¿Cómo aborda las referencias para los candidatos ejecutivos?

For my most senior roles i have always attempted to take my references face to face . Its a great opportunity to connect with another senior leader and watching the body language of the referee and really probing areas relating to keep strategic objectives is so much easier face to face. I have also loved the ice breaker question "when i mention candidate x name what words immediately spring to mind".

Why references matter: In many cases, employment certificates do not help to evaluate the quality of the candidate's work. The reason for it is that companies will usually not complicate an individual's job search. In some countries, e.g. Germany, employees have a legal right to get a good certificate. Hence, references are the only way to understand how a person behaved or performed on prior jobs. Why references do NOT matter: In most cases, candidates select the referees. Logically, they will not select a person who had a negative experience or a bad relationship with them. This way, "job buddies" will give a distorted, too positive description of a candidate. At least, there will always be this kind of doubt.

Are references important? Yes! References offer insights on real-life experiences with/about the candidate. The Approach? When checking references for executive candidates, it is important to be discreet for confidentiality reasons. Having a mix of references, such as former supervisors or peers, gives a broader view of a candidate’s performance. Comments on leadership style and problem solving abilities can provide valuable insights. It is good practice to write detailed notes that cover positive and constructive information, which is useful to decision makers when evaluating executive candidates.

Referenzen sind unverzichtbar, um die Glaubwürdigkeit und Kompetenz von Führungskandidaten zu beurteilen. Sie geben Einblick in die Arbeitsweise und den Führungsstil des Kandidaten aus der Perspektive von Menschen, die direkt mit ihnen gearbeitet haben.

Firstly, obtaining consent from the candidate to contact their references is essential. Once approved, reaching out to references should be conducted professionally, clearly stating the purpose of the inquiry and the specific information being sought. It's important to ask open-ended questions that delve into the candidate's performance, leadership style, strengths, areas for development, and overall suitability for the role. Building rapport with the reference and ensuring confidentiality fosters candid and insightful feedback. Additionally, verifying the authenticity of the reference and cross-referencing information provided adds credibility to the reference check process.

We ensure to request references from a diverse range of sources, including former supervisors, peers, and direct reports, to gain a comprehensive understanding of the candidate's performance and capabilities. We prioritize confidentiality and professionalism throughout the reference-checking process, respecting both the candidate's privacy and the reference's time. Additionally, we craft thoughtful and targeted questions tailored to the specific requirements of the role and the candidate's professional background, allowing us to gather valuable insights into their strengths, weaknesses, and overall fit for the position. Finally, we carefully analyze the feedback obtained from references.

In the world of AI, we must preserve the integrity of the search industry by making sure candidates and clients are represented properly to each other. Employers must live up to their employer value proposition while candidates must represent themselves with accurate information about their accomplishments and experience. The reference check is one of the tools to help recruiters and search consultants verify and validate what the candidate is presenting to the client company and the market. We should take the time to do them and do them well.

When it comes to gathering references for executive candidates, it's essential to understand why they matter. References provide valuable insights beyond resumes and interviews, helping to identify red flags and confirm strengths. To request references effectively, choose an appropriate time in the hiring process and obtain candidate consent. Prioritize quality over quantity, selecting references who can offer specific feedback on the candidate's suitability for the role. Prepare open-ended questions tailored to key competencies and conduct interviews respectfully, either by phone or video call. Finally, evaluate feedback carefully, considering reliability, validity, and relevance to inform your hiring decision.

References are essential in an executive search process. They provide independent validation of a candidate's qualifications, experience, and character. They provide valuable insights into how a candidate has performed in previous roles, their interpersonal skills, and their ability to deliver results. References are essential for mitigating the risk of hiring. They offer perspectives from individuals who have worked closely with the candidate, providing a more complete picture beyond what resumes and interviews can reveal. This due diligence is essential to ensure the right fit for the organization's culture and objectives.

References are crucial in executive search because they validate a candidate's claims and assess their true potential, offering an unbiased perspective on performance, character, and work ethic. They help us verify the accuracy of resume and interview information, validate skills and expertise, and provide deeper insights into a candidate's performance, leadership style, and cultural fit. For us, references help mitigate risk by identifying red flags and predicting future behavior based on past performance. For our clients, they build confidence in hiring decisions. Through thorough reference checks, we significantly increase the chances of finding the right candidate for critical roles and minimize the risk of costly turnover.

Do references matter? My clients and I often debate this. There’s always one who says “references don’t matter – people just use their best cheerleaders as references!” True. But reference still have value. I look for these factors in references: Quality of relationship. Is the reference a person who hired or supervised the candidate? Those are the best and most important references. Gaps. If a candidate does not offer past supervisors as references, why not? That’s a red flag to ask the candidate about. Timeliness. Do the references respond immediately and eagerly? Effusiveness. We can tell the difference between a check-the-boxes, professional courtesy reference and a reference from someone who really loves the candidate.

