Category Archives: Talent Acquisition

Work From Home Real Talk

Posted on by
Reply

This holiday season, I’m stepping away from my usual writing to bring you some of the top-read posts from 2023. Enjoy!

Working from home is not more productive for most people!

The WFH home army hates to hear this! Yikes! But it’s true. While a small percentage of workers, overall, around 10% are actually more productive, the vast majority of people just don’t have the self-awareness and drive to be as productive as they are when they are in an environment that is designed to have them do work.

The media will never tell you this because it’s not popular and won’t get clicked.

Do you know what has happened since the beginning of the pandemic? The golf industry has exploded! Some Stanford researchers, who golfed, started to realize that the golf courses seemed busy. Like really, really, busy! And these courses were busy during times when they shouldn’t be busy, like mid-afternoon on a Wednesday. You know, the time when folks should be working!

They discovered they could use satellite technology paired with GPS and cell phone data to map out traffic at golf courses. This gave them a picture of what this looked like pre-pandemic and what it looks like today. What do you think they found?

First, you have to understand that before the pandemic the golf industry was hurting. Average rounds of golf were down and trending down year over year for a long time. They had this old white guy problem. This means that old white guys were the biggest participants in golf, and that demographic was getting older and dying.

Here’s what Stanford discovered about working from home and golf:

  • There was an 83% increase in mid-week day golfing from pre-pandemic to post-pandemic. All those WFH folks weren’t working all they said they were working!
  • There was a 278% increase at 4 pm. So, we have some hope for those who maybe just were cutting out a little early.
  • The pandemic has led to a golf boom with folks wanting to get outside, but weekend trips to courses were far less of an increase to weekday visits. So, yes, more people are golfing overall due to the pandemic, but weekday golf has exploded with WFH.

I know! I know! This is only one small little study. I’m sure you’re still WAY more productive working at home than you were in the office. But you’re not, or most likely you’re not, but that’s just because you have low self-awareness!

I think most of us just get confused with short-term productivity vs. long-term sustained productivity. The BLS shows productivity of workers has dropped off a cliff, so we really can’t make the WFH productivity argument any longer. I do think for short-term bursts of productivity working from home or someplace where you don’t get interrupted can make you feel way more productive. But day in, day out, over the long haul, working around others who are working will help you sustain your productivity.

I know you hate to hear this. Working at home is so lovely! Plus, you get those great golf tee times during the day!

Posted on  by Tim Sackett

A Christmas Present for Your CEO

Posted on by
Reply

This holiday season, you’ve got the chance to make your CEO’s Christmas wish list come true. It’s time to give them the gift of insights into what they really want from their HR and Talent Acquisition teams.

I created a short survey designed just for CEOs, all about what they wish HR and TA would do more of or start doing. It’s all about improvements, tech stuff, and making magic happen within your organization. They get to rate your HR team’s current performance, spot areas for improvement, and even prioritize the issues they care about most. Psst, CEOs, your secrets are safe with us – this survey is anonymous.

Spread the Joy

So, spread some holiday cheer and share this survey link with your CEO or hook me up with their email.

As HR pros, you have the power to make some serious magic happen. By getting your CEO involved in this survey, you’re not just boosting your own game but helping us all understand what makes CEOs tick across different industries!

I’m making this holiday season all about shaping killer HR strategies. Are you with me? Share the link with your CEO and let’s sprinkle some HR magic together!

HR Meets ChatGPT

Posted on by
Reply

Are you tired of the same old HR routines? HR and Talent Acquisition pros across the world are diving headfirst into the realm of ChatGPT. This AI wizard must be able to spice up their strategies, right!? Here are 5 popular prompts that HR and Talent Acquisition are throwing at ChatGPT:

