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REFERENCE CHECKING guidelines

References based on perceptions of the candidate's performance can be a helpful adjunct to the other screenings, including a well-conducted performance based interview that led you to conclude that the candidate is a finalist for the position. The top performers or best employees of any organization are generally well known for their excellent work and can usually find someone to speak up for them.

Due to liability concerns, people are often reluctant to provide references because someone in their company has told them not to. Some employers have strict rules about releasing more than job title and dates of employment. Although finding a former employer who will thoughtfully answer questions about a candidate's work performance is not easy, it can be done.

GENERALLY SPEAKING:

  • Obtain a written release signed by the finalist. The signed release form should indemnify you, your employer and the candidate's former employers from lawsuits based on information you learn during the reference check. This will be helpful to you for documentation and may be requested via fax by the person providing the reference. Some folks will not talk with you if you just "cold-call" them. Although a completed and signed NC State Employment application authorizes you to verify a candidate's claims, a separate signed release form may increase your chances of getting usable reference information. You can create your own reference release form that includes the release information statement from the NC state application form PD107.
  • Check references only for the finalist or, in the event of a too-close-to-call situation, finalist(s).
  • Use current or past supervisors, senior coworkers, or in some cases, clients as your references of choice. These are likely to have precise knowledge of the candidate's attainments.
  • Ask performance-based questions that are specific to the position. These can be based on your knowledge of the job and the accomplishments it requires and what you learned in the interview.
  • Prepare a list of specific questions designed to obtain the information you need to learn about another employer's opinion of the candidate's performance. References questions should be job and performance related.
  • Do bring the conversation back to work related specifics, if the conversation wanders to non-work territory.
  • Consider the reference(s) obtained as only a weighted part of the total selection criteria picture. Try to get several references. If you get one lukewarm reference, keep in mind you are looking at the total picture. Not all managers are good, personality conflicts exist and some folks are capable of trying to sabotage another's success, or are just trying to prevent the loss of an excellent employee.
  • When obtaining several references, give a higher weight to those from the most relevant and related work experience.

GETTING STARTED:

  • Prepare by being thoroughly familiar with a candidate's file and any interview notes you have taken before you contact a reference.
  • Immediately identify yourself, explain your position, and why you are calling. Let them know that you have a signed release form that you will be happy to fax to them. Some individuals may want to call you back to feel more assured that they are speaking with the correct person. Giving references may be a low priority for them; you may have to call again.
  • Try to establish rapport with the person so they will feel more at ease. There may be a freer exchange of information when the person you are calling identifies with your position, your agency or university, or a mutual interest.
  • Tell the person about the role and some of its expectations for which the candidate is being considered. Follow with a general response question, such as "How do you think the applicant would fit into our vacancy?" This is often effective in helping further relax the person because they are speaking about a hypothetical performance rather than one they have first hand knowledge of.
  • You may be able to obtain references by e-mail, with an attached reference form. Some people would never do this because e-mails are too easy to pass around, further increasing fear of liability. Additionally, a reference conversation enables for some probing, as needed, and interpretation of nuances. A conversation allows you to be alert for long pauses, evasive responses, and overly negative or enthusiast responses.

MOVING ALONG:

  • Follow-through with the questions on your written reference sheet, which should be somewhat tailored around the performance points discussed in the interview that relate to the vacancy's performance requirements. This will enhance your chances of obtaining information useful to your goal of selecting the most qualified high performing candidate who fits well with your organization's culture.
  • Take notes on your written reference sheet. Record the name, title and context of the relationship between the person providing the reference and the candidate for each reference check you conduct.
  • Use your performance tailored written reference sheet to help you focus on the job attainment relevant information.

DO NOT ASK:

  • non -job related questions
  • About anything you cannot ask about in an interview, or that can be construed to be asking about:
    • race
    • gender
    • age
    • national or ethnic origin
    • sexual orientation
    • veteran status
    • disability
    • marital or parental status


Resources

Reference Checking Guidelines pdf printer-friendly