References Are (Often) Ripe with Bias

By: Sarah Gaines and Kellie Sauls

Imagine this: Sarah (a white woman) is talking to a professional reference on behalf of her client. Sarah is referencing an accomplished Black woman for a leadership role, and she's told that the candidate can come across as “angry.”

One scenario: Oh no! Anger is not a good leadership attribute and will not work in this role.?

Second scenario: Oh no! This person just shared an opinion about a professional Black woman that sounds a lot like a common bias.

Fortunately for the client and the candidate, we played out the second scenario. We were able to dig into the specific scenario being referenced, and continued to build a more complete picture of the candidate with context and additional perspectives.

As this 2022 Harvard Business Review article notes, “the angry Black woman stereotype has penetrated many parts of American culture, including the workplace” and that “when some people see a Black woman become angry, they’re likely to attribute that anger to her personality – rather than an inciting situation.”?

This is just one of many biases that can creep into the referencing process.

When conducting references, it’s important to remember that the whole process is ripe with bias. You are literally asking for opinions about another person - and our opinions are shaped by identity (our own, and the other person’s) and unconscious biases.

So, what to do??

We cannot just do away with references. They are an important part of the hiring process and provide valuable data points for important decisions.?Foregoing references sets the organization up to accusations of dereliction of duty and can lead to terrible hiring decisions that would be easy to avoid.

We must mitigate bias in the process. We do this by being more aware of biases, and fine-tuning our reference process.?

Check your own biases going into conversations. One common bias that can be detrimental to the hiring process is “confirmation bias.” Sometimes, you may go into the call feeling like you know the candidate - especially if you’ve engaged in the interview process, and especially if the candidate is like you and feels familiar to you. In these cases, you might ask questions or interpret answers that confirm your understanding. Sometimes we can be biased in a positive way towards something or someone as opposed to being biased in a negative way.

Remember that the people you are talking to will have their own biases - because everyone does, we all do. Do not put too much weight in any one person’s perspective, ensuring instead that you have a range of diverse perspectives on the candidate and their professional performance.

This terrific article from to Psychology Today, aptly named “Traditional Reference Checks are Plagued with Biases," further explores biases in referencing.

These biases, often unconscious, perpetuate underrepresentation. Creating structure around reference checks becomes even more important when trying to mitigate bias. As with every part of the hiring process, consistency and relevancy helps ensure equity.

Reference questions should:

• Be about skills, abilities, and performance relative to the role.?
• Be the same for every candidate - though it is okay to further probe a professional experience or skill that may be more of a question or concern for a specific candidate if it is clearly related to ability to perform the job.??
• Ask for quantitative examples and explanations and drill down with follow up questions as appropriate.

Remember, the reference stage is accomplishing something different for everyone involved:

• The organization is trying to confirm that the candidate will meet the requirements and is the best candidate to do so.
• The hiring official is considering how they will work with the candidate and the interpersonal considerations of bringing them onto the team.
• The candidate is trying to provide references that will highlight them at their best and help them get an offer.

Having clarity on these perspectives can help identify the appropriate questions for data points in the candidate's overall profile. Always remember that each person is bringing their own perspective - and their own biases - into the conversation.

Close your ears! If someone shares information that is outside the scope of appropriate information for making a hiring decision (such as family structure, religion, or age) do not write it down in your notes, do not share it any further, and do not consider it in decision making.?

Confidentiality and discretion. It is important for the referencing process that you do not talk to references without your candidate’s permission. Respect a candidate request if they prefer you do not contact someone, though it is okay to ask for more information about why.

Confidentiality and discretion is important for the candidate, for your organizational reputation, and to mitigate potential legal ramifications as well.?

Check in with your human resources office before you begin the referencing process. They may have tools or guidance for you to follow during this important part of the process.

Sarah Gaines is Principal and Kellie Sauls is Equity Advisor at JUNE Partners.

JUNE Partners is a retained executive search firm that works with colleges, universities, academic medical centers, and nonprofits in leading excellent, inclusive, and equitable search processes. Connecting purpose-forward organizations with mission-driven talent.

Kellie additionally consults on diversity, equity, and inclusion for organizations on all people-centered considerations.