Free reference check interview questions for small businesses without HR: 6 question sets to ask a candidate’s references, answer guides, and a scorecard.
Six question sets for interviewing a candidate’s references: verification, results, work style, teamwork, and the rehire question, each with what a strong answer sounds like, plus a 1-to-5 scorecard and call log. Download as DOCX.
The reference call is the last cheap thing you can do before a hire becomes expensive. It is also the step small businesses skip most often, usually because the final interview went well and nobody wants to slow down a decision that already feels made. That is exactly the moment the call is worth the most.
The mistake is treating it as a formality: three quick calls, was this person good, great, thanks. A reference check is a structured interview. The difference is that you are interviewing someone who watched the candidate work for a year or more, which is the one thing your own interview cannot buy at any price.
At FirstHR, we build for small businesses that hire without an HR department, where the owner runs the interviews and makes the calls personally. This page gives you 40+ questions to ask the references a candidate gives you, grouped into five sets with what a strong answer sounds like, plus a downloadable 1-to-5 scorecard and call log. For the wider process, our reference check guide covers timing, consent, and how many references to call.
TL;DR
A reference check is a short structured interview with someone who managed or worked alongside the candidate. Ask every reference the same questions across five areas: verification, performance, work style, teamwork, and departure. The highest-yield question is whether they would personally rehire the candidate. Score each call on a 1-to-5 rubric, document it immediately, and finish the calls before the offer, never after.
What a Reference Call Tells You That an Interview Cannot
An interview measures how well someone presents themselves in an hour. A reference call measures how they actually performed across months, told by someone who had to live with the result. Those are different skills, and the gap between them is where most bad hires come from.
Reference checking is a validated selection method, not folklore. The U.S. Office of Personnel Management describes it as a useful predictor of job performance, training success, promotion potential, and turnover, and states plainly that adding structure to the process, meaning job-based questions, the same set for every applicant, and standardized rating, greatly increases its validity (OPM). The structure is the part small businesses usually leave out.
What your interview cannot tell you
What a reference can
The question that gets there
Whether the resume scope is real
Actual title, dates, team size, and budget
What was the real scope of the role?
How much managing they will need
Supervision required day to day
How much day-to-day supervision did they need?
How they take correction
Response to feedback over months
How did they react when you gave corrective feedback?
How they behave in a bad week
Conduct under pressure and after mistakes
How did they behave when things were going wrong?
Whether the last job ended well
Reason for leaving and rehire eligibility
Would you personally rehire them today?
How to manage them well
The approach that produced their best work
What kind of manager gets their best work?
That last row is the one most hiring guides never mention. The answer is worth more in the new hire's first week than in the hiring debrief, which is why the scorecard on this page has a box for it.
The Five Question Categories
The questions below are grouped into five sets, plus a scorecard. Each set targets a different thing a reference can see and you cannot, so a candidate should hold up across all of them rather than only in the areas their chosen references were briefed to praise.
Verification and Relationship
Is this reference worth having?
Title, dates, reporting line, and real scope, plus how closely the reference actually worked with the candidate. Establishes whether the rest of the call means anything.
Performance and Results
How good were they, really?
What they owned, what they did better than peers, and a concrete example of exceeding expectations. Push for a story, not an adjective.
Work Style and Reliability
How much managing will they need?
Supervision required, reaction to feedback, behavior under a tight deadline, and follow-through. The most useful set for a small team with no bench.
Teamwork and Coachability
How do they behave over months?
Peer relationships, disagreements, response to being told no, and what kind of manager gets their best work. The long view an interview cannot give you.
Departure, Rehire, and Red Flags
Would they take them back?
Why they left, whether the reference would rehire them, a rating out of 10, and an open door for anything you did not think to ask.
Scorecard and Call Log
Score it, do not remember it
A 1-to-5 rubric, a call log with consent and attempts, verbatim key answers, and an onboarding implications box. The asset most question lists skip.
Ask for a Manager by Name, Not Just Three Contacts
Candidates pick references who will be positive, which is rational and expected. The counter is simple: name the person you want. Ask for the manager the candidate reported to in a specific role, then call that individual directly rather than going through a company line. You will still run the same questions from these sets, and you will find them far more useful when the reference was chosen by you. See our hiring process guide for where this sits in the wider sequence.
