Absence from work does not always result from illness or a lack of motivation. Sometimes the work schedule was communicated incorrectly. An employee may have received a different version, missed an update or learned about a change too late. The company should establish when the work schedule for temporary agency workers is published, who communicates it, where the current version can be found and how subsequent changes are handled. Night shifts, weekend work and shifts linked to organised transport require particular attention.

Contents

How far in advance should a work schedule be communicated?
How should employees receive their work schedule?
Confirming schedules and last-minute changes
Shift schedules, transport and weekend work
Common staff scheduling mistakes
How does Intraservis B.V. respond to attendance problems?
FAQ

1. How far in advance should a work schedule be communicated?

A work schedule should be communicated as early as possible and according to a consistent process. Employees need time to arrange transport, rest, childcare and other responsibilities outside work.

Under the Dutch Working Hours Act, employers must prepare the schedule in writing and make it accessible to employees. Official guidance also states:

“If there are changes in the work schedule you must let your employees know of this in time. You should make it known at least 28 days before the changes take effect, unless you have made other arrangements.”

Different arrangements may therefore apply under the employment contract, the relevant collective labour agreement, or CAO, and the agreements in place within a particular project. These working-time rules also apply to temporary personnel and foreign employees working in the Netherlands.

Production, logistics, food processing, horticulture and agriculture companies cannot always determine their final staffing needs several weeks in advance. The required headcount may depend on orders, deliveries, harvest volumes or production plans. Employees should nevertheless understand the rules that apply to their project.

A consistent publication time

One practical solution is to publish the shift schedule on a specified day and at a consistent time. Employees then know when to check their working hours, while the person responsible for publishing the schedule has a clear deadline for collecting the required information.

Employees should also know where they can find the current employee schedule, how updates will be communicated and who can answer questions.

A consistent publication process will not eliminate every absence. It can, however, reduce situations in which different members of the same team use different versions of the schedule.

The International Labour Organization makes a direct connection between schedule predictability and employees’ ability to organise their lives outside work:

“Working-time arrangements that have predictable or flexible schedules can also help to facilitate a better work-life balance, while those with unpredictable schedules have the opposite effect.”

2. How should employees receive their work schedule?

Even a correctly prepared work schedule will not serve its purpose when employees do not know which version is current. The greatest confusion occurs when information is communicated by several people using different channels.

Clear responsibility

The client company should clearly determine who is responsible for the work schedule, who sends it to employees and who is authorised to introduce changes. These tasks do not all have to be performed by one person, but the division of responsibility should be clear to everyone involved.

When an employee receives different versions from a team leader, planner and HR department, an absence may result from conflicting instructions rather than the employee’s unwillingness to work. If several people can independently change working hours, it becomes difficult to determine which information was valid.

Employers in the Netherlands must also provide employees with written information about their working-time arrangements. For predictable working patterns, this includes the usual working hours and the rules for overtime and shift changes. For irregular or unpredictable hours, employees must be informed about the days and hours during which they may be required to work and how far in advance they can be called in.

One main communication channel

The main channel may be an employee application, email, SMS or an agreed messaging group. The tool itself is less important than using it consistently.

A paper work schedule displayed at the workplace can provide additional information, but it should not be the only communication method. An employee who is on leave or staying away from the site may not see a change introduced after their previous shift.

The highest risk arises when the original schedule is available in an application, later changes are sent by WhatsApp and further arrangements are communicated verbally. The employee may receive all these messages and still be unsure when the next shift starts.

3. Confirming schedules and last-minute changes

When an employee receives information about a change to the shift work schedule, the company should obtain confirmation. This is particularly important for night shifts, weekend work and projects where transport is organised.

Confirming receipt of a message is not the same as accepting a revised shift. A reply such as “received” confirms that the employee has read the information, but it does not mean that they are available at the new time.

A last-minute schedule change should include:

1. the exact date and revised working hours,
2. the shift being replaced,
3. updated transport arrangements, where relevant,
4. the deadline and method for confirming availability.

Instead of writing, “You are starting later tomorrow,” the company could send:

Schedule change for 14 May: instead of the 06:00-14:00 shift, the proposed shift is 14:00-22:00. Transport will leave the usual collection point at 12:50. Please confirm by 18:00 whether you are available.

The company should be prepared for the employee to decline the revised hours and should not automatically assume that the change has been accepted.

Specific notice rules apply when someone works under an on-call contract. In that case, the employee must generally be called in at least four days in advance in writing or electronically. A CAO may shorten this period, but not to less than one day. These rules concern on-call employment and should not be applied automatically to every temporary agency worker.