  1. “ChatGPT, is this candidate a real person or a catfish?” HR isn’t meant to be Sherlock Holmes. We’re sick of desperately trying to unmask phony candidates – just tell me if they’re real or not! Expect a wild mix of advice in return, but how else will we know if this candidate is actually some weirdo scam artist living in his mom’s basement?
  2. “Craft a compelling job pitch for this job description!” When faced with the challenge of selling the unsellable—a lackluster job—we to ChatGPT for a miraculous solution. Yeah, it might be for the most boring job ever with a terrible salary, mundane tasks, and awful company culture, but make it irresistible!
  3. “Invent a mascot that represents our company culture!” Introducing “Happy Hootie”! Hootie is a wise owl wearing headphones, adorned with vibrant colors reflecting diversity and inclusivity. Their wings feature a mosaic of interconnected puzzle pieces symbolizing teamwork and collaboration. Hootie’s nest is a cozy library, showcasing our value for learning and knowledge-sharing. With a microphone in one claw and a book in the other, Hootie embodies our culture of harmony, where every voice is heard, and learning is celebrated. This mascot flaps around, spreading the message of unity, knowledge, and harmony throughout our workplace nest!
  4. “Craft a ‘thank you’ email to an applicant using only emojis!” 👋🙏📬📩🙏📝🤝🗣️🔜🌟 … oh sorry, you don’t speak emoji? Translation: Hello! Thank you for applying. We appreciate it! Let’s keep in touch! Talk to you soon. Best wishes.
  5. “ChatGPT, write a job description that makes even a pet rock excited to apply!” No really, that unsellable job description we mentioned earlier, we still need help. Please make this boring ass job description more appealing.
  6. “What do I respond to this candidate to show them that I’m interested, but not that interested, but still interested enough to show my interest?” *Inserts full email chain, with no regard to privacy and copyright laws* Response: I’m just a robot, I have no clue what you’re talking about.

What are my 2024+ predictions for Talent Acquisition?

Posted on by
3

Predictions, opportunities, dilemmas, hopes, wishes, I’m not sure what we should call this, but I’ve got some ideas floating around about what happens next in our little recruiting world. Most predictions are worthless. I love to consider myself a futurist in our industry, but after doing this for so many years, I don’t think I’ve ever had one prediction actually come true!

So, let’s throw out some ideas for 2024:

  • Video Interviews will become a thing! Just kidding, that would have been an amazing prediction ten years ago. I do think video interviewing technology has another life as we move forward with AI advances. Imagine being able to take a long-form video screen or interview and have AI cut you a highlight real, instantly, to send to a hiring manager. Some will say that this tech can do this now, but it’s not quite right. I want a video screen solution that takes every candidate and breaks down that 10-20 minutes of video screens and gives me their best 90-second commercial on why we should move them forward. Hiring managers will only see this. No application. No resume. Just the candidate commercials.
  • AI that constantly follows up with candidates and hiring managers. When I look back at the top recruiters in my life, the one trait that stands out with all of these people is their ability to follow up better than anyone else on both sides of the recruiting equation. AI can now do this or even act as our assistant to do this activity, but it’s not yet built out to make it that useful. I need the AI to sound and act like me. To follow up in a cadence that is like a real human. To push both sides in a way that seems urgent, and human, and brings me into the loop when it senses a real human touch or voice is needed to get it to the next level.
  • We all know there are now AI application bots candidates are using that help candidates apply to hundreds of jobs at a time. Everyone in the industry sees this as bad because candidates don’t even know what they are applying to. The reality is that ATSs and matching technology will advance to understand these applications are coming from AI and recruiting will use its own AI to combat this. So, we end up with competing AIs. Sounds awful for all involved. What’s the solution? I think it will be “our” AI (recruiters) will be better in determining which AI applications might be a real fit and then do the reach out to the candidate to invite them to “really” apply in another method to check for interest and true match. I’m hopeful our AI wins!
  • “Real” human contact becomes a recruiting luxury. Most organizations will go full automation and I back that and understand that. There’s too much to gain by going full automation. However, some organizations will understand that while the crowd goes down one path, it might be best for their brand and organization to go down another. Maybe the way to separate yourself from the pack, in the future will simply be to be more human to your candidates. To give them real people to talk to. Talent acquisition has always been about trust and relationships. The future of TA is definitely more automation in the right places of your process, but it’s also about being more human in the right places within your process.
  • Remote work is not the answer for most people. Frankly, most workers won’t have the option because their work can never be remote. Also, in 2024, GenZ will overtake Boomers for the first time as a larger percentage of the workforce. We have an epidemic of loneliness in the world. Having people work by themselves most of the day does not help this. Having young people do this is disastrous to our social makeup of society. I’m not saying you don’t offer up flexibility. Young people still want that. But don’t think just because you want to be remote as a Millennial or GenX, that’s the right decision for your entire organization. Humans are social animals. We have been since the beginning of mankind. Pushing everyone to remote work isn’t evolution; it’s just bad for society. Treat them like adults, be flexible, and be robust in building culture.
  • Come see me at SHRM Talent in Las Vegas on April 14-17th. I’ll be keynoting and launching my new book, The Talent Fix, Vol. 2. We can talk shop. Be social. Discuss the future of TA. Basically, we can nerd out on all things talent!

