How do you deal with unresponsive or reluctant references?

I always prefer to acquire 1-2 strong backchannel references from former co-workers (carefully, and confidentially) - ideally a former boss/peer. By the time we get to an offer I've already asked for official references - 1 to 2 managers, a peer and a direct report.

When dealing with unresponsive or reluctant references, it is important that these references know you are trying to make a job change and that their reference is very important to you. You can always send a gentle reminder, let them know how important this is for your career, be respectful but persistent.

When dealing with unresponsive or reluctant references, maintain respectful persistence by highlighting the importance of their input for your career change. Choose references aligned with the role for relevant insights. Clearly communicate expectations and the value of their contribution. Prepare open-ended questions for detailed responses during the reference check. Conduct conversations professionally, actively listening and documenting key points. Analyze feedback for patterns to evaluate the candidate thoroughly. Seek advice from references on maximising the candidate's success. These steps ensure an effective approach in handling unresponsive or hesitant references.

Typically, references provided by candidates are responsive and willing to engage. If a reference is unresponsive or reluctant, it may indicate a weak relationship between the candidate and the reference, suggesting that the reference may not be reliable or valuable. In such cases, it is advisable to consider alternative references.

I agree. 360 references including peers, leaders, direct and indirect reports as well as vendors and customers whenever possible provides the best indicators of success or a bad hire.

Reference check is a must and an investment on your future hire It is better to check with their supervisors and block a full 30 minutes to know the candidate's strengths and shortcomings It is an investment you make to get the right hire

The best way to deal with reluctant references is to work in collaboration with your candidate. They should let the reference know who will call them and that it is urgent. This will help mitigate the time challenge. It also helps with the reluctance to give minimal insight. While I know many organizations and recruiters do backchannel references, they should only be done right before an offer would be presented. If done too soon, it could jeopardize their position. Our job is to get them hired, not fired!

Dealing with unresponsive or reluctant references can be challenging, but there are a few strategies you can use to try to get the information you need: 1. Send a gentle reminder 2. Provide context 3. Offer alternatives (letter of recommendation) 4. Be persistent (but respectful) Ultimately, the key to dealing with unresponsive or reluctant references is to be persistent, yet respectful, and to keep in mind that there may be a variety of reasons why someone is hesitant to provide a reference.

I spent 20+ years in international executive recruitment. I ensured 3 referees for whom the candidate had worked directly, over min.7 years. I took verbal references starting with the earliest role. I picked up on any weakness- had it been eliminated in the next role? Clients loved to read notes on the story of the candidate's development. Occasionally, confidentiality meant we could not talk to the boss so e.g. for a top finance role, I obtained a banker, auditor etc. to discuss their dealings with the candidate. Confidentiality and probity were key factors. I could always find ways to obtain realistic references. I always talked clients our of taking references. This 'boring' aspect of recruitment is where the recruiter can add value!

All reference introductions should be arranged by the candidate. During the interview process, you determine which references can validate or clarify key information. Then tell the candidate that you want them to contact those references, permit them to speak freely, and introduce the reference checker. That should remove most barriers for reluctant references.

If the reference was provided by the candidate, they are most likely looking to help their former colleague get the job. It is critical to establish a good rapport early in the call to ensure your questions are met with the most candid feedback possible. For these conversations, I make it clear from the start that we are looking to set this candidate up for success, I and ask about areas where we should be ready to support. This is probably the most effective question I ask, because it is where I learn candid feedback on any potential areas for improvement. Also address any specific concerns or questions directly; gotcha questions are never a good tactic here.

During BGC make sure GCA questions and case study type questions asked Mundane questions on just employment etc is a waste Prepare fitment and skill based too Ensure BGC is done by a senior peer not just HR

To prepare for a reference check, first review the candidate's resume and the job description to align questions with required skills and qualities. Develop questions that explore the candidate's work ethic, strengths, and areas for improvement. Ask about specific examples of performance, teamwork, and problem-solving. Ensure questions are open-ended to gather detailed insights. Tailor inquiries to the role's key competencies and the candidate's previous experiences to ensure you get relevant and actionable feedback.

Generic questions get generic answers. This is where it pays to put in a bit of extra effort. Tailor your reference check questions specifically to the open role and the key skills it requires. I've found it helpful to frame my inquiries around success factors. For example, instead of simply asking, "Does John work well with others?" I might ask, "Can you describe a time when John successfully navigated a complex project requiring collaboration across multiple teams?" Tip: Prepare your questions as behavioral scenarios. This compels the reference to share specific instances of the candidate's actions, giving you much more valuable insights.

Do not make BGC a routine mundane offer Do not do it by email Block time and have structured question and document the answers Define what you are looking for and seek right answers

Contact references by email to schedule a convenient time for the reference interview. Confirm the preferred communication method for the reference and agree on a date and time that works best for them.

This is a great topic. Re questions - often, the most helpful intel will come from the question I always ask at the end, 'What advice would you give xx (potential new hiring employer) to get the best out of xx (candidate) and help set them up for success?' References are an amazing opportunity to learn how to engage most effectively with the potential new hire - not only to decide whether to hire them or not.

Conduct the reference interview with the utmost professionalism, taking detailed notes and maintaining strict confidentiality throughout. Follow up as necessary if any points require further clarification. Document all information provided in a comprehensive and well-informed manner to ensure a sound hiring decision.

As you asking set questions make it look like conversation not interrogation Ensure you conduct it professionally and ask for event references, real life situations and keep it a dialogue

Dealing with unresponsive or reluctant references can be a challenging situation, but there are several strategies you can employ to handle it effectively. Here are some steps you can take: 1. Send a polite reminder: 2. Be specific and provide context 3. Follow up with alternate communication channels 4. Express appreciation and offer assistance 5. Seek alternatives if necessary 6. Be prepared with backup references Remember that people have their own priorities and commitments, and their lack of response may not necessarily reflect on you personally. Stay professional, persistent, and open to alternative solutions, and you will increase your chances of obtaining the references you need.

To analyze and compare feedback from different reference interviews, you must first organize the feedback into key categories like skills, work ethic, and interpersonal abilities. Identify common themes and discrepancies among references. Each reference's input must be evaluated for credibility and relevance. Quantify the feedback and compare it against the job requirements. Clearly identify the candidate's strengths and areas for improvement to gain a comprehensive understanding of their suitability for the role.

Tabulate the feedbacks and group by categories and ensure consistency and relevancy Once the fitment is above 60 to 80% you have a great hire It is important to record the feedback since you are dealing with a career of an individual

This is a great topic and only very few firms do this correctly For leadership hires a professional BGC is a must and due diligence is needed Add similar topics to enhance learning and contribution

You're not looking for uniformly glowing testimonials (that would actually be suspicious!). Instead, focus on how the feedback from different references aligns or contrasts. In my experience, the most compelling insights come from the synthesis of multiple perspectives. Are there consistently highlighted strengths? Recurring themes that raise concerns? This holistic analysis is where the true value of references lies. Tip: Before making your final hiring decision, take a step back and ask yourself: Does the picture painted by the references feel congruous with who the candidate has presented themselves as throughout the whole interview process?