On this project, I tried to implement the product design process for the second time. I suggested it to the team, and they agreed. The result was astonishing. It worked, allowed us to control the process at all stages, and achieve a great outcome.
The Final Result
Overall, we wanted to conduct an audit of the recruitment management system. To look at the product from a different perspective, more qualitatively rather than quantitatively. To find things that our internal analytics system does not show. To improve communication between the employer and the job seeker.
We worked using the now classic Double Diamond approach, but slightly upgraded. We broke everything down into stages where we would gather and process information, then analyze it and deliver results.
We didn't screen candidates through surveys. Instead, we described the candidates suitable for us. We found companies in the database that met certain criteria, such as the number of employees, recruiters, hires, etc.
We found 15–20 recruiters who agreed to talk with us. We conducted in-depth interviews and interface interviews.
We reviewed, decoded, and sorted the results. We categorized them into pain points, advantages, and Jobs To Be Done (JTBD). We identified the largest groups of problems:
In addition to qualitative research, quantitative indicators were also tracked. The main metrics were: KPIs for communication between the job seeker and the employer—number of messages sent from both sides, number of scheduled meetings, number of comments left by employers about job seekers, and employer satisfaction measured based on the NPS survey.
Comments increased by approximately 20%, the commenting form became clearer and no longer caused distrust.
Movement of candidates through the funnel increased by approximately 9%, unfortunately, a large number of companies still do not use a funnel, but among large companies that use custom funnels, the metrics increased by approximately 18%.
Messages increased by 13%—the user block became cleaner and was rid of unnecessary buttons that interfered with focusing on the main thing—contact with the seeker.
We were unable to calculate the reachability of candidates for interviews, but reactions to meeting reminders appeared, and we anticipate that there was an increase in reachability.
The overall NPS for the use of the recruitment management system by employers increased according to measurements before and after the implementation of changes in the design.