At Quooker’s site in Ridderkerk, the company is preparing for its next phase of growth. A new distribution centre of around 20,000 square metres is opening at Nieuw Reijerwaard, bringing logistics, production, offices and showroom facilities closer together on one multifunctional campus.
The expansion reflects the scale of Quooker’s ambitions. The Dutch family-owned company, best known for its boiling-water taps, now employs more than 1,100 people worldwide and is growing by around 10% annually.
“The Quooker fit acts as our benchmark throughout the entire selection process.”
Hiring for long-term fit
Rather than responding to labour market scarcity by simply outbidding competitors, Quooker focuses strongly on long-term cultural fit.
According to Chief People Officer Isabel Salomons, the company looks beyond knowledge, experience and skills. During the selection process, Quooker also assesses whether candidates align with the company’s culture, values and way of working.
That culture is described as down-to-earth, committed, entrepreneurial and built around doing what you say. When the fit is right, employees settle in faster, collaborate more effectively and are more likely to develop sustainably within the organisation.
Employer branding starts internally
Quooker is currently working on a renewed Employee Value Proposition that will guide how the company positions itself as an employer internationally.
At the same time, the organisation is running a company-wide culture programme. Employees across the Netherlands and international offices have contributed input through a survey, which is now being translated into a clear culture statement and supporting initiatives.
For Quooker, employer branding is not only about an attractive careers site, strong content or recruitment campaigns. The company believes the most credible employer brand starts with employees who genuinely feel connected to the organisation.
“What we show externally matches who we are internally.”
Growing as one international organisation
One example of this internal focus is Quooker Worldwide Day, which takes place every four years. The event brings together colleagues from all countries, functions and parts of the organisation.
As Quooker grows internationally, the company sees this kind of connection as essential. It helps employees understand shared ambitions, celebrate progress and remain part of one organisation, even as the company becomes larger and more global.
A realistic candidate experience
Transparency also plays a central role in Quooker’s recruitment approach. The company aims to be clear about roles, expectations and employment conditions from the first conversations onwards.
Salomons says Quooker does not make jobs sound more attractive than they really are. Instead, candidates should get a realistic view of the organisation before they join.
According to the company, new employees regularly say their first period at Quooker matches the picture they were given during the recruitment process.
The idea of the friendly factory
The new Ridderkerk site also supports Quooker’s employer branding ambitions. The distribution centre has been designed not only for functionality, but also as an open and pleasant workplace with daylight and attention to greenery.
This fits the company’s vision of the “friendly factory”: a working environment where people feel connected and understand what they are building together.
By combining growth, culture and workplace design, Quooker hopes to attract new talent while continuing to offer current employees a positive place to work.
Building and hiring in-house
Quooker’s approach to recruitment reflects the broader way the company operates. Much of what the organisation does is developed internally, from new products and production lines to brochures, trade fair stands and recruitment.
That in-house mindset gives the company control over both its products and its employer story. As Quooker moves towards 2030, the challenge will be to maintain that culture while scaling rapidly across international markets.
