Shari solis12/11/2023 ![]() ![]() When our recruiters tell me that candidates write emails saying how refreshing it is to get any kind of response at all – and amazing to get one that is clearly personal to them – I know we’re doing something right. After all, isn’t that how you’d want to be treated if the candidate didn’t choose you? That means saying, with compassion, “Not this time and here’s why.” Kindness is key and your reputation is your currency. That means not shying away from a hard conversation. Ultimately, our goal is to have our process reflect who we are as a company. Sometimes we don’t hit the right notes and we struggle with just how much or how little to say. We’ve occasionally run into the argumentative candidate who disagrees with us, but that’s rare enough to not warrant changing our process. They can grow, get sharper at interviewing, and contribute value to the market when they do get hired. The result? We hired him and he’s one of our most talented product leaders here.Ĭonstructive feedback gives candidates the ability to course correct. After giving him feedback on why, he helped clarify a misunderstanding that had come through during the hiring process. True story: during one interview process, we were going to decline a candidate for a product and engineering role. Because every time an employer gives a candidate feedback, this helps improve the hiring pool at large, and it gives the candidate an opportunity to clarify potential misunderstandings. If employers think about hiring as an investment, it makes even more sense to be transparent during the rejection process. We also spend time on internal pre and post-briefings. Similarly, we have scoured candidates’ resumes and profiles, talked to references, and conducted heated hire/no hire discussions ( which I will get into my next column). Plus, he or she has to take time off work to come in, sometimes on two or three different days. That candidate has invested time (hopefully) researching your company, reading press, and understanding your product. But if you ask a candidate to spend half a day with you and that person isn’t a good fit, it’s simply the right thing to tell them why – quickly. I understand there are legal considerations to how forthcoming employers can be. In my view, the companies with the best recruiting practices take the time to call and give thoughtful and direct feedback, as uncomfortable as that is sometimes. Why not just punch the candidates in the face on the way out? At least they know where they stand. ![]() Others write generic “thanks, but no thanks” emails. Some companies do it in the worst way possible – by saying nothing at all, even after repeated attempts by candidates to find out what happened. In today’s current hiring landscape, there’s no standard map of how to decline people. So I’d like to propose a new law in the hiring universe.Įmployers: stop with the silent treatment. Here’s the thing: getting turned down can teach candidates A LOT about how to improve their game in the job market – but only if a company is willing to give feedback. Why didn’t this company like me? Why did they recruit me so aggressively and say no? What did I say or do wrong? When interview loops don’t result in an offer, the forces leading to that decision can seem mysterious. Interviewing brings on a whole range of emotions: excitement, anxiety, and, oftentimes, disappointment. After all, I’ve been in their shoes, searching for the next best role in my career path. I’ve probably interviewed more than 1,000 people during my career and I empathize with the job hopefuls who come through my door. As part of this process, I also think a lot about something else – turning down candidates. How to attract the right talent and how to build the best teams.
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