When recruiting you need to strive to offer the candidate the best experience possible, even if they are not selected for a role at your firm. The recruitment process is a two-way street. Just as employers evaluate candidates to find the best fit for their organization, candidates evaluate employers to determine if the role aligns with their goals and values. 

One of the most debated aspects of this process is whether employers should provide feedback to candidates who are not selected. While it is not legally required, offering feedback can be a powerful gesture that benefits both parties when done thoughtfully. This month’s article discusses the pros and cons of offering feedback for candidates who are declined and do not get the job offer, and how to do it properly. 

The Case for Providing Feedback

1. Enhancing the Candidate Experience
   Rejecting candidates without any feedback can leave them feeling undervalued, especially after investing time and effort in the application process. Providing feedback shows respect for their effort and demonstrates that the organization values transparency and communication. A positive candidate experience, even after rejection, can enhance the employer's brand and reputation.
2. Building Goodwill and Networks
   A rejected candidate today could be the perfect fit for a future role, or they might recommend your company to someone in their network. By offering constructive feedback, employers leave the door open for future opportunities and build goodwill within the talent pool.
3. Fostering Growth and Development
   Feedback can be a valuable learning tool for candidates, helping them understand where they fell short and how they can improve. This aligns with the broader goal of creating a workforce that values continuous development.
4. Employer Brand and Market Perception
   In today’s connected world, candidates often share their hiring experiences online. Providing thoughtful feedback can contribute to positive reviews, while a lack of response may lead to negative ones, impacting the employer's ability to attract top talent in the future.

Challenges of Providing Feedback

Despite the benefits, there are challenges to providing feedback:

• Time Constraints: Personalized feedback for every candidate can be time-consuming, particularly for high-volume roles. It also opens the door for rebuttal and potential pushback.
• Legal Risks: Employers may fear that feedback could be misinterpreted as discriminatory or lead to legal disputes.
• Consistency: Ensuring consistent, objective, and fair feedback across candidates requires a structured approach, which can be resource-intensive.
• Personality: It is natural for most people to avoid wanting to give someone bad news and this can be very awkward for firm owners especially if they do not hire frequently. 

How to Provide Feedback Effectively

To navigate these challenges and provide feedback that is both constructive and safe, employers should consider the following best practices:

1. Be Honest Yet Compassionate
   Make it clear that the decision is final and the feedback is for their benefit, not an invitation to debate their candidacy. Start by expressing appreciation for the candidate’s effort and interest. Then, provide constructive feedback in a professional and empathetic manner. For instance, instead of saying, “Your skills weren’t good enough,” opt for, “We were looking for more experience with X, but we encourage you to continue building on the strong foundation you’ve already developed.”  Also, be careful about using the blanket statement “We went with someone with more experience”  if the job doesn't require any experience. 
2. Focus on Specifics
   Generalized feedback such as “You weren’t the right fit” is unhelpful. Avoid excessive details, but consider offering specific examples and areas for improvement, such as technical skills, interview performance, or alignment with the role’s requirements. For example, ‘The interview preparation wasn't as thorough as we would have liked to see - the answers to the questions you had for us were on the homepage of our website’ or ‘you missed several things in our assessment such as exercising Incentive Stock Options is an AMT preference item.’
3. Avoid Subjectivity
   Stick to objective criteria. For example, reference the job description or evaluation rubric to explain why the candidate was not selected. For example, ‘we needed someone with more exposure to ________software program.’
4. Provide Actionable Suggestions
   Offer recommendations on how the candidate can improve. For example, suggest training programs, certifications, or areas to focus on for future roles. For example, ‘consider pursuing the eMoney certification course’, ‘consider pursuing the Enrolled Agent credential’, or ‘consider reviewing why it is that you want to be in this business to ensure you articulate it clearly.’ 
5. Maintain Professional Boundaries
   Feedback should remain constructive and avoid personal comments. Refrain from discussing other candidates or offering overly detailed comparisons. For example, ‘You were one of the top candidates, but the other candidate was more extroverted.’
6. Consider Automated or Template-Based Feedback
   For high-volume roles, automated feedback tools or well-crafted templates can provide general guidance while saving time. However, for final-stage candidates, personalized feedback is preferable. Many of the do-it-yourselfer ATS (applicant tracking systems) such as Indeed, Breezy, etc. have these customizable templates available.

Conclusion

Providing feedback to rejected candidates is not just an act of courtesy; it is an investment in your employer brand, talent pool, and organizational reputation. By balancing empathy with professionalism and focusing on actionable insights, employers can turn rejection into a positive and constructive experience for candidates. This practice not only benefits the individuals involved but also contributes to a more respectful and growth-oriented hiring ecosystem.

Contact us at info@newplannerrecruiting.com if you would like us to help with your next hire.  

 

 

Caleb and the New Planner Recruiting Team*

*AI assisted