Tips For An Effective Employment Reference Check

Many times we hear the questions: Does anyone check references anymore? Or what’s the point of checking references? Employment references are an essential step in the hiring process as they are usually the first and last source of third party information you receive about the candidate prior to making an offer and her initial start date. Take time to properly prepare and consider how you will conduct the reference check. In order for references to be effective they should be business associates (where possible) who have been contacted in advance with a standard list of questions that addresses the targeted position.

                                    How To Conduct A Reference Check

• Use only business references – unless the candidate is a new graduate.

Ask the candidate for a list of references. Generally, professional references are preferential over personal in terms of relevance. Personal references cover a broad range of people, i.e., friends, family, pastor, classmates, etc., who are more likely to offer biased information in an effort to support the candidate. Professional references, however, tend to be more objective and can speak to candidate work performance.

There may be instances in which a candidate is opposed to you contacting a current co-worker or supervisor for privacy reasons, but she should open to colleagues at prior places of employment. If there is a sense of hesitation, there might be cause for concern. Any candidate with a solid work history should have a sufficient number of professional references for you to contact. As for new graduates, you may have to accept some personal references. In those cases, encourage them to select individuals they’ve known in more than just a personal capacity, if possible. This could be a professor, an advisor, fellow member of a school committee, etc. Family members are not a viable reference option.

• Ask the candidate to contact the references in advance to let them know specifically that you will be calling.

To ensure the best use of everyone’s time, try to have all parties prepared for the call. Having the candidate contact references in advance of your call is an excellent strategy to help ensure the conversation is productive. This gives the person time to recall specific instances during which they witnessed the candidate’s skills and attributes in action. Recollection of a certain project or meeting could be just what they need to recall how the candidate handles tight deadlines, difficult situations and project management. This type of detail would probably not be available if you were to reach out without warning. Preparing the references for the call can help guarantee you receive the most valuable information in the shortest amount of time.

• Have a list of questions prepared that address key issues of the position and any concerns you may have about the candidate.

As the references need time to prepare, so do you. It is easy to begin the conversation and lose track if not prepared. Make a list of the primary questions you intend to ask prior to the call. It is important to stick to the details relevant to the job. Veering off topic can be nonproductive and even result in a lawsuit if you’re not careful. Questions about age, race, etc., should be avoided, as they can be used to claim discrimination should the job offer fall through.

Basic questions like those that pertain to a candidate’s dates of employment, job title, pay rate, etc., should be asked for verification purposes. However, they should not comprise the majority of the conversation. You want to hear examples that describe the candidate’s work tendencies. Is she a team-player?  How does she handle stress on the job? Did she make any lasting contribution to the company or teams that she worked with in the past?

Take time to carefully craft the questions you want to ask as this guides the responses you will receive. Notes from the interview along with the candidate’s resume and cover letter are also great sources to use when making your list. You can ask specific questions about some of the duties and accomplishments she listed.

• Check mutual acquaintances on LinkedIn, and consider calling someone NOT on their reference list.

This may seem like a bold one, but it is more effective than you may realize. Most connections on LinkedIn are professional in one way or another, so checking a candidate’s network might yield some valuable results. There’s a possibility you may notice that either a friend or former colleague is a connection with the candidate. In that case, it would simple to reach out to see what information he might be able to provide on the candidate – in confidence of course. You can be assured that this reference is unlikely to biased as the candidate did not choose nor call to prepare him. And most importantly, you know him.

• Call at least two or three references.

Being able to verify how well an employee performs on the job is important. Take time to conduct multiple employment reference checks as this will show patterns you would not be privy to with a single reference check. Some of the questions you choose to ask each reference should be similar so you are able to see exactly how their responses correlate. Hearing that a candidate’s work exceeded expectations at two or three companies can give you the confidence you need when adding a new member to the team. It can also help counter an invalid claim. One reference may have had a poor experience, but two positive recommendations can show that the candidate’s work has improved or that the alternate claim was a one-off case.

Employment Reference Checks as a Tool to Find Talent

Employment references are more valuable than some hiring managers realize. Candidates can look good on paper but not measure up in the workplace. Checking with external parties who have worked with the candidate and have direct knowledge of her strengths and weaknesses is a key strategy for hiring good talent. If an ex-supervisor would consider rehiring her, there is a good chance you may be on the right track.