The Give and Take of References

Grrr. I have a client who is interested in hiring a young woman in a detail oriented position. We will be taking a bit of a chance on her as this would be her first position in a small company -- all other jobs have been with large employers. So what's the problem? These large companies will not provide references -- just dates of employment. This policy has gradually become the norm as companies want to avoid lawsuits by former employees who feel they are being prevented from getting new jobs because their past employers said something bad about them.

Last week, I met an attorney who specializes in employment law. She loves her speciality, so I brought up this issue. While she realizes how frustrating this policy can be, she believes that strong employees will find someone who will speak to potential employers after hours -- and against policy. Her view is that if we can't find someone to break the rules, the candidate may have had issues.

So, here is the de facto company policy:

1. We don't give out references, just dates of employment from an HR person who has no direct knowledge of the candidate.
2. We know that some of our managers will speak with potential employers about outstanding candidates.
3. If a candidate can't find someone who will break the rules for them, they probably aren't a very good candidate.

How does that help or protect anyone? If this becomes the norm, then I think candidates who can't find someone to break the rules -- and who can prove that others did -- could successfully sue the organization.

Small companies generally provide references - not because they don't know the risks, but because they know they will need references from other companies when they hire. They understand the give and take of business relationships. Of course, references from small companies are generally given by the owner or one of a few key managers. Those people are personally involved in keeping the company safe and I hope they know what should and what should not be said.

Here's a thought: Regardless of the size of the organization, good management would include regular feedback. When managers have communicated effectively with their staff, a truthful reference should come as no surprise to the former employee and would be backed up by documentation throughout his or her employment.

I generally recommend my clients pass on candidates who are not able to provide me with any past employer or manager who will actually answer my questions. That isn't fair to either party, but I have to do my best to protect my client and get the best person available into that position. Without being able to discuss that candidate's job performance, how can I be certain that this is the best person available? More importantly, how can I be certain that their former employer isn't hiding something relevant?

Conversely, I have twice recommended for employment someone for whom we had less than stellar references. In one case, the candidate had gotten involved on the wrong side of a dispute in a family business and was fired. My client -- president of a family business moving into the 3rd generation --- understood how that could happen and hired him anyway. He has since been promoted and is an incredibly valued member of the team. In another case, we had three totally positive references and three totally negative for a candidate who worked for a company that I know has some management challenges. My clients and I discussed the situation and the candidate, came to our own conclusions and hired her. She has been successfully employed there for over two years and is a very effective manager.

In over 4 years of operating Hire Well, LLC I have successfully obtained references more often than not and I want to thank all business owners, managers, and supervisors who have played fair. For the rest of you -- grrrrr. If you end up hiring the wrong people for your company because no one will answer your reference questions just remember -- you asked for it.

For the record, here is what I want to know:

• Strengths


• Weaknesses


• Technical abilities as they pertain to the position


• Ability to work with peers and supervisors


• Work ethic


• Why he/she left the company -- and is she/he eligible for re-hire


• I will briefly describe the new position and company and ask whether it seems like a good fit

What do I learn from talking with supervisors and managers for 5 to 10 minutes and asking them these questions? Enough to make effective decisions that have proven to be correct over 80% of the time.

What do I learn from "dates of employment only" responses? Not a damn thing. And that's a shame.

How to be a "Best Place to Work"

I was delighted that two of my clients, MPX and Garrand & Company, each earned the distinction of being one of the "Best Places to Work in Maine, 2009".

Both companies certainly deserve the award and it is nice to think that Hire Well played a small role in their success. The real honor goes to the CEO and entire team of each company. Both companies won in the small business division - a division in which at least 80% of the staff must complete the lengthy survey. I believe that one of them had 100% response. When have 100% of your staff done anything on a deadline? It is clear to me that each CEO has great vision and is very well respected by their team.

So what makes a company one of the Best Places to Work in Maine? If you read the application, you will see that many questions involve tangible issues such as benefits, salary, opportunity, training. These are expensive issues for small companies and many cannot compete. If you have fewer than 15 employees you can't even submit an application, but any company can take care of the basics and create a better work environment, a better team, and in doing so offer a better product or service.

Where can your company -- or any company -- step up to the plate?

• By hiring and keeping the best candidates


• By making them feel welcomed and respected


• By giving them clear direction and immediate feedback


• By letting them know as much as you can about the goals and challenges of the organization


• By firing those employees who are disruptive or who don't pull their weight and who can not or will not change (For more info on this topic see: http://hirewellblog.blogspot.com/2008/03/stop-dithering-on-employee-decisions.html)

If you do everything you can to hire the best candidate for the position and the best fit for your company; if you treat everyone with respect and create a positive working environment; if you provide clear direction and honest feedback -- you may not win "Best Places to Work in Maine", but your employees will feel like winners, and your company will prosper.

A Fog Mull

July 1, 2009 -- still dank and damp and dark and wet and not like July in Maine. Towels aren't drying, we plan grilled meals at our own peril, and we really, really, really want to go sailing.

Today is a day of dense, heavy fog and no wind. According to John Gould's Maine Lingo this type of fog is known as a "fog mull".

If you sail in Maine, you can expect to sail in fog. The phrase "fog bound Coast of Maine" is incredibly descriptive. When we have had a breeze, we have sailed in the fog both with and without instruments. We use our senses more fully as we look and listen for danger and buoys. We work together as a team to reach our destination safely. We celebrate at the end of a successful passage.

We have also stayed on the hook or mooring or dock and waited it out. Using the time to explore a new harbor, read, play games, cook, and plot future courses. Both are good strategies for boaters.

Since we can't change the weather, it makes sense to give in to the inevitable. I am doing that this week by using this time to reflect, plan, and sort. Stew and I are clearing the boat of clutter, using storage space more effectively, and making plans for our future.

One could say that this "pre-boom" economy has put Maine and the country in a dense fog. As the owner of Hire Well, I am using part of the each work day to clear the clutter, create better systems, market more effectively and make plans for growth and prosperity.

Now is the time to reflect on how you can create a better, stronger business. Do you need to make personnel changes? Is your marketing effective? Are there seminars that would be of value to you or your team? What can you do today that will ensure your prosperity tomorrow?

It's a fog day. Whether you choose to sail forward, or sit and reflect. Embrace the day and use it wisely.