Stephen O'Connor, SPHR, is senior director of Professional Search Services for the MHA Service Corporation, Lansing, and can be e-mailed at soconnor@mha.org

Staff Matters Newsletter November/December 2000
Reference Checking:
What Goes around Comes Around
By Steve O'Connor

There are a few truly awkward moments in life and just getting through them without saying something you’ll later regret is a major feat.

Like the time you insisted on picking up that big dinner check for your in-laws, only to discover that you left your wallet in your other suit and this place won’t honor your K-Mart debit card. Or the time you were making that big presentation at a conference and realized that you’ve got your son’s 10th grade biology homework and he’s sitting in fifth hour with your pie chart overheads. But having to give an employment reference for a lousy former employee has got to rate as one of the worst. However, armed with enough ambiguity and double-entendres you can make even Barney Fife sound competent.

The Web site laughnet.net has some ingenious suggestions for the reluctant reference giver. For the chronically absent employee you could say, "A man like him is hard to find." The employee with no ambition could be described with, "You would indeed be fortunate to get this person to work for you." While these responses can keep you out of trouble, they are not honest (there’s that pesky integrity thing again), and you certainly would hate being on the receiving end of such dodge-and-weave behavior.

In an article published in Recruiting Trends magazine (August 1998), Lewis Silverman has outlined seven tips on reference checking. Silverman is a partner at Jackson, Lewis, Schnitzler and Krupman, a White Plains, NY, law firm specializing in employment law.

  1. Use a reference release form. This form releases and discharges the former employer from all claims resulting from disclosed information.
  2. Expect reluctance when asking for information beyond what is included in the reference form. One way to win the reference giver’s confidence is to demonstrate discretion and thoroughness in checking references.
  3. Carefully phrase questions that elicit a response. "Ms. X has applied for a job at our firm and I’d appreciate it if you clarify a few items not covered in our release form," or "If this person reapplied for a job at your firm right now, would you hire him or her?"
  4. Ask to meet your counterpart in person if they are reluctant to provide information over the phone. A half-hour chat will not only allay the other pro’s fears, but also open doors for further contact. This tactic is strongly recommended for important hires.
  5. Converse in person with prior employers, particularly for jobs in certain industries. These industries include safety-sensitive fields such as health care, teaching, building services, etc. Taking the extra step is worth the effort.
  6. Be attentive to the way your questions are answered. Listen for hesitancy in responses.
  7. Does the reference protest too much or damn by faint praise?

Remember, reference checking is just one step in the process. Certain positions require an investigative background check to see if the candidate has any criminal convictions.