CHECKING REFERENCES

USER’S GUIDEHiring a new employee is the most important decision a manager will make. Reference checks are the last step before hiring a new employee. It is a critical step. This guide explains the rationale behind the process and offers guidelines you can follow as you proceed through the exercise. The Human Resources team wants to ensure that your hiring process is successful. If you have any questions there are not referred to in this guide, please contact your Human Resources Partner.

THE REASON FOR REFERENCE CHECKS To determine whether the information in the candidate’s RESUME and interview answers are accurate. References can be asked to validate this information. Remember that a person’s past achievements are the best indicator of their future ones.

For example, if a candidate claims to have managed a complex project over a six-month period, and the reference tells you that the candidate participated in the project but did not manage it, you would do well to look into this further.

If you hire a candidate without doing a thorough reference check, you could end up with an employee who does not have the required skills for the position, who has poor work behaviours or who has a problematic background and will not perform at the required level. In this case, you have to set up a time-consuming performance improvement process that could end with the employee’s failure of probation forcing you to start the hiring process all over again.

If you hire an employee whose references you have not carefully checked, you could be doing a disservice to your Faculty or department and to the entire University, and you may be missing out on an opportunity to hire other candidates who might have been better qualified. A hiring decision can prove costly if it turns out to be a bad decision.

LEGAL CONSIDERATIONS It is important to obtain the candidate’s agreement before checking references. If the candidate included references in a RESUME or has otherwise provided them to

you, such as in writing during the interview or by e-mail after the interview, agreement is implicit. Do not accept reference verbally.

Any information collected during the reference checks must be kept confidential, and must not be shared with anyone other than your Human Resource Partner or the Hiring Committee.

Certain questions cannot be asked during reference checks. At no time can you ask personal questions about the candidate’s:

agemarital statusfamily situation (whether he or she has or plans to have children)ethnic originsrace or colourreligionsize or weightdisabilitieshealth or medical matterssexual orientation

CHECKING THE REFERENCES The validity of reference checks is enhanced when:

a candidate’s previous or immediate supervisor provides the reference;the supervisor has had adequate time to observe the candidate’s performance; the old and new jobs are similar in content.

The University of Manitoba Policy and Procedures on Employment of Support Staff states:

2.3.4 The hiring authority or the chair of the selection committee, as is appropriate, shall be responsible for ensuring that a minimum of two (2) appropriate references are obtained. Where a candidate is a University employee, the hiring department shall conduct a reference check with the employee's current supervisor. When the preferred candidate is not a University employee, unless the employee has provided permission to contact the current employer, the candidate shall be informed that the offer of employment is contingent on a positive reference check with the applicant's current or most recent employer, if applicable

1. Collect reference namesAsk the candidate to provide in writing three (3) references, including his or her current supervisor, but not family-member supervisors. For management positions,

you can ask for a colleague and an employee, as this provides you with varying perspectives on the candidate.

If you are not satisfied with the individuals provided references, you can ask the candidate to give you others, for instance a previous supervisor. If the candidate is still not prepared to provide these references, you must find out why and take this into account in your hiring decision.

Candidates who haven’t told their supervisor that they are looking for another job may be reluctant to provide that person’s name as a reference. In this case, you can start checking the other references and indicate to the candidate that you will talk to the current supervisor only when you are ready to make a job offer conditional upon this reference being positive. Please ensure the candidate agrees with this approach.

You must always check three (3)references, when possible. Multiple references are preferable, allowing you to look for consistency and to show that you’ve exercised care in hiring.

2. Reference checksWhen you check references, you must ask questions related to the job in question. We encourage you to use the reference checking form prepared by Human Resources. This list is divided into two sections:- Section A – General questions- Section B – Questions related to the specific requirements of the position

General questions apply to all of the candidates.

In section B, you can add questions based on the essential requirements and qualifications of the position. See the sample questions at the end of this document.

It’s important to have your questions ready in advance so you can finish in the time allotted (usually 20 minutes). Remember that the person you are speaking to is doing you a favour!

Be sure to expand on the answers provided by the references, especially if you sense hesitation on their part or if a response is incomplete.

Be sure to take detailed notes when checking references. Candidates may be entitled to consult these notes if they ask to see them

3. Information sharing

If you have any questions about the reference-check process, be sure to contact your HR Partner.

