REFERENCE checks are the most important way
of ensuring you don’t hire someone you’ll soon want to fire. But how do
you make sure you’re getting the right people to give honest
assessments? Here are six steps:
• Agree with the candidate on a list of references.
This should include former bosses, peers and subordinates at several previous jobs. Narrow the list by thinking about the specific skills you want to measure: Former bosses are great at assessing strategic orientation and achievement drive, peers can help measure influence and subordinates are often the best judges of leadership ability.
• Give the reference the right incentives. Start the conversation by highlighting the importance of a reliable reference. Explain that you realise no candidate is perfect, and emphasise that his comments will be confidential. Speak in person or on the phone; it’s easier to solicit the whole truth when you can hear hesitation or emotion in a person’s voice or see it on his face.
• Help the reference avoid frequent biases. Stay away from broad questions such as, "What can you tell me about Carol?" Instead, be specific about the role you want to fill and its challenges. Ask whether the reference has seen the candidate perform under similar circumstances. Then ask what her responsibilities were, how she performed and what the consequences were.
• Ask about social competencies. Focus on self-awareness, self-regulation, motivation and empathy. References are one of the best ways to assess these "soft" skills.
• Check values and cultural fit. In addition to the essential acid test of integrity, you should determine whether the candidate’s views on things such as time orientation, a farming versus hunting sales approach and the balance between collaboration and competition match yours.
• Ask about the candidate’s ability to learn, adapt and grow. Solicit examples of situations in which the person has shown the hallmarks of potential: curiosity, insight, engagement and determination.
(Adapted from The Right Way to Check a Reference at HBR.org)
Harvard Business Review
This should include former bosses, peers and subordinates at several previous jobs. Narrow the list by thinking about the specific skills you want to measure: Former bosses are great at assessing strategic orientation and achievement drive, peers can help measure influence and subordinates are often the best judges of leadership ability.
• Give the reference the right incentives. Start the conversation by highlighting the importance of a reliable reference. Explain that you realise no candidate is perfect, and emphasise that his comments will be confidential. Speak in person or on the phone; it’s easier to solicit the whole truth when you can hear hesitation or emotion in a person’s voice or see it on his face.
• Help the reference avoid frequent biases. Stay away from broad questions such as, "What can you tell me about Carol?" Instead, be specific about the role you want to fill and its challenges. Ask whether the reference has seen the candidate perform under similar circumstances. Then ask what her responsibilities were, how she performed and what the consequences were.
• Ask about social competencies. Focus on self-awareness, self-regulation, motivation and empathy. References are one of the best ways to assess these "soft" skills.
• Check values and cultural fit. In addition to the essential acid test of integrity, you should determine whether the candidate’s views on things such as time orientation, a farming versus hunting sales approach and the balance between collaboration and competition match yours.
• Ask about the candidate’s ability to learn, adapt and grow. Solicit examples of situations in which the person has shown the hallmarks of potential: curiosity, insight, engagement and determination.
(Adapted from The Right Way to Check a Reference at HBR.org)
Harvard Business Review
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