We hear often from job applicants (and even from fellowship and scholarship applicants) about how deeply frustrating it is to be refused feedback in the interview process. They want to grow and improve, but without any feedback at all, it’s hard to do so. If the goal is to advance or get hired and to make a hire, how do we close this gap?

This series is for everyone, both employers and prospective employees. In six parts, we’ll explore the value of feedback, who it is for, what kind is truly needed, and even what damage (and what good) we might do with that feedback. Let’s change and improve the hiring process together.

Part 2: Feedback is for everyone. 

Begin with helpful, constructive feedback.  This is the time and the place to either verbally or in writing share what a candidate did or said in the interview that was effective or on point, and where it seems their strengths lie. Compliments here should be genuine and authentic and not feel forced. It will be useful to the candidate to receive specific examples, and then to encourage them based on those examples to continue to develop those strengths.

Use the “feedback sandwich”.  Good post-interview feedback has a particular format that often works. It should generally follow a structure that looks like this: Positive feedback > Challenging Feedback> Positive Feedback

                                 
Or better: Gratitude/Thanks >Strengths >Areas for Improvement->Advice/Next Steps

In general, this is a great way to give feedback that works well with everyone. It starts from a place of appreciation and ends with wisdom and support, and does not refrain from offering constructive criticism in the middle. It’s simple, short and sweet, and can be done in ways that are kind and compassionate. The feedback sandwich is often the first format for feedback learned by new supervisors; try it here and consider practicing it. 

Thanks

This is a first and important step in building a relationship that we often skip. And recall that even if you never see the person you’re interviewing again, this is still an important relationship to cultivate, for many reasons. Thank every candidate for taking the time to interview with you. They put time and effort into their preparation and moved their schedules around to meet with you, so be sure to show your gratitude. Your expression of appreciation will go a long way toward modeling gratitude and respect, and will convey that their time and work are valuable. The way you show up in this interview as an employer speaks volumes about you and about your employer. Use it as an opportunity, not to undermine your organization’s (or your own) reputation.

Strengths

Describe the ways in which they demonstrated their strengths and where they shined. Compliments should not feel forced. Where possible offer specific, clear examples and encourage them to continue to develop those strengths. If you feel that you must come up with something out of thin air, that would feel forced. Truly try to find something that can offer as a positive that your candidate can understand as a strength. After all, if they got to the point at which they are interviewing with you, something in their resume or their person must have indicated certain strengths. 

Areas for Improvement

While this may feel challenging or even uncomfortable, this is what makes feedback valuable and essential. Consider the candidate’s learning edges and how valuable this may be. There are very few instances in which you should ever skip offering feedback on how people can improve. Share specific examples of things you felt were missing in their experience and/or responses. Remember that this should not be harsh criticism, but should come from a place of generosity and a chance to learn and grow: it should be useful information that can help them do better next time. This is your chance to offer constructive feedback toward their learning and growth, and continue to build a relationship even if you’re never going to see them again. 

Advice/Next Steps

Any opportunity for feedback should end with the chance to offer some advice to a candidate as they look forward and use your feedback on the road to improvement.  This may be an opportunity to apply what they have learned with you in another interview or on the job.  You may want to inquire about where and how they might want to use this advice or test out what they have heard. 

Taking the long view  

Giving feedback after an interview pays off in the long term. Those who have interviewed with you are in part key to building your organization or employer brand. They develop an impression of you as a desirable employer–or not. Giving candidate feedback demonstrates that you might go the extra mile as a potential employer and support their learning and personal growth. As a result, candidates will appreciate receiving a rejection email, even if they didn’t get the job–they will learn something from the process. They may be impressed and grateful that you’re taking the time to help them grow and learn, and that you’re taking the time to improve the field at the same time. 

Concretely, giving feedback results in a pool of qualified candidates who still want to work with you; candidates who will, as a result of your feedback, do better in future interviews; candidates who will be less likely to malign your organization and who will instead have glowing reviews of your organization and the ways in which you offered them a chance to grow; and those who will ultimately share their positive experience with others, including other future applicants.