Earlier quoted context omitted.
> Bottomline: I hate your easy way out, giving no valueable feedback at all/in general. Yes, laws differ, and there are no doubt countries, and perhaps places within countries, where giving constructive feedback would not result in any problems. Then I fall back on - I simply don't have the time. Besides, you're arguing with the wrong person. You may hate the situation. I hate the situation. As I said, I'd really lik…
First of all: I'm not sure if my "I hate your .. way" was taken as a personal accusation of some sorts. It wasn't meant to be one. Were these 10 responses valuable for your wife, or "We're sorry to inform you.." useless types that didn't help at all? Not providing feedback on company time is an shady argument from my point of view as well. The decisions to hire someone that involved me (granted, maybe roundabout a do…
> ... not sure if ... was taken as a personal accusation
> of some sorts. It wasn't meant to be one.
None taken. > Were these 10 responses valuable for your wife,
> or "We're sorry to inform you.." useless types
All useless. She also got about 5 or 8 interviews, which resulted in exactly 2 rejection letters, and the remainder gave neither reply nor feedback. > Not providing feedback on company time is a shady
> argument ... we discussed the very reasons, on
> company time anyway and by definition.
> ...
> Writing them down and sending an email if you are
> in that situation doesn't cost your company a lot
> of time
If you're blunt, honest and open, maybe not. But being careful, constructive, and defensive against counter-attack then it can be time-consuming. The argument goes "We've had the discussion, we're not going to employ them, why should we spent 30 minutes documenting the reasons, only to open ourselves thereby to the potential of a lengthy, drawn-out process of arbitration or agrument? Better to just ignore them from now on."I don't do that, and my co-directors know that I won't. I always provide some feedback, but I'm always ultra-careful in what I say. Even then I've had stand-up knock-down arguments about opening the company to the potential for undesirable consequences.