Reference check

A reference check is a conversation with someone who has worked with a candidate, usually a former manager, to confirm what the candidate has told you about their role and work. It happens with the candidate's knowledge, using referees they have agreed you can contact.

Also called: reference call, employment reference, reference check questions

Reference check questions that produce usable answers

Write the questions from the job’s requirements before the first call, and ask every finalist’s referees the same core set, as you would in a structured interview. A reference then adds evidence to the same criteria rather than a general impression.

Confirming the record

  • “What was their job title, and when did you work together?”
  • “What were they responsible for, and who did they report to?”
  • “What did they own outright, and what did they contribute to as part of a team?”

Evidence for the role you are hiring for

  • “The role involves running supplier negotiations. Can you describe a time you saw them do something similar?”
  • “What was the most demanding piece of work you saw them deliver? What made it demanding?”
  • “How did they handle a deadline that was slipping?”

Working with others

  • “How did they handle disagreement with colleagues or with you?”
  • “What kind of manager or team brought out their best work?”

Development

  • “Where did they need the most support when they started?”
  • “What would you want their next manager to know to help them settle in quickly?”

Ask for examples, not ratings. “Excellent” or “8 out of 10” tells you how generous the referee is; a described situation tells you what the candidate did. Note answers close to the referee’s own words and keep them apart from your interpretation.

Questions to leave out

  • Health and sickness absence before an offer. In England, Scotland and Wales, section 60 of the Equality Act 2010 bars asking about a candidate’s health before offering work, with narrow exceptions.
  • Protected characteristics. Acas notes that a reference should not include absences related to disability or to parental rights such as maternity leave, and that a recruiting employer must not use that information to disadvantage the candidate (Acas). Don’t invite the referee to mention them.
  • Anything you don’t need. The ICO’s guidance is that you should only ask the referee for the information you require under your recruitment policies, and obtain the minimum you need (ICO).

Expect some short answers. In the UK an employer does not have to give a reference in most cases, and some give only a basic one, such as job title and dates of employment (Acas). The level of detail is up to the referee unless their employer has a policy on it (Acas), so a short reference is not in itself a warning sign.

Tell candidates early how you check references: the ICO says you must explain your verification process as early in recruitment as possible, and where possible verify only successful candidates, justifying any earlier check. Ask the candidate who you may contact, and never approach their current employer without permission (Acas). In practice that puts reference calls after the final interview, often alongside a conditional offer.

This guidance reflects UK law and regulators. US employers should check federal, state and local rules separately.

Sources and references

Frequently asked questions

Can you contact a candidate's current employer for a reference?
Only with the candidate's permission. Acas advises that a recruiting employer should have the candidate's permission before approaching their current employer, and that it is best to ask for references at the final stage, when making a job offer, because an early request can reveal the job search.
Can you ask a referee about a candidate's health or sickness absence?
Not before you offer the job, in England, Scotland and Wales. Section 60 of the Equality Act 2010 bars asking about a candidate's health before offering work, conditionally or unconditionally, with narrow exceptions such as checking whether the person can carry out a function intrinsic to the role.

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