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Turning Down Candidates Without Turning Them Off: The Power of Communication

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Turning Down Candidates Without Turning Them Off: The Power of Communication

Justin Godur
CEO & Founder, Capital Max

We inform rejected candidates because it aligns with our core values of transparency and fairness.

I know firsthand that applying for a job takes time and effort, and it’s only right that we acknowledge this by providing a respectful and timely response, even when the outcome isn’t favorable.

This practice has yielded several benefits for us.

Firstly, it strengthens our brand’s reputation—candidates, even those rejected, appreciate the communication and often speak positively about the experience.

Secondly, it fosters trust. In industries where word-of-mouth and online reviews matter, we’ve seen the long-term advantages of keeping lines of communication open.

Lastly, rejected applicants sometimes reapply for future roles, better aligned with their skills, resulting in valuable hires.

We don’t skip this step because a simple, thoughtful response creates a positive ripple effect in the talent pool, helping us maintain strong relationships with potential future employees.

Mafe Aclado
General Manager, Coupon Snake

Truth is, communicating rejection isn’t fun, but one of the reasons we always find the time to do this, is because we believe it’s the very least we could do.

In fact, the way I see it, you owe it to your applicants to tell them that your business has rejected their application to join your team, and possibly provide them with reasons.

Because, let’s face it, today’s job market is tough and highly competitive, and this reality causes the anxiety level of the average individual to spiral, especially during the waiting period.

And in the same way, letting them know they have been offered the job helps them feel relieved and ready to move on to the next step in their career.

Letting them know that their application has been rejected, brings them clarity, and helps in re-strategizing for success.

Plus, it improves the brand’s reputation.

Stacey Tapping
Owner/CEO, Beauty Sculpting Room

We always inform any rejected candidate formally. We do this mainly for transparency reasons.

Our industry is quite small, and anything that can affect our business’ reputation negatively may have an outsized impact on us. We believe that maintaining open and respectful communication with all applicants reflects our commitment to professionalism.

By being transparent in our processes, we get to preserve relationships and foster a positive impression, even in difficult situations.

Adrien Kallel
CEO & Co-Founder, Remote People

At Remote People, we make it a priority to inform candidates if they haven’t been selected, especially after interviews. It’s about showing respect for their time and effort.

Even a brief, polite message goes a long way in closing the loop. We’ve found that this approach leaves a better impression, and it keeps the door open for future opportunities with strong candidates.

That said, when we’re dealing with a high volume of applications, especially in earlier stages, it can be challenging to respond to everyone individually. In those cases, we sometimes rely on automated responses.

Ultimately, clear communication benefits both sides, and we do our best to maintain that standard.

Lucas Botzen
CEO & HR Expert, Rivermate

Our human resources department sees to it that each candidate receives a thoughtful and personal note in regard to his or her status, whatever that may be. This not only closes the loop for the candidate but engenders a positive impression of our company.

We take it one step further by giving constructive feedback to candidates who made it further in the hiring process. This helps them to understand where they went wrong and what they need to improve, without, at the same time, depleting them of value and respect.

This will help build good karma and will keep candidates coming back when other openings come along. We found that a large percentage of the applicants who were not fitted for one position eventually fitted in another.

By rejecting candidates with an email, you give closure to a candidate and eliminate some of the uncertainty and frustration that often accompanies the recruitment process and positions Rivermate as a caring employer who upholds transparency and professionalism in recruiting.

This would mean my advice to companies trying to incorporate this approach: automate early-stage rejections but make it more personalized later on. Also, standardization of feedback templates is helpful for consistency and saves time for your HR team.

Ryan T. Murphy
Sales Operations Manager, Upfront Operations

As CEO of Upfront Operations, a fractional sales enablement firm, I ensure we provide feedback for all candidates. We value transparency and believe rejected applicants deserve respect.

Constructive feedback helps candidates improve for the next role. Even when we can’t extend an offer, candidates gain a positive view of our hiring process. This goodwill strengthens our employment brand and attracts higher quality candidates, reducing time-to-hire.

For example, a recent marketing candidate lacked experience with our core tools. We explained our needs transparently but suggested resources to build those skills. Though disappointed, the candidate appreciated our candor and professionalism. They now follow us on LinkedIn, demonstrating the value of courteous communication.

Some companies avoid rejections due to time or legal concerns. However, the benefits of a caring, efficient process outweigh costs.

For instance, providing high-level feedback adds mere minutes per applicant but yields a strong candidate pool, higher offer acceptance rates, and word-of-mouth referrals.

