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Article Check - How to Reject a Job Applicant
Micro entrepreneurs are the owners of small businesses that have fewer than five employees and have startup costs of less than $35,000 and annual revenue of less than $100,000. There are nearly 21.5 million micro entrepreneurs in the U.S. Examples of micro entrepreneurs are owners of bakeries, beauty parlors, child care facilities, repair shops, arts and crafts shops, painting businesses, contracting businesses, family-owned shops, auto body shops, small-scale restaurants, and small-inventory trading businesses.Micro entrepreneurs face many hurdles in getting startup financing, and they sometimes lack the skills necessar
d. Applicant rating sheet?
Yes / No
3. Should you tell the applicant details of discussions you and other managers had about him/her?
Yes / No
4. If an applicant asks for “feedback” or “advice” about how to do better in future job interviews, which answer is best – for you and your company?
a. “We rejected you because you have quirks, your work experience is unimpressive, you lack certain skills, and your communications skills need improvement.”
b. “As you can imagine, we had a number of applicants for this job. Thank you for applying. We will keep your application on file.”
Answers: = For Questions 1, 2 and 3, all answers are “No.” For Question 4, the answer is “b.”
Remember – Or You Pay the Price
When hiring, your goal is to hire productive employees. Your goal is not to (1) get into a heated discussion with a rejected applicant nor (2) help a rejected applicant “develop skills” and improve.
So, rem
6. Make Lots of Money Taking SurveysYou probably get one of these in your email a week. Sign up for free or for a few of them a fee, and you will soon earn a steady income just filling out surveys. It is true that people used to make money doing this. Not enough to quit there jobs and pay there bills but $30-$100 or more a month. With the influx of people surfing the internet trying to get a buck anywhere they can, this is no longer the case. If it were that easy to make money everyone would quit there jobs and do it and companies wouldn’t be making much money. The sites are still there, but now most of them put you in a
Over 10 years ago, when I worked as a manager at a major corporation, I received a call from a headhunter about a magnificent job opening. It sounded like the perfect job for me. So, I went and was interviewed by the vice-president I would report to, if hired. He told me I was one of two finalists for the position.
A week later, I got on an elevator with a person who looked totally elated. I asked her why she felt so jubilant. She proudly told me she was offered a fantastic job. She described the job to me.
Lo-and-behold, she got the job I applied for! Of the two finalists, she was the other candidate – and she got the job!!
The next day, I called the vice-president who interviewed me. I asked if we could meet to discuss why he did not offer me the job. He agreed. When we met, he told me the only reason he did not hire me was because of one thing I said in the interview that he did not like. He told me what it was.
I felt horrified. The vice-president grossly misinterpreted what I meant! So, I did not get offered the job because he misinterpreted one comment I made.
I told him how he misinterpreted that one remark. It was useless. We argued for two hours. It was quite unpleasant. I am sure that was the last time that executive told any applicant why he or she did not receive a job offer.
Valuable Lesson
When you reject a job applicant -- and the applicant asks you why -- remember to do only the following:
1. Act politely vague about why you rejected the applicant
2. Just say “No!!!!”
Act Politely Vague
If an applicant asks you why you did not hire him or her, say something politely vague. Examples:
“As you can imagine, we had a number of applicants for this job. We will keep your application on file. Thanks for applying.”
“We had to choose among a number of applicants. Thanks for applying. We’ll keep your application on file.”
If the applicant asks (or begs) you for “feedback” or advice to become a better applicant in the future, BEWARE!! Such requests are disguised ways to squeeze out of you the reasons you rejected the person. Despite your humanistic urge to help the applicant “grow” or “develop skills,” never tell the applicant reasons for the rejection. If you tell the applicant the real reasons, you most likely will get yourself into an uncomfortable disagreement. The applicant will take great glee in trying to find fault with your reasons for rejection.
Just Say “No!!”
Many companies use my firm’s Abilities & Behavior Forecaster™ pre-employment tests. The company tests an applicant using the Forecaster™ test, and then gets computerized scores to quickly compare the applicant to productive employees who work in the particular job. Often, managers ask me, “Dr. Mercer, can I show the applicant his of her Forecaster™ test scores?”
I answer as follows: “Would you show the applicant the notes you took when you interviewed him or her?” The manager always responds, “Of course not!”
Then, I ask, “Would you show the applicant the notes you took when you called the applicant’s references?” Again, the manager answers, “Of course not!!”
I then explain to the manager to treat the test scores the same way the manager treats the interview notes or reference check notes: Do not show any hiring materials to the applicant.
Take This Quiz
Answer these questions to assess your skill at rejecting an applicant – and staying out of hot water with applicants you reject.
1. Should you tell the applicant why you did not hire him/her?
Yes / No
2. Should you show the applicant materials you have about him/her, such as
a. Test scores?
Yes / No
b. Notes you took while interviewing applicant?
Yes / No
c. Notes you took during reference checks?
Yes / No
d. Applicant rating sheet?
