What do you do if your interviewee becomes defensive when receiving feedback?

1. Stay calm and empathetic. 2. Focus on specific examples and facts. 3. Acknowledge their perspective. 4. Offer constructive feedback and encourage discussion. 5. Emphasize the importance of growth and improvement.

When an interviewee becomes defensive while receiving feedback, it's important to approach the situation with empathy and professionalism. Here are some steps you can take: Stay calm and composed, Provide specific, objective examples, Focus on behavior, not character, Encourage dialogue and listen actively, Offer actionable improvement suggestions, Highlight positives, and Schedule a follow-up discussion. By approaching feedback discussions with empathy, clarity, and a focus on growth, you can help interviewees address defensive reactions and foster a constructive learning environment.

Providing feedback can be uncomfortable for both parties. To prepare for moments like performance reviews, there are many articles available in the literature that can help with emotional preparation. However, in my experience, it's always important to listen attentively to the other side with a calm countenance, as the feedback situation can create a scenario prone to defensiveness. Take the time to actively listen and repeat the concern that the other person is raising to show that you are genuinely engaged. It's important to understand the clear intention of the feedback, especially when feeling defensive, as this can reinforce the positive intention. This approach can help to build an atmosphere of trust during the feedback process.

I personally use this as an opportunity to practice my Judo skills. And no, I don't mean mental or verbal Judo. I mean cold, hard, physical Judo. I first reach out to shake the interviewee's hand. Once contact is made, grip firm (required) and eye contact locked in, I quickly pull the interviewee toward me with the handshaking-hand. A swift turn and bend at the hips and the interviewee should be airborne. At this point, with handshake-grip still firmly locked, a quick tug of the arm should have the interviewee tucked into a ball somersaulting through the air away from me. If executed correctly, the interviewee should be rotating fast enough that when they land (carpet works best) they bounce right out of the room (open door required).

1. Stay calm and listen actively as the burn out of the interviewee could be genuine due to various factors viz. layoffs, very less opportunities in the market, personal reasons, etc. 2. Once the interviewee is done with their dialect of defensive behaviour, please be empathetic and let the interviewee know that you will keep her/him updated with future opportunities and may also try to refer few good opportunities within your network. 3. Be very professional and share the detailed feedback via email so that they may refer to it and work on improvement areas. 4. Let the Interviewee know that you will keep in touch with her/him for any future opportunities. 5. Be courteous and wish the Interviewee good luck for future opportunities.

Active listening is key to understanding the interviewee's perspective. Give them the opportunity to express their thoughts and feelings without interruption. This demonstrates respect and shows that their feedback is valued, fostering a more open and honest exchange.

No one is to become defensive without a reason ! The interviewer has to watch his body language and words . He/she needs to understand the stress that the interviewee is passing by while having this formal type of meeting ! To lead a successful interview , one has to have a clear conversation with no ambiguity or double meaning !

When an interviewee gets defensive during feedback, active listening becomes even more crucial. Maintain eye contact, lean in slightly, and use verbal cues like "uh-huh" or "I see" to show you're fully engaged. This demonstrates respect and encourages them to elaborate on their perspective. Avoid interrupting or getting defensive yourself; instead, paraphrase their concerns to ensure understanding and ask clarifying questions to explore the root of their defensiveness. This shift in focus from criticism to open dialogue can help them move past defensiveness and engage constructively with the feedback.

Listening will help us to understand. In every moment, being a good listener will help us to understand well. When we are well understood with situation the half of problem solved

Stay calm and listen actively Prepare your next statement and don’t feel disappointed. Be empathetic and give non-verbal sign ?? to show you are following, Do not exhibit displeasure but rather smile and still communicate constructively and effectively.

