How Candidate Experience Metrics Cascade Through an Organization

Candidate Experience Metrics Hiring Manager

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Great candidate management at any kind of scale requires active management and visible candidate experience metrics. You can implement programs and processes and technologies designed to improve candidate experience, but unless you actively manage it, I guarantee you are flying blind and that usually means missing problems, large and small, that are reducing your recruiting efficiency and effectiveness.

What do I mean by Candidate Experience Management? I’m glad you asked. When you implement anything, there should be clear goals, and those tasked with achieving those goals should have the tools at their disposal to see their impact and track their progress. In the case of candidate experience, problems tend to bubble up anecdotally, or through high level surveys. Recruiting leaders make broad, educated guesses about what is causing the problems and implement programs to address the perceived problems.

Those programs get implemented via people, processes and technologies and each should have candidate experience metrics involved to be able track whether the programs make any kind of meaningful impact. Many organizations survey candidates at some level in order to have metrics to manage to, but these surveys yield broad metrics like cNPS with few underlying actionable insights pointing to issues. They are also typically sporadic and rarely visible to all who need data to deliver great experiences.

Consistent Experiences Require Candidate Experience Metrics

Everyone from individual contributor recruiters up to the CEO should be armed with data to understand what kind of experiences are being delivered and what they can and do impact it. Each role should have metrics, but not every role needs the same data. So good candidate experience management requires an understanding of which roles need which data in order to make the largest impact. 

In Survale’s latest white paper, Key Metrics for Data Driven Candidate Experience, we show how candidate experience management cascades through the organization with defined metrics for each recruiting stakeholder, both within TA and outside of it. We also provide insights into why each role requires the data we recommend, and outline what each role uses the data for. Further, the paper provides core sets of sample questions required to yield relevant metrics for each role. 

Below are sample dashboards for each role defined within the whitepaper, showing which metrics apply to which roles. Additional information and details can be found in the white paper which can be downloaded here.

Talent Acquisition Metrics by Role


The focus of recruiter metrics should be on showing how their individual performance affects experiences.

Candidate Experience Metrics Recruiter

Hiring Manager

Giving hiring managers insight into their interview feedback shows them their impact, lets them know they are accountable and aligns TA and business units around common metrics

Candidate Experience Metrics Hiring Manager

Talent Acquisition Manager

TA managers need to understand the performance of their team, get data for performance management and understand how well their team is serving the needs of hiring managers.

Candidate Experience Metrics Talent Acquisition Manager

Talent Acquisition Director  / TA Ops Analyst

These roles are typically where most of the strategic analysis of feedback data happens and where new strategies and programs are developed to improve recruiting experiences and hiring effectiveness. They require high level metrics that point to additional underlying data where actionable insights are available.

Candidate Experience Metrics Talent Acquisition Director

Head of Talent Acquisition

The head of TA needs to understand the performance of various units within the TA organization, as well as the performance of processes and technologies associated with hiring.

Candidate Experience Metrics Head of Talent Acquisition


The CHRO needs high level metrics for satisfaction across TA units, trendlines and data about employer brand affinity and satisfaction data for key programs and technologies.

Candidate Experience Metrics CHRO


The CEO should see high level satisfaction metrics with trendlines as a basis for executive discussions.

Candidate Experience Metrics CEO

For more information about how candidate experience metrics cascade through your organization, download Key Metrics for Data Driven Candidate Experience. here. To understand the capabilities required to deliver data driven candidate experiences at scale, download The Data Driven Candidate Experience Maturity Model here.

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