Reference checks are one of the last steps before an offer. Done well, they confirm what you have learned and sometimes add useful detail.

Get permission first

Always ask the candidate before contacting a referee, and agree who the best people to speak to are.

Ask open questions

  • How did you work with this person, and for how long?
  • What were their strongest contributions?
  • What support helped them do their best work?
  • Would you work with them again?

Listen for detail

Specific examples carry more weight than general praise. Pay attention to what is said and to what is carefully left out.

Keep the conversation professional and treat what you hear as confidential.

Choosing who to speak to

Ideally you will speak to someone who has managed the candidate directly. A colleague or client can add a different view. Ask the candidate who would know their work best, and be open about the fact that you would like more than one perspective.

Handling difficult answers

Occasionally a reference raises a concern. Treat it as a prompt for a conversation rather than a verdict. You can go back to the candidate, describe the theme without naming the source and give them a chance to explain.

Keep it in proportion

A reference is one input among several. Weigh it alongside what you saw in interviews and any work samples. A single lukewarm comment rarely tells the whole story, while a consistent pattern across several people is worth taking seriously.

Checking facts as well as opinions

Depending on the role and your policy, you may also confirm employment dates, job titles and relevant qualifications. Do this with the candidate's knowledge and consent, and apply the same approach to every finalist.

Keep it fair and consistent

Ask the same core questions about each finalist so that you compare like with like. If the role involves particular responsibilities such as managing people or handling money, ask references directly about those.

Handle notes responsibly

Keep notes brief, factual and stored securely. Record what was said rather than your interpretation, share them only with those involved in the decision and delete them when you no longer need them.