever threatened to physically hurt a colleague? | YES | 1 |
Attitude
This table highlights the most frequent and concerning responses from completed questionnaires regarding potential hires’ attitudes toward workplace violence. Below are some of the top questions that raise concern.
| Question | Response | # |
| Even if you were wrongly fired there is never a good reason to seek revenge. | DISAGREE | 3 |
| If a person is wrongly fired it’s understandable for them to damage company property. | AGREE | 2 |
Reporting
This table highlights the most frequent and concerning responses from completed questionnaires related to potential hires’ unwillingness to report workplace violence. Below are some of the top questions that raise concern.
| Question | Response | # |
| Failing to report incidents of workplace violence is wrong. | DISAGREE | 9 |
| If you knew for certain that a colleague was planning to act violently at work would you report it? | NO | 7 |
| If you knew of a colleague planning to commit an act of violence in the workplace would you report it? | NO | 4 |
Violence in the Workplace – continued
Accusation
This table summarizes the prior workplace violence accusations reported by potential hires during the questionnaire. Below are some key findings.
| Question | Response | # |
| Have you ever been accused of being involved in a violent workplace incident? | YES | 2 |
| Did a coworker ever accuse you of being violent? | YES | 1 |
| Have you ever been disciplined for fighting in the workplace? | YES | 1 |
Verensics Insights – Workplace Violence
Acts of workplace aggression, whether verbal threats or physical altercations, can lead to safety, legal, and reputational consequences. This assessment revealed applicants who admitted to retaliating after termination, striking coworkers, or making threatening statements. Others expressed attitudes that excuse revenge or destructive behavior. Verensics helps employers surface these early indicators of conflict-prone behavior, allowing organizations to prevent dangerous hires before they compromise team safety. By evaluating past actions and attitudes toward reporting and responsibility, Verensics equips leaders to build safer environments where conflict is managed constructively rather than through intimidation or violence.
3. Bribery
This category addresses applicant involvement in or acceptance of unethical exchanges, bribery, conflicts of interest, and related attitudes toward organizational integrity. The results below highlight the most concerning disclosures.
Involvement
This table highlights the most frequent and concerning responses from completed questionnaires, specifically related to potential hires’ involvement in bribery. Below are some of the top questions that raise concern.
| Question | Response | # |
| Has a supplier customer or contractor ever given you an expensive gift that you could not refuse? | YES | 6 |
| Have you ever been in a situation in which you had no choice but to accept a bribe? | YES | 4 |
| Have you ever thought of offering a bribe for personal gain? | YES | 3 |
| Have you conspired with a supplier or a customer for personal profit? | YES | 3 |
| Have you ever accepted a bribe? | YES | 1 |
Attitude
This table highlights the most frequent and concerning responses from completed questionnaires regarding potential hires’ attitudes toward bribery. Below are some of the top questions that raise concern.
| Question | Response | # |
| It is never ok to offer a bribe or gift to someone to cover up a failure. | DISAGREE | 6 |
| Workers should never accept a bribe in the workplace. | DISAGREE | 3 |
| Do you intend to answer the questions regarding giving or receiving a bribe truthfully? | NO | 2 |
| Is offering a gift or bribe to a coworker in return for a favor ever acceptable? | YES | 2 |
Reporting
This table highlights the most frequent and concerning responses from completed questionnaires related to potential hires’ unwillingness to report bribery. Below are some of the top questions that raise concern.
| Question | Response | # |
| If you discover that a coworker has received a bribe at work would you report it to your supervisor? | NO | 21 |
| If you ever receive an inappropriate offer in the workplace that would benefit you will you report it to your supervisor? | NO | 7 |
Bribery – Continued
Accusation
This table summarizes the prior bribery accusations reported by potential hires during the questionnaire. Below are some key findings.