What predictions or ideas do you have about the future of Talent for 2024 and beyond?

Reality check! Your candidate experience is probably fine

Posted on by
2

Here’s the deal about candidate experience: it’s often pitched like it’s some tangible product, but truth be told, it’s not.

We’ve got these big shots in the industry telling us otherwise. They thrive on advising companies spooked about the fallout from a candidate having a bad experience. But let’s face it, that story’s made up. Sounds necessary, but it’s not.

Here’s how Candidate Experience probably came to be:

  1. Imagine this scenario: an exec’s relative applies for a job online. The system does its thing, rejects the unsuitable candidate, and sends the usual ‘Thanks, but no thanks.’ But here’s the twist!
  2. The exec learns that their bright relative got zero interaction or even a shot at an interview. Cue the family drama.
  3. To save face, the exec lays into the Talent Acquisition head about the treatment of candidates.

And voila! Candidate Experience drama unfolds—all because a relative got snubbed.

The exec, not wanting it to seem personal, drums up other reasons, and everyone just follows suit. “Treat candidates like our customers! Turn them into fans of our brand! Treat them better than ourselves; it’s a talent edge!” We start buying into this spiel, thinking our methods stink. But the fear that a sour candidate will boycott our products? It’s blown out of proportion. Only a tiny fraction think this way—just par for the course in Talent Acquisition.

For most Talent Acquisition leaders, what we’re doing is just fine. We treat candidates like regular humans, communicate whether they fit or not, and it works. Yeah, some of us might have some wonky processes, but we don’t have any huge issues. The biggest fib in HR? Making Candidate Experience out to be a big deal. Candidates aren’t asking for much—they just want to know we received their application and our thoughts on their fit. Treat them like people: a simple ‘thanks, but no thanks’ or ‘we’re interested, here’s what’s next’ does the trick. Be communicative.

It’s not brain surgery; it doesn’t need a ton of time or cash. You don’t have a real problem. I get it, everyone’s telling you otherwise, so it feels real. But trust me, it’s not!

Unlocking Talent Gold: Embracing Hiring Veterans

Posted on by
5

In HR and talent acquisition, we’re always on the hunt for the ultimate hiring solution. We’re willing to explore almost anything that promises better talent for our organizations. So, it perplexes me that most organizations overlook a massive talent pool – veterans. Let’s dive into why hiring veterans is a game-changer:

Teamwork – The military hones teamwork skills like no other. While a lot of companies find it hard to get their teams to work together, veterans are all about teamwork.

Following & Giving Directions – HR pros always have the best stories of employees struggling with basic instructions. Leadership training discussions are recurrent, focusing on the need for clear direction. Veterans bring an ability to both follow and give concise directives—a skill set sorely needed in organizations.

Pressure Handling and Deadline Management – When someone’s life or safety is at risk, you learn how to work under extreme pressure, which probably pales in comparison to much of the pressure we put on ourselves and our employees in normal work situations.  Regardless, having individuals who can not only handle pressure but thrive under pressure, are skills our organizations need.

Planning and Organization – Military training instills impeccable planning and organizational skills, an area where many employees struggle. Hiring managers often stress the importance of being organized, and veterans are really good at it.

Flexibility and Adaptability – Change is a constant in organizations, and managing it consumes resources. However, veterans excel in adapting to change, drawing from a background where constant adaptation was the norm. Their ability to navigate change smoothly is a skill that organizations desperately need.

