Language selection

Government of Canada / Gouvernement du Canada

Search

Reference Checks: a window into the past

A window into the past

Reference checks is one of the most useful sources of information about a candidate's past performance or accomplishments. Although the reference check may sometimes be the only source of information on a given qualification, it is most often used to corroborate, clarify, or add to information that has already been gathered. This guide provides practical information which will help you to get the most out of the reference check.

Reference checks are used for two purposes. The first is the evaluation of the reliability/security qualification. The second is the evaluation of other abilities, skills, personal suitability, or other qualifications. Sometimes the same reference check will be used for both purposes. The evaluation of the reliability/security qualification is done according to Treasury Board policy. This guide will focus on using the reference checks to assess abilities, skills, personal suitability and other qualifications.

The issue of consent

Before we discuss the reference check itself, let's deal with the issue of candidate consent.

If the reference check is to be used to assess the reliability/security qualification, then Treasury Board policy requires candidate consent to check references in all circumstances. When the reference check is used to assess a qualification other than reliability/security, consent is not required when the referee is from within a federal institution. Consent is required to contact referees from outside the Public Service.

Given that the reference check will often seek information relevant to both the reliability/security and other qualifications, candidate consent will normally be required. Even in cases where consent may not be required, it is suggested that consent be obtained as a matter of courtesy to the candidate.

Checking references: 3 Basic Steps.

You want the information obtained from references to be as useful as possible. This means that the information must be relevant to the qualification(s) being assessed and present a balanced appreciation of the candidate’s qualification(s). Checking references involves three steps:

Step #1

Plan and prepare.

Step #2

Gather the information.

Step #3

Use the information gathered.

Step #1:

Plan and prepare

An effective reference check requires planning and preparation. You must consider the kind of information that you want, how you're going to go about getting that information and who you are going to contact.

The kind of information you are going after are facts, descriptions, relevant incidents and behavioural examples rather than opinions.

It is your responsibility, not the referee's, to evaluate the information relevant to qualifications. One problem that may occur when you depend on referees' opinions is that the referee may have a different definition for the qualification than your own, or may have different criteria on which to evaluate performance than your own. What may be undesirable in the eyes of the referree may be just what you've been looking for.

One approach that is sometimes used is to read to the referee a definition of the qualification and a few short descriptions that go with some of the points on the rating scale. Then ask the referee to rate the candidate according to that scale. Although this approach helps in communicating what you have in mind to the referee, it is still not clear what kinds of behaviours the referee has in mind in deciding on the rating. Asking for such a rating, however, may be a useful first step. Follow-up the rating by exploring with the referee the specific behaviours, incidents and examples that justify the rating that was given. Do not use the referee's rating as your own.

Develop questions that will elicit those incidents, behaviours and examples that are relevant to the qualification.

You will want to know about the specific actions that the referee considers relevant to the qualification, about the particulars of the situations, task, or context, that the candidate was faced with and about the impact of the candidate's actions.

A variety of specific questions are more effective than vague, unfocused questions. One approach is to develop a question pattern. A pattern consists of a basic question and some possible follow-up questions. An example of a basic question would be: "Can you give me some examples of how he/she demonstrated, or failed to demonstrate, initiative?" As follow-up questions, you could have: "What exactly did he/she do in that situation?", "Were there situations where this was not true?"

For certain candidates, a review of the information already collected may suggest questions about specific incidents.

Choose as referees people who have had a good opportunity to observe the candidate.

Given that you want facts and examples, you will contact people who are familiar with the candidate's work. It is good practice to contact at least two to three people including, in order of importance, the most recent immediate supervisor, former employers who worked closely with the candidate, co-workers, subordinates and clients.

Also check references that were not given by the candidate. This is one way of avoiding talking only to "friendly" references. In addition, be open to contacting persons that were suggested by your original referees or persons who can help in resolving discrepancies between other referees' accounts.

Do your reference checks in person or by phone.

Although it is possible to check references in writing, this is not recommended for a number of reasons. Written reference checks do not permit one to catch the hesitations, the inconsistencies, or the off-the-cuff remarks that can be most telling. It is also not possible to ask follow-up questions on the basis of answers to previous questions.

Develop a written checklist

You are strongly encouraged to develop a written checklist. The purpose of this checklist is to remind yourself of the information that you are seeking. It can also provide a place to write down responses during the reference check.