With the right approach, communicating rejections can become a key recruitment tool.

Mary Zhang
Head of Marketing and Finance, Dgtl Infra

At DtglInfra, we’ve made it a priority to communicate with all job applicants, including those we don’t move forward with. It’s not just about courtesy – it’s a strategic decision that’s paid off in multiple ways.

We send personalized rejection emails to every candidate who reaches the interview stage. For earlier stage rejections, we use a well-crafted template that offers constructive feedback. This approach has led to a 30% increase in positive company reviews on job sites, boosting our employer brand.

Surprisingly, some rejected candidates have become valuable networking connections or even clients. We had a case where a rejected software engineer referred us to her current employer, resulting in a major contract for our cloud services.

Be genuine and respectful. We’ve found that treating all candidates well, regardless of outcome, creates a positive ripple effect in our industry network. It’s a small effort that yields significant long-term benefits for our talent pipeline and business relationships.

Alex L.
Founder, StudyX

We usually inform all applicants of their interview results, regardless of whether their application is approved or rejected.

We believe that job hunting is a two-way process of choice. Whether the result is good or not, promptly informing applicants shows our company’s respect and professional attitude.

Clear communication and feedback can also help enhance the company’s reputation, as applicants may share their job application experiences with others.

At the same time, if applicants ask about the reasons for rejection, we also provide them with brief suggestions. We hope to help them improve their abilities for later job applications or find a more suitable job direction.

In addition, applicants may frequently follow up on results if they are not informed timely, which may increase the work of the HR team. Early notification can reduce these unnecessary communications.

Amrutha Murali
Senior People Operations Specialist, Codilar Technologies

In our experience, a well thought out hiring process can reassure rejected candidates that they are making progress. While one door may close, it often opens up ten new opportunities just waiting to be explored.

In our organization, we strive to support rejected candidates by reassuring them that while one door may close, you could lead to ten new opportunities.

To achieve this, you need to maintain transparency and fostering a positive candidate experience throughout the recruitment process, even for those who are not selected.

For rejected job applications, our HR team ensures that applicants are informed of the decision, typically through an email or a phone call.

By closing the loop, we leave the door open for potential future opportunities and help candidates gain closure, which is part of our commitment to treating all applicants with respect.

Many candidates who aren’t the right fit for one role could be a good match for other roles in the future. By maintaining a good relationship through open communication, we keep the door open for future collaborations.

On the bright side, a thoughtfully handled rejection can spark referrals or recommendations from the candidate. Taking some extra time with people well can yield a high ROI, even if it isn’t immediately apparent and calculated.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing their insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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How Leaders Are Redefining Retention in a Remote Environment

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How Leaders Are Redefining Retention in a Remote Environment

Kelly Chan
Marketing Manager, Kinore

As the marketing manager at an accounting firm that’s mostly remote, I’ve found that tackling challenges like isolation and disengagement is all about building connections.

One of my favorite moves is scheduling regular virtual check-ins. These aren’t just about going over tasks; I make sure everyone shares a personal win or a funny story. It’s like bringing a little warmth into our screens, and it really helps everyone feel part of the team.

We’ve also started having informal hangouts—think virtual coffee breaks or even game nights. Just the other day, we played a quick trivia game, and it was a blast! It reminded us that we’re not just colleagues but friends too. Plus, I love our “shout-out” channel where we can give props to each other for hard work.

When we brainstorm marketing ideas together, it’s incredible to see everyone’s enthusiasm. By focusing on relationships and open chats, we’ve built a remote culture that feels tight-knit and energized, even from a distance.

Jim Christy
Managing Director, Midwest Cards

At our company, we value flexibility and understand that remote work can pose challenges like isolation and disengagement. Our go-to strategy for overcoming these challenges is fostering a strong sense of community and purpose among our team members.

We ensure regular communication through video calls, not just for work-related meetings but also for casual check-ins. This helps maintain a personal connection.

Additionally, we focus on clear goal-setting and recognize achievements regularly to keep everyone motivated.

The biggest challenge is maintaining that sense of camaraderie, so we invest in virtual team-building activities and encourage feedback to continuously improve our remote work environment.

George Burgess
Serial Entrepreneur, Modern Day Talent

One of the most effective strategies I’ve found is keeping regular, meaningful check-ins.

Since we operate with a fully remote team and hire remote staff for our clients, we’ve learned that daily group check-ins, once or even twice a day, foster a sense of connection and keep everyone engaged.

These sessions help bridge the gap and create a space where the team feels supported and connected, ensuring we stay aligned despite the distance.

