The interview went very well. The chemistry was positive. You have found the right person for the job. You are ready to make an offer -- or are you?

No. Never make an offer to any candidate without checking references.

Stay focused that hiring is a selling process on both sides. The candidate is reasonably expected to enhance their skillset and experience, and will almost always present only their very best side. Anyone's best side can be impressive. As a manager, you must identify the candidate's strengths and weaknesses before you can reasonably determine that they will have a chance at success with this job and this company.

The most effective way to introduce balance and validation in choosing a candidate is to check references. I always ask serious candidates to provide three business references, at least one of which has been the candidate's supervisor. Insist that the references are business references. It is a waste of time to talk to someone's friends or peers.

If a candidate becomes nervous when asked for references, or says that due to special circumstances they cannot provide business references, you have your first red flag. If there are special circumstances, simply tell the candidate that you are required to check business references, particularly supervisors, and if they would like to think about how to solve this and get back to you that would be fine. If the candidate puts together a reasonable solution, you have your first positive. If they do not, you have most likely saved yourself from a mistake.

Call the candidate's references and ask the following seven questions. The answers to these questions will confirm that you have made a good initial choice, or demonstrate that you have not.

1. What was your professional relationship with the candidate?
2. What can you tell me about the candidate as an employee?
3. Did the candidate have any problems with attendance or timeliness
4. How did the candidate interact with and relate to others (superiors, peers and subordinates)?
5. What would you identify as the candidates' greatest strength?
6. What would you identify as the area in which the candidate needs to work to improve?
7. Would you hire the candidate again?

Start the reference check by introducing yourself, stating that you received their name from the candidate and would like to have no more than five minutes of their time. Be patient with voice mail and be willing to play phone tag. Take notes.

Ask the questions and then be silent and listen to the answers. Again, silence is your best tool, particularly with question two. From the responses you can perceive enthusiasm, dread, hesitation, anxiety, and other key indicators.

I have found that most employers are willing to give five minutes and will tell you the truth. No one has ever said do not hire this person, but I have learned much that I needed to know to prevent a terrible mistake both for the candidate and for the company.

Keep what is said absolutely confidential. Never tell a candidate what a reference said about them. If you do get a bad reference, check others to be sure that you do not have a disgruntled reference. If you get a good reference, check others to be sure that you do not have a "ringer."

Measure the answers against your own impressions. Process the information, evaluate the results, and be fair.

Ultimately, you will have to depend upon your own instinct and judgment. Input from others, however, will help you focus, and will reinforce, or require that you rethink, the judgments you must make to hire the right candidate.

Copyright © 1998, 1999 by D.E. Summerville. All rights reserved.

The advice and suggestions in the Women in Business column are solely those of the author. DC Web Women assumes no responsibility for its content.

Back to Top