An employer calls a former manager, who has not heard from you in two years and does not know which job you are pursuing. They may remember your work well, but the surprise leaves them poorly prepared to provide a useful reference.
Ask before naming someone. Permission, current contact details and a short briefing are more valuable than a long list of impressive names who may not be reachable.
Choose someone who can speak from experience
Check whether the employer requests a work reference, a character reference or a specific category. A person who directly observed relevant work may be more useful than someone with a senior title who barely knows you.
Acas guidance on references explains the importance of clarity about the kind of reference and permission when employers request them. Its employment guidance applies in Great Britain; requirements and organisational policies vary elsewhere.
Tell the person what role you are applying for, why it interests you and which work you completed together may be relevant. Attach the job description or a short summary rather than expecting them to search for it.
Offer reminders without scripting praise
A concise note might mention a project, your responsibilities and a result you can substantiate. Separate your own recollection from facts the referee can genuinely confirm. Do not write invented achievements or pressure them to repeat wording they do not endorse.
Ask how they prefer to be contacted and whether their employer restricts references to basic employment details. That limit is useful to know before assuming they will provide a detailed recommendation.
If contacting your current employer could create a problem, discuss timing with the prospective employer before supplying details. Do not rely on a vague assumption that references will only be checked after an offer.
Close the loop
Let your referee know when contact is likely, and update them if the application ends. Thank them whether or not you get the job. Keep their contact information private and share it only for the agreed purpose.
The briefing should leave the person informed, not coached into a performance. A credible reference comes from their knowledge of your work; your preparation simply helps the right conversation happen at the right time.