POTENTIAL PROBLEMS AND SOLUTIONS

THE PERSON YOU CALL IS HESITANT ABOUT GIVING A REFERENCE Sometimes people hesitate to give references because they are concerned

about legal implications. You can reassure them by explaining that you want to be fair to the

candidate. That the candidate provided you with their contact information and that they are aware you are making contact.

YOU RECEIVE AN EVASIVE ANSWER Often, when people want to avoid answering a question or are not

comfortable doing so, they will answer evasively or change the direction of the conversation by going off topic. For example, if you were to ask: “How would you describe the candidates management skills? Please provide me with a specific example?” and the reference responds “This employee never thought twice about helping others and working overtime.”

When this happens, be sure to come back to the question asked and to probe further until you are satisfied that the reference has really answered the question.

YOU RECEIVE A BAD REFERENCE

Though a bad reference can indeed be an indication that the employee does not have the required skills for the position, it can also come from a supervisor who does not want to lose a good employee and thinks a bad reference will prevent that from happening.

When you receive a negative reference, try to validate the information by asking the other references the same question.

If everyone else’s answer is negative as well, you know that hiring the person is not a good idea.

If, however, the other references are positive, you can ask the candidate for an additional reference in order to corroborate the positive information. You can also discuss the situation with the candidate to try to shed light on it. At the end of the day, you may find yourself with a very competent employee whose supervisor was deliberately obstructing the person’s chances of moving into another job.

THE REFERENCE YOU ARE TRYING TO REACH DOES NOT RETURN YOUR CALLS

The person you are trying to reach may not feel like giving a reference and is trying to avoid the discussion by not returning your calls. Alternatively, the reference may simply be very busy.

You could try reaching the person by email to set up a date according to his availability. Insist on the importance of obtaining a reference before you can hire the candidate.

You can also ask the candidate to speak to this reference about the need to get back to you.

If you still cannot reach the reference, try to contact other references in the same company to find out if there’s a problem.

THE FIRST REFERENCE YOU CHECK IS OUTSTANDING, SO YOU DECIDE NOT TO PURSUE THE PROCESS WITH THE OTHERS

You run the risk of having landed on a reference who, in order to get rid of an incompetent employee, provides a glowing reference. You might also have found a reference who did not want to penalize an employee who is very popular with colleagues (even if somewhat incompetent), and thought that a good reference would help the person. In both cases, you will end up with an incompetent employee and will have to manage the situation.

You must always check three references. If all are good, you will have increased your chances of ending up with an excellent employee.

YOU MUST ABSOLUTELY FILL THE POSITION QUICKLY SO, WITHOUT REALIZING IT , YOU ASK THE REFERENCES QUESTIONS THAT PROMPT A POSITIVE RESPONSE

For example, you ask ”Do you think that this person could do this job?” This question is rather general and usually prompts a positive response, especially because it can be answered with a simple “yes” or “no” and leaves little room for a more in-depth answer. Avoid closed questions.

If you are in a hurry to fill the position, you might also, without realizing it, interpret certain general answers as positive rather than probing further.

Even if you have an urgent need to fill a position, take the reference check process seriously. Your problems will only worsen if you hire an unqualified person and then have to manage a performance problem.

EXAMPLES OF QUESTIONS RELATED TO THE ESSENTIAL QUALIFICATIONS (INSERT IN SECTION B OF THE REFERENCE-CHECKING FORM)

Always ask for an example; it helps to ask specific behavior-based questions like those used in the interview process.

Describe the candidate’s financial responsibilities. Describe the candidate’s writing skills. How did / does the candidate function under pressure?

Can you provide an example of the way in which the candidate has shown initiative?

Would you describe the candidate as a leader with vision, and why? Do you consider the candidate to be a good communicator, and why? Can the candidate influence the others effectively, particularly those over

whom he or she has no authority? Give an example of a situation in which the candidate showed this kind of skill.

Give an example of a project managed by the candidate. Tell us how he or she developed a vision, managed communications and pulled the team together.

Describe the candidate’s ability to work in a crisis or an emergency. Describe the candidate’s ability to adapt to change. Has the candidate had the opportunity to train others and foster commitment

and productivity? Describe how. Describe how the candidate was able to negotiate with partners and reach an

agreement. Can I read you an extract from the candidate’s RESUME describing the work

he or she did for you and ask you for your comments?

If you have any questions about the reference-check process, please contact your Human Resources Partner.