In-depth: Respondent Feedback Form

Design is both art and science. In this longer read we’ve got Starred UX Designer Mac Kozal sharing his research insights and creative process from the Feedback Form redesign. The Challenge We put a quote of Ken Blanchard at the bottom of our webpage: “Feedback is the...

The Ultimate Guide: Customer Effort Score (CES)

What is Customer Effort Score, and what is its purpose? Customer Effort Score (CES) is a customer satisfaction metric. It measures the perceived level of effort required from a customer to work with a company. Most often it’s used in scenarios to ask how much effort...

3 New Year’s Resolutions for Feedback in 2018

As we move into 2018 it’s time for making plans to get the next year off to a great start. If you’re working with feedback you’ll already know how essential it is to know if you’re on the right track. Here are our top 3 New Year’s resolutions to make feedback a...

Evaluate your Customer Service

For many companies, Starred is the answer to traditional, dull customer satisfaction surveys. Starred is used to collect customer feedback on a structural basis, without bothering their clients with endless questionnaires. This way, Starred...

How do I calculate my Net Promoter Score?

The Net Promoter Score (NPS) is an index that runs from -100 to 100 and shows how willing customers are to recommend the company to others. Currently this indicator is used the most to give insights in customer loyalty. Without a doubt you have already seen the Net...

Net Promoter Score: a means rather than a goal

Knowing the Net Promoter Score of your organization is important. It is, however, crucial to realize that it’s just an indicator not an all-decisive factor or goal in itself. After all, it doesn’t tell you why you scored the way you did. Therefore, you need to...

7 Examples of ultimate customer-centricity

Every company has customer satisfaction high on the agenda these days. But just having happy customers doesn’t mean you’re the best in the business, these customers are not per definition loyal customers. To create true loyalty amongst your customers, you...

Checklist for the first customer feedback round

Customer satisfaction survey Sending out the first feedback batch is exciting. They are your valuable customers after all and spamming them is the least you want to do. Therefore we thought we might share some tips to take away the first feedback fever. Our top...

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How To Measure Candidate Experience

It’s already well established: bad candidate experience is costly to your business, and good CX has excellent ROI. With poor CX you won’t be earning precious candidate referrals, and you can expect to be spending a disproportionate amount of your time putting out social media and Glassdoor wildfires.

Talking to lots of recruiters and researching online it became clear to me that recruiters aren’t yet clear on how to improve their candidate experience.

Sure, there’s lots out there on offering ‘wow’ moments and taking time to stop and listen. If you’re not already engaged with your candidates and asking for feedback in an informal way – start right now. You’ll get to the point, though, where crowded Excel sheets and random bits and pieces of feedback living in your inbox won’t be enough.

Measuring CX begins with feedback

You’ll reach the need to measure CX with surveys. But following advice to simply ‘send a survey’ is simply ineffective, far too ‘spray and pray’ and won’t get you far. One size rarely fits all.

Feedback is a tricky business because every candidate is also a consumer, so they’re already used to encountering bad surveys from the days of annoying customer satisfaction surveys. If you’re going to do feedback then do it properly – map out the Candidate Journey, use surveys for the right touchpoints, and measure the drivers behind Candidate Net Promoter Score.

Here’s how.

1. Map out your Candidate Journey

Look at your candidate’s journey and your touchpoints with them. Where does this correspond with your workflow in your ATS or CRM?

Your recruitment funnel will have several stages where your candidate interacts with you, your brand or encounters your automated processes.

Dive into the specifics of mapping this out with our Practical Guide to Candidate Feedback.

2. Map surveys to the right touchpoints

You’ve got your Candidate journey mapped out. Now it’s time to measure experience at each point.

Sending one big survey at the end of your candidate’s process with you – hire or rejected – is similar to that big, old customer satisfaction survey you hate filling out yourself. You know the one I mean: unspecific, asking for information they should know about already.

Think of it like this: asking someone at the end of your process what they thought about the application and your online brand is a bit late. To get their true opinion in real-time send out within 24 hours of your touchpoint or their interaction with you.

Be specific and send out a survey to a portion of your candidates at every touchpoint to learn where in the journey you’re going right and wrong. This type of Candidate Experience measurement is done best with Net Promoter Score. You can then measure CX throughout the Candidate Journey.

Have a read of our guide to applying feedback to your candidate touchpoints.

Already a few steps further? Make sure you’re getting the best response rates from your feedback so you can analyse with confidence.

Mapping out your Candidate Journey should be step 1 for measuring your Candidate Experience.

3. Look at what’s driving your NPS at every Candidate Journey touchpoint

Measuring candidate experience properly means looking behind the curtain: why are candidates scoring you a particular way at a particular stage in the funnel?

Candidate Experience isn’t one thing. To improve it you need to know what aspects of it to improve. Just asking Net Promoter Score (NPS) and saying ‘oh, 95% of our candidates are happy, good job’ isn’t going to help you prevent those 5% of unhappy campers taking to Glassdoor to publicise their bad experience. Committing to the whole idea of candidate experience means fixing things for the better.

If you’re reading this you’re probably a recruiter, so you don’t need me to tell you that your job is complex. Your Candidate’s experience of your processes, brand and people will be equally complex.

Measuring Candidate Experience properly drills down to specifics. For example – find out the ‘why’ at these stages of application, interviews and rejection.

Survey after application:
Usability of your jobs platform
Ease of uploading CV
Satisfaction with information provided online about role

Survey after interview(s):
Did they feel their interviewer was well-prepared?
Did they feel their time was respected?
How enjoyable was the conversation?
How was their experience coming to your office?

Survey after Rejection:  
Clarity of reason given for decision to reject
Time taken
Friendliness of communication

You get the idea. Satisfaction and willingness to recommend are often contingent on satisfaction with specific aspects of their experience with you.

Ready? Start measuring Candidate Experience with Starred

We make measuring and improving your Candidate Experience easy.

Starred’s software makes the process of collecting feedback automatic at every important Candidate Journey Stage. Starred’s reporting tooling makes finding out the drivers of your Candidate Experience simple: find out what to improve next based on priority and impact.

Boost Candidate NPS. Earn more Candidate Referrals.

Talk to us to get started!

Starred Connect: Delivering Automation, Saving Time, Increasing Feedback

Almost nine months ago the Integrations Team at Starred set out on an ambitious goal to develop Starred Connect, our integration hub that would connect external systems like Application Tracking Systems (ATS) and Customer Relationship Management (CRM) platforms connect seamlessly to Starred. The strategy to develop this part of our platform was to directly support one of our product values:

More specifically to Automate the Process by connecting to systems that our customers already utilized in their day-to-day business. The value of this connection to feedback is a seamless integration where customer data is housed in one place and triggers can be configured so Starred can execute automatically and in real time. Automation of feedback ensures your capture the Voice of the Customer, at the right place at the right time.

