Hello All,
Recently, we hired a college graduate for the HR team in a recruitment profile. The lady was confident and skillful, having worked as an intern for 9 months in recruitment, being well aware of all the processes and challenges of the role. During the interview, she demonstrated good practical knowledge about the profile, supporting her claim of understanding the position.
However, after joining the organization, she did not come to the office from the next day onwards. When the team tried to reach out to her, initially, she did not answer the calls. On the third day, she responded, citing medical issues and her family advising her against taking the job due to travel requirements, leading to her discontinuation. Notably, during the interview, we had discussed the commuting aspect, and she had stated she was accustomed to it.
We tried to review her first day experiences for any negative responses or demotivating interactions, but feedback indicated everything was positive. One team member even mentioned she appeared happy when leaving the organization.
This kind of behavior has been observed with a few other candidates as well, where they join but then discontinue shortly afterward citing personal or medical reasons without further communication. Despite open discussions during interviews regarding continuity concerns and their agreement, these situations persist.
I kindly request everyone to share their experiences with such cases and any identified causes for this candidate attitude. Additionally, I invite the esteemed members of the Cite HR community to share their opinions and possible remedies to address and prevent such occurrences.
Thanks & Regards,
Deepak Pawar
From India, Mumbai
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6Recently, we hired a college graduate for the HR team in a recruitment profile. The lady was confident and skillful, having worked as an intern for 9 months in recruitment, being well aware of all the processes and challenges of the role. During the interview, she demonstrated good practical knowledge about the profile, supporting her claim of understanding the position.
However, after joining the organization, she did not come to the office from the next day onwards. When the team tried to reach out to her, initially, she did not answer the calls. On the third day, she responded, citing medical issues and her family advising her against taking the job due to travel requirements, leading to her discontinuation. Notably, during the interview, we had discussed the commuting aspect, and she had stated she was accustomed to it.
We tried to review her first day experiences for any negative responses or demotivating interactions, but feedback indicated everything was positive. One team member even mentioned she appeared happy when leaving the organization.
This kind of behavior has been observed with a few other candidates as well, where they join but then discontinue shortly afterward citing personal or medical reasons without further communication. Despite open discussions during interviews regarding continuity concerns and their agreement, these situations persist.
I kindly request everyone to share their experiences with such cases and any identified causes for this candidate attitude. Additionally, I invite the esteemed members of the Cite HR community to share their opinions and possible remedies to address and prevent such occurrences.
Thanks & Regards,
Deepak Pawar
From India, Mumbai
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If you are hiring directly from educational institutes, you should be aware that they are not exposed to the organizational atmosphere and are still in the academic culture. You have to change this first. A thoroughly chalked out induction training program, consisting of 5 days or a week, will help a lot. All of a sudden, or one day, will not be sufficient for this switching over.
Initially, you have to take the help of a trainer who can impart such induction training. After the completion of such a program, new joiners may be asked to spend 2-3 days in all departments/sections so that they can familiarize themselves with the activities and the key personnel in such departments. It is only after that the new joiners may be called back to their respective home department.
From India, Aizawl
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Initially, you have to take the help of a trainer who can impart such induction training. After the completion of such a program, new joiners may be asked to spend 2-3 days in all departments/sections so that they can familiarize themselves with the activities and the key personnel in such departments. It is only after that the new joiners may be called back to their respective home department.
From India, Aizawl
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It seems that the thief is within the ship itself. Somebody should be harassing or demotivating the newcomers. To identify the reasons for their leaving, you should go and meet the person and have a very friendly talk. Then find out what is wrong within your organization. If you do not take initiative, this may even spoil your organization's name.
From India, Kannur
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From India, Kannur
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Hi,
Of late, it has become very common in all industries. The sad reality is that the current younger generation, though not all but the majority of them, is not very serious about their career and also not giving importance to moral principles, just exhibiting the "I don't care" attitude only. The probable reason could be that the candidate might have received a better offer and she might have preferred it, or even long distance could be the reason which she somehow managed during the internship for the sake of completion of the intern period.
Harassment or demotivation cannot be the reason, I feel. If so, she shouldn't have joined your organization after the 9-month intern period.