You should include on this checklist: (a) a brief definition of the qualification(s) being assessed and (b) the questions that you have developed for each qualification. An example of a reference checklist is given at the end of this guide.

Step #2:

Gather the information.

If you have written down the questions that you intend to ask, you're already well prepared to conduct the reference check. The suggestions below will help you carry out your plan.

  1. Be thoroughly familiar with the candidate's file: Just before you contact the referee, review the information that has already been gathered on the candidate, such as notes from interviews, previous reference checks, or the candidate's résumé.
  2. Before you start gathering information, take the time to tell the person you've contacted why you've done so and explain what you're looking for in terms of the duties and responsibilities of the position for which the candidate is being considered.
  3. Follow your plan: Having a written plan allows you to follow up on relevant but unexpected pieces of information without getting lost. Use your plan as a guide, checking-off questions or topics as you go.
  4. Don't let opinions substitute for facts and examples.: Remember your aim is to collect facts, observations, and examples. Take note of opinions but go on to pursue the specific observations, facts and incidents on which the opinions are based.
  5. Write down as much as you can.: Good notes are very useful when the time comes to evaluate the information. You can also make notes as to what you may want to explore in a follow-up question. In this way you won't need to interrupt the referee's train of thought needlessly.
  6. Don't evaluate information while gathering it.: Don't get distracted from your primary goal - to collect relevant information. There'll be plenty of time to evaluate the information after the phone call or meeting is over.
  7. Be alert to:

    • unusual hesitations,
    • ambiguous or evasive responses,
    • overly negative or vindictive responses,
    • overly enthusiastic responses.
    If you get the impression that a referee is not being completely frank with you, take note of these impressions. You may wish to return to these points at a later time, or you may wish to checks some things out with another referee.
  8. Take the time you need. Don't be rushed. If the referee is pressed for time, suggest continuing the conversation at a time more convenient to the referee.
  9. Thank the referee for taking the time and trouble to talk to you and answer all your questions. Leave your name and number so the referee can call you back to add further information, if desired.

Keep open the possibility of contacting a referee a second time if required. This may be appropriate when information from a subsequent check with another referee reveals some inconsistencies, or important aspects that were missed.

Step #3:

Use the information gathered.

Don't take all reference check information at face value.

Don't give undue weight to isolated incidents, but look for the pattern of the evidence. On the other hand, consider the possibility that the candidate's performance may depend on the situation.

Sometimes personal conflicts can colour information revealed through reference checks. If you become aware of the presence of personal conflicts, weigh such information carefully. Evaluate the likelihood of such conflicts occuring again?

You must evaluate the quality of the information that you have gathered, especially if you got the impression that a referee was not being entirely frank, or if some information did not seem to fit with the rest. There are many reasons why some referees may be less than forthright: some may want to get rid of an unproductive employee, others are simply reluctant to give negative information. It's your responsibility to put different sources of information in the proper perspective and to make a final determination for your own needs.

Consider the information gathered from reference checks along with information derived from other methods in order to make an overall judgement about a given qualification.

As already noted, reference checks are often used to corroborate, clarify, or add to information that has been gathered by other methods. In such cases, it is desirable to give an overall rating on the basis of all assessment information relevant to a given qualification, rather than to give separate ratings for each method. For example, all the information gathered with respect to a candidate's interpersonal relations, as demonstrated in a simulation, in an interview, as well as through the various reference checks, would be integrated into a single overall evaluation of a candidate's interpersonal relations. This is a situation where the combined judgement of multiple assessors would likely lead to a more accurate assessment of the specific qualification.

If the reference check is the only method to be used in evaluating a given qualification, make sure that the information gathered is sufficient for all candidates.

It is important to determine whether the information provided by the reference check is sufficient on its own for each of the candidates. If not, you'll need to get additional information from another referee, or from another assessment method.

When it is the sole basis for the evaluation of a qualification, the information derived from a reference check should be evaluated according to a preestablished scheme, such as a rating scale. The same rating scale must then be used for all candidates.

Appendix A Reference CheckList

Facts to check out:

Notes:

Qualification #1: Interpersonal relations

Definition:

Remember to ask about:

Reminder:

Notes on attached page:

Qualification #2: Next qualification

and so on...

Page details

Date modified: