1. How have shifting job market dynamics contributed to a rise in behaviors like ghosting interviews or quitting without notice?
The job market has undergone massive shifts since the pandemic, and workers’ priorities have evolved. People are no longer simply seeking a paycheck – they want more from their employer (for example, a healthy work/life balance), and desire jobs that allow them to perform meaningful work that aligns with their values.
Those changing priorities, plus the fact that the post-pandemic job market heavily favored candidates due to talent shortages and high demand for candidates, have empowered job seekers to be more selective about where they work. However, that empowerment can manifest in counterproductive ways, like ghosting interviews or quitting without notice.
Additionally, job seekers have experienced a fair share of ghosting by employers in recent years. In fact, iHire’s research shows that  51% of candidates believe unresponsive employers are a major job search challenge. As a result, job seekers don’t feel employers care about their time and effort, making them more likely to reciprocate the behavior.
2. What impact do early-stage misalignments (like stretching the truth in interviews or on resumes) have on long-term employer-employee trust?
In  iHire’s recent survey, 16.2% of candidates admitted to stretching the truth in a job interview, and 8.9% have lied on their resume. Misrepresenting oneself during the hiring process might offer short-term gains (such as landing the job), but can have long-term consequences, especially if the employer discovers their seemingly ideal candidate is not who they thought. When trust is broken, it is difficult to repair, leading to turnover, decreased morale, and even toxic work environments.
3. Are these controversial behaviors more a reflection of generational differences or a broader shift in workplace expectations and loyalty?
Notably, Â our survey found that Generation Z (the youngest generation in the workplace) is more likely to partake in these behaviors. For instance, 20.8% of Gen Zers have stretched the truth in a job interview, compared to 15.5% of millennials, 15.6% of Gen Xers, and 12.9% of baby boomers, Similarly, 15.3% of Gen Z employees have ghosted an employer by not showing up for an interview, compared to 12.6% of millennials, 12.5% of Gen Xers, and 3.4% of baby boomers. So, yes, there are generational differences in play.
Gen Z may be more likely to lie in job interviews due to inexperience, pressure to stand out, and eagerness to prove employers wrong. In our 2024 Gen Z in the Workforce study, we found that Gen Z believes employers unfairly stereotype them as lazy with poor work ethics. They also believe employers have unrealistic expectations for entry-level job requirements, which makes it difficult for them to get a foot in the door.
It’s also possible that growing up in a digital culture has influenced this behavior. With social media, self-presentation often blurs with self-promotion, and the lines between aspirational and actual can get fuzzy.
4. With remote and hybrid work becoming standard, how is professional etiquette evolving — and where should companies draw the line?
Remote and hybrid work have distorted traditional boundaries and reshaped expectations around availability, communication, and accountability. Professional etiquette hasn’t disappeared; it’s evolving. However, every company is different. Depending on their culture and employer brand, each organization needs to define, communicate, and model clear expectations for professional etiquette. If they must set boundaries, they should draw the line at behaviors that hinder trust, prevent collaboration, or compromise performance.
5. What steps can organizations take to better align candidate expectations with culture and policies during the recruitment process?
Start with the job posting, which is likely a candidate’s first touchpoint with your employer brand. Be clear about the requirements for the role, expectations for employees, and details about your company culture, including your mission and core values. Ensure your careers page, social media channels, and other recruitment marketing materials accurately reflect your employer brand so candidates researching your organization know exactly what they are getting into.
As candidates move through your funnel, continue to enforce those expectations while communicating candidly and respectfully (no ghosting!) with each applicant. Use realistic job previews (for instance, work sample tests and job shadowing), share positive employee testimonials, and hold panel interviews with people from various departments to give front-runner candidates an idea of what it’s truly like to work at your company.
Lastly, asking for candidate feedback – including feedback from those you don’t ultimately hire – about your recruitment process can help you bridge gaps and improve alignments in the future.
6. Do you believe that younger generations view work commitment differently — and how should employers adapt their engagement strategies accordingly?
In our research, we’ve found that younger professionals often view work through a lens of purpose, flexibility, and personal development rather than permanence. That doesn’t mean they’re less committed; it means they’re committed in a different way. Employers who want to engage younger talent need to invest in purpose-driven work, advancement opportunities, and inclusive environments. Engagement isn’t about ping-pong tables and free pizza anymore; it’s about empathy, empowerment, and personal and professional growth.
7. How can employers balance compassion with accountability when responding to behaviors like ghosting, second jobs, or resume embellishments?
Compassion and accountability aren’t mutually exclusive. They’re both essential to a healthy workplace and an effective recruitment process. Employers need to understand why these behaviors are happening, first and foremost, and then take a proactive approach to mitigating the issue. Setting and communicating expectations upfront, seeking feedback from employees and candidates alike, and treating everyone with respect go a long way.
Most importantly, turning to your core values can help strike the right balance between compassion and accountability. Your core values should guide everything you do – how you create and enforce policies, provide feedback, conduct disciplinary action, put your people first, and more.
