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Create ResumeEmployment references are people who can confirm how you worked, how you performed, and whether you are likely to succeed in a new role. In the Canadian job market, reference checks are usually done near the end of the hiring process, often after interviews and before a final offer is confirmed. Employers are not usually calling references to “catch you out.” They are trying to reduce risk. They want to know whether the person they interviewed is the same person who showed up at work every day.
That is the part candidates often misunderstand. A reference check is not just a polite formality. It can strengthen your offer, delay it, weaken it, or quietly kill it. I have seen strong candidates lose momentum because their references were vague, unprepared, hard to reach, or not aligned with the story the candidate told during the interview process.
Employment references are people who can speak about your previous work performance, conduct, skills, reliability, and fit for the type of role you are pursuing. They are usually former managers, supervisors, team leads, clients, senior colleagues, or professional contacts who have directly seen your work.
A good employment reference does more than confirm that you worked somewhere. They give the employer confidence that your experience is real, your claims are credible, and your working style will not create surprises after hiring.
That last part matters more than people think.
Most hiring managers are not looking for a perfect candidate. They are looking for a candidate whose strengths, limitations, and work habits they understand well enough to manage. A useful reference gives them that clarity.
In Canada, employment references are commonly requested after one or more interviews, especially for permanent roles, management roles, regulated roles, finance roles, health care roles, education roles, public sector roles, and positions involving trust, confidential information, safety, or client responsibility.
References may be checked by:
A recruiter
A hiring manager
An HR representative
A third party background screening provider
Employers check references because interviews are imperfect. Candidates prepare. Hiring managers interpret. Recruiters read between the lines. Everyone is working with incomplete information.
A reference check gives the employer one more data point before making a commitment.
From the employer side, hiring is expensive. A bad hire can affect team morale, workload, client relationships, manager credibility, and budget. So when a company is close to making an offer, references become a risk check.
In practice, employers use reference checks to answer questions like:
Did this person actually perform at the level they described?
Were their responsibilities as broad as they claimed?
How did they handle pressure, feedback, conflict, or deadlines?
Would a former manager hire them again?
Were there any serious concerns that did not appear during the interview?
A senior leader involved in the final decision
The process can be formal or informal. Some employers use structured reference questions. Others have a short phone call. Some only verify dates and titles. Others ask behavioural questions about performance, teamwork, reliability, judgement, and areas for development.
The real question is not “Will they check references?” The better question is “What will my references confirm or complicate?”
Is there a mismatch between the candidate’s story and the employer’s experience of them?
That does not mean references are always used fairly or perfectly. They are not. Some employers overvalue them. Some ask weak questions. Some references are too cautious because of company policy. Some former managers give vague answers because they do not want legal drama. Hiring, as usual, is a human process pretending to be cleaner than it is.
But references still matter because they influence confidence. And hiring decisions are often about confidence, not just qualifications.
A candidate with a strong interview and strong references feels safer to hire. A candidate with a strong interview and unclear references creates hesitation. Hesitation is where offers get delayed, reduced, or passed to the next person.
Most Canadian employers ask for employment references near the final stage of the hiring process. This usually happens after interviews and before a formal written offer, although the timing depends on the employer.
Common timing includes:
After the final interview
After the employer identifies you as the preferred candidate
Before a conditional offer is issued
After a verbal offer but before the written offer is finalized
During a broader background check process
For senior roles, reference checks may happen after several conversations and may include more detailed discussions with former managers, executives, clients, or board level contacts.
For entry level roles, employers may accept supervisors, professors, volunteer coordinators, internship managers, or part time job managers if the candidate has limited professional experience.
For contract or temporary roles, reference checks can happen quickly because the employer needs confidence before placing someone into a client environment.
Here is the practical recruiter reality: when a company asks for references, it usually means you are being seriously considered. It does not always mean you have the job. Candidates sometimes celebrate too early at this stage. Do not do that. References are a positive sign, but they are still part of the evaluation.
A reference check can confirm the decision. It can also create doubts the employer did not have before.
Reference checks usually focus on work related information. The employer wants to understand your performance, responsibilities, behaviour, and suitability for the role.