At a ten thousand foot level the process looks simple, but when you take a look at the details, you’ll understand that the functionality is quite complex. Our challenge was to take that complexity and make it easy for anyone to use.

The magic of Starred Connect is under the hood, so to speak, with the entire integration platform as a service (iPaaS) built seamlessly to work with the already existing user experience. We wanted to unleash the power of integrations from the development side to the business side. Now all our day-to-day Starred customers can easily setup a completely automated feedback loop that works 24/7 and 365 days a year without any human intervention. We created Starred Connect to be as simple three steps:

  1. Connect Application
  2. Select Workflow Template/Create Workflow
  3. Enable Integration

Once enabled, the integration  seamlessly works in the background based with your business logic to collect feedback which in turn provides a continuous pulse of customer, candidate or employee sentiment and opportunities to improve. Combine this continuous feedback data with Starred’s other built in features like Automatic Firefight Notifications, Dashboards and the Priority Matrix and there is a competitive advantage to teams working to improve the Candidate Experience, Employee Engagement or Customer Satisfaction.

The ultimate benefit of Starred Connect is the time it will save you to focus on your business and customers. If your application is available as part of our initial integration offering, then you are no longer bound to uploading customer data via CSV or Excel file uploads and then manually setting up your invitations. The result being decreased possibilities for errors and increased productivity and feedback opportunities. But more importantly we are providing the technical infrastructure to modernise the feedback experience and to make real-time insight into a competitive advantage.

We really believe integrating Starred into the systems you already work with is a natural extension for providing you and your respondents with a high quality feedback experience. Our goal is to continue to add value to our customers by building out more integration possibilities and simplifying them even more with pre-made workflows that fit into existing customer and business logic.

At Starred, our goal is to make the best technology in the world to Create, Distribute and Analyze feedback. We are proud that Starred Connect will be a cornerstone feature of our Distribute offering and will drive our mission to make feedback better for everyone.

Interview with Sujan Patel: The impact of customer feedback on growth

Where does feedback fit into the growth marketing stack? We sat down with serial entrepreneur and marketing guru Sujan Patel (Mailshake, Web Profits) to get his thoughts on feedback. It was a wide-ranging discussion, touching on customer-driven growth, building good routines around Net Promoter Score, and the opportunity cost of not investing time and resources into customer feedback.

  • The C-Factor: customer-driven growth
  • Net Promoter Score: how it’s done
  • Feedback reaching the right stakeholders
  • Not investing in feedback? Extremely costly
  • TL;DR: Key takeaways

Short on time? We’ve got the full conversation recorded here.

“I think about it [feedback] like this – what if people hate our experience, and then don’t tell us? That’s worse than hating our experience and knowing what it is. Because one hurts our feelings, the other one kills our business”

The C-Factor: customer-driven growth

You’ve set out of a methodology called C-Factor around customer-centric growth strategies. What does that mean for you as a marketer?

Growth-oriented marketers spend a lot of time thinking about this, so for me, it’s all about finding the best ways to grow. It goes back to the age-old saying of “It’s much cheaper and easier to keep and expand your existing customers than it is to get new ones.” That’s where I started this from. I look back at my career in marketing the last 14 years and to my most successful strategies and tactics. The best things I’ve done have come from me engaging customers. In early 2016, I shifted my focus as a marketer to being customer-first.

There’s a lot of emphasis in marketing these days on velocity. It might seem counterintuitive to some people to take a ‘slower’ approach: more face-to-face meetings, making time for engagement. It does take time to have a conversation, and not everything can be easily digested from- or divined from an analytics dashboard.

The question for me is: How does this approach keep up with growth? What are good practices for making sure that customer centricity keeps up with the growth that you’re trying to accelerate?

Yeah. So first and foremost, everyone thinks like, “Oh man, talking with customers is hard. It takes lots of time and it’s going to take away time from other things, or money away from other things.” But engaging with the customers is fairly cheap, right? That’s a customer success role. Again, as a marketer: Compare that to your advertising budget and the CAC (Customer Acquisition Cost). Engaging with the customer for one hour or 30 minutes or 15 minutes is much, much cheaper than it is to go and pay hundreds of thousands of dollars to get a new customer.

The whole point is to give your customers a wow experience, right? And so, this wow experience could come in many different ways and it doesn’t actually need to have anything to do with the product. I’ll give a very, very straightforward example. With our agency, Web Profits, we’re working with CMOs or a VP of Marketing. They often have all these challenges in their business like, “Hey, how do I make projections for the board?” or, ” I’m hiring, what are some interview questions?” Senior people may not just say, “Here’s the interview questions.” It might be things like, “When you’re hiring, I’m happy to help you. Somebody from my team is happy to be one part of the interview process,” And that’s like, Wow!” That’s one thing that most other agencies don’t do.

My software company Mailshake is an email platform, so we can send personalized emails in bulk. The hardest part of using our software isn’t going through the flow and sending out an email, it’s actually, “What the heck should I say? What should I write to these people?” And so, we found we can do all these tweaks in the product but if we just simply help our customers write better copy, they’re going to be the most successful. And so, that’s exactly what we do. We review campaigns, we give feedback, we create a ton of education around how to write these emails, so you as a user can get a better response.

These two experiences: from an agency services side that’s selling $100,000 a year contracts, plus on the Mailshake side, our average price is $30 a month. Very, very different average contract value LTVs, but the wow factor works the same way. What the results of this wow factor are is – one, talking to your customers so you keep them longer, high LTV, more revenue if you’re finance-minded. Number two is actually, this is hard to measure but it is possible: you get happier customers, you train them and it’s the first step to turn them into advocates. This works at both of our companies, and actually provided most of the success I’ve had in my marketing career. Engaging customers and the C-Factor resulted in customer-driven growth.

Most of our customers come from word-of-mouth or referrals. The simplest way to measure this is in the signup flow. Ask, “How did you hear about us?” The age-old thing, most companies have been doing this for a while. And ask them when they answer “friend or colleague” – ask for their name. It’s another field that can add more friction, but ask for the name. Mailshake gets around like 500 to 700 new customers a month. 250 people put in a person’s name and we take it even one step further – we send those people a thank-you note and we find them if we can on social media, find their emails, and what have you. So we’re engaging with our advocates. This is a big part of the cycle of engaging with people and really adding that human factor. Not all of this comes down to time-intensive engagement like phone calls. You can do something simple like send a thank-you note on LinkedIn or by email.

