Human Resources
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10
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Reference checking is a valuable tool for recruiters and hiring companies that want to validate their candidates’ information before onboarding them. Listed below are FAQ’s on online reference checking and how it can impact hiring.
Validating what a candidate has told you with a third-party employment reference will help you avoid bad hires and ensure you are recruiting confidently. Reference questions also allow you to validate your perception of a candidate’s capabilities and provide added value by revealing missing skills or any areas of development so you can accurately assess any training the candidate might require. You may be required to show why a candidate was accepted or rejected for a role in some industries. A formal reference check document provides an audit trail you can use to demonstrate compliance with these industry regulations.
Here is a detailed blog post if you’d like to know more.
References are typically taken after the interview stage to validate the information the candidate has provided and seek clarification on any questions or concerns you may have. However, taking references before the interview stage can also be an excellent strategy to build a strong pre-interview shortlist and minimise time wasted interviewing unsuitable candidates. Either way, it’s crucial to inform the candidate when you’ll be contacting their references to ensure they have been notified that you will be in touch for a job reference.
Giving a reference is an important responsibility. Most hiring organisations have different policies and preferences regarding the type of references that are accepted. References could vary depending on the role that's being filled.
Supervisors as references: Direct managers or supervisors are typically preferred as they’ll usually provide the most useful relevant performance information.
Colleagues as references: Colleagues may be able to provide an insight into how the candidate builds relationships with co-workers.
Subordinates as references: For management positions, interviewing the candidate’s subordinates can help assess their management style and whether they are a good cultural fit for your organisation.
Personal references: It’s usually best to keep personal reference check questions to a minimum and be careful to verify that the reference is who the candidate claims they are.
While it’s standard across most industries to request at least two references per candidate, some organisations require three or more. Many companies use the candidate’s seniority and level of experience as a guide. For example, two references may be sufficient when hiring for a junior role, while recruiting a senior executive may call for a more extensive referencing process. Xref recommends a minimum of two reference checks per candidate.
When giving written reference check answers, references tend to feel more accountable for the information they provide and may be more inclined to offer negative feedback or constructive criticism.
Negative feedback may not automatically disqualify a candidate, but it can help understand how to best manage an otherwise good candidate and where they may require further development and training.
Following up a bad reference check with a phone call to the reference is a great way to explore negative feedback further. You may also want to talk through any issues with the candidate for balance. Bear in mind also that candidates are entitled to ask you to provide a copy of their reference’s feedback if they feel they have been inaccurately portrayed.
A job reference should never be a tick-box exercise. To get the best result, you should ask employment reference check questions that are customised for each specific role.
Every role requires different core competencies, technical expertise, and soft skills; a reference check offers a vital opportunity to assess how the candidate measures confidentially.
However, you might like to create an employment reference check form or template for the roles you’re commonly hiring for.
It is illegal to ask employment reference check questions that may reveal potentially discriminatory information. This includes the candidate’s age, whether the candidate has children, the candidate’s marital status and sexual orientation. According to the Xref Recruitment Risk Index, up to 29 per cent of those that had acted as a reference had been asked discriminatory questions. It’s vital to know your legal responsibilities to avoid any potential discrimination claims.
This can be very subjective, and it’s essential to be aware of bias. Try to keep job reference questions as similar as possible between candidates applying for the same role so you can make like-for-like comparisons. However, using a tech platform like Xref is the only way to ensure consistency in candidate comparison. Xref provides a secure, detailed analysis based on collected data for each candidate to help ensure your comparisons are fair, accurate and reliable.
Written employment references tend to be most effective. People are usually more likely to take accountability for written references as opposed to feedback given verbally. It’s also easier for references to deflect or give incomplete responses during a phone conversation than when providing written answers to set questions. Using a tech platform like Xref demonstrates that there is an audit trail in place and that any dishonesty is likely to be uncovered.
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