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Lack of feedback following job interviews for HRBP roles

Mark

Hello,

I'd welcome any comments / observations on how companies feedback to candidates following an interview for HR roles and how you can engage with a company when they fail to notify you of an outcome or provide any meaningful feedback.

Is it just me but I sense that organisations are becoming more and more adverse to giving feedback?  Either through fear of legal challenge (subject access request / ET) or simply don't want a difficult conversation. It is somewhat embarrassing for us as an HR profession, where we are seen not to "walk the talk" and where we role model behaviours based on company values of transparency and honesty.

I have recently attended selection processes where I've had to push really hard for an outcome and feedback (and that was after a three stage process) or where simply companies do not even inform you of an outcome. These have been for large organisations in both Public and Private sector where there are clear recruitment processes in place. 

Can I ask what are people's experiences?

Do we just shrug our shoulders and say "well that's how it is" or is there a constructive way to challenge these behaviours and receive some useful feedback.

Many thanks, 

Mark. 

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  • This subject firmly gets me on my hobby horse - when we don't communicate well with candidates (and despite best efforts it does happen sometimes), it has much wider impacts.

    I'd be hard pressed to think of an organisation in the world that was so successful that it could be indifferent to bad PR - and where someone has been so positive as to want to work for your organisation, to feel OK with turning them to someone who feels negatively about the company must be a massive own goal. People talk to their friends and family about the way they are treated, so it's not just one person you can lose through this. Aside from the ethics of it all, it's just bad business.

    I want all the candidates who come for an interview with us feeling that they had a good experience, were welcomed and looked after, and (if they weren't appointed) that they really wish they had been - not that they'd dodged a bullet.

    That said, it does take time and I agree with those who said they don't always have the time to do it well. I make sure that everyone involved with an interview process follows up immediately with a few positive and developmental points for each applicant directly afterwards, by email. One person is cc'd to all of these emails, so that she can pull together some nicely worded, and useful feedback to our candidates. It's great to have her help, and I know it makes a real difference.
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  • This subject firmly gets me on my hobby horse - when we don't communicate well with candidates (and despite best efforts it does happen sometimes), it has much wider impacts.

    I'd be hard pressed to think of an organisation in the world that was so successful that it could be indifferent to bad PR - and where someone has been so positive as to want to work for your organisation, to feel OK with turning them to someone who feels negatively about the company must be a massive own goal. People talk to their friends and family about the way they are treated, so it's not just one person you can lose through this. Aside from the ethics of it all, it's just bad business.

    I want all the candidates who come for an interview with us feeling that they had a good experience, were welcomed and looked after, and (if they weren't appointed) that they really wish they had been - not that they'd dodged a bullet.

    That said, it does take time and I agree with those who said they don't always have the time to do it well. I make sure that everyone involved with an interview process follows up immediately with a few positive and developmental points for each applicant directly afterwards, by email. One person is cc'd to all of these emails, so that she can pull together some nicely worded, and useful feedback to our candidates. It's great to have her help, and I know it makes a real difference.
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