Yes / No
3. Should you tell the applicant details of discussions you and other managers had about him/her?
Yes / No
4. If an applicant asks for “feedback” or “advice” about how to do better in future job interviews, which answer is best – for you and your company?
a. “We rejected you because you have quirks, your work experience is unimpressive, you lack certain skills, and your communications skills need improvement.”
b. “As you can imagine, we had a number of applicants for this job. Thank you for applying. We will keep your application on file.”
Answers: = For Questions 1, 2 and 3, all answers are “No.” For Question 4, the answer is “b.”
Remember – Or You Pay the Price
When hiring, your goal is to hire productive employees. Your goal is not to (1) get into a heated discussion with a rejected applicant nor (2) help a rejected applicant “develop skills” and improve.
So, reme
“I will do anything to stop this project and I expect you to do the same!” The young lady sitting before me in tears, reporting that to me, worked for the IT Director who was in charge of the systems integration for a project we were leading. She didn’t work for me, she worked for him and he reported to me ‘dotted line’ as they say today.We were part of a high tech company and the decision had been made, based on my recommendation, to outsource the primary warehouse of this fast growing $11 billion outfit. It was a culture clash of gigantic proportions. My team was brought in from the outside to drive change. Inside, the
I felt horrified. The vice-president grossly misinterpreted what I meant! So, I did not get offered the job because he misinterpreted one comment I made.
I told him how he misinterpreted that one remark. It was useless. We argued for two hours. It was quite unpleasant. I am sure that was the last time that executive told any applicant why he or she did not receive a job offer.
Valuable Lesson
When you reject a job applicant -- and the applicant asks you why -- remember to do only the following:
1. Act politely vague about why you rejected the applicant
2. Just say “No!!!!”
Act Politely Vague
If an applicant asks you why you did not hire him or her, say something politely vague. Examples:
“As you can imagine, we had a number of applicants for this job. We will keep your application on file. Thanks for applying.”
“We had to choose among a number of applicants. Thanks for applying. We’ll keep your application on file.”
If the applicant asks (or begs) you for “feedback” or advice to become a better applicant in the future, BEWARE!! Such requests are disguised ways to squeeze out of you the reasons you rejected the person. Despite your humanistic urge to help the applicant “grow” or “develop skills,” never tell the applicant reasons for the rejection. If you tell the applicant the real reasons, you most likely will get yourself into an uncomfortable disagreement. The applicant will take great glee in trying to find fault with your reasons for rejection.
Just Say “No!!”
Many companies use my firm’s Abilities & Behavior Forecaster™ pre-employment tests. The company tests an applicant using the Forecaster™ test, and then gets computerized scores to quickly compare the applicant to productive employees who work in the particular job. Often, managers ask me, “Dr. Mercer, can I show the applicant his of her Forecaster™ test scores?”
I answer as follows: “Would you show the applicant the notes you took when you interviewed him or her?” The manager always responds, “Of course not!”
Then, I ask, “Would you show the applicant the notes you took when you called the applicant’s references?” Again, the manager answers, “Of course not!!”
I then explain to the manager to treat the test scores the same way the manager treats the interview notes or reference check notes: Do not show any hiring materials to the applicant.
Take This Quiz
Answer these questions to assess your skill at rejecting an applicant – and staying out of hot water with applicants you reject.
1. Should you tell the applicant why you did not hire him/her?
Yes / No
2. Should you show the applicant materials you have about him/her, such as
a. Test scores?
Yes / No
b. Notes you took while interviewing applicant?
Yes / No
c. Notes you took during reference checks?
Yes / No
d. Applicant rating sheet?
Yes / No
3. Should you tell the applicant details of discussions you and other managers had about him/her?
Yes / No
4. If an applicant asks for “feedback” or “advice” about how to do better in future job interviews, which answer is best – for you and your company?
a. “We rejected you because you have quirks, your work experience is unimpressive, you lack certain skills, and your communications skills need improvement.”
b. “As you can imagine, we had a number of applicants for this job. Thank you for applying. We will keep your application on file.”
Answers: = For Questions 1, 2 and 3, all answers are “No.” For Question 4, the answer is “b.”
Remember – Or You Pay the Price
When hiring, your goal is to hire productive employees. Your goal is not to (1) get into a heated discussion with a rejected applicant nor (2) help a rejected applicant “develop skills” and improve.
So, rem
You probably read the title of this article wondering why you would want to become a mortgage broker in Indiana? Or you might already have a great reason to become a mortgage broker and you are searching for information on how to become a mortgage broker.I am going to give you my top 5 reasons to become a mortgage broker no matter where you are, and I will explain why Indiana is such a great choice for mortgage brokers.Reason #1 – The mortgage business is very lucrativeThink about it this way, a loan officer can make a six figure income each year, easily. If you have 4-6 of them working for you and they m
If the applicant asks (or begs) you for “feedback” or advice to become a better applicant in the future, BEWARE!! Such requests are disguised ways to squeeze out of you the reasons you rejected the person. Despite your humanistic urge to help the applicant “grow” or “develop skills,” never tell the applicant reasons for the rejection. If you tell the applicant the real reasons, you most likely will get yourself into an uncomfortable disagreement. The applicant will take great glee in trying to find fault with your reasons for rejection.
Just Say “No!!”
