One of the reasons why verification of references may seem ineffective is the fact that many HR professionals will be content to contact a close colleague of the candidate, who, of course, will offer only praise. So how can you extract the most from reference verification?
Ask candidates to help you contact their previous managers. Understandably, they may not want you to talk to their current boss if their search for a new job is a secret. In this case, ask for an interview with a manager from a previous job position.
Once you have the right contact on the phone, be sure to let them know their answers, regardless of content, will be kept in complete confidence. None of your conversations should reach the candidate (let's call him John). Here are some questions you should ask the reference person:
Can you tell me about your collaboration with John?
Begin by giving the manager a chance to find their way around and start verifying what the candidate has already told you. Find out when, how long and how intensively they worked together, and check on John's working position and content.
Did John achieve any large-scale success while working with you?
Reference checks are a chance to understand better the candidate's qualities and skills, as well as verify items in greater depth, especially if the candidate is a humble or introverted person who does not sell himself so well during your interviews.
For this position, we need someone who __________ [fill in the most important required qualities and abilities]. How would you rate John in this regard?
This question is crucial. It is an opportunity for you to gain a third-party perspective on a potential match to the candidate's skills for the position you are offering him. Ask the manager to rate each of the candidate's skills mentioned, ideally on a scale of 1-10.
What are John's strengths?
The answer to this question will allow you to calibrate your impressions. You will have a chance to see how the reaction reflects on the candidate's self-esteem, which can provide a guide to his self-awareness.
What are John's greatest weaknesses? Is there an area where he would need further support during the first 90 days?
This question has a dual purpose. The future manager of the candidate will know what the candidate needs to move and succeed in his work. This question can also help you determine if John is coachable.
Was John a good communicator and listener?
It will be useful to form an idea of some of his soft skills. If your contact says John was a good communicator, ask for an example of evidence. The same goes for listening skills. Of course, you can swap these two skills for others you consider more important for acquiring information.
Did John achieve promotion at your company?
If the candidate has been promoted, this will generally support his selection. If not, make sure you know the reason: for example, no open positions were vacant, stronger internal candidates (possibly a red flag), a missing skill set, etc.
How do you rate John on a scale of 1 to 10 compared to other people you have hired?
Set your own rule: anything lower than 8 should mean a stop sign.
Why did John leave your company?
Like your introductory question, this one allows you to verify what the candidate has already told you.
Would you hire John again?
Listen carefully to the answer. If it is positive, that is a good sign.
Is there anyone else you would recommend me to talk to about John?
It's always good to have different perspectives, so ask if there is anyone else with whom it would be good to talk and gain a new perspective.
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