The Checkup

Once you have put a job candidate through a first or second interview and you have a strong indication that he or she could be a good choice for the job, it is time to begin checking references. It is important to understand that referencing is not asking for an endorsement of the candidate. Rather, you are seeking clarification and confirmation on what you have learned from the resume and interviews, and you are filling in any blanks. While it may seem like a lot of work, especially if you are doing reference checks for several candidates for one job, it will help distinguish the candidates and reduce question marks about the candidate you ultimately choose.

I begin the reference check by calling the candidate to report that I am interested in pursuing the work relationship and to ask for references, ideally in a 360-degree fashion (one or two bosses, a few peers, a few people who reported to the candidate). I also ask each reference for suggestions for whom else I should talk to. I always do referencing on the phone so that I can ask any follow-up questions immediately. Also, someone is likely to be more candid over the phone than via E-mail.

I have a list of standard questions I ask on every reference call. These include questions on key achievements, personal interactions (What is it like to work with the candidate? Is the candidate a team-player?), and special skills (scientific, strategic thinking, presentation). I also ask open-ended questions such as: How would you describe this person to someone? If I talk to a former boss, I want to know why the candidate was hired, and whether there are any regrets.

About achievements, I ask an open-ended question: What achievements come to mind? If the key achievement the candidate told me about ("I discovered xyz-331, the best pain killer") is not mentioned, I specifically ask about this. I also ask what role the candidate played in the project, and compare that with what the candidate told me. I check with references to determine if my observation of the candidate during the interview was of normal behavior (it rarely is). If a candidate was verbose or shy or nervous, I ask about this. I also ask why the candidate left the position, and what kind of career path the reference sees for this person.

When a reference answers my questions with responses that seem to indicate an issue without directly saying so, I ask clarifying questions such as: Do I understand this correctly ...? Since people are seldom willing to share negatives, I try to frame a question in a way that would allow them to share their feelings comfortably: What advice would you give the candidate for success in the new position?

The key to referencing is to get a picture from all the pieces people give you. It's like a mosaic: If it all fits together and forms a picture, you know you have learned more. Sometimes, things may fit together too well, however. On more than one occasion I have noticed that all the references gave me nearly identical answers; this indicated that the answers were orchestrated and scripted, and therefore quite useless. With another reference, I got two very different pictures: the hero who saved the biotech company versus the bad boss who killed research. In digging deeper, I found that the candidate had come into a deeply divided organization, and that the two camps from day one were bound to see him differently. The key, therefore, is to understand the different views.

Once you receive positive references on your candidates and have reviewed them to decide who is your first choice for the position, it is time for one more phone call: to make an offer to the candidate. You should also check university degrees, and you may want to perform other checks (criminal records, credit report) after you have extended an offer conditional on positive outcome of these formal checks.

Ruedi Sandmeier is managing director of the healthcare/life sciences executive search firm BioQuest in San Francisco.