HR Solutions: Communication skills al in checking references

Securing reference information from a job candidate's previous employers before making the individual an offer is a critical matter. Failure to do so could result in decreased customer service, increased error rates and even potential lawsuits.

Unfortunately, in today's litigious society, it is a challenge to get other managers to talk honestly about former employees.

The solution lies in sound communication skills:

First, determine who to contact. Avoid human resources departments, since they will only verify job titles and dates of employment. This hardly aids in reaching a sound selection decision regarding who to hire for an organization.

Instead, during the interview, obtain the names and current telephone numbers of all the immediate supervisors from each past employer. Obtain this data for positions held since 1995 for entry-level jobs and 1990 for professional and management occupations.

If the candidate is unable to locate a recent number, try using www.whowhere.lycos.com as a telephone directory.

Do not contact the applicant's present supervisor without his permission, so you do not jeopardize his employment. Nevertheless, make him aware that if a job offer is extended, it will be contingent upon a good reference from his most recent manager. Then, after he resigns, you may contact his boss.

Call the immediate supervisor's director for a reference if you are unable to find the manager or if the manager is uncooperative.

Further choices for references consist of other administrators in the organization, coworkers, subordinates, customers and vendors.

Be extremely nice, friendly and upbeat when you call. State your name, job title and company. Let the executive you are talking to know that the candidate gave you permission to inquire about his previous work history. As a courtesy, ask if he has time to talk now or if you need to contact him later. Mention that you will only ask a few questions so he knows you will not be taking up an inordinate amount of his time.

If the executive is hesitant to discuss work-related issues, ask if he will provide a personal reference. It might help if you offered to telephone him at home, also. Remind him the job seeker gave permission for the call. Ask if the manager will speak if his previous employee signs a release from liability.

Another option is to say, "You know, I understand that you will not talk about the person, but if you could, what would you tell me?" Many times he will laugh and then proceed to chat.

Educate the administrator on the law if he states he is unable to talk due to fear of a lawsuit. The primary grounds for suing an employer consist of slander and defamation of character. Stating behaviors, facts and figures will help prevent any lawsuits. Slandering or defaming the character of a former staff member is the fuel that might ignite litigation. Accordingly, accurate and truthful information is safer ground.

If none of these strategies work, ask the applicant to call the director and persuade him to share information with you.

The following questions will provide you with excellent intelligence concerning the applicant:

What did you think of his work?

How would you describe his performance in comparison to other people? What are his strengths?

What are his weaknesses?

How did he get along with others? How much supervision did he need from you?

What was his overall attitude? How would you describe the quantity and quality of output he generated?

Why did he leave your organization? Would you re-employ him?

What were his dates of employment?

What was his salary?

Is there anything else of significance we should know?

Be sure to explain the position and ask if the executive will recommend his prior worker for your job opening.

Gathering reference knowledge on potential new team members is crucial to determine your next hire in your organization. Use sound communication practices today and avoid personnel and client problems tomorrow.

(Lynne Haggerman is president/owner of Haggerman & Associates, a retained search, outplacement, management training, and human resources consulting firm.)