When an interviewee becomes defensive after receiving feedback, it's crucial to clarify your intent behind the feedback. Here's how you can do it: 1. Express your intention: Start by explaining that your intention is to provide constructive feedback to support their growth . 2. Highlight the benefits: Emphasize the potential benefits like improving skills, increasing effectiveness, and achieving professional goals. 3. Invite their perspective: Encourage the interviewee to share their thoughts and feelings about the feedback. Listen attentively and validate their perspective, even if it differs from yours. 4. Clarify misunderstandings: Clarify your intentions and ensure that the feedback is received in the intended manner.

When an interviewee becomes defensive when receiving feedback, it's important to handle the situation with empathy and professionalism. I would prefer to start by acknowledging their feelings and expressing that my intent is to help them grow and succeed in their role. Reiterate that feedback is an opportunity for improvement, not criticism. Encouraging open communication will surely invite questions stuck at that moment of rush. It's essential to remain calm and respectful throughout the conversation and focus on finding constructive solutions together. Ofcourse sometimes we can’t cover every determined process but going a mile further can bring a change.

When someone gets defensive during an interview, it's important to explain that any feedback you give is to help them improve, not to attack them. Let them know you're on their side and want to work together to make things better. Encourage them to share their thoughts so you can understand each other better and work as a team.

I would definitely restate whatever I said and be transparent with my intentions. This is what works for me and the other person will feel that I am being honest and clear

When an interviewee becomes defensive, it's important to explain your intent of giving them this constructive feedback to help them improve for future opportunities/interviews. Additionally, offer them ways you can support them in addressing these together. This will build a stronger relationship with that individual as you are invested in their career growth and want to be there for them throughout this process.

Providing support is crucial in helping the interviewee navigate their emotions and address any concerns they may have. Show empathy and offer assistance in developing strategies to overcome challenges highlighted in the feedback.

Being defensive signifies that in the interviewer's perception, you both are from different teams/parties. - one vs. the other - your offences vs their defences Now, the best way to break this frame is by providing support. Here are the following ways you can provide support: 1. By agreeing on their statements. 2. By keeping a positive and affirmative body language (nodding etc.) 3. By adding to his statements. 4. By giving examples to their statements as if you both are complementing each other. This will create oneness between you and the interviewer.

By offering support you are building confidence and trust with the candidate. This may enable you to understand the candidate's abilities much better.

When a manager is delivering any sort of criticism, I find it best to critique and follow up with support on how together you can assist them in reaching the goal intended. If an employee can sense that you are there to genuinely help support them with where they may be lacking, they are more likely to succeed in correcting the issue.

Help them to understand that this is not war, but rather a process in which both need to honestly evaluate if each other is the best fit for them.

1. Stick to observable behaviors: Base your feedback on specific, observable behaviors rather than assumptions or personal opinions. 2. Provide evidence: Offer concrete examples or evidence to support your feedback. 3. Avoid judgment: Refrain from using judgmental language or making evaluative statements about the interviewee's character or intentions. 4. Offer guidance: Provide guidance on how the interviewee can address the feedback and improve their performance or behavior. 5. Maintain professionalism: Keep the conversation professional and respectful, even if the interviewee becomes defensive or emotional. Stay calm, composed, and focused on the facts.

To help guide your fact-based conversation, it's important to focus your talk track on 3 key areas: (BBO) background, behavior, outcome. What was the background or situation that occurred, the behavior they executed and the outcome or result it produced. In addition, being thoughtful about your word choice and delivery can be crucial. When you focus on facts, the message is clearer and allows the receiver to an opportunity to reflect.

Emphasizing facts over opinions can help in grounding the feedback in objective observations. By focusing on specific examples and behaviors, you can make the feedback more tangible and actionable, reducing the likelihood of a defensive response.

We're humans, it's natural. Not everyone has awareness to handle feedbak, and somehow–It's a frequent natural part of our interactions. What's important is to focus on the facts and reasons behind the feedback, whether positive or not-so-positive. Providing real-time examples and observations can really support your points, especially when delivered in a kind and constructive manner. Instead of coming on too strong, imagine sitting by a gentle waterfall or in a peaceful pond, just dipping your feet in the water and having a friendly chat. Feedback is most effective when it's given in a way that the listener can relate to and understand its benefits, that "What's in it for me?".

