One of the leading challenges in recruitment is candidates rejecting job offers. The ratio of candidates rejecting offers is at an astronomical level, leaving recruiters and companies facing resulting time, money and resource allocation problems. To minimize the level of candidate rejection, Superior Talent India has released a white paper highlighting reasons candidates reject job offers, so that companies can take a proactive approach to avoiding this happening to them.

1. Superior Talent India
How to Avoid Candidate Rejection
IndustryBestPracticesonFindingandHiringReplacements

2. Table of Contents
Employees are Assets
Facts and Figures
Rolling out the Offer
Reasons Candidates Reject Offers
Ways to Reduce Offer Rejection
In Conclusion
1
2
4
4
6
8

3. 1
Avoiding Candidate Rejection
The biggest challenge faced by organizations today
is going through the hiring process, only to have the
candidate decline once the job offer has been extended.
When a candidate declines, organizations are burdened
with multiple problems in the form of time, money and
resources wasted, and must start the process over again.
Offer rejections have become a major problem for
organizations because candidates oftentimes inform them
about their decision at the last moment, and still others
don’t inform at all, and organizations only find out when the
candidate doesn’t begin work on the stipulated date.
When employers understand why candidates frequently
reject job offers, they can steps toward improving their
hiring process and save time, money and resource
Employees are Assets
Employees are assets to any organization, but with time,
some decide to move on voluntarily for various reasons,
while others leave involuntarily and are removed by the
company. The time period between notification of leave (or
when a company decides that they are going to terminate
an employee) and an employee leaving is called “notice
period”—and this is when the company must set in motion
the process of hiring a replacement.
When the notice period begins, organizations are first
tasked with finding a candidate, and second, getting that
person familiar with their job responsibilities. When the
first step of this process takes longer than anticipated due
to job offer rejections, this delays training an employee
on their new role. In many cases, the outgoing employee
has to train their replacement about his/her job and
responsibility for effective and efficient movement of work
at the organization—this oftentimes won’t happen when
the hiring process is delayed, and thus creates further
problems within an organization. In addition, notice periods
vary from organization to organization and position to
position. In general, the higher the level of the position, the
longer the time taken by the organization to find a suitable
replacement.

4. 2
Avoiding Candidate Rejection
Quick Facts and Figures
• Though the rate of unemployment is high in India, the employment market is driven by candidates rather than
employers
• Candidates waiting for the right job for them composes 60% of the total job market in India
• The rejection rate in India is between 30% – 60%, varying from company to company
• The rate of rejection in cities is closer to 50% on each offer rolled out due to the availability of opportunity
• The rate of rejection is 10% or 25% in tier II cities
• The rate of rejection is nil in tier III cities, due to lack of opportunity
• Rate of rejecting an offer is high in the IT sector in comparison to the non-IT sector
WhatCausesJobOpenings?
Resignation
New Positions
Top Grading
Retirement
Other
5%
3%
8%
47%
37%

5. 3
Avoiding Candidate Rejection
0 10 20 30 40 50
10
20
30
40
50
An organization has to interview close to 30 applicants to find a suitable candidate, i.e., a candidate who is 80% – 90%
apt for the job. The remaining portion can be covered through training to make a candidate 100% ready for the job.
6%
16%
43%
31%
5%
HowManyApplicantsDoesitTaketoFindaSuitableCandidate?

6. 4
Avoiding Candidate Rejection
Hiring for a job position and rolling out an offer after interviewing candidates takes time. While the time gap varies from
position to position and company to company, on average, a job offer takes three to four weeks.
In order to reduce the instances of candidates rejecting job offers, we have compiled a list of common reasons that
candidates reject job offers, so that companies become aware of their shortfalls and take corrective action before going
down the same job rejection path.
If a candidate is treated poorly during any part of the interviewing process, it’s easy for them to assume that this is the way
they will be treated as an employee. A bad interview experience can include the interviewer being late for the scheduled
interview or answering calls or texts on their smartphone during the meeting. Further, an applicant that’s not treated with
respect may share his/her experience across the online and social media universe.
Even in today’s tight employment market, top talent is always in demand. If your offer didn’t make that candidate feel
special and highly desired, then they’re likely to continue to keep looking or stay in their current job. Remember, top-tier
candidates are usually employed when they interview with you, so they are not desperate jobseekers.
This is a common mistake that companies make. They take too long to go through the candidate selection process,
often stretching it out for months. While you of course need to find the right person for the job, it’s important
not to make the hiring process so slow and frustrating that you lose out when the candidate accepts
another offer because the company didn’t seem serious about hiring.
Rolling out the Offer
Reasons Candidates Reject Offers
Bad Interview Processes
The Mediocre Offer
Drawn out Hiring Processes

