Volume and project recruitment fills a defined batch of roles on a campaign with an end date, rather than taking over your recruitment function. A new site, a production ramp-up, a shared services centre. In Belgium a campaign that spans locations crosses several language regimes at once, and the one that applies follows the site rather than your head office.
Vacancy rate across the Belgian economy, and it is not evenly spread. A campaign exists because the gap arrived at once rather than gradually.
The rate in cybersecurity. Parts of a campaign are three times harder than the rest of it.
Belgium's language regimes for employment relations. A campaign across sites crosses several.
Pipeline built ahead of demand
Sourcing starts before the roles open.
One briefing standard
Across every hiring manager involved.
Cohort assessment
Candidates compared against each other.
Parallel selection stages
Run at once rather than in sequence.
Candidate experience at scale
Most applicants will be turned down.
Language and document rules
Applied per site, not per head office.
Weekly reporting on the curve
Fill rate, not time to fill per role.
A fill curve
A campaign is planned against a curve: how many people by when, and what happens to the rest of the plan if week six underdelivers. Managing forty roles as forty separate searches produces forty separate surprises instead.
Consistency at volume
The same criteria applied the same way by every hiring manager involved. At one hire, variation is a nuisance. At forty, it produces a workforce that does not match what you specified and cannot be explained afterwards.
Your employer brand survives it
A campaign rejects far more people than it hires, in one town, in a few weeks. How those people are treated is the version of your employer brand that circulates locally.
Documents hold
Contracts and social documents in the language the site requires, decided before the offers go out. At one hire that is a detail somebody catches. Across three regions and forty contracts it is not a detail anybody catches.
With us | In-house | Several agencies | Full RPO | |
|---|---|---|---|---|
| What you buy | A batch of hires, to a curve | Your team absorbs it | Placements, one at a time | The function, not the batch |
| Who coordinates | Sparagus, one campaign owner | Whoever has capacity | Nobody, by design | Sparagus, as your function |
| Assessment | Cohort based, one standard | Role by role | Different for each supplier | One standard, permanently |
| Reporting | Weekly, against the plan | Monthly, if anyone asks | Per supplier, not comparable | Continuous, on the whole funnel |
| Fits when | A defined wave with an end date | The wave is small or slow | Roles are unrelated to each other | The volume never actually stops |
If the hiring stops when the batch is filled, it is a campaign. If it does not, it is RPO.
Scoping and the curve
How many people, of which profiles, by when, at which sites, and what the plan does if a week underdelivers.
Pipeline and assessment design
Sourcing starts before the roles open, and the assessment is designed once for the whole cohort.
Running the campaign
Stages in parallel, weekly reporting against the curve, and correction while there is still time to correct.
Close and hand over
The pipeline that did not convert handed to you rather than discarded, a written record of how candidates were assessed, and the contract and document set checked against each site's language regime before the last offers go out.
Vacancy rate across the Belgian economy, and it is not evenly spread. A campaign exists because the gap arrived at once rather than gradually.
The rate in cybersecurity. Parts of a campaign are three times harder than the rest of it.
Belgium's language regimes for employment relations. A campaign across sites crosses several.
IT support and service desk
The classic campaign profile: high volume, defined criteria, cohort intake.
Manufacturing and industrial
Ramp-ups tied to a production date, so the curve is set by the plant rather than by HR.
Customer operations
Shared service centres, where the whole team starts within the same few weeks.
Finance and controlling
Centralisation projects that move a function from several countries into one.
Software and application
Harder to run as a campaign, because the market will not absorb a cohort approach.
Administration and support
Deep candidate supply, which moves the difficulty to selection rather than sourcing.
Automotive and manufacturing
The production date does not move, which makes the curve the whole conversation.
Financial services
Centralisation waves, with group approval cycles that sit awkwardly against a campaign timeline.
Technology and innovation
Growth hiring where the plan is quarterly and the candidate market does not work that way.
Tell us how many people you need, of which profiles, by when and at which sites. You get a written view of whether that curve is achievable and what would have to change if it is not.
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