How to Conduct Reference Checks That Actually Tell You Something

Why Reference Checks Still Matter

Many employers treat reference checks as a formality — a quick call to confirm employment dates and job title before extending an offer. Others skip them entirely, assuming that references will only say positive things. Both approaches waste an opportunity.

A well-conducted reference check provides information you cannot get from interviews or resumes: an independent perspective on how the candidate actually performs in a work setting, from someone who has observed it firsthand.

When to Check References

Conduct reference checks after you have identified your finalist candidate but before extending a final offer. If you make an offer contingent on reference and background checks, make that contingency explicit in your offer letter.

Check at least three professional references. Prioritize former supervisors over peers or personal contacts — supervisors have the best vantage point on performance, reliability, and areas for growth.

Getting Past the "Name, Rank, and Dates" Problem

Many companies have policies limiting what supervisors can share to job title, dates of employment, and eligibility for rehire. While you cannot force a reference to share more, you can increase the likelihood of a substantive conversation.

Build rapport. Introduce yourself, explain your role, and state that the candidate has listed them as a reference and authorized the conversation. A brief, professional opening sets a collaborative tone.

Ask specific, behavioral questions. Vague questions get vague answers. Instead of "Was she a good employee?" ask questions that invite concrete examples:

• "Can you describe a project [candidate] led and how they handled it?"
• "How did [candidate] respond when they received critical feedback?"
• "What was [candidate]'s approach to meeting deadlines under pressure?"
• "If you had a position open, would you rehire [candidate]? In what role?"
• "What type of management style did [candidate] work best under?"
• "What areas would you suggest [candidate] continue to develop?"

Listen for what is not said. If a reference is enthusiastic and specific in some areas but vague or hesitant in others, the contrast itself is informative. A reference who says "she was fine" about everything is telling you less than one who says "she was outstanding at client relationships but struggled with internal documentation."

Ask about the context. Understanding the environment the candidate worked in helps you assess fit. "How would you describe the pace and culture of your team?" puts the candidate's performance in context.

Questions to Avoid

Avoid questions that could reveal protected-class information or create liability:

• Do not ask about the candidate's age, health, disability, family status, religion, or national origin
• Do not ask about workers' compensation claims or medical leave history
• Do not ask about union membership or political activities
• Do not ask whether the candidate was ever arrested (conviction inquiries may be appropriate under your jurisdiction's rules, but arrest records should not be discussed)

What to Do With the Information

Compare what references tell you with what the candidate shared in interviews. Consistency between the candidate's self-assessment and the reference's observations is a positive signal. Significant discrepancies warrant further exploration — not automatic disqualification, but a conversation with the candidate to understand the gap.

If a reference raises a concern, assess it in context:

• Is it relevant to the position you are filling?
• Is it a pattern across multiple references or an isolated observation?
• Could it reflect a mismatch between the candidate and their prior environment rather than a fundamental performance issue?

Giving References

When other employers call you for references on former employees, you are not legally required to respond. However, many employers do provide references as a professional courtesy.

To manage risk:

• Designate a single point of contact (typically HR) for all reference requests
• Verify that the employee authorized the reference check
• Stick to factual, job-related information
• Be honest — providing a positive reference for an employee you know was terminated for serious misconduct can create liability if the new employer is harmed
• Document what you communicated

Several states provide qualified immunity for employers who provide good-faith reference information. Check your state's law.

Documentation

Keep a written record of each reference check: the date, the person contacted, the questions asked, and the responses received. This documentation supports your hiring decision if it is later challenged and creates a useful comparison point during onboarding and early employment.

Reference checks are only as valuable as the effort you put into them. A ten-minute conversation with the right questions can reveal information that saves you from a costly hiring mistake.