The right person in the right place, and the evidence for it.

Before the vacancy goes live, we know what fits this role and this team.

The intake consists of conversations with the line manager and the team, an online intake form and a team scan. Together they map the environment the new colleague will land in.

We record what the role asks in mental and physical load, how management works, what culture the team has, where the team draws its energy from and how much room there is to learn. The line manager describes their own style of management, and the team describes how it comes across to them.

From that follows the assessment matrix, with a weight for each competency. Later every candidate fills in the same axes from their own preference, so the fit with the organisation becomes a measured outcome. The campaign leads to a vacancy page in your own house style, with a short match quiz. No cover letter.

The candidate’s self-image sits next to what others have seen.

The floreerscan measures self-efficacy, work engagement, adaptability and motives, with questionnaires that floreer.app developed itself.

The candidate also takes an Enneagram test. The floreerscan shows how someone scores, and the Enneagram helps explain why: what drives someone, where the pitfall lies and how someone reacts under pressure. We use that reading in the in-depth interview to ask targeted follow-up questions, and after the appointment in the advice on how to manage the new colleague. If the test points to no clear type, a short second round follows in which the candidate repeatedly chooses between two statements.

The candidate also scores six statements about their own behaviour, and three referees score the same six. We call that comparison the Floreer Spiegel, the floreer mirror. The difference per statement often says more than the score itself.

The conversation starts where the measurement stops.

For each candidate we draw up a separate interview agenda. What the floreerscan and the referees already show, we do not ask again.

The time goes to the competencies that are still open, with follow-up questions on concrete situations from the candidate’s own work (STARRA).

Your team meets the candidates with the file closed.

Colleagues who normally have no part in a selection procedure meet the candidates in a single afternoon. At two tables, pairs of colleagues hold six-minute speed dates, so every candidate talks to both sides of the work. In between, the management team walks the candidates round the office in small groups. There they see colleagues at work, what the workplaces look like and how the people who work there respond to them. That gives the candidate a feel for what it is like to be employed here. Anyone waiting sits in the lounge area with a host from the company, and that contact counts too. The afternoon ends with a shared meal.

The colleagues have not seen the CV and do not ask about work history or education. Their questions look ahead, to the work the candidate will do here, with conversation cards on their own phone as a prompt. Only once the candidates have left does each colleague fill in a short judgement.

That team judgement sits next to our advice and is never added to it. They are two ways of looking, and an average would smooth that difference away.

The management summary replaces the CV.

This is the document on which you decide whether to invite a candidate to the Expertise Check. That is why you do not get a CV from us. A CV tells you where someone has worked. The summary records what someone has shown, per competency from your own assessment matrix, and names the source of every observation: the candidate, referees, the practical assignment or our interview.

At the top are our advice, the level at which the candidate can start and the match score. Below that score a bar shows how many competencies it covers, because a 6.7 over three competencies weighs less than a 6.1 over eight.

Then come the strengths and the points of attention, what the referees saw, what the Enneagram says about motives and pitfalls, and a reasoned starting salary. The document closes with the points that still need testing. Those form the agenda of the Expertise Check.

Before the first summary appears in your portal, the data processing agreement has been signed. It sets out who may see which data and how long it is kept. That way the handling of candidate data under the GDPR is settled before you read a single summary.

The Expertise Check is the last conversation, and after it you can decide.

The summary gives, for each candidate, the test points that are still open, each with a question to ask. In the portal you tick which points you want to cover in the Expertise Check. The cases come from your own practice.

At Meet & Eat the candidate has spoken to almost everyone involved in the decision. That is why the Expertise Check is the last conversation straight away. Every participant in Meet & Eat has already reserved a slot in the decision-makers’ diary for the week after. If the candidate goes through, the appointment is already in place.

Before that conversation the candidate has confirmed in their own portal everything that comes with being hired, such as the terms of employment, the salary expectation and any holidays already planned. After the Expertise Check you no longer have to wait for any of that.

After the decision, everything is ready for the offer and the employment contract.

The offer rests on the starting offer in the management summary. That proposal for salary and terms is backed by the candidate’s level and by the salary expectation the candidate had already confirmed. So nobody ends up negotiating over something no one knew yet.

As soon as you agree, we put the details for the employment contract in one document in your portal. Those details serve that purpose alone and therefore have their own, short retention period. Once your new colleague has started, you will find their contact details in the same portal.

After the first working day, I stay involved for a full year.

The floreerplan divides the first year into five phases: landing, taking part, doing it yourself, ownership and embedding, and finally developing and flourishing. For each phase it sets out what the line manager, the team and the new colleague do, how they go about it, why it is needed and when an action is complete.

The line manager also receives advice on managing each new colleague, based on what the selection showed about that person. One colleague needs plenty of structure at the start, another needs room to get going on their own. For each person it sets out what works.

Throughout the floreer year I remain the point of contact for the line manager and the new colleague. At the start of every floreer month the line manager receives an email with that month’s actions, what is still open from earlier months and which colleague shows a signal. In the portal the line manager ticks off what has been done. Scores are only available behind the portal’s access code.

Five times in the floreer year every new colleague completes the engagement measurement: 43 statements and one open question, in about eleven minutes. It covers energy at work, load and recovery, confidence in one’s own ability and the sources of energy the plan steers on. The line manager reads the result per colleague, is notified when there is a signal and discusses the outcome in the next conversation. When there is a signal, I work out with the line manager what is needed. That shows whether someone is growing or running into something, and lets you adjust before it becomes a problem.

The whole floreer year is included in the placement fee.

Our aim: everyone we place is still in the job a year later.

A client becomes an ambassador when the new colleague stays. We do not control all of that, and yet every step is aimed at it, from the first measurements of the organisation and the candidates through to the floreerplan.

Candidates who are not hired should also be able to move on with confidence. Everyone who completed the floreerscan receives a floreer profile from us: a personal picture of their own strengths and motives. Anyone who does not go through after Meet & Eat can also receive a growth profile, with what the candidate takes into a next step. The candidate requests that growth profile through their own candidate portal. Anyone who is not chosen after an Expertise Check can follow career guidance or an outplacement track with us, if their current employer makes a budget available for it.

The GDPR is built into every step. In their own portal the candidate sees which data we hold, who sees it and how long it is kept. The candidate gives separate consent to share the profile with the employer, and can always withdraw it. When the procedure ends, the candidate chooses: have the data deleted, or keep it for a year for a future opportunity. Anyone who does not respond is deleted within four weeks of the vacancy closing.