????面試者可能預(yù)計，被拒求職者會提出“如果我當時做些什么改變，就會得到這個職位？”這樣的問題。向被拒求職者強調(diào)，你不是來辯論的，只不過是有一些時間來提點建議。讓求職者知道他們哪里做得好，在下次面試中可以發(fā)揮自己的優(yōu)勢。

????哈瑞斯解釋說，電話提供建議可能會有風(fēng)險，因為被拒求職者可能會問一些招聘者沒有準備好的問題。如果必須使用電話，他建議，應(yīng)該確保招聘方有另一位員工在線，作為見證。

????例如，紐約市的一位招聘者在一次非正式電話中告訴一位求職者，他們被拒是因為過去六個月沒有工作，招聘者希望能聘用那些擁有最新和持續(xù)經(jīng)驗的人。哈瑞斯說：“雖然這樣的反饋可能聽起來有一定道理，但截至2013年6月11日，在紐約市歧視失業(yè)者是非法的，這位招聘者的說法可能招來官司。”

????另一種有益的方式是問問求職者，他們認為自己在面試中哪里做得好，或者展現(xiàn)了自己哪些與職位相符的地方。這為他們提供了一個解決問題的機會，讓招聘經(jīng)理能更好地感受求職者的自我認識程度。如果求職者決定再次申請該公司的職位，這樣做會更有價值。

????但即便出發(fā)點再好，效果可能也很糟。管理和HR顧問阿巴汗?帕綱嘉最近讀到了一家科技大公司招聘團隊發(fā)出的一份信件，信中提供了一些學(xué)習(xí)參考書，以便被拒求職者在再次申請前可以提升自己的技術(shù)面試技巧?！班]件最后列出了一份清單，列出了20本書，涵蓋了3個領(lǐng)域，”帕綱嘉解釋道。他說：“拋出一份20本書的清單很難說真能幫求職者提高個人技能。”

????還不如向求職者發(fā)送一篇精選文章鏈接，暗示求職者需要改進的關(guān)鍵領(lǐng)域，既能躲過律師找麻煩，求職者也會感激惠存。（財富中文網(wǎng)）

????哈里森?莫納斯是專業(yè)演講培訓(xùn)學(xué)校GuruMaker的創(chuàng)始人。他也是《自信的演講者》和《高管的存在感》的作者。

????Empathic interviewers might anticipate questions from rejected applicants such as, "What could I have done differently that would have gotten me the job?" Emphasize to the rejected candidate that you can't get into a debate, but that you have time to offer one piece of advice. Let the person know what they did well, so they can make use of that strength during their next interview.

????Phone calls offering advice can be risky, as the rejected applicant is likely to ask questions the employer may not be prepared to answer, Harris explains. If you must use the phone, he advises making sure there is another representative of the employer on the line to be a witness.

????For instance, one employer in New York City told an applicant in a casual phone call that they were rejected because they hadn't been working for the past six months and the employer wanted to hire someone with more recent and ongoing experience. "Though this may sound like reasonable feedback, as of June 11, 2013, discrimination against the unemployed is illegal in New York City, and the employer's comment may be actionable," says Harris.

????Another way to help would be to ask a candidate where they believed they might have done better in the interview, or demonstrated more compatibility with the position. This offers them a chance to work through problem areas while giving the hiring manager a better sense of the candidate's self-awareness. This could be valuable in more ways than one, if the person decides to reapply for a job at the company.

????Even the best intentions can lead to disaster, though. Management and HR consultant Abhay Padgaonkar recently saw a letter sent by the hiring team at a large technology firm that offered educational references so the rejected candidate could sharpen their technical interviewing skills before applying again. "At the end of the email was a listing of 20 different books in three different areas," Padgaonkar explains. "Dumping a list of 20 books for self-improvement is hardly helpful," he contends.

????Then again, sending someone a thoughtfully chosen link to an article on a concept that hints at the key areas a candidate needs to work on might be the wink that gets past the lawyers and into a grateful applicant's interview toolbox.

????Harrison Monarth is the founder of GuruMaker -- School of Professional Speaking. He's also the author of The Confident Speaker and Executive Presence.