By Dr. John Sullivan, Head and Professor of Human Resource Management College of Business, San Francisco State University

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Going to an interview is a daunting task. Even the most qualified sweat at the possibility. Equivalent to going to the dentist it's not surprising that may firms experience a high "no show" rate. Part of the problem is a result of low unemployment rates. Low unemployment means applicants can easily find other jobs if they "blow" this one. But there are other company controlled reasons why some firms have almost zero rates while others exceed 15%. I will show how to reduce the no-show rate in this piece.

Consequences of No-Shows to a firm

• Managers get frustrated and begin to put hiring on the back burner.
  
  
• Having to add additional names to the interview list
  slows up the hiring process.
  
  
• Assumptions are made that the "no-shows" are bad hires even though there is no proof no-shows are unreliable employees.
  
  
• No-shows may rely on public transportation which could have diversity impacts

Factors that increase No-Shows

Most recruitment systems were designed during times when applicants were "desperate" for jobs. As a result many are arrogant in the way they treat applicants. Some of these "customer service from hell" factors contribute to the no-show problem.

• Most recruits are "strangers" to the firm recruited from the paper. They do not have any relationship with the firm so they have no loyalty. A clerk might have set up the interview so there is no personal relationship with any person.
  
  
• They are not told what will happen so they have nothing exceptional to look forward to.
  
  
• They don't know how qualified they are so they have a low expectation of actually getting hired.
  
  
• There are no consequences for being a no-show.
  
  
• Most interviews are scheduled during work hours so their in ability to get off work might be a cause of their not showing.
  
  
• In an Internet world some resumes are pulled off the net. As a result after an initial call and a "yes" applicants often change their mind. This is because the never specifically targeted the firm and after some thought/ research they decide not to follow through.
  
  
• Many don't have time to update their resume and they are afraid to show up with an old one.
  
  

How to improve your "show" rate

• Build a personal relationship with an individual so they look forward to meeting a real person.
  
  
• Give them a schedule of who they will see (with titles and roles) so they know who they will meet and why.
  
  
• Tell them what they will be asked so they feel comfortable with the process and know what to prepare for. Send them a job description, company information. Anything to increase their interest in the job.
  
  
• Excite them by telling them about the projects they will work on. Tell them about the team and team successes.
  
  
• Put some "WOW's" in the process so they are excited about the process and the job.
  
  
• Educate them about their "prospects". Let them know if they are on the short list and what you like about them.
  
  
• Contact "no-shows" to find out why. Fix the process or attempt to learn to predict who is most likely to be a no-show (college students from a certain major, low paying jobs, etc.).
  
  
• Tell them up front how a now show impacts the firm so they know the consequences of their actions.
  
  
• Make it easy to call and cancel or reschedule in advance of the interview time.
  
  
• Tell them you will reimburse them for travel expenses when the arrive (for low paying jobs).
  
  
• Remove as much uncertainty as possible so they lose their fear of showing up (tell them about parking, traffic, how to dress, what to bring, etc.). Send them a map.
  
  
• Tell them they don't need an updated resume.
  
  
• Stop interviewing. Invite them in to have an informal conversation
  about themselves and their ideas. Tell them they will get a tour
  and you will answer their questions.
  
  
• Schedule interviews after hours, during weekend or
  off site (in the suburbs or close to their work).
  
  
• Call or send e-mail reminders the day before and the day of.
  
  
• Call no shows and "forgive" people in hard to hire areas,
  well qualified applicants.
  
  
• Offer them lunch or other enticements.

© November, 1998

by Dr. John Sullivan

Click here to email Dr. Sullivan
Head and Professor of Human Resource Management
College of Business, San Francisco State University

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