Net Promoter Score: how it’s done

Advocacy and referrals is a good place to jump into NPS (Net Promoter Score). How useful is NPS for you and in the companies that you’re running?

The NPS score is a part of our playbook in getting feedback from our customers. Now, in terms of a score itself, I’ll be honest, I don’t use it much. As in, I don’t necessarily care about what the score is. What I care about is that it’s trending upwards, and the quantitative and qualitative balance of feedback.

Here’s an example of quantitative side. Let’s say our score NPS is 50. I’m just giving you a random number. I’m looking at how many people have reported and given feedback that there are issues like bugs [in the software]. And so, I’m looking at how many bugs there are, whether they’re blocking and causing a bad Network Promoter Score. That’s feedback auto-tagged to the software we use. We use this information in talks with our devs to think through the product. So we could take an approach like, “Okay, looking at our product – even though we’re releasing new functionality that customers have requested, it’s getting more and more buggy. Let’s make sure we reduce that.”

“My Sunday morning ritual is reviewing the last week of feedback. […] I want to get a general pulse on the company.”

The other side of this is the qualitative stuff. Most of the time people who have had a really good experience are giving you more fuel – it’s open input for more detail that oftentimes is a testimonial. So that goes straight to your website, we have a slash testimonial page on Mailshake and it can go straight there. We review NPS once a week, usually every Monday. You can dive in deeper by contacting the people who provided feature and functionality requests along with their feedback. Anyone who kind of gives a detractor or the passive score we actually email them as well and we send them an auto email saying like “Hey, what’s going on? Tell me more.” And that response is an automated email that gets sent out from our support team, and responses go back to the support team.

I’ve found that from doing customer interviews and just continually talking and engaging customers that it’s not necessarily solving their problems, it’s showing that you care, right? Some problems are not solvable or a customer might say something like, “I just sent a campaign out and I got horrible results. It’s not your fault but I’m glad you reached out and tried to do something about it.” It’s turning those detractors into advocates in your community. I think one part of what I’m talking about here is a brand, right? When you talk to startups, branding is not necessarily a marketing tactic, a growth tactic, it’s a part of marketing and frankly only larger companies or later stage companies start to focus on brand. I think building a brand is a big part of how you can stand out in today’s market. There’s at least a dozen products for every problem. You can stand out by building a brand with values. In this case, it would be that you show you care.

If you make this kind of human-centric claim, then there better be a person on the other side of communication, right? That’s what feedback has not done well traditionally. It tended to feel like a black hole with people thinking “what’s happened with my feedback, and is there someone actually on the other side reading this?” I guess the advantage of using software and reviewing on a weekly basis, as you said, is that it starts conversations with people, that actually builds good faith.

Exactly, and it’s action too, right? So look, honestly. It’s rare that when somebody requests a feature or functionality, do I email them saying, “Your feature is added, it’s live. Check it out.” But what I do is proactively, weekly, we reach out to customers, proactively talk to customers, create webinars. We create content based on problems. A few dozen people in the last two months have requested videos, and I’m not going to email them saying, “Hey. Videos are live.” But we’re working on creating walkthrough videos. They’re not product demos, but actual videos from our marketing team and sales team using our product. And so, when this goes live, maybe not all those dozen people who gave that feedback will notice but a few people who do will know that we actually did it for them. It’s this repetition of actually taking action and showing that you’re doing something with that data on a proactive basis. That’s really the key there.

It’s funny because when I think of NPS or getting product feedback or customer feedback, I always have to think of banks and car rental companies. They all ask, “Tell us about your experience.” My thoughts are always, “Are you really going to do anything with this?” Because I’m pretty sure if I tell you, you suck, you’re not going to do anything about it. Unless I talk about a banker or specific person, you may have that conversation. But if I’m talking about the bank as a whole, you’re not going to change your practices because of anything I say. However, I think that stigma doesn’t have to be the same for software companies or any other company really.

Yeah, especially if you’re looking at things in terms of a growth mindset where you’re able to process information a lot quicker and bring things into action a lot quicker.

Is NPS always the right question to ask? How often should you be asking?

So I think Net Promoter Score is something that should be done on a regular cadence. 90 days, 120 days, and that number really depends on your product and company and usage, right? So for example, if you’re a pizza company, you probably don’t want to have your NPS scores go out every 90 days. What if people don’t eat pizza every 90 days, or what if they order pizza all the time: then it might not make sense to do it every single time. If you’re Airbnb, they ask about experience and get feedback on every single trip because that’s really, really important. So if you’re Airbnb, NPS every 120 days is maybe irrelevant because of how often people use Airbnb. You have to figure out that cadence for yourself. But just think about it in terms of, say, a dozen or so usages of the product in between the times that you ask. I found that if you ask too frequently under 90 days, it’s overkill. Frankly, you can’t do enough in that timeframe to implement the feedback. You’re going to get people saying, “Well I’ve already told you. Stop emailing. Stop talking to me.” They might get a little annoyed. So you have to take into consideration the annoyance that it brings or the actual extra steps.

There’s something that I fear has crept into feedback now, this culture of over-asking. Does every customer touchpoint or activity need to be evaluated? To give an example – I just moved house and my cable provider asked me would I recommend them to friends or family on day 2.. For me this doesn’t make a lot of sense, because you simply don’t know at that stage if it’s a good service. It’s about finding the right question at the right time.

Feedback reaching the right stakeholders

So, in terms of feedback culture, how do you bring feedback to life? Beyond the stats, how do you make sure it reaches the right people in your teams?

So we integrate all of our feedback. We have some in-app feedback. Like we ask customers for feedback after they sent a campaign [in Mailshake]. We have product specific feedback- so that product teams use specific feedback, knowing that we asked. We have NPS scores. We have “how’d you hear about us” forms and sign up. For most data, it goes into this channel on Slack called ‘the feedback channel’. Pretty much every weekend, my Sunday morning ritual is reviewing the last week of feedback. I don’t have a document or spreadsheets that my notes go into at this point. I truly take a qualitative view on that week and I just look through what people are saying. I want to get a general pulse on the company. Later I jot down notes. I have this running Google Doc that I share with the whole company. At Mailshake and on Ramp Venture’s side, all of our SaaS companies, I’m the one that’s closest to the customer. Because for us, customer success, customer support rolls up into marketing because it’s a function of marketing for us.

