We can safely add reference checks to the list of things that people either love or despise — Tom Brady, felines, broccoli. Fans regard them as a sure-fire way to learn about candidates’ abilities and whether they will be a phenom or a flop. Haters, on the other hand, think they’re a waste of time.
One of the purposes reference checks can feel ineffective is that many organizations do not have a framework in place when asking applicants to provide references. They inevitably end up with contact information for the prospective hire’s BFFs, who will undoubtedly say the candidate is Amazing.
However, when reference checks are done correctly, they can be extremely beneficial and mean the difference between hiring the right or wrong person. So, to help you get the most out of this process, we’ve done our research and identified who the best references to contact are, as well as the best questions to ask when checking references to obtain the information you require.
Talk to the right people: Ask your candidates to assist you in contacting their former managers.
Instead of asking candidates for a list of references, request that they include the names and phone numbers of their previous managers on their application. If their new job search is a closely guarded secret, they may not want you talking to their current boss. If this is the case, request to speak with a manager from a previous position.
This is a reasonable request, and how do your candidates respond — are they helpful or evasive? — may reveal important information about the type of employee they will be.
Your candidate may also be the best person to coordinate your reference calls. The candidate has established relationships with any references, who may be more willing to speak with the candidate if they believe they can assist a former colleague by doing a favor for them.
Ask questions that will yield truly useful information once you have the appropriate person on the line.
When speaking with an ex-manager, make it clear that all of their responses, no matter how positive or negative, will be kept strictly confidential. Nothing you say will reach the candidate (let’s call him John). Here are some questions you should consider:
- Tell me about how you and John worked together
To begin, give John’s former manager some time to settle in and begin verifying what John has already told you. Find out when and how long they worked together, as well as John’s title and responsibilities. Check to see how closely and frequently John and the reference collaborated.
2. Did John achieve anything noteworthy while working for you?
To some extent, this is a softball question designed to soften the reference and, once again, validate claims made by John in interviews. It’s also a reminder that reference checks aren’t just a “gotcha” exercise designed to catch candidates lying or exaggerating. They provide an opportunity to better understand the qualities and skills John brings to the table, especially if John is a humble or introverted person who may have struggled to sell themselves during your interviews.
3. We need someone who can _________ [fill in the blanks with the most important things] for this position. How would you rate John in each of these areas?
This is a critical question. This is your chance to get a third party’s opinion on the candidate’s potential skill match for the position you’re hiring for.
Have your reference rate on each of the competencies you list, John, to understand which of these things would be John’s strength — and which would be a weakness. To get a more realistic picture, ask them to use a 1-to-10 scale and only give you a 10 on one of them.
4. What are John’s greatest strengths?
The answer to this question will enable you to compare your impressions of John based on his resume, interviews, and work samples to those of someone who has worked alongside John. You’ll also be able to see how the response compares to John’s self-assessment, which may provide insight into John’s self-awareness and allow you to calibrate other responses.
5. What are John’s biggest weaknesses? Is there any area where they would need additional support in their first 90 days?
This question serves two functions. As John’s potential manager, you must understand how to make John successful in a new role. The question may also assist you in determining whether or not John is coachable. If the reference provides a cliched response, such as “John works too hard” or “they care too much,” investigate what lies beneath it. Is John exhausted when he arrives at work? Is John’s energy level low? If you get a thoughtful response here and then offer John a job, you’ll have a big head start with insights that would otherwise take months or even years to acquire.
The other goal of this question is to bring to light any reasons why you should reconsider having John on your team. For example, if John’s former boss suggests that he would benefit greatly from some anger management classes, you might want to end your interview early and move on to Candidate B.
- Was John a good communicator and listener?
It will be beneficial to gain an understanding of some of John’s soft skills. If your reference mentions John being a good communicator, ask for an example of when this was demonstrated. The same goes for listening abilities. And by asking for a specific instance, you are also testing how well your reference knows John. Of course, you can substitute these two soft skills for others that you believe are more important to learn.
- In your experience, does John work better alone or with a team?
Some professionals are much better at one than the other. Your team may need someone who can go off on their own and perform magic, or you may need someone who will be the necessary glue for a large project. Make sure John will fit your needs.
- Can you give me an example of a setback or stressful challenge that John faced and tell me how he dealt with it?
Work, especially creative and challenging work, is never a never-ending parade of easy victories. Obstacles are encountered, mistakes are made, and setbacks occur. You’re curious whether John rises to challenges or simply vanishes. Is John an example of what happens when the going gets tough?
Do problems inspire John’s creativity and collaboration, or do they cause him to point fingers and withdraw? Obtain as much detail as possible from your reference about the circumstances of a high-stress project, the outcome, and John’s response and behavior when tested.
- Did John receive any promotions while at your company?
If John was promoted, that generally bolsters John’s candidacy. If not, make sure you push to understand why — no open positions, stronger internal candidates (a possible red flag), missing skill set, etc.
- On a scale of 1 to 10, compared to other people you’ve hired, how would you rate John?
In his book Recruit Rockstars, author Jeff Hyman writes, “You want to hear 8, 9, or 10.” “Anything less than an 8 is a warning sign because they’re probably being generous.” What would it have taken for John to be a 10 if she’s an 8 or 9?
- Why did John leave your company?
Like your opening question, this one allows you to validate what John has already told you.
- Would you rehire John?
Listen carefully. “I’m looking for ‘definitely’ or ‘absolutely’ without hesitation.
- Is there anyone else you’d recommend I speak to?
It’s always a good idea to get different perspectives, so ask your reference if there is anyone else who would be good for you to talk to and can offer new insight. This could be someone who worked alongside or under John and can offer a different perspective.
A strong reference check can help ensure you hire the right candidate
Given the possibility of embellishment, embroidery, and even outright lying during the interview process, well-executed reference checks can be extremely beneficial.
However, this should not be viewed solely as an opportunity to trip up your candidate. A genuine conversation with a former boss can have additional advantages. It can, for example, level the playing field for an introverted candidate. In an article titled “Introverts Pose a Problem for Hirers,” the Financial Times asked, “How can employers persuade introverts to blow their trumpets about how they prefer not blowing their trumpets?”
A strong reference interview can also give you a huge head start on managing a new employee as a hiring manager.
