A Plea for Empathy and Fairness in Hiring

Finding work can be one of the most vulnerable periods in a person’s life. Candidates often leave jobs or put their financial security on the line based on the promises of a prospective employer. Yet the hiring process is too often marked by disrespect, misrepresentation and silence. Below is a look at common problems job seekers face and what employers can do to create a fairer, more compassionate hiring experience.

_{Ghosting and Communication Failures}

A shocking number of candidates are ghosted. Surveys show that about 75 % of job applications vanish into an “application black hole,” and 61 % of candidates are ghosted after an interview (blog.theinterviewguys.com). Hiring managers admit to this behaviour—more than 80 % confess to ghosting candidates, and nearly 40 % concede they lie during the hiring process (hrdive.com). Ghosting creates mistrust; candidates invest time in interviews, tests or travel only to receive no update or closure. The Interview Guys 2025 Ghosting Index found that the “candidate time tax” now averages 47 hours spent on processes that end in silence (blog.theinterviewguys.com). Ghosting isn't harmless; candidates may pass up other offers, decline unemployment benefits or relocate based on expectations that never materialize.

What you can do:

• Set clear timelines and expectations. Explain the number of interview rounds, decision deadlines and how candidates will be informed. Candidates appreciate updates, even if the news is that a decision is delayed (topechelon.com).
• Provide closure. Even a brief email thanking a candidate and explaining that the search has moved forward is better than silence. The candidate may still become a customer or future applicant. Remember that 78 % of candidates say the experience shows how a company values its people (talentmsh.com).
• Respect candidates’ time. Don’t require marathon interview rounds. Surveys indicate 32 % of candidates feel 2–3 rounds are too many, and 52 % feel 4–5 rounds is excessive (topechelon.com). Consolidate interviews, use panel interviews and schedule promptly.

_{Misrepresentation, Catfishing and Love‑Bombing}

Misrepresentation—or “career catfishing”—is rampant. 79 % of U.S. workers have been deceived into jobs that didn’t match what was promised, and about half report that responsibilities were misrepresented (worklife.news). One in five said the company culture was different, and compensation and benefits were overstated (worklife.news). Another trend, “love‑bombing,” occurs when recruiters lavish praise and promises during interviews only to lowball or ghost candidates later (worklife.news). Gen Z candidates are particularly wary; they value authenticity, purpose and two‑way vetting, and 42 % say they are ghosted by employers (forbes.com).

What you can do:

• Be honest about the role, culture and compensation. Misrepresentation leads to quick turnover and damages reputation. More than 92 % of employees misled by recruiters later quit (hrdive.com).
• Publish realistic job descriptions and salary ranges. In some jurisdictions, pay transparency laws now require employers to include salary ranges in postings to address inequity (hrdive.com).
• Avoid bait‑and‑switch tactics. Provide accurate information about responsibilities and growth opportunities, and involve prospective team members so candidates get a real sense of the environment.

_{Unpaid Assignments and Exploitative Tests}

A growing number of companies require unpaid take‑home projects as part of the interview. Indeed’s 2025 candidate survey notes that many job seekers are asked to complete assignments without being told up front; some are asked to create a one‑year strategic plan and later see their work used without compensation (indeed.com). A LinkedIn poll cited in MedBound Times found 85 % of respondents were asked to complete unpaid tasks, with 19 % spending more than six hours on them (medboundtimes.com). This practice disproportionately harms people who cannot afford to work for free and exacerbates inequities (wearerosie.com).

What you can do:

• Pay for test projects or keep assessments short and focused. Ask for portfolios or existing work samples instead (wearerosie.com).
• Ensure tasks mirror actual job duties, not full business plans. In creative fields, designers and writers should not be asked to deliver entire campaigns; request a short exercise during the interview time (wearerosie.com).
• Respect candidates’ intellectual property. Without an explicit agreement, you do not own a candidate’s work. If you intend to use ideas, negotiate and compensate accordingly (wearerosie.com).

_{Unrealistic Requirements and Pay Transparency}

Many job descriptions demand three or more years of experience for so‑called “entry‑level” roles (indeed.com). 30 % of job seekers say unrealistic requirements are their biggest challenge (indeed.com). Likewise, lack of pay transparency is a top complaint; nearly one‑third of job seekers cite it as the greatest barrier (indeed.com). Ambiguous descriptions and salary ranges spanning $80k make it difficult for candidates to assess whether a role meets their needs.

