We recently hosted an Employment Law seminar on Recruitment
(Our thanks to James Leo at Coley & Tilley for his presentation and
support).
It was a refresher designed to take away any fear that
recruiters and managers might
have about saying the wrong thing during the recruitment process and as it
highlighted, it is not difficult. James’ 3 Golden Rules were pretty simple
- Remember the 9 Protected Characteristics.
- Be objective.
- Sanity check all your decisions by discussing them with others (eg. “I have decided the following… Does that sound fair to you?”).
At the same time though we are aware of how commonplace it
is for Candidates to not get any useful and worthwhile feedback during the
recruitment process and especially after interviews.
Is it due to laziness?
Or is it perhaps because of a fear of feedback being misconstrued and getting in a legal tangle?
Whatever the reason, as James pointed out during the seminar, not giving proper feedback might actually be more 'dangerous' than giving it.
For example
Is it due to laziness?
Or is it perhaps because of a fear of feedback being misconstrued and getting in a legal tangle?
Whatever the reason, as James pointed out during the seminar, not giving proper feedback might actually be more 'dangerous' than giving it.
For example
A seemingly great candidate with all the right
qualifications and all the right experience applies for a job. They get
selected for interview, believe that they interview well and wait for the
feedback (Perhaps even a 2nd interview or an offer). 2 days later
they get the feedback “Thanks. But no thanks.”…. and that’s it!
Slightly surprised, and definitely disappointed, the rejected candidate starts to wonder… “Who got the job? Why did they get it instead of me? Their age? Their sex? Their race? Their sexuality?”
In the absence of any proper feedback they imagine all sorts of nasties. They talk to their friends. They may even tweet and facebook their frustrations.
Suddenly the company that was worried about giving the wrong impression has given the wrong impression. It doesn’t even matter if this disgruntlement never makes it to a formal complaint the impression has been formed and possibly shared.
Would that have happened if the feedback had come in the right way.
“I am afraid that you did not present yourself in the right way. The role requires significant relationship building skills and yet the interviewer did not feel that you were able to deliver that. For example you seemed incapable of holding eye contact during the interview and looked uncomfortable.
“Your experience is good but your apparent lack of confidence means that we felt other candidates interviewed better.”
Slightly surprised, and definitely disappointed, the rejected candidate starts to wonder… “Who got the job? Why did they get it instead of me? Their age? Their sex? Their race? Their sexuality?”
In the absence of any proper feedback they imagine all sorts of nasties. They talk to their friends. They may even tweet and facebook their frustrations.
Suddenly the company that was worried about giving the wrong impression has given the wrong impression. It doesn’t even matter if this disgruntlement never makes it to a formal complaint the impression has been formed and possibly shared.
Would that have happened if the feedback had come in the right way.
“I am afraid that you did not present yourself in the right way. The role requires significant relationship building skills and yet the interviewer did not feel that you were able to deliver that. For example you seemed incapable of holding eye contact during the interview and looked uncomfortable.
“Your experience is good but your apparent lack of confidence means that we felt other candidates interviewed better.”
The feedback is a bit brutal but it is fair, understandable and if the candidate chooses to listen to it then they benefit from receiving it.
The next interview they go to they think about how they present themselves and do much better. And the interviewing company avoids any innuendo or complaint.
So our advice on the back of this.
Be more confident about giving feedback if you are an interviewer. And listen to it if you are an interviewee.
If you are interested in learning more about the full Seminar or getting a copy of the presentation call Jon Terry at Wright Solutions on 0121 222 5599.
Wright Solutions is a specialist HR
Consultancy. We attract and place the highest calibre candidates in Executive,
HR and Learning & Development roles. We also support and develop businesses
in making the most of their talent.
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