DOs and DON’Ts of declining candidates

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Declining candidates can be hard, as it may feels like a by-default “bad news” situation, where you have to deliver a “you suck” notice (with some recruiters avoiding sending explicit declines at all). But a good refusal message can actually turn a rejection into a compelling and professional message of closure, that is justified, leaves the candidate with a sense of clarity, and provides space for potential future re-connection.

There are some easy DOs to help us manage this intricate theme of communication, and not burn any bridges:

  • DO promise feedback, and do deliver — Something is better than nothing at all. Acknowledging candidate efforts and reciprocating their attention is the least we can do. Ideally provide feedback within a few days after each recruitment stage
  • DO personalise templates — Use templates, but use them as actual templates, not your final message, and be sure to tweak them. A generic rejection is cheaper and faster but does more harm than good. A small personal touch — like referencing the interview, acknowledging their passion, or mentioning a specific reason for the decision — makes a huge difference in how the message is received
  • DO be clear about why you decline candidates — A rejection should be backed by an informed understanding of where the mismatch between the candidate and the vacancy lies. Providing structured and constructive feedback will not only help you reflect on role requirements and needs, but also significantly increase your legitimacy from the candidate’s standpoint, additionally providing them with insight into potential growth areas
  • DO be honest when there’s no clear connection — There are times when productive work together just does not seem feasible, even if expertise-wise there is a match. Instead of using vague and abstract formulations or fabricating reasons (“we’re looking for a more optimal fit” after interviewing a candidate who ticks all the boxes of your JD requirements), be open that the decision was carefully considered, is not a reflection of their experience or skills, and relates more to team dynamics, motivation, company culture, personal growth vector, or product direction factors (as a few examples)
  • DO mix negatives and positives — Highlight the strong sides of the candidate first, only then outline the concerns you had, and any perceived downsides. After that you can indicate an openness to potentially re-engage. So instead of A) “We’re moving forward with another candidate”, say B) “The team got a great impression of your troubleshooting and problem-solving approaches, and while we currently need more hands-on experience with N, I believe your background would be a nice fit for us down the road. Happy to reach out regarding any future opportunities aligned with your strengths, would you be open to stay in touch?”. Compare how genuine these two versions are, and imagine the contrast in a candidate’s reaction (and therefore their lingering impression of you) to receiving A vs B

There are also a few things to avoid when declining candidates:

  • DO NOT make it seem personal — You are not making a verdict of the candidate’s worth. Rather, you are assessing how aligned their expertise is with your needs. It is more forgiving for the candidate (and empowering for you) to frame the decision to not proceed as a mismatch, rather than a failure, even if they did mess up. Instead of “you lack these skills”, go for “the team needs deeper expertise in [specific area]”. Instead of “you’re not a good fit”, try “the focus is on candidates with a stronger background in [specific domain]”. For guidance, consider this analogy: "A green Porsche is amazing, but I need a black pickup truck"
  • DO NOT be overly formal — Use direct, casual language, and try to avoid sounding superficially bureaucratic. A simple go-to is to write as if you were to say it out loud, in a casual yet respectful conversation. Make sure your message is logically structured and carries value, rather than abstract, generic statements

To summarise, always explicitly decline your candidates, and share rejections messages with feedback. Be human, be clear, be honest, and consider the other side’s perspective. This will strengthen your own employer brand, as well as nurture trust and connection with your candidates.


This article was a collaborative effort by our technical recruiters: 

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