How do you respectfully and constructively reject a candidate?

I'm currently in the job market and so am a candidate myself right now. Here's an example of a great candidate rejection that I received - this recruiter called me on the phone to let me know that they were moving forward with another candidate however, the feedback from my interview was fantastic - so great in fact, that the HM and the others on the interview loop made it a point to say that if they had the budget to create another role at a higher level, they would do it immediately and offer me the job. So while I didn't get the role that I interviewed for, I came away feeling great about my interview skills and got some very encouraging and positive feedback as well. That is a great way to close out the candidate in my opinion.

We do not need to destroy someone's personality just because they don't fit our requirements. Be honest, but not rude, be constructive, focus on the skills mostly, explain as clear as you can but don't hurt people over a job interview feedback.

Be Authentic, share the real reason for no consideration or rejection to build trust and win candidate confidence. Also, if possible, try to share constructive feedback which helps candidates to work on those gaps.

Rejections are tough, let the candidate know on time so that they are aware of it real time so that they can plan accordingly. Keep the candidates updated on the delays if you expect them.

Closing the loop with the candidate over the phone is always my preference, especially when they have dedicated their time to multiple rounds of interviews. If there is information I can share that I think will be helpful for them, I try to be as transparent as possible. Usually, I'll ask if they're open to constructive feedback if there is something I think could help them as they continue interviewing. Otherwise, if the role was filled internally, or there was a candidate with more relevant experience, I like to share that with them so they walk away with some closure. It's important to keep things open-ended and ensure the candidate is left with a positive impression of your company, they very well could be next in line for another role.

I agree to a certain extent, but at the same time from a legal risk and time management perspective, I would avoid over-personalization. This applies especially to corporate recruitment and mass volume hiring. Instead I would suggest adding data tags to do the personalization for you and use your automated email templates found in the applicant system. It will save you hours of time. Review the templates regularly with your company's legal counsel. Using consistent messaging may help you become more compliant with state and federal discrimination laws.

When declining a candidate, always provide clear feedback about the decision. Offer constructive suggestions, whether related to their interview performance or their resume. This demonstrates genuine interest in their growth. Encourage them to stay connected with the company or your professional profile for upcoming opportunities. If the candidate was among the top choices for the position, let them know it's worth checking back in a few weeks for potential roles. When rejecting a candidate, it's essential to be clear, kind, and constructive.

Candidates are Human, and when they spend their time and energy in an interview process, they deserve an honest human response. A quick text or phone call is a way to share the news and ensure decisions are being shared person to person, so all can move forward. Keeping it short and sweet, and delivered promptly, ensures the loop is closed with the candidate in a way that shows respect for their time and interest. If it's a strong candidate, offering to keep the communication open for future opportunities is a way to let them know their experience is unique, and valued.

Humans are still humans, and looking for the 'human' touch when searching for positions. A personal approach should be honoured at all stages in the process, but especially once the candidate has taken the time to interview. Sending a personal message to a candidate, that is honest, concise, and timely, helps to ensure the candidate feels their time was valued, and helps close the loop for all.

Be honest. Be transparent. Provide feedback where you can to help the candidate get better. Don't be scared to provide feedback, most candidates crave it in order to fill gaps in resume or interview better, as well as having a clear understanding of why they did not move forward in the interview process.

Clarity is key. Clearly communicate the decision while highlighting the strengths of their application. This helps candidates understand the outcome and offers them closure.

On point. People may not like rejections but with my experience everybody knows where they did mess up during interview and when you be on point and tell gray areas, people appreciate it later.

I also suggest the candidate apply to other positions that they feel they are qualified for. They may be a better fit for a different department/manager.

Although it's great to be clear and to the point, do not forget about differences in cultural communication. Whether you are more or less prone to corporate jargon, make sure that your feedback is based on concreteness, and in line with the requirements of the job position in reference. Remember that the feedback provided is a key component of your candidate experience.

By not ghosting someone. By being courteous and kind. By picking up the phone if they interviewed with you. Treat others as you want to be treated.

While you share feedbacks, try to be detailed if you have the information. Share what worked and what not, so that the candidates can work on their performance with the feedback that is received from your end. They can work on areas that can be improved and continue on areas that they are doing well. It is an ongoing relationship and it is absolutely important to close the loop via email, call etc so that they are aware on the status.

I don’t give them criticism from me, I tell them what the program manager or hiring team said only. It’s not my job to tell them my opinion and they don’t care about my opinion.

When rejecting a candidate, clarity and kindness lead. First, be timely in your communication; don't leave them in the dark. Then, personalize your message. A generic "Thanks, but no thanks" lacks respect and tact. Instead, provide specific feedback grounded in the role's requirements—this shows you value their effort and time. Constructive criticism can be a gift, but keep it relevant and actionable. Close by encouraging them to apply for future roles that might be a better fit. This isn't just about being nice; it's smart business. Today's rejected candidate could be tomorrow's star hire or future client.

