hi,
The problem you are facing is normal one as you should know that nowdays competition has been touching peeks so you should be prepared for that. When you gave offer letter to few people you must have selected few more people than the required one example id u need 2 sr soft eng u must select 4 people so that if either of 1 back up u stil have replacements to go. So dont loose hope it is a part of game, so the show must go on quickly interview few more candidates and get ur positions closed and one thing more you should see that candidates with short notice time period of 15 maximum 20 days shud be shortlisted.
All the best for your joinings... take care
From India, Delhi
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4The problem you are facing is normal one as you should know that nowdays competition has been touching peeks so you should be prepared for that. When you gave offer letter to few people you must have selected few more people than the required one example id u need 2 sr soft eng u must select 4 people so that if either of 1 back up u stil have replacements to go. So dont loose hope it is a part of game, so the show must go on quickly interview few more candidates and get ur positions closed and one thing more you should see that candidates with short notice time period of 15 maximum 20 days shud be shortlisted.
All the best for your joinings... take care
From India, Delhi
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‘Offer decline’, ‘no shows’, ‘run away’ are major challenges for any Organization today, be it tier 1 or tier 3. I have worked very closely with IBM and the above said cases did happen with the same too though being one of the best employers in the globe.
Such cases could be avoided by probing more into the interest of the resource who is proposing himself for a job opportunity. Today’s IT industry being so dynamic its highly challenging for any recruiter to get the right resource and in a pressure to deliver they do not probe much or I wud say right kind of validation is not being done, which is one of the reasons for such cases. As one of the members have listed most of the reasons and the rest being beyond our control, I wud only recommend to do better on what ever is in our control.
While talking to a candidate look out for signals which you shud be aware of. Candidates exhibit some signals which can give you indications of such cases.
1. While you ask for their joining period or expected CTC, candidates wud reply without a commitment saying “let me take the i/v first and lets look into those things later” – drop these kind of candidates. If he / she is serious for a change, wud give u a sharp reply or ask for your recommendations.
2. Candidates skipping i/vs repeatedly – don’t pursue with them.
3. Candidates well settled in their native place – do not attempt to convince them to relocate them, most of them take a momentary decision and step back later.
4. Ask them to answer frankly “is there anything that wud stop u to decline the offer or step back in the last minute” . Post this Q boldly to them and observe their response, most of the candidates come out with fact here. Try it and u will know.
5. Ask them if they have applied / attended i/v elsewhere and awaiting result. If they have offers in hand, ask them how they weigh it against the offer which u r gona give them. If they say they weigh urs more, ask them y and c if the answer is logical.
U have more to probe like this. Finally, I wud reiterate, do not deliver a CV under pressure to deliver w/o probing in or validating completely.
Always have a back up to offer the client as soon as u come to know about such cases.
U shud be the one to come to know about such cases first rather than client calling u and telling the candidate didn’t turn up or he ran away.
Regds,
suba
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Such cases could be avoided by probing more into the interest of the resource who is proposing himself for a job opportunity. Today’s IT industry being so dynamic its highly challenging for any recruiter to get the right resource and in a pressure to deliver they do not probe much or I wud say right kind of validation is not being done, which is one of the reasons for such cases. As one of the members have listed most of the reasons and the rest being beyond our control, I wud only recommend to do better on what ever is in our control.
While talking to a candidate look out for signals which you shud be aware of. Candidates exhibit some signals which can give you indications of such cases.
1. While you ask for their joining period or expected CTC, candidates wud reply without a commitment saying “let me take the i/v first and lets look into those things later” – drop these kind of candidates. If he / she is serious for a change, wud give u a sharp reply or ask for your recommendations.
2. Candidates skipping i/vs repeatedly – don’t pursue with them.
3. Candidates well settled in their native place – do not attempt to convince them to relocate them, most of them take a momentary decision and step back later.
4. Ask them to answer frankly “is there anything that wud stop u to decline the offer or step back in the last minute” . Post this Q boldly to them and observe their response, most of the candidates come out with fact here. Try it and u will know.
5. Ask them if they have applied / attended i/v elsewhere and awaiting result. If they have offers in hand, ask them how they weigh it against the offer which u r gona give them. If they say they weigh urs more, ask them y and c if the answer is logical.
U have more to probe like this. Finally, I wud reiterate, do not deliver a CV under pressure to deliver w/o probing in or validating completely.
Always have a back up to offer the client as soon as u come to know about such cases.
U shud be the one to come to know about such cases first rather than client calling u and telling the candidate didn’t turn up or he ran away.
Regds,
suba
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Hi,
This kind of problem is faced by every HR.
You cann't stop such things nor can take action.
Least you can do is to have back up of some final round shortlisted candidates with u.
If one dont join, then immd u can give offer letter to another.
Wht i do is send 3 -4 candidates for final round, out of which incase atleast 2 or 3 shortlisted, then i will pick the best candidate and issue offer letter, for rest I tell them that we need time to think for a week and also tell them that If they got any other offer from other company, they can proceed.
