To check references fairly, ask the candidate for permission, contact only the referees they name, ask the same job-related questions of every referee, write down the answers, and use them to confirm what you learned in the interview. Do not use references to look for private information, and do not let one comment decide the outcome without a check.
Key takeaways
- Check references after you have chosen a preferred candidate, and before you make an unconditional offer.
- Always ask for the candidate’s consent and tell them who you will contact.
- Ask all referees the same questions, based on the must-haves of the role.
- Treat the answers as one piece of evidence. Look for patterns, not a single remark.
- Keep notes secure and share them only with people who decide. Delete them on schedule.
Why references are worth a short call
References do three jobs. They confirm facts, such as the job title and dates. They give you a second view of how the person works. And they help you plan the first months, because a good referee can say what support the person needs. They are not a test of character, and they are not a reason to ask about private life. A short, structured call of 15 minutes is enough.
References have limits. Many referees only confirm dates and title because of company policy or fear of legal risk. Others are friendly and say only good things. Treat the reference as a supporting signal, together with the interview scorecard and any work sample. Our article on the interview scorecard shows how to keep the main evidence in one place.
The rules before you call
| Rule | What it means in practice |
|---|---|
| Get consent | Tell the candidate you will contact referees and ask for names and contact details. Do not contact the current employer without permission, because it can put the candidate’s job at risk |
| Use named referees first | Ask for two or three people who worked with the candidate. A manager is best. Add a colleague or client if the candidate cannot name a manager |
| Time the check | Do it after you have a preferred candidate, so that you ask for fewer people to spend time, and make any offer conditional on satisfactory references if needed |
| Keep it job-related | Ask about the work: tasks, results, reliability and teamwork. Do not ask about health, family, age or other protected traits |
| Apply the same process to all finalists | Same questions, same steps, same notes |
| Handle data lawfully | You are collecting personal data. In the UK and EU, data protection law applies and the candidate may have the right to see what you hold. In the US, rules differ by state and by type of check |
For data protection basics, see the UK Information Commissioner’s Office pages on employment information. For the EU, the GDPR text sets the principles, and your national data protection authority gives local guidance. In the US, if you use an outside company to prepare a background report, the Federal Trade Commission explains your duties under the Fair Credit Reporting Act in its page Background Checks: What Employers Need to Know.
Step-by-step process
Step 1: Ask the candidate
Send a short message after the final interview. Example: “We would like to take up two references before we make an offer. Could you send the name, role and contact details of two people who have managed you or worked closely with you, and tell us the best time to call? We will not contact your current employer without your permission.”
Step 2: Send the referee a short note
Contact the referee by email and offer a call or a short written form. Example: “[Candidate] has applied for a [role] at [business] and gave your name as a referee. May I ask you a few questions about their work with you? It will take about 15 minutes. Please tell me a time that suits you, or reply by email.”
Step 3: Ask the same questions
Open with the facts: dates, title, and the nature of the relationship. Then ask the job-related questions below. Write the answers as the person speaks.
Step 4: Check and record
After the call, write a three-line summary: what was confirmed, what was new and what was unclear. Mark each must-have as supported, not supported or no information. Store the notes with the candidate’s file.
Step 5: Follow up on anything unclear
If a comment worries you, give the candidate a chance to explain, using neutral words: “A referee mentioned that deadlines were sometimes difficult. Can you tell me more about that?” Then decide using all of the evidence.
Question bank
| Topic | Question | Why it helps |
|---|---|---|
| Facts | Can you confirm the dates of employment and the job title? | Checks the CV |
| Relationship | How do you know the candidate, and for how long? | Shows how well the referee knows the work |
| Tasks | What were the main tasks and responsibilities? | Checks fit with your tasks |
| Results | What did the candidate achieve that you remember best? | Checks evidence of results |
| Reliability | How did the candidate manage deadlines and attendance? | Checks dependability. Ask in a neutral way. Do not ask about health or family |
| Teamwork | How did the candidate work with others? | Checks cooperation |
| Learning | How did the candidate respond to feedback? | Checks growth |
| Support | What support helped the candidate do their best work? | Helps you plan onboarding |
| Rehire | Would you work with this person again, and in what kind of role? | Gives an overall signal |
| Open | Is there anything else I should know about the work? | Allows extra context |
Keep a scale for your own use, for example 1 to 4, and define it in words. Do not read hints into short or cautious answers. Many referees give brief replies because of policy. If a referee will only confirm dates and title, accept this and rely on other evidence.
Written or by phone?
| Method | Strengths | Weaknesses |
|---|---|---|
| Phone call | Richer detail, can ask follow-ups, hear tone | Needs scheduling; harder to record exactly |
| Email or online form | Easy for referees; written record | Less detail; referees may write general praise |
| Short video call | Similar to phone | Needs a time slot |
For a small business, a 15-minute call with a short form for the notes is usually best. Offer the referee a written option if they prefer. Always follow their wishes regarding how their words are recorded and shared.
