Just to weigh in on the other side, I don't think it's unreasonable for law firms not to provide feedback at the application stage. This is quite normal for companies.
I do appreciate it's very frustrating for applicants, and I can completely see why. You spend so much time working on your applications and going through the tests. Equally, from the side of a business, it's more time (with a small team) on people a firm has decided not to progress. There would need to be some type of reason to provide feedback (e.g. if you feel the person is likely to reapply with a stronger application or just slightly missed the mark.)
I know it can feel like it's just one more thing they need to do. But each of those emails invites a lot more queries, especially given the volume of applications they receive. People who get rejected are also more likely not to take the feedback on graciously (as is the nature of feedback), which is why it is often generalised.
I say that as someone that used to hate the feedback I used to receive. But it is also easier to see the other side now.
Hi Jasen, I agree that providing holistic, personalised feedback to thousands of candidates is simply not feasible. It actually is impossible.
However, with modest organisation and investment in a digital process, firms could meaningfully acknowledge the effort that tens of thousands of candidates invest in their application forms and multiple assessments. They should consider that these efforts represent not just career aspirations, but life decisions.
Given that technology is fully embedded in our lives, and firms do have the resources to invest in sophisticated platforms, there is no compelling reason why a modest feedback report couldn't accompany each rejection email. Such a report could offer transparency through aggregated statistics, selection criteria, and threshold benchmarks, without requiring individualised commentary.
To illustrate: in my previous career, I worked in project management and got involved in sophisticated digital initiatives. In finance, for example, I engaged in receivables securitisation for a major telecoms company with millions of customers across the EU. We tracked payments and consumer behaviour in granular detail, applied analytics combined with economic scenarios, classified tranches, and delivered comprehensive reports justifying risks, rates, and variations by jurisdiction, demographic, and other factors. If that level of data transparency is standard in capital markets, surely recruitment processes could adopt something similar.
From my perspective, the current approach feels dismissive of the genuine commitment candidates bring to these applications. But that's perhaps a broader conversation for another time, either in a coffee shop or a pub
