Draft a candidate rejection email using the information below. It must be respectful, direct, and consistent with the communication rules I provide. Do not invent interview feedback, legal explanations, future opportunities, or promises to keep in touch. Candidate name and pronouns if known: [CANDIDATE DETAILS] Role and hiring stage: [ROLE AND STAGE] Decision and permissible reason: [DECISION DETAILS] Company policy, approved language, and legal or HR constraints: [POLICY AND CONSTRAINTS] Tone and any next-step information: [TONE AND NEXT STEPS] Write one email of 120-180 words. Open by naming the role and giving the decision clearly in the first two sentences. Thank the candidate for the time appropriate to their stage without overstating the relationship. Give only the level of feedback that is approved; if individualized feedback is not permitted, say so plainly and do not substitute vague criticism.
If the candidate completed interviews, acknowledge the effort and state whether the search is complete or the company is moving forward with another candidate, using only the supplied facts. Include any approved information about reapplying, talent pools, equipment return, or a contact for accessibility or process questions. Do not invite debate about the decision unless the policy explicitly allows it. Output: Subject line Email body Internal compliance notes: 3 bullets identifying any wording that needs HR approval before sending Before answering, check every factual claim against my inputs and remove anything unsupported. Check that the email does not disclose another candidate’s identity, protected information, or unapproved selection criteria. Ask up to 3 clarifying questions only if a required input is missing.
Fill in
| Placeholder | What to enter | Example |
|---|---|---|
| [CANDIDATE DETAILS] | The candidate’s name and pronouns if you have them. | Jordan Lee; they/them. |
| [ROLE AND STAGE] | The job title and the furthest stage the candidate reached. | Customer Success Manager; completed recruiter screen and hiring-manager interview. |
| [DECISION DETAILS] | The approved hiring decision and any approved high-level reason you may communicate. | We are moving forward with another applicant whose recent experience more closely matches enterprise renewals. Do not provide scorecard details. |
| [POLICY AND CONSTRAINTS] | Your company’s rejection policy, approved wording, feedback rules, and HR or legal restrictions. | Use neutral, job-related language. Do not discuss other applicants, interview notes, protected characteristics, or the possibility of an appeal. No individualized feedback. |
| [TONE AND NEXT STEPS] | The desired tone and any approved reapplication, contact, or administrative next steps. | Warm and brief. Candidate may apply to future openings; questions about the process go to [email protected]. |
How to use
- Paste the approved decision details and your current HR policy, rather than relying on memory.
- Read the draft against the candidate’s actual stage so the acknowledgment does not overstate their involvement.
- Have HR review any individualized feedback, layoff-related language, or explanation of selection criteria.
- Follow up with: “Make this 90 words, retain the approved facts, and remove any phrase that could imply future consideration.”
Variations
Post-interview rejection
Use this for a candidate who met with a panel or completed an assessment.
Draft a 130-170 word rejection email for [CANDIDATE NAME] after [INTERVIEW STAGE] for [ROLE]. Approved decision language: [APPROVED LANGUAGE]. Constraints: [HR RULES]. Acknowledge the time they invested, state the decision in the opening, and provide only authorized feedback. Include the approved next step: [NEXT STEP]. Do not imply a candidate was rejected for any protected characteristic or disclose comparison details. Output a subject line, email, and two compliance flags. Ask up to 3 questions only if input is missing.
Early-stage rejection
Use this after reviewing an application or conducting a brief recruiter screen.
Write a concise rejection email for [CANDIDATE NAME] regarding [ROLE] after [STAGE]. Approved reason, if any: [REASON]. Policy constraints: [CONSTRAINTS]. Keep it to 80-115 words, state the decision plainly, thank them for applying or speaking with us, and include [REAPPLICATION POLICY] only if approved. Do not offer feedback unless explicitly authorized. End without an invitation to contest the decision. Check every claim against the supplied facts and ask up to 3 questions only if needed.
Internal hiring note
Use this to document a rejection decision before candidate communication.
Create an internal candidate disposition note for [CANDIDATE] and [ROLE]. Evidence from the process: [JOB-RELATED EVIDENCE]. Required criteria: [ROLE CRITERIA]. Policy requirements: [DOCUMENTATION RULES]. Produce a factual 100-150 word note with the stage, decision, job-related rationale, and authorized next action. Distinguish documented evidence from inference. Do not mention protected characteristics or unsupported conclusions. Flag any missing documentation and ask up to 3 clarifying questions only if a required fact is absent.
Tips
- Use the same decision language for candidates at comparable stages unless HR has approved a meaningful distinction.
- If feedback is allowed, tie it to an observable job requirement and keep it limited; avoid labels such as “not a culture fit.”
- A rejection email should not reveal which candidate was chosen, their background, or comparative interview details.
- Keep a separate internal record of the job-related decision basis; the candidate email is not a substitute for documentation.
FAQ
Should I give feedback in a rejection email?
Only if your policy permits it and the feedback is specific, documented, and job-related. Many organizations use consistent no-feedback language to avoid uneven treatment.
Can I say we chose a stronger candidate?
Usually, “moving forward with another candidate” is clearer and less comparative. Follow your approved language and avoid unsupported rankings.
How quickly should I send a rejection?
Send it once the decision is final and any required approvals are complete. Delays create unnecessary uncertainty for candidates.