The person
Motives from the Enneagram, plus self-efficacy, work engagement and adaptability from our own floreerscan, the questionnaire set we run ourselves, inspired by the work of prof. dr. Bas Kodden on sustainable performance.
floreer.app (floreren is Dutch for to flourish) is the platform for data-driven recruitment. We assess character, work attitude and performance before you meet anyone, and we reach the talent that is not actively looking.
Sustainable performance comes out of the match between a person and a working environment, and the candidate alone does not settle it. Of the four factors prof. dr. Bas Kodden found decisive for sustainable performance, two are about that match. So we measure both sides and put them side by side.
Motives from the Enneagram, plus self-efficacy, work engagement and adaptability from our own floreerscan, the questionnaire set we run ourselves, inspired by the work of prof. dr. Bas Kodden on sustainable performance.
Culture, leadership style, job demands and sources of energy, drawn from the intake and from the environment interviews with the team and the line manager.
We put preference and environment side by side on the same axes and show per aspect where it fits and where the attention should go, instead of one overall mark.
A good first impression says nothing about who is still performing well six months on. Our method therefore follows a distinction made by prof. dr. mr. Bas Kodden: selection works in two movements. First a sharp picture of who someone is and whether that suits your organisation. Then a hard test of whether that picture turns into engagement and into a role that matches what someone can carry. Someone with the right characteristics who never becomes engaged performs just as poorly as someone who starts out enthusiastic without the right foundation.
Our own visualisation, based on the distinction between qualitative selecting in and quantitative selecting through made by prof. dr. mr. Bas Kodden (De kunst van duurzaam presteren, 2018, available in Dutch only). The instruments and the grouping are ours.
One layer of that model we deliberately leave out of recruitment: natural aptitude, the part Jane® measures. That question belongs to an open look at a whole career, and in recruitment it is already narrowed down to one role at one employer. There the floreerscan, the in-depth interview and the environment scan answer it well enough. We do use Jane® in career guidance and outplacement.
Before we introduce anyone to you, we map out who that person is. The floreerscan measures self-efficacy, adaptability and intrinsic motivation, and the Enneagram brings motives and pitfalls into view. Reasoning and problem-solving we assess in the in-depth interview along the STARRA method rather than with a test: how someone tackled a concrete problem tells you more than a score does.
A match works in both directions. So we map your side too: culture, leadership style, job demands and sources of energy, gathered from the team and the line manager. We set that against what a candidate looks for in a working environment, aspect by aspect, without compressing it into one mark that smooths the differences away.
Whoever looks good on paper and in conversation then has to prove it on the two things that predict most: work engagement, and whether the work matches what someone can carry. Engagement we measure through the floreerscan, with vigour, dedication and absorption, alongside a reference check with three people who have seen the candidate at work. Anyone who gets further also sits the Expertise Check, a professional test built on cases from your own practice.
After Meet & Eat, which you attend yourself, we set the advice from the assessment and the interview alongside the judgement of your team. We never add those two together into a single score: one rests on weeks of measurement and conversation, the other on a single evening, and that difference in weight should stay visible instead of disappearing into an average.
The assessment does not stop at the contract. Anyone who starts gets a floreerplan: twelve months in five phases, from landing to flourishing, with engagement measured again and again instead of one onboarding conversation.
We measure character, work attitude and performance before you meet anyone. Self-efficacy, work engagement and adaptability, with a reference check alongside, based on the work of prof. dr. Bas Kodden on sustainable performance.
We map the leadership climate and the team dynamics through conversations with team members and the line manager. That way we know which profile fits before we speak to anyone.
The strongest candidates are usually not on the market. Through Meta with a match quiz, LinkedIn and Indeed we reach people who are open to a move as well as active searchers, and we send everyone to one vacancy page in your house style on weworkat.com. You get the full report and the statistics per channel.
After Meet & Eat you receive a management summary for each candidate: the match score on the must-haves, the evidence behind it and a reasoned recommendation. Every candidate goes through the same assessment matrix.
The new colleague starts with a floreerplan: a development track of twelve months in five phases, from landing to ownership. That lowers early turnover and keeps performance up.
Those who do not get the job leave with something too: an integral profile after the introduction, and a development plan for anyone who got further in the procedure, with a career or outplacement track as an option. In a small market that keeps every candidate an ambassador for your organisation.
Roughly eight to ten weeks to the offer. The vacancy page stays open until the candidate has accepted.
We get to know your organisation and put the vacancy page and the campaign live.
Our own floreerscan of self-efficacy, work engagement and adaptability, plus a structured reference check, verified before you meet anyone.
We run the structured STARRA conversation, steered by what the floreerscan showed.
Seeing whether there is a click, with the file closed. You meet the selected candidates in one informal evening. It works both ways: they discover your organisation, you get to know them.
A reasoned recommendation per candidate, straight after Meet & Eat, along the same assessment matrix.
A professional test built on cases from your own practice.
Proposal and terms of employment, prepared down to the detail.
Optional: the guided landing with the twelve-month floreerplan.
The director and the operational manager filled in the evaluation once the project closed. This is what they wrote.
The combination of an activity and conversations gave a broader picture of the candidates than an ordinary job interview does. Colleagues were involved who normally have no part in the selection procedure. Their observations and their input were valuable when we made the final choice.
The candidates we hired are genuinely ‘carried’ by the organisation. That familiar first-day feeling in a new job is much weaker, because the ice has already been broken.
Recruitment and selection for HOD Vastgoedbeheer, three placements in the role of Service Coordinator Property Management, completed in the summer of 2026. Carried out together with Leiders.nl, using the platform and the instruments of floreer.app.
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