Ghosting - the act of cutting off communication without warning - has long been a feature of personal relationships, particularly in the digital age.
But what was once confined to dating apps and social circles has now infiltrated the workplace, creating challenges for organisations, employees, and job seekers alike.
As an organisational change consultant, I see the impact of ghosting on professional environments, where it erodes trust, accountability, and engagement.
It also adds an inertia to daily business that is irksome to employees who actually want to be productive.
Ghosting first gained traction in emotional relationships, as digital communication made it easier to disengage without confrontation.
Gen Z, having grown up in an era of instant connectivity, is more likely to ghost than Millennials or Gen X, citing conflict avoidance and emotional overwhelm as key reasons.
This behaviour has since seeped into professional life, with ghosting now commonplace in recruitment, employment, and customer relationships. One of the biggest problems occurs in hiring.
Increasingly, candidates disappear mid-process, fail to show up for interviews, or even accept offers and never start.
At the same time, many companies have been equally guilty of ghosting applicants, leaving them without feedback or closure.
The result? A breakdown in trust that damages employer branding and candidate engagement.Inside organisations, ghosting manifests in subtler but equally disruptive ways.
Employees ignore follow-ups, disengage from difficult conversations, or quit without notice.
The damage goes beyond inconvenience; it signals weak psychological safety and a culture where avoidance replaces accountability.
Major organisations are starting to acknowledge the problem. According to research by Indeed, 83% of companies report experiencing ghosting by candidates or employees, with two-thirds seeing an increase in this trend.
The Society for Human Resource Management (SHRM) also warns about the reputational damage caused by ghosting, urging businesses to foster a culture of transparent and respectful communication.
So, what’s the solution? Like many things, it starts with leadership.
Organisations must actively build cultures where open dialogue is encouraged, difficult conversations are normalised, and professional courtesy is non-negotiable.
Leaders must model clear communication, ensuring no one is left in limbo - whether a candidate, colleague, or client.
Chris Harrison leads The Brand Inside