From values to verified service: how Jackson Hogg improved CX and unlocked referral growth

The COO owns the service standard

For recruitment COOs and Operations Directors, service quality is not a soft metric. It is the operating expression of the company’s values.

It shapes how consultants behave, how managers coach, how clients judge the business and whether candidates, clients and contractors come back, refer or recommend.

For Anthony Broadhead, COO at Jackson Hogg, that responsibility sits at the heart of the role.

“Service levels are a by-product of having great people with the right values. I see my role as the standard setter, cultivator and sometimes the protector of our values and therefore service levels.”

Anthony Broadhead, COO, Jackson Hogg

That is what makes Jackson Hogg’s use of Talent Analytics so relevant for recruitment operations leaders.

The goal was not simply to collect more feedback. It was to turn service quality into something measurable, visible and commercially useful across the business.

From values to verified service

Jackson Hogg wanted to be known for more than delivery.

“We want to be known for our values, people and our unique commercial models that are delivered with best-in-class service.”

Anthony Broadhead

That ambition created a clear operational challenge.

The business was already tracking NPS, but the process was manual, clumsy and time-consuming. More importantly, it gave the team an indication of service quality rather than a verified, real-time view they could confidently use to manage performance.

“We already tracked our NPS, but in a clumsy and manual way. It was time consuming and only an indicator rather than a verified score. I wanted more accurate, real-time data that could be celebrated and improved.”

Anthony Broadhead

For a COO, that distinction matters.

If service levels are part of the operating standard, they cannot live in spreadsheets, manual processes or occasional snapshots. They need to be visible, current and connected to the way the business actually runs.

Operationalising customer experience

Talent Analytics gave Jackson Hogg a more automated and scalable way to manage service quality.

Instead of relying on manual NPS tracking, Jackson Hogg could use automation, AI and feedback loops to capture client and candidate experience in real time, then make that data visible across the business.

Anthony described the key value simply:

“Automation, AI and a platform that people can interact with to compete with each other around service levels.”

Anthony Broadhead

That last point is important.

For service improvement to become part of the culture, it has to be visible to the people delivering it. When teams can see performance, compare service levels and understand how they are being experienced by clients and candidates, feedback becomes more than a report.

It becomes something consultants and managers can engage with.

That creates a healthier form of accountability. Strong service can be celebrated. Improvement areas can be identified earlier. Managers can use the data to support better conversations. Leaders can see where the business is living up to its values and where standards need protecting.

World-class CX and commercial opportunity

The impact showed quickly.

In its first 90 days, Jackson Hogg captured 428 feedback responses, achieved a +84 Client NPS and a +76 Candidate NPS, demonstrating world-class service levels across both sides of the recruitment journey. The same period also surfaced direct job referral opportunities through automated follow-up.

That is what makes this case study commercially important.

Talent Analytics did not just help Jackson Hogg understand where service could improve. It also helped the team see where further opportunities existed.

“They’ll actually learn where they are going wrong, but importantly they’ll see where further opportunities are, although I would prefer to keep Talent Analytics to myself.”

Anthony Broadhead

That is the shift recruitment leaders should pay attention to.

Customer experience data is often seen as a way to identify problems. It does that. But when used properly, it also identifies promoters, advocates, expansion opportunities and referral moments that might otherwise be missed.

Turning service into referral growth

Jackson Hogg has grown organically over the years, with referrals playing a major role.

But like many recruitment businesses, the challenge was not whether referrals mattered. It was whether the business was consistently asking for them at the right time.

Talent Analytics helped create that process.

“We have grown organically over the years, and mainly through referrals, however from some automation we received several referrals from one client via email. Do we ask every client for referrals, unfortunately not, so Talent Analytics has helped us capture more opportunities for expansion and referrals.”

Anthony Broadhead

That is a powerful operational lesson.

If a client has had a strong experience, that moment has value. It can become a referral, testimonial, review, expansion conversation or future opportunity. But without a system in place, those moments are easy to miss.

By connecting feedback to automation, Jackson Hogg could turn positive service experiences into commercial action.

Why this matters for COOs and Operations Directors

The Jackson Hogg story is not just about improving NPS.

It is about giving operations leaders a clearer way to manage service standards across the business.

For COOs and Operations Directors, the value sits in being able to:

• replace manual NPS tracking with real-time service visibility
• measure client and candidate experience more accurately
• create accountability around service levels
• celebrate consultants and teams delivering strong experiences
• identify where service standards need attention
• uncover referral and expansion opportunities
• connect company values to measurable operating behaviour

That is what makes customer experience operational.

It moves from something the business hopes it delivers to something leadership can measure, manage and improve.

A product that lives up to the standard

Anthony’s experience with Talent Analytics also reinforced the importance of service levels from the supplier side.

“Brilliant, from my initial call to dealing with Julian and the engineering team, it is clear service levels are held in high regard at Talent Analytics and you live what you preach. The product is, for the first time in my career when it comes to a tech product, much better than I expected it to be.”

Anthony Broadhead

For Jackson Hogg, Talent Analytics became a system for verifying service, driving accountability and surfacing growth opportunities.

For Talent Analytics, it is also a clear example of what happens when a COO treats service quality as part of the operating model.

The closing endorsement says everything about the value Anthony saw:

“If Jackson Hogg was large enough I would try and buy it to hide it.”

Anthony Broadhead

Build service quality into your operating model

Talent Analytics helps recruitment businesses measure client, candidate and contractor experience, automate feedback loops and turn service insight into action.

For COOs and Operations Directors, that means clearer visibility, stronger accountability and a better way to protect the standard of experience your business is known for.