Typical reference check areas include:
Job title and employment dates
Reporting relationship
Main responsibilities
Quality of work
Reliability and attendance patterns
Communication style
Teamwork and collaboration
Ability to handle deadlines or pressure
Leadership style, if relevant
Technical skills or role specific ability
Strengths
Areas for development
Reason for leaving, if appropriate
Whether the reference would rehire you
The most revealing reference question is often not the most dramatic one. It is something simple like, “Would you hire this person again?”
Recruiters listen carefully to the answer, but also to the pause before the answer. A confident “yes” lands differently from a cautious “Well, in the right environment.” That does not always mean something terrible happened. It may mean the candidate needs structure, a specific manager style, a stable workload, or a role that fits their strengths better.
This is where candidates sometimes underestimate how references are interpreted. Employers are not only listening for facts. They are listening for confidence, hesitation, enthusiasm, consistency, and whether the reference sounds credible.
A strong reference does not need to sound like a fan club. In fact, overly polished references can feel rehearsed. The best references are balanced, specific, and grounded in real examples.
For example:
Weak Example: “She was great. Everyone liked her.”
That sounds positive, but it does not tell the employer much.
Good Example: “She managed a high volume of client requests, stayed calm when priorities changed, and was the person I trusted when we needed accurate follow up. She did need clearer deadlines when projects were ambiguous, but once expectations were set, she delivered consistently.”
That is useful. It gives strengths, context, and a realistic development area. Hiring managers trust that more than vague praise.
In Canada, employment references should generally focus on truthful, work related information that is relevant to the hiring decision. Employers should be careful with personal information, privacy, consent, and questions that touch protected grounds under human rights legislation.
This is why many companies only provide basic employment verification, such as job title and dates of employment. It is not always because they have something bad to say. Sometimes company policy prevents managers from giving detailed references.
Candidates often panic when a former employer says, “We only confirm dates and title.” Do not automatically read that as negative. Many organizations have that policy for everyone.
That said, individual managers may still provide detailed references if they are allowed to do so and if the candidate has given permission. In many Canadian hiring processes, employers will ask for your consent before contacting references. You should also personally ask your references before sharing their names.
A reference should not be used as an excuse to dig into irrelevant personal details. Questions about family status, disability, religion, age, race, marital status, or other protected characteristics are not appropriate for assessing whether someone can do the job.
What employers should focus on is job related information, such as:
Your responsibilities
Your work quality
Your reliability
Your conduct at work
Your ability to perform relevant tasks
Your collaboration and communication
Your suitability for the role
There is also a practical side here. Even when rules exist, not every employer handles reference checks perfectly. Some hiring managers ask clumsy questions. Some references overshare. Some recruiters ask better follow up questions than others. This is why candidates should choose references carefully and prepare them properly.
Employment references and employment verification are not the same thing, although candidates often mix them up.
Employment verification confirms basic facts. It usually answers:
Did you work there?
What was your job title?
What were your employment dates?
Sometimes, were you full time, part time, contract, or temporary?
An employment reference gives an opinion or assessment of your work. It may answer:
How did you perform?
What were your strengths?
How did you work with others?
What kind of environment suited you?
Would the manager hire you again?
This distinction matters because a company may verify your employment without providing a detailed reference. That does not mean your application is weak. It means the employer is separating factual verification from performance assessment.
Where candidates get into trouble is when their resume, interview story, and employment verification do not line up. If your resume says you were a Senior Operations Manager but verification confirms you were an Operations Coordinator, that becomes a credibility issue. If your dates are slightly off because you forgot the exact month, that is usually fixable. If your dates are adjusted to hide a gap, that is a different conversation.
Recruiters notice patterns. One minor inconsistency is human. Several inconsistencies start to look like positioning gymnastics, and not the elegant kind.
Your best employment references are people who directly supervised your work and can speak with credibility about your performance.
The strongest references usually include:
Former direct managers
Former supervisors
Senior leaders who worked closely with you
Team leads who reviewed your work
Clients or stakeholders, if relevant
Project managers who can speak to your delivery
Professors or placement supervisors for early career candidates
Volunteer coordinators, if the experience is relevant
A reference does not need to have the most impressive title. They need to have useful insight.
