Give a Good Candidate a Reason Beyond the Number

No. Every story comes from a named employee who gave consent and can withdraw it. We do not write reviews, invent quotes or claim recognition you have not received, because a candidate finds out at interview and the damage is worse than saying nothing.

That is a finding worth having. It is reported to you as a theme rather than published, and it usually explains a drop-off you had already noticed. Where the issue is genuinely in how the business works, content will not fix it and we will say so.

Partly. Describing a workplace accurately still helps, and the candidate-experience fixes pay off regardless. But promoting an experience employees do not recognise increases early attrition, so where the gap is wide we recommend the culture work first.

Yes, and it is the core of the work, because the proposition has to be built from what people genuinely say rather than from what leadership hopes. Conversations are confidential and reported as themes unless an employee consents to a named story.

Recruitment process covers how hiring runs: requisition, approval, interviews, offers. This covers what candidates are told and why they choose you. The candidate-experience review is where the two meet, and the services are often bought together.

We produce the content and the structure. Publishing to your site and job boards stays with your own team or your web provider, since it touches your systems and your approvals. We hand over everything in a form they can use directly.

No. Written stories and specific, honest content do most of the work, and over-produced material often reads as less credible. Where you want photography or video later, the proposition tells whoever produces it what the material has to say.

The diagnostic is short. The full project depends on how many roles and locations are in scope and how many employee conversations are included. The timeline is stated in the proposal after the diagnostic rather than estimated beforehand.

After the perception read and the candidate journey walk. The scope states which roles and locations are covered, what content is produced and whether process fixes are included. It is agreed in writing before drafting begins.

It is defining what working at your company is genuinely like, usually as an employee value proposition, and presenting it consistently through your careers page, job postings, candidate communication and employee stories. The aim is that the right candidates understand the offer and choose it.

Usually when good candidates drop out for reasons nobody can name, when you compete on salary alone against better-known employers, or when the careers page has not changed in years. It also helps when hiring volume has outgrown the way candidates are communicated with.

It is a specific written statement of what an employee gets from working with you, covering the work, growth, management and practical terms. It should be one your current employees recognise.

No. Smaller businesses often compete for the same people as larger ones, so being clear about what they offer matters. The work is sized to your hiring needs, and a short project can be enough.

Not always. The candidate journey walk shows where candidates cool, and some fixes are small, such as a template and an owner for replies. Larger process design is taken up under recruitment process consulting where you want it.

We can write content and guidance for your channels. Managing accounts, posting and paid promotion stay with your team or provider unless agreed separately.

Each line of the proposition is tested against what employees said and reviewed by leadership before use. Claims the business cannot stand behind are left out.

Pricing depends on the number of roles and locations, the number of employee conversations, the content produced and the support required. Share your requirements and we will send a tailored proposal.