Learn from attraction and retention feedback
Course overview · 4 min reading + 12 min practice, estimated
Principles and method
Measure whether the proposition attracts informed interest and matches the experience after joining. Ask new starters which expectations were met or missed, and compare themes with candidate feedback. Do not attribute all retention changes to employer branding; management, labour markets and role changes also matter. Use small samples for qualitative learning without overstating precision. Keep feedback collection proportionate and confidential. Update the proposition when working practices change. The aim is a sustainable match between promise and experience, not simply more applications.
Worked example
A campaign increases applications but new starters report unexpected travel. The team corrects the role message and tracks whether future candidates understand the travel pattern before accepting.
Put it into practice
Design a candidate and new-starter feedback loop with three questions and an action owner.
Use fictional information and keep your work in your own notes.
Compare your approach: self-review guidance
Ask about understood expectations and observed experience, not only satisfaction scores. Record confounding changes and avoid claiming that one campaign caused a retention improvement.
Sources and further reading
Original Academy teaching and fictional examples. These references provide context, not endorsement. Edition 2026.09; updated 2026-09-24.
- CIPD: Employer brand
Further reading on employer reputation and employee experience.
- CIPD: Recruitment
Professional context for the recruitment lifecycle.