40+ Questions and a Scorecard to Download
Download all six as a single Word document, or copy the sets you need. Each set lists the questions to ask, what a strong answer sounds like, and space for notes. The last file is the scorecard and call log. Use the same core questions on every call for a given role.
Download All Reference Check Questions and the Scorecard
Five question sets by category plus a 1-to-5 scoring rubric and call log. All in one DOCX.
Set 1: Verification and Relationship
Title, dates, reporting line, and real scope, plus how closely this reference actually worked with the candidate. Run it first, because it tells you how much the rest of the call is worth.
Verification and Relationship Questions
REFERENCE CHECK: VERIFICATION AND RELATIONSHIP
Candidate: __
Reference name and title: __
Company: __
Caller: __
Date and time: __
Written candidate consent on file: [ ] Yes [ ] No
QUESTIONS TO ASK
•Can you confirm the title the candidate held and the dates they worked there?
•What was your working relationship, and how closely did you work together?
•Who did the candidate report to, and did anyone report to them?
•What was the real scope of the role: team size, accounts, territory, budget?
•How would you describe the job in your own words?
•Is there anyone else there who saw their work closely and could speak to it?
WHAT A STRONG ANSWER SOUNDS LIKE
A useful reference answers from memory with specifics that line up with the
resume: the same title, roughly the same dates, the same reporting line, the
same scope. Small gaps are normal. A title that shrinks, a team that turns out
to be one person, or dates that move by a year are worth asking about directly.
A reference who cannot describe the reporting line or the scope probably did
not work with the candidate closely enough to tell you anything useful. Thank
them, keep it short, and ask the candidate for a closer contact.
NOTES
[Record exact title, dates, scope, and any mismatch with the resume.]
Set 2: Performance and Results
What the candidate owned, what they did better than peers, and a concrete example of exceeding expectations. Push every general answer toward a specific story.
Performance and Results Questions
REFERENCE CHECK: PERFORMANCE AND RESULTS
Candidate: __
Reference name and title: __
Caller: __
Date: __
QUESTIONS TO ASK
•What were the candidate’s main responsibilities, in your words?
•What did they do better than anyone else you had in that role?
•Tell me about a project where they clearly exceeded what you expected.
•How did their results compare with others doing similar work?
•What was the hardest problem you watched them solve, and how did they solve it?
•If you had to name one thing they should get better at, what would it be?
•What did they need help with most often?
WHAT A STRONG ANSWER SOUNDS LIKE
A strong answer comes with a story attached: a named project, what the
candidate personally did, and how it turned out. The reference should be able
to place them on the team, either ahead of peers, in the middle, or behind,
without hesitating.
Generic praise with no example is the most common weak answer, and it usually
means the reference is being polite rather than dishonest. Follow up with a
plain what happened next or can you give me an example. The development
question is the one that gets you an honest weakness, because it asks for
advice rather than criticism.
NOTES
[Record specific projects, numbers, and the stated development area.]
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Supervision needed, response to feedback, behavior under a tight deadline, and follow-through. For a small team with no bench, this is the set that predicts your own workload.
Work Style and Reliability Questions
REFERENCE CHECK: WORK STYLE AND RELIABILITY
Candidate: __
Reference name and title: __
Caller: __
Date: __
QUESTIONS TO ASK
•How much day-to-day supervision did the candidate need?
•How did they react when you gave them corrective feedback?
•How did they perform when a deadline tightened or a priority changed?
•Were there any issues with attendance, punctuality, or follow-through?
•How did they handle the parts of the job they found repetitive or boring?
•Did they flag problems early, or did you find out late?
•How organized were they with their own workload and deadlines?
WHAT A STRONG ANSWER SOUNDS LIKE
For a small business, the supervision question may be the single most valuable
one on this page. A strong answer says the candidate took a goal and came back
with a result, asked for help when they were genuinely stuck, and raised
problems while they were still small.
Listen for how the reference describes feedback. Took it well and fixed it is
a different hire from went quiet for a week. Attendance and follow-through
questions are job-related and fair to ask. Keep them factual and about the
work, never about health, family, or leave.
NOTES
[Record supervision level, response to feedback, and any reliability concerns.]
Set 4: Teamwork, Management, and Coachability
Peer relationships, disagreements, response to being told no, and the kind of manager who gets their best work. This is the long view no interview can give you.
