Need inputs on the above topic. The IT industry is known for its highest opportunities, attractive salaries, and attrition. One of the trends that has been ongoing for almost the last 10 years, since I started my career in 2005 as a recruiter, is that candidates do not join even after accepting the offer. Candidates used to inform about their unwillingness on the day of joining or prior to one day of joining. They get a better offer from another company and join.
Companies that offer a candidate who has already accepted one offer do not realize the efforts that the other company has put into recruitment and selection. How can this be controlled?
From India, Pune
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1Companies that offer a candidate who has already accepted one offer do not realize the efforts that the other company has put into recruitment and selection. How can this be controlled?
From India, Pune
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What do you expect? Why would the candidates not choose the best offer? During bad times, any company fires employees without a second thought, right? So why should the employees not look for what is better for them?
In case you really want your selected candidates to join, then either offer them what they want, or do not be so ambitious in choosing candidates. Lower down your specs and choose candidates accordingly.
Just as you are searching for the best candidates, these candidates are also looking for the best offers. Competition is a two-way street; do not forget this. While trying to be competitive yourself, you cannot blame others for not being competitive. You choose the best candidates, they choose the best companies. Hope it makes sense to you.
From India, Delhi
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In case you really want your selected candidates to join, then either offer them what they want, or do not be so ambitious in choosing candidates. Lower down your specs and choose candidates accordingly.
Just as you are searching for the best candidates, these candidates are also looking for the best offers. Competition is a two-way street; do not forget this. While trying to be competitive yourself, you cannot blame others for not being competitive. You choose the best candidates, they choose the best companies. Hope it makes sense to you.
From India, Delhi
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Hi,
Just a suggestion for this, not sure whether it works, so share your feedback. As rightly said by Raj Kumar sir above, candidates have the right to choose the best offer. Is it possible for the recruiters to study and understand the following:
Why do they join other employers?
Employer brand? Do we hold brands like Tata, Wipro, CTS, and so on? There are candidates who join these brands because it's their dream and known to all. They can proudly say, "I am working in Tata," and they are proud of it. What will you offer that the brands don't offer to candidates? Better package, better environment, career growth, best policies. How will you convince the candidates? Firstly, is it not possible to measure the behavior of candidates to some extent?
Compensation: At least from an Indian perspective, compensation plays a vital role. Most IT employees have huge dreams of a high standard lifestyle, and for that, most of them are burdened with loans, so they look for a better package. Also, the news that another colleague joined X company with a 100% hike makes things worse. So, most of them run for money. Not everyone falls under this category, but people of what age group do this? Over time, there are candidates who prefer and focus on career growth rather than just running for money. How will you identify this pattern?
Other real personal reasons: we can't do much about it.
Bit personal engagement with candidates: Is it not okay to call the candidates who are about to join at least on a weekly basis and make one informal call to check how the candidate feels? Not directly, but slowly check (trust that we made the best offer and are looking forward to you joining on so and so and hope you are not looking elsewhere). Just to check the confidence of the candidate.
So, as HR folks, we do have some challenges, and we should always work on identifying the pain areas and what maximum we can do to improve it. Even a small percentage increase is also great.
Regards,
Thiyagu
From India, Bengaluru
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Just a suggestion for this, not sure whether it works, so share your feedback. As rightly said by Raj Kumar sir above, candidates have the right to choose the best offer. Is it possible for the recruiters to study and understand the following:
Why do they join other employers?
Employer brand? Do we hold brands like Tata, Wipro, CTS, and so on? There are candidates who join these brands because it's their dream and known to all. They can proudly say, "I am working in Tata," and they are proud of it. What will you offer that the brands don't offer to candidates? Better package, better environment, career growth, best policies. How will you convince the candidates? Firstly, is it not possible to measure the behavior of candidates to some extent?
Compensation: At least from an Indian perspective, compensation plays a vital role. Most IT employees have huge dreams of a high standard lifestyle, and for that, most of them are burdened with loans, so they look for a better package. Also, the news that another colleague joined X company with a 100% hike makes things worse. So, most of them run for money. Not everyone falls under this category, but people of what age group do this? Over time, there are candidates who prefer and focus on career growth rather than just running for money. How will you identify this pattern?
Other real personal reasons: we can't do much about it.
Bit personal engagement with candidates: Is it not okay to call the candidates who are about to join at least on a weekly basis and make one informal call to check how the candidate feels? Not directly, but slowly check (trust that we made the best offer and are looking forward to you joining on so and so and hope you are not looking elsewhere). Just to check the confidence of the candidate.
