A Clemson University professor says employers who “ghost” job candidates are causing long-lasting damage to their companies.

Philip Roth, Trevillian Distinguished Professor in the Wilbur O. and Ann Powers College of Business , has earned national recognition for new research examining a growing problem in the modern job market.

The research explores what happens when employers abruptly stop communicating with job candidates after in-person interviews, without explanation or closure. While ghosting has become a familiar term in dating and online culture, Roth said it has increasingly become part of the hiring process as well.

“I think technology allows organizations to treat people like commodities,” Roth said in a university news release. “We used to expect fair and equitable interpersonal treatment from organizations when they conveyed how well a person performed in the interview and whether the applicant moved on to the next step of the selection process. This led to feelings of being treated justly. Post-interview ghosting is going in the other direction.”

The study found that the effects on applicants are not mild inconveniences or temporary frustrations. Instead, ghosting produces powerful and lasting anger-based emotional reactions that can damage an organization’s reputation and future hiring efforts, Roth said.

Roth and his co-authors — Clemson doctoral students Hyunji Suh and Emily Ferrise, along with collaborators from other institutions — conducted two studies examining how applicants respond after being ghosted following in-person interviews. Their larger study surveyed 390 U.S. working professionals, many of whom had experienced ghosting during recent job searches.

The researchers found that applicants who were ghosted perceived organizations as significantly less fair and less respectful. Those feelings often evolved into what the study describes as “ressentiment,” a cluster of emotions including anger, resentment and hostility.

Those emotions had major downstream effects, according to the research.

Applicants who experienced higher levels of resentment viewed organizations more negatively and were substantially less likely to pursue future employment opportunities with them. At the same time, ghosting increased the likelihood of retaliatory behavior and even schadenfreude — taking satisfaction in an organization’s misfortunes — increased in likelihood.

“Our study directly addresses how the applicant thinks about the organization’s reputation, whether they would reapply in the future, so organizations could be diminishing their own applicant pools in the future,” Roth said. “We also talk about the dark side. Do people want to do things like complain to the organization just to take up time and get back at them?”

One of the study’s most striking findings was the magnitude of the effects.

“If you look at the relationship between ghosting and organizational image, ghosting and intent to pursue, retaliation and schadenfreude, these are big effect sizes by social science standards,” Roth said. “It’s not like people feel a little bit more this way. The effects are powerful — far stronger than I thought they would be.”

The research also suggests the damage does not quickly fade. The study found little evidence that applicants simply “get over” being ghosted as time passes. In some cases, especially among college students, negative feelings actually intensified over time.

“I think these negative emotions last for a long, long time,” Roth said. “Companies may think time heals all wounds, but those feelings of injustice and those negative emotions, they stay.”

The findings point to significant consequences for employers, particularly at a time when organizations compete aggressively for talent and increasingly rely on employer branding to attract applicants.

Roth said one of the clearest takeaways from the study is that organizations can protect themselves from many of these negative outcomes through something relatively simple: respectful communication.

The study found that informational justice — communicating clearly and promptly with applicants, even when delivering disappointing news — was related to improved organizational image and applicants’ willingness to apply again in the future.

“Be civil, be gracious,” Roth said. “In this day and age, you can craft a nice ‘thank you, but no thank you’ letter that doesn’t put your company in a negative light. Stop making excuses and just be civil and gracious.”

He added that organizations that communicate respectfully may gain an advantage in a hiring environment where ghosting has become increasingly common.

“They insulate themselves from a tarnished image,” Roth said. “The applicant is more likely to reapply in the future, and we know in HR that the bigger the applicant pool, the more likely you are to find a better fit.”

Roth teaches organizational behavior and human resource management in the Wilbur O. and Ann Powers College of Business. He is a fellow of the Academy of Management, the American Psychological Society and the Society for Industrial and Organizational Psychology.

Roth’s paper, “Post-Interview Ghosting Casts Dark Shadows on Applicant Reactions,” was selected as one of the top papers accepted for presentation at the 86th annual meeting of the Academy of Management, which will be held July 31-Aug. 4 in Philadelphia.

