Frances Li, Founder and Director of Biscuit Recruitment, urges employers to think before accepting a friend referral, as well as what candidates should consider before working with a friend.

Frances explains why a referral should open the door rather than carry someone through it, how employers can keep referrals fair and transparent, and what candidates should ask before accepting a friend’s recommendation.

“Working with your best mate might sound like the ideal scenario, but it’s still worth asking yourself whether the role is genuinely right for you. If you end up in a position that isn’t the right fit, it can put both you and the friend who recommended you in an awkward position. A referral should reinforce your application, not replace it.

“Before accepting a referral, have an honest conversation with the person recommending you. Do they know your work well enough to endorse you professionally? Have they explained what the role actually involves? The more open that conversation is, the more valuable the referral becomes.
“A referral should open the door to an opportunity, not create the expectation that the outcome has already been decided. Candidates should approach the process exactly as they would any other application.”

On when referring a friend becomes unfair

“There’s nothing unfair about referring a friend if you genuinely believe they’re a good fit. Employees have a good understanding of both the role and the company, so they can spot talented people who might otherwise be overlooked.
“The problem starts when the friendship carries more weight than the person’s ability. A referral should open a door, not carry someone through it. The candidate should still earn the role on merit through the same process as everyone else.”

On where employees should draw the line

“Recommending someone because they’re a good friend isn’t the same as recommending them because they’re the right person for the job. Before referring someone, ask yourself whether you can genuinely vouch for their skills, work ethic and ability to do the role.
“One question I always think is worth asking is: ‘Would I still recommend this person if we weren’t friends?’ If the answer is no, it may be better to share the opportunity rather than formally endorse them.
“Once you’ve made the introduction, it’s important to step back and let the recruitment process do its job. That’s how you protect both the friendship and the fairness of the hiring process.”

On making employee referrals fair and transparent

“Transparency is what keeps referral schemes credible. Employers should know when someone has been referred, and employees should be open about how they know the candidate. A good referral is based on professional confidence, not personal loyalty. It should bring someone’s experience to an employer’s attention, not give them an unfair advantage. The assessment process should remain the same for every applicant.”

On how employers can keep the process objective

“Referrals can be a great source of talent, but they should never replace a fair recruitment process. Structured interviews, consistent assessment criteria and clear decision-making help make sure every candidate is judged on the same standards.
“It’s also good practice to remove the referring employee from any hiring decisions involving that candidate. Fair recruitment isn’t about pretending relationships don’t exist; it’s about making sure they don’t influence the outcome.”

On referral bonuses

“Referral bonuses can work well because employees often know talented people in their network. The key is making sure the incentive rewards quality rather than quantity.”
“If people feel encouraged to refer everyone they know, the process quickly loses value. A successful referral scheme should encourage thoughtful recommendations while making it clear that every candidate still has to earn the role through the same recruitment process.”

On ensuring referrals widen opportunity

“Employee referrals should complement recruitment, not define it. If too many roles are filled through existing networks, businesses can unintentionally limit the range of people they’re attracting.
“The strongest hiring strategies balance referrals with open advertising and objective assessment. That way, referrals help bring great people into the process without narrowing who gets the opportunity.

“Friendship and fairness don’t have to compete. The best referrals happen when someone is recommended because of what they can do, not simply because of who they know.”