How Screening Leaders Are Positioning for 2026

by [Admin](/content/author/designabigaildean-org/ "Posts by Admin"/index.html) | Dec 8, 2025

The background screening industry is moving through one of the fastest periods of change that we have seen in years. Workflows that felt stable two years ago now face new pressures from rising volume, shifting regulations and tighter client expectations. With 2026 on the horizon, the organizations staying ahead are the ones willing to step back and assess how their operations truly performed this year. They are identifying gaps early, strengthening the workflows that support their business and preparing for the technology and staffing structures that will shape the future. Across the industry, leaders are concentrating on three core areas to strengthen their operations now and prepare for the year ahead.

Identifying Gaps Before They Grow

Every operation has hidden pressure points. McKinsey findings show that even top-performing companies often fall short of their strategy’s full potential because of weaknesses in their operating models. A careful review of the past year can reveal where overtime built up, where responsibilities drifted out of balance and where too much operational knowledge rests with only a few individuals.

A review can reveal much more than these early patterns. Vulnerabilities often appear in complex or less frequent workflows where even a small disruption can slow turnaround times and create uncertainty for clients. Tools like process mapping, process modeling and workflow analysis are common ways to surface these issues and understand where work slows down.

This type of evaluation becomes even more important as product lines expand. When we introduced workers’ compensation searches last year, early review helped us identify system hiccups and stabilize the workflow quickly. What began as a new service has since become a steady contributor to revenue. Spotting these gaps before they widen gives teams the chance to rebalance duties, cross train or add support before demand increases.

Forecasting With Data Instead of Guesswork

A clear picture of past and current performance provides the foundation for better decisions across operations, client services and business development. Volume patterns, jurisdictional turnaround times, recheck/dispute trends and QA outcomes highlight where processes are strong and where refinements are needed.

A key insight for us came from examining how automation and manual research work together. In areas where online access and clerk-verified data allow it, automation moves simple orders forward while QA identifies what still requires manual attention.

Our phased rollout showed that researchers produced stronger results when they had dedicated blocks of time to focus on this workflow rather than shifting between calls, verifications or unrelated research tasks. Giving the work a more consistent rhythm improved accuracy and also helped us understand the true time and value involved in expanding automation responsibly. The next step is evaluating how these refinements perform across the full year.

Future Proofing Processes for What Comes Next

The next year is expected to bring more internal challenges. Rising labor costs, unpredictable economic conditions and potential shifts in tariffs or supply chains can influence vendor pricing, technology investment and staffing decisions. Although these factors fall outside any one organization’s control, their impact on budgets and planning is real.

At the same time, 2025 brought intense focus to AI, yet many employers are still determining how to use it in ways that genuinely support operations. As 2026 approaches, the priority shifts from experimenting with AI to integrating it responsibly. Planning for potential failure points and establishing reliable human or system backups is becoming an important part of future-ready operational planning.

Alongside these AI considerations, industry events like PBSA 2025 and off-cycle webinars introduced new tools that support research accuracy, jurisdictional automation and workflow efficiency. The goal is not to adopt everything but to understand which technologies truly strengthen long-term organizational resilience.

Preparing for 2026 means ensuring every workflow is documented, repeatable and less dependent on single individuals. That includes strengthening operational compliance readiness from clear documentation to consistent dispute handling and audit-friendly processes. Strong processes reduce risk and help organizations adapt quickly when client needs or economic conditions shift.

Looking Ahead

Organizations that take time to review their past year, rely on reliable data and strengthen their processes enter 2026 with more clarity and direction. Establishing strong control mechanisms and understanding how each resource moves within the operational ecosystem is essential for long-term stability. The screening landscape will continue to shift, but thoughtful preparation turns those shifts into opportunity.

If your team is preparing for the coming year, we are ready to support you with resources and operational strength that help you scale with confidence.

References:

Dillon, S. (2025, July). A guide to building change resilience in the age of AI. Harvard Business Review. https://hbr.org/2025/07/a-guide-to-building-change-resilience-in-the-age-of-ai

Duchek, S. (2020). Organizational resilience: A capability-based conceptualization. Business Research, 13(1), 215–246. https://doi.org/10.1007/s40685-019-0085-7

Harvard Business School. (n.d.). Will artificial intelligence improve or eliminate jobs? HBS Business Insights. https://www.hbs.edu/bigs/will-artificial-intelligence-improve-or-eliminate-jobs

Kainexus. (n.d.). 8 powerful operational excellence tools and techniques for sustained enterprise growth. Kainexus Blog. https://blog.kainexus.com/8-powerful-operational-excellence-tools-and-techniques-for-sustained-enterprise-growth

McKinsey & Company. (2025, June 18). A new operating model for a new world. McKinsey Quarterly. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/a-new-operating-model-for-a-new-world

Popera, A. (2025, September 8). Strategic planning for 2026: What business leaders need to know. SHRM Enterprise Solutions. https://www.shrm.org/enterprise-solutions/insights/strategic-planning-for-2025–what-business-leaders-need-to-know-

University of North Carolina at Chapel Hill, Operational Excellence. (n.d.). Process improvement tools. Operational Excellence. https://operationalexcellence.unc.edu/process-improvement-tools/