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COVID did something to us that a decade of wellness programs never could. It forced us to look directly at our own mortality and ask, with unusual honesty: is this how I want to spend my time?

That question did not stay at the dinner table. It followed people into their offices, their Zoom calls, and their one-on-ones with managers who had no idea it was coming. The result is a workforce that is no longer content to simply be employed. They want to be growing.

And here is where most leaders get it exactly wrong.

When they sense dissatisfaction, they reach for salary. It is the default lever, the one that requires no vulnerability, no real conversation, and no self-examination as a leader. Throw money at it. Problem solved. Except it is not solved. It is postponed.

The research on this is not new, but it keeps getting ignored. Daniel Kahneman’s foundational work identified a threshold around $75,000 (roughly $115,000 in today’s dollars) beyond which additional income produces diminishing returns on life satisfaction. More recent studies push that number closer to $500,000. The specific figure matters less than the underlying truth: there is a ceiling. Money has a law of diminishing returns, and your compensation strategy almost certainly hit it before you realized it.

What does not have a ceiling is progress.

Behavioral science has consistently found that the feeling of making meaningful progress — on a skill, a project, a career or yourself — is one of the most powerful drivers of motivation and engagement that exists. Not comfort. Not perks. Not even recognition. Progress. And yet it is the thing that leaders talk about least and invest in most sporadically.

I was working with a client recently. Small organization, tight budget, and a high performer who was maxed out on their salary band and still unhappy. The manager could not figure it out. They had given everything the compensation structure allowed.

I asked the manager a simple question: what does this person want to get out of their time here?

Silence.

Not because they did not care. Because the question had genuinely never been asked. Not well enough. Not directly enough. Maybe not at all. The employee had been investing years in an organization that had never thought to ask what they wanted in return, beyond a paycheck.

That is not a compensation problem. That is a leadership problem.

Most companies spend enormous energy measuring employee satisfaction and tracking retention metrics. These are lagging indicators. They tell you what already happened. The leading indicators, the ones that actually predict whether someone will stay engaged and perform, are things like: do they feel they are growing? Do they have access to stretch opportunities? Are they being challenged at the edge of their current capabilities? Does their manager even know what they are trying to build in their career?

If you cannot answer those questions for your top five people right now, you have a gap worth closing.

You do not need a new HR system or a consulting engagement to start fixing this. You need 30 minutes and the willingness to ask better questions.

Block time with one of your top performers this week. Ask them: what keeps you here? What do you love about this organization? What do you wish were different? What skills are you trying to build right now, and are you finding any support for that here?

Those questions do two things simultaneously. They surface information you cannot afford to not have. And they send a signal that you cannot buy with a bonus: I see you. I want you to grow here. Your ambitions matter to this organization.

Some employees want stretch projects. Others want more visibility across the organization. Some want structured skill development. Some simply want to know there is a path forward. You will not know which until you ask. And when you do not ask, you default to salary negotiations and exit interviews.

The companies that are winning on culture and retention right now are not necessarily the ones with the biggest compensation packages. They are the ones where leaders pay close enough attention to know what their people are actually reaching for and then find ways to put it within reach.

That is not a budget line item. It is a leadership practice. And it starts with a single conversation you probably should have had months ago.

Jaime Raul Zepeda is the executive vice president at Best Companies Group, where he helps organizations build cultures that drive performance and retention. He has spent his career at the intersection of people strategy, revenue growth, and workplace experience at companies including Great Places to Work and LinkedIn. Want to connect? Find him on LinkedIn here: https://www.linkedin.com/in/jaimezepeda/

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SOCO Gather opened at Gather COLA this week 2191 Pickens St. in the city’s BullStreet District.

SOCO is a locally owned, community-driven workspace operator with 200 members and two existing locations in the Columbia area, including the Gather location effective Feb. 26. At Gather COLA, SOCO intends to build and support a vibrant community of professionals in nearly 9,500 square feet of coworking, private offices and social and event space.

SOCO Gather offers flexible work environments designed for creators, entrepreneurs and working professionals, with amenities and community at the forefront, according to a news release. SOCO Gather will be the first workspace of its kind located inside the Gather food hall.

