By: Matthew Kayser
Businesses around the world are currently navigating a highly competitive talent market, and many are facing significant challenges. One can observe that, across industries, retention rates have been declining, employees are changing jobs more frequently, and hybrid work models have altered expectations in ways that many organizations have yet to fully adapt to. Even those who manage to fill positions often discover that the individuals they’ve hired may not be the right fit or may not be fully engaged in their roles.
The statistics paint a concerning picture. Globally, only 15% of workers report feeling connected to their jobs. In Western Europe, this number drops to just 10%. This suggests that a significant portion of employees are going through the motions, mentally checked out, waiting for the next opportunity, or simply counting down the minutes until their workday ends.
It’s a difficult cycle to break. Companies struggle to find the right talent. When they do find someone, there’s often a mismatch in skills or expectations. Despite clear evidence that traditional methods may not be as effective, many organizations continue to rely on outdated hiring practices.
Why do businesses continue with these methods? According to Jurriaan Rang, founder of the consulting company Qanjer Recruitment Solutions, part of the answer lies in fear.
“I completely understand; change is difficult,” he explains. “When a business is experiencing either struggle or growth, the focus tends to shift toward other aspects of the operation. But ultimately, your people are the ones who drive your mission forward. They enable growth, help navigate tough times, and foster innovation. Sometimes, that aspect is overlooked.”
In many companies, hiring practices have evolved only at the surface level. The arrival of AI and advanced HR analytics was initially seen as a transformative shift, but, in practice, most systems continue to follow the same basic steps: scanning resumes for keywords, matching hard skills to job descriptions, and hoping for the best.
While AI may speed up the process and reduce costs, it still screens for traditional criteria—years of experience, education, and industry history—while often overlooking the human aspects of a candidate.
“What’s often missing is the person behind the resume,” Rang points out. “People aren’t machines. They’re unpredictable. You can’t capture a person’s personality, passions, or potential on a resume alone. And yet, we continue to hire as if we’re purchasing equipment rather than recruiting a human being.”
When organizations fail to adapt, they can face significant consequences, not just in terms of failed hires but also in employee morale, productivity, and mental health. Understaffed teams are often overworked, which can lead to burnout and turnover. Recruitment may slow down, positions stay vacant longer, and the cycle persists.
Rang believes that retention is one of the key metrics to focus on. “When you have the right people who are truly engaged, retention issues are much less of a concern,” he suggests. “But that only happens when hiring is approached differently—when it becomes about more than just filling a vacancy.”
Qanjer’s approach begins with a shift in perspective: before hiring someone, companies should seek to understand their ‘why.’ Rather than focusing solely on people who are actively seeking new jobs, Rang’s team reaches out to “latent” talent—individuals who aren’t necessarily looking to leave their current position but might be open to the right opportunity if it comes along.
This method is grounded in concepts more commonly found in marketing than in traditional HR. Qanjer employs storytelling, gamification, social mapping, and growth hacking for recruitment. Instead of just posting a job description, they focus on sharing real stories from current employees about what makes the job fulfilling. They then test messages and visuals to determine what resonates with potential candidates, adjusting until they find the right approach.
“We engage with people before we even discuss a job opening,” Rang explains. “We invite them into an interactive experience, allowing them to connect with us. Often, halfway through the process, we might say, ‘Hey, you could be a great fit for this team.’ By this point, the connection is already established.”
The results are often quicker recruitment cycles, even in highly competitive markets. Since Qanjer is engaging with people who are not actively job hunting, it taps into a pool of talent that many other companies overlook. These candidates aren’t simply running away from bad situations; they’re drawn to something that excites them.
Once candidates are on board, they are more likely to stay. “When people are passionate about their work, they tend to be more productive, take fewer sick days, and are more reliable,” Rang explains. “They wake up energized, go to work proud of what they’re contributing, and return home feeling the same way. That’s the real difference.”
Rang’s dedication to this approach is deeply personal. He was influenced by watching his father struggle during the Great Depression, which led him to create Qanjer Recruitment Solutions with the belief that everyone should find work that helps them grow, connect with like-minded people, and lead a fulfilling life. “If I can increase engagement even by a few percentage points, I’ll consider it a success,” he shares. “That’s my passion and mission.”
The challenges companies face with hiring are unlikely to diminish anytime soon. If anything, they may become more pronounced. But as Rang sees it, the way forward doesn’t require any kind of magical solution; it requires the willingness to abandon outdated methods, adopt a more human-centered approach to hiring, and start seeing employees not as a list of skills but as individuals worth investing in.
