A candidate says yes, and on the first working day nobody turns up. In hospitality this happens more often than in many other sectors, because candidates often have several interviews running at once. Read what to arrange in the weeks between acceptance and first shift, so the new hire actually starts.
8 October 2026
There are often one to four weeks between acceptance and the first working day. In that time a candidate can receive another offer, have doubts about travel time or shifts, or simply hear nothing more from you and assume it is not going ahead. The longer that period stays quiet, the more likely someone is to drop out.
You prevent most of it by keeping the period short, clear and personal.
• Short confirmation: send a message the same day with role, start date, hours, pay and contract type, as agreed in the interview.
• Contract ready quickly: a contract that only arrives after two weeks leaves room to keep looking. Send it within a few working days.
• One point of contact: name one person, with name and phone number, the candidate can go to with questions.
• First week's schedule: share the shifts for the first week as early as possible, with start and end times.
• The first day in concrete terms: what time, which entrance, who to report to, what to wear and whether a meal is provided.
• Practical matters: uniform and sizes, locker, parking or public transport for early and late shifts, and which documents to bring.
• One or two moments: a short call or message halfway through the waiting period and a few days before the start is enough.
• Show something: a short tour beforehand, a meeting with the department head or an invitation to come for a coffee makes the job concrete.
• Take questions seriously: doubts about travel time, shifts or childcare often only come up after acceptance. Discuss them straight away; a small change in the schedule can make the difference.
The shorter the time between yes and start, the less room for another offer. If the candidate can start earlier, for example because their current job has already been resigned from or there is no notice period, plan the first shift as soon as you can welcome someone properly. If the candidate still has to work a notice period, keep in touch especially during those weeks.
• Keep the runner-up: do not let the second suitable candidate go straight away. Thank them and ask whether you may contact them if something changes.
• Do not build the first shift on the new hire alone: schedule the first days so the department runs even if the new hire does not show up.
• Ask for the reason: if someone cancels, briefly ask why. If the same reason keeps coming back, such as pay, travel time or shifts, the problem is more likely in the vacancy than in the candidate.
• Was the acceptance confirmed in writing the same day with role, start date, hours and pay?
• Was the contract sent within a few working days?
• Does the candidate know who their single point of contact is?
• Have the first week's shifts and the practical details of the first day been shared?
• Has there been contact halfway and just before the start?
• Is the runner-up candidate still reachable?
• Does the department run during the first days even if the new hire does not come?
AXXAZ Hospitality places reliable hospitality professionals with hotels across Europe, including when a new hire drops out shortly before the start and the shift still has to be covered. With a clear staffing brief (period, hours, shifts, languages, start date) we can move quickly. Get in touch if you would like a placement or temporary cover for an open role.
Confirm the acceptance the same day, send the contract quickly, share the first shifts and practical details in advance, keep in brief contact until the start and make sure the department runs if someone still does not come.