In the executive search process, parting ways with a candidate is an inevitable, but delicate, step. While the primary focus is always on finding the right addition for the client (namely, the organization), how we treat candidates along the way speaks volumes about the professionalism and integrity of both the search firm and the client organization.
When to Let a Candidate Go
Timing is crucial. Once it’s clear a candidate is no longer aligned with the client’s evolving needs—whether due to role shifts, culture misalignment, or internal changes—it’s best to let them know as soon as you’ve made the decision. Dragging out the process can cause confusion, damage relationships, and ultimately reflect poorly on all parties.
Balancing Confidentiality with Compassion
This is where the situation gets particularly nuanced. As search partners, we have a responsibility to protect our client’s confidentiality, especially around strategic decisions or internal dynamics. But we also have a human obligation to the candidate—many of whom are deeply invested, excited, and hopeful about the opportunity.
With unemployment on the rise and jobseekers sending resumes every day, we must do right by people. It’s about striking a respectful balance: being honest without breaching trust and being kind without overpromising. Candidates deserve clarity, even if all the details of a search process can’t be shared.
Let’s put this balance into practice. When communicating with a candidate, avoid non-answers and steer clear of overly granular details that could put the client’s confidentiality at risk.
For example, when sending communications on behalf of a search committee or hiring manager, you might say, “As the search evolved, the client’s priorities shifted slightly, and after thoughtful consideration, they’ve decided not to move forward.”
How to Communicate the Decision
Rejecting a candidate, particularly at the executive level, should never be transactional. These individuals have invested time, energy, and often emotion into the search process. They’ve considered making major life changes, factored in their families, and envisioned themselves in the role. A respectful, direct conversation, ideally by phone or video, is best. When I’ve worked with a candidate all the way to the finalist round, I send an email asking to speak before delivering the news by phone. There have also been instances, perhaps in earlier rounds, where I’ve sent the update by email to let the candidate digest the news on their own, with the offer to debrief with me when they’re ready.
Here’s a simple framework that I live by:
- Gratitude – Acknowledge their time and engagement.
- Clarity – Gently but clearly explain that they’re not moving forward.
- Context – Provide helpful, honest context where appropriate.
- Support – Offer to stay connected and provide feedback when possible.
Supporting Candidates through Rejection
Executive candidates are used to complexity, but that doesn’t make rejection easier. A thoughtful gesture, like sharing constructive feedback, checking in later, or offering to refer them elsewhere, can go a long way in preserving goodwill and trust.
Ultimately, how we let candidates go can be just as defining as how we engage them. Kindness, transparency, and respect are never wasted, especially in a tight, reputation-driven talent market.