This is a common mistake: candidates choose the most senior person they know instead of the person who can speak best about their work. A director who barely remembers you is less useful than a direct manager who can explain exactly how you handled deadlines, clients, systems, conflict, and results.
A strong reference has three qualities:
They know your work well
They will speak positively and honestly
They can connect your past performance to the role you want next
That third point is important. If you are applying for a leadership role, a reference who can speak about leadership, decision making, accountability, and stakeholder management is stronger than someone who only says you were friendly and punctual.
For Canadian job seekers moving between industries, choose references who can explain transferable skills. If you are moving from retail management into office operations, your reference should be able to speak about scheduling, conflict management, customer escalation, reporting, team leadership, and process improvement, not just “good with customers.”
Do not use someone as a reference just because they like you. Being liked is useful. Being credible is better.
Avoid using references who:
Do not remember your work clearly
Were not directly involved with your performance
May give mixed or negative feedback
Are difficult to reach
Have poor communication skills
Left the organization under messy circumstances
Cannot speak professionally
Are only personal friends
Do not understand the role you are applying for
Have not agreed to be your reference
The biggest red flag is using a reference without telling them. It looks careless, and it creates awkward calls. I have seen references answer the phone confused, rushed, or mildly annoyed. That does not help the candidate.
Also be careful with current managers. If your current employer does not know you are job searching, do not casually hand out your current manager’s name unless you are ready for that conversation. Most reasonable employers understand this and will accept former managers or ask to contact your current manager only at the final stage, with your permission.
If an employer insists on contacting your current manager too early, that tells you something about their judgement. Not everything that is common in hiring is sensible.
Preparing your references is not manipulation. It is basic professional courtesy.
Your reference should not be surprised, confused, or forced to reconstruct your career from memory while a recruiter waits on the phone.
Before giving someone’s name, contact them and ask clearly if they are comfortable being a positive reference. Do not ask, “Can I use you as a reference?” Ask the better question: “Would you feel comfortable providing a positive professional reference for me?”
That wording matters. It gives them room to be honest.
Once they agree, send them:
The job title
The company name, if appropriate
A short description of the role
Your current resume
A reminder of your work together
Two or three points you hope they can speak about
Any major projects, metrics, or responsibilities worth remembering
A note about timing, especially if the employer may call soon
Do not send them a script. A scripted reference can sound fake. Send context.
For example:
Good Example: “This role focuses heavily on client communication, prioritizing competing deadlines, and improving internal processes. If they ask about our work together, the reporting cleanup project and the client escalation process we built would be useful examples.”
That helps the reference give relevant, specific information.
Candidates often assume good work speaks for itself. Sometimes it does. Sometimes your former manager is busy, tired, travelling, managing twelve problems, and trying to remember which project happened in which quarter. Help them help you.
Most employers ask for two or three professional references. For senior roles, they may ask for more, especially if the role involves leadership, financial responsibility, regulatory requirements, or executive decision making.
A practical reference list should usually include:
Two former managers or supervisors
One additional professional reference, such as a senior colleague, client, stakeholder, or project lead
If you are early in your career, you may use:
A part time job manager
An internship supervisor
A professor who knows your work
A volunteer supervisor
A coach or program coordinator, only if relevant and professional
Do not overload the employer with six references unless they ask. More is not always better. A focused list of credible references is stronger than a long list that looks like you are hoping someone says something useful.
Keep your reference list separate from your resume unless the employer specifically asks for references upfront. In most Canadian hiring processes, “References available upon request” is unnecessary. Employers already know references are available if needed. That line takes up space and adds no value.
A clean reference list should include:
Reference name
Job title
Company
Relationship to you
Email address
Phone number
Best time or method to contact, if helpful
Keep it simple. This is not the place for design creativity. Nobody needs a pastel reference sheet with decorative icons. We are trying to get hired, not launch a stationery brand.
Usually, no. You should not put employment references directly on your resume unless the job posting specifically asks for them.
There are three reasons.
First, your resume should focus on your value, experience, achievements, skills, and relevance to the job. References are supporting information, not core resume content.
