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Employee Layoff: How to Stop Rumors Before They Start

Posted on Fri, Jun 27, 2014 @ 15:06 PM

Employee LayoffNo matter how silver-tongued and judicious you are, telling your staff that one of their colleagues has been terminated or laid off is never pleasant. While it may be tempting to allow these situations “blow over” on their own, it is always wise to take control of the message and stop rumors before they have a chance to start.

To help you through these tough conversations, we’d like to share a few tips from HR Magazine contributor, Paul Falcone.

When an employee is laid off because of cutbacks or redundancies
Layoffs—especially those due to cutbacks or position redundancies—are anxiety-inducing and often impact the morale of the entire staff. If possible, allow departing employees to say goodbye to their employees. Falcone suggests we do this for two reasons: First, it shows the entire staff that the departing employee was treated with respect and ultimately will be OK. Second, because it helps with the grieving process.

Next, call a meeting with the remaining employees to formally acknowledge the layoff. After a brief statement, follow up (if it is appropriate) by letting everyone know that the company has no further plans to eliminate positions. Assure your team members that with the redundancy eliminated, the organization will become stronger.

Allow your staff adequate time to express their thoughts, vent, and grieve before dividing the former-employee’s responsibilities amongst the team.

When an employee is laid off because of performance problems
It’s rare for an employee’s performance problems to go unnoticed by the rest of the staff. Most of us notice when a fellow staff member is disengaged, habitually late, or routinely fails to deliver projects on time. As a result, terminations due to performance problems are rarely a surprise. In these cases, it is usually sufficient to make a generic statement to your team members informing that the employee is no longer with the company. As Falcone suggests, “Just keep it short, simple, and respectful.” 

Try something like, “Although we appreciate his efforts over the last two years, Employee-X is no longer with the company effective yesterday. We will discuss backfilling his position and temporarily reassign some of his responsibilities to keep things moving while we look for a new employee. Out of respect for Employee-X, please keep this news to yourself. While we’re sad that he is no longer here, we wish him well in his future endeavors. If you have any questions, please see me privately.”

When an employee is laid off due to egregious misconduct
Most of us are fascinated by controversy in the workplace—especially when it relates to misconduct like harassment, bullying, discrimination, violence, gross insubordination, theft, fraud, embezzlement, and so on. When employees are suddenly let go for these reasons, it can be shocking—and because people do not know all the specifics, they are often more inclined to make assumptions.

In cases like this, your announcement should focus more on instructions and guidelines, not the legalities or gritty details of what happened. You might say something like this:

"Everyone, I called this meeting to let you know that X-employee is no longer with the company. Although I am not legally allowed to offer specific details, I can assure you that we treated X-employee with respect, listened to her side of the story, and took the appropriate action based on our findings. Out of respect for the company and for your former colleague, please do not gossip or make assumptions about her.”

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Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, Employee Layoff

5 Reasons to Build Your Company’s Internship Program

Posted on Fri, Jun 20, 2014 @ 14:06 PM

internship programInternship programs have long been viewed as contingencies: a way for students to build their resumes and for companies to “pay it forward,” while reaping the benefits of low-cost labor.

More recently, though, companies are starting to reevaluate the importance of internship programs—and for good reason. Here are a few reasons to get serious about your company’s internship programs:

Internships are a way to build a “farm team”: According to a recent article in from the Society for Human Resource Management’s HR Magazine, “70% of companies say that high school students who complete their programs are either ‘very likely’ or ‘completely likely’ to eventually land a college internship with their company. And 45 percent said that high school internships will ‘very likely’ or ‘completely likely’ turn into a full-time job at their company.”  

By employing student-interns, companies are able to scout young talent early on. Sure, these students may not be ready for the “big leagues” yet, but investing in interns may pay off in the long run. 

Interns often bring a fresh perspective on organizational issues: If you encourage an open and creative work culture, you may be surprised by what student-interns can bring to the table. Because they have a fresh perspective, interns are often good at questioning processes. They can breathe new life into a company by challenging business as usual, or “the way we’ve always done it.”

Internships often lead to something more: Think about it this way: Interns already know your organization and what’s expected of them. You, in turn, are familiar with their style of work, strengths and areas requiring improvement, work ethics, and interpersonal skills. One could say that you’ve had a chance to try one another out before making a commitment—and if it’s a good fit, it’s a win-win for both you and the intern.

