Turning References Into Real Insight

Reference checks often get treated as a tick-box exercise at the very end of a recruitment process. A final “yes” or “no” before offering someone the role.

But that’s not how we see them. References should be treated as a valuable took for onboarding and success.

References are an opportunity to build a fuller picture of your new hire. They hold the key to their strengths, working style and even the areas where they may need extra support. Everyone has gaps, and the sooner you understand them, the better chance you have of setting someone up for success.

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Why References Matter

• They provide context

  Most candidates will choose people who’ll speak positively about them — and that’s fine. It’s about listening for the nuances that help you understand how they’ll operate in your team and their new role.

  
  

• They support success

  If you know a new team member is fantastic with detail but sometimes needs encouragement with stakeholder communication, you can proactively put the right structures in place from day one.

  
  

• They help to avoid surprises

  Occasionally a referee will raise concerns or red flags. That doesn’t always mean the candidate isn’t right (sometimes it might of course), but it does mean you can go in eyes wide open.
  

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What if a Reference Isn’t Glowing?

Not every reference is going to be glowing, and that shouldn’t automatically rule someone out. If a referee raises concerns, ask yourself:

• Is it a deal-breaker?

  For example, if the candidate is being hired into a finance role and the referee flags repeated issues with accuracy, that may not be something you can work with.

  
  

• Is it manageable?

  Perhaps the referee notes the candidate sometimes struggles with prioritisation. With the right manager, systems, or training, that could be addressed.

The key is weighing the feedback against the actual requirements of the role — not using it as a blunt pass/fail test.

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How Many References Do You Really Need?

One or two strong references are usually enough. Beyond that, you’re unlikely to learn much new - and you risk drifting into outdated or irrelevant territory.

Recently, a candidate told me they’d gone through a process where the company standard was four references. By the time they got to the fourth, they were dragging up people from ten years ago. Not only is this unnecessary, it also wastes valuable time for both the candidate and their referees and risks muddying the water in your hiring decision making.

It can also leave a poor impression on your brand as an employer. Asking for excessive references demonstrates a lack of understanding of the recruitment process and decision-making confidence. To a candidate, it can signal disorganisation, outdated practices, or even a lack of professionalism. That’s risky — because it can either cost you the right person altogether, or have them join with question marks about how your business operates.

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Using References Well

The real value of a reference check comes when you use the insights to shape the onboarding experience. For example:

• If a referee highlights a candidate’s strength in cross-team collaboration, build that into their first projects.

• If they note development areas, plan early training or mentoring support.

When you frame references this way, they stop being a “last hurdle” and instead become a tool to maximise the success of your new hire.

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References aren’t about perfection. They’re about context, support and setting someone up to succeed. One or two is enough. Use them to understand the whole person, not just to tick a box.

Want to refresh your References? Download our editable Reference Check Template here