Second, you should protect your references’ privacy. Their phone numbers and email addresses should not be sent around unnecessarily through applicant tracking systems, job boards, recruiter databases, and hiring portals.
Third, references are usually only needed later in the hiring process. Sharing them too early gives up control over timing and consent.
This is especially important in Canada, where privacy and consent expectations matter in recruitment. Treat your references’ contact information with respect. Ask permission. Share details only when needed. Let them know who may contact them.
The only time I would include references directly in an application is when the employer explicitly requests them as part of the submission. Even then, I would make sure each reference knows their details are being shared.
Do not include “References available upon request” either. It is not harmful in a dramatic way. It is just wasted space. It tells the employer something they already assume.
Not having ideal references is more common than candidates admit. People move countries. Managers retire. Companies close. Workplaces become toxic. Careers have messy chapters. Life is not a perfectly formatted LinkedIn timeline.
The key is not to panic. The key is to build the strongest credible reference strategy available.
If you do not have a former manager, consider:
A senior colleague who worked closely with you
A project lead
A client or vendor
A department head who knew your work
A mentor from a professional setting
An internship or volunteer supervisor
A professor or instructor, for early career roles
A freelance client, if you worked independently
If you left a job on difficult terms, do not automatically assume everyone from that workplace is unusable. Maybe your direct manager is not appropriate, but a former department lead, project stakeholder, or senior colleague may still be able to speak fairly about your work.
If your references are old, reconnect before listing them. Send a short message, remind them how you worked together, and ask whether they would still be comfortable speaking about your work.
If you are new to Canada, use international references if they are relevant and reachable. Canadian employers may prefer local references, but strong international references can still help, especially if they come from recognizable companies, direct managers, or roles closely aligned with the job. Make it easy for the employer by providing email, phone, time zone, and relationship context.
If you have no professional references at all, start building them now. Volunteer work, contract projects, internships, professional courses, community leadership, and freelance work can all create reference opportunities. You cannot fix a weak reference history overnight, but you can build one deliberately.
When employers ask for references, they are often asking for reassurance. The official language may sound procedural, but the underlying concern is usually more specific.
When they say, “We just need to complete references,” they may mean, “We like you, but we need one more confirmation before we commit.”
When they ask for a former manager, they may mean, “We want someone who was accountable for your performance, not just someone who enjoyed working with you.”
When they ask whether they can contact your current employer, they may mean, “We want the most recent view of your performance.” But they should also understand the confidentiality risk.
When they ask about areas for development, they are not necessarily looking for a reason to reject you. They are trying to understand what kind of management, onboarding, and environment you need.
When they ask if the reference would rehire you, they are looking for a clean signal. It is not perfect, but hiring managers love simple signals because hiring processes are full of ambiguity.
Here is the behind the scenes reality: references rarely create the entire hiring decision by themselves. They usually confirm or challenge an existing impression.
If the interview panel already has concerns about communication, and a reference says you sometimes need clearer updates, that concern becomes stronger.
If the hiring manager loved your examples of stakeholder management, and your reference confirms you handled difficult stakeholders well, your candidacy becomes safer.
References are not separate from your interview. They are compared against it.
Most reference problems are preventable. They happen because candidates treat references as an afterthought.
The biggest mistakes include:
Listing references without permission
Choosing people who cannot speak about the target role
Using personal references when professional references are needed
Providing outdated contact information
Assuming a former manager will automatically say positive things
Not preparing references with context
Giving references too early in the process
Using a current manager without protecting confidentiality
Ignoring time zones for international references
Choosing a senior person who barely knows your work
Failing to explain a complicated reference situation proactively
The most damaging mistake is assuming silence means support. Just because someone has never criticized you does not mean they will give a strong reference. Some people are neutral. Neutral references are not always fatal, but they do not help much.
A vague reference can be almost as unhelpful as a negative one. If a recruiter asks about your strengths and the person says, “She was nice and showed up on time,” that is not the glowing endorsement candidates imagine.
Another mistake is hiding reference issues until the employer discovers them. If you cannot provide a former manager because the company closed, your manager passed away, or the relationship was affected by a restructuring, explain that calmly. Most reasonable employers understand context. What they do not like is feeling that something is being avoided.
