Reference Checking
Reference Checking
Reference checking is an objective evaluation of an
applicant's past job performance based on information collected from key
individuals (e.g., supervisors, peers, subordinates) who have known and worked
with the applicant. Reference checking is primarily used to:
- Verify the accuracy of information
given by job applicants through other selection processes (e.g., résumés,
occupational questionnaires, interviews)
- Predict the success of job applicants
by comparing their experience to the competencies required by the job
- Uncover background information on
applicants that may not have been identified by other selection procedures
Job applicants may attempt to
enhance their chances of obtaining a job offer by distorting their training and
work history information. While résumés summarize what applicants claim to
have accomplished, reference checking is meant to assess how well those claims
are backed up by others. Verifying critical employment information can
significantly cut down on selection errors. Information provided by former
peers, direct reports, and supervisors can also be used to forecast how
applicants will perform in the job being filled. Reference data used in this
way is based on the behavioral consistency
principle that past performance is a good predictor of future performance.
As a practical matter, reference checking is usually conducted near the end
of the selection process after the field of applicants has been narrowed to
only a few competitors. Most reference checks are conducted by phone.
Compared to written requests, phone interviews allow the checker to collect
reference data immediately and to probe for more detailed information when
clarification is needed. Phone interviews also require less time and effort on
the part of the contact person and allow for more candid responses about
applicants.
Reference checking has been shown to be a useful predictor of job
performance (as measured by supervisory ratings), training success, promotion
potential, and employee turnover. As with employment interviews, adding
structure to the reference checking process can greatly enhance its validity and usefulness as an employee selection
procedure. Strategies for structuring reference checking include basing
questions on a job analysis, asking
applicants the same set of questions, and providing interviewers with
standardized data collection and rating procedures.
Conducting reference checks can reduce the risk of lawsuits for negligent
hiring — the failure to exercise reasonable care when selecting new employees.
Providing accurate information when called as a reference for a former employee
is equally important, but many employers refuse to give negative information
about former employees, fearing a lawsuit for defamation. This is generally
not deemed a serious problem for Federal reference providers and reference
checkers because of legal protections provided under the Federal Tort Claims
Act.
Considerations:
- Validity — Reference checks
are useful for predicting applicant job performance, better than years of
education or job experience, but not as effective as cognitive ability tests; Reference checks can
add incremental validity when used with other
selection procedures, such as cognitive ability and self-report measures
of personality; Adding structure (as is
done with employment interviews) can enhance their effectiveness
- Face
Validity/Applicant Reactions — Some applicants may view reference
checks as invasive
- Administration Method — Reference
checks are typically collected by phone using a structured interview
format; Written requests for work histories typically result in low
response rates and less useful information
- Subgroup Differences —
Generally little or no score differences are found between men and women
or applicants of different races; Employers should be especially careful
to avoid asking questions not directly related to the job
- Development Costs — Costs are
generally low and depend on the complexity of the job, the number of
questions needed, competencies measured, and development and
administration of checker/interviewer training
- Administration Costs —
Generally inexpensive, structured telephone reference checks take about 20
minutes to conduct per contact, a minimum of three contacts is recommended
- Utility/ROI — Used properly,
reference checks can reduce selection errors and enhance the quality of
new hires at a minimal cost to the agency
- Common Uses — Best used in the
final stages of a multiple-hurdle selection process when deciding among a
handful of finalists
References:
(See Section VI for a summary of each article)
Aamodt, M. G.
(2006). Validity of recommendations and references. Assessment Council News,
February, 4-6.
Taylor, P. J.,
Pajo, K., Cheung, G. W., & Stringfield, P. (2004). Dimensionality and
validity of a structured telephone reference check procedure. Personnel
Psychology, 57, 745-772.
U.S. Merit Systems Protection Board.
(2005). Reference checking in federal hiring: Making the call. Washington, DC: Author. Note: Report available at:
http://www.mspb.gov/netsearch/viewdocs.aspx? docnumber=224106&version=224325&application=ACROBAT