Aurelija Gintaliene
COO & Co-founder, Breezit

When we were a fully remote operation, one of the biggest issues we experienced was miscommunication because there were limited in-person interactions. This led to many misunderstandings and a lack of collaboration with other team members.

We overcame this by putting in place daily check-ins and using instant communication tools that allowed us to provide each other with real-time updates about the projects we were working on. As a company helps clients coordinate their events, it is important that all information is correct and relayed on time to prevent issues from occurring.

Another issue that we faced was employees feeling lonely and isolated because of the lack of in-person interaction.

To overcome this issue in particular, we created more virtual social activities like team building sessions or informal catch-ups so that team members can connect with each other and work better with each other.

Jordan Anthony
Registered Dietitian, Ahara

One of our biggest challenges when we switched to remote teams was finding effective ways to evaluate those workers and provide feedback.

What we’ve eventually found works best for them and for us is setting up clear, concrete, specific performance metrics that are based on deliverables rather than intangible factors.

This helps our remote workers to know exactly what’s expected of them and exactly where they stand, even when they can’t be in every meeting.

Joe Bowab
CEO & Founder, Lobster Anywhere

Running a remote or hybrid model of working provides you with an opportunity to emphasize and encourage a healthy work-life balance among your teams, but this isn’t always possible.

It is very easy for the lines between professional and personal time to get blurred. If individuals in your team do not know how to manage their time properly, it can lead to burnout or a lack of productivity.

Team leaders need to promote a healthy work-life balance by encouraging boundaries being set, ensuring employees take breaks and that they log off when not working.

Some of the ways to encourage a work-life balance is through offering flexible hours which makes room for personal commitments and ensuring personal well-being.

Another way to boost employee morale would be through creating a recognition program to highlight achievements by individuals.

Conduct constant performance reviews to work together with employees about their progress which will allow them to feel valued and appreciated.

Brett Bennett
Director of Operations, PURCOR Pest Solutions

I once rehired someone who worked for me previously. This person had worked for me for about a year, but then ended up moving. They didn’t move too far away – just to a new house that made the commute longer than they could justify. Well, once remote work became a solidified way of working for us, that person reached out to me to see if they could have their old job back. Luckily, we actually had an opening at the time! I gladly rehired them. I knew I could trust them to do the job well since they already had, plus the onboarding time was cut down to practically nothing.

Matt Erhard
Managing Partner, Summit Search Group

The challenge: Providing career pathways and growth/advancement opportunities.

A lack of advancement and career development opportunities is one of the most common reasons that job seekers we work with give for leaving a fully remote position. This has been an ongoing challenge for remote workers, and is one that companies often fail to address.

I think it’s tempting to treat remote workers like freelancers or contractors since they work more independently, but the truth is they need to be provided with the same opportunities for promotions, raises, and skill development as in-office workers.

The first solution I’d propose to this is to make sure that managers of remote teams are meeting with their reports regularly one-on-one.

This gives them a chance to talk about the employee’s career aspirations and how they see their future unfolding with your company in an ideal world.

You can also better identify the areas where they have weaknesses, or the skills that they could develop to become even better in their roles. Helping them strengthen in those areas can help them toward their career goals, and they’re more likely to stay on your team if they feel like they’re making forward progress.

Peer mentorship can also be very beneficial for remote workers, especially those who are early in their career.

One option is to use a “workplace buddy” system, where younger workers are paired with more senior colleagues who can give them guidance on ways to further their career, or answer any questions they have about how to position themselves well for potential promotions.

Finally, make sure that you don’t forget about your remote employees when offering things like upskilling, professional development seminars, optional training, or attendance at industry events.

Even if you can’t offer these in a hybrid format, employees who are committed to their career growth will often be willing to travel into the office, or travel to events like conferences, even though they normally work from home.

The bottom line is that you’ll be more likely to hang on to your top remote employees if they get the same opportunities to grow with your organization as someone who works in the office.

Soumya Mahapatra
CEO, Essenvia

One of the things I always try to make clear to my remote employees is that we have no one-size-fits-all policy for working hours or communication style. Our goal is to develop a schedule that works for them and still meets our business goals. By making these things a negotiation instead of an imposition, I can enable my employees to live their lives and work when and how they do so most effectively.

Clarke Duncan
Founder, OutsourcingStaff

In a fully remote team, the biggest challenge we face is combating feelings of isolation and disengagement. To address this, our go-to strategy involves fostering a strong sense of community and regular communication.