When I talk to the individual teams, or in a weekly founders meeting, or an executive meeting it’s one of the points I always hit on: “Okay. Here’s the pulse for the week of what people are saying.” It’s not qualitative. It’s like, “Look guys, we had a really buggy week. We need to fix this and share the Google Doc and it’s a recurring thing this quarter. Let’s make sure we do a bug sprint or let’s make sure we resolve this.” Lots of features that are coming to light, so when I look at features, I always take every week as a new week. Completely from the perspective as if I didn’t know anything about this company, what are the things people are requesting? And then if people are requesting it over and over and over again, then I can say, “Well, we’re actually ready to build features, prioritize based off of the requests.” But also with things like the impact and the ease of use and whatnot. Same thing with support. We raised our prices a few weeks ago. It went from $19 a user to $29 on Mailshake. We’ve done this before and what we learned was that it’s going to affect people in the current buying cycle negatively, so let’s make sure that we honor that old pricing for people who are evaluating our software. So, we learned from the last time that people got pissed because we forgot about it. It was an oversight. This time around, we proactively solved that and that was just the information we got from our NPS. Not NPS, but like all the feedback mechanisms.

Yeah. The comments that come rolling in with it.


Not investing in feedback? Extremely costly.

On the ROI side of things, feedback software and investing in feedback tooling is often a tough sell because proving the ROI is quite difficult versus something like a comparable sort of mechanism in sales, for example. In the latter case you can answer against the amount of SQLs, leads to customers that you’re bringing in. With feedback, as you’ve noted, it often comes down to qualitative output and it’s quite hard to prove the ROI in direct or convenient ways. What’s you’re thinking on that? Has feedback been ROI positive?

Oh, absolutely. I mean, the cost of the feedback software, time and the investment we put into this is pennies compared to the impact if we didn’t have the tool. So here’s an example, imagine we didn’t talk to our customers or have this feedback mechanism for our company. We would build the wrong thing. Maybe not all the time. But maybe that goes from like 100% accuracy of building the right things to like 75%. That 25% for our three-person dev team, how much time would that be? Like, let’s just quantify it, right? The three devs, they’re over six figures salary. If they each spend one week every month building the wrong thing, and that’s not even considering opportunity costs, we’re talking about thousands of dollars every single month because we don’t want to pay a few hundred dollars for software or we don’t want to spend a few hours a month taking time to really talk to our customers. So I think I look at this in terms of: what happens if you don’t have it and you don’t have these mechanisms? The other thing is when you do have these things, you also get laser focused building things that people want and you get ideas for product, for marketing, and advocacy that you probably wouldn’t get elsewhere. We had a customer that was like, “I’m a big fan. I’ve been referring your business and I run a podcast. I want to mention you guys on our podcast. Can you give us a deal for our podcast listeners?” And that was just a low-hanging marketing opportunity. We gave him a little coupon code and he ended up bringing us like a hundred and something customers from three podcasts episodes.


That’s just free revenue for me. So there’s these opportunities that come around from getting feedback from customers. I think about it like this – what if people hate our experience, and then don’t tell us? That’s worse than hating our experience and knowing what it is. Because one hurts our feelings, the other one kills our business.

TL;DR: Key takeaways.

  • Customer-driven growth is surely one of the most effective growth strategies.

Why? It’s cheaper to retain existing customers than to acquire new ones. Engaging with customers isn’t just beneficial for you – you’re actually helping people get a better experience. Education and content play a huge role.

  • Checking in on your feedback weekly gives the ‘pulse’ of your business.

Feedback should be rolling in on a continuous cadence, the timing of which should be designed intelligently around your customer journey touchpoints.

  • Net Promoter Score (NPS) is an engine for referrals.

NPS is a vital tool in the Growth Marketing stack. It aids in identifying possibilities for referrals in your customer base. ‘9’- and ’10’- scoring customers are very likely to recommend you to others – make sure to follow up with them and thank them.

  • Be sure to follow up negative feedback.

Automation is a big help here: send an automated email to ask what might be going wrong. Have your customer service reply to these emails. Build a dialogue. You won’t be able to fix 100% of issues – but you can ensure every customer feels respected and listened to.

When thinking about the ROI of working with feedback (software), consider the opportunity cost.

What if you built the wrong things even 25% of the time?

Say you have 3 developers, at over six figure salaries each.

Imagine the cost to your business of them spending one week of the month working on the wrong thing.

Compare that cost to a few hundred dollars for software which helps you keep your finger on the pulse of your business.

What’s the ROI on a good Candidate Experience?

Since the ‘run for talent’ is at its all time high, the ‘Candidate Experience’ is currently on the lips of everyone working in recruitment. According to the members of The Society for Human Resource Management, in the last decade we saw a trend towards hiring quickly and at low costs rather focusing on a ‘top notch’ Candidate Experience. While this sounds great in the short term, the hard truth is the fact that it’s hurting businesses’ bottom line in the long term.

This article is for everyone in recruitment having a hard time convincing their Finance Department to spend money on creating a good Candidate Experience. Let’s stop right there: the discussion shouldn’t be about ‘spending money’ on the Candidate Experience, but about ‘how much it will save’, since it will bring a positive ROI. Let’s dive into three main areas where a good Candidate Experience can impact the bottom line of your business.

#1. Good Candidate Experiences increases conversions

Let’s first solely look at the recruitment process itself. Every company is eager to hire ‘A-players’. Since they always want to be the dumbest person in the room (to keep a steep learning curve), they will try to hire even better people. These A-players set the bar high for themselves, but also for the companies that want to hire them. They will extrapolate the impression they get from the Candidate Experience to how the company will be. They will ‘wow’ your hiring team for sure, and therefore they need to be ‘wowed’ in return.

Not providing a great experience? They will withdraw their application and you will be stuck with ‘B-material’. The problem with these people is that they will most likely hire C-players since they’re afraid smarter people will take their jobs. Before you know it, you’ll have a company full of mediocre people and your chances for success will decline rapidly.

Some quick tips on how to increase conversions:

  • Beyond clicking through to jobs and applications, the #1 destination for potential employees to research your company is your career site. Keep the application as short as possible, while capturing the information you need. Someone who can apply to your job without several clicks, pages, or having to answer long, daunting questions is much more likely to fall into your funnel. Extra requirements such as username and password creation complicate the process, and is best served at the end or never at all.
  • If you reduce the time to apply from 15min+ to 1-5 mins you are likely to save 28% on media costs. You will also improve time-to-hire because you’re not losing viable candidates.
  • Try not to keep people in your process for more than 30 days. If your competitor is moving faster than you, chances are big they will choose them over you. Do you really want your competition to land the best talent in the market? Then execute fast(er)!

