P rogram adoption is one of the single best indicators of a contingent workforce program’s success.
If a high percentage of hiring or engagement managers use your CW program, you must be doing something right. But if too many business units or engagement managers are able to avoid using your program’s services, it can lead to failure.
For your CW program to provide value, hiring managers have to use it. And the more they use it, the more value it can provide – in items such as cost savings, faster time to fill, reduced security and compliance risks, and – even more important — in your strategic value: a more agile workforce that makes your company more competitive.
NPS power: persuading starts by listening
One of the most powerful ways to communicate your program’s value revolves around listening to your stakeholders. As Staffing Industry Analysts points out in a recent online article, a very effective way to sell your program is by instituting a formal measurement process that focuses on the “Net Promoter Score (NPS).”
According to SIA, “In a nutshell, an NPS measurement defines how many members of a CW program stakeholder population are promoters and how many are detractors. For any service organization, the goal is to have more promoters than detractors. The final score itself is derived by subtracting the number of detractors from the number of promoters.”
For details about how an NPS program works, I urge you to read the article. But an important take-away from story is this: “NPS measurements are really about stakeholders’ perceptions of the program’s value and how those positive or negative perceptions can impact the CW program.”
A high Net Promoter Score creates advocates who will help you drive adoption and use of your CW program. It gives you endorsements you can take to other stakeholders in your organization to show how valuable current users perceive your program to be.
Perceived NPS improvements put you in position of strength
A year-over-year or quarter-over-quarter NPS improvement strategy should help drive improved perceptions of your program and its overall adoption. And, by acting on stakeholder advice to make improvements, you will strengthen your relationships and make your program better able to deliver on your Key Performance Indicators (KPIs), such as attracting top-level talent.
SIA’s article also notes that, “because the NPS is a measurement of customer loyalty, controlling the brand image (internal and external) and narrative concerning the program is also critical to achieving high NPS.” They recommend – and Beeline agrees – that it is important for you to communicate and market the “good deeds” and execution excellence your CW program delivers.
As Muhammad Ali said, “It’s not bragging if you can back it up.”
Whatever kind of methodology you use to collect stakeholder feedback about your program, make sure that you act on the advice you receive, and make sure that your stakeholders and your sponsors know that you are acting on it. No one wants to share opinions if they feel their comments are not being taken seriously – make the feedback actionable.
An NPS program can be a valuable tool for building your relationships with your stakeholder community, and those strong relationships will support you in the future – when you run into challenges or when you want to expand your CW program into new geographies or labor categories.
For more information, read the SIA article. If you would like to talk with some Beeline clients who use NPS or other formal feedback processes to support their programs, please let me know. I will be happy to put you in touch with the right parties.