A Recruiter’s Guide to Turning Candidates Down the Right Way

A Response for Each Step 

Each stage of the hiring process, from applying and taking a phone screen to interviewing and being a finalist, calls for a different response from recruiters. 

Every candidate should receive an email confirmation of their application. But once it becomes clear a candidate is not the right fit for a role, it’s important to let them know quickly. 

“For candidates who are not moving past the application stage, a standard email expressing appreciation for their interest is sufficient,” said Anna Cowell, recruiting management consultant at Helios HR, a human capital and talent acquisition consulting firm in the Washington, D.C. area. “The email can be thoughtful and warm and reflect your employer brand. But it’s not really possible to personalize the responses at this stage, given the number of applications some employers receive.”  

Automation is key at this step. “I make it my goal to try to look at every direct application, but if they have applied but are not a fit and I haven’t engaged with them, they will probably get the automated response,” Stevens said. “This is an area where a lot of recruiters miss. If you are not going to move forward, let them know.” 

Depending on the nature of an initial phone screen, rejecting a candidate at this stage could be done over email or with a phone call. 

“If we phone screen someone, we will send them a personalized email,” Belyna said.  

Stevens said she saves Fridays as admin days to send tailored messages to anyone she has spoken with. “I get more high-touch as we progress through the process,” she said. 

Belyna added that anyone who sits for an in-person interview will receive a phone call if they are not selected. After rounds of interviews, a relationship with the candidate has likely developed, so rejection requires extra care. 

“Be particularly mindful of how you communicate that they didn’t get the job so you can go back to them and continue that relationship,” Cowell said. “Give a response as quickly as possible once the decision has been made. Reiterate appreciation for the time and effort they put into the process. I will often extend a LinkedIn invitation at the same time to facilitate future communication.” 

Empathy is important, Stevens said. “Acknowledge any challenges that occurred during the process,” she said. “Give a summary about what the hiring managers liked or didn’t like. Highlight what the other person had that got them over the finish line. I will ask them if they are interested in other roles at the company. Usually, they are enthusiastic about that overture. Don’t burn your bridges.”  

Stevens noted, however, that she will not reach out to runners-up until she gets an acceptance from the selected candidate. “Knowing who the silver-medal finalists are plays into what I may or may not communicate to them,” she said. 

Sending a generic response to late-stage candidates is just lazy, Belyna said. “It’s not right. I believe that if somebody is not a right fit for a job today, it doesn’t mean they won’t be a good match in the future, or they know somebody who might be,” she explained. “Picking up the phone or sending a personalized message is the respectful thing to do. Yes, it’s better for the candidate experience, but it also makes business sense.” 

Ghosting people outright at any stage of the process, but especially after interviews, is irresponsible behavior, but still too common, according to experts. 

Providing — and Asking — for Feedback 

In addition to providing candidates with helpful feedback to support future job searches, surveying rejected candidates can help you understand and improve your hiring process. 

“I like to give candidates feedback, or connect them with resources if I can,” Belyna said. “I try to make it a positive experience. Some are more receptive to feedback than others.” 

Whether communication is via email or over the phone, providing clear, timely feedback is the goal, Cowell said. 

Some recruiters ask candidates for feedback about their experience with the hiring process. “I’ve gotten good responses,” Stevens said. “Think about process improvement. How can we be better? You need to hear feedback to get better.” 

Cowell has asked for feedback at times. “It’s a great potential source, but I would take it with a grain of salt since their perspective could be colored by the fact that they didn’t get the job,” she said. “Then again, only gathering feedback about the candidate experience from people who you hire can result in a positive bias.” 

Dealing with Adverse Reactions 

Not every candidate will deal with rejection well. Experts recommend recruiters remain calm, express empathy, share advice, and encourage candidates to reapply for future open roles at the company.  

“Sometimes there is nothing you can say that will make things right for the candidate,” Stevens said. “You just have to be empathetic. Most people accept it professionally, but of course, there are a few people that don’t.” 

Cowell said she has been the recipient of some less-than-professional emails. “It’s something that every recruiter has to deal with,” she said. “If it’s somebody expressing their frustration or disappointment, then acknowledge their perspective and let it roll off your back. It may be directed to you but it’s not usually about you.” 

Job seekers are often dealing with unseen stress, especially in unfavorable labor markets, Belyna said. “Letting people vent or be frustrated is OK,” she said. “I’m OK with that. It’s part of my commitment to the organization. All you can do is treat people with respect throughout the process and put your best foot forward.” 

Keeping a File

Experts recommended keeping a file of all rejected candidates who may be a better fit for future roles.  

“Maintaining a file of quality applicants makes a lot of sense,” Cowell said. “They make a great pipeline, being a warmer source than someone who has never applied to the company.”  

Individuals’ potential for future roles can be noted in a variety of ways in the applicant tracking system, Belyna said: “They could be an amazing culture fit for the organization but not a fit for the role, or maybe there are times I can connect them with my external network.”