So, as HR folks, we do have some challenges, and we should always work on identifying the pain areas and what maximum we can do to improve it. Even a small percentage increase is also great.
Regards,
Thiyagu
From India, Bengaluru
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Thank you very much, Thiyagu, for your valuable inputs.
@Raj - It seems you are showing how companies should behave and make candidates happy. I intended for inputs... you said lower down your spec and etc... This is a professional forum, and you should maintain the same professionalism.
Thanks,
Milind
From India, Pune
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@Raj - It seems you are showing how companies should behave and make candidates happy. I intended for inputs... you said lower down your spec and etc... This is a professional forum, and you should maintain the same professionalism.
Thanks,
Milind
From India, Pune
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There will always be candidates who seem very sincere but finally decide not to join without informing. Unfortunately, this is a reality. You need to protect yourself - firstly, keep in touch with the candidates regularly. Just a casual call once in a while to check how things are. In case he/she does not respond, you know there is something wrong.
The second thing you need to do is keep backups, especially for junior and mid-level candidates. Keep the interview process ongoing and have some candidates available as a backup so that if some candidate looks doubtful (as mentioned in point 1), you don't have to go back to the beginning to start the whole sourcing process.
Thirdly, avoid candidates (unless the person is really good) who have a 3-month notice period - in my experience, they mostly don't join. Also, consider the option of buying out the notice period so that the maximum joining time they take is 30 days.
Hope this helps!
From India, Bangalore
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The second thing you need to do is keep backups, especially for junior and mid-level candidates. Keep the interview process ongoing and have some candidates available as a backup so that if some candidate looks doubtful (as mentioned in point 1), you don't have to go back to the beginning to start the whole sourcing process.
Thirdly, avoid candidates (unless the person is really good) who have a 3-month notice period - in my experience, they mostly don't join. Also, consider the option of buying out the notice period so that the maximum joining time they take is 30 days.
Hope this helps!
From India, Bangalore
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Have standbys. If the first on the list does not join, check with the next. If companies can fire employees at will, candidates can also pick and choose employers. Justified or not, but it is the reality to be faced, and as HR, you must have plans ready to tackle employee shortages.
From India, Pune
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From India, Pune
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It is a hardcore reality and the biggest nightmare, at least in small and medium firms in the IT industry. There were experiments earlier by big and small IT firms, but we cannot project those as a full solution.
- A company started a 3-year training and integrated diploma program for graduates in the early 90s.
- A pioneer in cloud technology selected hundreds of +2 students and taught a very specific technology stack during induction.
- A company offered all-time high referral incentives for employees to bring in good talent.
However, with my limited experience in interviewing junior and middle-level candidates in IT, here are my observations:
1. The end-to-end hiring process requires more fine-tuning and careful planning. A Product Manager cannot expect 3 BAs and 2 UX professionals to join the team in 4 weeks when the company cannot afford a dedicated technical recruitment team.
2. Hiring should not be controlled by one individual in the panel. The hiring objective should be shared across the process.
3. Do not initiate hiring without a fixed job profile. It is quite unlikely to see a job analysis in many small and medium IT companies, where some may hire to please certain individuals.
4. In one of my friend's companies, a candidate showed up in shorts for a pre-sales job for ERP Manufacturing for MENA. Despite the recruiter noting the candidate's attitude and attire during the interview, the panel still hired him. Ultimately, the candidate did not join, citing company decisions to send him onsite. It is crucial to follow a common process and not be swayed by biases or gut feelings alone.
5. Who is responsible for the candidate not joining? HR is accountable for the hiring policy. They must ensure there are no loopholes in the process. If HR is absent, and the CEO or another top manager manages hiring, they are responsible for any issues that arise.
6. If the selected candidate is the right fit, they will join without any follow-up. Otherwise, the candidate may provide numerous reasons not to join. This is a common experience in the IT industry.
7. The only sustainable solution is to offer the job to the right candidate. Analyze recruitment processes, involve experienced interviewers, focus on candidate attitudes, and evaluate communication skills comprehensively. Consider recording interviews, studying candidates' social media profiles and interests, and utilizing psychometric assessments. There is no one-size-fits-all solution; it requires continuous experimentation, analysis, and improvement to find the right approach.
From India, Bangalore
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- A company started a 3-year training and integrated diploma program for graduates in the early 90s.
- A pioneer in cloud technology selected hundreds of +2 students and taught a very specific technology stack during induction.