So, why the struggle in hiring veterans? It’s not about the veterans but about HR professionals stuck in a rigid mindset. We’ve cultivated a culture fixated on matching every single qualification in a job description, missing out on the potential of great individuals. It’s time to shift from instant gratification to investing in training and nurturing talent within our organizations.

While we are at it, let’s dispel some myths around veterans:

  1. Misconception: Military service is for troublemakers or those not smart enough for college. Reality: For many the military is a strategic choice, not due to a lack of intelligence or options.
  2. Misconception: Veterans are rigid and only understand top-down management. Reality: Today’s veterans are well-versed in soft skills leadership, adaptable to various management styles.
  3. Misconception: There’s no time or resources to train veterans. Reality: Not true – plus haven’t you already had that position open for 6 months? The fact is, this is an organizational choice and you as an HR Pro have the influence to change it. There are many resources out there for organizations to train returning veterans.

We have great men and women who make a personal choice to keep this country great.  As employers and American citizens, we owe these men and women a chance. At HRU Tech, 28.6% of our new hires in 2020 were Veterans. Grab this free eBook, crafted to elevate your Veteran recruitment approach to new heights. They deserve a shot, and this resource can help to make that happen.

The Role of HR as Coaches

Posted on by
Reply

There’s an article by Atul Gawande in The New Yorker discussing the importance of “Coaching.” Gawande, a writer and surgeon, talked about coaches as not just teachers but as observers, judges, and guides. From the article:

The concept of a coach is slippery. Coaches are not teachers, but they teach. They’re not your boss—in professional tennis, golf, and skating, the athlete hires and fires the coach—but they can be bossy. They don’t even have to be good at the sport. The famous Olympic gymnastics coach Bela Karolyi couldn’t do a split if his life depended on it. Mainly, they observe, they judge, and they guide.

Gawande, A. (2011, October 3). Personal Best. The New Yorker.

In my HR role, I’ve always believed that HR can act as coaches across our organizations. But there’s often pushback, like “You can’t coach me in Marketing, Operations, or Accounting.” Exactly—I’m not here to teach you those things; I hired you for that. Building a coaching culture starts with hiring people open to being coached.

More from the article:

Good coaches know how to break down performance into its critical individual components. In sports, coaches focus on mechanics, conditioning, and strategy, and have ways to break each of those down, in turn. The U.C.L.A. basketball coach John Wooden, at the first squad meeting each season, even had his players practice putting their socks on. He demonstrated just how to do it: he carefully rolled each sock over his toes, up his foot, around the heel, and pulled it up snug, then went back to his toes and smoothed out the material along the sock’s length, making sure there were no wrinkles or creases. He had two purposes in doing this. First, wrinkles cause blisters. Blisters cost games. Second, he wanted his players to learn how crucial seemingly trivial details could be. “Details create success” was the creed of a coach who won ten N.C.A.A. men’s basketball championships.

Gawande, A. (2011, October 3). Personal Best. The New Yorker.

In working with adult professionals, coaching isn’t about teaching new stuff but helping them analyze and improve what they already do well. Instead of fixating on weaknesses, HR can help make employees’ strengths even stronger.

Coaching has become popular lately, with various types like leadership or life coaching. But coaching for professionals is less common. I believe in HR professionals acting as more hands-on coaches, working daily to improve skills that directly impact the business, not focusing on personal challenges.

One big challenge for HR transitioning into coaching roles is that many employees lack self-awareness, just like us! A great coach helps someone see things in themselves they didn’t notice before.

If HR can build this self-awareness in organizations, it could lead to some amazing changes.

What Should a Corporate Recruiter Get Paid?

Posted on by
8

I’ve had some very specific conversations over the past month on corporate Recruiter compensation. It’s a hot subject when it’s brought up because everyone believes they are worth more than what they are for the most part.

Recruiter compensation is and has always been all over the board. There are so many variables that impact it, including industry, company size, market, what tools the recruiter has available, type of recruiting, expectations, how much the function is segmented, etc. I can find great recruiters right now in America that make between $65,000 and over $200,000. The problem is, I can’t tell you that the $200,000 recruiter is any better than the $65,000!

