Reference Check Questions: What to Ask and How to Run the Call

A good reference check asks open questions about what the candidate did, how they worked with others, what they did well and where they could grow, and asks for examples. Do it after you have decided you want the person and before the offer is final, with the candidate's consent, and use the same core questions for each finalist. Listen for specifics and for what is left unsaid. Treat a vague answer as a prompt to ask another question, not as a verdict, and treat a negative comment as something to check against other evidence. The aim is to confirm what you learned in interviews and to test the areas you were unsure about.

References are often rushed. A thirty-minute prepared call can tell you more than a form.

Before the call

1. Get the candidate's consent and the referees' contact details. Ask for at least one recent manager.
2. Tell the referee who you are, the role and how long the call will take.
3. Review your interview notes and write down the areas you want to test.
4. Prepare the questions and a way to record notes.
5. Schedule a time, and offer a short written alternative if the referee prefers.

Be clear about confidentiality: say how you will use the information.

Core questions

Confirm the facts

• What was the candidate's role and title, and how long did they work with you?
• How would you describe their responsibilities?
• Who did they report to, and did they manage anyone?

The work

• What were their main achievements in the role?
• Can you give an example of a project they led or were responsible for?
• How did they handle priorities, deadlines and changes?
• How would you rate the quality of their work?

Working with others

• How did they work with colleagues and stakeholders?
• How did they handle disagreement or feedback?
• What was their communication like?

Strengths and growth

• What are they best at?
• What would help them be even more effective?
• Is there an area where they needed more support?

Overall

• Would you work with them again? Why or why not?
• Is there anything I haven't asked that I should know?
• What kind of environment and manager would help them do their best work?

Questions tied to the role

Add two or three from your scorecard. For a team lead: "How did they coach people on their team? Can you describe a time they handled a difficult conversation?" For an engineer: "How did they approach code review and testing?" For a salesperson: "What were their numbers, and how did they reach them?" See interview scorecard template.

How to run the call

• Start with rapport, then the facts.
• Ask open questions and let the referee talk.
• Ask for examples: "Can you give me an example of that?"
• Listen for hesitation, qualifiers and what is not said. "She was reliable" is different from "She was the one we asked to cover the hardest launches".
• Take notes of the words used.
• Close by thanking them and asking if there is anything else.

Verbal references are more candid than written ones, and a quick call often reveals more than a form.

Interpreting what you hear

Do not treat one lukewarm reference as a verdict. People differ in how they speak, and some managers are cautious. Look at the pattern across several.

What not to ask

Do not ask about protected characteristics, health, family, religion or anything not related to the job. Do not ask for information the candidate would not want shared. Avoid comparing the candidate to others by name. This is general guidance, not legal advice; check local rules on references and data. See phone screen questions for related guidance and GDPR and recruitment data.

Limits on what referees can say

Some employers will only confirm dates and title, due to policy. In that case, ask who else could speak to the work, such as a colleague or client, with the candidate's permission. Do not push a referee to share more than their policy allows.

Fairness and consistency

Ask all finalists the same core questions, take notes in the same format and decide on job-related information only. Keep records of what you were told and how you used it, and keep them for no longer than needed. See candidate data retention.

Alongside other checks

References are one source. For credentials and employment history, verify directly where it matters. See resume fraud and verification. For the stage in the overall flow, see hiring process steps.