Red flags and green flags
| Signal | How to treat it |
|---|---|
| Facts differ from the CV (dates, title) | Ask the candidate to explain. Mistakes happen. Look for patterns |
| The referee is a friend or relative posing as a manager | Ask for another referee from a work setting |
| The referee refuses to talk | Accept. Rely on other evidence. This is common |
| Several referees mention the same concern | Take it seriously. Discuss it with the candidate |
| All referees describe the same strengths as you saw in the interview | A good sign; confirm the evidence on the scorecard |
| One referee is negative and others are positive | Look for context: different roles, different managers. Do not decide on one voice |
What not to do
- Do not contact a current employer without permission.
- Do not ask referees about protected traits or private life.
- Do not use social media comments in place of a reference.
- Do not share one referee’s words with the candidate in a way that reveals who said them, unless the referee agreed.
- Do not delay the process for weeks. Candidates may accept other offers.
- Do not make a final offer to someone you have not checked, when the role needs trust, for example handling money or working with vulnerable people. Follow the legal checks for such roles.
Some roles need formal checks, such as right-to-work, criminal record or professional licence checks. These are different from references. Use the official guidance: in the UK, GOV.UK: checks employers can make on job applicants; in the US, the FTC page above; in the EU, your national rules. Do them only when the law allows and the role requires. See our first hire plan for the order of steps.
A sample note sheet
| Field | Entry |
|---|---|
| Candidate / role | |
| Referee name, role, relationship | |
| Date and method | |
| Facts confirmed (dates, title) | |
| Must-have 1: evidence | |
| Must-have 2: evidence | |
| Must-have 3: evidence | |
| Concerns raised | |
| Rehire answer | |
| Summary in three lines |
A worked example (fictional)
This example is invented. A small design studio plans to hire a project coordinator. The preferred candidate gives two referees: a former manager and a client. The must-haves are “keeps projects on schedule”, “communicates clearly with clients” and “works well in a small team”.
| Must-have | What the manager said (summary) | What the client said (summary) | Result |
|---|---|---|---|
| Keeps projects on schedule | Delivered eight projects in two years; one slipped by a week because a client changed the brief | Always sent early warning when dates moved | Supported |
| Communicates clearly with clients | Wrote the weekly update that clients liked | Replies were fast and clear | Supported |
| Works well in a small team | Helped train a new colleague | No information | Partly supported |
| Concern | Needed support when handling several urgent tasks at once | No concern | Discuss with candidate |
The studio then asked the candidate a neutral question: “Your former manager mentioned that urgent tasks were hard to handle at once. Can you tell me how you organise your work when everything arrives together?” The candidate described a daily list and a rule for escalating. The studio recorded the answer, noted the need for a clear priority system in onboarding, and made the offer. The reference check helped plan support, rather than only rule the person in or out.
Message templates
Reply to a referee who wants to give a written answer
“Thank you. Please reply to these four questions: What were the main tasks? What results do you remember best? How did the person handle deadlines? Would you work with them again, and in what role? Your answers will be kept only for the hiring decision and shared with the people who decide.”
Message to a candidate when a referee raises a concern
“Thank you for the references. One of them mentioned [neutral description of the point, without naming the person]. I would like to hear your view. Can you tell me more about it?”
Message to a candidate after a satisfactory check
“The references we received support what we heard in your interview. We would like to make you an offer. I will send the details by [date].”
Timeline for a quick check
| Day | Action |
|---|---|
| Day 1 | Final interview ends; send reference request to the candidate |
| Day 2 | Candidate sends names; you contact referees |
| Days 3 to 4 | Calls or written replies; write summaries |
| Day 5 | Decide, call the candidate, send the offer or the outcome |
A five-day timeline respects the candidate’s time. If a referee is slow, tell the candidate and ask for a back-up referee. Do not leave a good candidate without news for a week.
Frequently asked questions
When should I check references?
After you have a preferred candidate and before you make an unconditional offer. Tell the candidate in advance.
Can I call the current employer?
Only with the candidate’s permission. Contacting it without consent can put the person’s job at risk.
How many references do I need?
Two is enough for most small business roles. Add one more only if the first two leave key questions open.
What if a former employer will only confirm dates?
Accept this. Many employers have this policy. Use the interview, work sample and other referees for evidence.
Do I need the candidate’s consent in every country?
Consent or another lawful basis is needed under data protection law in the UK and EU. Even where it is not strictly required, asking is fair and respectful. Check local rules.
Related guides
- Hiring guides for small businesses and founders
- How to make your first hire: a step-by-step plan
- Interview scorecard template with a worked example
- What you can and cannot ask in a job interview
- All hiring guides for employers
- How to make a job offer: a letter template and what to include
- How to avoid hiring friends and family by mistake
- Criminal record checks in hiring: fair practice by country
- How to turn down a candidate kindly and clearly: templates
- How to check references as a hiring manager: questions that work
This is general information, not legal advice.