Reference Check: Top Questions You Should Ask

One of the reasons a reference check can feel ineffective is that many organisations do not have a structure when requesting candidates to provide references.

When reference checks are done correctly, they may differ between hiring the right or wrong candidate. So, to get the most out of this procedure, here are the best people to talk to and questions to ask when checking references.

 

Talk to the right person.

Rather than asking applicants for a list of references, ask them to put their previous managers' names and phone numbers on their applications. If their new job hunt is a well-guarded secret, they probably don't want you talking to their existing supervisor. If this is the case, ask to speak with a manager from a former position.

This is a reasonable request, and how your applicants reply (are they helpful or evasive?) may reveal vital information about the type of employee they will be.

Furthermore, your candidate might be the best individual to set up your reference calls. The candidate has developed relationships with any references, which may be more ready to speak with them if they think they can help a former coworker by doing them a favour.

 

Once you get the right person on the line, ask questions that will yield relevant information.

When you have an ex-manager on the phone, assure them that all of their responses, no matter how glowing or glaring, will be kept strictly confidential. None of your chats will lead to a response from the candidate. Here are some questions you should think about asking:

 

1. Tell me about how you and the applicant worked together.

First, allow the applicant's former manager time to settle in and check what they have already told you. Find out when and for how long they worked together and the applicant's title and duties. 

Check to see how closely and frequently the applicant and the reference collaborated.

 

2. Did the applicant achieve anything noteworthy while working for you?

This question is designed to soften the reference further and validate the candidate's assertions during interviews. It's also a reminder that a reference check isn't only a "gotcha" exercise designed to detect candidates lying or exaggerating. 

They provide an opportunity to grasp better the traits and skills the applicant brings, especially if the applicant is shy or introverted and may have struggled to sell themselves throughout your interviews.

 

3. We need an employee who can perform a critical task for this role. How would you grade the applicant in each of these areas?

This is a critical question. This is your chance to receive a third party's opinion on the candidate's possible skill match for the position you're hiring for.

Have your references grade the candidate on each competency you mention to determine which would be a strength and which would be a weakness. 

To get a more realistic image, ask them to use the 1-to-10 scale and only give you a ten on one of them.

 

4. On a scale of 1 to 10, how would you grade the applicant compared to other persons you've hired?

You're hoping to hear 8, 9, or 10. Anything lower than an 8 is a red flag, and the former manager's probably being generous. 

What would it have taken for the candidate to be a ten if they were an 8 or 9?

 

5. In your opinion, does the applicant work best alone or as a team?

Some professionals excel at one over the other. Your team may require someone who can perform magic on their own, or you may need someone who can act as the glue for a massive project. 

Make sure that the application will meet your requirements.

 

6. Was the candidate an effective communicator and listener?

It will be beneficial to learn about the applicant's soft talents. If a reference states, the candidate is a good communicator, ask for an instance of when this was shown. The same goes for listening skills. 

By asking for a specific case, you also test how well your reference understands the candidate. You can also switch these two soft talents for others you believe are more necessary to learn.

 

7. What caused the applicant to leave your company?

Like your first question, this question allows you to validate what the candidate has already told you.

 

8. Is there anything the applicant would require extra help with within their first 90 days?

This question has two functions:

As the applicant's future manager, you must understand how to help the candidate succeed in a new role. The question may also help you determine whether the applicant is coachable or not. If the reference gives you a cliche answer, such as "the candidate care too much" or "they work too hard," find out what's beneath it. 

• Is the applicant tired when they arrive at work? 

• Is the candidate depleted of energy? 

If you receive a smart response here and subsequently hire the applicant, you will have a significant advantage with insights that usually take months or years to acquire.

The other goal is to bring to light why you might want to reconsider hiring the applicant as a team member. For example, suppose the candidate's former manager suggests that the applicant would benefit significantly from some anger management training. In that case, you may want to consider finishing the interview early and moving on to Candidate B.

 

9. Can you provide me with an instance of a setback or stressful situation the candidate faced and how they handled it?

Work, especially innovative and hard work, is never a never-ending parade of easy wins. Obstacles were encountered, mistakes were made, and setbacks occurred. You want to know whether the applicant responds well to obstacles or disappears. 

Is the applicant a great example of what happens when the going gets tough?

Problems either inspire the applicant's creativity and teamwork or cause finger-pointing and disengagement. Get as much detail as possible from your reference about the high-stress project's circumstances, the result, and the applicant's response when tested.

 

10. Did the candidate earn any advancements while working for you?

If the applicant gets promoted, it often strengthens their candidacy. If not, try to learn why, such as a lack of open positions, stronger internal candidates (a potential red signal), a lack of skill set, and so on.

 

11. Would you hire the applicant again?

Pay close attention. Without hesitation, you should look for the words 'certainly' or 'absolutely'.

 

12. Is there anyone else you think I should talk to?

It's usually a good idea to acquire diverse perspectives. Ask your reference if there's anyone else you should talk to who can provide additional information. 

This may be someone who worked beside or beneath the candidate and can offer a fresh viewpoint.

 

Given the possibility of embellishment and even blatant lying throughout the interview process, well-executed reference checks can be precious.

 

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