CHECKING REFERENCES
USER’S GUIDE
Hiring a new employee is the most important decision a manager will make.
Reference checks are the last step before hiring a new employee. It is a critical step.
This guide explains the rationale behind the process and offers guidelines you can
follow as you proceed through the exercise. The Human Resources team wants to
ensure that your hiring process is successful. If you have any questions there are not
referred to in this guide, please contact your Human Resources Partner.
THE REASON FOR REFERENCE CHECKS
To determine whether the information in the candidate’s RESUME and interview
answers are accurate. References can be asked to validate this information.
Remember that a person’s past achievements are the best indicator of their future
ones.
For example, if a candidate claims to have managed a complex project over a sixmonth period, and the reference tells you that the candidate participated in the
project but did not manage it, you would do well to look into this further.
If you hire a candidate without doing a thorough reference check, you could end up
with an employee who does not have the required skills for the position, who has
poor work behaviours or who has a problematic background and will not perform at
the required level. In this case, you have to set up a time-consuming performance
improvement process that could end with the employee’s failure of probation
forcing you to start the hiring process all over again.
If you hire an employee whose references you have not carefully checked, you could
be doing a disservice to your Faculty or department and to the entire University, and
you may be missing out on an opportunity to hire other candidates who might have
been better qualified. A hiring decision can prove costly if it turns out to be a bad
decision.
LEGAL CONSIDERATIONS
It is important to obtain the candidate’s agreement before checking references. If
the candidate included references in a RESUME or has otherwise provided them to
you, such as in writing during the interview or by e-mail after the interview,
agreement is implicit. Do not accept reference verbally.
Any information collected during the reference checks must be kept confidential,
and must not be shared with anyone other than your Human Resource Partner or
the Hiring Committee.
Certain questions cannot be asked during reference checks. At no time can you ask
personal questions about the candidate’s:
age
marital status
family situation (whether he or she has or plans to have children)
ethnic origins
race or colour
religion
size or weight
disabilities
health or medical matters
sexual orientation
CHECKING THE REFERENCES
The validity of reference checks is enhanced when:
a candidate’s previous or immediate supervisor provides the reference;
the supervisor has had adequate time to observe the candidate’s
performance; the old and new jobs are similar in content.
The University of Manitoba Policy and Procedures on Employment of Support Staff
states:
2.3.4 The hiring authority or the chair of the selection committee, as is
appropriate, shall be responsible for ensuring that a minimum of two (2)
appropriate references are obtained. Where a candidate is a University
employee, the hiring department shall conduct a reference check with the
employee's current supervisor. When the preferred candidate is not a
University employee, unless the employee has provided permission to contact
the current employer, the candidate shall be informed that the offer of
employment is contingent on a positive reference check with the applicant's
current or most recent employer, if applicable
1. Collect reference names
Ask the candidate to provide in writing three (3) references, including his or her
current supervisor, but not family-member supervisors. For management positions,
you can ask for a colleague and an employee, as this provides you with varying
perspectives on the candidate.
If you are not satisfied with the individuals provided references, you can ask the
candidate to give you others, for instance a previous supervisor. If the candidate is
still not prepared to provide these references, you must find out why and take this
into account in your hiring decision.
Candidates who haven’t told their supervisor that they are looking for another job
may be reluctant to provide that person’s name as a reference. In this case, you can
start checking the other references and indicate to the candidate that you will talk to
the current supervisor only when you are ready to make a job offer conditional
upon this reference being positive. Please ensure the candidate agrees with this
approach.
You must always check three (3)references, when possible. Multiple references are
preferable, allowing you to look for consistency and to show that you’ve exercised
care in hiring.
2. Reference checks
When you check references, you must ask questions related to the job in question.
We encourage you to use the reference checking form prepared by Human
Resources.
This list is divided into two sections:
- Section A – General questions
- Section B – Questions related to the specific requirements of the position
General questions apply to all of the candidates.
In section B, you can add questions based on the essential requirements and
qualifications of the position. See the sample questions at the end of this document.
It’s important to have your questions ready in advance so you can finish in the time
allotted (usually 20 minutes). Remember that the person you are speaking to is
doing you a favour!
Be sure to expand on the answers provided by the references, especially if you sense
hesitation on their part or if a response is incomplete.
Be sure to take detailed notes when checking references. Candidates may be entitled
to consult these notes if they ask to see them
3. Information sharing
If you have any questions about the reference-check process, be sure to contact your
HR Partner.