Before reading Tõnis Arro’s thoughts here, my first impressions were the same. I never ask a candidate for a reference from his/her current employer. It seems unethical. If I have 3 final candidates and only one of them gets the job 🎯, the other two will most likely have ruined their lives in their current job because: they were most likely headhunted and were not seeking job themselves; and now have to continue working there, leaving a disloyal and an unreliable impression for the current employer. 🚀

In the first interview, lay the groundwork and let the candidate know, that if the interviewing process advances, you will need them to arrange reference calls with bosses, peers, subordinates, and customers of the interviewer's choosing. This accomplishes two things. By setting the expectation in the beginning, you can use phrases during the interview such as “When I speak with your boss, how will they describe your contribution to the company?” That in turn, acts as a sort of truth serum. It also means that the candidate will likely withdraw if their references are bad and/or will conflict with what they as a candidate tell you, the interviewer.

Es ist entscheidend, direkt und spezifisch nach Referenzen zu fragen, die relevante Einblicke in die Führungsqualitäten des Kandidaten geben können. Achten Sie darauf, die Anfrage respektvoll und professionell zu gestalten.

I don't understand how can someone do reference checks with the current employer. This might be an exceptional case sometimes, but as a rule, the candidate wants to keep the process secret from their current employer. Yes, you should have at least three referees to whom the candidate has been reporting. You can always ask the candidate's permission to talk to other people; they are usually eager to grant you this permission. These references from people not directly recommended by the candidate might often be more valuable source of information.

You should request references once you've narrowed your candidate pool and before you make your final hiring decision. Gathering insights about potential hires at this pivotal stage of the selection process ensures informed decision-making.

In the first interview, lay the groundwork and let the candidate know, that if the interviewing process advances, you will need them to arrange reference calls with selected bosses, peers, subordinates, and customers. This accomplishes two things. By setting the expectation in the beginning, you can use phrases during the interview such as “When I speak with your boss, how will they describe your contribution to the company?” That in turn, acts as a sort of truth serum.

Candidates will almost always provide referees who they are relatively assured will give great references. It's highly unlikely that a candidate will voluntarily suggest that a recruiter or hiring manager speak to a former boss or colleague where they are concerned that the feedback might be poor in any way. However, these are the ones that can be most valuable in gaining an all-round perspective on the candidate. But how??? When I interview candidates, I ask about their former manager at each of the prior roles - and then I ask how the candidate would feel about me reaching out for a reference. Wait for the response on this - it's very telling!

References should reflect a pyramid of responsibility and interaction. You would want to see at least one peer, one subordinate, and one manager in the mix. For C-suite, the shift should be even more dependent upon their peers and subordinates, particularly if you're looking at cultural fit with (and management of) pre-existing teams or specific need(s) the person is being hired to accomplish. Ensure references are able to comment on specifically role-specific required accomplishments/actions and provide actual observations of candidate's management style. Avoid references who have external ties to a candidate (i.e., if you see they belong to the same clubs or social organizations) as those could be more subjective in nature.

A reference check process must be ethical and relevant at the same time. To ensure ethical approach: never check references related to current employment and always ask a candidate for consent. To ensure relevance: ask the candidate to give you specific role from specific company – if I want a superior, I want a superior, not a peer. If I want previous company, I want previous, not some 10 years ago. So, ask for a specific and evaluate reaction at the same time. It is not the same if the candidate says “Yes, of course, this is the person, this is the number, I will announce you” or “Huh… the person does not work anymore, it will be hard to reach…”

Suchen Sie nach Referenzen, die aus verschiedenen Phasen der Karriere des Kandidaten stammen und verschiedene Aspekte seiner Fähigkeiten beleuchten können. Diversität in den Referenzen kann ein vollständigeres Bild ergeben.

A single well-chosen reference who can speak to a candidate's character, skills, and professional achievements provides deeper insights than multiple references with limited knowledge — it's as simple as that. It is essential to include relevant references, such as former supervisors or colleagues from similar roles or industries, to gain valuable insights that directly relate to the candidate's potential for success in the new role. These references validate qualifications and cultural fit, providing crucial information that informs confident hiring decisions. It is crucial to prioritize the right references in order to ensure a thorough assessment of a candidate's suitability and to minimize risks in the executive search process.

Certainly in Executive Search references should be taken directly by the hiring manager. The reference should be verbal with ex-line managers, board member or an investor. People who worked both at the peer level or were direct reports of the candidates would be good to speak with as well. Whoever is the final hiring authority needs to get a 360 degree view of the person they are hiring and most importantly this task should never be delegated to HR or an external executive search firm if the risk of a bad hire is to be truly minimised.

I totally agree. I would also ask what do they think the manager or supervisor's response would be? Interms of their work performance and relationship with their team!

For leadership positions, it is key to have a well rounded view of the candidate. My approach is always to speak with an ex boss, peer and either a customer or direct report to give a holistic view of the candidate. When delivering this to the client, it often answer questions which have arisen from previous interviews but also will provoke more questions from the next stages. My view on referencing is that these should be delivered ahead of any final stage interviews.