7. 5
Avoiding Candidate Rejection
If your company asks an applicant to come back for multiple interview rounds, but then leaves them hanging for weeks
because no one contacts the applicant to let them know the status of the hiring process, then they’re likely to move on.
When you don’t make a great offer to a great candidate, then you take the risk that they may receive a better offer from a
competitor, and you lose out because your company undervalued the candidate’s skills.
This is the opposite of a “drawn out hiring process.” Too many employers want a candidate’s answer in a day or two and
don’t respect the fact that this is a big decision. If you put too much pressure on the candidate, they are likely to remain in
their current job and not take the offer.
Lack of Feedback
Counteroffers
Pressure to Accept
6%
11%
22%
17%
44%
Long Hiring Process
Counteroffer
Pressure to Accept
Bad Interview Process
Lack of Feedback

8. 6
Avoiding Candidate Rejection
Recruiters should be able to articulate to the candidates the difference between their current company and the future
opportunity. They should be clear on what the selling points are, and describe the culture, career paths and opportunities
the candidate will have at this new job.
From the very first interview, recruiters check reasons for candidates leaving their current employment. Don’t ask only
once—try two or three times throughout the interview to ensure you are getting the real reason for leaving. Is the
candidate fishing in the market for a higher salary to take to their boss to get their own pay increase? Also look for
patterns of behavior—you will often find that people consistently leave positions for similar reasons, so make sure your
opportunity doesn’t fall into this similar category.
Salary may not rate as the number one reason for taking another job these days. In fact, the decision is usually more
about culture, leadership and growth opportunities. However, if the financial arrangements are too far below a candidate’s
current situation, you are at risk of them declining your offer. Make sure this conversation is not left until the last minute
and then realizing that there is a problem.
EmployerValue Proposition
Counteroffer Investigation
Salary and Benefits
Ways to Reduce Offer Rejection

9. 7
Avoiding Candidate Rejection
One of the most important aspects to gain from an interview is someone’s motivation. This covers both emotional
(challenge, job security, etc.) and rational (money, job title, etc.) motivators. If your opportunity can’t satisfy both these
aspects for a candidate, you are at high risk of them declining an eventual offer of employment or being successfully
counteroffered. Don’t forget leaving or staying is primarily an emotional decision.
How active is this candidate in the market? Do they have lots of interviews, have they just commenced or are they close
to an offer of employment with someone else? You don’t need intimate details and of course this could be inappropriate to
ask, but from where you stand, you need to know. Don’t be left in the dark about their other activity in the job market.
Don’t wait until the end of the process before making the only formal offer of employment. After a second interview, if you
feel you are getting close to making an offer, try using a hypothetical―“Hypothetically, if I offered you the role today, what
would you say?” This question will bring any hesitation or concerns to the forefront quickly by addressing these before a
formal offer, increasing your chances of an acceptance.
If possible, don’t send out a full contract or letter of employment until you have verbal acceptance. Keep control of the
process and don’t give the opportunity to be played off with a current employer and enter a bidding war.
Real Motivation
Job Pipeline
Trial Close
Verbal Offer
Resigning can be a difficult process, especially if the candidate has a good relationship with their direct supervisor. Talk
to the candidate about when they think they might resign. Have they considered how they will approach it? Sharing a
war story or giving some friendly advice at this stage can take some pressure off the candidate and give them
confidence to deliver the news. Always make sure the candidate informs you once they have resigned so
you can be sure they are on board.
Resignation Management

10. 8
Avoiding Candidate Rejection
The job market has become highly unpredictable in recent years. Employers should take steps in advance to minimize the
In Conclusion
• The offer rolled out to a candidate should always be a “win – win” situation—rather than a “win –
lose”
• Make the interview process as transparent as possible to ensure that the candidate is on the
same page―rather than the employer being at one place and the candidate at another
• Employers should try to think from the candidate’s perspective to understand them better
• Job security within the private sector is scarce, and candidates remain hesitant to stay in one job
too long
• Your company’s future lies with your workforce, so make sure you have a contingency plan if the
candidate rejects your offer
• Always think from a potential candidate’s perspective in order to streamline the process
Zappe, J. (2014, July 24). Too Slow or Too Low: Why Offers Are
Being Rejected. Retrieved December 8, 2014, from http://www.ere.
net/2014/07/24/too-slow-or-too-low-why-offers-are-being-rejected/
Garner, G. (2013, February 1). Top 10 Reasons Candidates
Reject a Job Offer. Retrieved December 10, 2014, from http://
www.srexecutivesearch.com/blog/bid/91168/Top-10-Reasons-
Candidates-Reject-a-Job-Offer
Works Cited