When spreadsheets or scheduling systems are used, the date and time of the latest update should be visible. In simpler projects, a clear statement indicating which work schedule is current may be sufficient.

4. Shift schedules, transport and weekend work

A shift schedule should be closely connected to employees’ ability to reach the workplace, especially at night, during weekends and at locations with limited public transport.

Changing a start time without updating the transport arrangements can directly result in an absence. An employee may confirm their availability without realising that they have no way to reach the workplace.

Night and weekend shifts

For shifts that continue beyond midnight, the full start and end dates should always be provided.

A clear entry would read:

Shift starts: Saturday 14 May at 22:00. Shift ends: Sunday 15 May at 06:00.

This removes ambiguity about the day on which the shift begins. Under Dutch rules, a night shift is a shift during which an employee works for at least one hour between 00:00 and 06:00. Additional restrictions on working hours and rest periods apply to night work.

Transport aligned with the schedule

Before confirming a revised shift, the company should check the departure time, collection point and return journey.

This is especially important when temporary agency workers live in accommodation arranged as part of the project. The distance between the accommodation, collection point and workplace affects whether employees can attend every scheduled shift.

For example, a Saturday shift may be moved from 14:00 to 18:00 while the organised bus still runs according to the previous timetable. Employees may confirm that they are available but still fail to reach the workplace. The problem is not necessarily the employee schedule itself, but the lack of coordination between the schedule and transport.

5. Common staff scheduling mistakes

Incorrectly communicated staff scheduling can lead to absences that could have been avoided. Usually, the cause is not one major mistake but several smaller inconsistencies.

Mistake	Possible consequence	Better approach
Schedule communicated too late	Employee cannot arrange transport or personal responsibilities	Use a consistent publication deadline
Several versions remain in circulation	Employee attends the wrong shift	Identify one current version
Different communication channels are used	Some employees miss the update	Use one main channel
Receipt is not confirmed	The company assumes the employee knows the schedule	Request confirmation
Reading the message is treated as acceptance	Employee knows about the change but cannot attend	Confirm availability separately
Transport is not updated	Employee cannot reach the workplace	Update the schedule and transport together
Night shift has no exact date	Employee misinterprets the start day	State the full start and end dates
Availability was not checked	Employee is scheduled at an impossible time	Verify availability before finalising the schedule
Accommodation and transport are not coordinated	Employee misses the organised journey	Check the route and collection time

A well-prepared work schedule for temporary agency workers should be consistent with the organisation of work across the entire site. Agency workers should not receive less structured information simply because they are employed through a staffing agency.

6. How does Intraservis respond to attendance problems?

The client company determines the working hours and staffing requirements based on its production plan, available positions and required headcount.

Intraservis B.V. becomes involved when an employee does not report for work or when a communication problem affects attendance. Depending on the arrangements for the project, we contact the employee, establish the reason for the absence, check their continued availability and provide the client with the relevant information.

When similar situations occur repeatedly, we also look at the circumstances surrounding them. These may include late changes, inconsistent versions of the work schedule, transport difficulties, accommodation-related logistics or a lack of clear confirmation.

Intraservis B.V. does not take over the client’s production planning or independently determine its shift schedule. We support communication with the employee, help establish the reason for the absence and provide the client with the information needed to decide on the next steps.

A well-organised work schedule cannot eliminate every absence. It can reduce situations in which an employee fails to attend because they received outdated information, did not confirm a revised shift or could not reach the workplace.

See how Intraservis can support communication and coordination of temporary agency workers.

7. FAQ

What is the best way to communicate a work schedule?

The client company should use one main communication channel and clearly establish who distributes the schedule and who can change it. Employees should always know where to find the current version.

Should temporary agency workers confirm receipt of their schedule?

Confirmation is particularly important after changes to working hours, for night and weekend shifts and when organised transport is involved. For last-minute changes, the company should confirm both receipt of the message and the employee’s availability.

What should a work schedule change contain?

The message should state the exact date, revised hours, the shift being replaced, relevant transport details and the deadline for confirming availability.

How does transport affect a shift work schedule?

Transport times should correspond with the start and end of each shift. Updating working hours without checking transport may leave employees unable to reach the workplace.

“We need 20 production workers starting next Monday.” This message specifies the number of people and the start date, but it does not give the agency enough information to carry out the recruitment process. It is still unclear what tasks the workers will perform, under what conditions, on which shifts and which requirements are genuinely essential. A recruitment brief should describe not only the expected worker, but above all the actual job. With such a description, the agency can target the offer at the right group of candidates, clearly present the employment conditions and reduce the number of people who withdraw after learning the details of the position.

