An EVP in a Month: Donja van Laarhoven on Scaling Robin Radar

Show notes

In this episode of the Leaders in Talent podcast, host Adriaan Kolff interviews Donja van Laarhoven, CHRO at Robin Radar Systems, the Dutch company that builds radars to detect birds and drones. Donja led HR, recruitment and employer branding at Hunkemöller, founded the employer branding agency Fanployer, and joined one of her own clients, Robin Radar, as CHRO almost two years ago. Since then the company has grown from about 125 people towards 300 by the end of this year.

Agencies once pitched her EVP programs of 100 to 200K and months of research. Donja explains why the answer already sits inside the company and can be found in a month: four building blocks (the talent persona, the company DNA, the strategy, and the USPs against competitors), two workshop questions (the top two reasons you work here, and what you would change), and a strategy session with the CEO and the CMO in the room. She shares how she started at Robin Radar with data rather than gut feel, how the team hired 120 people last year from more than 10,000 applicants and moved from filling 53% of vacancies within three months to 85% with only two sourcers as outside help, how Bright Minds Aim High runs through every touch point from application to probation, and how she measures the EVP with quality of applicants, quality of hire and regretted exits.

Timecodes

01:03 Welcome: Donja van Laarhoven, CHRO of Robin Radar

01:35 From Hunkemöller to Fanployer to Robin Radar

04:13 Why a founder went back in-house: a CEO in every HR session

06:21 A love-hate relationship with HR and a seat at the MT

07:55 An EVP in a month instead of a 200K program

11:45 The four building blocks of an EVP

15:36 The two workshop questions that find the company DNA

18:29 Starting with data: the red, yellow and green map

21:04 120 hires, 10,000 applicants and fewer agencies

22:39 Bright Minds Aim High in every touch point, and the US

28:20 Measuring the EVP: quality of hire, regretted exits, AI-polished CVs

32:05 The team, the new office in Delft and TRC on 5 November

___________________________

Connect with us on LinkedIn: https://www.linkedin.com/company/matchr/

Get in touch with us: https://matchr.io/contact

___________________________

Connect with Donja van Laarhoven: https://www.linkedin.com/in/donjavanlaarhoven/

Connect with Adriaan Kolff: https://www.linkedin.com/in/adriaankolff/

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Resources mentioned in this episode:

Robin Radar careers: https://robinradar.recruitee.com/

The Recruitment Conference, 5 November, Amsterdam: https://www.therecruitmentconference.com/

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RSS feed: https://media.rss.com/leaders-in-talent/feed.xml

Transcription

[00:01:03] Adriaan: Yes, ladies and gentlemen, and welcome to another episode of the Leaders in Talent podcast. And today I'm joined by the CHRO of Robin Radar, Donja van Laarhoven. Donja, welcome to the podcast

[00:01:18] Donja: Thank you so much. I have such a great English name, right, to pronounce

[00:01:21] Adriaan: I know my co-founder, his name is Maarten van der Kwaak, and Maarten is already hard, but then the van der Kwaak, you know, it really screws everyone up. So yeah. Hey, you know, it is what it is. It is what it is. Yeah. Good. Yeah hey, Donja, our listeners, give us a little bit of background, you know, in terms of your career, your entrepreneurial journey, and what are you currently doing at Robin Radar, and what does Robin Radar do?

[00:01:46] Donja: Yeah, of course. My career is grounded in my passion for hospitality and, experience, so that's also how I started. I've been various leading, roles in HR recruitment employer branding. I think one of the biggest periods in my past was at Hunkemöller, one of the, Europe's biggest, retailers. And, after that, I founded my own company together, we... Or like, founded, my own company called Fanployer, where we helped companies build popular employer brands, and translate those into innovative HR strategies. And, yeah, during that period, Robin Radar became one of my customers. and it was quite funny because when I heard of Robin Radar, I was thinking like, "Radars, what do they do? Is that fun?" and I've never been, so wrong about something like, about such a thing because when you enter this building, there's just this super cool company behind this, fastest growing companies, in Europe and maybe even in the world. and that's actually, yeah, where my journey started. So two years ago, almost two years ago, I became their CHRO.