Therein lies the problem!

Your value or worth as a recruiter is what you can get paid.

I’ve lost really good recruiters in my career who came to me and said, “Hey, Company XYZ is going to pay me 25% more than you are!” At which I’ve got to make a decision. Do I believe this person is worth 25% more, or can I get someone of equal or great value for the same price or less than the increase in expense?

Let’s put it another way. Let’s say I’m paying each recruiter $75K, and a recruiter comes to me and says, “I’ve got an offer for $125,000.” What I’m really trying to decide on is $50,000. What can I get for that additional $50K? I already know what I’m getting for $75K. Is this recruiter going to give me $50K more in value if I match the offer? Most likely, no, since I’m probably getting everything I’m getting now. But, if I hired two recruiters for $62,500 each, that equals $125K. Will i get more from those two recruiters than I’m getting from my one at $75,000 (or the new salary of $125K)? I probably will get more with two!

Why am I not paying a corporate recruiter a ridiculously high salary?

  1. Upwards of 50% of the positions they fill will be internal hires on average.
  2. The vast majority don’t hunt. They post jobs, and their corporate brand fills the funnel with viable candidates. They are administering the recruiting process.
  3. Most are not held accountable to hard recruiting metrics.
  4. The vast majority, based on research, are not delivering a better-than-average candidate experience.
  5. You do not see a discernible difference in performance across corporate recruiters working in the same function.

Okay, just tell us what we should be paying a Corporate Recruiter!

Now that you can actually recruit anywhere, market compensation shouldn’t be a thing, but it’s still a thing. That being said, if you take market compensation out of it, I think you can find really great generalist corporate recruiters for $85k. People who actually find talent, fill positions, follow up well, and flat-out move the TA needle.

How did I come up with this very scientific number?

First, this is way over the salary data on recruiting you’ll pull off the internet, but it will still basically show the average recruiter’s salary in the $60K range. But that takes in a lot of factors, including the millions of entry-level agency recruiters who start with bases way less than $60K.

I’ve spoken to so many corporate recruiters who got laid off and corporate recruiting leaders who have been laying off $100K+ corporate recruiters and finding out once they are gone that they weren’t really worth that kind of money. Now, I don’t blame the recruiters for this! Girl, if you can get paid, go get paid! I’m your biggest fan! But also, don’t come crying when you get laid off because you were overcompensated for all that time.

Here’s the thing – you have top recruiters who are worth every single penny you pay them. Those are literally about 2-3% of recruiters. The problem is every single recruiter believes they are in the top 2-3%. They aren’t. Take a look at your own team. You most likely have a bunch of “B” players who are fine but shouldn’t be getting top dollar. You can hire a million of these recruiters. They are all the same.

There is a law of recruiting productivity that comes into play in every recruiter’s life. You can only do so much and deliver so many hires. Once you get to the top of the pay scale and you are basically doing the same as someone at the middle or bottom of the pay scale, you no longer seem like a great buy. Top pay requires the top performance. Very few recruiters getting top pay are doing exponentially more than those getting paid much lower.

I say $85K because I know if you’re in the Midwest, you can find great talent for $85K. Also, if you allow recruiters to work remotely, you can get great recruiters for $85K. You can also get great recruiters starting out for $65K, but they’ll soon start producing, and you won’t keep them for $65K.

You should be using performance compensation for Corporate Recruiters!

Another miss, in my opinion, is corporate TA leaders are not using performance pay strategies with their teams. I was told by one TA leader that she couldn’t do that! I then asked if they used performance compensation with their sales team, which they did. It’s not that you can’t. It’s that you are unwilling to change or figure out a better way.

PRO TIP – Your best recruiters, by productivity (filling jobs), should be making exponentially more than your worst recruiters. Yes, even in a corporate setting. You should not be paying recruiters based on tenure. Tenure doesn’t matter in recruiting. Filling positions does.