“Here’s what we know. People deserve to do work that is meaningful, with people that support them in incredible places that feed their mind, body and soul,” Greg Hilton, SOCO’s cofounder and managing partner, said in the release. “SOCO Gather will be steps away from one of the coolest entertainment and social venues in the city. You just can’t get that anywhere else.”

SOCO says the workspace will feature a range of amenities designed to enrich the BullStreet District and the city’s growing creative, entrepreneurial and cultural scene, including:

• 9,500 square feet of workspace
• 24 private offices
• Three coworking areas
• Three meeting rooms
• 1,000 square feet of outdoor workspace
• Murals and artwork featuring Ija Charles
• 10 micro-restaurants at Gather COLA
• A craft cocktail lounge (Remedy) and a craft beer bar (Session)
• 24/7 access, high-speed internet, and complimentary coffee and tea.

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The Lantern Columbia brings new life to an old fire station, and a new way of life to some of its employees.

The 59-key boutique hotel opened Jan. 21 in the heart of the city’s Vista neighborhood, bringing a new purpose to the historic Columbia Central Fire Station while pioneering a model of inclusive employment, according to a news release.

The hotel was brought to life by Raines, a hospitality management, development and investment company based in Florence with a regional office in Charleston.

The company says The Lantern Columbia is a signature property in Raines’ Woven portfolio of unique lifestyle hotels — an upscale accommodation with a purpose-driven destination. Through a partnership with the University of South Carolina’s College of Hospitality, Retail and Sport Management and the CarolinaLIFE program, the hotel provides meaningful career pathways and gainful employment for individuals with intellectual and developmental disabilities, the news release said.

“The Lantern Columbia represents the future of what we call ‘intentional hospitality,’” David Tart, Raines managing partner, said in the release. “We’ve taken a cherished local landmark and transformed it into a space that serves both guests and the community in truly remarkable ways. The collaboration between seasoned hospitality veterans, future hospitality leaders, and the students from CarolinaLIFE creates an atmosphere of genuine warmth that is unlike anything else in the market.”

The property’s adaptive reuse efforts were led by Raines Development, with architecture by Garvin Design Group and construction by Mashburn Construction. The design honors the building’s legacy as a firehouse while introducing modern, boutique luxury, the release stated.

At the heart of the property is Ladder 13, a restaurant serving cocktails and Mediterranean-inspired fare with Lowcountry spirit, according to Raines. The food and beverage program was created by Kevin Johnson, a James Beard Award nominee with strong ties to the University of South Carolina and known for his restaurants, The Grocery in downtown Charleston and Lola Rose in Mount Pleasant.

Leading the team at The Lantern is General Manager Rick Hayduk, a 35-year hospitality veteran with a specialized background in mission-driven leadership. Hayduk previously served as the opening GM for The Shepherd Hotel in Clemson, where he worked with the ClemsonLIFE program to create an employment model in which just about 30% of the staff were comprised of individuals with disabilities. Under his leadership, the hotel achieved a top 1% guest satisfaction ranking among 100,000 Expedia hotels.

“The Lantern Columbia’s guest experience is defined by the unique culture we are building within these historic walls,” Hayduk said in the release. “Having our team made up of local hospitality professionals, local individuals with disabilities, USC’s Hotel, Retail, and Sports Management students, and CarolinaLIFE students is a first, anywhere. We think it will portray the best of Columbia. Our ambition is to have guests of The Lantern and the patrons of Ladder 13 leave inspired, aside from having an incredible stay or dining experience.”

For Raines, the opening of The Lantern is a milestone that goes far beyond adding another property to its portfolio. “This project is personal proof that high-end hospitality and meaningful community impact are not mutually exclusive,” Grey Raines, Raines managing partner, said in the release. “Seeing the historic Central Fire Station revitalized is incredible, but seeing our team — comprised of seasoned professionals and eager students from the HRSM and CarolinaLIFE programs — working side-by-side is the true achievement. We’re opening minds to what inclusive leadership looks like, right here in the Columbia community.”

A grand opening is planned for March 2026 but the hotel started booking on Jan. 21.