Regular Check-Ins: We have frequent one-on-one meetings and team check-ins to ensure everyone feels connected and heard. This helps in maintaining a personal touch even in a virtual environment.

Virtual Social Events: Scheduled virtual events such as game nights, coffee chats, and team-building activities play a crucial role in breaking the monotony and building camaraderie among team members.

Transparent Communication: Keeping the team informed about company goals, challenges, and achievements through regular updates fosters a sense of inclusion and purpose.

Mental Health Support: We provide resources and support for mental health, encouraging employees to take breaks and prioritize their well-being.

Professional Development: Offering opportunities for continuous learning and growth helps in keeping the team motivated and invested in their roles.

By implementing these strategies, we have noticed significant improvements in employee satisfaction and retention. The key is to create an environment where team members feel valued and connected, despite the physical distance.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing their insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Boomerang Employees: Leaders Share Inspiring and Insightful Stories – Part 2

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Boomerang Employees: Leaders Share Inspiring and Insightful Stories - Part 2

Ray Lauzums
Owner, Poggers

I returned to a previous employer after leaving due to burnout and a lack of growth opportunities. At the time, I felt stagnant and needed to explore other avenues to challenge myself.

However, after gaining new skills and a fresh perspective in a different company, I realized the value of the culture and mentorship I had at my old workplace.

When a leadership role opened up, I returned because I saw an opportunity to contribute in a more meaningful way.

The experience has been positive—I now feel more empowered, appreciated, and am thriving in my career.

Aji Abraham
CEO, Code Ventures

I’ve personally experienced returning to a former employer early in my career. When I left at first, it was because I wanted to seek out new challenges regarding entrepreneurship, as I saw the value of working on my own ideas and taking on responsibility. Still, I went back after two years because I saw how important it is to be in an empowering environment and work with great teams that helped me grow even faster.

This was a positive change—It was like being the same person, only that I had a new set of knowledge and skills, hence better productivity. There must also be organizational culture in which an individual grows within the whole working life of the individual or career life of that person.

Richie Bevan
Author & Blogger

Ultimately what determines your experience when returning to a previous employer is your attitude and approach.

When returning to a previous employer you have to appreciate whilst you have been elsewhere, things will not have stood still. Former colleagues may have moved on, people will have been promoted, and the company culture and objectives may have changed too. All of these means whilst there are some familiarities to before, you must treat it like it’s a new job. You need to listen out for what’s different and build/re-establish all your relationships.

I’ve returned to previous employers twice, the first time was a disaster, I acted as if I’d never been away, and underplayed how much people had changed. The second time it was much better, I acted like it was my first day ever at that company.

Megan Shi
OrangePoint Design

I left my full-time job during the pandemic due to burnout.

After two years, I returned as a contractor and found the experience to be largely positive. The break allowed me to gather essential tools for creating a better work-life balance. I became more grateful for my job and gained clarity on what I enjoyed—the work itself—versus what I didn’t like, such as the long hours. I discovered that contracting was a better fit for my lifestyle.

Additionally, I found a passion for lifelong hobbies that help ground me and provide balance during overwhelming work periods. This experience has positively reshaped my perspective on work and fulfillment.

Alex L.
Founder, StudyX

A friend of mine had been with a company for two years, contributing significantly to its success. However, due to personal health concerns, she decided to resign and take a break to travel and recuperate.

After three months of rejuvenation, the company’s CEO, who was undergoing an industry boom and expanding the team, reached out with an offer to rejoin.

The company’s sincere gesture and the friend’s recognition of the company’s potential swayed her. The decision to return was also driven by the alignment of her career goals with the company’s growth trajectory. With a renewed sense of purpose and vigor, she accepted the offer and returned to the company.

Julia Lozanov
Chief Editor, Verpex

I observed a coworker return to Verpex after a two-year absence. She initially quit owing to burnout and a desire to take on new tasks. She wanted more responsibility and prospects for advancement, which we couldn’t offer at the time.

However, after acquiring significant experience elsewhere, she realized that Verpex’s culture and principles were more in line with her aspirations. She missed our collaborative environment and valued the flexibility we provided.

Upon her return, she mentioned our company’s evolution, new initiatives, and expanded professional development opportunities as major draws. Her return brought new perspectives and experience, which benefited our team.

We’ve since created more flexible growth paths and health efforts to avoid similar exits. Her boomerang experience highlights the need of responding to changing employee needs while keeping solid relationships.