| Question | Response | # |
| Have you ever been accused of conspiring with a supplier contractor or a customer for personal profit? | YES | 2 |
| Have you ever been accused of offering favors in exchange for giving someone special treatment? | YES | 1 |
Verensics Insights – Bribery
Corruption harms organizations by distorting decision-making, weakening oversight, and exposing companies to regulatory and legal scrutiny. Multiple applicants in this dataset admitted to accepting bribes, collaborating in kickback schemes, or engaging in improper exchanges with suppliers or customers. Attitudinal responses further revealed discomfort with transparency and a willingness to bend ethical rules. Verensics gives employers an early window into these integrity risks by uncovering behavioral patterns that often remain invisible during interviews or background checks. With this insight, organizations can mitigate fraud exposure, protect vendor relationships, and ensure new hires align with ethical and compliance standards essential for long-term trust and operational stability.
4. Sexual Harassment
This category examines applicant behaviors and attitudes involving inappropriate conduct, boundary violations, and tolerance for sexual misconduct in the workplace. The results below highlight the most concerning disclosures.
Involvement
This table highlights the most frequent and concerning responses from completed questionnaires related to potential hires’ involvement in sexual harassment. Below are some of the top questions that raise concern.
| Question | Response | # |
| Have you ever touched a colleague inappropriately against their will? | YES | 2 |
| Have you ever asked for sexual favors in the workplace? | YES | 1 |
Attitude
This table highlights the most frequent and concerning responses from completed questionnaires regarding potential hires’ attitudes toward sexual harassment. Below are some of the top questions that raise concern.
| Question | Response | # |
| People should avoid sexually harassing their coworkers. | DISAGREE | 2 |
| Is touching a colleague inappropriately against their will sometimes acceptable? | YES | 1 |
| If you knew you could sexually harass a colleague without getting caught would you do it? | YES | 1 |
| Is asking for sexual favors sometimes acceptable in the workplace? | YES | 1 |
Sexual Harassment – Continued
Reporting
This table highlights the most frequent and concerning responses from completed questionnaires related to potential hires’ unwillingness to report sexual harassment. Below are some of the top questions that raise concern.
| Question | Response | # |
| If you know for certain that a coworker is asking for sexual favors will you report it? | NO | 10 |
| If you became aware of sexual harassment in the workplace would you anonymously report it? | NO | 9 |
Accusation
This table summarizes the prior sexual harassment accusations reported by potential hires during the questionnaire. Below are some key findings.
| Question | Response | # |
| Have you ever had a complaint filed against you for sexual harassment? | YES | 3 |
| Have you ever been investigated in your workplace for suspicion of sexual harassment? | YES | 3 |
| Has any coworker ever accused you of touching him/her or another colleague inappropriately against their will? | YES | 2 |
| Have you ever been fired for romantically pursuing a coworker after you had been asked to stop? | YES | 1 |
Verensics Insights – Sexual Harassment
Sexual harassment poses significant risks to employee well-being, organizational culture, and employer liability. Admissions of inappropriate touching or soliciting sexual favors, combined with attitudes indicating a willingness to offend if consequences were unlikely, reflect a clear risk profile. Equally concerning is the reluctance among some applicants to report sexual misconduct. Verensics helps organizations identify individuals who may disregard boundaries, misuse power dynamics, or contribute to unsafe or hostile environments. By detecting these behavioral markers early, employers can proactively safeguard workplace culture, reduce exposure to harassment claims, and promote a respectful, inclusive environment supported by employees at every level.
5. Illegal Drugs and Alcohol
This category captures applicant admissions and attitudes concerning illegal substance use, impairment at work, and willingness to report or conceal substance-related misconduct. The results below highlight the most concerning disclosures.
