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The use of data in decision-making has become an essential process for any company or business. This is reflected in different ways in an organization’s operations. To measure audience satisfaction with their brands, companies use the NPS (Net Promoter Score) Survey, a measurement system that interprets the company’s assessment under their customers’ recommendation criteria.

Here is an example: after making a purchase online, e-commerce sends an email asking the customer’s opinion on the transaction and, most importantly, if they would recommend the company to someone. That’s the key question of the NPS that makes all the difference for the companies.

The problem is that the method is not always applied the best way: why do you question the audience only at the end of the journey? Check out the solution in the BRQ case we will present below!

How is NPS methodology usually applied, and what is wrong with that?

Before learning about the case, it is necessary to clarify some details about the NPS survey and how it is done in most cases. Created in 2003 by Fred Reichheld, the idea of the Net Promoter Score is to evaluate the level of customer satisfaction with a company. From a single question such as ‘from 0 to 10, how likely are you to recommend our business? It is possible to metrify this information. 

After all, no one is more loyal than someone willing to promote their brand to friends, colleagues, and others. In addition to its use to understand how customers evaluate your company, there are other possible applications. One of them is to conduct an NPS survey with employees to find out how they feel, for example, after a certain period in the company.  

Despite being an excellent monitoring metric and simple execution, the NPS survey usually analyzes customer satisfaction only at the end of a long relationship with the company. This strategy provides a limited view of customer satisfaction, which can generate insights that might not be so accurate.  

Based on this context, we presented a new approach to the use of NPS that offers the chance to evaluate the company after each key moment of the customer value chain, based on the methodology designed by Thales Teixeira, co-founder of the consulting firm Decoupling do Brasil, specialized in innovation, disruption and digital transformation.

Learn about BRQ’s experience in recruiting and onboarding new employees using this methodology. Keep reading!

The concept presented by Thales Teixeira

Following the example of the internal evaluation, why not measure the degree of satisfaction at the beginning of the recruitment and onboarding process of a new employee until the day he receives his first salary? This is precisely what Thales Teixeira proposes. The idea is to make the NPS survey even more Analytics-Driven.

How is this done? With a more detailed analysis of the entire employee value chain. Instead of waiting until the end of the process, Thales recommends that companies collect feedback from their employees at different times throughout their journeys. After all, the NPS survey at the end of the cycle will not detail the variables throughout the process, such as negative and positive points. 

An example: when applying for a job, a professional’s satisfaction may not be so great when registering their profile, with so much data to fill out. However, if the professional is hired, he will feel accomplished and give a 10 for the entire process. But does this grade really translate everything that the candidate experienced?

Probably not, and the company will have more difficulties finding points that need adjustments. Thus, the idea is to further segment the employee satisfaction analysis and measure the NPS score after each main activity. This will give HR valuable information, identifying the moments of maximum and minimum recommendation. After all, how will we improve the process if we do not know which steps generated satisfaction or dissatisfaction? 

What were the results of the NPS survey measurement pilot at BRQ?

The NPS survey was implemented by Thales in partnership with BRQ’s Digital Transformation team and led by Giovani Pansanato, Digital Solution Lifecycle CTO, to recruit and onboard candidates.

The challenge of the recruitment and selection area was to overcome the great competition in attracting new talents from the technology sector and finding the best professionals for digital transformation projects, understanding that the recruiting process should provide the best experience to the employees in their journeys with BRQ.

The perception of the process was positive, it was pretty stable and with good results, and the goals were being achieved. So, why change? Thales believes that an improvement should be made not only where there is lower performance but also in areas where performance is already positive; after all, the improvement needs to be continuous. And with this in mind, NPS surveys began to be used in key moments of the hiring process, such as at the end of the conversations with recruiters, during the delivery of documents, on the first day of work, and so on.

Then these steps were mapped and metrificated one by one. After fragmenting the evaluation, it was possible to see what could be improved in each stage more accurately. The results from implementing improvements over time could not be better. Overall, NPS’s rating for the area, which was already considered high, grew even more with the adjustments.  

For Carolina Piombo, CPO – Chief People Officer at BRQ, the most important result is the visibility of new employees’ satisfaction. ‘Today, we have 100% visibility of new employees’ satisfaction in the onboarding process. We want them to feel good from the first moment at BRQ, and NPS helps us maintain the quality standards’, she adds.

The next step is to apply the survey to other moments during the employee’s first year with the company to expand the evaluation of the journey.

How can your company access improvements like this?

In a scenario of increasingly fierce competition for a prominent place in the market, companies cannot settle. As we have shown in our case, even an area with positive indicators improved even more with the NPS survey.

Therefore, we conclude that the search for innovation in the internal processes must be constant and does not need to be limited to technology. In addition to adding different tools and solutions to your business, it is necessary to find other possibilities for improvement. Often an external vision is enough to find solutions that make your company even more developed and consolidated.  Now that you know how the partnership between Decoupling do Brasil and BRQ has improved the recruiting and onboarding of candidates through a different vision and implementation of the NPS survey, how about doing the same with your business? Contact us and find out how we can help your company do the same!