This blog was originally posted on our sister site Getwork.
One minute they’re there, the next minute they’re not. No explanation; they just vanished. Is this the opening scene of a scary movie? No, it’s ghosting, a term that started in the dating world. It means to suddenly cut off all communication and forms of contact. Just when you think things are going good — poof — your love interest disappears.
Unfortunately, ghosting is a trend that’s expanding into working relationships, too. Thanks to a solid labour market and low unemployment rates, candidates and employees are starting to ghost companies more frequently than ever before. When it’s easy to get another job, it is much easier to get up and leave, or to never show up in the first place.
1 in 10 UK professionals admit to having ghosted an employer, and it’s happening at any stage. From not turning up to an interview or the first day on the job to walking out of the door while employed and never returning.
It’s a trend that isn’t limited by seniority either. Candidates are just as likely to not show up for interviews for entry-level roles as they are for managerial and senior roles.
Why is ghosting on the rise?
Walking away from an employment relationship and cutting contact is nothing new but some factors are contributing to an increase.
Workers themselves have been burned by employers who have ghosted them during the recruitment process. This has led to an increased attitude of a lack of respect on both sides.
Increases in remote work and casual zero-hour contracts also make ghosting easier to do.
What can employers do to reduce ghosting?
A lot of times, ghosting is out of employers’ control, but there are a few things that employers can do to make employees and candidates less likely to ghost.
Respect
When you treat people well, they are more likely to return the favour. This starts with having enough courtesy to contact rejected candidates rather than “ghosting” them. It continues to current employees too, fostering engagement and open-door policies that make them feel valued.
Onboarding
First impressions matter. Have a thorough yet succinct onboarding process. You want to excite new employees with a positive atmosphere that enables them to feel comfortable taking those critical first steps on the job.
Loyalty
Create a culture where people want to be loyal to the organisation. This means being loyal to employees, too, by providing ample benefits and job advancement opportunities. Empathy and understanding during times of struggle make a big impression also. If you stick by them, they’ll stick by you.
Pay scale
Pay employees what they are worth when you hire them. As they advance in their careers, provide them with pay increases that will meet (or ideally surpass) what they might expect to earn elsewhere.
Where possible, be as transparent about pay as possible. Provide employees with a benchmark, and a clear indication of when pay will increase. Ensure that pay is increasing at least annually and that long service is recognised and rewarded.
Communication
Regular communication is essential in today’s technologically advanced world, no matter the industry. Always be honest and transparent in those communications to make employees feel a deeper connection to the organisation.
If your team is remote or hybrid, encourage water cooler moments and communication that falls outside of the formal day-to-day.
Be positive
The power of positivity cannot be understated. This should start with leadership to initiate a trickle-down effect.
Creating a great place to work, can be the key to retaining employees and attracting the best possible talent too.
Remember, when ghosting happens it’s not always your fault and could be a sign that you were making the wrong hire for your organisation. Reflect on the employee or candidate experience and see if there are any changes you can make to prevent recurrences.
Read more: Is unconscious bias damaging your company?