询问正确的参考检查问题可能意味着好员工和坏员工之间的区别。 将这些 不同类型的问题纳入您的检查中将确保您有更好的机会为您的组织招聘合适的人选。
信息参考检查问题
这些问题旨在收集您对新员工做出量化决策所需的必要信息。大多数人力资源部门，即使是那些“没有参考”政策的部门，也能够回答这些问题的一些变化。
问题可以包括：
个人的就业开始和结束日期是什么？
起止职称和各自职责是什么？
个人的起薪和结束薪水是多少？
是否给予表扬或采取纪律处分？
个人为什么离开？
个人是否有资格重新雇用？
尽管这些问题的回答通常简短而客观，但您可以从中推断出一些主观信息。
例如，有关职责增加的职位信息可能意味着该员工被信任可以比最初雇用时做更多的工作。表扬意味着员工的工作受到重视和认可。当然，任何有关纪律处分或解雇的信息都可能表明该员工不适合其前任雇主，尽管它不一定会告诉您原因。
行为参考检查问题
根据组织的规模及其参考政策，人力资源部门可能会也可能不会回答这些问题。但行为问题是任何好的参考检查的核心，应该认真努力以深入了解候选人的工作经验。
行为问题提供了详细阐述的参考机会。这些参考检查问题通常是开放式的，在某些情况下，含糊不清。你可以在更封闭的问题结束时问“为什么”或“你能给我举个例子吗”。
问题可以包括：
员工的强项是什么？弱点？
个人在就业期间是否成长或进步？如何或为什么不？
您如何描述员工在工作中的态度？
监督（或与）员工一起工作是什么感觉？
你如何描述这个人的工作表现？为什么？
该员工与他人的合作情况如何？例子？
员工如何应对压力或紧迫的期限？
请务必提出与职位或组织文化直接相关的问题。例如，如果工作的性质或需求经常变化，询问员工过去如何应对变化。
技能相关问题
基于技能的问题提供有关候选人过去所做工作类型的信息。这些问题本质上更具技术性，应该与候选人向您的组织申请的职位直接相关。
人力资源代表可能会也可能不会通过回答一系列信息丰富的问题中的职位名称和描述问题来回答这些问题，但要了解候选人在特定技能方面的资格，通常最好询问直接主管。
准备问题
对公司文化的日益关注、向协作工作空间的转变以及远程工作工作的增加意味着明智的招聘经理应该考虑提出参考检查问题，以便更好地为成功管理新员工做好准备。
例如，如果该职位是远程职位，请询问该人的自我激励程度以及他们是否单独工作得很好。如果员工文化是您组织的重要组成部分，请询问推荐组织的文化以及个人如何与之互动。最后，从参考资料中询问您可以做些什么来帮助个人在您的组织中取得成功。
Incorporating these different types of questions into your checks will ensure you have a better chance at making the right hire for your organization.
Informative Reference Check Questions
These questions are designed to gather the necessary information you need to make a quantitative decision about your new hire. Most HR departments, even those with “no reference” policies will be able to answer some variation of these questions.
Questions can include:
What were the individual's employment start and end dates?
What were the starting and ending job titles and respective responsibilities?
What was the individual’s starting and ending salary?
Were commendations giving or disciplinary actions taken?
Why did the individual leave?
Is the individual eligible for rehire?
Though these questions are often answered with short, objective responses, you can infer some subjective information from them.
For example, information about job titles that increase in responsibility could imply the employee was trusted to do more work than when initially hired. Commendations imply the employee’s work was valued and recognized. Of course, any information about disciplinary action or termination may indicate the employee was not a good fit for their previous employer, though it won’t necessarily tell you why.
Behavioral Reference Check Questions
Depending on the size of the organization and their reference policies, HR departments may or may not be able to answer these questions. But behavioral questions are the meat of any good reference check, and an earnest effort should be made to gain this insight into a candidate’s work experience.
Behavioral questions provide the reference opportunities to elaborate. These reference check questions are often open-ended, and in some cases, vague. You may ask “why” or “can you give me an example” at the end of a more closed question.
Questions can include:
What were the employee’s strengths? Weaknesses?
Did the individual grow or improve during their employment? How or why not?
How would you describe the employee’s attitude at work?
What was it like to supervise (or work with) the employee?
How would you describe the individual’s job performance? Why?
How well did the employee collaborate with others? Example?
How did the employee respond to stress or tight deadlines?
Be sure to ask questions that relate directly to the position or your organization’s culture. For example, if the nature or needs of the job for often change, ask how the employee has responded to change in the past.
Skill-Related Questions
Skill-based questions provide information about the type of work the candidate has performed in the past. These questions are more technical in nature and should related directly to the position the candidate applied for with your organization.
An HR representative may or may not be able to answer these questions by responding to the job title and description question from the informative series of questions, but to find out how qualified a candidate is at a given skill, it is often better to ask the direct supervisor.
Preparatory Questions
An increasing focus on company culture, a move to collaborative work spaces and an increase of remote working jobs means a wise hiring manager should consider asking reference check questions that will better prepare them for successfully managing their new employee.
For example, if the position is a remote position, ask how self-motivated the individual is and whether or not they work well alone. If employee culture is a big part of your organization, ask about the referring organization’s culture and how the individual interacted with it. Finally, ask for input from the reference about what you can do to help the individual succeed with your organization.
