In treasury recruitment there is often a natural focus on active candidates. People who are visibly on the market, applying for roles, responding to messages, and open to conversations. They are easier to reach, easier to engage, and often quicker to move through a process.

But if you look closely at the treasury talent landscape, the most interesting candidates are rarely the active ones.

Active candidates are typically in transition. That can be for many good reasons, but it also means their current situation is not always stable or strategically strong. In a niche like treasury, where experience is built over years inside complex structures, that matters.

Passive candidates are a different story. They are usually embedded in strong corporate environments, managing real complexity, working closely with CFOs, and not actively looking for a move. They are not browsing job boards and they do not respond to generic outreach. But they are often the ones with the deepest and most relevant experience.

This is where the real tension in treasury hiring sits. The best candidates are not necessarily the ones who are available. They are the ones who need to be identified, understood, and approached with precision.

Reaching passive treasury talent is not about volume. It is about relevance. They do not respond to job descriptions, they respond to context. Why this role, why now, and what is actually different compared to what they are doing today.

That means the approach has to be more consultative than transactional. Less “are you interested in a new role” and more “this is what we see in the market, and this is how your profile fits into a very specific opportunity”.

Active candidates still play a role in any process, especially for speed and pipeline building. But if the goal is to hire the strongest possible treasury professional, passive candidates consistently bring more depth, more stability, and more relevant experience.

The real skill in treasury recruitment is not choosing between active or passive candidates. It is knowing when to use each, and how to engage the passive market in a way that makes them actually listen.

With Thierry Aartsen stepping in as Minister of Social Affairs and Employment, a clear shift in policy toward freelancers is emerging.

The previous government spent years working on the VBAR legislation, intended to clarify the distinction between employees and self-employed workers. In practice, it created more uncertainty than clarity. Aartsen has already scrapped most of this proposal in his first weeks in office.

What remains is the “presumption of employment” for low-paid freelancers. This allows individuals with low hourly rates to go to court and claim employee status if they believe they are falsely classified as self-employed.

The real change, however, lies in the underlying approach. Previously, the system leaned toward: employee, unless proven otherwise. The new initiative flips this to: self-employed, unless proven otherwise. That shift in perspective is significant.

For many freelancers, the past few years have felt restrictive, with increased enforcement and growing hesitation among clients to hire independent professionals. This new direction signals more recognition of freelancing as a legitimate and valuable way of working.

The core assessment criteria remain largely the same and focus on two areas:

Entrepreneurship

• Do you have multiple clients?
• Do you invest in your own tools and business?
• Do you actively acquire clients?

Working relationship

• Do you control how the work is performed?
• Or are working hours and instructions largely dictated by the client?

The proposed framework will also introduce more sector-specific distinctions, meaning that in some industries individuals are more likely to be classified as employees than in others.

There is also a clear sense of urgency. Part of the revised legislation, specifically the presumption of employment, is expected to be submitted to parliament before the summer. This is tied to a deadline of August 31, linked to eligibility for European recovery funds.

The broader goal is to restore stability in the labor market. Uncertainty in recent years has made many organizations reluctant to engage freelancers. Alongside legislative changes, the government is even considering a public campaign to reduce that hesitation.

My view is that this could mark an important step toward a more balanced labor market. Less ambiguity, more trust, and clearer rules for both freelancers and clients. The real impact will depend on how these plans are implemented in practice.

I am curious to hear what others are seeing in the market right now.

A question many candidates are quietly asking themselves. The short answer? January felt slow. By mid‑April, activity picked up fast, even approaching record levels.

But if you are considering your own next move, that information may not help you as much as you think. Because in reality, you only need one thing: one role that fits, one employer who says yes.

Aggregated market numbers are interesting, sometimes comforting, sometimes stressful,  but rarely decisive for individual outcomes. It reminds me of doctors explaining population statistics to patients. Useful context, yes. But it doesn’t replace the conversation about your situation.

Treasury is a niche market. Very niche. There are solid macro studies out there, but their conclusions often don’t translate cleanly to a specialised treasury role, at a specific company, with a specific hiring manager.

Which brings it back to what actually helps: don’t let yourself be distracted by market noise.

