How to Conduct Reference ChecksQuestions, process, and a scoring framework that actually helps you decide
Most reference checks fail before the call starts. Either the wrong questions get asked, the wrong people get called, or the call is treated as a formality rather than a genuine investigation. Here is how to run them in a way that produces real signal.
Reference checks have a reputation problem. Hiring teams often treat them as a legal checkbox: call two former managers, confirm employment dates, file the paperwork. That approach misses the point. A well-run reference check is the only time in your hiring process when you get to hear from someone who has actually worked closely with this person, seen how they handle stress, conflict, and ambiguity, and formed a real opinion about their strengths and limits.
According to SHRM research, roughly 80% of employers conduct reference checks, yet fewer than a third say they consistently change a hiring decision based on what they learn. That gap points to a process problem, not a relevance problem. The data is there. Teams just are not asking the right questions or listening carefully enough.
This guide covers the full process: who to call, how to structure the conversation, what questions to ask, how to score what you hear, and what red flags look like in practice. If you want to pair this with stronger upstream screening, the guide on how to screen resumes effectively and the structured interview framework cover the stages before you get here.
A note on timing: run reference checks after your final interview and before the offer goes out. Running them after the offer is essentially theater. You have already decided, and any negative information now forces you into an awkward position. Do it before the offer while you still have options.
Reference Check Process
Get Consent
Candidate signs release form
Select References
2-3 former managers first
Schedule Calls
20-30 min per reference
Conduct Interview
Structured questions + notes
Score & Compare
Rate against your rubric
Decide
Inform or adjust offer
Who to Contact
Not all references are equal
The most useful reference is a former direct manager who supervised the candidate's work for at least six months. That person saw the candidate's output, managed their development, and had visibility into how they performed under pressure. Peers and colleagues can fill in gaps around collaboration and culture fit, but they rarely have the same depth of observation.
Aim for two to three references, prioritizing this hierarchy:
Former direct manager
Saw performance, handled reviews, knows strengths and gaps
Skip-level manager
Broader organizational perspective, less emotional attachment
Cross-functional partner
Collaboration signal from someone with no reporting relationship
Direct report (for senior roles)
Critical for manager candidates. How someone leads tells you a lot.
One common mistake is accepting only references the candidate volunteers. Those references are almost certainly going to be positive. Ask the candidate for five to six names, then select two to three yourself. If they can only give you people who were not their direct managers, ask why directly. There is often a legitimate explanation. Sometimes there is not.
Always get written consent from the candidate before contacting anyone. This is not just good practice. In some jurisdictions, it is legally required. A simple consent form that names the references and describes what you will ask protects both parties.
Reference Check Question Bank
Performance
What were their biggest wins in the role?
Where did they struggle most?
How did they handle pressure or tight deadlines?
How would you rate their output relative to peers?
Collaboration
How did they work with cross-functional partners?
Can you describe a conflict they navigated?
How did they handle feedback or criticism?
Were they someone others wanted to work with?
Growth
How did they grow during their time with you?
What kind of coaching did they need?
Where do you see their ceiling?
Would you rehire them if you could?
Role Fit
What environment brings out their best work?
What management style works for them?
Is there anything about this role that might be a mismatch?
What would you tell their next manager?
Running the Call
How to structure a 25-minute reference call
The structure matters. An unstructured reference call tends to produce friendly conversation with little usable information. A rigid script misses context and nuance. The right approach is a loose framework with room to follow threads.
Context setting
0-3 minIntroduce yourself, explain the role you're filling, and confirm how the reference knows the candidate. Clarify the capacity they worked together (direct manager, peer, etc.) and the time period. You want this established before any substantive questions.
Role and performance
3-10 minAsk about the candidate's specific responsibilities, their biggest contributions, and where they fell short of expectations. The goal is concrete examples, not general impressions. If the reference says 'they were great with clients,' follow up: 'Can you give me a specific example of a difficult client situation they handled well?'
Working style and collaboration
10-18 minThis is where you learn how someone actually operates day-to-day. Ask about how they handled feedback, how they worked with people they disagreed with, and what kind of manager brings out their best. These questions surface things the structured interview rarely does.
Growth and rehire signal
18-23 minClose with the rehire question: 'Would you hire this person again if you had an appropriate role?' Then follow up with: 'What role would you hire them for?' The second question forces specificity. If they would only rehire them for a different type of role than the one you're filling, that is important information.
Open floor
23-25 minAsk: 'Is there anything you think I should know about working with this person that I have not asked about?' Then stop talking and wait. Some of the most valuable information comes out here. References often have something they wanted to say but needed the explicit opening to say it.
Take notes during the call, but keep them paraphrased, not verbatim transcripts. You want to capture themes and patterns, not build a legal record that could create liability. After the call, write a brief summary while it is fresh. Google's re:Work project has published useful guidance on structured reference collection if you want to go deeper on the note-taking methodology.
Reference Check Red Flags
Reference speaks only in vague generalities
A manager who genuinely respected someone can give specific examples. Vague praise often masks unexpressed concerns.
Hesitation before answering 'Would you rehire?'
This is the single most revealing question. A pause, a redirect, or a qualified 'it depends' tells you more than a direct answer.
Reference volunteers limitations unprompted
If someone goes out of their way to mention a weakness, take it seriously. They did not have to say it.
Candidate listed references who barely knew them
A colleague they worked alongside for two months is not the same as a direct manager who reviewed their work for two years.
Inconsistencies with what the candidate told you
If the candidate described a project as theirs and the reference describes someone else leading it, that is worth probing.