[00:02:56] Adriaan: Yeah. what does Robin Radar do exactly? And when you started there two years ago, how many employees were you then and how many are you now? And like what does kind of the growth journey look like?

[00:03:08] Donja: Yeah. Yeah, so Robin Radar, creates or has built radars to detect small, items in the sky, so specifically birds and drones. So, we are there to protect, nature, wildlife, and people. so that's a mission to be a part of. When I joined Robin Radar, it was about 125 FTE, and now we're growing towards 300 at the end of this year. but when I look at, our forecast for next year, that will even grow. We will even, pass 400.

[00:03:44] Adriaan: Hey, unbelievable growth journey, right? it's predominantly drone protection that's really driving a lot of growth in Europe, but also the US now, correct?

[00:03:51] Donja: Yeah, definitely. We also have an office there now in the US. And it's a great market to be a part of. We have, great achievements since last year, so we, actually protected also with our, radars, the World Cup and the Games are planned. So, it's super cool to be a part of those things and to be on the, to be part of that journey.

[00:04:13] Adriaan: So for you being a founder of Fanployer, right? Robin Radar being your client, you get an intimate, you know, look in terms of what they were building, what their growth journey looked like, but you were also helping them make radars sexy, I guess. What was the pivotal moment for you to realize, like, hey, actually in-house CHRO role, you know, is so attractive, it's so exciting to work for them coming from, you know, entrepreneurial journey to join them full-time in-house, and what were you excited about to do with their employer brands, right?

[00:04:46] Donja: Yeah, good questions because it was never in It was never in my plans to go back to a, to a permanent job. But, when I, when Robin Radar was one of my customers at Fanployer, what really stood out for me is that I've had various sessions with the HR team to get to certain core concepts in their, employee journey. but always during those sessions, the CEO was there. And that was quite unique for me because that's rarely happening, that the CEOs is, CEO is so much involved into HR related topics and they're more or less into how can we improve our culture and the way we actually expose ourself as an employer. So that was really interesting for me, so I also asked him, it's like, "Why are you here constantly? I'm just intrigued by the fact that you think this is so important." And then he already there stated that, since the beginning in the original Robin Radar, he always puts his employees first. So during my period and working for working at Fanployer, I've seen hundreds of different companies and many of them state they are a culture first company and, you know, care about their people, but I've never seen in practice a company that truly lived it to that detail as Robin that for me. Over time, we quite, sometimes stayed in touch and when this company, then one and a half year ago, Sita, the CEO, called me, and that was just when I decided to quit Fanployer. And I was actually thinking about what's my next move going to be. Am I gonna continue in a different area, or am I gonna continue, in my expertise? He called me, and I'm quite known for having an atypical love-hate relationship with HR. I love it for how I foresee what HR can do in companies. So, you know, being the change agents and actually the drivers of success and also commercial success by actually building powerful teams and truly making HR also your data business partner where we are able to steer the organization in the right direction and to being able to, whenever a fast-growing company growth at, grows at the rapid pace that we are growing, that we don't worry about recruitment, that we are actually able to attract the right people at the right time so that we're not delayed by any HR related topics and of course by retaining them. But what I have seen over the past years also when running Fanployer is that the reality in many HR teams is different. They are often not seen as that change driving innovation kind of department. They are often the supportive, yeah, department that just facilitates processes, policies That's outdated to my opinion, because think that we all need to realize that HR should have a place at, MT, that we have to have a voice in the strategy. And that starts, unfortunately, with an MT or at least a CEO acknowledging that and providing that position and budgets and resources to really make this happen. not seen many companies that actually do this

[00:07:55] Adriaan: So you come into Robin Radar, right? 120 people company, growth ambitions, right? demand is there. Tell me a little bit more on how do you look at an employer brand, right? Like, how do you analyze where it is what maybe framework do you use in order to progress the employer brands in a way that it's known in the market for the right things that allows to attract and retain the right people?