In this week, the person rejects the offer then immd, i will issue offer letter to next suitable person.
After week I tell the rest that we kept their profile on hold, because i dont want them to waste their time.
If the person rejects the offer after 10 days more than that then i will issue offer letter to another person whose profile is kept on hold and who is still interested.
But we should never tell that person that we have already issued offer letter to another person and he has rejected, thats the reason, he got offer letter.
Hope I answered your Q.
Thanks
Pallavi.
From India, Mumbai
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This kind of problem is faced by every HR.
You cann't stop such things nor can take action.
Least you can do is to have back up of some final round shortlisted candidates with u.
If one dont join, then immd u can give offer letter to another.
Wht i do is send 3 -4 candidates for final round, out of which incase atleast 2 or 3 shortlisted, then i will pick the best candidate and issue offer letter, for rest I tell them that we need time to think for a week and also tell them that If they got any other offer from other company, they can proceed.
In this week, the person rejects the offer then immd, i will issue offer letter to next suitable person.
After week I tell the rest that we kept their profile on hold, because i dont want them to waste their time.
If the person rejects the offer after 10 days more than that then i will issue offer letter to another person whose profile is kept on hold and who is still interested.
But we should never tell that person that we have already issued offer letter to another person and he has rejected, thats the reason, he got offer letter.
Hope I answered your Q.
Thanks
Pallavi.
From India, Mumbai
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i am replying to Sampath Kumar who said that the consultant from whom the candidate was hired should be fired.. i think that is totally unfair, no consultant can give surety for a candidate to join, coz after all the candidate will make a decision depending on the offers he has/his problems. after all the candidate and consultant are two separate pple and you cannot blame one person for another person's decision!
From India, Pune
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From India, Pune
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Dear All,
When we are paying salary above 5k, then why is it necessary to affix a revenue stamp? What is the reason behind it? If the stamp is not affixed, will the salary be in hand 5k or gross? Please explain.
DBD
From India, Pune
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When we are paying salary above 5k, then why is it necessary to affix a revenue stamp? What is the reason behind it? If the stamp is not affixed, will the salary be in hand 5k or gross? Please explain.
DBD
From India, Pune
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The employee has a right to go after what he feels is the best job for him, and it may not always be with your firm, so be prepared for it.
Don't expect everyone you offer a job to, to join. Draft your offer letter in a way that if the employee does not join by the due date, you are no longer obligated to hire them. Retain the right to appoint someone else. Interview and select more candidates than you actually need. Stagger the offer letter dates to protect yourself against the possibility of some candidates not accepting the offer.
From India, Delhi
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Don't expect everyone you offer a job to, to join. Draft your offer letter in a way that if the employee does not join by the due date, you are no longer obligated to hire them. Retain the right to appoint someone else. Interview and select more candidates than you actually need. Stagger the offer letter dates to protect yourself against the possibility of some candidates not accepting the offer.
From India, Delhi
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Respected All Kindly suggest vacancies for B-Tech - Electronics Communication Engineer ,fresher. for my brother. Regards Geetu Verma
From India, Phagwara
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From India, Phagwara
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Hi,
As we know, every organization implements an HR policy that includes a separate Recruitment & Selection policy designed prior to the hiring process. Please amend the policy to include Legal Action, where you should mention the following points:
1. Steps to take if a candidate does not join after accepting the Offer Letter.
2. Security deposit of a certain amount (refundable).
3. Clear all matters during the interview itself.
Please let me know if you need any further assistance or clarification.
From India, Bhubaneswar
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As we know, every organization implements an HR policy that includes a separate Recruitment & Selection policy designed prior to the hiring process. Please amend the policy to include Legal Action, where you should mention the following points:
1. Steps to take if a candidate does not join after accepting the Offer Letter.
2. Security deposit of a certain amount (refundable).
3. Clear all matters during the interview itself.
Please let me know if you need any further assistance or clarification.
From India, Bhubaneswar
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Dear all,
It is not an industry-specific problem; it is very much present in every industry and at every level. Essentially, the candidates, after procuring the offer letter with the revised CTC, get into a phase wherein now they can negotiate with the existing employer in terms of CTC/onsite opportunity, etc. Apart from this, they also negotiate with other prospective employers.
Keeping a backup of the candidate (as a gentleman recommended) would directly impact the company's credibility in the market, so that isn't a viable option. Clear communication with the positives and practical benefits might be lucrative.
From India, Gurgaon
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It is not an industry-specific problem; it is very much present in every industry and at every level. Essentially, the candidates, after procuring the offer letter with the revised CTC, get into a phase wherein now they can negotiate with the existing employer in terms of CTC/onsite opportunity, etc. Apart from this, they also negotiate with other prospective employers.
Keeping a backup of the candidate (as a gentleman recommended) would directly impact the company's credibility in the market, so that isn't a viable option. Clear communication with the positives and practical benefits might be lucrative.
From India, Gurgaon
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