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Chaitanya Sahoo

Most of time people don't turn up to join the organisation after getting Offer Letter. In this time buying process, organisation kills time without any desired result and simultaneously it affects productivity of the organisation. How can it be checked. Please advice.

From India, New Delhi

Yes , very right the problem is being getting bigger day by day.
To convert selection of candidate in to joining.
Practice of not mentioning CTC or salary structure on offer letter can be followed strictly.
Further, selection of candidate must be tried perfectly with making comparison between -salary/designation/profile/responsibilities which new employer offers as compare to old employer and also the benefit of relocation if any which one would get.
New employer should be on some what higher side always.It will result in to strong willingness of candidate to join the organization for his/her betterment.
Interview process should scan the candidate totally , so that doubt of wrong selection get nullify.

From India, Indore

Dear Chaitanya,
The reasons vary from organisation to organisation and also by the position a person is offered. It's difficult to give a precise answer. The way the question is posed, I wonder whether it is a question set as an assignment on a Masters course!!
Please also check whether your offer letter follows some good practices recommended at

From United Kingdom

Dear HR@Glance
I am not a HR expert like you. I did not understand what you meant by not mentioning CTC or Salary structure. Hence, I did not make any comments.
Please see
I am sure others more knowledgeable than myself about this field will make comments.

From United Kingdom

Dear Chaitanya

I agree with you that the habit with some candidates of beating a retreat in the last moment fritters away the effort,time and money invested by the company in recruiting him.The reasons may be many and the only way to get over the problem is to address the causes.

1) The blame for this situation cannot sometimes be entirely foisted on the candidates.It is also contributed by the employer.For example, some companies do not believe in interviewing etiquette and manners. After the interview is over, they remain uncommunicative with the candidates for a long time, compelling him to step on gas,making him anxious about his selection and driving him to look for other options.If the company, after the interview is over, thanks him for attending the interview and informs him the probable time by which they can communicate the final result about his selection, it calms down his nerves and he will be willing to wait.

2)The HR shall be careful in communicating and behaving with the candidates. If their conduct and communication reflects a casual, indifferent and unpleasant behavior, it sends a wrong signal about the culture of the organisation in the minds of the candidates and they may, in a moment of hesitation, back out in the last moment.

3)As one learned member said, a company some times may not be transparent about terms of employment like salary, probation, confirmation and transfer or prospects of growth,creating confusion in the minds of the candidates,rendering them indecisive.

4)This apart, there will be fence sitters who show the offer letters from the companies and bargain for better terms with the existing employers.Such candidates may not join if they get favorable deal in their existing companies.In another scenario, there may be candidates who target more than one company and then decide on one.The HR or the recruiters concerned shall be

able to distinguish between a candidate who is seriously looking for a job from the one who is smartly looking for a job and call only the serious ones for the interview.This is only an art and needs to be cultivated.

5) If possible, the HR can also maintain a data base containing the names of the candidates who previously indulged in "NO Shows" so that whenever they undertake an interview process, they can verify the names with their data base and avoid calling those whose names figure in the data base.

6) The HR can also add a sentence in the offer letter stating that the candidates shall communicate by a certain date, if they are not willing to join the company and that the company respects their decision

Hope this helps.


From India, Mumbai

For those without a job, you may ask them to join immediately if someone is found suitable. Offer Letter is not a mandatory requirement. You can, in due course of time, issue an Appointment Letter indicating the terms & conditions of service.
For those in service & keen to have an Offer Letter so that they can resign from their present job, let an e-mail be sent by the HR congratulating the candidate for being placed on the approved list. Give a date for joining & mention the documents to be carried. Also state that the salary will be as mutually agreed to during the interview (may introduce this practice of making the candidate sign on the terms & conditions of the job offer).
Remember, you can lay down your own processes, but follow the same meticulously. Be prepared that some may not join, especially those whose interest is merely to get an offer letter to increase their market value. In any case, such people wouldn't stay with you for long even if they join your company.

From India, Delhi

dear chaitanya

firstly we should never forget that we were also candidates for job and went around looking for a job

at times we did have more than one option and had to decide where to join

we have not sinned . similarly a candidate who has an offer from you may have his compulsions, options and decision making

let us not classify all the candidates as bad candidates.

the best method to ensure joining is, detailed discussion before issuing offer letter and also fix the target date of joining .As rightly advised . by a friend member in the forum, do not reflect the package and perks in the offer letter . you can show the package cost to company at the interview and negotiate if required and can inform the candidate that it will be included in the appointment order. This will prevent the offer letter being used as a negotiating tool at other interviews by the candidates. it also should be borne in mind that the reputation of your organisation plays a major role. { when i read the offer letter that was received by my grandson from VOLTAS , i advised him not to have a rethink and go and join the organisation }

as a standby arrangement

you must keep the second in order of merit [ if u follow merit system of selection] ready to receive an offer letter at short notice .


