Comment communiquez-vous le rejet ou le retard aux candidats présélectionnés de manière respectueuse et professionnelle?

Following up with candidates during the interview process is important for several reasons: It shows that the company values the candidate's time and effort. Candidates who have taken the time to prepare for an interview and participate in the process deserve to be treated with respect. Following up with them is a way to show that the company appreciates their interest and effort. It helps to build a positive relationship between the company and the candidate. Candidates who feel valued and respected are more likely to have a positive impression of the company, even if they do not ultimately get the job. This can be important for the company's reputation and future hiring efforts.

Be Prompt: As soon as you know, let them know. It's courteous. Personal Touch: A personal phone call for a rejection shows respect and is much appreciated over an impersonal email. Be Clear & Honest: If there's a delay, clarify the timeline. If it's a no-go, be direct but polite. Feedback Offered: If appropriate, offer constructive feedback to help them move forward. Keep Doors Open: Mention that you'll keep their profile for future opportunities, and mean it. So, whether it's a delay or a decline, keeping it classy and upfront wins the day. It builds credibility with candidates when you keep them in the loop. Good news or bad news.

I think people oftentimes forget that in absence of information, people will form an opinion of what is going on. Communication throughout the process is extremely important because self-talk can shift a person's perception of an opportunity.

Following up with candidates is the holy grail to ensuring buy-in despite the outcome Timely and respectful communication of outcomes allows the candidate to know their time has been valued, their input in the process has been appreciated and recruiting in the organisation is conducted in an ethical way. The candidate will envisage what sort of organisation they are engaging with through the actions (or lack of) during the process. Is the company promoting transparency? Is integrity at the heart of the business? Are people interested in doing the right thing? It is the make or break of an action which can not only impact the candidate's opinion but also the ears that find themselves on the other end of that opinion being shared.

Candidates who have been rejected may have invested time and effort in the application process and providing feedback can help them understand the reasons for the rejection and provide constructive feedback to improve for the next opportunity. In the case of delayed shortlisted candidates, regular communication and updates can help manage their expectations and keep them engaged in the process, ensuring a positive candidate experience. In both cases, following up demonstrates respect for the candidate and helps to maintain a positive reputation for the organization.

Every candidate who walks through your recruitment process carries future potential, even if they don't fit the immediate role. By redefining your recruitment strategies to not just hire but also engage, now and for the future unlocks a world of possibilities. Embracing and harnessing the potential within your shortlist of candidates is not just a novel approach—it's a strategic move. In shifting your perspective, invest in lasting connections, and potentially you set for a mutually beneficial future. And definitely enhances your future recruitment strategy and potentially, saves you time and money.

Provide clear, specific feedback on why they were not selected or why there is a delay and offer constructive feedback if possible. Keep the tone positive and professional, and offer to keep their information on file for future opportunities. Finally, end the communication by wishing them well in their job search

Communicating rejection is an inevitable task required for all hiring teams. If you are a recruiter or manager of a company responsible for providing feedback, you need to get comfortable having these conversations. *Due to legality, the context of why a company is passing may not be available for the cause of discrimination. *Once an applicant has started interviewing, the recruitment team should set a timeline of expectations around when decisions should be made and how/when a candidate can follow back up with the company to check on the status-quo. *A positive candidate experience, even when the candidate has not been selected for the job, can be achieved if communication is forthcoming, timely, and consistent.

When it comes to rejecting internal candidates, there are some crucial things to keep in mind: -Rejected internals should receive actionable feedback that will help them understand the areas where they shined and where they can continue to develop to land a similar role in the future. -Recommend upskilling opportunities whether that's through your company's education benefit offerings or through cross-functional projects to gain more experience -Nurture the relationships with your internal talent. Check in with them just as you would an external candidate in your pipeline. Build internal specific pipelines for future roles/functions. Make sure they are aware that you want to know how they are upskilling and growing.

In regard to providing constructive feedback - know your audience! You must determine if the candidate is receptive to and interested in feedback. In some cases, the rejection will be so emotionally impactful that the candidate will not be receptive and any feedback provided will not be heard or valuable to them. Always be prepared to provide constructive feedback and carefully consider the candidate's operating reality.