POTENTIAL PROBLEMS AND SOLUTIONS
THE PERSON YOU CALL IS HESITANT ABOUT GIVING A REFERENCE
 Sometimes people hesitate to give references because they are concerned
about legal implications.
 You can reassure them by explaining that you want to be fair to the
candidate. That the candidate provided you with their contact information
and that they are aware you are making contact.
YOU RECEIVE AN EVASIVE ANSWER
 Often, when people want to avoid answering a question or are not
comfortable doing so, they will answer evasively or change the direction of
the conversation by going off topic. For example, if you were to ask: “How
would you describe the candidates management skills? Please provide me
with a specific example?” and the reference responds “This employee never
thought twice about helping others and working overtime.”
 When this happens, be sure to come back to the question asked and to probe
further until you are satisfied that the reference has really answered the
question.
YOU RECEIVE A BAD REFERENCE
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Though a bad reference can indeed be an indication that the employee does
not have the required skills for the position, it can also come from a
supervisor who does not want to lose a good employee and thinks a bad
reference will prevent that from happening.
When you receive a negative reference, try to validate the information by
asking the other references the same question.
If everyone else’s answer is negative as well, you know that hiring the person
is not a good idea.
If, however, the other references are positive, you can ask the candidate for
an additional reference in order to corroborate the positive information. You
can also discuss the situation with the candidate to try to shed light on it. At
the end of the day, you may find yourself with a very competent employee
whose supervisor was deliberately obstructing the person’s chances of
moving into another job.
THE REFERENCE YOU ARE TRYING TO REACH DOES NOT RETURN YOUR CALLS
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The person you are trying to reach may not feel like giving a reference and is
trying to avoid the discussion by not returning your calls. Alternatively, the
reference may simply be very busy.
You could try reaching the person by email to set up a date according to his
availability. Insist on the importance of obtaining a reference before you can
hire the candidate.
You can also ask the candidate to speak to this reference about the need to
get back to you.
If you still cannot reach the reference, try to contact other references in the
same company to find out if there’s a problem.
THE FIRST REFERENCE YOU CHECK IS OUTSTANDING, SO YOU DECIDE NOT TO
PURSUE THE PROCESS WITH THE OTHERS
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You run the risk of having landed on a reference who, in order to get rid of an
incompetent employee, provides a glowing reference. You might also have
found a reference who did not want to penalize an employee who is very
popular with colleagues (even if somewhat incompetent), and thought that a
good reference would help the person. In both cases, you will end up with an
incompetent employee and will have to manage the situation.
You must always check three references. If all are good, you will have
increased your chances of ending up with an excellent employee.
YOU MUST ABSOLUTELY FILL THE POSITION QUICKLY SO, WITHOUT REALIZING
IT , YOU ASK THE REFERENCES QUESTIONS THAT PROMPT A POSITIVE RESPONSE
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For example, you ask ”Do you think that this person could do this job?” This
question is rather general and usually prompts a positive response,
especially because it can be answered with a simple “yes” or “no” and
leaves little room for a more in-depth answer. Avoid closed questions.
If you are in a hurry to fill the position, you might also, without realizing it,
interpret certain general answers as positive rather than probing further.
Even if you have an urgent need to fill a position, take the reference check
process seriously. Your problems will only worsen if you hire an unqualified
person and then have to manage a performance problem.
EXAMPLES OF QUESTIONS RELATED TO THE ESSENTIAL QUALIFICATIONS
(INSERT IN SECTION B OF THE REFERENCE-CHECKING FORM)
Always ask for an example; it helps to ask specific behavior-based questions like
those used in the interview process.
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Describe the candidate’s financial responsibilities.
Describe the candidate’s writing skills.
How did / does the candidate function under pressure?
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Can you provide an example of the way in which the candidate has shown
initiative?
Would you describe the candidate as a leader with vision, and why?
Do you consider the candidate to be a good communicator, and why?
Can the candidate influence the others effectively, particularly those over
whom he or she has no authority? Give an example of a situation in which the
candidate showed this kind of skill.
Give an example of a project managed by the candidate. Tell us how he or she
developed a vision, managed communications and pulled the team together.
Describe the candidate’s ability to work in a crisis or an emergency.
Describe the candidate’s ability to adapt to change.
Has the candidate had the opportunity to train others and foster commitment
and productivity? Describe how.
Describe how the candidate was able to negotiate with partners and reach an
agreement.
Can I read you an extract from the candidate’s RESUME describing the work
he or she did for you and ask you for your comments?
If you have any questions about the reference-check process, please contact your
Human Resources Partner.