Add reference checks to the hiring process #4205
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allthedoll
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Dec 16, 2025
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allthedoll
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This is a strong v1 addition to the handbook! ✨
Changes in this review focus on clarifying intent and improving usability so reference checks are lightweight, humane, and used as context rather than a gate. ❤️
Key updates:
- Reframed reference checks as a late-stage input that validates interview signals and informs onboarding, not a hiring veto
- Added flexibility around number and source of references (especially for currently employed candidates)
- Clarified preference for live conversations over async forms
- Tightened and humanized reference questions so they can be read aloud verbatim, using the candidate’s name
- Removed overly evaluative language (rankings/percentiles) in favor of comparative, example-driven prompts
- Added guardrails around optional "backdoor" references
- Explicitly tied reference insights to onboarding and early manager check-ins
Overall, this keeps reference checks high-signal and low-burden while reinforcing manager judgment and onboarding responsibility. 💪🏼
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| Reference checks are a much needed final stage in the hiring process, conducted | ||
| after the interview stages but before extending an offer. These conversations | ||
| provide valuable insights into a candidate's past performance, work style, and | ||
| potential fit with FlowFuse. |
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Suggested change
| Reference checks are a much needed final stage in the hiring process, conducted | |
| after the interview stages but before extending an offer. These conversations | |
| provide valuable insights into a candidate's past performance, work style, and | |
| potential fit with FlowFuse. | |
| Reference checks are a late-stage input in the hiring process, conducted after the interview stages but before extending an offer. These conversations are primarily used to validate interview signals and provide context to support onboarding and early management. |
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| Reference checks should be conducted after all interviews are complete and the | ||
| hiring team has identified a preferred candidate. We request 3 professional | ||
| references from the candidate, preferably including: |
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| Reference checks should be conducted after all interviews are complete and the | |
| hiring team has identified a preferred candidate. We request 3 professional | |
| references from the candidate, preferably including: | |
| Reference checks should be conducted after all interviews are complete and the hiring team has identified a preferred candidate. We typically request three professional references from the candidate, preferably including: |
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| FlowFuse will conduct 1 or 2 reference check calls, typically prioritizing | ||
| conversations with former managers who can speak to the candidate's performance. |
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Suggested change
| FlowFuse will conduct 1 or 2 reference check calls, typically prioritizing | |
| conversations with former managers who can speak to the candidate's performance. | |
| We request references to ensure a range of perspectives. In cases where providing three references is not feasible (for example, candidates who are currently employed or early in their career), the hiring team may proceed with fewer references and treat this as contextual information rather than a blocker. | |
| We do not expect candidates to provide references from their current employer unless they explicitly offer to do so. |
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| ## Structure of a Reference Check Call | ||
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| The reference check is typically a 20-30 minute conversation conducted over the phone or video call. The structure should be: |
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| The reference check is typically a 20-30 minute conversation conducted over the phone or video call. The structure should be: | |
| The reference check is typically a 20–30 minute conversation conducted over the phone or video call. Live conversations are preferred over async forms to allow for nuance, follow-up questions, and contextual understanding. The flow should be: |
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| ## Reference Check Questions | ||
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| During the reference check, aim to understand: |
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Suggested change
| During the reference check, aim to understand: | |
| These questions are intended to surface working style, strengths, and growth areas to support onboarding and early management. When speaking with peers or colleagues, ask for concrete examples and specific situations rather than general impressions. | |
| During the reference check, aim to understand: |
| - Does this person work best in fully autonomous settings, or as part of a team? | ||
| 1. How would you place this person compared to everyone you've worked with? (top 0.1%, 1%, 10%, ...) | ||
| 1. What should the candidate's new manager / team know to help them be successful in their next role? | ||
| 1. Who else should the company speak with (if you're looking to run backdoor references). |
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| 1. Who else should the company speak with (if you're looking to run backdoor references). | |
| 1. Is there anyone else who might be helpful to speak with, if the hiring team chooses to seek additional context? |
| 1. Who else should the company speak with (if you're looking to run backdoor references). | ||
| 1. If they were managing the candidate again, what would you focus on developing? | ||
| 1. Would they hire the candidate again if you had the opportunity? Why or why not? | ||
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Suggested change
| Backdoor or informal references are optional and should be used sparingly. They should never involve a candidate’s current employer and should be treated as directional context rather than definitive signal. |
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| Positive reference checks that align with interview performance give confidence | ||
| to proceed with an offer. If significant concerns arise during reference checks, | ||
| discuss them with the hiring team before making a final decision. |
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| Positive reference checks that align with interview performance give confidence | |
| to proceed with an offer. If significant concerns arise during reference checks, | |
| discuss them with the hiring team before making a final decision. | |
| Positive reference checks that align with interview performance give confidence to proceed with an offer. | |
| Reference checks are not intended to independently veto a hire. When feedback materially contradicts interview signals, the hiring team should pause, investigate further, and align on next steps before making a final decision. | |
| Insights from reference checks should be carried into onboarding conversations and early manager check-ins to support the candidate’s success. |
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| 1. Their working relationship; In what capacity did they collaborate? How long did you work together, and in what time period? | ||
| 1. What's their one trait you remember really well? | ||
| 1. How does the candidate prefer to work? | ||
| - Does this person work best in fully autonomous settings, or as part of a team? | ||
| 1. How would you place this person compared to everyone you've worked with? (top 0.1%, 1%, 10%, ...) | ||
| 1. What should the candidate's new manager / team know to help them be successful in their next role? | ||
| 1. Who else should the company speak with (if you're looking to run backdoor references). |
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| 1. Their working relationship; In what capacity did they collaborate? How long did you work together, and in what time period? | |
| 1. What's their one trait you remember really well? | |
| 1. How does the candidate prefer to work? | |
| - Does this person work best in fully autonomous settings, or as part of a team? | |
| 1. How would you place this person compared to everyone you've worked with? (top 0.1%, 1%, 10%, ...) | |
| 1. What should the candidate's new manager / team know to help them be successful in their next role? | |
| 1. Who else should the company speak with (if you're looking to run backdoor references). | |
| 1. Can you describe how you worked with [Candidate Name] and how long you worked together? | |
| 1. What is one trait or quality that stands out most to you? | |
| 1. How does [Candidate Name] typically prefer to work day to day? | |
| - For example, do they tend to do best in highly autonomous environments, or in more collaborative team settings? | |
| 1. Compared to others you’ve worked with in similar roles, how does [Candidate Name] stand out? | |
| 1. What would you want [Candidate Name]’s new manager or team to know to help them be successful? | |
| 1. (Optional) Is there anyone else you think might be helpful for us to speak with if we want additional context? |
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Description
I've come around to reference checks, let's start doing them.
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