A political party nominates the next president of the United States. A character witness testifies on behalf of a defendant. LeBron endorses Nike, Beyonce endorses Pepsi and you endorse Susan, a former co-worker who needs your help landing a job.
There’s a lot of power packed in a thumbs up. That personal advocacy is huge for both the endorsed and the endorser, or in the case of a job interview, the candidate and the reference. The candidate’s career partly depends on what the reference says. And should the reference speak favorably, his or her credibility and professional brand depends on the performance of the candidate.
What will make the reference-checking process easier and more fruitful for both parties? Information. Career experts urge candidates to share facts about the potential position and work history highlights with the reference, who can cite that information before and during the call. References can also prepare by understanding what will be asked during the call. Here are a few common questions that come up during reference checks:
Tell me a little bit about Susan. Paul McDonald, senior executive director of the specialized staffing firm Robert Half, cites this prompt as a typical ice breaker that allows the reference to start opening up about the candidate. “The best response is to try to hit on two or three of the professional’s most relevant qualities for the position at hand,” he says, adding: “If you haven’t already done so, you might also provide a little context about how you know the person and how long you worked with him or her.”
What are Susan’s strengths? You might be asked a broad question like this, or perhaps something more specific, like: “Can you give me an example of a project in which Susan exceeded goals?” Either way, the gist is the same: What makes Susan a great hire? Be specific when answering, says Jaime Klein, founder and president of Inspire Human Resources, a New York-based consulting firm. She gives the example of someone interviewing for a fact-checking position. Saying, “Susan is really good at fact-checking and has good attention to detail” is a fine start. But what’s better, Klein says, is if you cite a situation in which Susan, say, flawlessly fact-checked six articles under a tight deadline.
If you’re listed as a reference, chances are you feel comfortable speaking on the job seeker’s behalf. “Strengths are usually very easy for a reference to dwell on and talk about,” McDonald says. It’s the next question that can be a little off-putting.
What are Susan’s weaknesses? Stop cringing, and answer honestly. Interviewers will see through humblebrag responses claiming Susan’s one weakness is her perfectionism or workaholic habits. Claiming that Susan is perfect and void of any weakness won’t cut it, either. Everyone has weaknesses, McDonald and Klein point out, and not citing one for Susan will chip away at your credibility as a reference and likely elicit probing until you give a real answer. “For the reference giver to have credibility, they have to say something, or the person calling will not believe them,” Klein says.
Of course, “describe Susan’s weakness” doesn’t mean “throw Susan under the bus.” Klein’s suggestion: “The reference giver should answer authentically, but they might want to couch it in the context of what made the weakness come to life.” For example, if you tell the reference checker about how Susan went overbudget on a project or two, point out circumstances that may have contributed to the mistakes, if applicable. Maybe the budget for said project was slashed partway through the process, or maybe Susan inherited a poorly planned initiative. Klein points out that if Susan lands the job, sharing this weakness may help set her up for success in the new role. In this example, Susan’s new employers might start her off with budget management coaching.
McDonald shares another way to describe a tangible shortcoming in a positive light: “Talk about the progress that person made to overcome that weakness.” Maybe Susan’s not a dynamic meeting leader. Point out that weakness, but also note that she’s improved through formal or informal mentoring, training or coaching. Not only are you showing that Susan is up for learning and able to improve, but McDonald points out that you also “demonstrate that you’re a good reference when you answer that way.”
Why did Susan leave the company? This is a typical question asked by reference checkers, McDonald says, because “it gets to the point of: Was it within their control or not that they left.” No need to overthink this one, because the job seeker has likely already disclosed his or her reason for leaving the company during the interview process. Simply answer honestly, he says. If there was any drama amid the departure, McDonald advises: “You don’t ever want to air dirty laundry.” And if you and the candidate left the same hostile work environment, he adds,”You don’t ever want to badmouth a past employer. There are ways to answer with diplomacy and take the high road.”
Would you hire Susan again? Here’s another common question that should yield a simple, honest answer. If, hypothetically, your budget allowed it, and the position was open and all other parameters made the hiring plausible, would you choose Susan for your team again? Give your honest “yes” or “no” response. “That’s a key answer,” McDonald says. “It tells you a lot about the individual.”
More from U.S. News
Mastering the Art of Giving a Job Reference
How to Get Your References in Tiptop Shape
5 Questions References Should Be Prepared to Answer originally appeared on usnews.com