JBM Consulting
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"If an employer doesn't conduct reference checks and an employee harms the organization or co-worker (s), the organization could face a claim for negligent hiring" (shrm.2.11)
  
It can be very frustrating these days obtaining objective, valuable references.  Attorneys are advising employers and HR professionals to give only general information about employment dates, titles, etc but we really need to obtain more information.  So how do we do this?
  
Many find that emails although efficient, often lose a "tone" that is important to hear when asking about a person.  Often it is what is "unsaid" that is most valuable.  The issue remains that detail about the person just isn't readily available.  We have to consider multiple methods.
  
Outsourcing can be a good option so that there can be multiple approaches to obtaining different types of information to see patterns.  For example, degrees should be verified, dates, titles, length of service to the previous employers, salary information, determine job duties, criminal histories etc.  Watch for inconsitencies and inaccuracies.
  
According to an article in SHRM regarding "Pre Employment screening", another idea is having candidates submit the prepared reference forms to past employers requesting that they complete it for them. Some online surveys are anonymous and they are finding that multiple responses from various references offer a "view" from references that provides a pretty good picture of the candidates.  This type of online survey would need features for security, ensuring the same person isn't completing multiple surveys, as one thing to consider.  I would also have legal counsel review the survey and approach to ensure there are no issues.
  
  

 Consider the importance of obtaining references

 

According to SHRM, Feb 2011, HR magazine here are reasons they highlighted:

  • Reduce legal liability for negligent hiring
  • Determine credentials such as education, position or skills are accurately represented by the candidate
  • Asses past performance and predict future performance
  • Reduce or prevent theft and embezzlement/other criminal activity
  • Ensure safe work environment
  • Comply with applicable state law requring background checks for particular positions such as day care teachers or licensed medical practioners
  • Asses the overall trusthworthiness of the job candidate
  • Determine salary history accuracy represented by candidate

 (source for specific bullets from shrm: Background Checking Reference background checks, SHRM poll January 2010)

 

So....what should you do?

  • Develop a policy outlining your procedures for checking references and follow it!
  • Restrict authorization to handling reference checks to only those that are qualified to do so
  • Request candidate provide list of references, ensuring you obtain at least one that is a past supervisor in the field that you are hiring
  • Be sure to obtain written consent to contact former employers...this is often on an application form
  • Try to contact at least two of the references by way of phone call, email or online survey
  • Document attempts to contact references and note responses

(source: SHRM February 2011 article)

 

I found this article in the February magazine of HR Magazine published by SHRM a very good reminder of this important step in recruitment.  We need to spend the time necessary to hire the most appropriate fit.  There is always a concern about who we are hiring.  It is also concerning when we feel we can't obtain complete references.  I typically recommend outsourcing this function. There are good businesses around here that know effective ways of obtaining information.

 

  As we see more and more the issues we have in the workplace with our employees, we know how important this is.  Hiring the "wrong" person can be costly, hurt productivity and our reputation,  create potential legal liability and can be downright dangerous!
 Should you desire options for outsourcing this function, contact me for some ideas!

 

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 Committed to keeping you up to date!  Wishing you the best always, Jeannine 


Jeannine Brown Miller, MA, SPHR Principal Consultant
JBM Consulting