Hi,
We all know how difficult it is for the Talent Acquisition Group to ensure that candidates join on the specified joining date. Every organization faces the challenge of candidates declining offers at the last moment. Therefore, what steps should we take to prevent or minimize decline rates for joining? Additionally, what measures should be implemented to ensure that candidates do not entertain multiple offers, potentially causing embarrassment to the organization interested in recruiting them?
From India
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We all know how difficult it is for the Talent Acquisition Group to ensure that candidates join on the specified joining date. Every organization faces the challenge of candidates declining offers at the last moment. Therefore, what steps should we take to prevent or minimize decline rates for joining? Additionally, what measures should be implemented to ensure that candidates do not entertain multiple offers, potentially causing embarrassment to the organization interested in recruiting them?
From India
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Greetings,
Here are my suggestions for your consideration:
- Identify the roles with the lowest turnout ratio. Focus on the reasons why talent views it that way. Ideally, generic competencies have a greater market for job seekers, whereas niche skill sets offer more focused opportunities. Pre-wire the recruitment process accordingly.
- In the case of mass hiring, you may have little control. However, when hiring numbers are spread over a period of time, closely align your hiring team with the shortlisted and potential candidates. Additionally, add those who have received an offer on social networking sites, particularly LinkedIn, and other social recruitment platforms. This limits their ability to engage in misconduct.
- Above all, maintain transparency regarding the offers made. Often, candidates fail to fully grasp an offer and realize its details too late. Ensure they have a clear understanding of the take-home package and any future growth prospects.
- Look for commitment to the role in the candidate. Frequently, individuals feign this commitment to impress recruiters. Request engagement in high-intensity activities during the hiring process. For instance, a project manager used to have candidates work on a failed project for a day as part of the skills assessment. This approach primarily aimed to assess the candidate's attitude towards overcoming challenges.
Please provide more information about the roles and skills you are hiring for. I look forward to hearing from you.
From India, Mumbai
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1872Here are my suggestions for your consideration:
- Identify the roles with the lowest turnout ratio. Focus on the reasons why talent views it that way. Ideally, generic competencies have a greater market for job seekers, whereas niche skill sets offer more focused opportunities. Pre-wire the recruitment process accordingly.
- In the case of mass hiring, you may have little control. However, when hiring numbers are spread over a period of time, closely align your hiring team with the shortlisted and potential candidates. Additionally, add those who have received an offer on social networking sites, particularly LinkedIn, and other social recruitment platforms. This limits their ability to engage in misconduct.
- Above all, maintain transparency regarding the offers made. Often, candidates fail to fully grasp an offer and realize its details too late. Ensure they have a clear understanding of the take-home package and any future growth prospects.
- Look for commitment to the role in the candidate. Frequently, individuals feign this commitment to impress recruiters. Request engagement in high-intensity activities during the hiring process. For instance, a project manager used to have candidates work on a failed project for a day as part of the skills assessment. This approach primarily aimed to assess the candidate's attitude towards overcoming challenges.
Please provide more information about the roles and skills you are hiring for. I look forward to hearing from you.
From India, Mumbai
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Hi Aravind,
As a BPO recruiter, I can empathize with you in such situations. There is no foolproof way to stop candidates from ditching HRs on joining. (Cite Contribution) has provided effective long-term suggestions to reduce no-shows. Most of the effective and possible solutions are offered by (Cite Contribution).
I do understand that these suggestions are easier said than done, but if applied diligently, they will show results. However, you cannot force someone to join.
Other standard suggestions include:
- Always maintain a backup for no-shows.
- Negotiate the notice period to the minimum number of days.
- Obtain the candidate's acceptance signature on the offer letter as soon as possible.
- Be open and frank with the candidate; let the candidate inform you if they are exploring other options. You can counteroffer or persuade them otherwise from joining another company.
I hope this was helpful.
From Kuwait, Salmiya
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As a BPO recruiter, I can empathize with you in such situations. There is no foolproof way to stop candidates from ditching HRs on joining. (Cite Contribution) has provided effective long-term suggestions to reduce no-shows. Most of the effective and possible solutions are offered by (Cite Contribution).
I do understand that these suggestions are easier said than done, but if applied diligently, they will show results. However, you cannot force someone to join.
Other standard suggestions include:
- Always maintain a backup for no-shows.
- Negotiate the notice period to the minimum number of days.
- Obtain the candidate's acceptance signature on the offer letter as soon as possible.
- Be open and frank with the candidate; let the candidate inform you if they are exploring other options. You can counteroffer or persuade them otherwise from joining another company.
I hope this was helpful.
From Kuwait, Salmiya
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Greetings,
I second Hussain. Please ensure that you negotiate more than the target you have. Induction and training sessions can make a candidate think otherwise about the offer, hence, abscond without a trace. If you manage to negotiate with 15 and close on 10, you would be in the safe zone. The 5 buffer candidates can provide you with a faster back-fill.
However, in case you don't need them for a month or two, make sure you close the communication with the candidates with proper feedback and guidance to clear the interview later.
Finally, I would quote Hussain, "these suggestions are easier said than done, but if applied diligently, they will show results. You cannot force someone to join."
It's better to let the fickle-minded talent leave rather than stay and create dissatisfaction in the long run. Wish you all the best!
From India, Mumbai
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I second Hussain. Please ensure that you negotiate more than the target you have. Induction and training sessions can make a candidate think otherwise about the offer, hence, abscond without a trace. If you manage to negotiate with 15 and close on 10, you would be in the safe zone. The 5 buffer candidates can provide you with a faster back-fill.