Focus on:

• what you can influence
• how clearly you articulate your experience
• how focused your applications are
• how you use tools (including AI) thoughtfully.
• how deliberately you position yourself, rather than just responding to data points

If you need a role, the fundamentals don’t change, regardless of the headlines.

Good luck!

Why the Netherlands Leads, Germany Differs, and Belgium Lags Behind

When discussing the treasury interim market in Europe, three neighbouring countries offer a fascinating contrast: the Netherlands, Germany, and Belgium. Despite their geographic proximity, the maturity, dynamics, and mindset surrounding interim treasury professionals differ significantly.

Understanding these differences is crucial, not only for hiring managers but also for treasury professionals navigating cross-border opportunities.

The Netherlands: A True Interim Market

The Netherlands has firmly established itself as a mature interim market. Interim hiring is not viewed as an exception or a last resort, but as a fully accepted workforce strategy.

Dutch organisations typically prefer to work with one trusted supplier rather than engaging multiple agencies simultaneously. This model is built on partnership and confidence: clients rely on their chosen provider to deliver a curated selection of high-quality profiles.

Rather than creating noise, this approach creates efficiency.

Clients still retain choice, but without duplicated efforts, conflicting communication, or unnecessary market friction.

Another structural factor contributes to the Netherlands’ strong interim culture: lean treasury teams.

Compared to many other European countries, Dutch treasury departments are often relatively small. When a team member becomes unavailable, whether due to resignation, illness, parental leave, or project demands, the operational pressure on remaining colleagues increases rapidly.

In such environments, interim professionals are not a luxury.

They are a pragmatic solution.

Germany: Structured, Selective, and Project-Driven

Germany presents a different landscape.

Treasury teams are typically larger and more layered. As a result, immediate operational urgency tends to be less acute. Instead of reacting quickly to temporary gaps, German organisations more frequently engage interim professionals for specific projects or specialised initiatives.

These assignments, however, arise less frequently.

Another notable characteristic of the German market is its hiring approach. It is common for organisations to invite multiple agencies to search for candidates simultaneously, effectively sending everyone to “fish in the same pond.”

While this may appear competitive, it creates unintended consequences.

Only one agency will ultimately be compensated for its efforts. The others absorb the cost of unbillable time, research, and candidate engagement. Over time, this dynamic inevitably influences pricing structures. Margins rise. Ironically, the client later questions these higher margins, a familiar debate within many professional communities.

There is also a candidate-side impact. Interim professionals are often approached multiple times for the same assignment, generating confusion and fatigue rather than a positive hiring experience.

Efficiency, once again, becomes the hidden casualty.

Belgium: A Market Still Finding Its Way

Belgium represents yet another stage of market evolution.

The concept of treasury interim professionals is still less deeply embedded. When Belgian organisations consider temporary external expertise, they often turn first to the Big Four consulting firms rather than independent contractors or specialized interim professionals.

This preference has clear implications.

Consulting-driven solutions frequently come with significantly higher cost structures, while the flexibility and agility of independent interim professionals remain underutilized.

This difference is visible in market activity: the pool of active treasury interim professionals in Belgium remains comparatively limited.

Simply put, the ecosystem is still developing.

Language: The Silent Market Shaper

Beyond structural and cultural factors, language requirements play a decisive role across all three markets.

Belgium strongly favours Belgian nationals or French-speaking professionals.

Germany typically requires fluency in German alongside English.

The Netherlands stands out for its flexibility: in many cases, English proficiency alone is sufficient.

This openness significantly broadens the available talent pool and reinforces the Netherlands’ position as the most dynamic treasury interim market in the region.

Market Ranking: A Clear Order

When combining market maturity, hiring dynamics, and accessibility, a natural ranking emerges:

The Netherlands: the most mature and fluid interim treasury market
Germany: structured, selective, and project-oriented
Belgium: still evolving and consultant-driven

What This Means for Treasury Professionals and Hiring Managers

For organisations, recognising these differences enables smarter workforce strategies. Interim hiring is not merely about filling gaps, it is about choosing the right model for operational continuity, expertise deployment, and cost efficiency.

For treasury professionals, market awareness shapes career decisions. Language capabilities, mobility, and expectations must align with local market realities.

One lesson stands out across all borders:

The interim market is not just about availability.

It is about mindset.

And in that respect, the Netherlands continues to set the pace.