Interns are excellent brand advocates: Hiring an intern helps spread the word about your company. If you’re an impressive internship supervisor and mentor, your interns will probably talk about their experience with peers, friends and family members, essentially advertising for your organization.

Interns can help with projects or tasks that you’re struggling to complete: Most companies have a laundry list of projects that live off in the periphery somewhere. They’re not entirely forgotten about, but they never get finished because they aren’t an immediate priority. Use your interns wisely. Instead of having them stuff envelopes, run errands, and make photocopies, dust off some of these forgotten projects. Give your interns the opportunity to do real, meaningful work.

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Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, employee recruitment, internship program

The ABCs of Successful Employee Recruitment: Part II

Posted on Thu, Jun 12, 2014 @ 10:06 AM

employee recruitmentLast week, we shared the first half of what human resource expert Diane Arthur calls “The ABCs of Successful Employee Recruitment.” As promised, here is the second half of her list.

The ABCs of Successful Employee Recruitment: Part II

Notorious: Make it your goal to become the organization everyone has good things to say about. Remember that your employees are your best ambassadors. If they’re proud of where they work, you better believe that they’re going to talk about it to their friends and family.

Online presence: Five years ago, Technorati, a blog trafficking firm, estimated that every day, 175,000 new blogs and more than 1.6 million blog updates make their online appearance. That doesn’t even include the 63.2 million blogs already out there. Blogging is a relatively new phenomenon, but it is certainly a popular one. Here’s why:

  • It’s an easy way for your company to directly engage with clients, prospective clients and employees.  Use your blog to talk about your company, your products, and build relationships with your customers and prospective employees

  • Blogs make your company feel much more human because you will be having ongoing conversations with readers

  • Blogs are a cheap way to extend the reach of your company far beyond tangible borders

Persistent: Resist pressure to settle or compromise your standards if you’re unable to fill an opening right away. Instead, re-examine the sources you’ve chosen and adjust as needed.

Quick: The moment you discover you’re going to have an opening, act on it immediately. Just as important, though, plan for sudden openings by identifying and training future leaders to transition into those roles so they’re ready when the shoe suddenly drops.

Realistic: Indeed, you have a right to be picky and owe it to yourself and your organization to hold out for the best possible employee. Just keep your expectations in check and remain realistic. Does the “perfect candidate” only exist on paper or in your dreams?

Sensitive: Take a step back and evaluate the attitudes and behaviors of your organization towards those with cultural and religious differences, and those who have special needs.

When it comes to awareness about people with disabilities, for example, many folks with a rudimentary understanding of ADA mandates are, unfortunately, under the false impression that people with disabilities are coddled and receive special treatment. Teaching employees the legalities—and making them aware of what most people with disabilities want in terms of treatment—will help diffuse these myths.  

Tireless: If you relax your recruitment efforts, chances are another organization will grab the applicant you failed to pursue.

Unified: It's crucial for interviewers and hiring managers to partner with others who share the same objective, but approach things differently. Let's say that one interviewer is more susceptible to making hiring decisions based on personality alone; he or she should be teamed up with a more systematic associate: someone who can target facts instead of personality types.

Vocal: Openly and clearly express the qualities and skills you need in an applicant to agencies or others assisting your company with a job search.

Watchful: Look for signs that confirm the recruitment sources you’re using are producing the kinds of results you want and that the applicants they’re producing possess both the tangible and intangible qualities you need.

Xentigious: This is a word Diane Arthur made up herself. The last two syllables rhyme with “litigious,” which means “to keep legal.” Regardless of how desperate you are to fill an opening, never step outside legal boundaries.

Youthful: Be youthful both in thinking and spirit in order to compete for top performers, especially the scarce but vitally important group of younger workers. Specifically, think in terms of what’s important to younger workers in relation to working conditions, hours, perks, and balance between work and personal time.

Zealous: Applicants are more likely to be interested in becoming a part of a company if the recruiters are enthusiastic and appear to genuinely enjoy working there. Accordingly, consider briefly sharing some of your experiences with the company, offering vivid images of how great it is to work there.

