The Right Way to Reference Check a Candidate

Reference checks are one of the most consistently misused steps in the hiring process. They're often treated as a formality — a box to check before extending an offer — rather than a genuine source of information. The result is conversations that confirm what you already know and miss the things you actually need to understand.

Done well, reference checks are one of the most valuable tools available to a hiring team. They give you access to people who have seen the candidate work over an extended period, under pressure, in real situations — which is information no interview can fully replicate.

The most useful references are direct managers — people who observed the candidate's work closely and had responsibility for their performance. Peer references are helpful but tend to be more positive and less nuanced. Skip-level references, when you can reach them, often provide a different and valuable perspective.

Candidates typically provide references who will speak positively about them, which is expected and fine. If you can reach people who aren't on the candidate's provided list — former colleagues you find through LinkedIn, for example — those conversations often yield more candid information. Do this with discretion, and only after the candidate has consented to reference checks.

Avoid questions that invite vague praise: 'Would you recommend this person?' or 'What are their greatest strengths?' These produce nice-sounding responses that don't differentiate strong candidates from mediocre ones.

Ask specific, behavioral questions instead. 'Can you describe a specific situation where [candidate name] handled a difficult stakeholder?' 'What kinds of work did they struggle with?' 'How did they respond when they received critical feedback?' 'Would you hire them again, and for what kind of role specifically?' These questions create conditions for real information.

The most revealing question is often the last one: 'Is there anything I should know about working with this person that we haven't covered?' Asked after rapport has been established, this invites the reference to share something they might not have volunteered otherwise.

Pay attention to what references don't say as much as what they do. Enthusiasm that's notably absent for someone who is supposedly a strong candidate is a signal. Hesitations, qualifications, and changes of subject are worth noticing.

References who give consistently specific, enthusiastic answers with concrete examples are telling you something real. References who speak in generalities, hedge frequently, or seem to be working to avoid saying anything critical are also telling you something real. The skill is in listening for both.