Involvement
This table highlights the most frequent and concerning responses from completed questionnaires related to potential hires’ illegal drug and alcohol use. Below are some of the top questions that raise concern.
| Question | Response | # |
| Have you ever driven under the influence of illegal drugs? | YES | 20 |
| In the last 2 years have you come to work drunk or hungover? | YES | 2 |
| Do you use illegal drugs once a week? | YES | 1 |
Attitude
This table highlights the most frequent and concerning responses from completed questionnaires regarding potential hires’ attitudes toward illegal drug and alcohol use. Below are some of the top questions that raise concern.
| Question | Response | # |
| Buying or selling illegal drugs in the workplace is never the right thing. | DISAGREE | 7 |
| Think for a moment. Are you completely against experimenting with illegal drugs? | NO | 7 |
| Would you be willing to take a drug test when you finish this interview? | NO | 6 |
| Using illegal drugs in the workplace is never OK. | DISAGREE | 4 |
Illegal Drugs and Alcohol – Continued
Reporting
This table highlights the most frequent and concerning responses from completed questionnaires related to potential hires’ attitudes toward illegal drug and alcohol use. Below are some of the top questions that raise concern.
| Question | Response | # |
| If you discover a colleague using illegal drugs at work will you report it to your manager? | NO | 33 |
| Assuming you have tried illegal drugs once or twice in the past would you report it during a job interview? | NO | 20 |
| If you discover a colleague using illegal drugs at work will you cover for them? | YES | 15 |
| If you knew for certain that a coworker was selling prescription drugs would you report it? | NO | 10 |
Accusation
This table summarizes the prior illegal drug and alcohol use accusations reported by potential hires during the questionnaire. Below are some key findings.
| Question | Response | # |
| Have you ever been disciplined for buying or selling illegal drugs in the workplace? | YES | 3 |
| Have you ever been fired for getting prescription drugs from friends or colleagues? | YES | 1 |
Verensics Insights – Illegal Drugs and Alcohol
Substance-related behavior can compromise judgment, safety, productivity, and reliability. This assessment revealed applicants who admitted to driving under the influence, attending work impaired, or frequently using illegal drugs. Many responses also reflected permissive attitudes toward drug use or a reluctance to report colleagues for illegal activity. Verensics goes beyond assessing recent substance use by evaluating the underlying behavioral tendencies linked to risk tolerance, honesty, and policy adherence. These insights help employers identify candidates who may be more likely to create safety hazards, incur absenteeism costs, or violate company policy, enabling organizations to reduce operational disruption and maintain a safe, dependable workforce.
6. Bullying
This category reflects applicant behaviors and attitudes related to harassment, intimidation, gossip, and other actions that undermine team cohesion and psychological safety. The results below highlight the most concerning disclosures.
Involvement
This table highlights the most frequent and concerning responses from completed questionnaires related to potential hires’ bullying. Below are some of the top questions that raise concern.
Question | Response | # |
| Have you ever blamed a coworker for making errors that they didn’t actually make? | YES | 7 |
| Have you ever secretly audio- or video-recorded a coworker? | YES | 3 |
| Have you ever threatened to tell other people a colleague’s secret? | YES | 1 |
| Did you ever read a coworker’s texts or emails without permission? | YES | 1 |
Attitude
This table highlights the most frequent and concerning responses from completed questionnaires regarding potential hires’ attitudes toward bullying. Below are some of the top questions that raise concern.
Question | Response | # |
| It is wrong to blame coworkers for errors that they didn’t actually make. | DISAGREE | 8 |
| It is never acceptable to make threatening comments to a colleague. | DISAGREE | 6 |
| Are you against gossiping or spreading rumors about coworkers? | NO | 4 |
Reporting
This table highlights the most frequent and concerning responses from completed questionnaires related to potential hires’ attitudes toward bullying. Below are some of the top questions that raise concern.
Question | Response | # |
| If you were aware a coworker was bullying another colleague would you anonymously report it? | NO | 6 |
| If you notice a coworker bullying another coworker will you report it? | NO | 6 |
Bullying – continued
Accusation
This table summarizes the prior bullying accusations reported by potential hires during the questionnaire. Below are some key findings.
Question | Response | # |
| Have you ever been accused of telling mean jokes about a coworker? | YES | 5 |
| Have you been accused of blaming a coworker for errors that they didn’t actually make? | YES | 4 |
| Have you ever been reported for using social media to embarrass a coworker? | YES | 2 |
Verensics Insights – Bullying
Interpersonal misconduct, such as intimidation, manipulation, or invasion of privacy, can quietly erode a workforce. Applicants in this study reported behaviors such as blaming coworkers for errors they did not commit, monitoring colleagues without consent, or accessing private communications. Attitudes also indicated tolerance for threats, gossip, and other behaviors that damage team cohesion. Verensics equips organizations with visibility into interpersonal risk patterns that impact morale, retention, and collaboration. By identifying individuals likely to engage in disruptive or toxic behaviors, employers can make hiring decisions that protect team culture, reduce turnover caused by hostile interactions, and support an environment grounded in respect and accountability.
7. Confidential Information
This category focuses on applicant behavior and attitudes concerning the protection, misuse, or unauthorized disclosure of sensitive or proprietary information. The results below highlight the most concerning disclosures.
Involvement
This table highlights the most frequent and concerning responses from completed questionnaires related to potential hires’ confidential information. Below are some of the top questions that raise concern.
Question | Response | # |
| Have you ever innocently passed inside information which you had agreed to not disclose to an outside source? | YES | 9 |
| Has anyone ever asked you for inside information from your place of work? | YES | 6 |
| Have you ever disclosed sensitive or confidential information from your place of work to an unauthorized third party? | YES | 3 |
| Have you ever accessed or traded company information knowing that you shouldn’t? | YES | 2 |
| Have you been sent to this workplace by any competitive entity? | YES | 1 |
| Have you been asked by anyone with criminal intentions to apply for this job? | YES | 1 |
| Did you ever use “inside” company information for personal gain? | YES | 1 |
Attitude
This table highlights the most frequent and concerning responses from completed questionnaires regarding potential hires’ attitudes toward confidential information. Below are some of the top questions that raise concern.
Question | Response | # |
| It is never OK to take a coworker’s files or documents without permission. | DISAGREE | 31 |
| Reading a coworker’s texts or emails without permission is never the right thing. | DISAGREE | 13 |
| It is never OK to disclose confidential company information to an unauthorized party. | DISAGREE | 8 |
| It is never OK to illegally provide others with “inside” company information. | DISAGREE | 6 |
Confidential Information – continued
Reporting
This table highlights the most frequent and concerning responses from completed questionnaires related to potential hires’ unwillingness to report the leaking of confidential information. Below are some of the top questions that raise concern.
Question | Response | # |
| If you knew for certain that a coworker hacked into a website or computer while at work would you report them? | NO | 9 |
| If you knew for certain that a coworker was leaking proprietary information would you report them? | NO | 9 |
Accusation
This table summarizes the prior confidential information accusations reported by potential hires during the questionnaire. Below are some key findings.
Question | Response | # |
| Have you ever gotten fired for using a coworker’s computer login/password without permission? | YES | 1 |
| Have you ever been accused of using a coworker’s computer for personal reasons without permission? | YES | 1 |
| Have you ever been accused of taking a coworker’s files or documents without permission? | YES | 1 |
Verensics Insights – Confidential Information
Insider misuse of confidential information represents one of the most financially damaging and difficult to detect risks. Several applicants admitted to sharing sensitive data, using insider information for personal benefit, or accessing systems without authorization. Many also expressed attitudes that downplayed the importance of confidentiality. Verensics reveals these critical behavioral markers early, before candidates are granted system credentials or access to proprietary information. By identifying individuals who may disregard data security obligations, employers can reduce exposure to breaches, financial loss, and regulatory consequences. These insights help reinforce a culture where information security is respected and consistently upheld.
8. Reliability of Reports
This category evaluates applicant honesty, consistency, and willingness to provide accurate information or report misconduct. The results below highlight the most concerning disclosures.
Reporting
This table highlights the most frequent and concerning responses from completed questionnaires related to potential hires’ unwillingness to reliably report. Below are some of the top questions that raise concern.
Question | Response | # |
| If you discover a colleague using illegal drugs at work will you report it to your manager? | NO | 33 |
| If you discover that a coworker has received a bribe at work would you report it to your supervisor? | NO | 21 |
| If you discover a colleague using illegal drugs at work will you cover for them? | YES | 15 |
| If you see a colleague stealing is it your responsibility to report it to your supervisor? | NO | 10 |
Verensics Insights – Reliability of Reports
A candidate’s willingness to provide truthful, consistent information is central to predicting workplace integrity. In this assessment, numerous applicants indicated that they would revise their answers if given the chance, defended withholding information, or minimized the need to report wrongdoing. These patterns raise concerns about transparency and accountability. Verensics identifies discrepancies and attitudes toward honesty, providing employers with a clearer understanding of which candidates may be prone to omission, misrepresentation, or selective reporting. These insights support stronger hiring decisions, reduce future integrity-related issues, and foster a culture where accurate communication is the standard, not the exception.
Interpreting the Cost Benchmarks Table Below
The figures below are benchmarks from large, public studies, not guarantees of what any single incident will cost. Actual impact depends on company size, industry, and severity. The goal is to show that even if only a small fraction of high-risk applicants would have gone on to cause problems, the cost of a single major incident can easily exceed Verensics’ annual fee of $38,400. Preventing just one serious case of theft, corruption, harassment, or workplace violence every few years is often enough to make the investment pay for itself.
Cost Benchmarks for Key Behavioral Risks
(All figures are approximate and will vary by organization, size, and industry.)
Risk category | Illustrative Break-Even vs Verensics at $38,400/year | Example Financial Impact (Range or Benchmark) |
| Internal Theft / Asset Misappropriation | Avoiding one incident every ~3 years off-sets Verensics cost. | Median loss ≈ $120,000 per case1 |
| Confidential information / Data Breach | Even a ~$1M breach equals over 26 years of Verensics investment; the average breach represents over 100 years of cost. | Global average cost ≈ $4.88M per breach2 |
| Bribery / Corruption | Avoiding one corruption incident every ~5 years offsets Verensics cost. | Median loss ≈ $200,000 per case1 |
| Illegal Drugs & Alcohol | Reducing risk for 3–5 employees per year ≈ cost of Verensics. | Employer cost ≈ $8,255–$14,000 per affected employee3 |
| Sexual Harassment | Preventing one moderate case (~$50K) every 1–2 years covers Verensics cost. | Typical settlements range $30,000–$200,000+4 |
| Bullying / Hostile Behavior (Turnover Proxy) | Preventing two turnover events per year equals the annual Verensics cost. | Turnover ≈ 33% of salary (≈$20K for $60K role)5 |
| Workplace Violence / Serious injury | Avoiding one serious injury per year ≈ Verensics cost. | Average cost ≈ $43,000 per medically consulted injury6 |
1 Association of Certified Fraud Examiners (ACFE)
Occupational Fraud 2024: Report to the Nations
https://www.acfe.com/report-to-the-nations
2 IBM Security – Cost of a Data Breach Report 2024
https://newsroom.ibm.com/2024-07-30-ibm-report-escalating-data-breach-disruption-pushes-costs-to-new-highs
3 National Safety Council (NSC)
Substance Use Costs Your Workplace More Than You Think
https://www.nsc.org/workplace/safety-topics/substance-use
4 Novian & Novian LLP – Sexual Harassment Settlement Analysis
https://www.novianlaw.com/how-much-is-a-sexual-harassment-lawsuit/
5 ClearlyRated – Employee Turnover Statistics
https://www.clearlyrated.com/blog/hr-insights/employee-turnover-statistics/
6 National Safety Council – Injury Facts: Work Injury Cost Data
https://injuryfacts.nsc.org/work/costs/work-injury-costs/
