“I’ve just been ghosted” is a phrase most commonly used in association with the world of modern-day dating. You may have been “ghosted” yourself or have heard the tales of someone who has been ghosted without explanation.

However, it is not just dating apps where the practice of “ghosting” is prevalent and, in recent times, it has infiltrated its way into the modern world of work.  In competitive job markets where candidates often have a wealth of options and increased scope to negotiate their terms and conditions, workplace “ghosting” has become a trend that is haunting employers across the UK (and not just around Halloween!).

Whether it’s a newly recruited worker failing to show up for their first day of work or a potential candidate not attending an interview, the grisly tale of “ghosting” can come in many forms and, in today’s world of work, there could be a web of reasons for people “ghosting” employers.

A Growing nightmare for employers

In its simplest form, “ghosting” means a sudden and often unexpected end to all forms of communication.  This comes with no real explanation and, more often than not, marks the end of the relationship in question.

In situations of workplace “ghosting”, the somewhat grim reality for employers is that significant management time and resources can be allocated to conducting interviews and going through the onboarding process with potential candidates, only for them to inexplicably vanish without a trace. In a recent study carried out by the Chartered Institute of Personnel and Development (CIPD), around 27 per cent of UK employers have been required to fill vacancies over the past 12 months where new starters fail to turn up to their first day at work. In some circumstances, a worker may even start working for an employer for a short period of time before “ghosting” them.  In such a scenario, the employer will likely have spent time and money training the new recruit and, depending on the role, may have provided them with a uniform and equipment.

“Ghosting”: a dish best served cold

A recent survey found that the hospitality sector was one of the main sectors most at risk of workplace “ghosting”. The frightening truth is that the hospitality sector operates within a particularly competitive labour market, with a wealth of available positions to candidates. Given the wide range of job opportunities, candidates are far less likely to place all their sweets in one bucket. However, the reality is that workplace “ghosting” can happen and is happening to employers in all sectors.  With that in mind, employers should consider the possibility of “ghosting” and how best to avoid it.

Lifting the cloak on “ghosting”

Unfortunately, there is no definitive answer on how best to prevent workplace “ghosting” (or indeed “ghosting” in the dating world!). However, there are some proactive steps that employers can take to reduce the likelihood of this occurring.

In our view, the trick is to treat all potential candidates with respect by keeping them informed about their job applications and making them feel valued throughout the recruitment process.  As part of this process, employers should also be open with candidates about the organisation’s values, benefits and the “perks” of the job.  If someone has queries about what it is like to work at a particular organisation, these should be answered and steps should be taken to alleviate any concerns that the individual might have about the workplace culture, working arrangements or workloads. If a pattern of workplace “ghosting” starts to emerge within an organisation or within a particular team, employers should consider conducting an internal investigation to determine if there are cultural or workplace issues that could be contributing to the problem.  Steps should then be taken to address any such issues.

When drafting employment contracts, an employer may also wish to consider including an ability to clawback or deduct the cost of any training that the worker has attended or, if appropriate, the cost of any uniforms or equipment which are not returned. This may at least assist to avoid further wasted costs if a worker decides to leave employment shortly after it commences.

In theory, these steps should help to improve engagement and retention and leave employers less spooked out by the prospect of “ghosting”. However, if an employer believes they have been “ghosted”, it is important that the organisation does not make assumptions and immediately terminate the relationship. There may be a number of reasons behind a worker failing to make contact with an employer. Accordingly and as a minimum, employers should attempt to make appropriate contact with the worker, establish any reasons for the “ghosting” and follow due process before terminating the relationship.

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