What you can do:

• Embrace skills‑based hiring. Focus on potential and transferable skills instead of rigid years of experience. Companies that train and develop employees build loyalty and tap into a broader talent pool (forbes.com).
• Include salary ranges in job postings. Pay transparency improves trust and helps address wage inequities (indeed.com).
• Clarify expectations and growth opportunities early. Candidates value learning and development, but 41 % report they don’t learn about growth opportunities until the interview stage (indeed.com).

_{Long Hiring Processes and Disrespect for Candidate Time}

Lengthy hiring cycles are increasing. A Robert Half survey found that 93 % of hiring managers say the process takes longer than two years ago (hrdive.com). Candidates often face six or more interviews for one role (indeed.com), forcing them to take days off work. This not only wastes time but delays business needs; employers themselves acknowledge that long processes contribute to poor hires and turnover (hrdive.com). When combined with ghosting, these delays leave candidates anxious and uncertain.

What you can do:

• Streamline interviews. Limit stages and involve key stakeholders early to avoid redundant rounds (topechelon.com).
• Provide scheduling flexibility and accommodations. The Ontario Human Rights Commission notes that employers must offer accommodation during interviews, such as alternative times for candidates with caregiving responsibilities or accessible formats for people with disabilities (www3.ohrc.on.ca). Failing to accommodate is discriminatory (www3.ohrc.on.ca).
• Keep records and score candidates against preset criteria. Structured interviews reduce bias and ensure decisions are based on job‑related factors (www3.ohrc.on.ca).

_{Avoiding Discriminatory Interview Questions}

Canadian and international laws prohibit interview questions that could lead to discrimination. For instance, the Ontario Human Rights Code bans questions that directly or indirectly classify candidates by protected characteristics, such as age, gender, family status or religion (www3.ohrc.on.ca). Asking an applicant if she has children or when she plans to retire may be illegal. Employers must also accommodate candidates’ needs during interviews and tests and avoid excluding someone because they use assistive devices (www3.ohrc.on.ca). The Canadian Human Rights Act similarly prohibits questions that discriminate based on gender, ethnicity or family status (noota.io).

What you can do:

• Plan interview questions in advance and focus on the essential duties of the job. Provide an answer guide and scoring system for all candidates to reduce bias (www3.ohrc.on.ca).
• Avoid personal questions about age, marital status, religious practices, disabilities, gender identity or financial situation (noota.io).
• Offer accommodation proactively and give candidates an opportunity to disclose needs confidentially (www3.ohrc.on.ca).

_{The Human Cost and a Call to Action}

Behind every résumé is a human being—someone who may have quit a job to attend your interviews, who may be supporting a family, or who may be balancing caregiving responsibilities and bills. When employers ghost applicants, misrepresent roles, demand free labour, or subject candidates to discriminatory questions, they exploit that vulnerability. That exploitation breeds mistrust and erodes an employer’s reputation; 70 % of Glassdoor users are more likely to apply to a company that actively manages its employer brand (talentmsh.com).

_{Accountability and Empathy are Essential}

Employers and hiring managers must recognize that recruiting is not a one‑way vetting process; it is a relationship built on mutual respect. To rebuild trust:

1. Treat candidates with dignity and empathy. Ask yourself how often you’d like to hear updates and what kind of respect you’d expect if you were on the other side (pshra.org). Remember that recruitment is the first interaction a future employee has with your organization (forbes.com).
2. Communicate honestly and promptly. Avoid ghosting and be transparent about changes. Consistent communication shows that you value people (topechelon.com).
3. Design equitable and transparent processes. Respect the law by avoiding discriminatory questions and providing accommodations. Publish pay ranges and realistic requirements. Pay for test assignments and keep interviews efficient (indeed.comwearerosie.com).
4. Measure and improve. Track your “time to fill,” candidate NPS (Net Promoter Score), and drop‑off rates; adjust processes that drive candidates away (hrdive.com).

By acknowledging the vulnerability of job seekers and committing to fairness, transparency and empathy, companies can stand out in a tight labour market. Doing so isn’t just the right thing ethically—it is a strategic imperative. The cost per hire is already about $4,700 (talentmsh.com); adding reputational damage and lost opportunities due to ghosting or deception makes the price far higher. Let’s build a hiring culture that respects people and upholds the dignity of work.