Brett Bennett
Director of Operations, PURCOR Pest Solutions

I once rehired someone who worked for me previously. This person had worked for me for about a year, but then ended up moving. They didn’t move too far away – just to a new house that made the commute longer than they could justify. Well, once remote work became a solidified way of working for us, that person reached out to me to see if they could have their old job back. Luckily, we actually had an opening at the time! I gladly rehired them. I knew I could trust them to do the job well since they already had, plus the onboarding time was cut down to practically nothing.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing their insights.

Connected Post:
Boomerang Employees: Leaders Share Interesting Stories and Insights – Part 1

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Boomerang Employees: Leaders Share Inspiring and Insightful Stories – Part 1

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Boomerang Employees: Leaders Share Inspiring and Insightful Stories - Part 1

Ben McInerney
Certified Arborist & Founder, GoTreeQuotes

Meet Sarah, a brilliant arborist who started her career with us as a fresh-faced graduate. Her passion for trees was as evident as the rings in an old oak. For three years, she flourished, climbing the ranks as swiftly as she scaled trees. But like a seedling seeking sunlight, Sarah felt the pull to explore new horizons.

With a heavy heart, I watched her leave to join a larger corporation. It was like losing a prized branch, but I knew her growth was inevitable. Sarah’s departure left a gap in our team, much like a fallen tree in a forest canopy.

Two years passed, seasons changed, and our paths crossed again at an industry conference. Sarah’s eyes lit up as she spoke about her time away, but I sensed a longing in her voice. She missed the close-knit team, the hands-on approach, and the direct impact she had on people’s lives at GoTreeQuotes.

When I offered Sarah a chance to return, not just as an employee but as our Head of Arboricultural Education, she jumped at the opportunity like a squirrel to a bird feeder. Her experience at the larger firm had given her new perspectives, which she now eagerly applied to nurture our growing team.

Sarah’s return was like witnessing the rebirth of a forest after a fire. She brought fresh ideas, reinvigorated our training programs, and helped us branch out into new areas of tree care education. Her journey had come full circle, and like a tree with deep roots, she stood stronger than ever.

This experience taught us the value of maintaining connections and fostering an environment where people can grow, leave, and return enriched. It’s a testament to the nurturing culture we’ve cultivated at GoTreeQuotes, where every team member can put down roots and reach for the sky.

Jonathan Velarde
Co-founder, ParkingPros

As the co-founder of Parking Pros, I’ve had employees return after finding opportunities elsewhere. One of our top attendants, Clay, left for a few months to pursue a new career path but ended up missing the work environment and camaraderie of our team.

He reached out and asked if he could return, and I welcomed him back immediately.
In Clay’s case, the decision to leave was due to wanting a change of pace and more consistent hours. However, he found his new role lacked the level of activity and social interaction he had become accustomed to in his position with us. His reason for returning was simple – he missed the work, team, and flexibility that Parking Pros provided.

For us, having a top employee return was ideal. Clay needed no retraining, and his skills and experience were an asset. The short time away gave him a new appreciation for the company and role. Allowing strong employees to return after a brief departure can benefit both parties. In Clay’s case, and with the right person, it has been a very good experience for our company.

Liam Wilson
Editor in Chief, Lottery ‘n Go

We had this whiz kid from India working for us just as a contractor when we first started out and she was super smart especially when it came to analytics and making sense of all our data on lottery odds.

But you know how it goes, the allure of a permanent gig with all the trimmings such as health insurance, and paid vacation is like catnip for contractors, especially if you have a lot of family commitments so off she went to the corporate world, leaving us behind to struggle on without her.

Fast forward to the beginning of this year, and what do you know, an email pops up in my inbox, and it’s her, asking if we’ve got any work going. Turns out, working for the big guns didn’t suit her vibe and she said she felt like she was in a fishbowl, with every move monitored and scrutinized.

So, we brought her back on board, this time as a full-timer now that we’re much more established and it’s been like she never left.

It just goes to show that sometimes the grass isn’t greener on the other side and it’s a reminder that freedom and flexibility can be worth more than all the corporate perks in the world.

Karan Tiwari
Business Analyst, FlexiPCB

A few years ago, I decided to quit a job I was doing with a leading marketing firm; I had spent three fulfilling years with it.

Actually, the reason I quit the job was my desire to explore new horizons and plunge into the up-and-coming world of digital entrepreneurship. The urge inside me developed to build something from scratch, to be my own boss, and I felt that it was the correct stage of my career where I could take such a bold step.

Routine at the firm had started getting monotonous, and though enjoying a very friendly relationship with colleagues and superiors alike, I wanted to have a change in monotony-a new challenge that could rejuvenate my professional life.