[00:08:21] Donja: Yeah. Yeah, so my interest in this area already started in, when I worked for, Hunkemöller. And, we did, like, a whole program and a whole project where we had various employer branding agencies present to us their approaches, and these were often programs from, like, 100 to 200K minimum, you know? Where they needed to do all kinds of workshops and endless research and blah. But what your EVP and your employer brand is, should be core knowledge for the organization. It's not that if you spend months and months and months into interviewing, you come up with something else, right? So, what we already did at back in the day at Fanployer, built a super cool formula on how to get to an EVP at rapid pace, within a month. And that is done by one workshop or various workshop with the selection of individuals within the organization, with separation between a length of service, but also different, representation of different, departments, to really get a solid idea of what is happening there. And during this workshop, I have found my way to build a really interactive and cool way to really get to the nitty-gritty detail of DNA of an organization. So you can send endless, questionnaires, but the magic and the answer what an EVP and a, and a company DNA actually is, sits in the interaction between people. And sits in being able to ask further than, "Okay, what is, how is working for for, Robin Radar?" And he would say, "Yeah, it's fun." Doesn't say anything. What is about it? You know, you need to go deeper. And during such a session, actually got to the DNA, and I was able to translate that into narrative storylines, And if you really build your in a, in a strong, solid way, I actually found out that when you look at successful cultures in the world or companies that have a strong culture, it's not only about, you know, translating that DNA into a culture book that is fun. No, it's actually about putting that EVP central to everything you do within both your talent acquisition, but also in your employee journey. new talent with a strong EVP and employer brand, then you don't want to want it to disappear the moment that people enter the door, right? You want to continuously build funnel and a cool experience based on the EVP. So my unique method actually became building people strategies with your EVP at the core. And for the first, course, my first passion is recruitment, so that's where my driver comes from. But actually making sure that you don't stop there and translate it further into the employee journey and into your data, and make sure that you build KPIs that can actually measure the success of your EVP and your values. And I'm also a data junkie, so I do everything based on data. But, that was the mechanism that I built for Fanployer. But then I always gave the advice. I never said, "And then I was like, 'Okay, good luck, and now you need to when starting, when arriving at Robin Radar is was the momentum. And that's maybe also been the trigger why I decided to do it, is because I thought how cool is it to be able to use that same mechanism and actually prove that it works? And that's what I've been doing now for, year.

[00:11:45] Adriaan: So in layman terms, right? Help me, so what is the formula exactly, right? Like, EVP is a big topic for us right now, right? me guide me are the steps? Let's say I would wanna, like, run this myself, like, what are the steps that I would need to follow in order get to an EVP within a month?

[00:12:02] Donja: Yeah, good one. So it's based on four building blocks. So on the one hand, it's important to understand what is my... is my talent? What is the persona definition? is special about the persona and the talent that I want to attract and Because that's often forgotten. It's often seen as a recruitment tool, but it shouldn't. Then it's important to match that with the organization DNA, and with, like, the pros and the cons of the organization. And that is something that I always pull in such a workshop, for example. That's the talent needs and the persona, but also the company DNA. To match that with the third building block, which is the strategy and the direction and the vision. If you're gonna automate, I don't know, now in the world of AI, if you're gonna focus on automation and making work more efficient, then of course you require different talent. So it impacts again your persona, et cetera. So those three building blocks need to be in and need to be defined. Then the fourth one, which is almost always forgotten and never included, your USPs. To really do thorough research into the EVPs and the employer brands of your competitors and start selecting things out of those three blocks, three earlier blocks to differentiate yourself. Because what is often happening in the world of is that we're suddenly focusing all on the same type of things. You, for example, see it a lot supermarkets where now, you know, for people with side jobs, it's all the same campaigns that we show. All the big supermarkets in the Netherlands have the same type of campaigns attracting the same persona. So, I actually helped one of the supermarkets in the past, and I challenged them to do something different, that's actually differentiation, and doing something different is therefore important. And then if you combine those four building blocks, and add the data behind it, then to translate the elements that are really unique and that are, stand out a tagline, into copy, into concepts that really stand out. book or your guidelines, so to say. starting point, you have your style on how you want to build internal communication. You have the promise you make to employees, and to new candidates. But more perfectly, if you use that same EVP direction into detailing out your candidates and your employee journey, and you define the points where you can make a difference, and you think about something super cool and fun that you can, translate your EVP into that touch point, then you're actually building a culture And that is what I tried and are actually am doing now at Robin Radar, and, that is showing in the success that we have today

[00:14:53] Adriaan: So to sum up, right? So first, identify who's the talent that you wanna attract, right? Who's your ICP or, like, your candidate profile. Then sit down with a select group of people in the company that are a good representation of all the different people that are in the company, and have a workshop to really narrow down what is the DNA of the company. Are there any specific, like, questions that you should answer or survey order to run that workshop and the right answers? So understand the follow-up conversation is important. Like, why do you like to work here? It's fun. Okay, but what does that mean? Is there, is there any, and of course, you know, like we're not gonna get to the bottom, but, like, are there any specific guidance you would give me if I would run the, wanna run this workshop?

[00:15:36] Donja: Of course. And it's actually really easy. So the one question I always ask is, what are, what are the top two reasons why you work for this company? And then just put it in words. One word, you know, or two different words. What are the top two reasons why you work for this company? Because if you have to choose, you can maybe name six, but I want to have your top two, because that narrows down actually the unique factors. But also the question, what are the top things you would like to change? Because an EVP is not about the perfect world or creating the perfect world. A strong EVP attracts the right talent, not all talent. So it actually differentiates what it... and actually shows what you're good at, but also filters out the things, that certain types of talent actually would dislike. So it's really strong in an EVP and an employer brand to be really authentic about the positives maybe the negatives. because then you're able to really attract the talent that will stay and not the ones that leave after a year.

[00:16:40] Adriaan: Very good points

[00:16:41] Donja: So yes, those are the simple two questions, and based on the conversation or the discussion in the room, I come up with some new ones, but those are the two basic questions to ask. It's no

[00:16:52] Adriaan: Then once that workshop is done, then you look, okay, what is our strategy vision, right? Like, kind of talent do we need to attract, right? combination of, the first block, second block, third block, and then the fourth block is, okay, now we've distilled what is important for us as a, as a company, the type of talent that we wanna attract, what do our competitors say, and can we differentiate based that's true on ourselves to really stand out in the market?

[00:17:17] Donja: Yeah. Correct. And one big tip there, is to have that session with all the most important decision stakeholders in the room. So I always ask in that final session about the vision and the strategy. I always already make sure that I have already facilitated the first workshop, so I can already share the outcomes of the first two building blocks in the session about the strategy and the direction. the CEO there, the CMO, or at least the people responsible for marketing, and the ones responsible for HR and recruitment. Because I want all those... a lot of magic that happens in such a session, because that's where the discussions go, and that's where the decisions are made. Like, okay, but you can say, CEO, that you want to be this super innovative, forward-thinking organization, but if the DNA and the employees in our organization actually say it takes me a month to expense claim my credit card expenses, then we're not, you know, honoring that that is actually also, from a strategic perspective, very important to already include them, and I often see it going wrong if that is not out on those important people in the discussion

[00:18:29] Adriaan: So now tell me, what did you do with Robin Radar? Like, was it already, were already things in place? Did you have to start from scratch? Tell me a little bit more. You come in, you're the CHRO, there are tons of things to do. Of course, you're scaling, and this is, you know, a big topic because you need to hire a lot of people for... You know, from the outside in, might not be the sexiest industry to work at, right?

