'From Both Sides of the Desk'

Reference checking is used to fine screen suitable applicants. It can be a time consuming process and is usually only applied to one or two short listed applicants. As one of the final steps leading to an offer of employment, reference checking is a vital activity and should be conducted with great concern for the accuracy of the information being gathered and the way it is interpreted.

Although written references provided by applicants may verify employment dates, they do not always address the specific questions you would like answered.

Note: Many companies will only issue departing employees with certificates of service. These are usually brief and contain factual employment details only.

Applicants should give their approval before reference checks are conducted or, at the very least understand that they are required as a normal part of your recruitment procedure.

• Verify the information provided by the applicant.
• Test some of the impressions you may have gained during the interview.
• Discover the referee's version of some of the events and/or achievements
  described by the applicant.
• Evaluate the applicant’s experience against your Key Hiring Criteria

Reference checking is also part of the service provided by recruitment consultants and is usually covered in their guarantee of terms and conditions.

Reference checks are usually conducted following interviews with the short listed applicants and prior to making the offer of employment. However, they may also be conducted after an initial interview if you need additional information to help decide if a particular applicant should proceed to the interview short list.

Reference checks are not normally conducted prior to the first interview as the amount of information available to check against is limited to that provided on an application form or a resumé. However, if you believe such a check will be of value in a particular situation, make sure the applicant has given their approval before you proceed.

Many job seekers approach the recruitment process with (often quite valid) concerns about confidentiality. These concerns may stem from the fact that they wish to avoid announcing their interest in positions outside their current position, for fear of an adverse reaction from their employer.

In order to avoid these problems you should make a point of gaining and recording the applicant's approval prior to reference checking. Approval can be recorded in your interview notes, on an application for employment form or a signed letter of approval.

Note: The information you receive from referees is privileged information and you must ensure it is treated in the strictest confidence. This means that you should not, nor are you obliged to, relay any details to the applicant or to anyone outside the hiring team. To do so is a serious breach of confidence between yourself and the person supplying the reference and generally accepted as unprofessional conduct.

Remember to ensure the referee is also made aware of the need for confidentiality, without at the same time restricting their willingness to speak candidly about the applicant.

Reference checks can be gained from a wide range of sources including past employers, business associates, clients, suppliers, and others who are well placed to provide the information you will require. Ideally you should aim to secure three detailed reference checks for each short listed applicant.

Probably the most effective referees are those that the applicant has reported to during their employment. When recruiting for managerial roles, consider a 360 degree check with referees one level above the applicant (manager), one level below (subordinate), and one equal (colleague). This will provide a balanced view.

Avoid reference checking with individuals only loosely associated with the applicant. Look for substantial connections.

Most reference checks are made over the telephone. However you may wish to conduct a written reference check and send this through the mail, by fax or email.

Remember to mark any correspondence as 'Strictly private and confidential' and ensure that questionnaires (and the responses) are received by the appropriate persons. In rare cases you may wish to request a face to face meeting.

It is now common practice for many companies to provide employment details on past employees only if a written request is made. A suitable request form or questionnaire can be developed from the list of questions contained on page 76. Alternatively you can modify the Reference Checking Questionnaire (found on page 78) to suit your own needs.

Make an effort to locate referees who may have moved on from their last known position or company. They may be a vital source of information about your applicant.

When introducing yourself assure the referee that any information will be treated in confidence.

Confirm that the applicant has given their approval for you to conduct reference checks.

Use the same style of questioning you applied in your interviews. Keep them related to the subject and open ended. Above all, listen intently not only to what you are being told, but how the referee is relaying the information.

Endeavour to use behavioural-based questions that will elicit answers providing evidence of specific achievements.

Use your questions to understand the relationship that existed between the referee and the applicant.

The more you know about the management/supervisory style of the referee, the better you will be able to evaluate the information being provided.

Look for any bias, which may be present in the referee’s response. This may present itself in unduly harsh or favourable comments. Be prepared to probe more deeply should this occurs

Explore the referee’s version of events or situations the applicant may have described to you during the interview. For example if the applicant has told you that they handled a difficult situation in a particular way, check this with the referee. Also check stated achievements and reasons for leaving.

In addition to specific questions you develop, here are some ‘general’ questions you may wish to include on your list:

• The name and position of the referee
• The relationship of the referee to the applicant
• The applicant’s dates of employment
• The position or positions the applicant held
• The applicants attendance history
• A list of the applicant’s duties in their most recent position
• A comment (supported by examples) of the applicant’s
  - technical competencies and strengths
  - level of interpersonal skills such as communications, team working, working relationships
  - initiative
  - quality of work
• Adherence to company policies and procedures
• Areas or activities in which the applicant excelled
• Areas or activities where improvement could have been made.
• The supervisory or management style the applicant responded to best.
• The management style of the referee.
• What motivated the applicant?
• The applicant’s most significant contribution to the position or the company.
• Reason for leaving.
• Would the applicant be re-employed (hypothetically)

Note: At some point during the discussion you may choose to inform the referee of the role the applicant has been offered and ask for a comment on their suitability or otherwise. The response, whether favourable or not will generally provide you with an opportunity to ask further questions.

• Always compare the responses to your Hiring criteria. Is your information detailed enough for accurate comparison?
• If you received negative information, be prepared to check further on specific details with other referees.
• Make sure you can distinguish between subjective and objective information and hard and soft data. Hard data should be verifiable.
• Keep a balanced view! Weigh up the importance of any similarities or differences to your hiring criteria. It is unlikely that any applicant will be a hundred percent fit!

Finally - the most important point about reference checking ...... BE SURE TO DO IT!

'From Both Sides of the Desk' - written by Roger W Hilton and Les Brandis in a unique style, that allows both the employer andjob seeker to simultaneously look over each others shoulder - allowing each to better understand the motives and strategies of the other. . . . read more >>>

Roger W Hilton
Principal
Hilton Consulting Group P/L
Ph: (02) 9957 1513
Fax: (02) 9954 4528