However, two years of doing my own business made me reconsider my first decision. Indeed, entrepreneurship taught me valuable lessons in resilience and innovation, yet with it came a continuous feeling of uncertainty and financial instability.

A chance meeting with a long-forgotten colleague introduced me to the significant changes within the firm: new management introducing progressive policies in fostering creativity and work-life balance. A development like that piqued my interest, and it seemed very well-suited for the very problems that had driven me away in the first place.

Returning felt a little like a coming home, but this time to an environment much more conducive to personal and professional growth.

David Weisselberger
Founding Partner, Erase The Case

A former colleague returned to our legal firm after pursuing other options.

Initially, they sought greater responsibilities and new tasks. However, they quickly concluded that our company’s objective and culture better matched their ideals.

Their return provided new perspectives and increased expertise for our staff. During their absence, we had built new processes and technologies that would allow them to get started right away. To guarantee a smooth transfer, we offered a customized re-onboarding program.

This reunion highlighted the significance of keeping ties and reacting to employees’ changing requirements. By embracing their development and desires, we strengthened our team and increased client results.

This event underlined the importance of developing talent and creating a friendly workplace atmosphere.

Daniel Meursing
CEO & Founder, Premier Staff

Returning to a former employer can offer familiarity, but also comes with unique challenges. As the CEO of Premier Staff, an event staffing company that values innovation and empowering our team, I believe the key is to return with a plan to drive positive change.

For example, we recently had a star employee return after exploring an opportunity at a major tech company. Rather than picking up where they left off, we collaborated on a vision for how they could leverage their new experiences to level up our training and development programs. By giving them ownership of this initiative and tying it to clear performance incentives, we were able to channel their talents into making Premier Staff even stronger. It’s been a huge win.

The other critical piece is openly addressing past issues. If an employee left due to workplace concerns, those need to be tackled head-on before welcoming them back. Ignoring elephants in the room helps no one. Leaders have to be willing to acknowledge mistakes, make amends, and commit to doing better.

Ultimately, I believe ‘boomerang employees’ can be an asset with the right approach. Set shared expectations, tailor their role to new strengths, and create space for honest dialogue. Get that right and it’s an opportunity to not just retain talent, but expand your capabilities as a team. That’s how you turn a returning employee into a returning champion.

Eric Neuner
Founder, NuShoe Inc

As the founder of NuShoe, I have experience with employees returning after some time away. A few years ago, one of our top craftsmen decided to try his hand at retail sales. After 6 months, he asked to return to his old position.

I welcomed him back immediately. His skills were invaluable, and in a specialized field like high-end shoe repair, talent is hard to find. The time away gave him a new appreciation for the craft, and his work was better than ever. For the company, it meant retaining an employee we had invested heavily in training.

The key was maintaining a good relationship even after he left. We stayed in touch, so I knew the new job wasn’t the right fit. When he was ready to come back, there were no hard feelings on either side. My advice for anyone in a similar position is to keep doors open. Stay on good terms with former employers and employees. You never know when an opportunity may arise to work together again.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing their insights.

Connected Post:
Boomerang Employees: Leaders Share Interesting Stories and Insights – Part 2

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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6 Signs You’ve Found the Right HR Leader

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Matthew Ramirez HR Spotlight
Karen Cate Agustin - HR Spotlight
Yongming Song, CEO, Live Poll for Slides
Piotrek Sosnowski - Terkel HR Spotlight
Tony Deblauwe - Terkel HR Spotlight
Matt Grimshaw - HR Spotlight

6 Signs You’ve Found the Right HR Leader

From leading with inclusivity to generating a self-building ecosystem, here are six answers to the question, “What are some important signs that show you’ve found the right HR leader for your organization?”

  • Create an Inclusive Culture
  • Display Strong Communication Skills
  • Have Openness to Criticism
  • Share Your Company Values
  • Bring a Diverse Experience
  • Build Systems that Improve Over Time
HR Leader - HR Spotlight

Create an Inclusive Culture

When you find an HR leader who can create an inclusive culture, you’ve found a keeper. Today, employees want to work for a company that makes them feel welcomed and appreciated. HR leaders are the ones who make all of the company policies and procedures that guide the employees. So, if you have an HR leader who can create an inclusive culture, they can create a welcoming environment for all employees, no matter their race, gender, or religion.

Matthew Ramirez, CEO, Rephrasely

Display Strong Communication Skills

Strong communication skills are an essential trait for any HR leader to have. If your HR leader communicates with employees at all levels of the organization and with external partners, such as vendors and service providers, then you’ve found the right HR leader for your organization.

