By Victoria Betancourt

      In these days of record-low unemployment rates and the fear of being sued, it seems increasingly difficult to find quality employees. Most companies are reluctant to give any information about past employee’s work performances. Checking references has become a near impossible task. What does a conscientious employer do to get the information they need to make smart hiring decisions?

Reference checking has now become an art form. Wrestling information from reluctant supervisors requires some finesse. You must know the right kinds of questions to ask, in the right order, with the right tone of voice. And, of course, make sure you are talking to the right person. Here are some guidelines to help.       Start with the applicant. During the interview, make sure you get their direct supervisor’s name, title, and direct phone number, for each of their past employers. Then, ask the applicant, “So, what do you think Joe will say about your work when I talk to him?” The answer is always interesting and gives you a point of comparison for your conversation with Joe. If there was a problem, the applicant will often spill the beans right then and there.

      Never ask for the human resources department. People working in personnel tend to have a litigious paranoia about slander and liability, and most times will tell you nothing of real value for your reference check. Instead, ask for the person your applicant named as the supervisor. This person worked closely with the applicant and may have more insight into the applicant’s performance. You may want to have the applicant notify their former supervisor that you will be calling; they may feel as though they can share more intimate details with you once given permission. It is also imperative, these days, to get a written consent form signed by your applicant, as you may be asked to supply this consent before a company will release information.

      Never use the words “reference check”. Joe has already been told by his personnel department not to give references. This is a friendly conversation. Let Joe know that “Gary said I should call you” to ask about his work with you. You must also establish rapport and trust by first sharing who you are, what your company does, and what type of skills you are looking for in the right candidate.

      Often, the supervisor will say “It’s our policy not to give references; you’ll have to call the human resources department.” “Yes,” you say, “I’ve already spoken to the Human Resources department, but they couldn’t tell me about the types of machinery Gary used at your company. I’m looking specifically for a specialist in lathes. Can you take a moment to tell me about the types of equipment you have at your company?” This usually opens the door for conversation. After you verify “safe” information first, you’re then able to move into the area of skills evaluation. “Was Gary more proficient for you on mills or lathes?” “Did he do his own set-ups?” One question I love to ask, for all levels of employees, including executive placements is “If you could give advice to Gary’s next boss as to how to manage him to get the best possible performance from him, what would that be?” An answer like “just point him in the right direction and let him have at it,” tells you something very different from, “Be very clear about your goals and expectations, and follow up with him on a regular basis.” (While this may be a good management practice, we all know not everyone needs to be “managed” to the same degree.) It is equally important to listen to tone of voice and what is NOT said. When appropriate, ask probing questions such as “How so?” “Why is that?” “How do you mean that?” or anything else that will prompt them to elaborate.

      Often supervisors are afraid of divulging information they fear may be illegal. (And just as commonly, the person doing the reference check is afraid to ask questions for the same reason. You can actually ASK whatever you like.) It is important to explain that sharing information which is verifiable, documentable fact is always legally “safe”. For example, you want to say “Gary missed an average of three days per week” as opposed to “Gary seemed to have an attendance problem. I think he was on drugs.” What most employers don’t know, and what I love to share, is that if the employee committed an egregious or malicious act (such as being convicted of embezzling from their employer) and they don’t divulge it to you when you call for a reference, and you hire that person, you can SUE THEM for NOT DIVULGING this information to you!

      Sometimes it is important to reiterate the confidentiality of the information they share with you. After asking “safe” information first, such as the tools, equipment and skills they used on the job, you can ask whether “Gary was better on mills or lathes?” Or “What was he best at?” “How did he rate on a scale of 1-10 compared to others doing the same job?” Perhaps a “safer” way to ask that is, “How do you rate his ability on lathes on a scale of 1-10?” The last question you ask is, “If Gary needed to improve in one area, what would that be?” Everyone has something they could do better, and at this point, it will be almost impossible for the supervisor not to divulge the applicant’s most important weakness.

      Finally, if you sense you can get away with it, ask a few more questions regarding the applicant’s weakness. Then, in closing, don’t forget to thank your new friend for his time and thoughtful consideration. “You were a great help to me, Joe, and I really appreciate the time you took to speak with me today.”      

      An interview alone is never provides enough information to make a sound hiring decision. A thorough reference check can give you a much clearer vision of your applicant’s abilities to do the job at hand.