You’re busy … often, overwhelmingly busy. Taking extra time to write rejection letters to candidates you’re not hiring is probably quite low on your priority list. But, it can mean the difference between a person forming a positive impression of your organization and one whose feelings are hurt – or who may decide to sue you.
Keep the Door Open
You never know, but the person you are not selecting today may be the perfect candidate for another opportunity tomorrow. Or, the person you do hire may not work out for some reason, and you’ll need to go back to the well – so don’t let it run dry.
- You represent your company to the rest of the business world. It’s good practice to keep candidates in the loop by sending well-written letters.
Protect Your Company
Every once in a while, a candidate who is not hired gets so upset that they look for a loophole in EEOC laws. Your rejection letter can protect your company from unwittingly giving the impression of discrimination.
- Give a neutral, non-specific reason for the rejection. No laws require you to tell a candidate why they weren’t hired. Never provide inaccurate, misleading or conflicting reasons for your decision. They may come back to haunt you and could be a pretext for a discrimination suit.
Do the right thing and assist job seekers by giving them constructive feedback. For instance:
- Include a copy of their resume and point out any inaccuracies or misspellings that may be a deterrent.
- Let them know that you appreciated their time and interview skills.
- Consider including links to helpful job search resources.
These little touches will leave a person with a good impression of your organization – and they will remember the positive experience they had with you.
Internal Candidates Deserve More
It’s in everyone’s best interest to be more open with internal candidates as you explain the reasons you did not select them for a job. Providing an explanation gives them something positive on which to focus: what they can do to better position themselves for future promotions. If people feel they can’t move up within your organization, they will look for opportunities elsewhere.
- Provide a reason that is actionable. Suggest something they can do differently the next time they vie for an internal job opening.
- Explain the objective, job-related factors that influenced your hiring decision. Include any significant subjective reasons; for example, their current manager may have felt they couldn’t handle additional responsibility at this point. Offer advice that will help make them more valuable and to grow in their careers at your company.
As you address your ongoing hiring and talent management challenges, turn to the specialized recruiters at PrideStaff Fresno. We can help you to not only find candidates that fit your needs, but also to effectively manage every step of your hiring process. Read our related posts or contact us today to learn more.