Good reference check questions confirm what a candidate has told you and reveal how they actually work: their responsibilities, strengths, development areas, reliability and whether the reference would hire them again. In practice, ask open-ended, job-related questions, use the same set for every finalist and avoid anything touching protected characteristics or health. Below are 25 reference check questions to ask, a simple template for recording answers and the topics to steer clear of.
Why Reference Checks Still Matter
Interviews show how a candidate presents. In contrast, references show how they performed. A short conversation with a former manager can confirm job titles and dates, surface patterns your interviews missed and help you plan how to manage and onboard the person you hire.
Reference checks work best as one step in a structured process, usually after final interviews and before the offer. If you are mapping out the full sequence, see our guide to hiring process steps.
How to Run a Reference Check
- Get permission first. Tell the candidate you will contact references and ask them to provide two or three, ideally including a direct manager.
- Call rather than email. Tone, pauses and enthusiasm say a lot. A 15-minute call usually covers enough ground.
- Introduce the role. Briefly describe the job so the reference can comment on fit.
- Use the same questions for every candidate. As a result, comparisons are fair and defensible.
- Listen for specifics. Vague praise is less useful than concrete examples.
- Finally, take notes immediately and store them with the candidate’s file.
25 Reference Check Questions to Ask
Relationship and role
- How do you know the candidate, and for how long did you work together?
- What was their job title, and what were their main responsibilities?
- Can you confirm their dates of employment?
- Did their responsibilities change while you worked together? How?
- Why did they leave the organization, if you know?
Performance and skills
- What were their greatest strengths in the role?
- Can you describe a project or achievement you were especially impressed by?
- In which areas could they improve or would benefit from more support?
- How would you rate the quality of their work, and why?
- How did they handle deadlines and competing priorities?
- How well did they learn new tools, systems or processes?
- How did they approach problems they hadn’t seen before?
Working style and teamwork
- How did they work with colleagues, clients or other departments?
- How did they handle feedback or criticism?
- Can you describe a time they disagreed with someone at work and how they handled it?
- What kind of management style brought out their best work?
- How did they communicate, both in writing and in meetings?
- Were they dependable about attendance, follow-through and commitments?
Leadership (for management roles)
- How many people did they manage, and how would their team describe them?
- How did they handle underperformance on their team?
- How did they develop or coach team members?
Summary questions
- What would they need from a new manager to be successful in the first few months?
- Is there anything that would help us support them if we hire them?
- Would you hire or work with them again? Why or why not?
- Is there anything else you think we should know about their suitability for this role?
Question 24 is often the most revealing. A quick, enthusiastic “yes” means something; however, a hesitation or a carefully qualified answer is worth exploring politely.
How to Interpret the Answers
Reference conversations rarely give you a simple pass or fail. Instead, read them as evidence to weigh alongside interviews and work samples.
- Look for consistency. Do the reference’s descriptions of responsibilities, dates and strengths match what the candidate told you?
- Notice the examples. Specific stories carry more weight than general adjectives like “great” or “hardworking.”
- Treat development areas as normal. After all, every strong candidate has them. A reference who can name none may not know the person well or may be holding back.
- Weigh the source. A direct manager who worked closely with the candidate is usually more informative than a distant colleague.
- Use what you learn. Answers about management style and support needs can shape onboarding and the first conversations with your new hire.
Reference Check Questions Template
Use this reference check questions template to keep notes consistent across candidates.
| Field | Notes |
|---|---|
| Candidate and role | Candidate name, position applied for |
| Reference details | Name, title, company, relationship to candidate, date of call |
| Role confirmation | Title, dates, main responsibilities as described |
| Strengths | Specific examples given |
| Development areas | Specific examples given |
| Teamwork and communication | Summary of comments |
| Reliability | Summary of comments |
| Rehire answer | Yes / no / qualified, with reason |
| Concerns to follow up | Any inconsistencies with the candidate’s own account |
| Checked by | Interviewer name and signature |
What to Avoid in Reference Checks
Reference checks carry the same legal limits as interviews. As a rule, don’t ask a reference anything you couldn’t legally ask the candidate.
Protected characteristics
Federal law prohibits employment decisions based on race, color, religion, sex (including pregnancy, sexual orientation and gender identity), national origin, age (40 or older), disability or genetic information; see the EEOC rules on prohibited employment practices. So don’t ask a reference about a candidate’s age, family situation, marital status, pregnancy, religion or national origin.
Health and disability
According to EEOC guidance on preemployment disability-related questions, an employer may not ask a third party, including former employers, any questions it could not ask the applicant directly. That means no questions about medical conditions, sick leave use, workers’ compensation claims or disabilities before a conditional offer.
Third-party reference and background services
If you hire an outside company to check references or run background checks, the results can be consumer reports under the Fair Credit Reporting Act. The FTC guidance for employers using consumer reports explains the disclosure, written authorization and adverse action notices you must provide.
Other pitfalls
- Don’t contact the candidate’s current employer without their consent.
- Don’t rely on one negative reference alone; look for consistent patterns.
- State and local laws may add restrictions, such as limits on asking about salary history or criminal records. So check the rules where you hire.
Reference Check Questions FAQ
What questions should be asked in a reference check?
Ask about the reference’s relationship to the candidate, the candidate’s responsibilities, strengths, areas for improvement, teamwork, reliability and whether the reference would hire them again. Also, keep every question tied to the job.
What can’t you ask in a reference check?
Avoid questions about protected characteristics such as age, race, religion, national origin, pregnancy, family status and disability, and don’t ask about health or medical history. In short, if you couldn’t ask the candidate, don’t ask the reference.
How many references should you check?
Two or three references are typical, ideally including at least one direct manager. More references help for senior roles or when answers conflict.
What does a bad reference sound like?
Warning signs include hesitation, faint praise, refusal to answer the rehire question, or descriptions that contradict what the candidate said. Probe gently for examples before drawing conclusions.
Make Confident Hiring Decisions
Reference checks are the final confirmation before an offer, alongside strong behavioral interview questions. If you want help screening and hiring permanent staff, Bridgecore Partner’s full-time hiring services can support every step. contact Bridgecore Partner to discuss your open roles.
This article is general information, not legal or tax advice. Check with a qualified professional for your situation.