Job References

There are many components to the job search; among the most crucial steps are developing a résumé, applying for open positions, and interviewing. In a competitive job marketplace, however, a candidate’s references (often not considered until the end of the process) can significantly affect that person’s hiring potential. Job references are a selected list of an individual’s former coworkers, colleagues, and sometimes friends given to a potential employer during the application process. These contacts can provide a potential employer with a more personal review of that candidate as a qualified professional and a valued member of a team. Professional references can also give unscripted assessments of the candidate’s work ethic, personal characteristics, or experience. When recruiters decide between two or more comparable candidates, a list of exceptional job references can determine who is ultimately selected for the post.

Brief History

Referrals facilitate personal relationships and business contacts. In employment situations, referrals give employers another vehicle to connect with potential recruits and inform their hiring decisions beyond résumé submissions and applications. In the same way that people get to know each other with the help of a friend or colleague, people have found their next job (or employers their next employees) through referrals. This is often referred to as networking.

The Roman army was one of the first employers to use a referral system. In 55, Before the Common Era, Julius Caesar expanded the Roman Empire’s domain and needed recruits for his military campaigns. To increase enlistment, Caesar issued a decree offering monetary compensation to any subject who referred a potential recruit to join Caesar’s army. This form of referral system persists in the twenty-first century, with many companies offering bonuses to existing employees who refer candidates who are eventually hired.

In the modern era, references have played a critical role in the organization of labor unions. In particular, construction unions and their hiring halls have proven to be an important resource to workers. In the construction industry, workers are employed based on available jobs and may find themselves needing work when a job is completed. Hiring halls have traditionally given these workers vehicles to connect with the forepersons of the next potential job. A person seeking work registers through the hiring hall and, if they meet specified qualifications, will be referred (sometimes in groups) by the hall to companies offering work.

During periods of an economic boom or slump, job references are important for those seeking to distinguish themselves from a large pool of applicants. In many cases, references have proven to be the deciding factor for hiring. In a survey conducted by the employment website Career Builder, 80 percent of human resources managers surveyed said they always contacted applicants’ references, and 69 percent claimed that they had reversed a decision regarding a candidate based on the input from a candidate’s references. 

Job References in the Twenty-First Century Marketplace

According to the US Bureau of Labor Statistics, at the beginning of 2024, there were 7.7 million job vacancies in the United States, a decrease of 1.1 million from 2023. Further, the ratio of job openings to unemployed workers had also decreased. The employment networking website LinkedIn also noted that job competition within specific industries had increased. Although unemployment rates remained low and the labor market remained strong, competition for work in the technology, education, and communication sectors was at an all-time high. With such a competitive market (and with new jobs being created in a steadily improving economy), job seekers must seek a competitive edge to distinguish themselves from other applicants. A conversation or a written statement from a colleague or professional contact can provide that edge.

In many professions, employers and recruiters generally require that applicants submit a list of three to five references. A request for references is often made after the hiring manager has narrowed down the initial applicant pool. Sometimes, a job seeker is asked for a list of references on the application.

There are both formal and informal methods recruiters use to contact references, and the information they request varies. A recruiter may ask the contact via phone or email for a general assessment of the candidate. A reference could be asked questions about the candidate’s weaknesses and strengths, how they operate in a particular work environment, and certain aspects of the candidate’s previous job that the colleague witnessed. Larger corporations may have a formalized job reference protocol that provides the individual listed as a reference with a structured written or oral questionnaire.

In either referral method, the recruiter’s primary objective is to verify the applicant’s stated qualifications and experience through a professional contact. By soliciting information from a reference, an employer can also better understand the candidate’s personality and other characteristics, such as performance in time-sensitive situations or sense of humor. If a reference cannot validate the applicant’s statements from their résumé (or contradicts the applicant’s claims), the recruiter could decide to remove the candidate from consideration.

Using Job References in the Job Hunt

Job seekers are expected to maintain a well-organized portfolio of application materials. This portfolio should be organized so that the information is current and applicable to each position the candidate applies for. Materials—such as a cover letter, résumé, and list of references—will often need to be rearranged or rewritten so that the information an applicant provides is as relevant as possible. This is true for physical resumes and resumes posted to employment websites as well. Superfluous or unrelated information may make a prospective employee appear unprepared or undermine their overall presentation.

Experts suggest that applicants notify their references to inform them that they may be contacted. This is especially important after the applicant has applied for the position: just as a job seeker should be prepared for an interview, a reference must also be prepared when a recruiter contacts them. References should know the type of job the individual has applied for, what qualifications are expected, and even information about the company. Therefore, a well-prepared job reference can provide the most beneficial review for the applicant.

Additionally, many experts urge applicants to choose their references wisely—a prestigious title may mean as much to a recruiter as the information the reference provides. It is also strongly recommended that applicants provide up-to-date contact information for references. An applicant should also briefly describe the reference, mentioning the length of their relationship and the capacities in which they worked together. When part of a competitive applicant pool, a job seeker should make connecting with and interviewing references as simple and informative as possible for a potential employer and beneficial to their application.

Bibliography

Bailey, Jr., Leslie W. "Construction Union Hiring Halls: Service under a Collective Bargaining Agreement as a Prerequisite to High Priority Referral." William & Mary Law Review, vol. 19, no. 2, 1977, pp. 203–16.

"Job Openings and Labor Turnover Summary - 2024 M08 Results." Bureau of Labor Statistics, 1 Oct. 2024, www.bls.gov/news.release/jolts.nr0.htm. Accessed 7 Oct. 2024.

Kelly, Jack. "Job Market Tightens: Intense Competition for White-Collar Workers." Forbes, 10 Sept. 2024, www.forbes.com/sites/jackkelly/2024/09/10/with-fewer-jobs-available-competition-intensifies-for-white-collar-workers. Accessed 7 Oct. 2024.

"References: More Important than You Think." AARC, www.aarc.org/your-rt-career/career-advice/resume-writing/references-more-important-than-you-think. Accessed 7 Oct. 2024.

Van Hoye, Greet. "Recruiting through Employee Referrals: An Examination of Employees’ Motives." Human Performance, vol. 26, no. 5, 2013, pp. 451–64.