Raines has 55 hotels and 5,949 keys throughout the Southeast, including notable boutique hotels such as Hotel Theo in New Orleans, The Foundry Hotel in Asheville, and Hotel Florence in the company’s hometown.

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Pennsylvania-based Voodoo Brewing Co. is set to open in the Midlands.

The taps are about to flow on Main Street as Voodoo prepares to open at 102 W. Main St., Suite A, in the heart of heart of downtown Lexington.

Owned and operated by retired U.S. military veteran Dawu Bowman, the new brewpub will offer more than award-winning craft beer, a news release stated. With a full-service kitchen, family-friendly atmosphere, and a 1,000-square-foot patio, Voodoo Brewing Co. Lexington aims to become the community’s go-to gathering place for great food, live entertainment, and Gamecock football.

“We’re not just opening a brewery — we’re building a place where the community can connect,” said Bowman in the release. “Lexington deserves a spot that feels like home — where families can share a meal, friends can watch the game, and everyone can raise a glass to what makes this town special.”

The new location will feature a rotating selection of Voodoo Brewing Co.’s craft beers, brewed in Meadville, Pa., alongside a menu of elevated pub fare developed locally for the Lexington community, the release stated. Guests can expect signature burgers, shareable appetizers, and seasonal specials that pair perfectly with Voodoo’s flagship brews like Good Vibes IPA and Voodoo Love Child.

In addition to beer and bites, Voodoo Brewing Co. Lexington will host weekly events including trivia, karaoke and live music. With football season underway, Voodoo Brewing Co. Lexington will also serve as a Gamecock watch party headquarters, combining the excitement of the season with great food, cold beer and local camaraderie, the release stated.

The grand opening celebration at 11 a.m. Nov. 7 will feature a ribbon cutting with the Lexington Chamber of Commerce, live entertainment, giveaways, and a first look at the brewery’s full menu. An evening celebration will be held from 5 to 9 p.m.

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A Florida-based human resources firm is expanding in the Southeast with a new location in downtown Greenville.

Landrum is set to open a new office in Greenville, expanding the company’s presence in South Carolina and reinforcing its commitment to supporting local businesses, a news release stated.

The new office in Poinsett Plaza at 104 South Main St. will officially open on Sept. 1, according to the release. With this expansion, Landrum will offer Greenville businesses enhanced access to its full suite of HR services and expertise, backed by over 55 years of industry expertise, the release stated.

“We’ve had the privilege of supporting clients in the Greenville area for many years, and opening a local office allows us to deepen those relationships,” said Britt Landrum III, CEO of Landrum, said in the release. “This new office strengthens our ability to respond quickly and personally to the evolving needs of local employers. We’re excited to become a visible part of the downtown community and to create a space where our clients can connect, collaborate, and find solutions to the challenges they face as employers.

“We look forward to celebrating this new chapter with the Greenville Chamber at our ribbon-cutting on September 18th.”

Headquartered in Pensacola, Fla., Landrum continues to grow its footprint across the Southeast, with additional announcements expected later this year.

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A national staffing brand has opened its first location in the Upstate.

AtWork has opened at 101 Verdae Blvd., Suite 140 in Aston’s Verdae Village shopping complex, according to a news release. It is locally owned and operated by Jason Grant, a seasoned entrepreneur with plans to open another location in Spartanburg at a later date.

As a first-time franchise owner and former global Fortune 100 human resources executive, Grant brings extensive experience across the manufacturing, technology and service industries, the release stated his experience in both hands-on roles and executive HR leadership provides him with a well-rounded understanding of what local businesses need and what job seekers can offer.

Grant is a longtime resident of the Carolinas, earning his undergraduate degree from Furman University and a master’s in human resources from the University of South Carolina’s Darla Moore School of Business, according to the release. He is also a member of Furman’s 1988 national championship football team.

“Greenville is a dynamic and growing community, and I’m excited to bring AtWork’s proven staffing solutions to the area,” said Grant in the release. “With my background in human resources and deep ties to the region, I have a unique understanding of the challenges businesses face in finding the right talent and the importance of connecting job seekers with meaningful opportunities. Our team looks forward to building lasting relationships with local businesses and job seekers alike, and we are eager to expand to Spartanburg in the future.”

