Guide to New-Hire Reference Checking
Central Business Office (CBO) – Human Resources
Reference checking is a critical part of the hiring selection process. The hiring supervisor determines the
criteria for an acceptable reference. The number of references is typically three to five. Generally,
professional references are preferred as opposed to character references. Professional references are
people who have actually worked with the candidate as their supervisors, subordinates, or colleagues. In
some instances the reference may be a client or customer of the candidate. A current or former supervisor
is preferable as that person is or was in a position to make assessments of the candidate. Character
references may be acceptable especially if the candidate is new to the workforce. You may also accept
academic references from teachers and professors if the candidate is a recent graduate.
Asking for references
Ask candidates to provide the name of each reference, their contact information specifying work/home,
and the relationship to the candidate. Typically, the single most important reference is the candidate’s
current supervisor (or most recent supervisor if unemployed). If the candidate does not list this person,
departments can ask for that reference. Understandably, a candidate may not want his or her current
supervisor to know that he or she is looking for other employment. If that is the case, departments can
delay checking references (or that one reference) until later in the selection process. A reluctance or
refusal to provide this reference may be a red flag. Advise the candidate that advancing his or her
candidacy in the selection process is contingent upon acceptable references.
Internal references
Departments have more options when checking references of candidates who are current or former
University of Texas at Austin employees. For example, it is often a standard practice in industry to only
provide neutral references to outside inquiries, i.e. only confirming job title and dates of employment;
however, the university encourages departments to cooperate in sharing personnel information when
there is a legitimate business need. Departments should be able to speak to a current university
employee’s supervisor and obtain relevant information from the candidate’s personnel file. Always ask or
advise a candidate before doing this. ITS Human Resources can assist departments in coordinating this with
another department.
External references
One of the biggest challenges for hiring departments is making contact with a reference. Departments are
encouraged to ask candidates what the best way and time is to reach a reference. If there is difficulty
contacting a reference, ask the candidate to assist or provide an alternative reference. If a reference is
unable or unwilling to speak, ask the candidate to assist or provide an alternative reference explaining the
necessity of acceptable references.
Note: Reference checks must be conducted and reference check forms on file with CBO HR before offer
letters can be extended to candidates. The Reference Check Form below is a sample. Other forms may be
acceptable. In addition, all interview notes must be sent to CBO HR for inclusion in the employment file for
the postings, which are subject to University of Texas at Austin records retention guidelines.
Reference Check Form
Candidate Name
Reference Name
Company Name
Dates of Employment: From:__________________ To:____________________
Position(s) Held
Reason for Leaving
Hiring supervisor contacts the reference named above and explains the reason for the call, verifies the
above information (including the reason for leaving), and briefly describes the position being hired for.
1. Please describe the type of work for which the candidate was responsible.
2. How would you describe the applicant's relationships with coworkers, subordinates (if applicable), and
with superiors?
3. Please describe the applicant’s work habits.
4. How would you describe the applicant’s productivity?
5. What were his/her strengths on the job?
6. What were his/her areas for development?
7. How were the applicant’s performance evaluations? Any corrective action?
8. Would you recommend him/her for this position? Why or why not?
9. Is he/she eligible for rehire? Why or why not?
10. Is there anything you wish to add that I haven’t asked you about? Other comments?