Taking Notes

Reference checks are a structured review of a candidate’s past work performance through conversations with individuals who have firsthand knowledge of that work, and they are always conducted with the candidate’s knowledge and consent.

The purpose is not to find fault, but to test the picture that has emerged during the interviews against the perspective of someone who has seen the person work. When done correctly, reference checks are an inexpensive way to address any remaining questions after the interviews. When done carelessly, they are merely a polite conversation that confirms what you’ve already decided.

What is reference checking?

Reference checks come late in the process, after interviews and any tests, when the candidate is one of the actual finalists. Calling references too early creates unnecessary exposure for candidates who won’t move forward anyway, and it takes up the time of references who are volunteering their time for free. Only when you have a clear question to ask does the conversation become worthwhile. At the same time, its value shouldn’t be overestimated: the predictive value of references is limited compared to a structured interview and a work sample, so references should be factored into the decision, not be the deciding factor. Checking references is also not the same as a background check, which verifies formal information such as education, corporate affiliations, or financial status.

The candidate’s knowledge and consent are the starting point. The candidate specifies which references may be contacted and provides their contact information. The current supervisor is never contacted without explicit permission, as an ongoing employment relationship could be jeopardized if the employer learns that the person is looking for another job. If you wish to speak with someone not on the list provided by the candidate, please ask first.

Conducting reference checks involves the processing of personal data, and the GDPR applies. The legal basis is typically a balancing of interests, or that the data is necessary to enter into a contract. Consent is primarily used to retain data longer than the recruitment process requires and is a weaker basis in an employment context, as the voluntary nature of consent can be questioned. Regardless of the basis, the candidate must be informed, the data must be proportionate, and the records must be deleted. Questions about health, family situation, pregnancy, union membership, religion, or political views have no place in a reference check, and the answers must not be documented. If you are recruiting in the public sector, you should expect that reference notes may become public records.

Who your references are has a greater impact on your score than how many you have. Two well-chosen interviews with people who have had direct insight are more valuable than four interviews with acquaintances. Aim for at least one former manager, ideally supplemented by a colleague, a subordinate, or a client, depending on what the role requires. If the candidate has had personnel responsibility, the employee’s perspective is often the most illuminating.

A completed reference check should provide:

• Verification of the period of employment, role, responsibilities, and reason for termination.
• Specific examples of how the candidate has performed in situations similar to the new role.
• A picture of collaboration, leadership, and how the person responds to feedback.
• Areas for improvement identified by someone other than the candidate.

Here's how a structured review is conducted

1. Start with requirements profile. Select three to five areas where uncertainty is greatest and formulate questions about them. The questions should be the same for all graduating students.
2. Determine the relationship first. How long, in what capacity, and how closely has the referee worked with the candidate? A recommendation that lacks insight into the candidate’s work carries little weight.
3. Ask about situations, not traits. ”Tell me about a time when she handled a dissatisfied customer” provides information. ”Is she service-oriented?” yields a “yes.”.
4. Follow up and keep quiet. Silence after an answer often provides the most valuable insight.
5. Document and link to the requirements profile. Summarize each requirement in writing, rather than as a continuous narrative. That way, the differences between the candidates will be clear.

Common Pitfalls When Gathering References

1. The reference is made after the decision has been made. Then the conversation becomes an exercise in validation where warning signs are ignored. Get the references while you still have a chance to change your mind.
2. Key Questions. ”She’s good at managing projects on her own, isn’t she?” almost always elicits an affirmative response. Phrase the question openly and let the respondent choose their own words.
3. Only hand-picked friends. Candidates naturally tend to name people who speak highly of them. Therefore, specifically ask for a former supervisor and someone who worked closely with them in that role.
4. No one asks about areas for improvement. References answer honestly when asked a direct question about what the candidate needs help with, but without that question, all references end up sounding equally positive.

How Talent Search Handles Reference Checks

We check the references of all final candidates we present, using a questionnaire based on the requirements profile for each individual the assignment. In roles requiring two to twelve years of experience, there are almost always former supervisors to speak with, which makes the references more informative than when recruiting people early in their careers.

• The candidate approves the list before we make the calls and knows exactly who will be contacted.
• The same questions are asked of all final candidates, which makes them comparable.
• You will receive a written summary for each candidate, not a verbal summary in passing.
• We'll get back to you quickly with the references so that this step doesn't delay the decision.

Frequently Asked Questions About Reference Checking

How many references should you include?

Two references per final candidate are usually sufficient; three are required if the role involves managing staff or significant business responsibilities. The quality of the reference matters more than the number: a former supervisor who has worked closely with the candidate is more valuable than three superficial endorsements.

Is it permissible to call a reference without the candidate's consent?

This is never done. References are always obtained with the candidate’s knowledge and consent, and the candidate specifies which references are to be contacted. The legal basis for this processing is typically a balancing of interests rather than consent, but the candidate must always be informed that references are being checked and how the information will be used. Calling around in someone’s network without asking undermines trust and, moreover, rarely yields useful information.

Is it permissible to contact the candidate's current employer?

Only if the candidate expressly permits it. Many candidates apply for jobs without their current manager’s knowledge, and contacting them could have direct consequences for their current employment. Practical solution: Don’t request a reference from the candidate’s current employer until the other steps are complete and the candidate is ready to disclose this information.

What can you ask a reference about?

Questions should be limited to work-related matters: assignments, responsibilities, performance, collaboration, leadership, and areas for development. Questions regarding health, sick leave, pregnancy, family situation, union involvement, religion, or political views must not be asked, and the answers must not be documented.

Would you like a list of reference questions that actually helps distinguish between candidates? Talk to us on how we'll set it up.