My colleague recently started a new assignment in the Netherlands, and three weeks later the signed contract was already on the table. This speed is almost unimaginable for the German market.

But why does it move so fast there and so slowly here?

My assumption is that the difference in notice periods plays a major role. In the Netherlands, one month is the standard. This changes the entire pace, because companies know that if they make a quick decision, they can also hire and onboard someone quickly. As a result, everyone involved automatically moves faster. Candidates can start earlier, clients make decisions more quickly, and the overall momentum stays consistently high. Also because if the other companies move faster, they get the candidates.

In Germany, a three month notice period is standard, ​in Treasury sometimes even until the end of the quarter or up to six months. So when a company decides to fill a new position, it is often expected that a new employee can start in three months at the earliest. I suspect this immediately takes pressure out of the process. Decisions drag on, and the urgency and necessity to move the process quickly simply isn’t perceived, because a placement will happen no sooner than three months anyway.

One thing, however, should be clear to every company: SPEED LEADS TO DECISIONS!
Candidates often choose the position where the company was simply faster and had the offer on the table first. Fast processes force decisions to be made earlier, and declining a good offer that doesn’t come back, often leads candidates to choose the first offer!

It shouldn’t be too much to ask to decide within 48 hours of receiving an application whether an interview is wanted, and to then schedule it for the following week or even the same week. Just like it was possible for my colleague ​in three weeks to finish the whole process.

Is that simply not achievable in Germany?

Just from the perspective of work hours saved if a process takes 3 weeks instead of 3 months, it should be a no brainer for every company in my opinion. Plus, the access to the candidates that are choosing the faster offer, should at least make companies rethink how they want their recruitment departments to function.

A major shift may finally bring clarity to the Dutch freelance market.

Last Friday, the Dutch cabinet decided to scrap most of the proposed VBAR legislation, which had been in development for several years to clarify the difference between self-employed professionals and employees. The original proposal faced significant criticism from freelancers, clients, and a large part of parliament.

What remains is primarily the income protection component, which is actually a positive step. The hourly threshold has been increased from €33 to €38. Under the new proposal, freelancers earning below €38 per hour will be able to go to court to claim employee status. Importantly, the burden of proof will then lie with the client, who must demonstrate that the professional is genuinely self-employed.

In my view, this change makes the core objective of the legislation much clearer: protecting vulnerable workers from exploitation, while leaving genuine entrepreneurship largely untouched.

The amendment has already been submitted to the House of Representatives. If approved, the expectation is that the new law could come into effect as early as the beginning of next year. This would finally bring more clarity about when someone should be considered self-employed and when they should not.

In the meantime, the current DBA framework remains in place. However, reality has shown that the situation is less dramatic than many initially feared. So far, there are no known court cases involving the Dutch Tax Authority related to fines or reclassification of freelancers. That uncertainty had been one of the main concerns for HR and Legal departments of large organizations when hiring freelancers after January 1st, 2025.

So far, there have been no court cases initiated by or against the Dutch Tax Authority regarding the enforcement of the DBA framework. However, industry reports indicate that a small number of tax assessments have been issued, mainly in the construction and infrastructure sectors. These cases reflect the ongoing monitoring by the authorities but do not suggest widespread issues for freelancers or companies.

Hopefully, this development will help restore calm and confidence in the flexible labor market, while we move toward a clearer and more balanced legal framework for freelancers in the Netherlands.

Preparing for an interview has always required reflection, structure and practice. Today, AI tools have entered the mix, promising perfectly phrased answers and instant feedback. Used well, they can sharpen your thinking. Used poorly, they can undermine your credibility. The difference lies not in the tool itself, but in how you approach it.

AI as a Sparring Partner: Clarifying Your Story

One of the strongest uses of AI in interview preparation is structuring your experience. Many professionals struggle not with competence, but with articulation. You know what you have done, but explaining it clearly and concisely under pressure is another matter.

For example, you might ask AI to help you structure a complex project using the STAR method. Instead of a vague answer like:

“I was responsible for liquidity forecasting and improved the process.” 

You can refine it into:

“In my previous role, our 13-week cash flow forecast had frequent variances of over 15%. I led a review of assumptions, aligned with FP&A and implemented weekly variance analysis. Within three months, forecast accuracy improved to within 5%, which strengthened our short-term funding decisions.” 