 

 

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Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, employee recruitment

The ABCs of Successful Employee Recruitment

Posted on Fri, Jun 06, 2014 @ 16:06 PM

employee recruitmentEventually, most of us will have to go through the process of hiring a new employee. To help you attract the right kind of talent, we’d like to share what Diane Arthur calls “The ABCs of Successful Employee Recruitment.” This week, we’ll be sharing the first half of her list, but stay tuned, we’ll be sharing the rest next week. 

Attractive: Fine your most appealing attributes about your company and talk about them. Have you surpassed last year’s profits? Has your organization donated to charity? What do your employee retention statistics look like? Do you have a work culture you can be proud of? Boast about these things.

Believable: You want to make your company as attractive as possible, but don’t stretch the truth. Don’t, for example, rave about how open and collaborative the work environment is if openness and collaboration are not actively encouraged or practiced.

Centered: Know exactly what you want in an employee, what the job entails, and base your search on this criterion. Start by reviewing your job descriptions. Keeping these up-to-date not only lays the groundwork for a successful interview, it sets the agenda for future performance reviews, and saves the company time and money.

Detailed: Being detail-oriented is important for a variety of reasons, but it is especially important when it comes to branding and presenting your company. The company website is a good place to start your self-evaluation. While you review your site, ask yourself the following questions:

  • Does our website capture the culture and values of the company?
  • Is it easy to navigate and aesthetically pleasing to the eye?
  • Does it contain outdated material or is it missing information all together?
  • Does it give employees an overview of open positions and how to apply?

Empathetic: Attempt to understand an applicant’s needs and interests in relation to organizational goals in order to strike a balance and find common denominators between the two.

Flexible: Try a variety of recruitment strategies—and whatever you do, don’t simply post your job on Monster or Careerbuilder; these sites are often oversaturated with postings and you may get lost in the shuffle.

Greedy: When it comes to recruitment, it’s OK to be greedy. Your company deserves the best, so hire the best.  

Hip: Recruitment trends are changing. Social media websites like Facebook and LinkedIn are hotbeds for marketing your product and company, and finding prospective employees.

Informative
: We mentioned the importance of keeping an updated company website above, but it’s just as important to review your company’s social media page.  Most candidates worth their salt will peruse your website and your Facebook page before they come to the interview.

Judicious: Exercise sound judgment when matching candidates with jobs. Avoid decisions ruled by emotion.

Knowledgeable: Be thoroughly familiar with the parameters of the job, how it interfaces with other positions, the department, and the company. Also, be aware of how other organizations view this job in terms of responsibility, status, and compensation.

Linear: Think in terms of a series of straight lines connecting the applicant, the job, and the company. This will help keep you on track and accomplish your goal of filling an opening as quickly as possible with the most suitable employee.

More: Review your current recruitment efforts and think of whether you could be doing more. In fact, take each of the key words in these guidelines and ask yourself if you can be more attractive, more believable, more centered, more diligent, and so on.

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Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, employee recruitment, interview questions, interview strategies

How and Why You Should Ask Questions on Your Next Interview

Posted on Sat, Mar 29, 2014 @ 06:03 AM

asking interview questionsIn preparation for “the big interview,” many of us invest our time anticipating all of the questions we’ll be asked. Less often do we give adequate time to preparing our own set of questions for the interviewer. 

Indeed, we must know how to respond to interview questions, but we should also know how to ask questions that are equally concise, competent, and enthusiastic!

Why ask questions? According to Ron Fry, author of 101 Smart Questions to Ask on Your Interview, asking well-placed, finely-tuned questions: 

  • Impresses interviewers and shows them that you’ve done your research and thought about the position before the interview.
     
  • Shows interviewers that you are assertive.

  • Places you in control of the interview, which is what you want—especially if you are being interviewed by an unskilled interviewer or an incessant talker.

  • Can transform an interview from a “Q & A” session (where the interviewer is the “Q” and you are the “A”) into a real conversation. This is precisely what you want. Dialogue is a collaborative activity, something that enables you to explore common interests, trade comments, and chat rather than “talk.”

  • Gives you additional chances to demonstrate the extent of your research.

  • Builds on whatever rapport you’ve already established.

  • Aligns your skillset—that is, what you know and can do—with what the company needs.

  • Indicates that you are truly interested in the position. Likewise, the complete lack of questions will undoubtedly convince most interviewers that you are not interested.

