If you’re a little unsure about what Net Promotor Score is or how it can be used to improve the candidate experience, have a read of our other blogs, What is Net Promotor Score and How Can It Be Used By Recruiters? and 6 Reasons Why Recruiters Are Using NPS.
Citrix is a US software company reaching up to around 10,000 employees and still growing. So it’s clear that there is a lot of work to when it comes to recruitment and engaging with candidates to help keep staffing levels high.
Melissa Thompson, the Executive Director of Talent, wanted to better measure the candidate experience within the organisation so that they paint a clear picture of what makes a great candidate experience. Whilst Citrix had not used NPS to measure the candidate experience before, Melissa decided that it would be perfect fit for their needs. Not only is it a one-question survey, which would far increase the chances a candidate actually completing it compared to a more extensive survey, but it also gave Citrix one metric that they could use to measure the candidate experience across the entire company.
So, starting in Q4 in 2014, her team began emailing every candidate who came to an on-site interview at Citrix this question, asking them to answer it on a 1-10 scale:
“Based on your candidate experience, how likely are you to recommend a friend or colleague to apply for a job at Citrix?”
Below the question was an area where candidates could write comments about the score they gave. Additionally, candidates were asked in the email if they’d be willing to talk more about their experience, with many candidates saying yes. Recruiters later called those people to get more detail on what they liked or didn’t like. Overall, the response rate was high: 58 percent of candidates who were sent the email took the survey. That number was much higher than any previous candidate experience survey Citrix had sent.
Melissa’s marketing team told her that anything above zero was a good score and after the first set of results came in, candidates had given Citrix an NPS of 28 for their candidate experience. Whilst this was a great result, it helped to identify substantial room for improvement. So, to do this, Melissa and her team went through the comments looking for problems they could address. Three in particular stood out:
Melissa worked to address the two biggest complaints candidates had: unprepared hiring managers and candidates enduring too many interviews with too many different people.
The latter was relatively easy to fix. She instituted a new rule that candidates could only be interviewed four times, at most. She also made it clear to hiring managers that they were the ones to make the final hiring decision, and therefore should have fewer people interviewing a single candidate so that the decision was streamlined.
The other challenge – candidates complaining that hiring managers weren’t as prepared as they could be – was harder to solve. She took a two-pronged approach, one geared to recruiters and one geared to hiring managers. For recruiters, she required they explain to the hiring manager their role in the process during the intake meeting. That means everything from making sure the job description was strong, posting the job advertisement on their LinkedIn profile, the importance of interviewing to ensuring a smooth onboarding process. For hiring managers, she brought in a third-party to do training which revolved around how a great candidate experience can lead to landing the best candidates.
As a result of these improvements, Citrix’s NPS for candidate experience improved 10 points in three quarters from 28 to 38. Whilst Melissa is not resting on her laurels yet, she did give this advice for any company thinking of implementing a similar scheme: