Sterksen and Carerix: Innovation Partners in crime
The partnership between Sterksen and Carerix dates back to January 2008. Long before I arrived at Carerix. I became CEO at Carerix in 2012 and regard Sterksen as business innovators with the typical pragmatism associated with the south of the Netherlands. Carerix supplies staffing and recruitment software and both organisations collaborate very closely. I also appreciate their constant flow of ideas for developing new business models as well as their desire to propose intelligent process improvements. This helps to further safeguard cooperation with clients. The approach has created a foundation for solid growth in a dynamic market, where the knowledge of today won’t necessarily be (as) effective in the future.
It’s not that difficult; let’s get on with it
Carerix supplies recruitment solutions that help corporate recruiters and intermediaries to find the best match. Paul Storimans regularly approaches me with new ideas. Some of them are very detailed, while others are just experimental concepts that require IT/process-related support. “It’s not that difficult” and “let’s get on with it” are statements that typify Paul. Even though he has demanding deadlines, our conversations are always lively and full of ambition. During my career in the IT sector, I witnessed how important it is for organisations to always develop new ideas, ambitions and concepts. As far as I am concerned, this innovative strength is one of the reasons why Sterksen has become such a renowned name over the past 15 years.
Data enrichment and benchmarking
The ability to be innovative is also supported by central in-house databases featuring enriched information. Validated in-house “intelligence” is crucial to stay ahead of the competition and realise the right match at the right time. Naturally, the database must always be up-to-date and continuously expanded by collecting underlying information from a variety of sources. By structurally registering personal experiences with candidates, freelancers and clients, it is possible to analyse areas where organisations are excelling and areas that need to be improved. The quality of internal databases can be improved and benchmarking becomes possible if in-house databases are linked to external analysis tools like “Vacancy Improver”, Target group Dashboard and Tamo, or other tools that use a variety of sources to enrich already collected data. For instance, benchmarking forces decision-making, establishes focus and offers the ability to stand out. Both elements are important to successful companies. Sterksen has embedded these aspects into its (business) processes, with IT playing a supporting role when collecting/enriching data. When it comes to RPO-like assignments, they convince clients that professional processes, a central database with suitable (analysis) tools and an up-to-date network are decisive factors in the success of their recruitment projects. Besides recruitment processes and recruitment professionals, the contracts established by Sterksen often also feature IT systems and work-on-site (for the client’s look and feel) so clients can realise maximum control, inflow and conversion.
Candidates or freelancers are becoming more important than vacancies/assignments
Profiling and social listening
More and more opportunities for improving the predictability of systems can be created by combining (internet) sources and continuously enriching in-house databases. This is the trend we expect for the coming years: Smart algorithms will be combined with profiling and “social listening” to support recruiters when creating effective matches. After all, candidates or freelancers are becoming more important than vacancies/assignments. Automation helps recruiters to quickly find their way around mountains of (often useful) information and take appropriate action. However, for the time being, recruiters remain responsible for decision making. It thus continues to be a “people business”. But (marketing) automation and intelligence tools continue to be essential for sustainable success. However, these tools can only work effectively with reliable data.
Another important change is that partner eco-systems are becoming more popular and are more effective than individual companies using traditional “supplier/client-based” models. This means organisations realise more added value, innovative strength and success than if they were to act individually, because every organisation in the eco-system focuses on its core qualities and collaborates with complimentary organisations in the eco-system. In addition, new developments are more likely to be adopted when specialised organisations are added to the eco-system. Naturally, it is important to have clear “rules” within the eco-system and all partners must have the opportunity and confidence to take advantage as equals. Eco-systems can be horizontal (related/complementary) organisations and/or vertical (supply chain) organisations. The first category involves adding value via a broader value proposition, while the second category involves adding value via convenience/outsourcing. Combinations of the two categories are also possible. “Carerix is dedicated to creating an eco-system for recruitment & selection, staffing and corporate organisations. That is why we have signed-up dozens of specialised partners.”
On behalf of the whole team, I would like to congratulate Sterksen on its 15th anniversary and wish them a lot of success for the coming 15 years. The company has a solid reputation and has proven itself by continuously developing in an ever changing market.