I believe that corporate recruiters should be working on a 2/3 base salary and 1/3 performance compensation. This means that the total for a solid performing recruiter would land in that $85K range. Your best recruiters should be able to go above that range because they’ll make more in performance compensation.

I’ve seen agency recruiters who can and have made well above $150K, and some IT agency folks in the valley upwards of $500k and more, the same for executive agency folks. Corporate recruiting is a different game and you don’t need to pay $150-$200K+ salaries to get great performance.

Alright, corporate recruiters, take your shot and kill me in the comments!

I’m Back!!!

Posted on by
1

Some of you might have noticed it’s been a while since I’ve posted. I was writing my second book, The Talent Fix, Vol. 2! The new book should be released in April 2024, and the plan is to launch it at the SHRM Talent Conference in Las Vegas!

Last week, I was in Nashville at RecFest USA – the first time RecFest has come to America. RecFest is a large outdoor recruiting festival, and it’s such a fun and interactive event. I can’t wait for next year’s event, and I’ll definitely be taking my full team to Nashville to experience RecFest!

What was the tea coming out of RecFest?

  • Recruiters and Recruiting leaders out of work – This was a little strange for me to hear because in reality, this is very industry-specific. The tech industry has gotten hit hard with layoffs, and TA teams are some of the first to go. At the same time, many of those companies had TA teams that were way too big for the hiring they were doing. So, some of this is simple right-sizing. The problem is, you had recruiters making $150-$200K, and they honestly believe they are worth that much. They aren’t. The downturn is hard on people who were making monopoly money and not really performing at that level.
  • AI was all the talk, but it was mostly talk. My friend Matt Charney says roughly 69% of TA teams currently do not have AI in their recruiting tech stack. I think some of their vendors would disagree with this as most vendors are utilizing machine learning, but the tech nerds would argue this isn’t really AI! AI will transform how we recruit talent, but this will be an evolution that will take years, and most of the true AI will be buried in your tech in a way you won’t even notice most of the tactical pieces of recruiting going away until one day you wake up and we no longer do tactical work in recruiting.
  • There’s a major Candidate and Employer Disconnect. I ran across a GenZ/Millennial candidate panel, and it was laughable listening to it. Candidates complain that they get ghosted and don’t get great feedback. They also are unapologetic about applying for 300 positions in 30 minutes. TA pros complain about being ghosted and do not understand why candidates don’t reply to their spam emails. The Talent Board still shows that 47% of candidates still don’t even get dispositioned for the positions they apply for. Both sides feel wronged, and neither side is willing to take any responsibility for the behaviors. All this means is that the candidates who act professional and the TA pros who act professional will stand out and be rare in today’s world.
  • There is still a lot of talk about DEI, but the talk is changing. If we are honest with each other, the entire DEI talk began as simply we need more black faces in our organization. That started probably twenty years ago. Since then, the world has changed a bunch, and the conversation amongst HR and TA pros has evolved, but in reality, most of the C-suite still sees this as counting faces. The faces might have expanded to include more, but we still are stuck in so many areas. We still are not willing to use data around DEI and have real conversations about what is possible and what is just posturing.
  • Everyone is a unique and special butterfly. Which, for all intents and purposes, makes no one unique and special. We now have Trans Recruiters and Nero-divergent Recruiters and Furry Recruiters and fill in the blank of whatever you are recruiter. If you are a Gay Recruiter today, sorry, you’re just a recruiter! Oh wait, that’s right, we are all just recruiters! Honestly, the next evolution is this will be my AI telling me what kind of recruiter they are! Just fucking recruit! Okay, I say this, but honestly, this is also the solution to more inclusive recruiting. Want more female engineers? Hire females to recruit engineers. Want more Black Sales Reps? Hire Black Recruiters to recruit your sales reps. Want more military hires? Hire former military professionals and teach them how to recruit. We aren’t launching spy balloons, people. This isn’t that hard!
  • Technology recruiting vendors are currently struggling to make their numbers. So, why should you care? I love to get a bargain, and right now you can get a bargain! If you’re super smart, you’ll sign a multi-year contract and lock that bargain in for when it will no longer be a bargain! Right now, you have some major negotiating power if you are in the market for technology or if you’re getting pushed to sign your next contract. Vendors are super competitive with their pricing at this moment.