Many companies use my firm’s Abilities & Behavior Forecaster™ pre-employment tests. The company tests an applicant using the Forecaster™ test, and then gets computerized scores to quickly compare the applicant to productive employees who work in the particular job. Often, managers ask me, “Dr. Mercer, can I show the applicant his of her Forecaster™ test scores?”
I answer as follows: “Would you show the applicant the notes you took when you interviewed him or her?” The manager always responds, “Of course not!”
Then, I ask, “Would you show the applicant the notes you took when you called the applicant’s references?” Again, the manager answers, “Of course not!!”
I then explain to the manager to treat the test scores the same way the manager treats the interview notes or reference check notes: Do not show any hiring materials to the applicant.
Take This Quiz
Answer these questions to assess your skill at rejecting an applicant – and staying out of hot water with applicants you reject.
1. Should you tell the applicant why you did not hire him/her?
Yes / No
2. Should you show the applicant materials you have about him/her, such as
a. Test scores?
Yes / No
b. Notes you took while interviewing applicant?
Yes / No
c. Notes you took during reference checks?
Yes / No
d. Applicant rating sheet?
Yes / No
3. Should you tell the applicant details of discussions you and other managers had about him/her?
Yes / No
4. If an applicant asks for “feedback” or “advice” about how to do better in future job interviews, which answer is best – for you and your company?
a. “We rejected you because you have quirks, your work experience is unimpressive, you lack certain skills, and your communications skills need improvement.”
b. “As you can imagine, we had a number of applicants for this job. Thank you for applying. We will keep your application on file.”
Answers: = For Questions 1, 2 and 3, all answers are “No.” For Question 4, the answer is “b.”
Remember – Or You Pay the Price
When hiring, your goal is to hire productive employees. Your goal is not to (1) get into a heated discussion with a rejected applicant nor (2) help a rejected applicant “develop skills” and improve.
So, rem
Over the years, I’ve paid a lot of attention to how companies recruit computer programmers. During that time, I’ve noticed how managers frequently make hiring decisions that seem to make sense in the short term, but which result in long-term chaos. I’ve seen the kind of havoc that this can wreak, and how devastating it can be to the company’s future.I’d like to say a few words about that today.The companies that I’ve observed typically pay attention matters such as industry backgrounds, years of experience, and so forth. They want to know what types of projects the applicants have worked on, which compilers and
Then, I ask, “Would you show the applicant the notes you took when you called the applicant’s references?” Again, the manager answers, “Of course not!!”
I then explain to the manager to treat the test scores the same way the manager treats the interview notes or reference check notes: Do not show any hiring materials to the applicant.
Take This Quiz
Answer these questions to assess your skill at rejecting an applicant – and staying out of hot water with applicants you reject.
1. Should you tell the applicant why you did not hire him/her?
Yes / No
2. Should you show the applicant materials you have about him/her, such as
a. Test scores?
Yes / No
b. Notes you took while interviewing applicant?
Yes / No
c. Notes you took during reference checks?
Yes / No
d. Applicant rating sheet?
Yes / No
3. Should you tell the applicant details of discussions you and other managers had about him/her?
Yes / No
4. If an applicant asks for “feedback” or “advice” about how to do better in future job interviews, which answer is best – for you and your company?
a. “We rejected you because you have quirks, your work experience is unimpressive, you lack certain skills, and your communications skills need improvement.”
b. “As you can imagine, we had a number of applicants for this job. Thank you for applying. We will keep your application on file.”
Answers: = For Questions 1, 2 and 3, all answers are “No.” For Question 4, the answer is “b.”
Remember – Or You Pay the Price
When hiring, your goal is to hire productive employees. Your goal is not to (1) get into a heated discussion with a rejected applicant nor (2) help a rejected applicant “develop skills” and improve.
So, rem
Top executives and managers in other industries know it is not only acceptable, but necessary to benchmark with other industries to obtain process improvements. For example, a major hotel chain desires to improve guest services. This chain not only has other hotel chains to examine for comparisons, but also can and should look at theme parks or retail corporations. Instead of comparing hotels to hotels, the hotel’s guest service policies are compared with the guest service policies of theme parks, restaurants, and others. Valuable lessons are gleaned from this benchmarking process. While the industries may function very differe
d. Applicant rating sheet?
Yes / No
3. Should you tell the applicant details of discussions you and other managers had about him/her?
Yes / No
4. If an applicant asks for “feedback” or “advice” about how to do better in future job interviews, which answer is best – for you and your company?
a. “We rejected you because you have quirks, your work experience is unimpressive, you lack certain skills, and your communications skills need improvement.”
b. “As you can imagine, we had a number of applicants for this job. Thank you for applying. We will keep your application on file.”
Answers: = For Questions 1, 2 and 3, all answers are “No.” For Question 4, the answer is “b.”
Remember – Or You Pay the Price
When hiring, your goal is to hire productive employees. Your goal is not to (1) get into a heated discussion with a rejected applicant nor (2) help a rejected applicant “develop skills” and improve.
So, remember two rules when you reject an applicant:
Be politely vague
Just say “No!!!!”
© Copyright 2005 Michael Mercer, Ph.D.
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