Karen Cate Agustin - HR Spotlight

Good HR leaders listen actively and attentively to others and fully understand their perspectives and needs. They present ideas and information in a way that is easily understandable to others.

Karen Cate Agustin
Business Analyst, Investors Club

Good HR leaders listen actively and attentively to others and fully understand their perspectives and needs. They present ideas and information in a way that is easily understandable to others. In addition, the ability to write well, including the ability to compose clear and professional emails, memos, and other written communications, makes an HR leader perfect for any organization.

Karen Cate Agustin, Business Analyst, Investors Club

Have Openness to Criticism

One sign of a good HR leader is having an open mind and a readiness to adapt to change. They listen to other people when criticism arises and objectively consider their opinions. They will take criticism and make improvements where necessary, especially in managing people.

A good HR leader allows others to take the spotlight in departments where people take accolades. As to them, it is the results and progress that matter. They face situations head-on and deal with the issues raised without expecting individual rewards, but for the benefit of the entire organization.

Yongming Song, CEO, Live Poll For Slides

Share Your Company Values

Investigating the personal values of a candidate is a process that I never skip during interviews, especially with HR experts. In fact, I believe that a candidate’s values aligning with those of your company are a promising sign that they would be a good fit as an HR leader in your organization.

First, shared values can create a sense of cultural fit and make it more likely that the candidate will be happy and motivated in their role. When HR leaders share the same values as the rest of the organization, they are more likely to make decisions that are in line with the company’s overall goals and mission. Without that, the company would not live by the values they preach.

Piotrek Sosnowski - Terkel HR Spotlight

Finding an HR leader who shares the values of your company matters in ensuring they do not become empty words without real consequences.

Piotrek Sosnowski
Chief People & Culture Officer, HiJunior

This is absolutely crucial to people like me, who believe that companies should always uphold their principles. Overall, finding an HR leader who shares the values of your company matters in ensuring they do not become empty words without real consequences.

Piotrek Sosnowski, Chief People & Culture Officer, HiJunior

Bring a Diverse Experience

An HR leader who has broad experience in different industries and business sizes, and a demonstrated track record of developing and implementing various types of people initiatives, is a sign of a strong leader. The diverse exposure typically ensures the person is flexible, adaptable, and can pivot based on changing business circumstances.

Tony Deblauwe, VP, Human Resources, Celigo

Build Systems that Improve Over Time

The best HR and people leaders are the ones who can build data-led systems that improve over time. Historically, HR has been too focused on delivering individual projects, initiatives, and applications, but these things only deliver lasting value if they’re part of a bigger people management system.

Matt Grimshaw - HR Spotlight

The best HR and people leaders are the ones who can build data-led systems that improve over time. Historically, HR has been too focused on delivering individual projects, initiatives, and applications, but these things only deliver lasting value if they’re part of a bigger people management system.

Matt Grimshaw
Founder & CEO, Youda

If you’re not joining things up properly in HR, it’s a bit like having all the components of a car, but not fixing them together—you won’t get very far! The best people leaders see their employees as “users,” and they look to build a system that creates a coherent, seamless employee experience. They do this using HR tech that enables them to test and learn so they can generate the data they need to improve business performance.

Matt Grimshaw, Founder & CEO, Youda

So Go Ahead and Make the Right Choice!

Now that you have a list of great insights to refer to, you know you can make a far better choice when hiring your HR leader. Remember, more than anything else, the ideal candidate must understand how important their job is and how they will be leading the most important resources in your organization. As long as they’re willing to commit themselves to the good of the organization and the workforce and have the experience and expertise to match, your organization will be in good hands.

Do you have a best practice or tip you think will provide added direction to leaders hiring their next HR leader? Or is there another insight you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

6 Reasons Why Employers Scan a Candidate’s Online Behavior

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Matthew Ramirez HR Spotlight
Max Schwartzapfel - HR Spotlight
Anjela Mangrum - HRSpotlight
Archie Payne - HR Spotlight
Seth Newman - Terkel for HR Spotlight
Yongming Song, CEO, Live Poll for Slides

6 Reasons Why Employers Scan a Candidate’s Online Behavior

Scan Candidate Online Behavior - HRSpotlight

Determines Company Fit

Scanning online behavior can be a great way to see if a candidate is a good fit for the company culture. I’m not talking about seeing their interests or following other companies merely, but rather about how they use their online platform.

Are they posting about going to the gym and eating well, or are they complaining about work or the people they work with? Online profiles are windows into a person’s life, and employers are using them to determine if candidates are the right fit for their company.

