When it comes to reference checking, I’ve noticed many managers seem to default to what I’ve dubbed “The Crystal Ball Approach” to getting information. This method essentially asks references to predict the future by answering questions like:
- “How well do you think Joe would fit with this position in our company?”
- “With the right training, do you think Joe could do ________________ (usually a specific part of the job)?”
- “Do you think Joe would enjoy being a part of a team like ours?”
These are all pretty much some version of the ultimate question they want answered:
“Do you think if I hire Joe he’ll be successful in this job?”
So what’s wrong with “The Crystal Ball Approach”? It yields bad information almost every time.
Why? First of all, it’s unfair to references. Even though they may know your candidate really well, in most cases they don’t know you or your company. They don’t know what kind of training you’re going to provide, they don’t understand your culture and team dynamics and, most importantly, they don’t know whether you’re a great manager or a terrible one. All of these issues will have a huge impact on whether or not any candidate you hire is successful.
Second, very few references are willing to go on record as giving a “thumbs down” when asked these types of questions. Most realize a negative response may cost the candidate the opportunity, so they usually give vague, noncommittal answers to avoid going on record with more specific comments.
