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How to Make Reference Checks Effective

May 1st, 2009 @ 12:40 pm

2 Comments

Categories: Best Practices, Entrepreneurialism, Executive Focus, Hiring, Management, Marketing, Opinion, Strategy, Tips and Tools, Wisdom, Workplace

Tags: Job, Reference, CEO, Recruitment & Selection, Human Resources, Workforce Management, Steve Tobak

There are reference checks and there are reference checks. The vast majority are worthless, but here are three resourceful, real-world methods - from my experience as an executive - that paid off bigtime. They relate primarily to executive searches, but may also be more broadly applicable. You decide.

How to Make Reference Checks Effective

Do it yourself. I’ve been a named reference for countless executive searches, but one was unique. A former associate (John) was one of two lead candidates for a vice president job at a solar company. When I got the call, it wasn’t the executive recruiter, but the CEO.

It wasn’t your typical strengths and weaknesses discussion. The CEO was leaning toward John, but some on his staff wanted the other guy. He had his concerns and I provided detailed anecdotes that helped him flesh them out. Making the call himself helped him to trust his instincts. 

Use your own network. We all know that candidate-supplied lists are essentially rigged, so why bother? There’s no law that says you have to use it or that you can’t do your own reconnaissance.

Many years ago I was the lead candidate for a VP job at a large technology company. The hiring manager - an executive VP - sat me down and, after sharing all kinds of niceties, said, “I have only one concern. You’re a headstrong bully. Do you ever actually shut up and listen, and if so, to who?”

There was no way my references would have shared that perspective, but the feedback was dead-on and a real eye opener for me. 

Share the results. Prior to offering me a Sr. VP job, the CEO took me out to dinner. I thought it would be the usual get to know each other thing, but I couldn’t have been more wrong. After about 15 minutes he pulled out a laundry list of impressions he’d formulated and anecdotes he’d learned about me from various sources.

We chatted for two hours and that discussion formed a surprisingly genuine baseline for my employment. The day I walked in the door, the CEO knew what he was getting and I knew that he knew. As a result, there was no BS and no showmanship. It was truly refreshing and beneficial to our relationship.

Got any reference check tips … beyond the norm?

 
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    1

    hrbarbie

    05/04/09 | Report as spam

    Do them and ask the right questions

    Great tips. As a veteran in HR, including overseeing talent management/recruitment, I've always encouraged managers to do their own references. I think managers can talk the same job-specific lingo to their colleagues (i.e. to the candidates prior/or current supervisors). I also ask the prior/current supervisor to give me the names of anyone else that I can talk with that had experience working with the candidate. (Of course, I've gotten a sign employment app from the candidate giving us permission to check certain references). I think managers need to be discreet and make sure they aren't disclosing the candidate to anyone that doens't have a need to know, in the event the candiate doesn't get the job.

    I always suggest asking; why did he/she leave? What areas to you think he/she excelled in and what areas needed development?

    We are hiring for XYZ job and it requires.... (xyz technical/behavioral skills), can you describe if he/she was able to effectively demonstrate these skills, any specific examples?

    As you know this is a very important decision for our company. Based on our conversation, would you recommend him/her for my position?

    Brenda
    The HR Matrix, LLC

  •  
    2

    Yves Checkster

    05/04/09 | Report as spam

    Reference Check 2.0

    I am presenting on this topics for Monster.com in 2 days and the core of the presentation is: perform reference checks, but only if you are serious about them. I agree with most of the article, but I would see that as a Web 1.0 way to do it.

    How to be good at it and Web 2.0:
    1. Ask the right questions (focus on performance and not just skills, send an email to info at checkster dot com , if you want a sample questionnaire).
    2. Perform them on finalists and not just one candidate. Peer rating is the best assessment, IF you have a choice. When you do it on only 1 candidate, you have no choice.
    3. Automate, check what is possible today in this world of digital social networking (and yes Checkster provides such service ;-); We often get 6 to 8 reference with candid feedback for 2 min of work!

    Yves Lermusi,
    CEO Checkster

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