For more than three decades, AtWork’s mission has been to connect people with jobs and jobs with people, the release stated. With more than 100 locations nationwide, AtWork puts nearly 50,000 individuals to work each year in administrative, light-industrial, accounting and finance, hospitality, IT and management-level positions at some of the nation’s largest and most recognizable companies.

“We’re proud to open our doors in Greenville and provide a trusted resource for both job seekers and growing businesses to turn to for staffing solutions,” said Jason Leverant, president and chief operating officer of AtWork. “AtWork Greenville will be a key asset in helping employees thrive, businesses prosper and communities flourish. Jason Grant is the ideal partner to champion our mission and bridge the gap between job seekers and employers in the community he proudly calls home.”

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In late February, a directive from Elon Musk ricocheted through corporate America: “Email me the five things you did this week by Friday EOD.” The memo, blunt and unadorned, ignited a firestorm about workplace accountability. But in our rush to either condemn or defend, we’re missing the real story.

The problem isn’t accountability — it’s how we pursue it.

Musk’s email carries an unmistakable subtext: “Prove you deserve your paycheck.” This approach exemplifies corporate America’s most persistent delusion — that policy can correct culture. Companies craft elaborate systems to catch the 5% of underperformers while subjecting the productive 95% to a bureaucratic tax of suspicion.

The math doesn’t work. When organizations optimize for the lowest performers, they create drag on their highest performers. Each “prove yourself” demand saps energy that could be directed toward innovation and execution.

Microsoft research reveals that 85% of managers doubt their teams’ productivity. This uncertainty stems from multiple sources: remote work challenges, underdeveloped management skills and fundamental trust deficits. Rather than address these root causes, leaders too often reach for blunt instruments like Musk’s five-item confession booth.

The mirror test

Before demanding accountability from your team, try this one-minute exercise: Without preparation, list the five specific actions each team member should prioritize to excel in their role.

If you’re stumbling, the accountability problem isn’t with your team — it’s with you.

Clarity precedes accountability. Always. No exceptions.

Want genuine accountability? Start here:

Reset role expectations — even for veterans. Make observable behaviors and metrics the centerpiece of performance discussions. Create psychological safety for clarifying questions by designating a “devil’s advocate” in your next meeting who can model the art of seeking clarity.

Unsure where you stand? Implement a proper employee engagement survey. Companies like Best Companies Group have helped thousands of organizations diagnose and address these exact issues. Go here to start a conversation on how we can help.

Anti-Musk approach

Cultivating accountability isn’t about Friday email reports or performative productivity. It’s about creating conditions where excellence is both expected and achievable.

Great leaders don’t demand proof of work — they create clarity about what matters, why it matters and how success will be measured. Then they get out of the way.

The next time you’re tempted to implement a sweeping accountability measure, remember: big problems require deep thinking, not panic-induced policies. But better yet — prevent the problem entirely through clear, consistent communication from day one.

When leaders fail to communicate effectively, eventually they’re reduced to counting widgets — or worse, demanding Friday email confessionals. Don’t be that leader.

Jaime Raul Zepeda is executive vice president, principal consultant for Best Companies Group and COLOR Magazine, part of BridgeTower Media, the parent company of SC Biz News. Wondering whether your organization is on the right path to win? Talk to us at Best Companies so we can analyze your organization’s health, your team dynamics, and your leadership’s effectiveness. He can be reached jzepeda@bestcompaniesgroup.com.

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Human Potential Advisors’ president and founder, Traci Newkirk, was recently named one of Enterprising Women magazine’s 2025 Enterprising Women of the Year —one of the most prestigious recognition programs for women business owners, according to a news release.

Headquartered in Greer with a growing client base, HPA works to transform company cultures by overcoming obstacles and equipping individuals and teams with the tools they need to reach their full potential, the news release said. Honorees will be recognized at the 23^rd Annual Enterprising Women of the Year Awards Celebration & Conference, in Nashville from March 27-29 at the Grand Hyatt Hotel.

