Interviews are more than just a pass or fail assessment. Interviews should be a chance to develop and empower professionals regardless of whether or not they are offered the job. Cheryl Samuels shares her “honesty” framework for giving constructive feedback. She explains it’s more than just courtesy. It’s a leadership responsibility.
While only one candidate will be selected, the post-interview experience is just as important.
The feedback conversations I’ve had with unsuccessful candidates were some of the most impactful. The feedback received by each individual was a source of genuine gratitude. Not for the result, but rather for its clarity, transparency, and ability to be taken into consideration. Some people even said that this was the best feedback they had ever received.
This response was both affirming and concerning. Why is constructive feedback that focuses on development still the exception and not the norm? Why do candidates not persist in seeking meaningful feedback from interviewers? Many applicants are unhappy and believe that there is a reason for their failure.
We must ask ourselves, as senior leaders and recruiters: Do we really support growth at all levels? We must ask ourselves: Are we really supporting growth at every level?
It doesn’t need to be complicated or take a lot of time, but constructive feedback must be deliberate. This also shows that we as recruiters are professionals with integrity and accountability who care about the success of others, even if they don’t have the opportunity at hand.
I developed a powerful yet simple framework to help HR professionals and hiring manager navigate this important part of the recruitment.
Honest feedback
Start by highlighting their strengths. Commence by recognizing what the candidate has done well. Reiterate the positive behaviours, abilities, or approaches.
O – Make suggestions. Don’t just make generalizations. Give them specific advice or insight they can use. Be constructive and not critical.
Avoid the classic “we went with someone who had more experience”. Avoid the old cliché “we chose someone more experienced”. Be specific. Clarity allows candidates to reflect on their actions and plan for the future.
E – Be objective. Your feedback should be based on the behaviours of individuals and their role-relevant abilities, not on personal preferences or unconscious bias. Check your bias and encourage the panel to do so.
S – Be timely. Do not wait days or even weeks to follow up. Quick feedback can reduce anxiety and show respect for the candidate’s time and efforts.
Tell the truth Be honest Candidates deserve transparency. Don’t be afraid to deliver the hard messages, even if you do so with kindness. They are often the most valuable.
Recruitment is more than just filling roles; it’s also about shaping the future. As HR professionals, we have the opportunity to help candidates build confidence, offer wisdom and support them on their journey. This is also true for recruiting line managers, even if they say “not this time.”
By using the “Honest Framework” and providing constructive feedback, candidates can understand what they need to improve on and become better applicants.
Subscribe to our weekly HR news and guidance
Every Wednesday, receive the Personnel Today Direct newsletter.
Personnel Today offers HR business partners opportunities
Find more HR Business Partner Jobs
