By Shaun Carpenter

When you’re completing references on a candidate, how do you ensure you’re getting the real goods?

This is an excellent question; the reference stage of a search and selection process is critical and should not be looked at as a technicality before charging forward with an offer. If you want to ensure you’re getting beyond the fluff keep the following in mind:

Be Prepared – When you’re in the initial interview phase with a candidate, ask for the names and titles of the person’s supervisors at each step in their career.  Should the person make it to the final stages of the search and you’re requesting a list of referees you can compare the list provided with all the names in your interview notes. I’ve had situations where someone will omit a person who he/she reported to for a number of years. In this case I’ll ask, “Would you be comfortable providing John Smith as a referee?”  If the person is unwilling you can explore why. If the person indicates that a former boss has left the company and they’re uncertain where they’ve gone, you can offer your assistance in locating them.

You don’t want to limit your discussions to referees who are positive about everybody. I always get a little worried if nothing is showing up in the “weaknesses” category.  My client (or your hiring manager) will be a step ahead if they are aware of areas where the person might require some coaching, even before the candidate joins the organization.

Be Thorough – Do a 360-degree overview.  Ask the candidate for at least two or three names of a) direct supervisors; b) peers or customers; and c) direct reports.  This way you can delve into how the person manages up and down within an organization.  I always request six referees because inevitably one or two won’t be available in the timeframe you’re working with. Don’t be fooled by the comment that a previous employer will only supply “name, rank and serial number”; if the candidate is good, his/her referees will be willing to make the time to accept your call.

When I contact the referee, or their assistant, I explain clearly why I’m calling and then suggest scheduling a half-hour conversation when they’re free to talk.  This way the referee will expect your questions to be detailed and he/she will have set aside the appropriate time to respond to them. You don’t want the reference conversation to be squeezed in four minutes before the individual’s next meeting.

When you do have the live conversation, don’t assume the referee knows anything about the role. Start off by saying, “Thank you for making the time to talk about Susan White.  Would it be okay if I provide you with some details of the position she’s being considered for, so you’re able to put your comments into perspective?” Verify the length and nature of the relationship before diving into the questions.

Be Inquisitive – This is where you need to use your intuition and never be afraid to ask the tough questions. Go back to your interview notes and identify areas that you feel could be explored in greater depth. Speak to any colleagues/stakeholders who have been involved in the interviews up to this stage and ask them what niggling concerns still exist for them.

Utilize standard questions so you don’t forget to ask anything important but also pursue comments as they arise; ask for examples to substantiate comments the referee makes; refer to accomplishments in the candidate’s resume and explore them specifically; and discuss duties required in the job being pursued.

An excellent reference report is not simply a laundry list of positive comments but rather a detailed and comprehensive summary of an individual’s core competencies and leadership approach. The bottom line is to know what you’re getting into before you make the hire.

If you would like a headhunter’s perspective on a topic, feel free to email Shaun Carpenter at shaun@pfmsearch.com.

Shaun Carpenter is Associate Partner with Pinton Forrest & Madden Executive Search. He has worked in the executive search business for 12 years and is well respected in the industry for his aptitude in candidate development and client relations. His thorough, insightful approach gives clients confidence that their needs are being met in a professional, timely manner. Shaun also has past experience as Manager, Human Resources with a leading Canadian health insurance provider where he was responsible for recruitment, retention, coaching, performance management, and employee/labour relations. He received a Bachelor of Commerce degree from the University of Calgary, which included studies abroad at the University of Strathclyde in Glasgow, Scotland. Shaun is also currently an active member of BC HRMA’s Coastal Vancouver Advisory Council.