EMPOWERED

CHAPTER 68Business Results

For those wondering how all this actually played out, I have included here quarterly results and also some observations from about a year later.

This concentration of effort around getting more jobs to have between 8 and 25 applications did indeed pay off. This was mostly the result of spreading around the applications that were being wasted by going to jobs that already had enough. At the end of the quarter, the company had raised the “successful posting” KPI from 37% to 41%, but the best news was that this continued to grow and ended the year at nearly 45%. This resulted in substantially decreasing employer churn—from 6% down to 5.1%.

As you have seen, the company attacked these problems from many different angles, in the hopes that some would succeed. The approach that had the most significant impact was the Job Recommendations team, which was all about showing job seekers jobs the system believed they were qualified for, but the job seeker didn't realize they were. Not only did this have an immediate impact, but it continued to improve for at least two more years.

On the job seeker side, they ended up making fairly fundamental changes to the workflow of first registering and then providing the first application. They were able to significantly improve the percentage of job seekers that submitted an application in the first 48 hours (from 27% to 42%), primarily by making the first application submission much easier and more integrated with the ...