The substance is yours. AI simply helps you structure it. In this role, AI acts as a mirror, not a substitute.

Where It Goes Wrong: Over-Engineering Your Answers

Problems arise when candidates outsource their thinking entirely. Overly polished, generic answers are easy to recognise. They sound impressive but lack depth. For example: “I leverage cross-functional synergies to drive stakeholder alignment and optimise strategic financial outcomes.”

It sounds sophisticated. It says very little.

Interviewers will probe. When they ask for a concrete example, hesitation follows. If your preparation relied on memorising AI-generated scripts, you may struggle when the conversation moves off-script.

Worse, some candidates use real-time AI tools during virtual interviews. Aside from ethical concerns, this creates unnatural pauses and inconsistent language. If your tone suddenly shifts from conversational to textbook-perfect, it raises questions about authenticity.

Best Practice: Preparation, Not Performance

The most effective way to use AI is before the interview, not during it. Use it to:

• Generate potential follow-up questions.
• Stress-test your answers with critical feedback.
• Identify gaps in your experience compared to the job description.
• Practice behavioural and technical questions tailored to your industry.

Then personalise everything. Replace generic phrases with specific figures, names of systems, real challenges and lessons learned.

Remember: interviews are not exams. They are professional conversations. Authenticity, clarity and self-awareness matter more than flawless phrasing.

The Real Question: What Are You Optimising For?

Are you trying to sound impressive, or are you trying to be understood?

AI can help you sharpen your narrative and anticipate tough questions. But it cannot replace genuine reflection on your motivations, strengths and limitations.

If used thoughtfully, AI becomes a powerful preparation tool. If used as a crutch, it becomes a risk.

Ultimately, the strongest candidates are not those with the most polished answers, but those who can think clearly, respond honestly and adapt in real time. AI can support that process. It should never replace it.

How to Recruit Gen X, Millennials, and Gen Z, Without Losing Your Mind (or Your Wi-Fi Connection)

Workforces today are more generationally mixed than ever. You may be interviewing a Gen X’er who printed the job posting to read it carefully… and five minutes later, a Gen Z’er who Googled your company while you were still introducing yourself.

Recruiting these generations requires nuance, empathy, and, let’s be honest, slightly different communication skills.

This guide breaks down Gen X, Millennials, and Gen Z in a sharp, humorous, practical way, so you can tailor your recruitment strategy to each group.

Side-by-side comparison

FACTOR	GEN X	MILLENNIALS	GEN Z
Values	Security, autonomy, expertise	Purpose, development, balance	Impact, authenticity, inclusivity
Tone	Direct, practical, concise	Warm, meaningful, transparent	Honest, short, human, visual
Channels	LinkedIn, email, phone	LinkedIn, email, webinars	LinkedIn, Instagram, YouTube,, TikTok
Recruiter Strategy	Show facts, stability, KPIs	Show mission, growth path	Show impact, culture, real stories
Work Style	Independent, efficient, no drama	Collaborative, ambitious, flexible	Fast, creative, values-driven
Development Needs	Certifications, mastery	Coaching, leadership growth	Learning sprints, mentorship
Retention Drivers	Stability, autonomy, respect	Advancement, balance, belonging	Purpose, flexibility, inclusion

 

Or: how to hire the generation that grew up swiping before they could walk.

Gen Z (born roughly 1997–2012) is the first generation that doesn’t remember a world without smartphones, social media, and streaming everything instantly. They have grown up in a world of constant updates, endless options, and, frankly, a lot of noise.

If you are trying to recruit them with boilerplate job posts, hashtags, or “fun office perks,” good luck. They see right through it.

Who is Generation Z?

Gen Z is smart, fast, socially conscious, and slightly impatient.
They are the generation that can TikTok a 60-second hack for folding laundry while finishing a Zoom lecture and scrolling Instagram, all without breaking a sweat.

Key traits:

• Instant information consumption → they know what is real and what is marketing.
• Values-driven → they care about ethics, sustainability, and inclusion.
• Pragmatic but experimental → they are willing to try new things, but need real purpose.

