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Even after a series of thorough interviews, a hiring manager’s assessment of a candidate remains incomplete. They’ve only heard one side of the story: an interviewer's work experience as told through their own words. For this reason, formal reference checks often serve as a crucial component of a comprehensive recruitment process. These conversations can offer unique perspectives on how potential employees perform on the job, ideally from someone who has closely collaborated with them.
Despite this purpose, formal references rarely deliver deep insights and are frequently treated as routine, formulaic exchanges. Many recruiters or hiring managers work through a pre-scripted series of questions, rarely adapting their script to the conversation at hand or utilizing the full time allocated. As a result, reference discussions often yield positive platitudes or surface-level feedback, seldom uncovering insights significant enough to impact hiring decisions.
Given this trend, some in the startup ecosystem opt to skip formal reference checks altogether. They argue that these calls are time-consuming and add little value. Instead, some rely exclusively on backchannel or informal references, where they source individuals who have worked with the candidate in the past. In other cases, hiring teams forego referencing entirely, placing full trust in their own evaluation and intuition.
Neglecting formal reference checks is a missed opportunity. When conducted thoughtfully, formal references can offer critical insights about a candidate, enhance a company’s network, and even reinforce its brand. Here are some strategies for making the most out of formal references.
Many companies use templated reference questions for functional roles and follow them strictly. While templates are helpful, they often lack the specificity needed to uncover a candidate’s unique qualities. Instead, approach reference conversations with the same care as interviews, adapting questions to the nuances of the candidate and the position.
Think of standard templates as starting points, refining and expanding questions based on the interview process. Before the call, reflect on key information you’ve already gathered: Are there particular accomplishments you’d like the reference to validate? Did any inconsistencies arise across interviews? Given a hiring manager’s understanding of the team’s needs and culture, handling references directly—rather than delegating them to recruiters—ensures firsthand insights relevant to the team. In addition to informing the hiring decision, reference calls can even kickstart the onboarding process by highlighting where a new hire may need additional support.
Also, consider the reference’s unique perspective. For example, a former direct report may not have insights into the candidate’s strategic decisions but can speak to their leadership and people development. Ideally, run at least three references for functional leaders: a direct supervisor, a direct report, and a peer from a different functional area with whom the candidate has collaborated on high-stakes projects. Gathering varied perspectives offers a more complete understanding of the candidate’s impact across different levels of an organization.
Launching directly into questions can make reference calls feel transactional, even off-putting. Instead, treat each reference as a collaborative discussion. Begin by establishing rapport — exchange introductions, share the vision for the company and the role, and explain any relevant organizational challenges. This context provides the reference point with a clearer perspective on how their feedback could impact the team, and it encourages them to offer targeted insights.
Validating accomplishments is essential, but focusing solely on technical skills and achievements may overshadow other critical aspects, such as how a candidate shows up as a coworker. By the time a candidate has completed technical evaluations, a hiring manager should have a solid grasp of their abilities. Assuming a rigorous interview evaluation, use references to dive deeper into how the candidate might integrate with the team on a daily basis. This includes exploring their workplace demeanor, leadership style, and intrinsic motivations.
For example, instead of asking whether they “know XYZ skill,” ask how they typically handle deadline pressures and whether they tend to follow through on long-term projects. These types of questions provide richer details into how a candidate might interact, contribute, and lead within the team. This approach also sheds light on a candidate’s self-awareness. Usually, I don’t get much value out of asking a candidate, “What are your strengths and weaknesses?” However, comparing an individual’s response to that question with the answers their references give can be illuminating.
Formal references are often seen as uninformative because of the assumption that references offered by the candidate will only speak positively of them. However, I’ve found that these conversations can yield valuable insights—both praise and constructive criticism—when you listen attentively and follow up thoughtfully. Instead of moving to the next question after a brief answer, probe for specifics or ask for examples that illustrate particular traits. If a reference offers short responses, gently ask for more detail or context. If the reference isn’t able to provide specifics, consider asking them to connect you with another colleague who might.
And pay attention to tone and enthusiasm as well as content. Often, I can hypothesize the direction the reference will follow within the first five minutes based on the energy of the person’s voice.
While formal references add value, they work best when paired with informal or backchannel references. Backchannels are particularly useful early in the process, helping to reveal critical insights or validate positive impressions. They’re often effective for identifying red flags or areas that might warrant additional exploration.
Yet, hiring managers sometimes over-rely on backchannels without considering the limitations of informal input. It’s essential to understand the context of these relationships. If the backchannel contact had minimal exposure to the candidate or a negative perception, this feedback could reflect personal bias more than an accurate assessment of the candidate’s abilities or fit. Additionally, informal checks can compromise confidentiality, so it’s essential to proceed with caution when deciding to pursue them.
I conclude every reference call with two questions: “Would you work with or hire this person again?” and “Is there anything else I should know about this person?” Often, the speed and enthusiasm in a reference’s response to the first question reveal as much as their rationale. The second question serves as a catch-all, allowing the reference to share insights on the candidate’s priorities, values, or unique qualities that might not have surfaced in earlier questions.
Reference conversations can lead to connections beyond the immediate hiring decision. By building rapport and expressing genuine gratitude, hiring managers may create lasting relationships with valuable industry contacts, potential advisors, or future candidates. Closing the loop after hiring is another way to reinforce these relationships, whether by thanking the reference or sharing feedback on the decision. These small gestures foster goodwill, keeping the door open for future collaboration.
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