NCNS

Warehouse and Operations as a Career

Few things disrupt operations more quickly than a No Call, No Show (NCNS).
Whether it’s a missed interview, a new-hire training, an equipment certification, or the first day on the job, a single NCNS can derail productivity, frustrate clients or supervisors, and ripple through the schedule of an entire shift. It’s not a new problem, it’s just becoming more visible, more costly, and more accepted than it used to be. In the light industrial and warehouse world, we’ve learned to expect some drop-off after maybe week one, and a few disappearances around the day 30 or the 60 day mark. But lately, the trend has moved to earlier, before the first paycheck is even cut. I’m Marty here with Warehouse and Operations as a Career and today let’s talk about why this may be happening and what companies and staffing agencies can do to reduce it. It’s not just on us as applicants!

Traditionally, a no call no show meant someone who failed to report to work without notifying their supervisor. In the staffing and HR generalist world today, the definition has expanded to interviews, applicants who confirm a time but never arrive. NCNS to orientation, training, or PIT certifications, candidates who complete onboarding paperwork but skip the class. And NCNS on their BOG or start day, new hires who accept an assignment, get confirmed with the client, and never show up. And then you have the NCNS after week one or month two, associates who vanish after that first full check or after the honeymoon period of the new job. Each version comes with its own cost, and unfortunately, many staffing agencies and employers are experiencing all four.

So why Is This Happening More Often? I don’t think there is a single answer, but several cultural, economic, and communication shifts may be at play. Here’s a few of my opinions.

I think the market has changed in many regions, job seekers have options. A motivated worker can apply to multiple openings online and be scheduled for interviews within hours.
For entry-level light industrial roles, the barriers to applying are low, but the commitment required from the applicant is often equally low. Some candidates see accepting an interview or training slot as just holding a place, not a firm commitment.
If another offer appears first, they may never circle back to cancel.

And I think digital communication has replaced accountability. A generation ago, a candidate would have to call a recruiter or manager directly. That conversation required a degree of respect and responsibility. Today, with texts, emails, and online scheduling portals, communication feels transactional. People can disappear silently.

Recruiters tell stories of applicants who will text on my way and never show up or ghost them entirely after being offered the job.
It’s not always malicious, often it’s discomfort, anxiety, or simple avoidance. That human nature thing I’m always talking about.

Many NCNS events trace back to practical issues, unreliable transportation, last-minute childcare cancellations, or fear of missing other financial opportunities. Warehouse work often starts early, could require travel across town in some of our larger commercial complexes, and can be physically demanding. If a new associate isn’t fully prepared for that reality, or doesn’t have stable support, it’s easier to just not show up than to face embarrassment or confrontation.

For that first-time warehouse associate, the fear of failure can trigger avoidance. The thought of walking into a huge facility, operating equipment, or being surrounded by seasoned workers can intimidate some. Without encouragement or connection, what I call pre orientation by the recruiter or hiring agent before day one, anxiety often will win.

Oh and we can’t ignore the gig economy stuff either. Many modern workers grew up in an environment where flexibility is prized, take the job that feels right today, and move on tomorrow if it doesn’t. That attitude is at odds with the warehouse culture, where consistency, reliability, and teamwork are going to define success. Recruiters and supervisors sometimes assume everyone knows that, but in reality, the expectation has shifted for many, maybe most.

Where was I, oh here. And for employers, the cost is both direct and indirect. Wasted recruiting and onboarding time, every NCNS represents hours of effort spent sourcing, scheduling, and preparing, and all that ad spend. Then we have all the lost production, when one associate doesn’t show up, others must cover and make up those hours. That may mean slower lines or overtime. And Disrupted morale, consistent NCNS patterns create resentment among reliable workers. And the big one for the agencies are the damaged client relationships, each missed start can erode trust with the customer. When no-shows are expected and accepted as part of the game, accountability slowly erodes across the workforce.

I don’t think there’s a perfect fix, but there are strategies that can help us reduce the early ghosting. I think that human connection will always beat automation. Technology is efficient, but relationships create commitment. Like a personal phone call, not just a text or auto generated reminder can help establish a sense of accountability. Before orientation, have a recruiter or coordinator reconfirm details personally, something like We’re excited to see you tomorrow at 9 AM, do you still have that time free? Ask open-ended questions How’s your transportation looking? or Do you have everything you need for tomorrow? Can help. And Express confidence We’re counting on you, this is going to be a great fit. That short conversation can turn a scary transaction into a relationship.