Familiar Gen Z Scenes

• The intern who is already creating a content strategy because they learned TikTok marketing in their bedroom.
• The young professional who asks: “What’s your DEI policy? Are you carbon neutral?” before even looking at the salary.
• The social media-savvy employee who could become a LinkedIn influencer overnight  and your company might get famous without realizing it.

How to Approach Generation Z

1. Channels: fast and digital

Instagram, TikTok, YouTube, LinkedIn. Short, engaging, visual content that shows your company in action. But don’t just post memes, they can smell inauthenticity.

2. Tone: authentic, inclusive, purpose-driven

Skip the hype and buzzwords. Show impact: “This is how you can make a difference in 3 months.” Highlight your values, but only if they’re real.

3. Proof: tangible and social

Reviews from current employees, stories, examples. Projects with real impact, measurable outcomes. Social proof matters: Gen Z checks Glassdoor, TikTok, and Instagram before believing anything.

How to Attract and Retain Them

• Purpose & impact

They want to know why their work matters, not just what it is. Projects that change processes, help people, or save the planet → big points.

• Flexibility & autonomy

Remote work, flexible hours, hybrid schedules. Trust them to manage their own time, micromanagement kills motivation.

• Development & learning

Mentoring, workshops, online courses, quick learning loops. They want to grow fast, learn new skills, and move horizontally as well as vertically.

• Culture & belonging

Inclusion isn’t optional; it’s a baseline. Transparent communication, collaboration, and feedback loops matter.

Practical Recruiter Insights

Hybrid work → essential.
Salary → fair, transparent, and tied to results.
ESG/CSR → not optional; they research it before applying.
Management style → supportive, approachable, coaching, not commanding.
Benefits that matter → mental health support, learning budgets, flexible time off, clear career pathways.

Conclusion: Gen Z Recruitment Formula

They want impact. They want flexibility. They want authenticity.

Get those three right, and you will attract a generation that can learn fast, innovate, and bring fresh energy, just make sure your values are real, or they will swipe left.

Or: how to attract the generation that survived flip phones and now dominates Zoom calls.

Millennials (born roughly 1981–1996) are the generation that bridges analog childhoods and digital adulthoods. They watched dial-up turn into high-speed internet and survived Y2K panic twice if you count their student loans.

They crave purpose, development, and a sense of achievement, but they’re also pragmatic: rent, mortgages, and side hustles await.

Who Are Millennials?

Millennials are adaptable, socially conscious, and tech-savvy, but not hyperconnected like Gen Z.

Key traits:

• Value work-life balance → they do not want to be defined by their job.
• Seek purpose → they want to feel like their work matters.
• Career-minded → personal growth, development, and promotions are motivators.

Familiar Millennial Scenes

• The professional who sets Google Calendar alerts for “self-care time” while juggling team meetings. The employee who asks: “Can we measure the ROI on this CSR initiative?” before approving a budget. The remote worker with a standing desk and a side hustle selling hand-poured candles on Etsy.

How to Approach Millennials

1. Channels: professional + social

LinkedIn, email, Slack, webinars. Mix serious content with glimpses of your company culture.

2. Tone: meaningful, transparent, slightly casual

Avoid hype. Speak plainly about career paths, development, and company mission. Show real-life impact: “Here’s how your work matters this quarter.”

3. Proof: tangible results & culture

Success stories, employee experiences, metrics. Clear paths for development and mentorship.

How to Attract and Retain Millennials

Purpose & growth

Opportunities for skill-building, leadership, and professional recognition. Projects with measurable outcomes and visible impact.

Flexibility

Hybrid work, flexible schedules, and remote options. Balance matters, they won’t sacrifice life for work.

Development & mentorship

Learning programs, stretch assignments, and coaching. Millennials thrive when they can grow and help others grow too.

Culture & belonging

Inclusive, collaborative, and communicative environments. Recognition and feedback are key.

Practical Recruiter Insights

• Hybrid work → highly valued.
• Salary → fair, transparent, and aligned with responsibility.
• ESG/CSR → appreciated; aligns with personal values.
• Management style → coaching, transparent, and collaborative.
• Benefits that matter → career development budgets, flexible PTO, wellness programs, and family support.

Millennial Recruitment Formula

They want growth. They want balance. They want purpose.

Hit those three, and you’ll attract a generation that is loyal, motivated, and capable of bridging the gap between the experienced Gen X and the fast-moving Gen Z.