Teamwork, Management, and Coachability Questions
REFERENCE CHECK: TEAMWORK, MANAGEMENT, AND COACHABILITY
Candidate: __
Reference name and title: __
Caller: __
Date: __
QUESTIONS TO ASK
•How did the candidate get along with peers, including people who disagreed?
•Tell me about a disagreement they were part of and how it ended.
•How did they handle being told no by someone more senior?
•What kind of manager gets the best work out of this person?
•If they managed people: how did their direct reports describe them?
•Would their teammates be glad to work with them again?
•How did they behave in a bad week, when things were going wrong?
WHAT A STRONG ANSWER SOUNDS LIKE
Strong answers describe how the candidate behaved over months, not how they
presented in a meeting. That is the whole reason to call: you are buying the
long view that no interview can give you.
The what kind of manager question is the most practical one here, because the
answer goes straight into your first ninety days. Needs clear expectations
written down, or does best with a weekly check-in and then space, is
actionable on day one. A reference who pauses before answering whether
teammates would want them back has told you something. Ask what is behind the
pause, politely, and then stop talking.
NOTES
[Record conflict examples, management style that works, and team feedback.]
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Why they left, whether the reference would rehire them, a rating out of 10, and two open questions that invite anything you did not know to ask. Save this set for the end of the call.
Departure, Rehire, and Red Flag Questions
REFERENCE CHECK: DEPARTURE, REHIRE, AND RED FLAGS
Candidate: __
Reference name and title: __
Caller: __
Date: __
QUESTIONS TO ASK
•Why did the candidate leave?
•Was the departure voluntary, and did they give notice?
•Is the candidate eligible for rehire at your company?
•Would you personally rehire them, if you had an opening today?
•On a scale of 1 to 10, how would you rate them, and what would make it a 10?
•Is there anything I have not asked that I should know before I hire?
•Knowing the role I described, what would worry you about the fit?
WHAT A STRONG ANSWER SOUNDS LIKE
The rehire question is the highest-yield question in a reference check, and
the hesitation before the answer carries as much information as the answer
does. A clear yes, in a heartbeat, said quickly, is a real endorsement. A slow
yes with conditions attached is worth one more question.
The 1-to-10 rating works because the follow-up does the work: almost nobody
says 10, and what would make it a 10 is a weakness question the reference is
happy to answer. The last two questions are open doors. Ask them, then wait
through the silence. That pause is where the useful sentence usually arrives.
NOTES
[Record reason for leaving, rehire answer and tone, rating, and volunteered concerns.]
Set 6: Scorecard and Call Log (1 to 5 Rubric)
A rubric for scoring each call, a log for consent and contact attempts, boxes for the key answers verbatim, and a line for what the call means for onboarding. The asset most question lists leave out.
Reference Check Scorecard and Call Log (1 to 5 Rubric)
REFERENCE CHECK SCORECARD AND CALL LOG
Candidate: __
Role being filled: __
Caller: __
CALL LOG
Reference name: __
Title and company: __
Relationship to candidate: [ ] Manager [ ] Peer [ ] Direct report [ ] Client
Phone and email: __
Date and time of call: __
Written candidate consent on file: [ ] Yes [ ] No
Attempts made: 1st ______ 2nd ______ 3rd ______
SCORING AREAS
Score 1 (poor) to 5 (excellent). Write the evidence, not just the number.
Note: fill this in during the call or within the hour. Reference notes written
from memory a week later are worth very little, and hiring records should be
retained per EEOC recordkeeping rules.
What to Listen For (and Red Flags)
The questions open the door; the follow-ups are where the value is. Push every judgment toward an example, and treat hesitation as data. A reference who pauses before answering is usually deciding how much to tell you, not searching their memory.
Signals of a strong reference
Answers with named projects and outcomes
Places the candidate against peers without hesitating
Volunteers advice for the next manager
Follow-ups that do the work
Can you give me an example of that?
What happened next, and what did they do?
What would make that a 10 instead of an 8?
Red flags worth chasing
Praise with no example behind it
A pause before the rehire question
Scope or dates that do not match the resume
Off limits, every call
Age, health, disability, or medical leave
Family status, pregnancy, or child care
Race, religion, national origin, or ancestry
The most useful three words on any reference call are for example. The second most useful is silence: ask the open question at the end, then stop talking and let the pause do the work.