Being in talent acquisition for a decade now , I feel constructive feedbacks are very important for each and every candidates. We should be able to share the detailed feedback with the candidates and it should be clear and with some positive directions . Where they have lacked or what was the main reason of the rejection and how they can improve in another interviews. It will help them to understand where to focus more in the future and actual reason for the rejection . As sometimes it’s not candidates poor performance but some other reasons like team fitment , attitude ,overall fitment within the team etc . We should always close the loop by providing constructive feedbacks .

I’d firstly consider the language used. Instead of using ‘reject’ even in internal communications decline seems both more respectful to individuals and appropriate

It's great to see so many examples of how to do this well shared here - we hear from a lot of candidates that unfortunately they never hear back from prospective employers - this seems a very frivolous way to treat potential customers for your business but nevertheless it is true. The key is the quality of the notes that you take. Interview note taking is an incredible skill which we underestimate - and that of course forms the foundation of any quality feedback process. When we make the call we always start by confirming the outcome of the interview clearly - and then ask if they have time and are currently able to receive feedback from us, it's a shame to give all that constructive support to a candidate while they might be out and about

If you decide to send a rejection email, make it short and sweet. No reason to make candidate's have to dig through your email for the 'no'.

Respect is one of the foundations of a great recruitment process. And, best of all Respect is FREE Respect nevers runs out Respect seeks the best FOR others Respect doesn't require fancy tech Respect is always appreciated. Building respect into a recruitment process means that steps are developed and then held up against the light of respect. It looks a little different at every company, but every company can do it.

The job search, applying for jobs, interviews, waiting for replies, rejection, are all very stressful and emotional moments in a candidates life. Let the candidate know that it is OK to keep in touch and that you are there from them. Be honest and sincere in your approach and discussion, even if you are delivering bad news. A candidate will appreciate your actions. At least they know where they stand and this is better than Ghosting!

Yes be open to keep in touch but do not promise anything and help only if you can do that. And if they ask for more feedback or suggestions make sure to provide only the necessary information and give advice only if you have spare time to share.

Provide an opportunity for candidates to seek clarification or ask questions. An open-door policy shows transparency and reinforces your commitment to fairness.

If you need to respectfully reject a candidate after an interview, it's essential to communicate clearly and empathetically. You can start by thanking the candidate for their time and interest in the position. Then, politely explain that although their qualifications were impressive, another candidate's experience aligned more closely with the requirements of the role. It's important to offer feedback if possible, highlighting the candidate's strengths and expressing your appreciation for their efforts. This approach helps the candidate understand the decision and leaves a positive impression of your organization.

Transparency is a cornerstone of our communication. While it's important to be concise, it's equally vital to address any genuine questions or concerns candidates may have. If they seek feedback or guidance, we're open to providing it. Expressing interest in staying connected also fosters a positive rapport. It's about leaving the door ajar for potential future opportunities, all while upholding a respectful and approachable demeanor.

I don’t reject candidates. I reject the position for the candidate when it isn’t a fit for their career - whether determined by the client or by the candidate. What’s more important for internal recruiters especially is building and sustaining relationships with professionals in the local market relevant to your business. While they may not have been a fit for the specific opportunity they interviewed for, a bad interview experience will turn them off for future opportunities. We must remember that candidates are people, dynamic and constantly gaining experience in their field. And time flies.

It really depends on how far along in the process the candidate is. If an applicant has simply applied to a role a rejection email will suffice. If a candidate has gone through multiple rounds of interviews, they are owed at minimum a phone call. The reason for this is employers and hiring managers need to provide real feedback not simply a canned rejection email or passing this responsibility off on HR or a staffing firm. The how and why the employer is moving forward with other candidates or why they are not moving forward with this candidate needs to be explained. People cannot improve or grow without constructive criticism. Being a hiring manager or employer comes with a responsibility. Providing detailed feedback is a must.

Consider the candidates mental health, they may have been rejected multiple times and be starting to question their own self belief. They may be desperate for employment and in some cases may be questioning their very existence. It is important to be non judgemental and deal in facts, ie if they didn’t have all the skills required, state which skills were missing, if other candidates were ‘better suited’ say why they were better suited, if they wouldn’t fit culturally, state why they wouldn’t fit. Constructive feedback is essential for a candidate to understand exactly why they were unsuccessful and give some positive actions that they can take for the future. It’s important that they leave the process feeling that the role was not for them

Providing feedback to a candidate is crucial for several reasons. Firstly, it gives the candidate valuable insights into their strengths and weaknesses, enabling them to improve and develop their skills. Secondly, it shows the candidate that their efforts were appreciated and that their application was taken seriously. This can foster a positive relationship between the candidate and the organization, even if they did not secure the position. Additionally, giving feedback promotes transparency and fairness in the recruitment process, which benefits both the organization and the candidate. Overall, providing feedback is a vital aspect of recruitment that enhances the reputation and effectiveness of an organization.

If a position is dragging on and you are still waiting for feedback, give the "no update update." Check in with them either by a phone call or an email letting them know they are still in consideration and you are trying to get feedback asap for them. Once you do have that feedback make sure you share it with candidates. So many candidates let me know how uncommon it is to get a follow up email/call after being submitted to a job and we have to change that as recruiters!