Precision Recruiting Services Inc. Five Common Reference Evaluation Issues As a hiring manager, there comes a time when you have to conduct reference evaluations. We're not just talking about employment verification, but an actual reference evaluation based on past performance from a former supervisor. This is one of the best ways to get to know a candidate beyond the interview process. Of course, there are some common issues that creep up when conducting reference evaluations. That's why we called in an expert: Miriam Berger, president of A Hire Authority, LLC, a recruitment support company that provides a full range of recruiting services such as candidate Internet sourcing, telephone and resume screening, reference evaluations and background checks, and recruitment consulting. Here, Berger offers her advice on these situations. You need to find out if the candidate's references are legit. Yes, even that candidate who swept you off your feet might just pull a fast one. That's why it's so important to ask for at least three work-related references – preferably supervisors. Berger also says not to assume that the only references available to you are the ones on the candidate's resume. Ask candidates to provide a list of the types of references you want, not just the ones the candidate wants you to have. Then you need to verify the information that you get to make sure the references actually work(ed) for the company, says Berger. "If I get direct numbers, I will call the company number to make sure that I'm calling the actual company and that this person works or did work for this company," says Berger. "Sometimes people lie and will give you a number of someone who never was their manager. You have to be careful. Ask the reference directly, 'Did you supervise this person?' or 'What is your job title?' Then ask, 'What was [the candidate's] job title?'" The reference refers you to Human Resources. "If the person doesn't want to talk at all and refers you to Human Resources, that's okay, just ask the candidate for another reference from the company," says Berger. "If it's the company's policy for someone not to talk with you, tell them that it's okay, but all you really want to know is, 'Would you rehire this person?' If the candidate is really good, the reference won't hesitate to say, 'Yes' or say, 'This is a really good person, but I'm not allowed to talk.' It's the reference who says, 'I'd rather not say anything; you have to talk with Human Resources' that you have to wonder about. If this happens with every reference, you've got a pattern and a red flag." The current employer doesn't know the candidate is looking for a job. Ask the candidate if there is anyone whom he or she worked for that has left the company. If not, rely on past references from other jobs. The reference tries to sabotage a candidate. Talk with all the references. If one person says something different from everyone else, maybe that person had an issue with your candidate. "We all have people who don't like us because it's not a good fit," says Berger. "You can always go back to candidates and ask them a few more questions about that job as well as the others, but don't breach the confidence of the reference. For example, ask, 'How did you get along with your manager at Company A? Company B? Did you feel you were a good team?' Then you may get your answer." The candidate is right out of college. By the time he or she is a college graduate, the person should have some work experience, says Berger. If not, ask why. You could also talk with teachers and coaches. No matter what issues come up during reference checking, there is a way around them. Berger reminds us that talking to references is an important step that can't be overlooked. Source: http://www.sellingpower.com Precision Recruiting     70 Springwater Drive, Ottawa, Ontario, Canada, K2M 1X6 Ottawa: 613-287-3767        Toronto:  647-727-4737       Web: www.PrecisionRecruiting.ca