How to Run the Call
Run every reference call the same way: consent first, one fixed question set, phone rather than email, and a score written down before you dial the next number. The whole sequence takes under an hour for three references.
Step
What to do
1. Get consent
Written reference authorization signed at the final interview stage
2. Choose the contacts
At least one former direct supervisor, requested by name
3. Fix the questions
One set for this role, used on every reference call
4. Call, do not email
10 to 15 minutes by phone; written replies are guarded and thin
5. Probe and pause
Ask for examples, then let the silence sit at the end
6. Score immediately
Fill the rubric and call log within the hour, answers verbatim
Open the call by naming the role you are filling and its actual demands. A reference who knows you are hiring for a one-person finance function at a fifteen-person company gives you a far more useful answer than one guessing at a generic job. Our guide to conducting an interview applies here too: prepared questions, real listening, notes as you go.
Fair, Legal, and Structured Reference Checks
A reference call carries the same legal weight as an interview, because it feeds the same hiring decision. Keep every question tied to the job, get consent in writing, and document what you were told. The questions that are off limits with a candidate are equally off limits with their former manager (EEOC).
Ask about the work, never the person
The same limits that apply to a candidate interview apply to a reference call. Federal anti-discrimination law, enforced by the EEOC, prohibits basing a hiring decision on protected characteristics, and asking a former manager about them creates the same exposure as asking the candidate. Stay away from age, race, color, religion, national origin, sex, pregnancy or family plans, disability, medical history, and genetic information. Do not ask whether the candidate took medical or family leave, filed a workers compensation claim, or requested an accommodation. If a reference volunteers protected information anyway, do not write it down and do not let it into the decision. Redirect with a question about the job. This is general information, not legal advice.
Get written consent before you dial
Ask the candidate to authorize reference contact in writing, during the application or at the final interview stage, and keep the signed authorization with the candidate record. It is a professional courtesy to someone whose current employer may not know they are looking, and it removes any argument about unauthorized contact later. Consent also lets you ask for a specific former manager by name rather than accepting three hand-picked contacts. If your candidate is still employed, agree explicitly on which references are safe to call and which are off limits until an offer is signed. Call the safe ones first and hold the current employer until the end.
Know when the FCRA switches on
Calling references yourself does not trigger the Fair Credit Reporting Act. Paying an outside firm to interview references for you can. The FTC treats a report based on personal interviews about someone character, reputation, or personal traits as an investigative consumer report, which carries extra disclosure duties on top of the standard notice, written authorization, and pre-adverse-action steps that apply to any background screening vendor. The practical rule for a small business: your own phone calls are simple, a vendor doing the calling is a regulated process. Decide which one you are running before you start, and follow the vendor rules if a third party is involved.
Write it down and keep it
Undocumented reference checks are useless twice over: you cannot compare candidates fairly, and you have nothing to show if a hiring decision is ever questioned. Capture the reference name, title, company, relationship, date, and the answers while the call is fresh, and file the notes with the rest of the candidate record. EEOC regulations require private employers to preserve personnel and employment records, including application and hiring records, for one year from the date of the record or the personnel action, whichever is later, and longer if a charge is filed. A scored call log makes that retention automatic instead of a scramble.
One line worth knowing before you outsource: if you pay an outside firm to interview references for you, the resulting report can qualify as an investigative consumer report, and the FTC attaches extra disclosure duties on top of the usual notice, authorization, and pre-adverse-action requirements for screening vendors (FTC). Your own calls do not trigger any of it. Our FCRA explainer covers where the line falls.
Structure Is What Makes a Reference Check Work
OPM reports that reference checking predicts job performance, training success, promotion potential, and turnover, and that adding structure to it, job-based questions, the same set for every applicant, and standardized rating, greatly enhances its validity as a selection procedure. On documentation, EEOC rules require private employers to keep personnel and employment records, including hiring records, for one year from the record or the personnel action, whichever is later (EEOC recordkeeping).
Structured reference calls and structured interviews work for the same reason: consistent questions plus a rating scale beat impressions. This is general information, not legal advice.
Checking References Without an HR Department
At a large company, references are a coordinated workflow with a recruiter, a system of record, and a debrief. At a small business, they are three phone calls the owner makes personally, and the honest failure mode is not asking the wrong question, it is never making the call at all.
