Finding the right people for your marketing team can be a challenge, especially when you check references and find that former employers are guarded in their comments.
"[I]f a candidate is less than outstanding," says Douglas Hanna in a post at the Service Untitled blog, "a lot people are hesitant to say that much. The threat of lawsuits is always there and reference checks for employees who weren't great tend to present a lot of potential problems for very few benefits."
To get the most honest assessment, consider the strategy proposed by Pierre Mornell in his book Hiring Smart. He recommends calling references when they're unlikely to be in the office—for instance during lunch or after hours. Then, whether you get voicemail or an assistant, leave this simple message: "Jane Jones is a candidate for (the position) in our company. Your name has been given as a reference. Please call me back if the candidate was outstanding."
Those who want to rave about the candidate will be eager to return your call; those with less complimentary things to say, meanwhile, will be thankful to avoid an awkward conversation. Either way, you get the message.
"If you call five references for candidate A and get four calls back," says Hanna, "that's a good sign. If you call five references for candidate B and get no calls back, that isn't such a great sign."
The Po!nt: By asking references to return your call only if they consider a candidate outstanding, you'll probably learn what former employers really think.
Source: Service Untitled. Click here for the full post.
by Oliver Feakins
Comments
by Oleg Thu Aug 13, 2009
This may not be true in at least 50% of cases. If an outstanding person left the job for some reason, his former boss surely will be jelous or at least upset and in this case you only rely on his decency and may be misleaded and loose a good candidate.
by James Fri Aug 14, 2009
The article sounds good, but it departs from reality. I have worked for three companies in the last four years and at all three there was a standing policy that no one could give a referrence or speak to another company about an employee. Management was well aware of this policy and so when I have given contact information for these past employers, prospective hiring managers have come up empty. I know this has affected my ability to get a new job since the only information given is my dates of employment, job responsibilities, and salary. It seems to me that the author is re-hashing some outdated business customs that went out the window along with loyalty to one employees, stable jobs, and pensions.