You're not there yet!
It's heartbreaking to see a football player take a hand-off and race down the field, only to fumble at the goal line. It's just as frustrating to develop a perfect behavior laden/skill position description and interview strategy, and then conduct a winning interview, only to drop the ball at the end - in the reference checking and background verification/investigation.
Reference Checking PreparationToo many companies conduct perfunctory reference checking, thinking that there's not much to learn from speaking to people you think will have nothing but good things to say. In fact, you can learn a lot. Reference checking is a test of creativity, ingenuity and judgment. References generally will have nice things to say, but if you extend behavior-based interviewing concepts to reference checking, it can be very revealing. Make sure you have permission to contact a candidate's references by having all the appropriate signatures and that you adhere to federal and state requirements and the Fair Credit Reporting Act. Ask for references that include supervisors, peers and subordinates, says HCA Senior Business Advisor Jane Meyer. "Try to get recent references, as those of 10 years ago are not going to be of much use," she says. "And the last people you want to call are in the HR department. They often don't know the candidate well and they may not be very forthcoming." Meyer cautions to "be sure that the references are not laden with peers. It is essential to obtain supervisors." One little trick that can be used is to not specify the references you want, and see if the person gives someone from each significant employer. If he ignores a recent |
"Be sure the references are not laden with peers. It is essential to obtain supervisors."
Jane Meyer
HCA Sr. Business Advisor
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job, then ask him for one from them - it could be indicative of a problematic performance. Some companies will not provide references. In that case, ask the candidate for a reference from someone who was, but no longer is, with that company.
Conducting the Reference CheckJust as you did with the candidate interview, set up a behavior-based interview strategy for the references, remembering that past performance is the best predictor of future behavior. You'll need to be careful not to telegraph what you're looking for.
At the beginning of the reference interview, it is important to give the reference a brief description of the position and requirements. It's a good idea to engage in conversation that will help you benchmark how sophisticated the person is. Pay attention to her style and approach. If she is measured, it could signal a good reference, according to HCA CEO Ted Bruccoleri. "I tend to trust people who will not be gushing about the candidate, and I know from lots of experience that if they are circumspect, they want to give an accurate portrayal of the candidate," he says. "The harder I have to work in the discussion, the better the information I receive."
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"And remember that reference information is not only validation," says HCA Senior Business Advisor Julie Brown, "but it provides valuable feedback for creating an effective onboarding program for the hire."
Try to probe any lingering issues you may have with the candidate. Ask open-ended questions. For example:
- What are the best performance traits of [the candidate]? Give me an example of ....
- What will we get when we hire [the candidate]? This should provide a visceral but insightful view of the essence of the hire - the principal strengths.
- What one or two things can we provide post-hire to support her success?
- How should I manage him?
- Which part of the position (which you should have explained) will be the easiest and which part will be the most challenging?
Listen to not only the words but the delivery and tone of voice of the reference. If after enthusing about the candidate, a particular question makes him pause and measure his words, maybe that's a red flag, or at least a cautionary one |
"And remember that reference information is not only validation. It provides valuable feedback for creating an effective onboarding program for the hire."
Julie Brown
HCA Sr. Business Advisor
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Meyer also advises that if a name of someone comes up during the reference checking that the candidate didn't offer as a reference - but who you think might be helpful - ask the candidate if you can contact the person. Don't do so on your own.
Background Checking
You should consider a range of areas that constitute a typical background check, including credit (if credit worthiness is job related), educational degrees and certifications, driving and criminal (felonies only). This process, which is usually outsourced, can also verify employment history. "If there is anything questionable in this work, it is essential to double check it to ensure it's good information," says Brown.
Finally, check social media. Some firms check only LinkedIn while others check sites such as Facebook or perform a general Google search. Be very careful what type of information you are retaining, sharing with others or acting upon. For example, if Facebook reveals political beliefs you disagree with, you can't disqualify the candidate on that basis. If there are any questions or concerns from this review, we recommend you check with your employment attorney. Wrap Up
From planning the search to checking references, the last several HCA Advisor newsletters have given you plenty to think about getting the hire right. And hopefully after your next hire, you can yell TOUCHDOWN! click here to see previous newsletters in the HCA Archives
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Ted Bruccoleri
HCA Co-founder and Chief Executive Officer
( click here to see Ted's bio in a previous HCA Advisor issue)
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Julie Brown
HCA Senior Business Advisor
( click here to see Julie's bio in a previous HCA Advisor issue)
HCA Senior Business
Advisor
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Interviewing Right
An acclaimed interviewing workshop developed and offered by HCA, the program is presented at your work site and tailored to fit your needs in either a 2- or 4-hour session. The workshop will greatly improve the interviewing skills of your key managers and result in better hires - more productivity and less turnover.
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