Email remains one of the main tools of professional communication, including in my daily work alongside interviews, phone conversations, and other communication formats. In organizations, email is used for decision-making, collaboration, advancing projects, communication, and maintaining relationships with clients.

However, from time to time—perhaps even more often than we would like—in everyday work we encounter a different experience: emails that receive no response or reactions that arrive only after the issue is no longer relevant.

This trend is increasingly compared to “ghosting” — a situation in which communication suddenly stops without any explanation. While this term was previously used mainly in the context of personal relationships, today it also describes situations in professional day-to-day communication. I believe that in such an environment, not responding to emails is no longer just an individual habit but is gradually becoming an element of organizational culture that is worth noticing and analyzing.

Why do people not respond to emails?

The culture of not responding to emails can manifest in various ways—for example, a complete lack of reply to a received message, a very delayed response that slows down the process, or selective replying that ignores certain participants in the conversation or specific questions. At first glance, this may seem like a minor issue or an individual work-style trait. In reality, however, it can be a systemic communication problem that affects productivity, collaboration, and an organization’s reputation. I have summarized some of the most common reasons why people tend not to respond to emails.

1. Communication overload

Today’s work environment is saturated with messages, a situation significantly intensified by changes in the workplace in recent years. Remote and hybrid work have made written communication the dominant form of collaboration. At the same time, email has been joined by other channels—Teams, WhatsApp, and various project management platforms. As a result, employees face communication overload every day, with dozens of messages competing for their attention.

In such an abundance of information, email often becomes a kind of “to-do list.” Messages are opened, quickly skimmed, and marked for later review. However, “later” may never come, as each day brings new priorities and new task lists. Over time, unanswered emails accumulate, and psychologically it becomes increasingly difficult to return to them.

2. Priority conflicts

Not all emails within an organization are equally important. Most employees, consciously or unconsciously, create their own response hierarchy—for example, replying first to managers and clients, then to their direct team, and only afterward to other colleagues or external partners. Such prioritization is understandable and logical. The problem arises when lower-priority emails receive no response at all. From the sender’s perspective, this appears as being ignored, while for the recipient it is an attempt to cope with limited time and attention.

3. Avoidance of complex responses

Emails that require more complicated answers are particularly likely to go unanswered. These may involve decisions that could create conflict, require saying no, or demand additional work. In such situations, people tend to postpone replying, hoping for more time or clarity. However, postponement often turns into silence. The longer a response is delayed, the more uncomfortable it becomes to write back later, and the email may ultimately receive no response at all.

4. Perfectionism and the desire to craft the “ideal response”

Paradoxically, the desire to be professional can also contribute to not responding. Some people do not want to send an incomplete or overly brief reply. They intend to prepare a detailed and well-considered message, but this intention requires time and focus—resources that are not always available in the rush of everyday work. As a result, “I’m not ready to respond yet” gradually turns into “I never responded at all.”

Who doesn’t respond first – the candidate or the employer?

In recruitment, there is often discussion about candidates not responding—situations where a candidate no longer answers calls or emails after an interview. This phenomenon is considered unprofessional; however, in recent years the situation has also changed. Increasingly, candidates report communication being cut off without explanation. Emails sent after interviews remain unanswered, recruitment processes conclude without notification, and promised feedback is not provided. As a result, a “two-way culture of non-response” is emerging in the labor market—both candidates and employers remain silent.

This trend has significant consequences for the candidate experience. Candidates invest time in the recruitment process, prepare for interviews, complete tests, and participate in discussions, so a complete breakdown in communication is often perceived as disrespectful. As a result, a negative experience is formed and shared with colleagues, acquaintances, professional networks, and on social media. In the long term, this also affects the employer’s reputation, as candidate experience and employer branding are becoming increasingly important in the labor market. Organizations that systematically fail to respond to candidates risk losing trust and may face difficulties attracting talent in the future.

How to improve email culture in an organization?

If not responding to emails has become a common phenomenon in an organization, individual efforts alone are not enough to address it — a conscious and unified approach is required. Clear principles and shared agreements help prevent ambiguity and improve collaboration effectiveness.

1. Develop communication guidelines

The first step may be to establish guidelines on shared principles for email use. In many organizations, such rules do not exist at all — it is assumed that everyone intuitively knows how and when to act, but in reality this creates very different habits and expectations. Communication guidelines may include simple but essential questions, such as:

  • when to use email and when to choose another channel;

  • how to structure messages so that they are easy to understand;

  • how to handle CC and Reply All;

  • in which cases it is necessary to acknowledge receipt of a message.

Such agreements help make communication predictable and reduce ambiguity.

2. Agree on response times

Internally within the organization and externally, disagreements may arise regarding the speed of email responses, as a reply that seems timely to one person may appear unacceptably late to another. It is useful for organizations to define indicative response times, for example:

  • 24 hours for internal communication;

  • 24–48 hours for external communication;

  • immediate response in urgent cases.

It is important to emphasize that such an agreement is not intended for control, but for clarity. Even a short acknowledgment of receipt significantly improves collaboration.

3. Develop managers’ communication skills

Managers set the tone of the communication culture. If managers do not respond to emails or do so irregularly, this practice quickly becomes the norm across the entire team. Therefore, it is important that managers understand the significance of timely feedback, the impact of clear communication on team effectiveness, and the role of personal example in shaping organizational culture. Training sessions and discussions about communication habits can be a meaningful investment in the quality of the work environment.

4. Establish standards for communication with candidates

As already emphasized, communication in the recruitment process is an essential component of the candidate experience. Clearly defined standards help ensure that candidates receive information about the progress of the process regardless of the outcome. In my opinion, the most important aspect of communication with candidates is providing a response about the results of the selection process, as well as being available if there are any questions or uncertainties. At the same time, candidates also value clear recruitment timelines, acknowledgment of their application, feedback on why a job offer was not extended, and appreciation for the time and effort invested.

The problem is not the email, but the communication culture

It is important to remember that email itself is not the problem. It is merely a tool — a neutral channel that can serve both effective collaboration and create unnecessary tension. The decisive factor is how organizations and individuals use this tool. Not responding to emails is often explained by technology, information overload, or lack of time. However, in my view, this phenomenon largely reflects the communication culture within an organization. If timely responses are not regarded as important, they gradually disappear from daily habits.

Conversely, in organizations where communication is perceived as a vital part of work, timely responses become the norm. This does not mean an immediate reply to every message, but a clear approach: messages are not ignored, questions are not left unresolved, and people know what to expect. Responding to emails is not merely an operational matter. It is an expression of professionalism and mutual respect. A brief reply, acknowledgment of receipt, or clear information about next steps may seem like a small gesture, but overall it significantly affects collaboration quality, trust, and the organization’s reputation. Ultimately, email culture reflects organizational culture. And it is precisely the culture that determines whether communication becomes an obstacle or the foundation for effective collaboration.

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