Interview feedback emails to candidates: useful, specific and legally careful
On this page
A good interview feedback email to a candidate gives one or two specific, job-related points taken from the scorecard, says what they were measured against, and does not reopen the decision. It is short, it is the same kind of feedback every candidate at that stage would get, and it leaves out anything about the person rather than the work. The eight templates below cover rejections with feedback, replying to a feedback request, feedback after a work sample, feedback while a candidate is still in the process, internal candidates, agency relays and the reply to a candidate who disputes what you said.
For rejection emails without feedback, by stage, see the candidate rejection email templates. For how interviewers should write the feedback in the first place, see evidence-based interview feedback.
Not legal advice. This page summarizes federal guidance from the EEOC and FTC and UK guidance from the ICO as published on the linked pages in September 2026. State and local laws add their own rules. Agree a feedback policy with HR or counsel before anyone sends feedback.
The legal risk, in plain terms
Feedback is not risky because it is honest. It is risky when the words used point at something the law protects. The EEOC's page on prohibited employment policies and practices says hiring decisions may not be based on stereotypes and assumptions about race, color, religion, sex (including pregnancy, sexual orientation and transgender status), national origin, age (40 or older), disability or genetic information. A feedback email is a written record of your reasons. If it contains a phrase that reads as one of those, it can be used as evidence that the decision was based on it.
Four practical consequences:
- Use the scorecard, not memory. Feedback that matches the documented, job-related assessment is consistent with the decision. Improvised reasons often are not.
- Give feedback consistently. If finalists get feedback, all finalists get it. Offering detailed feedback only to some candidates can itself look like different treatment.
- Watch for retaliation. The same EEOC page says it is illegal to retaliate against someone for complaining about discrimination. If a candidate has raised a concern, route feedback through HR.
- Assume it will be read. In the UK, candidates can make a subject access request for their personal data, which can include interview notes and scorecards; the ICO's guide to subject access says you must respond within one month, extendable in some cases. Write notes as if the candidate might see them, because they might.
Phrases to replace before you send
| Avoid | Why it is risky | Say instead, if true |
|---|---|---|
| "Overqualified" or "may get bored" | Often read as a proxy for age | "The role doesn't include [responsibility] you told us you want to keep." |
| "Not a culture fit" | Unexplained, and easily read as a proxy for any protected trait | The specific, observed behavior against a stated value, or leave it out |
| "Communication style" or comments on accent | Can point at national origin | "Your answer on [topic] didn't give the team the detail on [X] they needed." |
| "Lacked energy" | Vague; can point at health, disability or age | Nothing, unless there is a job-related, observable point |
| "Given your family commitments" | Sex, pregnancy and caregiver stereotypes | Never relevant; if hours are a requirement, state the requirement |
| "Digital native," "fresh thinking," "long career" | Age-coded | The specific skill: "experience with [tool] in production" |
The same list applies to interview notes; what not to write in interview notes has the longer version.
Rejection with feedback
1. Proactive feedback after a final round
Subject: Your application for [Role]
Hi [First name],
Thank you again for the time you put into the interviews for [Role],
and for speaking with me earlier.
As I mentioned, the team has decided to offer the role to another
candidate. You asked for feedback, so here are the main points from
the interview team:
- [Job-related point tied to a requirement, e.g. "The role owns
quarterly forecasting from day one. Your examples showed you
contributing to forecasts, but not owning one end to end."]
- [Optional second point]
They also noted [specific, genuine strength, e.g. "your walkthrough
of the vendor migration was the clearest they heard"].
The decision on this role is final, but I'd be glad to keep in touch
about future roles.
[Your name]2. Replying to a feedback request after a rejection
Subject: Re: Feedback on my interview
Hi [First name],
Thanks for asking, and I'm glad to share what I can.
The main point from the team was [job-related point, tied to the
requirement it relates to]. [Optional: They were impressed by
[specific strength].]
I hope that's useful for your next process. It doesn't change the
decision on this role.
[Your name]Reply within a few business days while the scorecards are fresh. If you need to check the wording with the hiring manager, say so and give a date.
3. After a take-home assignment or work sample
Subject: Feedback on your [assignment] for [Role]
Hi [First name],
Thank you for the work you put into the [assignment]. We know it
took real time, so I wanted to give you specific feedback.
The team assessed it against [the criteria shared with you: e.g.
correctness, test coverage and clarity of the write-up].
- Strongest: [criterion, with a specific example from their work]
- Where it fell short: [criterion, with a specific example]
The team has decided not to move forward for this role. Thank you
again for the effort.
