The term “ghosting,” derived from dating culture, has emerged in recruitment, where candidates fail to respond to recruiters or hiring managers, leaving them frustrated. On the other hand, candidates are known to go "missing in action" for several reasons without explaining and letting recruiters be in suspense. This may seem to be a problem generated by the candidates themselves.
However, the suggestions and the strategies have the greatest bearing on such behaviour. Of course, recruiters and managers do not engage in follies of having no contact with the candidates after the interviews. A candidate follow up is essential to building relationships, escalating the candidate’s experience, and marketing the company brand as an employer. The next section explains the relevance of a follow-up and how it can be utilised practically in the recruitment procedure.
In most cases, when job seekers submit applications for several positions back to back, they are exploring multiple venues simultaneously, and their patience may be tested. Follow up even when the news is not positive, for instance, after each stage, whether the candidate wins or loses, because it demonstrates professionalism and consideration for the individual’s time and purpose in applying.
Solution: It is best practice to ensure that you set standards for communicating feedback to candidates in your selection process. Such standards give freedom to anticipate updates and do not bother looking for positions elsewhere. This could be one week, one month, and so forth, depending on the role being filled.
Candidates can become promoters even though they did not get the job if treated fairly and positively during recruitment. For example, satisfied candidates who received timely updates and constructive feedback about the last stage in hiring procedures, may recommend your company or apply one day in the future.
Solution: Send messages apologising for any frustration candidates may have experienced due to the difficult and time-consuming task of applying for the position. Something as simple as a “thank you for your effort during the interview” note may improve candidate sentiment towards the company and retain their interest.
Due to a lack of follow-up from recruiters, candidates abandon the process altogether and become ghosts because they are likely to feel unappreciated. This ghosting behaviour can be alleviated and even avoided by establishing relationships and showing context and timing again to the candidate about the status of their process.
Solution: Set up a system of automated status checks and later follow up to ensure no thin candidate ever gets overlooked. Even simple innovations such as an e-mail alert and an applicant tracking system (ATS) don’t allow for loss of contact with the candidates arranged pretty often.
Ghosting recruits is quite common, but what causes it? Psychologically, when candidates are in silence for too long, they assume their possibilities are slim and, therefore, opt to forget about any long wait times. Predicting accurate timelines or potential delays can help applicants know that the process has many steps, even if it’s time-consuming.
Solution: Candidates should be informed, ladies and gentlemen, of what is expected of them at each stage of recruitment. For example, when a decision is likely to take time internally, it is polite and necessary to notify the other party that this is the case, making it easy for an individual to be given another time.
As the saying goes, first impressions matter and the same principle applies to hiring, where every candidate's interaction is an extension of the company’s brand. Candidates who get ghosted often have bitter experiences about the brand, which they elaborate on in their circles, decreasing the chances of skilled applicants. Alternatively, if the follow-up process after the interview or the selection is conducted well, it creates wonderful sentiments, even among those on the reserved list.
Solution: Most importantly, educate your hiring team, time and again, how follow-up can positively impact his brand. They must focus on the candidate’s experience, viewing their position as a brand ambassador.
Some ghosting, however, is unavoidable. Reasons like cold feet among the candidates or some external factors arise, inhibiting candidates from talking to you afterward. However, if you’ve established trust and communication, convincing them to talk again can be quite easy.
Solution: After a dry spell, reconnect via email. Accept that they chose to go elsewhere, but remind them of your company if they want to work with you later. This is important because it demonstrates to the candidates that you respect them as people and their application is welcome at any time.
The candidates go through the recruitment exercise because it takes effort, and they would want some feedback if they are not picked. Constructive feedback, when offered, shows the candidates that you are interested in their growth and increases their chances of applying again or bringing in other candidates.
Solution: Create a feedback template where, in case these candidates are not hired, insights about them can be shared with the candidates. There is some scope for email or simple phone calls to deliver the feedback, but it will appeal to the candidates and strengthen the area of positive candidate experience.
In today’s competitive world of employment, where candidates can choose from many options, follow-up isn’t just a ‘good to have’ but a must. Informing and engaging candidates helps recruiters minimise the likelihood of candidate ghosting, enhance their employer’s branding, and develop a healthy reputation that brings the best candidates. Note, follow-up goes beyond just communication – it is an important aspect of the recruitment process, which is more of looking into the human factor, respect out of all. Success in this process and good practices must build on a good reputation as successful employers who care about and respond to employees' opinions. This means contact maintenance is essential. When or if candidates notice recruiters’ concern and professionalism – they tend to reciprocate.
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