Six tips for getting the most out of reference checks
by Harvard Business Review,
2016-03-13 15:51:59.0
You think you’ve found the perfect job candidate, but there’s one more step to take before offering the job: reference checks. Here are six tips for getting the best information from them.
1. Ask how the reference knows the candidate: He might have managed your candidate for five years or be his brother-in-law; you don’t know until you ask. Some candidates pick people as a reference who are well-known in their field but with whom they haven’t worked closely. A fame-based reference isn’t as helpful from a management standpoint.
2. Compliment the candidate, and describe the job: Remember that the reference was chosen by the candidate and will want you to like the candidate, too. Describing the job helps orient the reference. Follow up with, "What aspect of this job will play to his strengths?" and "What will be new to him in this job?"
3. Don't show skepticism and negativity: If you do, the reference will clam up out of loyalty. It won’t help your reputation either if the reference gets back to the candidate about you. Collect input from everyone who interviewed the candidate and focus on one or two concerns to check out.
4. Stick to the facts: Cut through any gushing about how wonderful the candidate is by asking what she actually did. "It’s great her presentation was so successful, but tell me a little more about the content of the presentation and what made it so persuasive."
5. Don't interrupt: Just let the reference talk. Sometimes he will drift from the script and give you important information.
6. Find "around-the-back-door" sources: These are people you know who also know the candidate. If someone doesn’t come to mind, look at professional associations, talk to past employees and check LinkedIn to see if there’s overlap in your network. Talking to someone you know allows you to ask questions that a candidate’s own references might not answer as objectively.
(Adapted from "How to Get the Most Out of Reference Checks" at HBR.org.)
© 2016 Harvard Business School Publishing Corp
Picture: ISTOCK
You think you’ve found the perfect job candidate, but there’s one more step to take before offering the job: reference checks. Here are six tips for getting the best information from them.
1. Ask how the reference knows the candidate: He might have managed your candidate for five years or be his brother-in-law; you don’t know until you ask. Some candidates pick people as a reference who are well-known in their field but with whom they haven’t worked closely. A fame-based reference isn’t as helpful from a management standpoint.
2. Compliment the candidate, and describe the job: Remember that the reference was chosen by the candidate and will want you to like the candidate, too. Describing the job helps orient the reference. Follow up with, "What aspect of this job will play to his strengths?" and "What will be new to him in this job?"
3. Don't show skepticism and negativity: If you do, the reference will clam up out of loyalty. It won’t help your reputation either if the reference gets back to the candidate about you. Collect input from everyone who interviewed the candidate and focus on one or two concerns to check out.
4. Stick to the facts: Cut through any gushing about how wonderful the candidate is by asking what she actually did. "It’s great her presentation was so successful, but tell me a little more about the content of the presentation and what made it so persuasive."
5. Don't interrupt: Just let the reference talk. Sometimes he will drift from the script and give you important information.
6. Find "around-the-back-door" sources: These are people you know who also know the candidate. If someone doesn’t come to mind, look at professional associations, talk to past employees and check LinkedIn to see if there’s overlap in your network. Talking to someone you know allows you to ask questions that a candidate’s own references might not answer as objectively.
(Adapted from "How to Get the Most Out of Reference Checks" at HBR.org.)
© 2016 Harvard Business School Publishing Corp
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