  • This bullet point almost didn’t make the list, but I decided to add it anyway: Asking a good question is a slick way to get out of answering an uncomfortable question from an interviewer—at least for the time being. “What’s the story with the one-year gap in your resume?” Darn, we’re out of time….The topic probably won’t go away, but it’ll give you a temporary reprieve.
If you’re looking for more advice on asking interview questions, I highly recommend reading Suzanne Lucas’s recent article, “Job hunting tip: You don't need to ask for the job.”

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Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, interview questions, interview strategies

10 Things Every Great Manager Should Do

Posted on Wed, Mar 05, 2014 @ 12:03 PM

great managerLast week, I shared a few management misnomers from Linda Hill and Kent Lineback’s book, Being the Boss: The 3 Imperatives for Becoming a Great Leader. Like I said, I never like pointing out problems without offering solutions, so this week I’m sharing 10 things every great manager should do. These tips have been adapted from Adrienne Fox’s recent SHRM article, “Help Managers Shine.”

10 Things Every Great Manager Should Do

  • Engage people and motivate them through hope instead of fear

  • Collaborate with people outside your network and use the strengths of individuals to elevate the entire team

  • Possess both trustworthiness and authoritativeness. Although you may technically have authority through your title, this power is merely titular. If you don’t have trust from subordinates, you may be able to coerce them into doing things, but you won’t be able to influence them. Furthermore, you may have earned trust from your subordinates by being their “friend,” but that doesn’t make you authoritative. To the point: you need both trust and authority to become a great manager

  • Identify the people you need to accomplish your team’s purpose and build relationships with them before you need them. This takes time, but think of it as a future investment

  • Ensure that your team is working collectively for a purpose that each individual member is committed to

  • Stop and reflect before making big decisions. Give yourself at least 10 uninterrupted seconds to consider how a decision is going to help you manage yourself, your network and your team

  • Know that respect is earned—not given

  • Know that it’s not about you. A manager’s success is determined by how well he or she develops, how well his or her employees perform, and how well the manager prepares employees for the next opportunity

  • Communicate clearly and articulate expectations from the outset

  • Have fun. Management is a tough business; it requires stamina and concentration. The best leaders are those who have a great sense of humor and never let a day go by without laughing
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Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, becoming a manager

4 Things You’ll Wish You Knew Before Becoming a Manager

Posted on Fri, Feb 21, 2014 @ 10:02 AM

effective leadershipAmerican work culture is leadership crazed; we’re always talking about it. Yet despite decades of research and thousands of New York Times best-sellers later, most managers today aren’t better leaders than they were 30 years ago—at least that’s what Linda Hill and Kent Lineback claim in their recent book, Being the Boss: The 3 Imperatives for Becoming a Great Leader. So why is this?

According to them, poor leadership is the result of several fundamental misunderstandings about what it means to lead. Below I’ve summarized a few of their “management misnomers” for you.

I never like pointing out problems without offering solutions, so in part II, which I’ll post next week, I’ll share Hill and Lineback’s three imperatives for becoming a great manager.

4 Things You’ll Wish You Knew Before Becoming a Manager

Management is different than you think it will be
Most managers—generally speaking—were pretty decent self-managers before they became the boss. They were self-motivated, did their work, and didn’t require coddling or constant praise from others to motivate them. Because of this many managers assume at first that managing others will be a lot like managing themselves. This couldn’t be further from the truth.

Becoming a manager requires personal learning and change
Becoming an effective manager requires that we undergo a dramatic change—that we learn to see ourselves and our work differently than we did before we became the boss. Not only must we develop new values and acquire a deeper self-awareness, we must also mature emotionally and learn how to wisely exercise judgment.

Hill and Kent even go so far as to compare “managerial transformation” to the pivotal life changes we undergo when we first leave home, begin a career or get married. Like these “profound inflection points,” becoming a manager will, in the authors’ words, “call on you to act, think, and feel in new ways; discover new sources of satisfaction; and relinquish old, comfortable, but now outmoded roles and self-perceptions. It requires you to consider anew the questions, ‘Who am I? What do I want? What value do I add?’”

Becoming a manager is a journey—and many managers fail to complete it
If the authors are in fact right—if it is indeed true that becoming an effective manager requires us to undergo a transformation of this gravity, it’s easy to see why so many managers fail to complete this journey. As Hill and Lineback suggest, this sort of transformation can take years. Many begin the journey, but most fail to acquire the necessary skills, values, outlook, and emotional competence to complete the journey.