Right, the questions should be specific; asking for additional information and details is important. The person you are talking to can give you information, not decide whether the candidate is good for the role you are considering them. Another good question is: would you employ this person again?

Entwickeln Sie Fragen, die darauf abzielen, konkrete Beispiele für Verhaltensweisen und Ergebnisse zu erhalten. Vermeiden Sie allgemeine oder geschlossene Fragen, die nur Ja- oder Nein-Antworten produzieren.

When preparing questions for a reference check in executive search, focus on the candidate's leadership abilities, decision-making skills, and overall performance. These are the key areas that will determine whether or not the candidate is suitable for the role. Ask about their strategic vision, problem-solving prowess, and how they handle challenges. Find out about their communication style, team dynamics, and ability to drive results. Assess their integrity, reliability, and impact on organizational culture. Lastly, verify the accuracy of their achievements and qualifications. These insights guarantee a comprehensive understanding of the candidate's suitability for the executive role.

Questions for the referees should be tailored around each specific hiring assignment. If the candidate needs specific skills in an area, this should always be discussed. I think it is also key that from previous interview feedback, understand the clients reservations about the candidate and ask each reference contact for questions around these points too.

The most important aspect of preparing questions is ensuring they achieve the end goal: Will these questions produce meaningful answers demonstrating the candidate's abilities, personality, cultural fit, temperament, leadership style, ethics, track record, knowledge, and ability to grow with the company? There are many ways to ask the same question, and you must be mindful of the time allotted with the candidate's references. If you can cover these areas in your questions, you will have a quality reference for your client.

When working on a retained basis I will agree the referencing criteria as part of the initial briefing on the assignment. As the process moves to closing stages this is then revisited in relation to the individual being considered as invariably there are areas to explore that come up through the process.

Avoid rankings or questions that will tend to get a non-response or meaningless answer. For example: what is this person's primary weakness? I've never gotten a real answer from a reference that doesn't want to say anything bad and jeopardize the job offer. Instead I ask What kind of training and development could their employer offer to help them keep growing? What is their ideal kind of manager? What's the best way to communicate with them? What can their new manager do in the first 90 days to ensure they ramp up successfully? I can usually extract "weak spots" from these kinds of questions. And it genuinely helps a new manager onboard them.

If references are a 'box-ticking' exercise, they are an absolute waste of time. Don't bother, unless you're going to put the time and relevant resources to elicit measured, reliable feedback. It's a mistake to relegate reference taking to your most junior talent person or recruiter - I've found that the level of seniority of the reference-taker significantly impacts the quality of the information shared by the referee. A CEO or executive referee is much more likely to share with candor if the reference-taker is similarly experienced with some gravitas and maturity.

Führen Sie Referenzinterviews als strukturierte Gespräche, in denen Sie offen für Nuancen und zwischen den Zeilen Gelesenes sind. Hören Sie aktiv zu und beachten Sie auch das, was nicht direkt ausgesprochen wird.

Prioritize the convenience of the reference when conducting reference check interviews. Schedule a convenient time, ask concise questions, and respect their time. Start by confirming the candidate's details. Then, ask specific, open-ended questions about their performance, strengths, and areas for development. Listen actively, take notes, and thank them for their insights. This approach guarantees the best results from the reference interview while maintaining professionalism and respect for their time.

When evaluating feedback received from references during executive hiring, I always consider the Source and the Context. The nature of the relationship with the candidate and referrer might influence the perception, and the specific experiences they shared should also be considered. Different references may have varying perspectives, so consider the source's role and familiarity with the candidate's work carefully. But after all, the reference feedback is just one part of the overall evaluation process. It should always be combined with other assessment methods to make a well-rounded decision about the executive candidate.

I think its important to assess the reliability, validity, and relevance of each piece of evidence, and consider the context and tone of references, being cautious not to base decisions on isolated comments. Ultimately, use this comprehensive analysis to inform your hiring decision and ensure transparent communication with both candidates and their references.

I encourage people to consider conversations with references as a valuable way in which to surface considerations for how to support the candidate's success and even to frame their onboarding. Perspectives from people that a candidate advises contacting can offer valuable insights for where the organization is going to need to invest for the executive (and their team(s)) to achieve the intended results -- this can be helpful with an individual finalist or to discern among options.

I don’t advise “rogue referencing” – pursuing references not provided by the candidate. This can blow the candidate’s confidentiality and cause them to withdraw or get a counteroffer. If you decline a candidate based on information obtained from a rogue reference, and the information the rogue reference provided is inaccurate or arguable, the candidate may have a case for action.

Typically we should ask for at least 3 references for each executive candidate. The 3 references should ideally cover different seniority levels (manager, peer, subordinate) and come from different companies to provide data points across a wider period of time. Reach out to the references via email or messaging to set up a time to speak. They may not be mentally prepared if you call them out of the blue. For executive candidates, it would be best to speak with the references over a voice or video call vs asking them to fill in a reference check form. Capturing nuances, tone of voice etc cannot be done over email. Be prepared with the reference check questions and probe further if unsure or if the reference gives vague answers.