The Dutch labour market continues to struggle with a shortage of workers, and the situation may worsen further. According to the report “Building a Future Labor Market that Works” by McKinsey, the Netherlands could face a shortage of up to 1.4 million active workers by 2030, representing around 14% of the current labour force. The fact is that this gap cannot be filled solely with workers from within the Netherlands.

Companies are caught in a difficult paradox. The labour market faces rising demand for specialists while the availability of candidates continues to decline. As a result, businesses are increasingly turning to foreign employees — not only in production or logistics but also in technical services, energy, and the industries of the future.

A new Labour Market: challenges instead of obvious solutions

An ageing society in the Netherlands is not the only factor, but one of many contributing to the country’s labour shortage. These deficits are also the result of economic transformation, changes in employment models, public policy directions, and technological advancement. McKinsey notes that modern labour markets no longer simply need more workers - they need new skills. Industry, transport, and logistics are becoming increasingly dependent on employees who can combine manual expertise with the operation of automated systems. Moreover, the growing importance of green technologies is creating a surge in demand for technically skilled professionals — a group that is also in short supply in the Netherlands.

“A transition from assembly-line worker to engineer is unrealistic; a train of transitions in which people move between roles with higher adjacency is more feasible.”
(McKinsey, Netherlands advanced: Building a future labor market that works)

This quote perfectly captures the direction employment policy should take - gradual upskilling and enabling employees to move smoothly between professions. Companies that understand this dynamic are not waiting for the market to “self-correct” but are building recruitment strategies based on long-term planning, training, and cooperation with specialised partners. As a result, a new model of competitiveness is emerging and constantly evolving — one that is not based on hourly rates, but on team quality, adaptability, and trust.

Attracting Foreign Specialists - Effective B2B Strategies

The Netherlands is a labour market that has long been known for thinking beyond borders. Dutch employers understand well that the labour market does not end at the national frontier. When local supply declines, they look outward — and those who recognise this reality have stopped seeing international recruitment as a temporary fix and started treating it as part of a strategic growth plan. The McKinsey report identifies “labour migration” as one of the three most important tools for balancing workforce shortages, alongside reskilling and the activation of older workers. For B2B companies, this means creating more systemic, partnership-based models of cooperation with recruitment agencies.

This is where companies like Intraservis come into play — acting as a bridge between labour markets, recruiting candidates from Poland, Ukraine, Georgia, or the Philippines, while ensuring full compliance with IND regulations and Dutch labour law. This allows businesses to focus on operational growth rather than bureaucracy — which, in the context of complex immigration rules, becomes a competitive advantage in itself.More and more B2B companies are combining international recruitment with elements of employee experience — providing foreign workers with support in relocation, housing, and cultural adaptation. Such initiatives not only improve retention but also build trust and the image of a responsible employer — a crucial factor when trying to convince candidates to choose one company over another in a talent-scarce market.

Reaching Hard-to-Access candidate groups

One of the greatest challenges facing employers is reaching people who possess key skills from a business perspective but are not actively participating in the labour market. The McKinsey report proposes three practical directions that are already being implemented by Dutch companies and employment agencies:

“Establishing regional work centers” – creating regional work hubs that connect administration, business, and education. These centers function as local ecosystems where candidates can not only find job offers but also access language, career, and administrative counselling. For foreign workers, this is often the first step toward integration with the labour market.
“Adopting skills-based recruitment” – hiring based on skills rather than diplomas. This approach allows companies to consider candidates with hands-on experience in a given field, even if obtained outside formal education systems — for instance, abroad or in non-certified sectors.
“Apprenticeship-based learning” – programs combining learning and work. Through them, foreign workers can gain qualifications while employed, reducing adaptation time and increasing their long-term value in the market.

Future skills - how companies prepare for automation

What distinguishes the Netherlands from many other European countries is its leadership in implementing automation and artificial intelligence. The McKinsey report makes it clear — over 43% of professions in the Netherlands are complementary to AI technologies. This means that technology still cannot replace humans, but if people wish to remain active participants in the labour market, they must acquire new skills and broaden their competences. For companies, this presents a dual challenge: maintaining innovation momentum without jeopardising employment stability. In practice, this means investing in development and reskilling programs that enable employees to move from lower-level positions into more advanced technical roles.

“Investing in the skills of future employees and retaining talent can reduce shortages in critical areas.”
(McKinsey, Netherlands advanced: Building a future labor market that works)

Foreign workers are a crucial part of this transformation. They often possess manual experience that can be developed into technical expertise supporting automated processes. Companies that harness this potential gain teams with flexible, adaptive skill sets — qualities that are increasingly valuable in a technology-driven economy.

Partnership instead of brokerage

In a world where what matters is not only how many people you employ but how well you cooperate, Intraservis is redefining the meaning of international recruitment. Instead of the classic “hire and forget” model, the company applies a full-cycle support concept — from the first contact with the candidate, through residence legalisation, to daily assistance and professional development.

This model is built on three pillars:

Compliance – every employment process is fully compliant with IND and local regulations, eliminating legal risks for companies.

Flexibility – the ability to adapt the number and profile of workers to seasonal business needs without compromising quality.

Stability – continuous coordination, linguistic, and administrative support for foreign workers, leading to lower turnover and higher productivity.

This is genuine operational partnership, allowing companies to build international teams in a responsible, transparent, and scalable way.

Global Market, Local Responsibility

The shortage of skilled workers in the Netherlands is not a problem that can be solved with a single policy reform. It is a structural challenge that requires close cooperation between business, administration, and the education sector.

From a corporate perspective, this means implementing long-term strategies — investing in skills, international partnerships, and integration. The future belongs to those who can combine local responsibility with global reach.

In this process, agencies like Intraservis play a vital role — not just supplying workers but actively co-creating a new quality of the labour market built on trust, legality, and mutual respect.

FAQ

1. Does the rise in unemployment signal an economic slowdown?
No. The increase in unemployment in 2025 was mainly due to seasonality and changes in statistical definitions. The number of employed people still exceeds 14.7 million (KIG, 2025).

2. How long will low inflation last?
Forecasts indicate that the CPI will stabilise between 2.7–3.0% by the end of 2025, giving companies greater predictability in financial planning.

3. How can companies take advantage of the current economic climate?
This is the perfect time to streamline HR processes and invest in productivity — especially through training and cooperation with trusted employment agencies.

4. What makes Intraservis different from other agencies?
A comprehensive approach — from recruitment and legalisation to continuous support and employee integration. It’s real partnership, not just brokerage.