Campus Futures | How we improved our Net Promoter Score (NPS) ten-fold in just one year
Campus Futures | How we improved our Net Promoter Score (NPS) ten-fold in just one year
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How we improved our Net Promoter Score (NPS) ten-fold in just one year

As recruiters we know that candidate experience matters, but how much? How does a bad candidate experience really affect a person’s future interaction with a business or brand?

The true cost of a bad candidate experience:

 

After doing a bit of research to back up our own notions, we came across an article that really brought home our belief that providing a positive candidate experience is not just a ‘nice to have’, but is in fact, fundamental to good business.

The article quotes that 18% of candidates that one company rejected were also customers, and of these, 6% – after having a negative recruitment experience – went ahead and cancelled their subscription with the business, creating a whopping estimated loss of £4.4million revenue for the company each year.

Now let that sink in.

A bad candidate experience, however, does not hinge on rejection. Instead, it’s about experience. Rejecting candidates is inevitable; it’s poor management of this process that can result in the detrimental impact on your business.

There are, however, plenty of things that can be done to help alleviate this (potentially catastrophic) impact. Here’s a quick case study on how we delivered a positive candidate experience for a major brand, at volume level…

 

How we improved our Net Promoter Score (NPS) ten-fold in just one year:

 

On behalf of one client we managed the end-to-end recruitment journey of over 8000 candidates.

Firstly, we broke down the candidates’ recruitment journey stage by stage, and we considered timelines in terms of communications. We decided that we would aim to stay in contact with our candidates every two weeks come rain or shine. That meant, even when there were no definitive decisions to deliver, we would still keep in touch to let candidates know we were thinking about them.

We also upped our game in terms of communications. We worked hard to get the tone of voice right, and also tried to add value where we could, for example, offering hints and tips or links to resources we thought could be useful.

In terms of handling candidate queries we made sure that a response was given within 48 hours (usually much less). We managed around 2000 e-mail queries across the campaign. Simple things like setting an out of office with timelines can also be helpful to give candidates extra clarity, as well as providing as much information online as possible, to try to keep queries at bay.

For the latter stages prepping interviewers was crucial. There has to be consistency in your approach. We created loose scripts to help interviewers stay on track, and ran engaging briefing sessions for everyone involved in the process, resulting in more buy-in from the business, and interviewers on the whole took the process a lot more seriously.

In order to measure our success post interview, we asked our applicants to tell us how we did in the form of an NPS (Net Promoter Score) survey, and here’s what our results looked like…

+38

 

And that was for candidates who were unsuccessful.

For those candidate that were offered a role our score reached dizzying heights at:

+76

 

So, with some hard work, and by applying a few simple rules of thumb, we managed to increase our NPS score ten fold in just one year. To put these results into perspective, in 2017, the global recruitment industry average Net Promoter Score was +21. And, our clients’ NPS score across non-early careers recruitment had previously been as low as -29, rising to +12 in more recent years.

If you’re looking to improve your candidate experience then we know just the team…get in touch