Candidates truly appreciate recruiters taking the time to deliver a personal message. If I get some feedback from the hiring manager on what was lacking during the interview, I make it a point to share with the candidate as well so that they can improve on it for future interviews. If I have a strategy / tip for them, I share that as well. I find building that connection goes a long way from a candidate experience perspective even if you are delivering a not-so-welcome news

Rejecting a candidate during the interview process can be a difficult and uncomfortable task, but it's important to do so respectfully and professionally. 5 steps I always follow: Be clear about the decision Provide feedback Be respectful Communicate clearly Keep the door open Remember, rejection is a normal part of the hiring process. By handling it with professionalism and respect, you'll maintain a positive reputation for your organization and create a more positive experience for candidates.

Candidates know they will be rejected from jobs. That is not something new for them. However, when they invest time and effort into an interview and a company and never hear back or get any feedback that is what impacts them and also negatively impacts the way they see the company. - Let the candidate know as soon as you find out - Tell them any feedback you have - If you don't have feedback then try to get feedback for them as this is really key and will positively influence the way they see the company - Be clear and also let them know if there are potential opportunities in the future Rejection is not a bad thing but being left in the dark is.

Ok, all the comments so far have said what to do after a candidate is rejected. However, feedback is sometimes forbidden to be given primarily for legal reasons. This should make it fairly obvious to recruiters that more work needs to be done to prepare candidates on the front end of the interview process. What do I mean? A recruiter's job is to put a candidate in the best position to land the job. Part of this is making candidates aware of the most common reasons people fail. If the final interview has a technical and soft skill component which one is the most challenging? Why is it the most challenging? What do candidates need to do to overcome these challenges.

part 2 What this does is 2 things. 1. It gives the candidate more insight into the final interview and things to work on. 2. It identifies ahead of time what the most common reasons are so that if they do not get the job, they at least have an idea of what the reason can be, and often times they are right. Obviously this isn't direct and personal feedback, but when faced with limitations you work with them.

Start by thanking them for their interest in the role and the time they have invested in the application process. Provide clear, specific feedback on why they were not selected or why there is a delay and offer constructive feedback if possible. Keep the tone positive and professional, and offer to keep their information on file for future opportunities. Finally, end the communication by wishing them well in their job search.

It's definitely not easy, but honesty is the best policy here. If the candidate ends up falling through, they might still be able to refer a great person your way. All people want is to feel respected and that their time is valued.

The "no update" update email is courteous and only takes a couple minutes to craft and send. Candidates would rather hear you do not have an update instead of hearing nothing from you at all. Aim to have a weekly check-in via email, even if it's just sending them a little "heartbeat" email!

Transparency is key- having an open and honest conversation with candidates about real timeline expectations could save you time and trouble in the long run. Nobody likes to feel like they're being stalled or worst- being ghosted. Checking in from time to time helps, as well to see if they're still in the market- try to find ways to stay engaged and build on those relationships.

Be honest and transparent and then the candidate can make the decision whether they want to wait or not. By making them without being honest will mean they will be frustrated and might start seeing the company in a bad light because of it.

Thank them for their interest in the role and the time they have invested in the application process. Explain the reasons for the delay and provide a realistic timeline for when they can expect an update. Keep the tone positive and professional, and offer to answer any questions they may have. Follow up regularly to provide updates and maintain open communication, ensuring a positive candidate experience.

Recruiting gives the first- and for many, last- impression of company culture to candidates. Your messages to the candidate, whether by phone, text, or email, should reflect your company's culture and values.

Give them a call! How you accept and bring them into your company is a long-lasting impression. I still remember the days when I was called with an hour - it was fun, energetic, and memorable. If I could do it differently - I'd offer the opportunity for them to speak with a couple of team members before they started.

This is what I like to call "the big warm hug" moment for a company. Whoever actually sends out the offer, I think it is important for the person's direct manager to reach out and express their excitement at a candidate's potential acceptance. People want to be wanted and feeling wanted can go a long way.

Rejected candidates are also potential customers, or even future colleagues/partners with the organization at hand. And how a rejected or stalled candidate is treated is a window into organizational culture. In my search I have found it amazing - and disheartening - at how organizational values - often prominently featured on websites and touted as altruistic behaviors - are not implemented in this process.

No matter what your decision, candidates will appreciate prompt and transparent communication about where they stand in the process. The sooner and more clearly they are able to understand how they are faring, the better they are able to focus their efforts on their best opportunities, and that’s something that will go a long way, even if the news is initially disappointing. It can certainly make the difference between having the opportunity to consider that candidate in the future for a role they might be better suited for, and missing out on someone who could be a great addition to your team because they have become disenchanted with your process.