Robine de Graaf, founder of Shared Marketing, helps organisations strengthen their employer brand from within. In this article, she shares how to prepare a business case for recruitment innovation, engage stakeholders and use scenarios to build support.
From strategy to proposal: how to do it
Robine emphasises that any plan should stem from the organisation's annual strategy. "The starting point is always the translation of the strategic goals to the organisation. Not necessarily just those of your own department, which is where things often go wrong." So how can you get this right? "Read through the annual plan and quote it verbatim in your proposal, so that management and board immediately recognise that it links up with previously set goals. This creates a solid foundation: an 'aha moment' in which it becomes clear that the proposal does not stand alone, but is part of broader organisational goals such as growth, competitiveness or strengthening the employer brand."
Stakeholders and political dynamics
According to Robine, the success of a business case revolves heavily around early stakeholder engagement. Ask yourself two questions: 'Which people will be affected by the changes, and who will influence the decision?' By having informal conversations with these internal stakeholders, you gain insight into opportunities and stumbling blocks. This prevents anyone from feeling left out and resistant later on.
Political challenges often arise when influencers are passed over, or when short-term costs and long-term values clash.
Tip!
Robine advises not only to focus on what you need in the cost-benefit analysis, but to think in reverse: "What if we don't do this? What will we be like in three years?" This scenario thinking lifts the discussion from feasibility to strategic importance.
Essential components and the role of data
According to Robine, a business case should never lack:
- A clear problem definition
- An explicit link with organisational goals
- A cost-benefit analysis with 'one metric that matters' supported by a few KPIs
- Transparency about uncertainties
- A plan for stakeholder engagement in a pilot phase
On data, she says: "Data is pretty essential, but you don't have to get bogged down in all KPIs. Keep it to the basics." She uses benchmarks and internal metrics to inform both the 'do it' and 'don't it' scenarios, and is open about what is difficult to measure. That honesty builds trust and prevents stakeholders from being surprised later.
Case study: from resistance to pilot
A concrete case study: a brand ambassador programme costing a considerable amount on an annual basis initially met with resistance from finance (high costs) and ICT (time and energy for implementation). Instead of immediate large-scale implementation, Robine suggested a pilot with 30 employees via an online version. "By starting small and letting stakeholders experience it for themselves, you turn resistance into enthusiasm," she explains. ICT was given time to explore the tool, finance quickly saw the added value, and other stakeholders experienced the benefits for themselves. After three months, the results were convincing and the business case was smoothly approved.
Practical tips and a look ahead to 2026
In summary, for HR and recruitment professionals, Robine has three key pieces of advice:
1. "Start with the strategy, not the idea"
First read through the organisational goals and annual plans before choosing a tool or initiative. Robine: "Ask yourself: what strategic goal will this proposal help achieve? For example, a recruitment campaign cannot be separate from the growth objective for new markets." By quoting pieces from the annual plan and explicitly linking your proposal to agreed priorities, your plan does not feel like a stand-alone project, but a logical extension of what the organisation already wants to achieve.
2. "Make it measurable, but keep it simple"
Choose one central KPI that is directly related to the strategic goal, and support it with a few recognisable KPIs. Robine warns: "Too many numbers distract; decision-makers want clarity on what really matters." Say, for example, that you want to improve time-to-fill: then you can take the average days to a hired candidate as a core metric, and hiring manager satisfaction or candidate experience as a supporting indicator. That way, you substantiate your business case well without putting pressure on comprehensive data samples.
3. "Involve stakeholders early, with different perspectives"
Not only direct colleagues, but especially those who have influence or can have objections (finance, ICT, operational departments). Create a simple stakeholder overview, plan short check-ins and incorporate their feedback into your proposal: people will feel heard and recognise their own concerns in your plan. Robine warns that a plan rarely 'speaks for itself' to others. Therefore, have it reviewed by relevant stakeholders: ask explicitly where there are ambiguities or counterarguments.
For a first business case, she also advises: don't be too modest about the problem and clearly outline the consequences of not investing: "If we don't do this, our position weakens and growth projects stagnate."
As the tight labour market towards 2026 remains unabated, you can use growth targets and competitive pressure as brackets. These three pieces of advice - starting strategically, making it simple to measure and broad, early stakeholder engagement - help make your plan more convincing and robust, with a greater chance of approval and real impact.
About the expert
Robine de Graaf is founder of Shared Marketing and an expert in employer branding and recruitment strategy. She helps organisations strengthen their employer brand from within and translates strategic goals into concrete, achievable recruitment initiatives. With her experience, she makes complex recruitment issues manageable and workable - always with an eye for impact and support within the organisation.