If you are worried about a bad reference, do not ignore it. Build a strategy.
Start by identifying the actual risk. Are you worried because something serious happened, or because you are anxious? Candidates often assume the worst. Sometimes a former manager would be more balanced than expected.
If the relationship truly ended badly, choose a different credible reference if possible. A reference does not always have to be your most recent manager, especially if there is a valid reason.
You can say:
Good Example: “My most recent manager is not aware that I am looking, so I would prefer not to use them at this stage. I can provide a former manager and a senior stakeholder who worked closely with me.”
Or:
Good Example: “That organization went through a restructuring, and my direct manager is no longer with the company. I can provide a project lead who directly reviewed my work.”
Keep it factual. Do not overshare. Do not sound defensive. Do not turn the reference conversation into a workplace trauma documentary, even if the workplace deserved a documentary.
If the employer insists on a specific reference you cannot provide, ask what they are trying to verify. Sometimes you can offer an alternative. For example, if they want to confirm leadership ability, provide someone who reported to you, partnered with you, or reviewed your team’s outcomes.
If you suspect a former employer may give false or unfair information, consider getting legal advice, especially if it could seriously affect your employment opportunities. From a job search perspective, your immediate goal is to provide credible alternatives and keep the hiring process focused on relevant evidence.
References affect hiring decisions by changing the employer’s confidence level.
A strong reference can:
Confirm your interview performance
Support a stronger offer
Reduce hesitation about your background
Help the hiring manager understand how to onboard you
Differentiate you from another finalist
Reassure the employer about risk
A weak reference can:
Slow down the process
Create follow up questions
Reinforce existing doubts
Lead to another interview
Cause the employer to choose another candidate
Affect salary negotiation if confidence drops
What candidates need to understand is that hiring is comparative. You are rarely being assessed in isolation. If two finalists are close, references can matter more than expected.
One candidate may have slightly stronger technical skills, but vague references. Another may have slightly less direct experience, but excellent references that confirm reliability, coachability, and strong stakeholder management. Depending on the role, the second candidate may feel safer to hire.
This is especially true in Canadian workplaces where team fit, communication, reliability, and manager confidence often carry significant weight. Employers may not say it bluntly, but many hiring decisions come down to this: “Who creates the least uncertainty after we hire them?”
That is not always fair. It is, however, very real.
The best time to build references is before you are actively job searching.
Good references come from professional relationships, not emergency messages sent three years later.
Build reference strength by:
Leaving roles professionally where possible
Keeping in touch with strong managers and colleagues
Thanking people who have supported your work
Saving performance reviews or positive feedback
Tracking projects and results while they are fresh
Offering to be a reference for others when appropriate
Building relationships outside your direct manager
Maintaining updated contact information
Reconnecting before you need a favour
This matters because references are not just names. They are part of your professional reputation.
If you are currently employed, think about who actually sees your best work. Is it your manager? A project lead? A client? A senior stakeholder? A cross functional partner? Those relationships may become valuable later.
Do not wait until a recruiter says, “Can you send references today?” and then start scrolling through old contacts like you are solving a cold case.
A strong candidate keeps a reference list ready, current, and aligned with their career direction.
Before sending references to an employer, check the following:
I have permission from each reference
Each reference can speak positively and professionally
At least one reference has directly supervised my work
The references are relevant to the role I am applying for
Contact details are current
My references know they may be contacted
I have shared the job context with them
I have not listed my current manager without careful thought
My resume, interview answers, and reference story are consistent
I can explain any unusual reference gaps calmly
I am not relying only on personal references
I have protected my references’ privacy by sharing details only when needed
This checklist looks simple, but it prevents most reference problems.
The strongest reference strategy is not complicated. Choose credible people. Ask permission. Prepare them. Keep the information consistent. Do not use references as an afterthought.
References are not about finding someone to say you are wonderful. They are about giving the employer confidence that hiring you is a smart, low risk decision.
Written by Simar Malhi, a recruiter and headhunter with international recruitment experience. I write about CVs, job applications, hiring decisions, and the reality behind recruitment processes. My goal is to help candidates understand more honestly how employers, recruiters, and hiring managers actually select candidates.
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