Reference checks are a standard final stage in the hiring process that determines whether a candidate receives a job offer. During this step, a prospective employer verifies a candidate’s background and character beyond the interview performance. Understanding this process is paramount for job seekers, as a poor reference can derail an application, while a stellar one can secure the position.
The Purpose of Reference Checks
The primary motivation for conducting reference checks is to mitigate risk and confirm the accuracy of information provided by the candidate. While an applicant’s resume represents their best self, a reference provides a third-party perspective on their day-to-day work reality. This external validation helps prevent bad hires, which are costly in terms of time and resources.
Employers also use this opportunity to gain insight into soft skills and cultural fit that are difficult to assess through traditional interviews. A reference can offer context on how a candidate manages conflict, handles pressure, and collaborates with colleagues. These checks confirm that the candidate’s professional narrative aligns with their actual workplace behavior, affirming their suitability for the role.
Common Categories of Reference Questions
Reference questions are typically open-ended and designed to encourage detailed, anecdotal responses about a candidate’s performance and behavior. Employers focus on prompts that require the reference to share specific workplace examples rather than simple yes-or-no answers. These questions generally fall into four key areas, each designed to elicit distinct types of information.
Verifying Employment History and Duties
The initial questions focus on factual validation to ensure the candidate’s application details are accurate. Employers confirm the candidate’s job title, start and end dates of employment, and sometimes final compensation details, though this may be restricted by state law. References are often asked to describe the candidate’s primary job responsibilities and departmental role. This section verifies the reality of the candidate’s stated work history.
Assessing Performance and Work Quality
Once factual history is established, the conversation shifts to the substance of the candidate’s work. Hiring managers often ask for examples of specific achievements, such as exceeding a goal or successfully completing a difficult project. References may be asked to describe the quality and consistency of the candidate’s output and how they handled deadline pressure. A common question focuses on areas for improvement or a specific instance where the candidate overcame a significant work challenge.
Evaluating Behavioral and Interpersonal Skills
This category probes how the candidate functioned within the team and the broader organization. Questions are designed to uncover behavioral patterns, such as attendance records and adherence to company policies. Employers frequently ask the reference to describe how the candidate interacted with team members, supervisors, and clients. Specific inquiries might focus on how the candidate resolved conflict with a colleague or how much supervision they required to complete tasks effectively.
Determining Eligibility for Rehire
The question about rehire status is often considered the most telling inquiry in the reference check process. The hiring manager will directly ask if the former employer would rehire the candidate and, if not, the specific reason for that decision. This provides a simple, binary indicator of the candidate’s overall success and the former employer’s perception of their value. A direct “yes” or “no” answer, particularly from a former supervisor, carries significant weight in the final hiring decision.
Questions Employers Are Legally Restricted From Asking
Employers must strictly limit their reference questions to job-related competencies, as inquiries venturing into a candidate’s personal life expose the hiring company to legal risk. Federal and state laws prohibit discrimination based on membership in a protected class.
Employers cannot ask about:
- Age, race, religion, national origin, or disability status.
- Marital status or plans for children.
- Health or medical history, including the need for time off or accommodation.
In states with salary history protection laws, the prospective employer may also be prohibited from asking about the candidate’s previous compensation. The general rule is that if the question does not directly relate to the ability to perform the job, it should not be asked.
Preparing Your References for the Call
Candidates must proactively manage the reference process to maximize the chances of a positive outcome. Before listing someone, contact them to confirm their willingness to serve and verify their current contact information. This ensures the reference is expecting the call and can answer promptly.
It is important to provide each reference with the context for the new role and the candidate’s application. Supplying the job description and the updated resume allows the reference to tailor their feedback to the specific position requirements. Candidates should also remind the reference of key projects or skills they should highlight, ensuring their comments reinforce the candidate’s qualifications.
Understanding Neutral Reference Policies
Many large organizations adopt a policy of providing only a “neutral reference” for former employees to mitigate the risk of defamation lawsuits. Under this policy, the Human Resources department confirms only basic, objective facts about the candidate, typically limited to dates of employment and the final job title.
A neutral policy means the hiring manager receives no commentary on the candidate’s performance or work ethic. While this lack of detail can be frustrating, it does not reflect poorly on the candidate. The hiring manager may then focus more heavily on information provided by non-HR references, such as former direct supervisors or colleagues.
Navigating Negative Feedback or Unreachable References
Despite a candidate’s best efforts, a reference may occasionally provide lukewarm or negative feedback, or they may be unreachable. Candidates should have contingency plans, such as a backup list of positive references ready to provide if requested. Hiring managers understand that minor inconsistencies or a single bad review do not always indicate a poor candidate.
The impact of negative feedback depends on its severity and the consistency of the other references. A hiring manager will weigh a minor personality conflict mentioned by one source against several positive reviews from others. If a reference is unreachable, the employer usually informs the candidate and requests an alternative contact.