You are the recruiter, the hiring manager, and the person making the calls
At a large company a coordinator collects the reference contacts, a recruiter runs the calls, and the notes land in a system before the debrief. At a small business the owner does all of it, usually between other work, and the temptation is to skip the calls because the interview went well. Three calls at 10 to 15 minutes each is well under an hour. Block the time on the same day, use the same question set for every reference, and score each call before you start the next one. That is the entire difference between a formality and a real check.
The reference is polite, so you hear nothing useful
Most references will not say anything negative unprompted, so a call that only asks was the candidate good produces a wall of pleasant nothing. The fix is question design, not interrogation. Ask for examples rather than judgments, ask what would make that a 10 rather than what their weaknesses were, and ask what kind of manager gets their best work rather than whether they were difficult. Then let the silence sit after the open questions at the end. The sets on this page are written to pull specifics out of a friendly reference without putting them on the spot.
What you learn on the call disappears before the new hire starts
The best material from a reference call is usually a sentence about how to manage the person well, and it is worth more in week one than in the hiring debrief. Write it in the onboarding implications box on the scorecard and carry it into the plan: more written expectations, a standing weekly check-in, real work earlier. FirstHR covers that side for a small business: the offer sent for e-signature, the new hire paperwork, onboarding tasks and training assigned before day one, and the signed documents stored on the employee profile. To be clear on scope, FirstHR is an onboarding and HR platform, not a background screening vendor and not a payroll provider, so pair it with those. Applicant tracking is coming soon to FirstHR.
Reference calls also belong to a wider screening picture. Decide up front what this role needs: reference calls alone for most hires, or references plus a formal check where the job warrants it. Our guides to pre-employment screening and background checks cover that choice.
From Reference Call to Offer
Finish every call before you make a decision, and never after a verbal yes. Withdrawing an offer over something a reference said is a bad position for everyone, and it is entirely avoidable by running the calls a day earlier.
Finish the calls first
Complete every reference call and score it before you decide. References belong before the offer, never after a verbal yes.
Compare the scores
Line up the scored call logs next to the interview scorecard and look for the theme that repeats across two or three references.
Send the offer
Put the role, pay, and start date in writing and collect an e-signature, so the record is clean from the first document.
Build the first 90 days
Use the onboarding implications from the calls to set check-in frequency, written expectations, and how fast real work starts.
Once the calls are scored, the work turns into hiring: a written offer letter, the new hire paperwork, and a first 90 days shaped by what you learned. Browse the rest of our hiring templates for the documents that come next.
Reference calls are also easier when the role was written down properly in the first place, because a reference can only judge fit against a job you can describe. If you have not written the posting yet, start from a template such as the office manager job description or the bookkeeper job description, then bring that same language onto the call.
FirstHR connects the offer, e-signature, paperwork, and onboarding workflow in one place, and stores the signed documents and hiring records on the employee profile, so a small business can run the whole path from decision to day one without a filing cabinet. FirstHR is an onboarding and HR platform, not a background screening vendor and not a payroll provider, so pair it with those. Applicant tracking is coming soon to FirstHR.
Key Takeaways
A reference check is a structured interview with someone who watched the candidate work for months, which is the one thing your own interview cannot buy.
Ask every reference the same questions across five areas: verification, performance, work style, teamwork, and departure.
Would you personally rehire them is the highest-yield question, and the hesitation before the answer carries as much information as the answer.
Ask for a specific former manager by name rather than accepting three hand-picked contacts, and call rather than email.
Keep every question tied to the job; protected characteristics are as off limits with a reference as with the candidate.
Score each call on a 1-to-5 rubric immediately, and carry what you learn about managing the person into their first 90 days.
Frequently Asked Questions
What questions should I ask when checking a reference?
Ask a fixed set that covers five areas: verification, performance, work style, teamwork, and departure. Start by confirming title, dates, reporting line, and how closely the reference worked with the candidate, because that tells you how much weight the rest of the call carries. Then ask what the candidate did better than anyone else in that role, for an example of exceeding expectations, how much day-to-day supervision they needed, how they responded to corrective feedback, how they behaved when a deadline tightened, and what kind of manager gets their best work. Close with why they left, whether the reference would personally rehire them, a rating out of 10 with what would make it a 10, and an open question about anything you did not think to ask. Use the same set for every reference so the calls are comparable.
