It is a hardcore reality and is the biggest nightmare at least in small and medium firms in IT industry.
There were experiments earlier by big and small IT firms but we can not project those as full solution.
- A company started 3 year training and integrated diploma for graduates in early 90's
- A pioneer in cloud technology selected 100s of +2 students and taught a very specific technology stalk and inducted
- A company offered all time high referral incentives for employees to bring good talent
However with my limited experience in junior and middle level guys in IT interviews, my take is here
1. The end to end hiring process require some more fine-tuning and careful planning. A Product Manager can not expect 3 BAs and 2 UX join the team in 4 weeks when your company can not afford a dedicated technical recruitment team.
2. Hiring can not be hijacked by one guy in the panel. The common objective of the hiring should be justified across the process.
3. Do not begin hiring without a fixed job profile (Some smart chiefs do hiring to please some angels) and it is quite unlikely to see a job analysis in many small and medium IT companies.
4. In one of my friends' company, a guy has turned up on shorts for a Pre-sales job for a ERP Manufacturing for MENA. As a recruiter, my friend after interview made notes to the panel regarding attitude - No proper attire. Also put remarks that the candidate is on his 4th job in 3rd year. Other than his branded BTech+MBA, he is a big fan of iPhone and Mac (He asked during interview itself whether company gives Mac Book to him or not). However the panel ignored the remarks and went ahead and hired. The guy has not joined and given a reason that his company decided to send him onsite. So we have to follow a common process and do not get carried away with inferiority (to home brand) and gut feel alone.
5. Who is responsible for the candidate not to join - HR
HR is accountable for the hiring policy, right?. Why they have allowed to put loop holes?.
HR Interview is a serious affair and today, how many HR guys will have the rights to reject a candidate if there is a genuine reason to do so. If HR is not there and CEO or another top manager is taking care of this function, then he is responsible for the whole mess.
6. If the selected guy is the right person, without any follow up he/she will turn up for joining. Otherwise, whatever you do, the candidate will tell hundreds of reasons not to join. This is my experience in IT industry.
7. The only sustainable solution is to offer the right candidate (if the offered guy is not joining means you have offered job to a wrong guy !!!). Get more insights from recruitment process, study the patterns, get more seasoned interviewers on the panel, focus on the attitude of the candidate, understand and evaluate human beings and their communication in all aspects. You may employ recording the interviews, study the social media profile and interests of the candidate, psychometric profile etc. There is no algorithm to come up with a proper fix - experiment, analyse, improve, experiement, finally fix it.