[00:18:51] Donja: No, not from, without knowing what we always requires some explanation. yeah, so when I arrived, and that's my go-to place, I always start with data. I don't act. Of course, there were some, you know, fires. of course you then, of course, support the team. And when I started, we were with an HR team of four and one, two recruiters, sorry, and three HR, team members. and, they have been dealing with the capacity that they had. Oh my gosh, it is so impressive what they've done in that in that period with such little, resources. so all the basics were there. We had an HR system. We had recruitment system. we had a first version of an employee handbook and some various processes toolings. for me to understand what we need to grow that fast, I just some time for one or two months to really dive into the details, to have conversations with all the key people, with teams, um, to research all the data that we have, and we sometimes didn't have the data, and that's something I can't accept. So I really went into all the corners of the organization to find the data that I need to draw some conclusions, and I build actually a really strong, documents every phase in the employee journey with, the gaps that I see, where we are at and the level, and I put it the red, green, and yellow the level where we are, and what for me, the quick wins are, and the big wins to get to the next level. So that was my starting document, my business case on how to transform this organization, and that's actually how I got the MD excited and on board, and I communicated it with the HR team, and that's also my momentum to start asking for budget and resources. Because if you people excited, then of course you also want to, you want to, make need to realize it with a certain amount of people. I just experienced by that is what HR is often lacking, Clarity on data, where are we and where do we want to go? We often tend to do things based on gut feel, and that's just not something an a CEO wants to approve on. If we are spending a lot of budget and resources, then we want to make sure that we are also getting a return on investment, and a business case and using data as a starting point has always been my start. And then, of course, my first ask was always, please get new people in, talented people. so, yeah, recruitment, they... We hired 120 people last year and covered more than 10,000 applicants. so that was massive. that was a big achievement also of the team. and, my first focus was just having sourcers helping us, but also, opening up everything employer branding related, making sure that we become visible, because indeed Robin Radar required some explanation so that at least whenever people Google us, that they find us, you know? most organizations tend to just open, know, crazy budgets or use crazy budgets for external recruitment agencies, and of course, that's something to support, but it's not a sustainable way of building your employer brand and your visibility as a company. So that's where I invested in first, to be able to say, "Now we don't need that anymore. We are

[00:22:07] Adriaan: And that's where you are now, like two years later? You're not, or barely using, agencies anymore?

[00:22:14] Donja: Exactly. We just selected two super strong sourcers that help us whenever we are in need of better candidates for certain roles. But when I arrived, we had, a we were able to hire, 53% of all vacancies within three months, and now we are at 85% and growing towards 90 within three months. so that's a big improvement, compared to where we were one and a half year ago

[00:22:39] Adriaan: So help me understand where the EVP fit in here, right? are some of these are, these are great numbers, right? But the framework you just shared, like help me understand the journey that you took Robin Radar on, and where do you feel has made the most difference?

[00:22:52] Donja: Yeah, I think what the best thing was about Robin Radar is that I didn't need to start building a cool culture. It was It just visible. So, what we did is we first needed to fix some basics. So, you know, making sure that the processes were more accurate to build the team and to get to the resources. So I think my first 10 to 12 months was about fixing the basics, but also simultaneously to indeed build this employer brand. So I would actually invite you apply for a company once, a test, you can put in test for Donja. see is that every touch point you will go through, you will recognize our EVP. You will feel our values. We have come up with cool gimmicks to translate who Robin Radar is, and you will actually be at a party with friends and say, "Wow, this is so cool when I applied for Robin Radar, because I've never seen that before." how we, how we build or how we use the EVP that we build, and translate it into so many different elements. so whenever people at Robin Radar arrive, you have an onboarding day, you get a super cool package. after a month you get flowers. When you have passed your probation period, you get a cool jacket. but we have so many things built in also in the employee journey, for example, in the performance review process, like all these processes that tend to be really boring, we try to fun them, fun them up with at the core.

[00:24:25] Adriaan: Yeah. And when you say EVP at the core, right? what is that for Robin Radar? Like how does that, how, does that north compass looks like?

[00:24:33] Donja: Yeah. So of course, the values are a big part of that. and those are translated into all the initiatives that we do. and, for us, it's, the most important thing that we want to attract best talented people in the, in the markets to help build our mission. because of course, what we do is, yeah, is amazing and we really need super specific talented people in the engineering space and in the sales space because the industry that we move in, but also the products that we have, are super complex. I always love it whenever I'm sitting, in the IND area or when I'm in the R&D area and I'm next to the coffee machine and you see these super talented, people, you know, breaking their brains over the most complex things in the world. That's super cool to watch. and our EVP, and the fun thing about Robin Radar is when you enter the building, that's what I already said, is that you truly feel a certain energy that just sticks with you. It's what everybody says when they enter our building. and, of course, we are growing rapidly. You need to be able, looking at an authentic EVP, if you can't stand constant change, and if you can't stand the pressure of going fast, then we are not your company. so our EVP is called Bright Minds Aim High for that sense, translate actually all those elements into one tagline So bright minds, because we're all bright minds, we're higher and, hire at a certain level, not really a lot of room yet for junior talent because we need so much senior talent to actually get us to the next level. But aiming high is something that we do. You can't just join our company and join the ride. You need to be, you know, ready. we have translated that in super cool copies. So also please look at our new updated career site that we launched halfway through the year with a super cool AI-based video to emphasize on this story. Yeah, I couldn't be more proud of what we