Management demands that we reject complacency
Starting a new position is a lot like going to a cocktail party and joining in on a conversation that started long before you arrived. Let me explain: If we want to join a conversation, most of us are prudent enough to do a lot of listening first—otherwise we risk making fools of ourselves. If we don’t listen, we have no idea what the subject matter is or the opinions of those in the group.

The same is true for new managers. Many managers start out receptive to change. They listen and learn to gauge the “conversation” that started before they arrived.  

But here’s the rub: As they begin to learn the ropes and no longer fear imminent failure, they often grow complacent. As Hill and Lineback point out, every organization has rules (some spoken, others not), policies, standard practices and so on. Once managers understand this part of the “conversation,” many simply use these “standard policies and procedures” to get by.

Check back next week for part II!

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Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, becoming a manager

8 Tips to Prevent and Manage Workplace Violence

Posted on Fri, Feb 14, 2014 @ 12:02 PM

workplace violenceUntil somewhat recently workplace violence was mostly theoretical. Sure, it happened, but we didn’t think about it very often.

I’m speaking generally here, but 30 years ago most of us considered the office, like movie theatres, elementary schools and churches, to be “sacred” public spaces. It was well known that certain behavior was intolerable in these environments—and those lines were rarely crossed.  

It’s difficult to pinpoint exactly when this perception shifted. Perhaps it began with the 1986 mass shooting at an Edmond, OK post office and was only compounded by equally horrific events like the Oklahoma City bombing in 1995, September 11, Sandy Hook, and the list goes on.

While we’re well aware of the fact that workplace violence exists, many of us could benefit from some advice for preventing and dealing with it. To help you create a safer workplace, we’d like to share 8 tips from “Defuse Violence,” an article in the November issue of HR Magazine.

8 Tips to Prevent and Manage Workplace Violence

Audit your processes
It never hurts to get an expert’s opinion on your internal policies and security procedures. He or she will not only help you audit your processes, but assist with violence-prevention training.  

Publish good policies
All employers should have an anti-violence policy. When was the last time yours was updated? Here are some questions to consider as you review your policy:

  • Is the policy clear—meaning, can someone who reads at the eighth-grade level understand it?
  • Does it cover threatening and bullying behavior?
  • Is it clear that the policy applies to everyone, including senior management?

Make sure everyone is aware of the policies
Your anti-violence policy may be in the employee handbook, but Hoey suggests that you post it on the company intranet, in lounges, in the cafeteria and in reception areas.

Use hiring screens
Although the Americans with Disabilities Act (ADA) prohibits pre-employment psychological testing, and many states are considering laws that will limit use of credit and background checks, keep in mind that there are many legal ways to identify employees who may have violent or troubling tendencies.

A criminal background check may disclose a history of violent crime. Pre-hire personality screening is also lawful under federal and most state laws—but keep in mind that these tests should not be used to weed out those who are mentally ill, but to screen employees with personality traits that are objectively defined and important for the job.

Enforce policies
Never look away when you witness or receive reports about workplace violence. Tolerating or ignoring it suggests to those who violate the policies that you do not take them seriously.

Train managers
There’s no need to overstate this one: Companies have a responsibility to train their managers in violence prevention.  

Use safe interviewing processes
Put protocols in place for managers or HR representatives who conduct performance reviews or exit interviews with potentially dangerous employees. As an example, require that there be two people present, that the door be left open, and that any objects that can be thrown or used as a weapon be removed from the area.

Don’t ignore odd behavior
Discuss the behavior with the employee and see how he or she reacts. If appropriate, suggest that the employee take advantage of the company’s employee assistance program. If the employee agrees, wait to see what happens. If s/he disagrees, it may be reasonable to consider such refusal as a deeper issue.

If the behavior reaches a point where the workplace is affected and the employer believes it can be proved that the employee may be a “direct threat,” consider referring him for a fitness-for-duty exam with a psychiatrist. Be sure to consult legal counsel before doing this.