#2. Build a superior Employer Brand & get more referrals

A recent LinkedIn Study surveyed 2,250 corporate recruiters in the US to learn more about time to hire, cost per hire metrics and most importantly the impact of a strong employer brand. They found out that companies that have strong employer brands enjoy significant cost savings with lower cost per hire and employee turnover rates.

TalentBoard shows that for most candidates that have an overall 5-star experience, didn’t get the job at the end of the day. Even after this rejection, 64% of the time, candidates are willing to increase the business relationship with that company that they applied to. In real terms, they will buy more and will buy again. And here’s the big one – they will refer you more candidates.

Bonus benefit: Companies with stronger employer brands have 28% lower turnover rates than companies with weaker employer brands.

Candidate Experience making business sense yet?

#3. Candidate Experience means growth in revenue

The easiest way to convince people internally about the importance of a good Candidate Experience is when your candidate is also your customer. People don’t drop off the face of the earth the second they leave your recruitment funnel. They will come across your brand again, with their candidate experience front-of-mind.

What’s the business impact? A global survey by Software Advice revealed that 42% of candidates who have a bad experience are somewhat to highly likely to cease buying goods from that company. 34% are somewhat to highly likely to tell their friends not to buy from that company. Put in plainer language: this means almost half of your candidates who have a bad experience won’t buy from you again. A third of them will tell their friends never to buy from you again.

Take the often-discussed Virgin Media case which did the rounds on LinkedIn about how bad candidate experience cost them over 5 million dollars annually. The calculation was fairly straightforward. There were 123,000 rejected candidates each year, and 6% canceled their monthly Virgin Media subscription because of bad candidate experience, so they ended up with about 7,500 cancellations. Multiply that by the $60 subscription fee and by 12 months. Doesn’t take a lot to see that lost business because of bad candidate experience is costly. Unhappy candidates mean unhappy customers. Quite simple.

Virgin Media managed to turn the ship around and the result is impressive: it’s 10 times cheaper to gain business from the recruiting process (it only costs $50 versus $500 for traditional marketing).

Is Candidate Experience ROI positive?

Let’s be honest, you can find an ‘ROI positive’ article for almost everything on the internet. The ‘problem’ with an article like this one is the fact that there are a number of stats out there, but no actual data. ‘If we can’t measure it, we can’t improve it’ will be a common response from your Finance Department when confronted with ‘yet another ROI case’.

The answer to this is easy: Start measuring your Candidate Experience in an automated way. Establish a baseline Candidate Net Promoter Score, and start optimizing from there. Combine these results with several of your own recruitment metrics:

  • The time candidates are in the process
  • The acceptance Rate
  • Number of people that withdrew
  • Money spent per applicant

Keep a close eye on these metrics and how they are evolving (and hopefully, improving over time once you start measuring and optimising the Candidate Experience)

Quantifying the importance of Candidate Experience has been a challenge for recruiters until now. Try explaining that giving candidates the ‘white glove’ treatment (especially rejected ones) can make or break your reputation and your recruitment pipeline. In your efforts to get buy-in for your CX project you’ll inevitably run into objects that these efforts have few clear benefits.

Therefore ‘now is the time’ to take action on this topic and convince all relevant stakeholders to invest in a great Candidate Experience.

As I’ve shown here. First – You can prove that superior Candidate Experience increases conversions. Sales funnels are constantly under scrutiny in efforts to optimize their effectiveness. It’s time to think the same way about your recruitment funnel. Second – building an employer brand in this age is vitally important, and it earns you more referrals – one of your primary growth levers. Thirdly – Candidate Experience forces you to consider the consumer-side impact of good and bad experience. Good candidate experience drives increases in revenue.

Basing ROI calculations on lost business will depend largely on the type of business you run. It requires complex analysis. When it comes to CX lost business can range from nothing to millions annually. Here I hope to have given you an idea of what this all boils down to: bad Candidate Experience harms your bottom line, and positive CX drives expansion of your core business. Combine these investments in Candidate Experience with a far smaller investment in a solution to measure the impact of CX, and you’ll be surprised what a positive ROI impact this will have!

Read more about Candidate Experience on Starred:

Candidate Experience is clearly important, but who’s responsible?

Why feedback is the gamechanger in building a great Candidate Journey

Serious about measuring your Candidate Experience? Starred helps you go even further – we’ll show you the drivers of your cNPS so you’ll know how to improve Candidate Experience.

Get in touch and let’s discuss your challenges.

3 Best Practices for Feedback in 2019

A new year means new years resolutions and new business goals. Why not double down and set yourself up with some healthy habits when it comes to setting your business goals as well?

When setting your feedback goals and implementing feedback projects for 2019 there’s a few super important things you need to be taking into account, if you want to make it a success. That goes for boosting customer loyalty, increasing employee engagement, or improving candidate experience.

Regardless of your target audience, here are the 3 best practices for working with feedback in 2019.

1. Set realistic goals

If you’re working with feedback then now’s the time you’ll be defining your goals for 2019. It’s tempting to keep it overly simple and just say you’ll boost your NPS 10 points and assume your loyalty increases. By being this arbitrary with your goals you’re likely to miss the mark. You’re more likely to make significant progress with realistic goals.

Who and when are you comparing yourself to? Be smart in your goal-setting. If you have competitors in your industry you’re looking to benchmark against then be sure they’re actually comparable. If that’s not possible then use your own internal benchmarks: high performers in your team can provide you the ideal benchmark to progress with. You’ve also likely got months where you performed better than others last year. Set a target that is too generic and that doesn’t make use of something realistic in your own data and you’ll run the risk of holding on to a bad target all year.

2. Automating feedback

One of the biggest traps you can fall into with feedback is spending time and energy sending out surveys. If it’s not a one-off- and you’re set on getting continuous insights, then it’s time to automate. It’s 2019 so words like ‘automation’ and ‘integration’ shouldn’t be hair-raisers anymore. Everyone should be able to set up a basic automation, and here at Starred we believe strongly in the value of automated feedback: let the automation gather feedback in the background so you can focus on analyzing it. We’re releasing an entirely self-service feature within Starred soon, called Starred Connect, which will allow you to do exactly this.

