Why do Jildert Huitema from Impact Work and his clients start with the problem rather than the technology?
Because buying technology without understanding the problem is the most common mistake in HR. Jildert regularly sees organisations arrive with a large consultancy report they cannot execute, or with a desire for a new ATS while the real problem lies in how the current system is set up. Impact Work first maps the processes and candidate experience, shows the organisation what is actually happening and only then looks at which technology or approach fits. That order makes the difference.
How does Jildert Huitema from Impact Work help organisations make the cost of unwanted turnover visible?
By calculating the costs concretely and presenting them. Jildert describes how organisations first focus on recruitment, but once inflow is in order the back door is still wide open. Impact Work then makes clear what unwanted turnover costs in productivity and knowledge loss. His experience: people are genuinely shocked when they see that number. It opens the door to conversations about employee experience, leadership, culture and employment conditions that were not being had before.
Why does skills-based hiring still not work in practice at most large organisations according to Jildert Huitema?
Because at most companies it is still a topic for early adopters and employees do not feel any difference yet. Jildert argues that you are only truly working skills-based when an employee is actively approached for an internal project based on their skills profile, or when the learning department proactively offers them a course because the organisation needs more Python engineers. That is not in place at most companies yet. The technology exists, but the organisational setup and change management are far behind.
How does Jildert Huitema from Impact Work prevent HR teams from falling in love with a good sales pitch?
By taking a step back to the question of why. Jildert regularly sees HR buy a tool after a convincing demo at a conference, then go to IT and hear that it does not fit in the existing suite. His approach: start with why you would want to become skills-based, what the impact is, how big it actually is and how you can make it small enough to start. Only then look at which technology fits. And be honest: HR does not have a strong track record in technology implementation.
What was the business value of the algorithm Jildert Huitema built at Randstad to match candidates on skills?
It broke through the pigeonholing that blocks people from making a career switch. Jildert describes how a theatre technician matched a process operator for 90% on skills. A recruiter would never have made that match because they had placed the candidate in the culture box. The algorithm looked purely at what someone could do. That same principle is still relevant today: in reorganisations many people are useful in other roles, but without a skills lens nobody sees it.
What does Jildert Huitema from Impact Work advise entrepreneurs who want to start a recruitment consultancy?
Surround yourself with good advisors and build strong cases with clients. Jildert describes himself as a risk-averse entrepreneur who does not go to investment funds. What has helped him: people around him who have worked in the same sector before and give him an honest mirror. And good clients who bring new clients. His practical tip: talk about the work you do, because people who read about it want the same thing and the conversation starts naturally.
