How to include reference checks in your executive pre-employment screening process.
Purpose
Reference checks are a critical safeguard in Victorian public service executive recruitment. They help verify a candidate’s previous work performance, assess leadership qualities, and screen for any history of misconduct, unethical behaviour, or other inappropriate conduct that may pose a risk to public trust and good governance.
Step-by-step guide for executive reference checks
Step 1: Planning the Reference Check
Identify Suitable Referees
Preferred candidates should provide at least 2 reference checks, including but not limited to:
- the candidate’s current direct line manager (or most recent if the candidate is not currently employed)
- where the candidate has been in any other role in the past five years, any other previous line manager.
For candidates who have not been in any other role in the past five years, the second referee should be someone who is well placed to comment on the candidate’s work performance and behaviour.
If it is not possible/appropriate to complete a referee check with the candidate’s current/last direct line manager, the reference check should be conducted with the manager above the direct line manager, or the People and Culture executive of that organisation.
At your organisation’s discretion, more than two reference checks may be warranted, for example where an executive has moved around a lot in recent years, or in those circumstances where the current/most recent line manager is not available or appropriate.
Obtain candidate consent:
Secure consent to contact referees, ensuring transparency in the process.
1. Conducting the reference check
Verify referee identity and relationship: Confirm the referee’s credentials and working relationship with the candidate to ensure credibility.
Ask direct and open-ended questions on past-behaviour: Encourage detailed responses regarding any concerns related to ethical behaviour, decision-making, and workplace conduct. Key questions could include:
- did the candidate ever face allegations or disciplinary action related to misconduct, harassment, bullying, or inappropriate behaviour?
- have you ever had to address concerns about the candidate’s conduct?
- how did the candidate handle conflicts of interest or situations requiring ethical judgment?
- would you rehire this person for a leadership role? Why or why not?
Identify red flags: Be alert to vague responses, reluctance to answer, or inconsistencies between the referee’s feedback and the candidate’s application.
2. Evaluating and responding to findings
Cross-check information: If allegations or past misconduct are revealed, compare responses with the candidate’s application, interview, and any other background information. This may include reviewing official records or speaking with additional referees.
Provide a right of reply: If allegations or past misconduct are revealed, where appropriate, you should provide the candidate with a right of reply. They may be able to provide context or additional information to assist in your deliberations.
Factors to consider when determining if it is appropriate include:
- if the misconduct is substantiated and publicly documented (e.g. in tribunal / Fair Work decisions), there may be less obligation to provide a right of reply
- if the alleged misconduct is minor or unrelated to the role, a right of reply may not be necessary
- If the alleged misconduct is serious and relevant, particularly for roles requiring high integrity, financial delegation etc, a fair process should be followed, including allowing the candidate to respond.
Document All Findings: Maintain accurate records of responses, ensuring transparency in decision-making.
3. Decision-Making and Reporting
Inform the selection panel: Summarise key findings, especially any concerns related to integrity, misconduct, or ethical behaviour.
Address integrity risks before appointment: If concerns arise, consider additional inquiries or reconsideration of the candidate’s suitability.
Retain records in line with policy: Ensure documentation aligns with public sector record-keeping requirements.