However, in case you don't need them for a month or two, make sure you close the communication with the candidates with proper feedback and guidance to clear the interview later.
Finally, I would quote Hussain, "these suggestions are easier said than done, but if applied diligently, they will show results. You cannot force someone to join."
It's better to let the fickle-minded talent leave rather than stay and create dissatisfaction in the long run. Wish you all the best!
From India, Mumbai
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Hi HR Gurus,
I have recently joined a company and am responsible for recruitment. Last month, five candidates were scheduled to join on the same day. I received confirmation from all five experienced candidates that they would be joining us, so I confirmed the program accordingly. However, on the day of joining, only two candidates showed up, while the other three were classified as "No Show." Although I had backup candidates, I had not extended offers to them.
As an HR professional, I seek advice on how many offers I should make for five candidates. I am unsure how to prevent a similar situation in the future. For instance, if I extend five offers with five backup candidates in place, I cannot offer positions to all ten individuals. Additionally, if three out of the initial five back out, the process of offering, resignation, and onboarding for backup candidates would result in a delay of at least another 15 days.
I would appreciate any guidance on this matter.
Regards,
Parvathy R
From India, Madras
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I have recently joined a company and am responsible for recruitment. Last month, five candidates were scheduled to join on the same day. I received confirmation from all five experienced candidates that they would be joining us, so I confirmed the program accordingly. However, on the day of joining, only two candidates showed up, while the other three were classified as "No Show." Although I had backup candidates, I had not extended offers to them.
As an HR professional, I seek advice on how many offers I should make for five candidates. I am unsure how to prevent a similar situation in the future. For instance, if I extend five offers with five backup candidates in place, I cannot offer positions to all ten individuals. Additionally, if three out of the initial five back out, the process of offering, resignation, and onboarding for backup candidates would result in a delay of at least another 15 days.
I would appreciate any guidance on this matter.
Regards,
Parvathy R
From India, Madras
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Dear Parvathy,
Here's my suggestion: offer candidates in different phases. You might have a tight schedule, such as 5 hires by the 20th of a month. In a worst-case scenario, you might not have any slack period. Hence, identify 10 candidates and offer the first 3-5 to join within a week. If they don't, offer the next 5. This is easier said than done, but this is how we used to manage it.
Offering a joining bonus is a luxury for a few. The same goes for relocation, work timings, and designation. Stay accurately focused on what these candidates are looking for. Money is the greatest but not the sole motivator. Some look for a step-up in terms of role, a few for educational support, and for others, they might be plainly bored to an extent that they can't figure out what they truly want. Once you understand what they are looking for, stretch to offer them with specifications. Avoid painting rosy pictures, as it will lead to higher attrition once they join.
Using social media to connect with candidates to reduce no-shows is prevalent. However, it's not a foolproof measure. Please connect with them to build a strong referral base, even when they do not join. Take my word, not just them, but even you would find some use, no sooner.
Please let me know if this fits your bill. Looking forward to brainstorming this further.
From India, Mumbai
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Here's my suggestion: offer candidates in different phases. You might have a tight schedule, such as 5 hires by the 20th of a month. In a worst-case scenario, you might not have any slack period. Hence, identify 10 candidates and offer the first 3-5 to join within a week. If they don't, offer the next 5. This is easier said than done, but this is how we used to manage it.
Offering a joining bonus is a luxury for a few. The same goes for relocation, work timings, and designation. Stay accurately focused on what these candidates are looking for. Money is the greatest but not the sole motivator. Some look for a step-up in terms of role, a few for educational support, and for others, they might be plainly bored to an extent that they can't figure out what they truly want. Once you understand what they are looking for, stretch to offer them with specifications. Avoid painting rosy pictures, as it will lead to higher attrition once they join.
Using social media to connect with candidates to reduce no-shows is prevalent. However, it's not a foolproof measure. Please connect with them to build a strong referral base, even when they do not join. Take my word, not just them, but even you would find some use, no sooner.
Please let me know if this fits your bill. Looking forward to brainstorming this further.
From India, Mumbai
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I do agree with you, Ms. Parvathi and Ms. (Cite Contribution), on releasing the first lot of offer letters to the initially selected candidate. In case of dropouts, you can send the second lot of offer letters to the second list with a specific date of joining. As mentioned, the joining bonus also yields good results, in addition to covering relocation expenses for both self and family at the work spot.
In the initial stages, if we present the truth about the organization instead of painting rosy pictures, it will certainly help reduce the attrition level within the organization.
Thank you, Mr. Aravind, for initiating such a thought-provoking discussion thread.
From India, Kumbakonam
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In the initial stages, if we present the truth about the organization instead of painting rosy pictures, it will certainly help reduce the attrition level within the organization.
Thank you, Mr. Aravind, for initiating such a thought-provoking discussion thread.
From India, Kumbakonam
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Thank you very much, Ms. (Cite Contribution) and Mr. Bhaskar. Your insights have shown me the correct approach. I will certainly apply this knowledge in my future endeavors, although I anticipate encountering some obstacles when implementing it in a real-world scenario. I will be sure to share the challenges I face, contributing to a richer discussion that can benefit others like me. Special thanks to both of you, esteemed HR experts, for your valuable feedback, particularly to you, Ms. (Cite Contribution).
Regards,
Parvathy R
From India, Madras
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Regards,
Parvathy R
From India, Madras
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