What is the single most revealing reference check question?
Would you rehire this person, if you had an opening today. It forces the reference to convert everything they know into one decision, and the delivery matters as much as the answer. A fast, unqualified yes is a genuine endorsement. A slow yes, a yes in a different role, or a policy answer about company rules on rehiring is a signal to ask one more question. The close second is a rating out of 10 followed by what would make that a 10, because almost nobody says 10, and the follow-up gets you an honest development area from a reference who would never answer a blunt question about weaknesses. Ask both near the end of the call, after the reference has warmed up, and write the answers down verbatim rather than paraphrasing them.
What questions are illegal to ask during a reference check?
The same questions that are off limits in a candidate interview are off limits on a reference call. Do not ask about age, race, color, religion, national origin, sex, sexual orientation, pregnancy or family plans, marital status, disability, medical conditions, or genetic information. Do not ask whether the candidate took medical or family leave, requested an accommodation, or filed a workers compensation claim. Basing a hiring decision on any of those creates exposure under the federal anti-discrimination laws the EEOC enforces, and asking a former manager is no safer than asking the candidate. If a reference volunteers protected information on their own, do not record it and do not let it influence the decision. Keep every question tied to job performance, responsibilities, work style, and reliability. This is general information, not legal advice.
How many references should I check, and who should they be?
Three is the working standard for most small business hires, and at least one should be a direct former supervisor. A manager saw the work assigned, delivered, and corrected, which is why supervisor references carry more weight than peers or personal contacts. For a role that will manage people, add a former direct report if the candidate can offer one, because that is the only way to hear what the candidate was like to work for. For a customer-facing hire, a client reference can be useful. Ask for specific people by name where you can rather than accepting three hand-picked contacts, since candidates naturally select references who will be positive. If a candidate cannot produce a single former manager across several jobs, that pattern is itself worth a question.
When in the hiring process should reference checks happen?
After the final interview and before you extend the offer. Checking after a verbal yes puts you in the worst position available: you either ignore what you learn or withdraw an offer the candidate may already have acted on, which creates real legal and reputational risk. Running the calls before the offer keeps the decision reversible at no cost to anyone. The practical sequence is final interview, reference calls, decision, then written offer. If the candidate is currently employed and asks you not to contact their present employer, that is a normal request. Call the other references first, and make any contact with the current employer contingent on a signed offer. Build the calls into your timeline so they do not feel like a delay.
What do I do if a company will only confirm dates and title?
Accept it and go around it. Many companies route reference requests to a central function that confirms employment dates and job title only, which is a company policy choice rather than a legal requirement, and it is common enough that you should plan for it. Verification still has value: it catches inflated titles and stretched dates. For the substance, ask the candidate for the individual manager who supervised them, and call that person on their personal line rather than through the company switchboard. People speak more freely as themselves than as representatives of an employer. If two or three companies all decline and no individual manager will take a call, that pattern is worth weighing alongside everything else you know.
Is a reference check the same as a background check?
No. A reference check is a conversation you have with people who worked with the candidate, focused on performance, work style, and reliability. A background check is a formal search of records, usually purchased from a screening company, covering identity, criminal history, education, and sometimes credit or driving records. The legal treatment differs too. Calling references yourself does not trigger the Fair Credit Reporting Act, while buying a background report from a vendor does, which brings written disclosure, candidate authorization, and a pre-adverse-action process. Paying a firm to interview references on your behalf can also fall under those rules as an investigative consumer report. Most small businesses run their own reference calls and buy background checks from a vendor when the role warrants one.
How do I run reference checks without an HR department?
Use a fixed question set, a scorecard, and one block of calendar time. The whole process is three calls of 10 to 15 minutes, which fits in under an hour, and the failure mode for owners is not lack of skill but skipping the calls because the interview went well. Collect written reference authorization at the final interview stage, ask the candidate for a former direct manager by name, and call rather than email, because people say things on a phone call they will never put in writing. Score each call on the same rubric right after it ends, while the answers are fresh, and write down what the reference said about how to manage the person well. That last note is the bridge into onboarding. Applicant tracking is coming soon to FirstHR.