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Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, workplace violence

Creating a Performance Improvement Plan in 4 Steps

Posted on Fri, Jan 10, 2014 @ 14:01 PM

Performance Improvement PlanThe reason some employees fail to live up to our expectations is often unclear. Poor performance may relate to general disengagement, personal issues outside of work, lack of proper training, and the list goes on and on.

The truth of the matter is that we can only understand employee behavior through dialogue. And we can only improve employee performance by making our expectations clear and ensuring that employees have the appropriate resources to meet those expectations.  

To help you provide your employees with a fair and structured opportunity to be successful, we suggest following these four steps to create a performance improvement plan. The following has been adapted from a how-to guide published by The Society for Human Resource Management (SHRM). 

Document performance issues
Before anything, document areas in the employee’s performance that need improvement. Stick to the facts, remain emotionally neutral, and use as many examples as possible.

If, for example, your employee has a habit of calling off work, you might document your concerns like this:

Employee has developed a pattern of missing work on Fridays and Mondays. Currently, the employee has five unexcused absences and has already used all paid time off. In addition to these absences, employee has been tardy to work five times since _____. I have given the employee two warnings since______. Please review the attached sheet for more detailed information about the employee’s attendance.  

Develop an Action Plan
After documenting the performance issues, establish an action plan that includes “specific and measurable objectives.” Additionally, consider whether or not the employee needs:

  • Additional resources
  • Time
  • Training or coaching

As you draft your performance improvement plan, keep in mind that it is not enough to write, “Joe Smith must produce necessary units and submit them to supervisor on time.”

Instead, say something like, “In January, February and March, Joe Smith must produce at least 150 units that have no more than three percent quality errors per month.”

Review performance plan
Before you present the performance improvement plan to the employee, meet with someone from HR for approval.

Meet with employee and follow up
Now you’re ready to present your performance improvement plan to the employee. In addition to discussing objectives, you will want to set up a series of follow-up meetings. Meeting regularly will help you track the employee’s progress and give him/her the opportunity to ask questions, receive clarification and coaching, if necessary.

There may be extenuating circumstances that interfere with an employee’s ability to meet your expectations. For example, an employee may meet all of objectives except one—or you may determine that your expectations were unrealistic given the time frame you set up. If this is the case, you may choose to offer a week or month-long extension of the performance improvement plan.

 

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Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, Performance Improvement Plan

Do Employers Have an Obligation to Send Rejection Letters?

Posted on Fri, Dec 06, 2013 @ 15:12 PM

rejection letterInterviewing for a new job is stressful enough, but nothing frustrates candidates more than acing—or at least thinking they aced—an interview and never hearing back from the company again. So here’s the question: Do employers have an obligation to tell interviewees that they have not been selected for the position?

There are a few schools of thought on this, but we’d like give a few reasons why you should send interviewees a letter of rejection.

Sending rejection letters can build goodwill
Many companies don’t send rejection letters. Does this justify your decision to do the same? Not necessarily. In fact, it’s a good reason for you to send them. Sending short, conclusive rejection letters gives candidates closure; it also tells them that your company cared enough not to leave them hanging.

Why is this important?

  • First, it’s just common courtesy.
  • Second, interviewees can be a source of advertisement for your company; if you leave them with a good impression, they may talk about it.
  • Third, the candidate may not have been the right fit for your company—or for this particular position—right now, but you never know what the future will bring. You may cross paths with this candidate again. 

Sending rejection letters doesn’t take much effort
You may receive hundreds of applications for a single position, but only interview a half dozen candidates from that pool. While we see no reason to send a rejection letter to every candidate who emails a resume, we would argue that it takes little effort to send them to the five candidates who didn’t make the cut.

Rejection letters don’t have to be personalized
It’s your job to find the best candidates. It’s not your job to be a rejected candidate’s career coach, mentor or psychologist. A good rejection letter doesn’t have to be—and probably shouldn’t be—lengthy, sentimental, or include advice. To the contrary, it should be short, specific and conclusive. Try something like this:

Dear Candidate,

Thank you for applying for [position] at [X] company. We appreciate you taking the time to meet with us. At this time, we have decided to go a different direction. We will keep your resume on file for 12 months.

Thanks again,

Mr. or Mrs. X

Save this template in a Word document, plug in the candidate’s name and simply copy and paste into an email. It’s simple, courteous and leaves the impression that you respected the candidate enough to give him or her closure.

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Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, rejection letter

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