To win, nominees must demonstrate that they have fast-growth businesses, mentor or actively support other women and girls involved in entrepreneurship and stand out as leaders in their communities, the release stated. Many of the honorees also serve as leaders of the key organizations that support the growth of women’s entrepreneurship.

“The recipients of the 2025 Enterprising Women of the Year Award represent an amazing group of women entrepreneurs from across the United States and globally,” Monica Smiley, publisher and CEO of Enterprising Women, said in the release. “We could not be prouder to recognize their accomplishments as CEOs of fast-growth companies, community leaders, and role models and mentors to other women and girls. We look forward to shining the spotlight on them at our 23nd annual awards event in March.”

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Since its launch in 2014, HPA has provided assistance in organizational development, training, strategic culture development and culture crisis management solutions to hundreds of clients ranging from small businesses to government agencies, universities, non-profits, and Fortune 500 companies, the release stated. Award winners were recognized in seven categories, based on their respective companies’ annual revenues. Newkirk was recognized for her work with both HPA and Intellectual Capitol Inc among businesses in the $5 million to $10 million category.

This award extends HPA and Newkirk’s growing list of local and national accolades. In the past two years, Newkirk has been honored as one of SC Biz News’ Best Women-Owned Businesses and an Empowering Women Honoree. She was also recognized as an SC Women in Business Honoree by Integrated Media Publishing and a GSA Business Report Women of Influence Honoree.

“While I am deeply honored by the recognition HPA has won over the past two years, this prestigious international award is especially meaningful to me,” Newkirk said in the release. “Helping individuals and organizations achieve their full potential is a personal passion, so I take great pride in our company’s ability to highlight the critical link between fostering a strong organizational culture to drive meaningful results. To my fellow female entrepreneurs and business leaders, I encourage you to keep investing in yourselves, your people, and your cultures — success is sure to follow.”

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The number of estimated workers in South Carolina took a small dip in August over July, falling by 537 people to 2,414,621. Despite that, the state’s workforce is still pushing the record books.

The small drop in workers is down a bit, but the July estimate from the South Carolina Department or Employment and Workforce was an all-time record for the state, according to a report last month.

The new August estimate is 23,102 workers higher than the August 2023 number, according to DEW.

The state’s estimated labor force — people working plus unemployed people looking for work — increased to 2,522,541 while the labor force participation rate increased to 57.6%. That is an increase of 9,619 people over the July 2024 estimate and an increase of 60,115 individuals over the August 2023 estimate.

The number of unemployed people increased to 107,920. That is an increase of 10,156 people from July’s estimate and an increase of 37,013 from the August 2023 estimate. The state’s seasonally adjusted unemployment rate increased from 3.9% to 4.3%. The national unemployment rate decreased to 4.2%, according to the DEW report.

“August’s employment data show a record number of people in the Palmetto State are in the labor force and that the state’s labor force growth has been one of the strongest in the nation over the past year. While this is great news for increasing the labor force participation rate in the state, it also represents a unique challenge,” DEW Executive Director William Floyd said in a news release. “Some of those individuals newly added to the labor force appear to have already connected with employment as suggested by the increase in payroll levels in sectors including construction; health care and social assistance; and professional, scientific and technical services. However, for some, it is taking them longer to become employed, which is also reflected in the August numbers with the unemployment rate rising to an estimated 4.3%.”

Floyd said the unemployment rate is within the range of historic norms, and initial filings for unemployment benefits present no evidence of increased layoff. Actual claims for unemployment benefits are comparable to or lower so far in 2024 than levels in 2023, he said in the release. In addition, South Carolina had the highest population growth rate in the nation, adding more than 90,000 residents based on the most recent U.S. Census data. That growth has helped boost the size of the state’s labor force.

“A growing labor force and no indication of increased layoff activity, according to our agency’s economists, indicate that the current employment situation reflects that it is taking a little more time for new jobseekers to connect with the excellent employment opportunities available throughout South Carolina,” Floyd said in the release. “Having more people joining or rejoining South Carolina’s workforce is good news for our employers. There are more than 70,000 open jobs in the state right now, but absorbing this growing number of jobseekers into the workforce takes time and opportunity.”

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