Reference ends the call unusually quickly
Most managers are happy to talk about people they valued. Rushed calls can mean the reference has something they do not want to say.
Scoring
How to turn reference feedback into a decision
The problem with unstructured reference checks is that they produce impressionistic data that is hard to act on. One call goes well, one call goes fine, and you end up with a general feeling rather than a structured signal. A scoring rubric solves this.
After each call, rate the candidate on five dimensions using a 1-5 scale. Do this immediately after the call, before you second-guess yourself or discuss with colleagues. The scoring framework below captures the dimensions that matter most.
Reference Scoring Dimensions
Rate each 1-5 per reference. Average across references.
Technical / Role Competency
Work Output & Reliability
Collaboration & Communication
Growth Mindset & Coachability
Culture & Values Alignment
Threshold rule: Weighted average below 3.5 = pause the offer and discuss with hiring manager. Any single dimension rated 1 by two or more references = mandatory debrief.
Legal Guardrails
What you cannot ask, and why it matters
Reference checks are subject to the same anti-discrimination laws as job interviews. The EEOC guidelines prohibit questions about protected characteristics, including age, race, religion, national origin, sex, disability, and pregnancy status. Any question you cannot ask a candidate directly, you cannot ask their references either.
Beyond federal law, some states impose additional limits. California, for example, has strict rules around what past employers can disclose about salary history. Massachusetts has similar restrictions. If you are hiring across state lines, it is worth getting legal guidance on what your reference check process can and cannot include.
There is also the question of what references can say about former employees. Many companies have adopted a "name, rank, and dates" policy, instructing managers to confirm only employment dates, title, and eligibility for rehire. This is a defensive posture against defamation claims. When a reference declines to say more, do not assume it means something negative. Ask whether there is a company policy in place, and try to reach other references who have more flexibility.
One practical safeguard: train everyone who conducts reference checks in your organization. Untrained interviewers sometimes ask off-script questions that create liability. The guide on interview training for hiring managers covers the compliance basics that apply here too.
The Template
A reference check template you can use today
Below is a condensed version of the questions covered in this guide, organized as a call script. Adjust the specifics for the role you are filling.
Opening
Thanks for taking the time. I am [name] at [company]. We are considering [candidate] for a [role title] role and I am hoping to learn more about their work.
Can you confirm how long you worked together and in what capacity?
Role and Performance
What were [candidate's] primary responsibilities in their role?
What were their strongest contributions? Can you give me a specific example?
Where did they fall short of expectations? What would you have wanted to see more of?
How did their output compare to others at the same level?
Working Style
How did they handle constructive feedback or criticism?
Can you describe a conflict or disagreement they had to navigate?
What kind of management style brings out their best work?
How did they do in high-pressure or ambiguous situations?
Closing
Would you hire this person again if you had an appropriate role?
What role would you see them thriving in long-term?
Is there anything you think I should know that I have not asked about?
This script pairs well with a structured interview scorecard for the earlier stages of your process. Scoring reference calls the same way you score interviews creates a consistent hiring decision record across the full process.
After the Call
What to do when the reference raises concerns
Negative reference feedback does not automatically mean you pass on a candidate. It means you have more information to work with. The right response depends on what you heard and whether it is corroborated.
A single critical comment from one reference, against two positive ones, probably reflects a difficult working relationship rather than a character flaw. Three references independently raising the same concern is a different story. Look for patterns, not outliers.
When you hear something significant, bring it back to the candidate directly before making a decision. Say: "One of your references mentioned challenges around X. I want to give you a chance to share your perspective." Their response is revealing. A candidate who gets defensive, denies everything, or blames the reference entirely handles conflict the same way in the workplace.
Whatever you decide, document it. Capture what you heard, how you scored it, what you discussed with the candidate, and what informed your final call. This documentation protects you and creates a useful record for future quality of hire analysis. If a hire does not work out six months later, reviewing the reference notes often reveals signals that were present but underweighted.
Frequently Asked Questions
When in the hiring process should you conduct reference checks?
After the final interview and before making an offer. Some teams run them in parallel with offer drafting to save time. Running them too early wastes everyone's time if the candidate does not advance. Running them after the offer is signed is nearly useless.
How many references should you check for each candidate?
Two to three is the standard. One is too thin to spot patterns. More than four rarely adds signal and burns goodwill with the candidate. Prioritize former direct managers over peers or subordinates. If the candidate cannot produce a manager reference, ask why.
What questions are illegal to ask during a reference check?
The same questions that are illegal in interviews: age, race, religion, national origin, disability status, pregnancy, marital status, or anything protected under federal and state employment law. Stay focused on job-related performance, skills, and work behavior. When in doubt, consult your legal team before the call.
What should you do if a reference only confirms employment dates?
That is a signal worth noting. Some employers have strict policies limiting what managers can say. Ask the reference directly: 'Is there a company policy preventing you from sharing more detail?' If yes, try to reach a different reference. If every reference stonewalls you, that pattern itself is worth discussing with the candidate.
Can you check references without the candidate knowing?
No. Checking references without the candidate's knowledge or consent creates legal exposure and damages trust. Always get written consent before contacting anyone. Most candidates expect references to be checked. The ones who resist that step are telling you something.
How do you handle a negative reference?
First, verify it is not a personality conflict. One critical reference out of three is different from three critical references. Ask the candidate about it directly: 'One reference mentioned challenges around X. Can you walk me through your perspective?' How they respond tells you as much as the reference did.
Resources & Further Reading
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