One of the challenges that an employer has in the hiring process is to determine if the person they meet in the interview process is an accurate reflection of what they would be getting if they hired you. As part of your career marketing strategy, you need to take time to include the right mix of people who can validate your skills and value to a potential employer.
Here are some tips to guide you in selecting and coaching effective references:
References should include your supervisors or managers. These are the traditional sources of performance information, and at least two should be included who have worked with you in the past ten years. If you and a former manager did not get along well, do not include him or her on your reference list. There is no mandate that says that you must include all of your supervisors. Be selective, and choose those who can offer a positive perspective of you.
1) Beyond supervisors or managers, references should also include people who have a first- hand knowledge of how you work: your customers, vendors, and other external relationships. For instance, someone you worked closely with on a large cross-functional project might be appropriate if the skills you used in that experience are similar to the skills of the jobs you are seeking. Managers should also include one subordinate who can offer the perspective of your management style.
2) References should be people who are accessible. When a company decides that they are interested in hiring you, they will want to do their reference checks as quickly as possible in order to make you the offer. Do not submit the names of people who are nearly impossible to reach, highly insulated, or have a reputation for not returning phone calls. If you need to, be sure that the person agrees ahead of time to treat any reference calls about you with priority.
3) Include as much contact information as possible to make it easy for a potential employer to reach them. Include their name, title and company they are with. If they have since left the organization in which you worked together, also mention where and how this person relates to your employment history. Ideal contact information should include email address and both day and evening (home) numbers, with their permission.
4) References should be people who can articulate and “sell” your candidacy to a potential employer. This is an aspect that candidates frequently fail to consider. No matter how well a person knows and likes you, if they are not capable and comfortable in promoting your strengths and value, then perhaps they should not be on your list. Sometimes a reference that knows you less well but can enthusiastically sell your candidacy can be more effective.
5) You should always get the permission of your references to serve on your behalf. Do not simply ask, “Will you be a reference for me?” Virtually no one will tell you if they would rather not. To get a better reading and to give those an “out” if they need it, simply ask: “John, is there any aspect about my performance, style, or relationship with you that might make you feel uncomfortable being a reference for me?”
6) References should be given a copy of your resume, and the opportunity to discuss your strengths and areas of development ahead of time. Remind your references that most employers who are thorough will ask them what they feel are areas in which you could improve. Discuss this with your reference so they are not caught off guard by the question. Also inquire as to what their likely answer might be, and work through an honest but non-damaging response together.
When a company shows signs about being seriously interested in your candidacy, contact your references and give them a “heads-up” that they might be contacted soon. Use this opportunity to coach them about the company and the position, and how you feel your strengths will fit.
