You’ve finally found them. That one person out of a hundred applicants who seems like a great fit. They say all the right things, impress in the interview, and you offer them a trial, maybe even the job.
And then, silence. Ghosted.
Frustrating? Definitely. But, dare we say, avoidable – if we recognise something crucial: Your retention efforts don’t begin on someone’s first shift. They start at first contact.
From the job ad to the interview, every touchpoint shapes how someone feels about working for you. Not just whether they say yes, but how long they stay, how they show up on shift, how they treat your customers, and what they tell their friends.
Your recruitment process sets the tone for an employee’s first 12 weeks, and with a third leaving within that time, getting the fundamentals right before day one is essential.
Let’s tuck in.
It’s Not Just Admin, It’s Influence
Nailing the basics might sound a bit… basic, but trust us, it isn’t.
These small actions before you meet someone speak volumes. It’s not just about helping them be prepared in a practical sense. You are creating opportunities for them to get a feel for what it’s like to work with you and for them to become invested.
Touch points prior to interview – trial shift and first day – show you’re organised, respectful, and serious. And that makes a big difference, especially to the kind of candidates you want to attract and retain. And, if they are communicating back, you know all is well, and they are still invested.
- Confirm the time, location, and duration of the interview or trial shift.
- Send a reminder if you arranged it a few days earlier.
- Share useful info about the business to help them understand what it’s like to work there.
- Let your team know they’re coming, so the welcome feels intentional.
- Offered them a job? It’s crucial to paint a picture of what their first day will look like.
The Interview is a Preview, Not a Test!
The interview isn’t just about deciding who gets the job. It’s also where they decide if they want to work for you.
Be clear about expectations. Be honest about the pay, hours, and challenges. Don’t lowball. People can spot it, and if you’re not straight now, you risk early exits later.
Better to have conversations about remuneration and what’s expected now, so they don’t leave in week three because things aren’t as they expected.
The goal isn’t just to secure a yes. It’s to build trust. And trust leads to commitment.
Preconceptions: The Trap That Skews Good Hiring
Interviewing with assumptions – whether someone is “perfect” or “not perfect, but they might surprise me” – creates an imbalance and tees everyone up for failure.
Let’s be honest: we all gravitate toward people like ourselves. But, affinity bias might lead you to overlook red flags or inflate potential. Meanwhile, someone different, someone brilliant, might never get a fair shot.
Step back and be open-minded so you avoid searching for evidence that backs up any preconceptions you have about the candidate.
So, How Does Bias Show Up in Interviews?
Bias is often invisible, especially when you’re moving fast or just going with your gut. But it can skew decisions in ways that are hard to spot in the moment.
Some of the most common examples:
Affinity bias: Preferring someone because they feel familiar. (“We just really clicked.”)
Confirmation bias: Looking for evidence to back up your first impression. (“I had a feeling about them, and I was right.”)
Halo effect: Letting one positive trait colour everything. (“They were so confident, I loved them.)
Horn effect: The opposite, one flaw dominates your view. (“They were five minutes late, I couldn’t get past it.”)
Name, accent or appearance bias: Judging or making assumptions about someone before they’ve even spoken.
How to Check Yourself
You won’t eliminate bias entirely. But you can reduce its influence with a few simple steps:
Be aware of your instincts. If you “just liked someone,” dig into why. Be consistent. Ask the same core questions of everyone.
Debrief with senior colleagues if you can. Allow yourself to be challenged on your observations, and listen.
Write down your first impressions. Then review them after the interview. Did they hold up?
Slow it down. Fast hiring amplifies bias. Take the time to reflect.
Remember, the best hires come from intention, not instinct alone.
Experience vs Personality – Or Both?
In hospitality, personality is essential. But sometimes you need experience, someone who knows the systems, the pace, the pressure.
The sweet spot? Clarity on your non-negotiables. What do you need now? Where are your team’s gaps? The clearer you are, the better you’ll hire – and the more your team will thank you for it.
Culture Fit vs Culture Add
You know your team’s rhythm. You know what energy works. But if you only ever hire for “fit,” you risk building a carbon-copy culture, one that lacks challenge, diversity, or fresh thinking. Is that going to be good for growth? If, indeed, that’s your focus.
Note, sometimes the best hire isn’t more of the same. It’s the one who brings something new to the table.
CVs: Look Between the Lines
Some people shine on paper. Others… don’t. But a lacklustre CV doesn’t always mean a poor candidate. And a flawless one doesn’t guarantee a great hire.
People leave jobs quickly these days because they’re, rightly, unwilling to tolerate poor culture. They are seeking better, and that’s good. People take career breaks. They move for growth. Gaps in a CV might mean travel, care, reflection, recovery, not unreliability.
The only way to find out? Ask. It’s crucial not to judge.
The Power of a Pre-Interview Chat
Before inviting someone in, have a quick call. Five minutes, no clipboard. Get a feel for who they are.
If they’re not right, be honest. If they are, bring them in.
And always let people know where they stand. A simple message or call shows respect. Ghosting might be common, but it doesn’t have to be your standard. In hospitality, reputation matters. You don’t want to be ghosted, so don’t do it to applicants and candidates.
“I Don’t Need Your Resume, I Talked to You”
If you’ve read our earlier piece on The Bear, you’ll remember Micky’s “interview” with Rita. It wasn’t polished or formal. They talked about food, life, music. They connected. It was a masterclass.
At the end, after he has offered Rita a job, she volunteers her CV. Micky says, “I don’t need your resume, I talked to you.”
It’s imperfect. It’s human. And it’s a reminder: a real conversation can tell you far more than a CV ever will.
Rejection Matters Too
If someone interviews and it’s not right, tell them. Call them. Yes, it’s awkward. But it’s respectful. And in a small industry, being known as someone who gives feedback (even when it’s a no) goes a long way.
You never know, that candidate might be the right fit in a year. Or your future supplier. Or a regular customer.
Every Step Shapes Retention
Each hiring stage is an opportunity to build buy-in:
- The job ad sets expectations.
- The first contact sets the tone.
- The admin shows how organised you are.
- The interview is a chance to really get to know them.
- The offer communicates their value.
- The follow-up shows integrity and eagerness to have them onboard.
And all of it shapes whether someone feels excited, respected and safe before day one, and how likely they are to stay after week twelve.
It also influences:
How they treat your customers
How engaged they are on shift
How they talk about your business to others
Whether they show up
Retention Is a Reflection of Recruitment
The way someone starts will often mirror the way they stay.
If it felt chaotic, they’ll assume the role is too.
If they felt undervalued, they’ll keep one foot out the door.
If they felt respected, they’ll stick around and give you their best.
So if someone drops off during the process, or leaves after three weeks, ask: where did we lose them?
The Bigger Picture
Yes, a good hiring process takes time. But so does covering shifts. So does re-hiring. So does rebuilding trust.
A thoughtful, people-first process saves you time and stress in the long run. It helps you find people who thrive, fit, and stay. Because you didn’t just convince them to take the job – you made them want to stay.
Retention starts at hiring. Not once the uniform’s on.
Need more one-to-one support? Email hello@tonictalent.com