[00:26:26] Adriaan: Wow. cool. I'm definitely gonna check it out. I'm definitely gonna check it out. Hey, Donja, you're, you recently started hiring opened up your first office in the US. How much of the EVP is directly translated to the US, and how much do you need to adjust to local market conditions?

[00:26:41] Donja: Yeah, good one. In all honesty, we haven't put a lot of focus on that yet. So that's on our plans for next year. So currently we just copy paste whatever we do for our, head office in the Netherlands. We use also for the US, but it's, indeed, something that we want to review next year. But because we don't have issues currently hiring in the US, we of hiring amazing talents already there. It's not been our first priority, but, whenever you become a more international company, indeed you need to do some twists and tweaks because I bet that the persona is a little different. you know, the strategy and the vision is a little different. So those building blocks again, you would go back to, and then making sure that even though the umbrella of the EVP might stay Bright Minds Aim High, you might create a little subcategory for the US market specifically. and that's what we will be doing.

[00:27:38] Adriaan: Hey, and then terms of translating this into copy and into materials, et cetera, is that something that you've done in-house? Do you then work with an agency? Like, what's your experience there?

[00:27:50] Donja: Yeah. Of course, if you're a starting company, you can very well do it yourself also with AI tools helping you, I think you can come a long way. We now used an agency for that to also help us with that, because it also requires some work, and it just also helps, and there's a different perspective, and it's also cool to have an external perspective because within the company you can become a little bit blindsided with what you know. So having an external perspective on that helps. and then the translation of it within the company we did ourselves

[00:28:20] Adriaan: You're a data junkie, self-proclaimed data junkie. How do you measure the success your EVP? What are some of the metrics that you keep track on to see, hey, is this landing? Are we indeed able to attract the right talent? What are some of the things that you track?

[00:28:34] Donja: Yeah. what we do is we it's not super new, KPIs, but my most important one is the quality applicants and the quality hire. So the quality applicants is the, is the, is the conversion of the app, conversion rates of applicants that actually pass the screening in our, in our, in our company. And the quality hire is of course hires that are still there after a year, and that

[00:28:55] Adriaan: Is that how you it's interesting, right? Because is, there's so many definitions floating around, but what you consider a year in, is the hire still there? That's how you measure quality of hire?

[00:29:04] Donja: Yeah. Plus, the review. So we do midyear reviews and end-of-year reviews. So also then looking back a year, like how do we review this candidate now? so that we use to assess the quality of our recruitment and then to translate that into, in, how well we are in retaining talents. We look at, of course, turnover and then split it out in voluntary turnover and involuntary turnover, and then we look specifically at voluntary turnover. So really exits or the employees who left that we really, that we really regret. those are the most important metrics.

[00:29:41] Adriaan: And did you really start managing it from the start and now tracked it over time?

[00:29:45] Donja: Yeah. So I I started with the earliest data that I could find. so I had my data for 2024, 2025, so now I'll be able to see how we progress. And then of course you have sub-KPIs like amount of applicants, et cetera. But I don't care so much about the amount of applicants. I want to see we're able indeed to fill the vacancies within the current time to hire. And then I don't care so much about the amount of applicants, I just want the good quality candidates. So that's a little bit of different look at it. Yeah, so those are the most important metrics for me

[00:30:20] Adriaan: And much, because many of our clients are actually struggling with a lot of inbound applicants because of AI. It's like so easy to apply at hundreds if not thousands of jobs. Resumes are very polished because of AI. it's like spray and pay and spray has become a whole new, whole new thing, right? That could dilute that number significantly, right? In terms of the quality inbound. Is there something that you are filtering out or that's not so much, an issue with, Robin Radar yet?