- A company offered all-time high referral incentives for employees to bring in good talent.
However, with my limited experience in interviewing junior and middle-level candidates in IT, here are my observations:
1. The end-to-end hiring process requires more fine-tuning and careful planning. A Product Manager cannot expect 3 BAs and 2 UX professionals to join the team in 4 weeks when the company cannot afford a dedicated technical recruitment team.
2. Hiring should not be controlled by one individual in the panel. The hiring objective should be shared across the process.
3. Do not initiate hiring without a fixed job profile. It is quite unlikely to see a job analysis in many small and medium IT companies, where some may hire to please certain individuals.
4. In one of my friend's companies, a candidate showed up in shorts for a pre-sales job for ERP Manufacturing for MENA. Despite the recruiter noting the candidate's attitude and attire during the interview, the panel still hired him. Ultimately, the candidate did not join, citing company decisions to send him onsite. It is crucial to follow a common process and not be swayed by biases or gut feelings alone.
5. Who is responsible for the candidate not joining? HR is accountable for the hiring policy. They must ensure there are no loopholes in the process. If HR is absent, and the CEO or another top manager manages hiring, they are responsible for any issues that arise.
6. If the selected candidate is the right fit, they will join without any follow-up. Otherwise, the candidate may provide numerous reasons not to join. This is a common experience in the IT industry.
7. The only sustainable solution is to offer the job to the right candidate. Analyze recruitment processes, involve experienced interviewers, focus on candidate attitudes, and evaluate communication skills comprehensively. Consider recording interviews, studying candidates' social media profiles and interests, and utilizing psychometric assessments. There is no one-size-fits-all solution; it requires continuous experimentation, analysis, and improvement to find the right approach.
From India, Bangalore
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I am totally agreed with the comment 5 of this post (name is missing). Well recently I have faced the same situation. Candidate notice period was 2 months. We agreed on same and decided his DOJ. In between I used to call him, department Manager was also in candidate’s touch. In the calls also that candidate used to sound very positive. But at the DOJ unaccepted happen, he didn’t join the organization.
As an HR we take all the necessary precautions but one thing I experienced so far is that, if candidate don’t want to join, he will never join, and it is better to let that candidate go.
I will say this is simply unfortunate or unlucky situations which we HR face.
From India, Pune
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As an HR we take all the necessary precautions but one thing I experienced so far is that, if candidate don’t want to join, he will never join, and it is better to let that candidate go.
I will say this is simply unfortunate or unlucky situations which we HR face.
From India, Pune
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With reference to the query and rejoinder from Anonymous, one should face reality. If you have high specs, then the offer should match. On one hand, you are looking for high achievers, and on the other hand, you are not willing to lower your specs. So you must accept the fact that such candidates, too, know their worth. They will choose the best offer in the market, and why should they willingly agree to lower their CTC? Think over this. You are being driven by emotion, which again, is not professional.
You have the facts and data. Decide what you want and what you can do. In spite of there being a scarcity of jobs, if your selected candidates are not joining, does it speak about them, or more about you and your offer? Do not just wish to hear what you are looking for; do a reality check.
From India, Delhi
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You have the facts and data. Decide what you want and what you can do. In spite of there being a scarcity of jobs, if your selected candidates are not joining, does it speak about them, or more about you and your offer? Do not just wish to hear what you are looking for; do a reality check.
From India, Delhi
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I just thought to add my personal experience. Before a year, I had two offers from companies. One was from a reputed brand in the market, and the other was not as well-established. So, I decided to join the brand company with a higher package.
The behavior of the representative from the second company was very caring, asking questions about settling into the job and family matters, which persuaded me to join the second company. Sometimes representatives assume that offering a better package than a brand company guarantees the candidate will choose them, but that is not always the case. A professional also needs to feel that their contribution is valued within the company's system. If this can be conveyed early in the recruitment process, I believe the candidate will be more likely to stay.
There are many experiences that we may have heard of but never acted upon. Engagement after selection and before joining is a crucial period.
Thank you.
From India, Allahabad
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The behavior of the representative from the second company was very caring, asking questions about settling into the job and family matters, which persuaded me to join the second company. Sometimes representatives assume that offering a better package than a brand company guarantees the candidate will choose them, but that is not always the case. A professional also needs to feel that their contribution is valued within the company's system. If this can be conveyed early in the recruitment process, I believe the candidate will be more likely to stay.
There are many experiences that we may have heard of but never acted upon. Engagement after selection and before joining is a crucial period.
Thank you.
From India, Allahabad
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