3. Build yourself good habits following up feedback

This one’s closely linked with the two best practices above. With good goals in place, and hands freed to do something with your feedback data, you need to be looking into your qualitative data. These include respondent’s comments in response to your questions. In Starred they’re grouped by Detractors, Passives and Promoters, as well as per question topic you’ve set up. Diving in here regularly will show you emergent trends. Your biggest improvements might be hiding in plain sight. You can have individual teams and their members looking at their own results, and base your monthly and quarterly improvements on these trends. Feedback is the perfect point of departure when you’ve turned opinions into data.

All the best with your feedback goal-setting in 2019! If you’re in need of some inspiration reach out to us here at Starred and we’ll happily help out.

Kicking off your year like an overachiever? Check out our guide on how to get the highest response rates for feedback.

What’s the business impact of a bad Candidate Experience?

Candidate Experience matters, it can directly hit your bottom line.It has never been easier for individuals to have a voice. Social media, blogging and review sites are now widely used across all industries. Whole businesses have been built upon great reviews, while others have almost been ruined by poor experiences being shared. While this has now become commonplace in consumer markets, changing buying behaviours forever, the recruitment industry is only just starting to fully understand how this can affect the candidate space. The cost of a poor customer experience is often very clear and tangible – loss of sales – but a poor candidate experience is often harder to quantify. However, if you dig a little a worrying picture starts to surface.Let’s take a look at the ways poor Candidate Experience affects your business.

People will talk about it

Sharing experiences has become the norm. Taking to sites like Tripadvisor for travel, Feefo for products and Glassdoor for workplace reviews has become commonplace. More importantly, people actively search for reviews in the workplace, ensuring you company culture is a good fit.

Loss of revenue

Remember that in the case of inhouse recruitment, candidates could be your customers and in staffing, they are your biggest source of referrals. 42% of people would not buy a companies product if they received a bad candidate experience, so a bad candidate experience can be a costly mistake.

Unhappy candidates will not reapply

We all know that just because someone isn’t a fit for one role, it doesn’t mean they can’t be suitable elsewhere. However, it stands to reason, if you have a bad candidate experience you are less likely to re-apply for another role with that company. In fact according to Carrer Builder, 42% would not seek employment again at a company after a bad candidate experience.

Hiring is costly and that increases the longer it takes

The cost of hiring can be looked at in a number of ways: posting on job boards, staff time to search, agency support, lost time of not having someone in the role, etc. So ensuring the shortest time to hire is important for both businesses and agencies alike. A good candidate reputation can help reduce this greatly. If potential candidates avoid the company, then it reduces the talent pool available to you.

Increase the quality of who you recruit

As the time to hire increases, so does the pressure to fill roles. Should this be the case, inevitably the pressure will lead to rushed hires and the wrong candidates being placed in a role. The cost of a wrong hire could be huge to a business (cost or training, less productive, less productive team, wages and ultimately re-hiring). So much so Calco estimate it could be up to £132,000.  
The Candidate Experience is something that is often hard to equate because so many of the costs are not easy to calculate, but it clear that they are very real.The candidate experience can be directly related to business success, much like customer experience and staff experience. Successful businesses will take all three of these areas seriously and in part two of this blog we will explore how you can do this to good effect.Once you’ve come round to thinking about the negative impact of bad Candidate Experience – time to consider the ROI positive impact of good Candidate Experience.

Building feedback into your candidate touchpoints

Having the best touchpoints and asking the right questions at the right time throughout your Candidate Journey, will allow you to get the right insights and understand how your candidates truly feel about their experience with you.

It also allows you to see your company’s overall recruitment and hiring performance on a granular level, and lets you compare how your consultants are performing on an individual basis. Candidate Experience feedback gives you the opportunity to celebrate your successes, and learn what you can do better.

The end goal is to have happy candidates that will go away from their experience telling all their family and friends to use you in their next job search.

Getting started mapping out your feedback

In a fast-paced industry where consultants are targeted on sales rather than their candidates’ experience, many recruiters are left in the dark about how their candidates truly feels about their company.

Recruiters are seeing the need to start getting feedback from their candidates more and more, to make sure they’re receiving a good service and will hopefully over time recommend their services to friends and family. Brand image and reputation can be beneficial in any company’s success.

Many recruiters understand that they need to jump on the feedback train, but don’t know where to start or what to ask to get the right insights.

This article will discuss the best practices on which touchpoints recruiters should use to reach out to their candidates, other than what type of questions work best.  

How to increase your feedback response rates

1) Start of Placement

Here you can ask a candidate questions once they have been placed in a role for say a week or month to see if it has met their expectations, and also see if their journey leading up to taking that position was a smooth one.

25% of candidates receive no preparation before their interview. How are you doing with this? Is your interview prep resonating well with the candidate and their needs? How did they experience working with you on their way to placement?

Here is an example of a well thought out survey you could use called Placement Feedback from our Template Gallery.

2) End of Placement

This is a touch point frequently used for temporary employment staff. The survey would be sent out once the placement has ended. This type of survey often goes out not only to the candidate but also the hiring manager. Here’s an example that you could send to a candidate at the end of the placement.

Bonus! Also survey the hiring manager so you get the complete picture of the placement from both the company- and the candidate’s perspective.

3) Rejected Candidate

When getting feedback, you don’t just want to get insights from candidates that have all been placed as you will not be getting an unbiased view, therefore at Starred we recommend sending out a survey to all those who didn’t make it, so you have a 360 degrees view of all candidate and applicants experience. 

Some of your biggest learnings might come from those you’ve rejected. These applicants will certainly be willing to share an opinion if you ask in an engaging and respectable way.

Here’s an example Rejection after CV Feedback template you could use from our template gallery.

More reading on Candidate Experience:

What’s the ROI on a good Candidate Experience?

Candidate Experience: All the Stats, Facts, and Data You’ll Ever Need to Know

Ready to get started measuring Candidate Experience?

All these templates and many more are available in the Starred Template Gallery. Geared for high response rate and maximum insight, we’ve got the tools for you to measure, analyze and improve your entire Candidate Experience.

Talk to us to get started!

You’ve Bought a System to Measure Candidate NPS … Now What?

Serious about your candidate experience? The steps you’re taking will look something like this.

You’ve understood the ‘why’ of Candidate Experience. You understand that it makes business sense. You’ve become serious about improving it and taking your employer brand to the next level. You’ve realised that a big, expensive research agency isn’t going to fix your Candidate Experience. You’ve decided to go with inexpensive, actionable feedback software to handle CX in real time. So far so good.

Ok. What’s next?

