A useful reference check confirms job-related evidence with an appropriate person through a verified contact channel. Establish the candidate’s permission and contact arrangements, prepare consistent questions and record the limits of what the referee can actually confirm.
Privacy and recruitment obligations differ by organisation and circumstance. The OAIC employment guidance explains relevant distinctions. Do not assume the employee-record exemption covers every applicant, referee conversation or recruitment service.

Agree contact arrangements with the candidate
Confirm the nominated referees, their relationship to the candidate and when they may be contacted. Pay particular attention to a current employer who may not know about the application. Do not use a reference check to disclose a confidential job search casually.
If another person’s input is proposed, discuss that with the candidate and check the applicable process before making contact. OAIC agency-referee guidance addresses government-agency practice; do not apply every detail as a universal private-sector rule.
As a practical record, note the candidate’s permission, nominated contact, purpose and any timing restriction. This is an editorial process recommendation, not a claim that one consent form satisfies every law.
Verify the referee and their knowledge
Confirm identity, role, contact details and the period or work they directly observed. Independently verify business contact details where appropriate. A genuine organisation name does not prove the person replying is the nominated referee.
Ask whether the person is authorised and able to provide the information requested. Some organisations limit references to employment confirmation. Record that limitation instead of treating a short response as negative evidence.
Use a job-related question bank
- What was your working relationship with the candidate, and during which period?
- Which duties did you directly observe them performing?
- Can you describe an example relevant to the role’s accuracy, service or coordination requirements?
- What level of supervision or approval applied to that work?
- What support helped the person perform effectively?
- Is there anything in the candidate’s description of the work that needs clarification?
Choose questions for the actual role. Avoid broad requests for personal, medical, family, political or religious information unrelated to job performance. A reference check is not an invitation to collect every opinion about someone.
A fictional evidence example
A fictional referee confirms that an applicant maintained a request register but explains that approval of changes remained with the supervisor. The employer records both the task and the authority limit. It does not rewrite the answer as “managed operations independently”.
If the answer conflicts materially with the application, note the specific issue and follow the organisation’s fair clarification process. Do not make a serious conclusion from ambiguous phrasing without checking what the referee actually meant.
Record the conversation accurately
Keep the date, participants, questions, relevant answers and any limitations in the secure recruitment record. Distinguish direct observations from hearsay and factual confirmation from opinion. Avoid secret recording; check the applicable rules and permissions if audio recording is proposed.
Do not promise absolute confidentiality that the organisation cannot lawfully guarantee. Access and disclosure questions require the relevant privacy framework and advice for the circumstances.
Treat references as one part of selection
A positive reference does not replace required licence, work-rights or other appropriate checks. A referee’s availability also does not determine a candidate’s capability. Compare the evidence with the role and document the reasons for the decision.
The candidate’s task of choosing and briefing referees is separate from the employer’s checking process. Review BOJ employer information for the current platform route and our local-business guide for wider workforce planning.