From India, Madras
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Of late, it has become very common in all industries. The sad reality is that the current younger generation, though not all but the majority of them, is not very serious about their career and also not giving importance to moral principles, just exhibiting the "I don't care" attitude only. The probable reason could be that the candidate might have received a better offer and she might have preferred it, or even long distance could be the reason which she somehow managed during the internship for the sake of completion of the intern period.
Harassment or demotivation cannot be the reason, I feel. If so, she shouldn't have joined your organization after the 9-month intern period.
From India, Madras
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Agree with Madhu.T.K.
Look inside your own organization first. If this has happened more than once, as you appear to indicate, then there is possibly a problem that you need to fix quickly.
One-off we can understand, but if it is happening regularly, then there is a systemic problem that needs closer investigation.
From Australia, Melbourne
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Look inside your own organization first. If this has happened more than once, as you appear to indicate, then there is possibly a problem that you need to fix quickly.
One-off we can understand, but if it is happening regularly, then there is a systemic problem that needs closer investigation.
From Australia, Melbourne
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We are trying to cure a new illness with an old prescription. This phenomenon of leaving the organization within a few days of joining or not joining at all after acceptance of the offer is becoming more and more widespread now. We are trying to cure it with the old medicines.
We need to keep in continuous touch with the new joinee right from the day of posting the appointment. Some successful organizations keep in touch every day and have a dedicated team who will exchange pleasantries and try to gauge the mood of the employee. Many inputs are given about the organization even before the employee joins so that the candidate starts identifying with the organization and is actively engaged. I have seen, this works.
From India, Mumbai
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We need to keep in continuous touch with the new joinee right from the day of posting the appointment. Some successful organizations keep in touch every day and have a dedicated team who will exchange pleasantries and try to gauge the mood of the employee. Many inputs are given about the organization even before the employee joins so that the candidate starts identifying with the organization and is actively engaged. I have seen, this works.
From India, Mumbai
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Thank you to all the members for your valuable feedback, suggestions, and contributions.
I would like to add some more information based on your feedback. We are not hiring directly from institutes. Typically, we hire candidates who have either completed internships for 6 to 8 months or have graduated but lack experience.
Additionally, we have investigated the internal environment for any loopholes or negative impressions from colleagues, but we have not identified any such issues. However, we will continue to investigate further, as Mr. Madhu mentioned, "the thief is in the ship."
We are also working on developing a structured induction plan to familiarize new hires with the organizational environment before they start their roles.
Once again, a big thank you to all the members for your contributions.
From India, Mumbai
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I would like to add some more information based on your feedback. We are not hiring directly from institutes. Typically, we hire candidates who have either completed internships for 6 to 8 months or have graduated but lack experience.
Additionally, we have investigated the internal environment for any loopholes or negative impressions from colleagues, but we have not identified any such issues. However, we will continue to investigate further, as Mr. Madhu mentioned, "the thief is in the ship."
We are also working on developing a structured induction plan to familiarize new hires with the organizational environment before they start their roles.
Once again, a big thank you to all the members for your contributions.
From India, Mumbai
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Campus to corporate is a vital process of transition for all. There has to be a proper orientation program both in college and the corporate induction process in place. There has to be a mentor and hand-holding in the corporate. It is too generic to blame the youth of the day or the lack of maturity or seriousness. Competency may be there, but aptitude has to be inculcated and indoctrinated. Frankly, there is a very poor "have no time" attitude by both campus and corporate. I am not letting the youngster off the hook; let us put the house in order first. How many corporates have proper induction programs? How many have taken time to set the ground rules right? Is there any serious hand-holding or is it learning off the ground, getting knocked and battered? Many placement officers are not clear of the organizational culture of the corporate where placement is done; it's almost a leap of faith joining a job. Attrition will be there. Thank the IT for throwing money for the heck of it. There has to be a gradual performance-based salary enhancement. Going by the CV, an impressive interview jaal is no good. Sweet sugar talk has been mastered by most of the job seekers. There are many loopholes in our recruitment process. Let's pick them first.
From India, Rajkot
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From India, Rajkot
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