In Karen Alphonse’s four-part article series, she addresses the various aspects of hiring and recruiting in the higher levels of the nonprofit sector. In her third part of the series, “References: How to Get Great Input, Part Three” she addresses the best way to...
Of course, there are some do’s and don’ts for both the creation and utilization of your references. Lindsay Olson’s article, “10 Common (and Corrosive) Job Reference Mistakes” provides key considerations. Olson suggests aiming to compile of list of three to five people. After identifying those whom you’d like in that role, consider the following guidelines.
Question: Our company is about to hire a new COO who will manage the whole finance department. We want to be very sure she has strong interpersonal and technical skills. We have spoken to all of her listed references, and, while they have been off the charts, I want to be absolutely certain we cover our basis. What do you suggest?
Q: I have a feeling one of my references is not giving me a good evaluation. In my last set of interviews, the prospective employer seemed very enthusiastic about hiring me. But, after conducting reference checks, he refused to return my phone calls. What can I do to correct this? Is there any strategy for making a bad reference good?
I am part of the senior leadership team at a national not-for-profit. We are hiring a new executive director, and I was asked to review references for the two finalists. Most of the references were superb. However, there was a reference for one of the candidates (“Candidate One”) was absolutely scathing. It seemed so out of line with what the other references shared that I am inclined to disregard it. What do you suggest?
A strong strategy to use to this end is to leverage your references. Look at your reference list from an angle you might not otherwise which is to revisit it as a primary source of contacts, connections and new ideas. The advantage of this over making new connections is that your references already know and think highly of you; A positive relationship is already in place.
Q: You have suggested as a search strategy that I build relationships with a range of organizations within my field. Building those relationships seems like a long-term strategy. Is there networking I can do in the short run to improve my chances of locating my next position?
This series covered all aspects of the reference process. Part One covered working with references as they relate to the candidate. Part Two focused on engaging with the references themselves, and Part Three put the ideas into practice through the reference check process. In this series conclusion, the highlight is on identifying what “a great reference” really means.