I’ve been involved in hiring decisions for over two decades, and if you want to recommend someone for a job, the best approach is a blend of honesty, specificity, and timing. Let me give you the short version first: always get the candidate’s permission, then send a concise, personalized recommendation to the hiring manager or recruiter. Highlight exactly what they accomplished, not just what they did. And follow up once—but don’t nag.
Now, let’s go deeper. The biggest mistake I see is people saying “they’re great” without proof. Instead, structure your recommendation like a mini case study. For example: “In Sarah’s two years on my team, she reduced onboarding time by 30% and launched three projects under budget.” That’s gold. Also, consider the timing—sending a recommendation during the middle of a hiring cycle is more effective than during a holiday lull.
Another critical point: know the company culture. If you’re recommending someone who thrives in a rigid hierarchy for a startup that values autonomy, you’re doing everyone a disservice. I always ask myself, “Would I want this person representing me?” If the answer is no, I don’t recommend.
Here’s a quick table of do’s and don’ts I’ve collected over the years:
| Do | Don’t |
|---|
| Ask the candidate first | Blindly forward a resume |
| Use specific numbers and results | Use vague adjectives like “hardworking” |
| Tailor the message to the role | Send a generic copy-paste note |
| Follow up politely once | Send multiple reminders |
| Be honest about weaknesses | Oversell or exaggerate |
Finally, remember that your recommendation is a reflection of your own judgment. A strong recommendation can boost your credibility, but a weak one can damage it. If you’re unsure, offer to make a warm introduction instead of a full endorsement. That keeps the door open without burning bridges.