[Your name]Candidates who spent hours on a work sample have the strongest case for feedback. Tie each point to the criteria you gave them before they started; if you did not share criteria, fix that for the next candidate.
4. When you cannot give detailed feedback
Subject: Re: Feedback on my interview
Hi [First name],
Thanks for asking. Our policy is to share feedback [only after final
interviews / in general terms at this stage], so I can't go into
detail. What I can say is that the team chose candidates whose
experience in [requirement from the job description] was closer to
what the role needs right now.
I'm sorry I can't be more specific, and thank you again for your
interest.
[Your name]A short, true answer is better than invented detail. Do not make up a reason to seem helpful; if the candidate later sees the scorecards, the two versions have to match.
Feedback while the process continues
5. Positive feedback between stages
Subject: Next stage for [Role]
Hi [First name],
Good news: the team would like to invite you to the next stage.
To help you prepare, the next interview will focus on [area].
[Interviewer name] would like to go deeper into [specific topic],
because it's central to the role.
I'll send times separately. This isn't an offer, and the next stage
is a full assessment, but I wanted you to know what to expect.
[Your name]Tell the candidate what the next stage will cover rather than how well they scored. Telling a candidate they "aced" a round creates an expectation the next panel may not meet.
6. Internal candidate, after the conversation
Subject: Following up on our conversation
Hi [First name],
Thanks for talking with me today. As promised, here are the points
we discussed in writing:
- [Development point tied to the role's requirements]
- [Second point, if discussed]
[Manager name] and I would like to support you on these. Could we set
up 30 minutes in the next two weeks to agree a plan?
[Your name]Internal candidates should hear the decision in person first, from their manager or the hiring manager. The email only records what was said; how to tell an internal candidate they did not get the job covers the conversation.
7. Agency: relaying the client's feedback
Subject: Feedback from [Client]
Hi [First name],
As we discussed on the phone, [Client] has decided not to go ahead.
Their feedback, which I've checked with them:
- [Job-related point, in your words, not the client's shorthand]
I know it's disappointing. I'd like to keep you in mind for [type of
role], where your [strength] would count for more.
[Your name]Rewrite client shorthand before it reaches the candidate, and never pass on a comment about a protected characteristic. Ask the client what they saw instead, and record what they said internally.
When the candidate disputes the feedback
8. Replying to a disagreement
Subject: Re: Feedback on my interview
Hi [First name],
Thank you for explaining your view, and I understand why you see it
that way. I've shared your message with the hiring team.
The decision for this role is final, but your comments are on
record, and I'd be glad to consider you for future roles.
[Your name]Do not add new reasons or argue the point; each additional reason is another statement you have to stand behind. If the message alleges discrimination, unfair treatment or mentions a lawyer, do not reply yourself. Send it to HR or counsel, and keep every note, scorecard and email about the candidate.
Where good feedback comes from
Feedback can only be as specific as the notes behind it. If the scorecard says "3, solid," there is nothing useful to pass on. If it records what the candidate said in answer to a named question, the feedback email almost writes itself. An interview scorecard with evidence in the candidate's own words, which is what Interview Signal produces, makes it easier to give feedback that is both useful and defensible.
- Take feedback only from written scorecards submitted before the debrief.
- Choose points that relate to a requirement in the job description.
- Have a second person read feedback for finalists before it is sent.
- Keep a copy of the sent email with the candidate's record, under your normal retention schedule.
Questions people ask
Are employers required to give candidates interview feedback?
In the US, federal law does not generally require you to explain a hiring decision to a candidate, although specific rules apply in some situations, such as the adverse action notices the Fair Credit Reporting Act requires when a decision is based on a background report. In the UK and EU, candidates can request the personal data you hold about them, which can include interview notes, so write every note as if the candidate may read it.
What is the legal risk of giving interview feedback?
The main risk is writing something that refers to, or reads as a proxy for, a protected characteristic such as age, disability, pregnancy, national origin or religion. An email like that can become evidence in a discrimination charge. Feedback that is specific, job-related and taken from the scorecard is much lower risk than a vague or improvised reason.
Should feedback be given by phone or email?
For finalists, give the decision by phone and follow with a short email; the email should contain only the feedback you are comfortable having in writing. For earlier stages, a brief email is normal. Either way, the content should be the same, because candidates often write down what was said on a call.
How much feedback should I give?
One or two points the candidate could act on, and optionally one genuine strength. More than that turns into a debate about each point, and it increases the chance of including something that was not job-related.
What if the candidate argues with the feedback?
Acknowledge their view, restate that the decision is final, and do not add new reasons. If the candidate alleges discrimination or unfair treatment, stop the exchange, keep the records and pass it to HR or legal counsel rather than replying on your own.