After countless evenings spent “umm-ing and ah-ing,” speaking with different vendors and trawling the internet. It’s finally done! A sigh of relief. You can relax. It’s over now, you found ‘the one.’ The one happens to be a magical tool that allows you to measure Candidate NPS, helping you to improve your Candidate Journey contributing to your bottom line. It serves to measure all the nitty-gritty metrics comprising Candidate Experience. You’ll get all the data you’ve been so desperate to measure for.  Ahh, the wonders of modern day technology.

But… now what? How are you going to get there? What’s next? Not to worry, help is at hand!

This article is about keeping your goals in sight and focused when setting up your Candidate Experience measurement. You’ve got the right tooling. Time to get to work.

Candidate Experience: Would someone recommend you to others? This method of working on CX is also known as Candidate Net Promoter Score.

Have a plan of attack ready… Game, Set & Match!

It’s crucial you have your plan of attack ready. A tool will help you but only if you are prepared. So, let’s start with the basics.

You need to know:

  • What information you’re looking to collect
  • The right time to collect this information
  • Why are looking to collect this information – what purpose is it serving?

Let’s look at each and the type of thinking that ought to go into your CX planning.

What Candidate Experience information are you collecting?

Do you know the basics of Net Promoter Score?

Candidate NPS (cNPS) should be your go-to metric for measuring, benchmarking and improving Candidate Experience.

It’s a single question asking whether or not someone would recommend you or not. With a score ranging from, 0 (not likely at all ) – 10 (extremely likely). Measuring CX with this question will be a good way of understanding if your candidates were happy in your process.

However, when it comes to cNPS you can find out much more by asking respondents to leave comments enables you to understand the key drivers behind NPS and also giving you qualitative results. So it is always advisable to ask a further 3 – 5 questions. This allows you to gather more insights so you can later compare, contrast and correlate and focus on areas for improvement. Your cNPS survey tooling should be enabling you to do this.

Another area that is often overlooked is following up with rejected candidates. Happy candidates often make for ideal brand ambassadors – contributing to your company’s bottom line, regardless of receiving an offer or not. If you’ve offered them a fair, enjoyable, respectable process then why would they not recommend it to someone else? Segmenting cNPS results in your tooling to identify your promoters means you have a direct line to leverage your rejected candidate pool for referrals.

Learn more on applying Net Promoter Score to Candidate Experience.

When should you collect your Candidate Experience data?

Timing. Timing. Timing.

To get a high response rate, you will need to make sure that you send out your survey at the right time. You also don’t want to be overwhelming candidates by asking everything all at once. So, sending out a survey to a recently rejected candidate the same day is not be recommended. Here at Starred our Candidate Experience feedback is almost always automated – so you can be smart about this and build in a time delay before sending the standard cNPS style question “Would you recommend our agency to a friend or colleague?” or “Would you recommend our hiring process?” Automating it allows you to keep feedback on the agenda and you can measure your cNPS from month to month to have a benchmark measure.

Map out your touchpoints. When does your candidate interact with your online application process/portal? When do they have contact with you? How do they find each step? Again, you don’t need to ask everyone everything. Ask a representative portion of your candidates what they think across your Candidate Journey. You’ll see where you’re excelling, and where you’re dropping the ball.

Keep coming back to the ‘why’ – Why are you measuring Candidate Experience?

Don’t get bogged down by the super granular particulars of working with feedback data. Keep coming back to the ‘why’ behind measuring Candidate Experience. 

The reason you’re measuring and improving cNPS is to improve your business practices. In the 2018 Staffing and Recruiting trends report from our partner Bullhorn, candidate referrals ranked as the #1 source of referrals for recruiters. As you’ll already know, candidate referrals are earned, not easily given.

Candidates tell others about their experiences during interview processes. They’ll share these experiences across social channels. Unless you want to be putting out fires on Glassdoor and Twitter then you need to keep this ‘why’ in mind. Candidate Experience metrics like cNPS serve a purpose: make your candidate experience better by learning and improving on trends. Moreover, your feedback now that you’re working in a feedback tool like Starred is that it’s happening in real-time. You can identify issues with individuals struggling in your process and correct the experience immediately.

Watch our tips on how to start improving your NPS

This speaks to the need for remaining nimble in your approach to feedback. Keeping candidate feedback rolling in continuously by automating it means you’ve got your hands free to work with that data. Which stakeholders need to keep an eye on you feedback dashboards and trends? We’re not at a point yet where the recruitment and staffing industry is 100% clear on whose responsibility Candidate Experience really is. Keep your process stakeholders involved and improvements per stakeholder clear, otherwise you run the risk of finger pointing.

Summing up

Here I’ve looked at the ‘What’, ‘When’ and ‘Why’ of measuring Candidate Experience. With a buzzy term like CX it’s all too easy to lose perspective of the endgame. Your recruitment and business practices improve with better candidate experience. These questions I’ve posed here should be what you’re asking yourself when you set objectives and deliverables for your (continuous!) candidate feedback campaign.

It will make sense to align with your marketing teams to maximise insights so that you can ask the right questions at the right time. Anyone with email marketing expertise will be able to help you get started with this.

Feedback is always important to keep on the agenda because that is where improvements are made. Measuring cNPS is not the endgame. Make it a vital metric by learning how to improve it. Higher cNPS means you’ve got more promoter candidates. More happy candidates who will recommend you to others need to be leveraged to earn more referrals.

Interested to know how easy it is to get started with Starred Candidate Experience? Let’s talk!

Candidate Experience: All the Stats, Facts, and Data You’ll Ever Need to Know

Did you know that 76% of people say that not hearing back from an employer after a job interview is more frustrating than not hearing from someone after a first date?

If you’re in the HR and Recruitment world then you know that Candidate Experience is only becoming more important. Leaving candidates reeling from bad experiences with you will result in negative social media amplification, and also this candidate not referring you more candidates.

If you’re a consumer brand they’re dramatically less likely to ever buy from you again. Bad Candidate Experience means you’re leaving money on the table, and you’re opening yourself up to Glassdoor wildfires.

Don’t just take my word for it.

In this article, I’ve broken down some of the most vital facts and stats about Candidate Experience.

It boils down to this: unhappy candidates make for unhappy customers; candidates, on the whole, do not feel heard, and a shocking amount of candidates feel like they’re not respected.

