Dealing with no-shows: insights from event professionals

How do you get a realistic idea of how many people will come to your event?

A good starting point is to compare registrations with previous no-show rates and the engagement leading up to the event.

By placing the number of registrations next to the actual turnout of earlier, similar events, you create a reliable benchmark.

A simple calculation gives you quick insight:

This also helps you make an estimate of the expected turnout for your next event.

Expected no-show = Average no-show percentage  * Number of registered participants

How do you deal with a 40 to 50 percent no-show at a free event?

The right approach depends on the type of event you’re running. Still, there are a few things that almost always help:

1.  A first step is to account for no-shows when planning. By allowing slightly more people than your capacity, you can absorb the expected drop-off. This keeps the room filled, even when not everyone attends.
    
2. Communication is also important. Make it easy for participants to cancel their registration and explain why that matters. For example, because leftover food is wasted or because seats remain unused. By explaining this kindly, you help participants understand why canceling is important and increase their engagement with the event.

How do you make your event so appealing that everyone wants to attend?

How you reduce no-shows strongly depends on the goal of your event. Ask yourself: how critical is it if turnout is lower? Do you mainly want to reach a large audience, or do you prefer a smaller group with more depth?

At an open day, for example, it’s common that not everyone who signs up actually attends. That doesn’t have to be a problem. The visitors who do show up receive more personal attention and can better orient themselves toward an important choice: finding the right study or direction.

If your goal is to attract as many people as possible, a strong name on the program can help. Think of a well-known keynote speaker people really want to hear. Still, a completely no-show-free event remains unrealistic.

Why do colleagues sign up but end up not attending?

A valid question, especially from the organizer’s perspective. At internal events, colleagues often register enthusiastically, but other commitments later take priority. That doesn’t mean there’s no interest. Sometimes it simply no longer fits into their schedule.

Many people decide at the very last moment whether they will attend. Company culture can play a role, but it doesn’t have to. In the end, it remains a personal choice.

While you can’t prevent everything, you can create more awareness. For example, send a short, friendly message afterwards to colleagues who didn’t attend. This shows that canceling on time is appreciated and keeps the conversation about no-shows open within the organization.

Is there an acceptable no-show rate, or should you always aim for zero?

There is no fixed standard for what counts as a ‘good’ or ‘bad’ no-show rate. It depends heavily on the type of event you’re organizing. At gatherings where participants need to actively engage with each other, such as a forum or workshop, it’s important that enough people attend to enable a meaningful conversation. If turnout is too low, it can get in the way of the event’s purpose.

At larger events, such as open days, a higher no-show rate is often less of an issue. You only need to worry when attendance consistently falls short and the room noticeably feels quiet. Aiming for zero percent no-show sounds great, but it’s not realistic. There will always be participants who can’t attend due to circumstances.

What strategies help minimize no-shows at (internal) events?

At internal events, small adjustments can already make a big difference. A waiting list is a good option when the group is large enough. This keeps seats filled, even when colleagues cancel at the last minute.

Another possibility is to use a small deposit or symbolic fee. This gives participants an extra incentive to take their attendance seriously. It doesn’t raise the barrier to join, but it does increase the likelihood that people who register will actually be present.

Another method could be to create an internal policy for this. However, this depends on the rules and agreements within your organization that you need to take into account. This varies from organization to organization.

What works better: rewarding attendance or discouraging absence?

Both approaches can be effective. A positive angle often works best, but raising awareness is just as important. Many people don’t realize the impact their absence has on the organization or on the atmosphere during the event.

By drawing attention to this in a friendly way, you increase participants’ sense of responsibility. It’s not about punishment or rewards, but about showing that their presence is valuable and that canceling—when it truly isn’t possible to attend—is a sign of respect for the people organizing the event.

How important is it to make the value of your event clear?

Highlighting the value of an event can certainly help, although it depends on the type of gathering you’re organizing. Most events have a clear reason to attend: gaining knowledge, finding inspiration or meeting new people. By communicating this well, you help potential participants understand what they will get out of it and why it’s worth showing up.

Whether you’re hosting a conference or a smaller session, linking a clear benefit to participation makes it easier for people to make a choice and to follow through on that choice.

What does a high no-show rate say about connection within an organization?

A high no-show rate on its own says little about the level of connectedness within an organization.

First, it’s important to define what you consider a no-show and whether the reasons for absence are known. Do you count everyone who doesn’t show up on the day itself as a no-show, or also people who cancel on the same day or the day before? It’s important to use a consistent definition within your organization so you can act on it clearly.

If people frequently register but don’t cancel, this usually says more about the behaviour of the invitee than about the organization itself. The real insight starts with properly defining and recording no-shows.

Conclusion

No-shows can’t be completely avoided, but they can be understood and reduced.
By learning from past data, communicating openly and raising participants’ awareness of their role, you increase the chance of a more predictable turnout.

Want to know how to get insight into participant behaviour and automate this process?
Read more about how aanmelder.nl helps you stay in control from registration to check-in.