That’s what I got today.

Moving forward for the rest of the year, I’m going to be hitting the reviews and updates hard on the recruiting technology market. There’s a lot of stuff being developed and the space is moving really fast again with AI development, so my hope is I can help keep you all informed on what’s new and hot and worth your money!

Welcome back!

The Reason You Got Ghosted by a Candidate!

Posted on by
1

Yesterday I answered a question from a candidate about why an employer ghosted them after their interview. Many readers were upset because they were also getting ghosted by candidates. In fact, like all the time, way more than then they would ever ghost a candidate. Oh, two wrongs do make a right!

All ghosting is sh*tty behavior by candidates and by those of us who hire. Period.

The reality is that this is hard to admit, and as a professional, we own a portion of the candidate ghosting. Are candidates awful for doing it in the first place? Yes. I will not let them off the hook. But I also only control what I can control, and that is my process, behaviors, etc.

Why are candidates ghosting us?

1. We are moving too fast. Wait, what?! We are told to move fast because that’s what candidates want!? Yes, but when you move so fast, the candidates don’t really know you (your company and you personally), the job, the boss, or the reasons why they should come and interview. It all doesn’t seem real. So, it becomes easy to just not show up. (Que Taylor Swift – We need to slow down!)

2. We aren’t giving candidates a way to easily tell us they moved on with another offer. Hourly candidates, especially, are moving fast and have multiple offers. You might have scheduled them for an interview later in the week, but they have already decided to go with another offer. While we gave them instructions on where to go and when we could have made it easier for them to opt out. Many organizations are using auto-scheduling tools like Paradox, which sends reminders and lets candidates choose to reschedule or cancel via text. Those organizations get significantly less ghosting!

3. We believe that once a candidate schedules an interview, our job is done. The most powerful human emotion in existence is being wanted by others. Candidates come to you for a number of reasons, all of which they can most likely get from someone else as well. But, you showing them more desirable than someone else is a key to great talent attraction. You still need to do that with your messaging even after the interview is scheduled.

4. We allow it to happen without any ramifications. (Okay, this might be a bit aggressive!) What if, every time a candidate ghosted you for an interview, you posted their picture and details on social media!? Yikes! Right?! “This is Tim Sackett, a cute redhead. He ghosted us for an interview yesterday at 3 pm. If you see him, tell him we are thinking about him!” Do you think it would get noticed? Heck, yes, it would!

5. We are making it too easy for candidates to interview. This is a catch-22. We need talent, so we reduce every roadblock possible for candidates. It’s so easy. Most don’t care if they burn the bridge or not. That is truly why employee referrals are so valuable for most employers. Referrals are far less likely to burn a bridge. That might be a trick to use. Ask a candidate: Do you know anyone at our company? Begin to tie the personal connection back to them, and they will be far less likely to ghost. Also, make it super hard to get an interview, and people will hold it as a higher value! “Only 1% of people who apply to our company ever get an interview! it’s a rare thing we offer to only the top candidates.” If you knew that was the case, you would show up for that interview!

I think most of the candidate ghosting is truly reflective of the poor morals and values of the people who are doing it. You made a commitment to someone. You keep that commitment, or at the “very” least, you inform that person you will no longer be able to keep that commitment. It’s a pretty basic human condition. Those who ghost probably had crappy parents and mentors in their life who didn’t teach them the basics. I’ve never once spoken to or met an upstanding individual who thought highly of themselves that would ghost. High-quality people don’t ghost. Low-quality people do.

People don’t like to hear that. They want to talk about circumstances and bad employers, etc. The reality is high-quality people will contact someone and let them know they no longer want to be considered, regardless of how crappy the employer may or may not be. Low-quality people just don’t show up. Don’t hate the player. Hate the game. I’m just telling you the truth. You already know.

If you’re an employer and you ghost candidates after interviews – You (not your organization). You, personally, are of low quality, just like the candidates who ghost you. I don’t like to hire low-quality people. But I also want to give every opportunity for a low-quality person to become a high-quality person.