dr ram

From India, Indore
Chaitanya Sahoo

Friends, Thanks a lot for your valuable inputs, These inputs will be great help for me. Hope others who are facing same problem, will get help from these answers. Regagds Chaitanya
From India, New Delhi

Greetings Chaitanya,

The possible causes for candidates not joining a company can be many but I wish to share a few that comes to my mind.

a) The impression that a company creates at the time of conducting the interview. Fearing a poor show of candidates many companies slot several candidates at the same time slot. This leaves candidates waiting for a very long time. During this agonising wait, in some companies none of them bother to offer them water, leave alone refreshments. The embarassment they face to check the location of a rest room etc., creates a poor impression about the company.

The solution to this problem, spend time to speak to the candidate to check his/ her interest and his/ her willingness and convenient time to attend the interview. Then send an e - mail seeking his/ her confirmation to attend the interview at the scheduled time slot. Follow up for his/ her confirmation, speak to him/ her on the day before on the pretext of guiding him/ her to your company (only to find out whether he/ she is likely to turn up for the interview). If he/ she is an outstation candidate you can check with him/ her if any assistance is needed for his/ her accomodation. Once he/ she arrives, allocate a seperate log book for him/ her to enter his/ her name and contact details at the Security office (This log is useful to analyse the number of candidates called vs the number of candidates who have attended and the quality of candidate we have shortlisted and the source of recruitment whether it is job portals, newspaper ads, reference or consultants). This information is useful in choosing the right source for the respective position at later date. Advise a seasoned security person to guide him/ her to the waiting room where the HR greets him/ her and offers him/ her refreshments and checks with him/ her if he/ she wishes to use the rest room facility. The candidate is then advised to fill up the application blank and guided on how to fill up the form (the sequence of presenting the educational qualifications/ experience/ the policy of indicating references, not friends or relatives etc). If there is a likelihood of a delay then the candidate has to be informed and if needed lunch is arranged. Reimbursement of expenses if applicable is done.

Thereafter, communicate to the candidate the status of the interview. In case you are unlikely to select him/ her you may write stating that his/ her profile does not match your current requirement and that you will revert as and when a vacancy suiting his/ her profile arises in the organisation. This is because you may find him/ her not suited for the position you are looking for, but a vacancy may arise that matches his/ her skill sets at a later date.

If you do not find him/ her unemployable, you can politely inform him/ her the skills that he/ she lacks and this feedback is given to improve his/ her skills in future interviews. Generally, when we give such a feedback, I have observed that candidate takes it in the right perspective.

b) You can give an offer letter to the candidate obtain his/ her concurrence on the CTC worksheet and then hand over the offer letter alone without the CTC, this is to ensure that the offer letter is not used as a bargaining tool by the candidate with current employer. The entire offer of appointment is handed over at the time of his/ her joining.

We find that some HR professionals tend to push the candidates too hard to accept the salary structure offered by them and the candidate accepts the offer momentarily. But sooner or later after joining he/ she starts the job hunt again. In some cases as the employer has choice, candidates also have choice and they select the employer who offers a higher CTC. But I will certainly not subscribe the view to offer a substantially higher pay package to the prospective candidate by upsetting the current wage structure that exists in the organisation. Such a move could bring in discontent amongst existing employees.

c) Even when you do not have a vacancy, you may find candidates walking in/ sending in profiles to your organisation. Do not discourage/ trash them. Instead, review these and call them for a discussion if you find the profile is interesting. If you find them good, you can inform the candidate that you do not have a vacancy right now but he/ she will get a call when a vacancy suiting his/ her profile arise in the organisation at a later date. By this way you have created an impression that you have not turned out the candidate when he/ she approached you and he/ she is more likely to join when you call him/ her when a vacancy matching his/ her profile arises in the organisation.

Though there are many other finer aspects like these, I have shared a few of them.


From India, Madras

We have discussed this subject many times here on CiteHR.
Before starting a new thread, please check the previous discussions FIRST. The answers you are looking for are more than likely to be found there.
I have posted many times on the subject of Recruitment and Selection. Everything starts with having a robust R & S process in place, and ensuring all staff are trained in its application.
If you do the Recruitment and Selection correctly, you can avoid most of these problems. You will never eliminate them entirely, no process, no matter how rigourous will mitigate against perverse human behaviour.
I would suggest you carefully examine your process, and review the applications, your interview notes, and the referee reports of the no show candidates. From that, you should start to see where your process is failing, and take appropriate action.
Without a robust process in place, you are just wasting time, money, and energy to achieve the sum total of nothing.

From Australia, Melbourne
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