Les faits, les résultats sont indiscutables il est vrai. Toutefois dans ce type de situation , on est sur de la justice organisationnelle. le collaborateur peut percevoir comme injuste le feedback qui est fait, même si c'est pour l'aider à progresser. Il convient d'apaiser l siuation, en acceptant son ressenti et l'écouter avec bienveillance et empathie. une fois le collaborateur prêt à écouter, il faut lui faire son feedback de fa?on la plus juste et factuelle possible, en le questionnat : es-tu d'accord avecce constat ? Que penses-tu de tes résultats," et lui demander quelle aide il a besoin, comment peut on l'aider (formations, coachings...) C'est un sujet qui nécessite beaucoup d'intellignece émotionnelle

Next steps if an interviewee gets defensive? I agree with the article, and that is as the interviewer you remain calm. I had this happen once in an interview where the person I was interviewing began weeping when I asked her if she was willing to relocate. She said that she was caring for her elderly father and the idea of taking a job in another city apparently struck a nerve. Being an empathetic and compassionate interviewer, I offered her a tissue and asked her if she wanted to continue the interview. She just shook her head no and left the room. She sat outside the interview room still crying into her tissue when the next applicant came in for her interview. Not a good look for the other applicants.

Listening carefully is the key to understanding and in many instances will be the key to a productive interview. So often when interviewing we are waiting to jump in and speak. Listen, listen well, and clarify before speaking. Many times the person being intervied is nervous, self concious, and unsure, somtimes coming across in the wrong light. Listening well without speaking allows them to mellow out, and realize that the intervierer is really intereated in what is being said.

One thing I have found useful is not to personalize a feedback, but rather focus on the action or the behavior and elaborate on the effects of such behavior on the business or the team, rather than throwing a judgment on the interviewee in a form of a feedback.

I believe this procedure is a great way to resolve conflict resolution issues in any capacity, professional or personal. Planning next steps helps to redirect the conversation towards an end goal that is beneficial for both parties. In my experience as a conflict resolution specialist, I have found that this step is crucial towards deescalating a situation.

It's very important not only to deliver improvement feedback in a positive manner, emphasizing the opportunity for growth, but also to provide gentle guidance on what the person can do to address that feedback and grow.

Giving feedback is an art and during the interview process it is quite important to adopt to a right approach showing mutual respect and empathy .If the interviewee becomes defensive,then it is appropriate not to have further discussion on that particular aspect .This will be a time wasting process.It would be appropriate for the interviewer to probe other relevant areas pertaining to experience and exposure of the candidate.

As a Talent Acquisition Partner, I address defensive reactions to feedback by remaining calm and empathetic. I acknowledge their feelings, encourage open communication, and provide constructive feedback focused on behavior or performance. I offer reasons and discuss the same while being empathetic about how candidates can take it positively and make them realise how there is room for improvement, by emphasizing the importance of feedback for growth and development.

It's important to provide constructive feedback that focuses on specific areas for improvement and offers actionable suggestions for change. The interviewer should highlight the positive aspects of their performance as well to balance the feedback. The interviewee should be involved in finding solutions to address the feedback. They should be encouraged to brainstorm ideas and develop an action plan together. Collaborative problem-solving can help empower the interviewee and increase their commitment to making improvements.

Try to understand his/her position. Put yourself in his/her place, think as he/her does and analyze his/her behavior, what make the interviewee to defend himself. I think this method will work.

é extremamente importante que a inten??o seja entendida conforme projectada, isso fará com que a outra pessoa saia esclarecida, e com perspectivas do que precisa melhorar... E que a situa??o n?o se transforme em algo pessoal, e sim do fórum profissional.