[00:30:51] Donja: It's not really an issue yet. We do see it for some really generic roles, but the majority of our roles are quite complex, so maybe, or at least quite unique. but whenever we open, for example, a role for, office representative, for example, then you do see that. but for... haven't really, It's never really come to me as an issue. Not yet, at least.

[00:31:16] Adriaan: Hey, Donja, you're...

[00:31:17] Donja: Of the cool employer brands

[00:31:19] Adriaan: Who knows, right? Like it's something, seems to be working. Do you also keep track of source candidates in that, or is it strictly inbound applicants that apply themselves?

[00:31:29] Donja: What do you mean with that? If, where do

[00:31:30] Adriaan: You have sourcers you mentioned. Yep. Yeah, so proactively reaching out to specific talent

[00:31:35] Donja: We do track it, but it's not one of the core KPIs I look at. what we, what we do yeah, we also don't depend on sourcers in a way. we only ask them to just for some, for some roles where we, in the first two weeks if we notice that there's not enough, applications going on, then we ask sourcers to actually, help us with those roles. but it's not, always used. Yeah

[00:32:05] Adriaan: So, Robin Radar is scaling, you're growing, things seem to be, seem to be working. What are, what are you excited about in the last couple of months, before year end?

[00:32:16] Donja: Yeah. Oh my gosh, my team is amazing. That's what I'm proud of. Both my HR team and my facilities team, I don't know, I just love them. They have the... they aim high constantly. are bright minds aiming high. That's actually, what we, what we, what we've built. I'm so excited about the campaign and the new employer brand that we launched, because that's been a lot of hard work and it's super cool and it's also, creating so much results for us. So that was also really the aim. So on the recruitment side, I'm just super proud of the results and are actually also with, for example, our current owner, Parcom, they are also seeing the difference of, you know, their proof of their, portfolio of companies and it's also super cool to be able to prove that what we do is working, and that we are almost against the norm in organization showing that recruitment issues don't always need to be there. Of course it's, stays difficult and you need to consistently look for other ways, but I think that's one of the biggest proud moments. And then I think also on the HR side that's, that we have that collaboration with recruitment and TA, with TA. So we together build organization where people want to, the people want to join and that people want to stay for. And I think that if you don't have that really working well together, create a problem. Because we have an HR team, that knows what is happening in TA and the other way around. You really become a business partner, you know, also into analyzing trends or whenever things are not working well, then they know to find each other. and I think one of the coolest things also is that we are moving now to a new office in Delft, which is one of the most incredible offices in Europe, I can we will move there in two weeks. yeah, of course from a culture point, this is of course one of the key things, but also one of the coolest things that we can add into our employer brand and EVP

[00:34:17] Adriaan: Yeah. Yeah. Amazing. Amazing. And I love how you, like, you know, you immediately started to, like, open up and, like, there's a lot to be excited for. Donja, thank you so much for sharing your wisdom. I know you're super busy with everything that's going on in your world. You guys are scaling rapidly. There's never enough time in the day, so I really appreciate you. And for our listeners that, wanna learn more about Donja, come to TRC on the 5th of November in Amsterdam, where Donja will be one of our keynote speakers, where you will share even more and more examples of what this journey has been, right?

[00:34:50] Donja: Exactly. I'll have my slides with me to emphasize on the story.

[00:34:54] Adriaan: Exactly. Amazing. And then we can see, get a glimpse into you know, new office, the new website, and also the results that have been brought. So this is an actually nice moment in time to, like, see what, yeah, what the progression, has been

[00:35:07] Donja: Yes. Cool. Thank you your time as well. It was

[00:35:11] Adriaan: So good. So good. For people to follow you, to connect you, is LinkedIn the best platform to follow your journey?

[00:35:19] Donja: Yes, definitely. That's LinkedIn. Yeah

[00:35:21] Adriaan: Perfect. And we'll put your link in the show notes. Thank you so much, Donja

[00:35:24] Donja: Right. Thank you