Part 11 of 20 in How to Hire A Players: A Guide for Indian Founders← Part 10Part 12 →
This chapter explains why Indian founders often skip reference checks and how to conduct them effectively. It helps founders understand the importance of thorough reference conversations.
- Founders skip references due to awkwardness and fear of losing candidates.
- Effective references involve calling several past bosses, peers, and subordinates.
- Candidates should help set up reference calls to avoid cultural barriers.
- Listen for indirect criticism and faint praise in Indian references.
- Backdoor references should be used ethically to gather additional insights.
Indian founders skip references because they feel awkward, because they fear losing the candidate, and because they privately believe references are theatre. They are theatre if you call the two names printed at the bottom of the CV and ask whether the person is “good”.
Done properly, references are where the Who interview is cross-examined.
Who to call
Smart and Street recommend a serious number: several past bosses, a peer or two, a subordinate or customer where relevant. In practice for an early-stage Indian company I want at least three bosses across two jobs, plus one person who worked under the candidate if the role includes management. You choose the names from the Who interview. You do not accept only the prepared list.
Ask the candidate to set up the calls. In India this is not optional. Gatekeepers, old corporate emails, and a culture of not speaking about former colleagues will defeat you otherwise. When a candidate hesitates to connect you to a recent boss, believe the hesitation.
What to ask
- In what context did you work together, and for how long?
- What were this person’s biggest strengths in that job?
- What were the biggest areas for improvement then?
- How would you rate overall performance on a one-to-ten scale? Why not a ten?
- Would you hire this person again, in this specific kind of role?
- The candidate mentioned a struggle with X. Can you tell me what you saw?
Then shut up. The useful material arrives after the official sentence, in the pause, in the change of tone, in the phrase “let me put it this way”.
How to hear an Indian reference
Direct criticism is culturally expensive in many Indian professional circles. People will not say “do not hire him”. They will say “he is very sincere” and then fail to mention a single outcome. They will say “she needs a strong support system”. They will take three seconds too long before “yes, I would hire her again”. Learn the dialect of faint praise.
A reference who will only speak off the record, or who asks you to keep the call to “culture fit”, is already telling you something. Write it down.
Backdoor references
Your graph will sometimes contain a person who worked with the candidate and was not offered as a reference. Use judgement and ethics. Do not run a gossip network. Do not call a current employer and blow a confidential search. Do call a former colleague you trust if the role is senior and the scorecard is heavy. Tell the candidate you will speak to people beyond the list. A Players rarely fear that sentence.
When references kill the hire
One mixed reference is a prompt for more questions. A pattern is a decision. If two bosses describe the same hole, believe the hole even if the onsite day was delightful. Delight is not an outcome.
Frequently asked questions
Why do Indian founders skip reference checks?
Indian founders often skip reference checks because they feel awkward, fear losing the candidate, or believe references are just a formality.
How should founders choose whom to call for references?
Founders should call several past bosses, peers, and subordinates, choosing names from the interview rather than relying on a prepared list.
What questions should be asked during a reference check?
Ask about the context of working together, strengths, areas for improvement, overall performance rating, and whether they would hire the person again.
How can cultural nuances affect reference checks in India?
Direct criticism is rare in India; listen for faint praise and indirect feedback, as these can reveal important insights about the candidate.