I referred a friend for a job and now my manager treats me like their guarantor

Six months ago, I referred a former classmate for an open role on another team. Now every time he misses a deadline, my manager asks me what is going on with him.

The referral was ordinary. I knew his work from a volunteer project, thought his experience matched the posting, and submitted his resume through the employee portal. I wrote that I had worked with him in a limited setting and could speak to his reliability there. I did not interview him or make the hiring decision.

He got the job.

At first, people thanked me for sending a good candidate. Then he struggled with a complicated account. My manager stopped by my desk and asked whether he was “usually like this.” I said I did not know enough about his current work to answer.

A month later, he arrived late to a cross-team meeting. My manager messaged me during the call: “Can you make sure he understands the expectation?” I replied that his own manager should handle attendance. The message received a thumbs-up and no response.

The situation is now uncomfortable in both directions. My friend occasionally asks what people are saying about him. I tell him I am not part of his management chain and do not want to carry private commentary. At work, leaders seem to assume I can influence him because I knew him first.

I understand why a referral creates some reputational connection. Employees are encouraged to recommend people they trust. But the company ran interviews, checked experience, chose him, onboarded him, and assigned him a supervisor. At some point he became an employee rather than my guest.

The most awkward moment came last week. My manager said, “This is why referrals can be risky,” after my friend submitted a report late. The comment made his performance sound like evidence about my judgment. I asked whether there was a concern about my own work. She said no, but advised me to be more careful about who I endorse.

I want to set a firmer boundary: questions about his performance should go to him or his manager, and my referral should not place me in an informal coaching role. I can also clarify that I will not relay feedback between friends and management.

At the same time, I am reconsidering whether I should refer anyone again. If the company treats a referral like a continuing warranty, the small referral bonus is not worth being attached to another adult's entire employment.

How would you separate yourself from this without appearing defensive? What responsibility should reasonably survive after a referred candidate completes the normal hiring process?