Unhappy candidates make unhappy customers

  • 50% of candidates won’t purchase from or recommend a company after a bad recruitment experience. (hiring success fundamentals, smartrecruiters)
  • 39% of candidates with a negative experience say they will never do business with that company ever again while 65% of candidates with a positive experience say they will do business although they were never hired. (CandE research, TalentBoard)
  • 34% of candidates with a bad candidate experience will share it online. (CandE research, TalentBoard)

 Candidates do not feel heard

  • 35,6% of companies admit to never surveying candidates about their experience ever, compared to 18% in 2016. (CandE research, TalentBoard)
  • Only 8.9% of companies survey candidates at every possible touchpoint, compared to 11,5% in 2016. (CandE research, TalentBoard)
  • Only 25% of candidates were asked to provide feedback about their experience prior to the starting date. (CandE research, TalentBoard)

 Candidates do not feel respected

  • 46% of candidates believed their time was disrespected during interviews. (CandE research, TalentBoard)
  • 47% of job seekers did not complete a job application because it was “too lengthy or complicated.” (hiring success fundamentals, smartrecruiters)
  • 43% of candidates spend 30 minutes or more on the average online application, and 10% invest in it an hour or more.
  • 25% of candidates receive no preparation at all before their interview (CandE research, TalentBoard)
  • 59% of candidates admitted to having left job applications because of technical issues (bugs, bad website, or even bad design) (The Hiring Process Unveiled, ICIMS)
  • 52% of candidates have to wait for 3 months or more on a response (CandE research, TalentBoard)

What’s driving bad candidate experience?

Looking through these stats a clear picture emerges.

The drivers of bad candidate experience are largely the way they are because organizations are not building a process and experience they would want to have themselves.

Say what you want about ‘empathy’ as a business strategy, but when you don’t put yourself in your candidate’s shoes it shouldn’t be a surprise to hear that close to half of candidates feel their time is disrespected in interviews.

Food for thought

Take action to improve your Candidate Experience.

🍟 Put yourself in your candidates’ shoes.

Would you fill out a lengthy application, buggy application? Would you be happy with an unclear process and lack of communication?

🍕Make feedback a two-way street.

Give your candidates feedback about their progress but ask them for feedback and make them feel heard.

🍔 Start with the human.

Listen and respect your candidates. These stats do not translate to every recruitment business, but listening to your candidates will at least identify your pitfalls.

Serious about improving your Candidate Experience?

Here at Starred, we’re already working on Candidate Experience at the likes of Danone, as well as successful recruiters like Altus Staffing. It’s all about automated and actionable feedback – measure Candidates Experience and improve it. We’ll show you how.

Reach out and let’s discuss your challenges.

How to Apply NPS to Candidate Experience

In recent years NPS has evolved from being primarily a customer/marketing metric to an expanded set of use cases: HR and recruitment are now realizing the potential of NPS as an indicator of their performance and future success. In this article I’ll discuss the relevance of NPS to recruitment in the realm of Candidate Experience. Does it work the same way at it does for customer NPS?

A quick refresher: How does NPS work?

Net Promoter Score (NPS) is a widely used marketing metric. It’s based on the question: “How likely is it you would recommend … to others?” I’m sure you’ve been asked it a thousand times. Research by professor Fred Reichheld showed that high scores on this question correlated strongly with repurchases, referrals and other actions that contribute to a company’s growth. That’s why the likelihood-to-recommend question is often referred to as the “Ultimate Question”.

Here’s a quick reminder of how NPS works. You get to score the likelihood-to-recommend question on a scale from 0 (extremely unlikely) to 10 (very likely). Scores of 6 or below are Detractors, scores of 7 or 8 are called Passives, and  9s or 10s are Promoters. Your Net Promoter Score is your percentage of promoters minus your percentage of detractors. NPS ranges from −100 (meaning everyone is a detractor) to +100 (meaning everyone is a promoter). An NPS of, for example, +50 is excellent.

A very important aspect of NPS has become the opportunity to benchmark. As the question is universal you should be able to compare your NPS with other organisations, although you always need to take into consideration where and when in the customer journey ‘the ultimate question’ has been answered, to be able to compare apples with apples.

NPS & Candidate Experience

NPS has also been applied to employee engagement, transforming into eNPS. It modifies the question into something like the following: “On a scale of 0 to 10, how likely is it you would recommend this company as a place to work?”

So how do you apply NPS to the candidate experience? NPS in recruitment will be the Candidate NPS, or cNPS. The ultimate question will be: “how likely is it that you would recommend someone else to apply at … (name company)?” You want to know this in any candidate journey scenario. So when you hire someone, for sure. But the real learnings you’ll find from your rejected candidates. They outnumber the hires and will have the most impact on your reputation as a company to apply for a job. If your candidate experience is positive you’ll have ‘superpowers’ in hiring. If it’s bad you’ll not only lose the hunt for talent, but it may harm your business too, as Virgin Media found out.

One of the most important thing in applying NPS to Candidate Experience is concentrating on measuring cNPS with rejected candidates, at any stage in the hiring process. That’s the score you could benchmark against other companies, for example Intuit, who have an amazing cNPS. Spoiler alert! They claim to have a cNPS of 64, measured from rejected candidates.

A couple of tips to get started measuring cNPS

1. Make sure you’re automating your NPS process.

You’ll want to ask all rejected candidates for feedback and not allow for any cherry picking. Also, when you ask everyone you can solve issues in the candidates’ feedback, before they’ll go and share on Glassdoor, and so keep control of your recruitment reputation. Do get back to candidates, especially those who gave a low score, and address their issues.

2. Focus on rejected candidates

Rejected candidates are the ones that’ll tell you what to improve in your candidate journey and how to better your candidate experience. Compare cNPS with other organisations. Starred can provide you with benchmarks. But more importantly – start improving and tracking progress of your cNPS over time. Don’t forget to ask for more than just the likelihood-to-recommend question, as you’ll want to find out what the drivers of your cNPS are. Starred’s Priority Matrix will show the items that really make a difference.

3. Define the business impact of cNPS

Finally, make an effort to find out what the business impact could be of an increase in cNPS. For sure a bad candidate experience will be damaging to your business. So if you increase your NPS score the business will benefit, but how much? You might have to make some assumptions here and there. There might not be an absolute truth, but the Virgin Media case, mentioned earlier, can help you to develop an indication. Once you have an indication, albeit more directional than factual, you’ll be able to get much more buy-in from ‘the business’ to free up resources to improve the candidate experience and monitor it continuously.

Read more about Candidate Experience on Starred:

Candidate Experience is clearly important, but who’s responsible?

Why feedback is the gamechanger in building a great Candidate Journey

Serious about measuring your Candidate Experience? Starred helps you go even further – we’ll show you the drivers of your cNPS so you’ll know how to improve Candidate Experience.

Get in touch and let’s discuss your challenges.