And another quick opinion, I think many candidates drop off because the process feels complicated. If the interview or onboarding system requires multiple logins, confusing links, or long wait times, motivation is going to fade quickly. I think we have to streamline everywhere we can. Combine paperwork steps, offer text based confirmations, and reduce the time gap between application and start date when possible. Every extra day between Yes, I’ll take it and Show up at this time increases the chance of a no show.

And I think our light industrial work can sometimes be undervalued by the very people who rely on it most. A good recruiter should sell the value of the job, stability, benefits, skill growth, and a path to permanent placement. Instead of saying, it’s an entry level position, say this is a get your foot in the door at one of the best distribution centers in town, many of their full timers started exactly where you’re starting. When people feel the opportunity has meaning, they treat it seriously. Or so I believe!

What else did I jot down, I made so many side notes here. Oh yeah. Text reminders the night before and morning of orientation or start date are simple but can be powerful.
Include a name and personal touch, not just a generic Reminder: Your shift starts at 6 AM.
Maybe like, Hi Michele, this is Chris from Belmar, just checking that you’re ready for your 6 AM start at ABC Distribution. There looking forward to meeting you. It sounds human, not robotic, and that makes all the difference.

Now even when associates make it through orientation and their first week, retention remains a challenge! That’s when the next round of no shows can appear, often right after payday or around the end of the first month, or a Monday or Friday!

One of my mentors felt that the first seven days are going to define the relationship. Supervisors should meet every new associate personally, learn their name, and make sure they know where to go and who to talk to. A simple how’s it going so far check in can uncover issues before they grow into a problem. An associate will share if given a chance. Maybe things like transportation struggles, unclear expectations, equipment challenges, or confusion about pay or hours. People are far less likely to disappear when they feel someone notices their presence.

Oh, and speaking of pay. One of the biggest frustrations new hires face and report on is misunderstanding pay schedules or deductions. If a worker expects to be paid Friday and learns mid-week it’s next Friday, frustration can turn into ghosting. It’s important to review pay cycles during onboarding, confirm when direct deposits hit, and explain how to check hours. Clarity builds trust. And don’t wait for 90 days to recognize success. If a new associate shows up every day for the first week, mention it, tell them I appreciate you being here every day this week, that’s how great careers start. After week one, week four, and week eight, schedule short check-ins.
These don’t have to be formal reviews, just conversations. You’re doing well. Anything you’d like to learn next? Do you feel like the job fits your expectations? When workers know their performance is noticed, they may be less likely to vanish.

And here’s another opinion that some my disagree with. Reducing NCNS isn’t just the recruiter’s job or the employer’s job, it’s a shared responsibility. Recruiters or facility managers should stay in touch with supervisors, not just during placement but throughout the first 30 days. A two-minute update can catch red flags. He’s been late twice. She mentioned childcare issues. They seem overwhelmed. I feel that agencies and clients that communicate closely can intervene early and prevent some walk offs.

Now of course all that only works if expectations are transparent. We must explain to candidates that showing up and performing reliably is what leads to full-time placement.
And we should explain to clients that constructive feedback and inclusion help that associate feel part of the team. When both sides honor the spirit of the agreement, conversion rates rise, and NCNS events fall.

I think agencies should measure things like interview-to-show ratio, Orientation, training or PIT certification attendance rate and our day-one NCNS percentage and week-one retention. Trends tell the truth. Data removes guesswork.

Sometimes the issue isn’t attendance, it’s alignment.
If candidates continually NCNS specific shifts, locations, or clients, that’s a signal.
Maybe the pay doesn’t match the physical demands, or the commute is too long. A better fit can reduce ghosting.

The warehouse environment runs on reliability. Forklifts don’t run themselves, trucks don’t get loaded and ship without people, and production doesn’t flow when half the crew doesn’t show.

Reducing NCNS requires bringing back a sense of professional pride to even entry-level work. And I feel we can do that by emphasizing Respect for the opportunity, showing up means something. Stressing professionalism at every level, warehouse associates are skilled tradespeople, not replaceable bodies. Communication is responsibility, if you can’t make it, just say so.

Sometimes it’s as simple as teaching new workers what professional courtesy means in this industry. Many just haven’t been taught.

No Call No Shows aren’t going away entirely, people are people, and life happens. But the frequency we see today isn’t inevitable. I believe that when staffing agencies and employers build relationships instead of transactions, set clear expectations, and treat light industrial work as a career path instead of a placeholder, attendance is going to improve.

At the end of the day, showing up is the first step to success, in warehousing, in business, and in life.
Let’s make sure our teams, our associates, and our applicants know that their presence matters, because it truly does.

Well, there’s a lot more of my opinions on an important topic. It is not all on us as applicants, and that’s my two cents.

Thanks for stopping by and I hope you’ll visit again next week. Until then, be safe in all we do as that is our priority one, always.