When checking job references, it’s hard to go wrong with the following approach:

• If the candidate’s former employer refers you straight to an HR person who had no direct contact with the worker, don’t give up. Even getting answers to basic verification questions can help reveal resume lies and exaggerations.

• Take glowing reports from the candidate’s named references with a grain of salt, but use them to get a fuller picture of the person’s day-to-day responsibilities. End the call by requesting contact info for others who worked with the applicant. Those secondary references can provide unvarnished assessments that prove key to your hiring decision.

• Start by verifying employment dates and other objective facts from the resume. Move on to more subjective questions, such as, “What were this person’s strong points as an employee? Ask references to rate the employee’s performance on a 1 -10 scale or give a simple thumb up or down. Would the employer hire the person again? If not, why not? If a reference hesitates or refuses to answer one of these more evaluative questions, follow up with other references to determine if it’s a cause for serious concern.

• When references are willing to talk at length, drill down into the following areas: attendance and punctuality; communication skills; interpersonal skills; leadership skills; ability to work independently; creativity; initiative; overall work ethic; pay and benefits; and reason for leaving.

• Close with an open-ended query, such as, “Is there anything you might add that would help me make a hiring decision?”

Adapted from “Solving the Reference-checking Puzzle,” by George Lenard, on the Monster Hiring Center Web site

Back to Top

It’s hiring time and you have the dreaded task of checking references. Why dreaded? Because you know many bosses are reluctant to give the straight scoop on former employees. To gain insight into your prospective hire, pay attention to how references answer — or don’t answer — the following questions:

• Personality. Was this person well-liked by coworkers? Comfortable interacting with customers? Eager to help colleagues? Calm in crises? Responsive to criticism? Would you describe this person as a team player?

• Dependability. Did you have to follow up on this employee’s assignments? Could you count on this employee to follow instructions? Did this employee show up for work when expected? Respect safety rules?

• Potential. Did this employee demonstrate leadership qualities? Mentor other workers? Demonstrate sound organizational and time-management skills? Adapt well to change? Apply logic and fairness in decision-making? Pursue learning opportunities?

Adapted from “15 Performance Evaluation Tips & Interview Questions,” on the Small Business Transitions Web site

Back to Top

One of your direct reports is relocating with his spouse. A colleague is looking to make her big career move. How should you play it when someone at the office asks you for a personal reference?

“If you can’t give a very good reference, you should say, “I don’t think I can do it. I don’t know your work well enough, or I don’t know you well enough,’” suggests Jayne Geneva, director of career planning at Cleveland State University’s Cleveland-Marshall College of Law.

But if you’re game to assist — and besides being a nice thing to do, this favor could help you gain future candidate referrals from the person or even pave the way for their future return to the office — consider taking the following steps:

• Interview the reference requestor about what the potential job entails, their special strengths in relation to it, and what traits they want you to emphasize with the screener. Take a look at the job posting and then agree on the best approach.

• Stay on point and don’t embellish the candidate’s qualifications. “Only speak to the qualities of the person that pertain to the job they’re looking for, and don’t say anything that is not true,” Geneva recommends. “If you can’t commit 100 percent about something, say what you can. Address the things you can say positively.”

• When asked for weaknesses, consider offering a brief, specific, documented example that illustrates how the candidate learned and grew by meeting a challenge. Stay away from generalized negative statements that could torpedo the job offer — and set you up for a defamation or discrimination lawsuit.

Adapted from “Asked to Be a Job Reference? Examine the Candidate Closely,” by Janet H. Cho, in the Cleveland Plain Dealer

Back to Top

Professional Search Services

• Large national candidate pool
• Internet recruiting at www.mhaservicecorp.com
• Background checking service
• Low contingency fee

When you need a healthcare management recruiter, call Steve O’Connor at the Michigan Health and Hospital Association in Lansing, MI at (517) 663-5755. He’s the search consultant who produces this monthly newsletter and has hundreds of management candidates currently registered with his service. Most are open to relocation. You are also invited to browse his web site for more information on Professional Search Services at www.mhaservicecorp.com.

Available positions may include:

CEO/CFO/COO/VP • Facilities Management • Finance • Food Service • Fund Development • Health Information Management • Home Health Care • Human Resources • Information Systems • Managed Care • Management Engineering • Marketing/Public Relations • Materials Management • Nursing Administration • Physician Practice Administrators • Planning• Rehabilitation Management • Social Work • Training and Development • Utilization Review

For more information contact:

Stephen O’Connor, SPHR, Senior Director
MHA Service Corporation
Professional Search Service

Corporate Office:
6215 West St. Joseph Hwy.
Lansing, MI 48917
(517) 663-5755
E-mail Address: soconnor@mha.org

Back to Top