Matthew Ramirez, CEO, Rephrasely

Shows the Real Candidate

Employers want to get a fuller idea of what the person they’re hiring is like. Social media can allow them to understand what a person’s behavior represents when they aren’t acting on a script. It provides a more natural view of a candidate than they might see during an interview.

Max Schwartzapfel - HR Spotlight

If understanding a candidate before hiring saves a company from having to deal with behavior troubles or legal liabilities of any sort, then it’s already worth the effort.

Max Schwartzapfel
CMO, Schwartzapfel Lawyers

If understanding a candidate before hiring saves a company from having to deal with behavior troubles or legal liabilities of any sort, then it’s already worth the effort. It will always be better for a company to reject an unsuitable candidate than it will be to fix any issue caused by them in hindsight.

Max Schwartzapfel, CMO, Schwartzapfel Lawyers

Filters Out Troublemakers

I’ve learned the hard way how important it is to conduct candidate background checks, especially their social media profiles.

Five years ago, I hired an apparently perfect candidate for a role, only to have the HR department bombarded with complaints about inappropriate remarks and insensitive behavior towards other employees. Later, I discovered this was the norm for him; his Facebook profile was full of problematic status updates, racist quotes, and shockingly sexist remarks.

Anjela Mangrum - HRSpotlight

With challenging times ahead for businesses, I think it’s better to deep-dive into whatever candidate information is available instead of risking hiring them, only to terminate them and rehire someone else in a month.

Anjela Mangrum
President, Mangrum Career Solutions

Sometimes, online profiles can also provide clues about the legitimacy of applications that seem too good to be true. With challenging times ahead for businesses, I think it’s better to deep-dive into whatever candidate information is available instead of risking hiring them, only to terminate them and rehire someone else in a month. As it is, with the current challenges of running a business, office drama is the last thing we need!

Anjela Mangrum, President, Mangrum Career Solutions

Controls Your Online Reputation

The things that an employee posts or does online don’t just impact their individual reputation; they can also influence how people view or think about your company, even when someone is posting on their personal social media.

Many customers today want to do business with companies that share their values, and job seekers feel the same way about employers. If you hire someone who’s an online bully or regularly posts offensive content, this could lead to people associating these behaviors with your company, and your online reputation as a business can suffer.

Archie Payne - HR Spotlight

If you hire someone who’s an online bully or regularly posts offensive content, this could lead to people associating these behaviors with your company, and your online reputation as a business can suffer.

Archie Payne
CEO, CalTek Staffing

This is aside from the potential impact on your team, culture, and morale from hiring someone who’s hostile, prejudiced, or otherwise toxic, although that’s something else that’s important to consider. Scanning the profiles and posting behavior of candidates before they get through the interview process is an easy way to check for red flags and avoid hiring someone who will cause you these kinds of headaches.

Archie Payne, CEO, CalTek Staffing

Exposes Red Flags

People always warned us in college that employers would search through our social media. It’s true because, as I am in charge of gathering candidates for new openings, the first thing I do when someone applies is look over their social media profiles. We do this to see if they will be a good fit with our company culture.

Obviously, you want employees who will show up on time and get along with others. When I see people who have their profile photos as themselves flipping off the camera and smoking drugs, those are red flags that they probably wouldn’t do well in our culture. With social media, you are supposed to put your best foot forward or show the best side of yourself. Make sure it truly is the best side you are showing others.

Seth Newman, Director, Sporting Smiles

Uncovers the Candidate’s Private Integrity

Social identity online is vital for employers to determine the integrity of potential candidates. Candidates with a dirty online identity can damage the reputation of the brand and link it with associated behaviors, such as racism or sexism.

Online scanning can validate the information that potential candidates provide and help gauge the intangible aspects of trust and integrity. It is also vital for security to avoid hiring candidates involved in illegal activities such as money laundering and cybercrime. It is also a way to eliminate unconscious bias through objective scanning of potential candidates.

Yongming Song, CEO, Live Poll For Slides

Scanning a Candidate’s Online Behavior Does Make a Lot of Sense!

Pick up any of these points shared by workplace leaders and you’ll know there are plenty of valid reasons to review a candidate’s online behavior and determine if they’d be a good fit or not. So the next time you post something or leave a comment without thinking twice, remember that your potential employers will get to it, review it, and probably use it as enough reason to reject you.

Do you have a valid pointer to add to this list? Or is there another topic you’d like to start a conversation around on the HR Spotlight platform?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.