Table of contents

1. What is a recruitment brief?
2. Information needed before recruitment
3. Job duties and working conditions
4. Candidate requirements, schedule and pay
5. Recruitment briefs at Intraservis B.V.

1. What is a recruitment brief?

An overly general brief may look like this:

We need 20 production workers. Shift work. Starting Monday.

The agency knows the number of workers, the general job title and the start date. However, it does not know whether the work involves packing, assembly, quality control or operating a production line. Information about the workplace, project duration, shift times, physical requirements, pay and safety rules is also missing.

A more useful brief may look as follows:

We need 20 people to pack products at a production facility in Venlo. The project starts on 15 September and will last for at least three months. The work takes place from Monday to Friday in a three-shift system, eight hours per day. The duties include standing work at the production line, checking the quality of packaging and placing finished products on pallets. The position does not require previous experience or additional licences, but it does require manual dexterity and readiness to work at a temperature of approximately 10°C. Pay is determined in accordance with the relevant CAO and includes night-shift allowances and paid overtime. Before starting work, workers receive information about workplace risks, health and safety rules and the required protective equipment. The company provides protective clothing, gloves, housing and transport from the accommodation to the workplace.

Each of these elements helps the staffing agency assess who can realistically perform the job. It also allows candidates to understand the conditions before making a decision, rather than only after arriving at the workplace.

A recruitment brief should not be a list of traits describing an ideal worker. Its main purpose is to provide an accurate description of the staffing need, the position and the organisation of work.

2. Information needed before recruitment

In the Netherlands, some of the information provided to a staffing agency follows from obligations related to agency workers, working conditions and workplace safety.

The Netherlands Labour Authority states that both the company using agency workers and the staffing agency are responsible for their health and safety. The greatest responsibility, however, rests with the company where the work is actually performed.

The Labour Authority explains:

“Before the agency worker starts work, the user company must inform them about the work, risks and safety measures.”

This means that information about the work, the risks and the safety measures must be provided before a worker is assigned to the workplace. The user company must also provide the staffing agency with the relevant part of the Risk Inventory and Evaluation, or RI&E, relating to the specific position.

The brief should therefore include at least:

1. the number of workers required,
2. the type of work and the exact place where it will be performed,
3. the start date,
4. the expected duration of the project,
5. the number of working hours,
6. the schedule and shift times,
7. the required qualifications,
8. pay and the applicable employment conditions,
9. information about workplace risks,
10. the required protective equipment,
11. the rules that apply at the workplace.

This is the foundation needed to prepare the work properly. Formal compliance alone is not enough to select suitable candidates. The agency should also understand the actual conditions at the workplace and the factors that may influence a worker’s decision.

3. Job duties and working conditions

Job titles such as “production worker”, “warehouse worker” or “hotel employee” may cover many different duties. A production worker may pack goods, assemble components, check quality or operate a machine. Warehouse work may involve order picking, unloading, using a scanner, operating a forklift or manually moving heavy products.

For this reason, the recruitment brief should list the actual tasks rather than only the job title.

The job description should include, among other things:

1. standing or seated work,
2. repetitive tasks,
3. the level of physical effort required,
4. lifting and carrying loads,
5. production-line speed or warehouse targets,
6. temperature and humidity,
7. noise,
8. contact with food, chemicals or allergens,
9. working at height,
10. the machines and tools used,
11. mandatory clothing and personal protective equipment.

The Netherlands Labour Authority explains that an RI&E should identify health and safety risks, determine the level of exposure and include an action plan for reducing those risks. The information in the recruitment brief must be consistent with this document.

The pace of work is particularly important. Someone who performs well in calm manual packing may not be suited to a fast production line. Warehouse experience does not automatically mean that a person is ready to work under high order-picking targets.

Leaving out this information may increase the number of applications, but it does not increase the number of suitable candidates. The assessment is simply postponed until the interview, a practical test or the first day of work.

The European Working Conditions Survey 2024 assesses job quality across seven areas, including working time, work intensity, the physical environment, earnings and the social environment. Eurofound states:

“Better job quality benefits both workers and companies.”

The report links job quality with motivation, engagement and a lower intention to leave. For this reason, information about working conditions matters not only during recruitment, but also for the later stability of the workforce.

4. Candidate requirements, schedule and pay

Requirements for workers should be divided into essential and preferred criteria.

Essential requirements may include:

1. specific licences or certificates,
2. a driving licence,
3. the ability to operate a machine,
4. required technical experience,
5. the ability to communicate in the language used during training and at work,
6. the appropriate right to work in the Netherlands.

However, language skills, several years of experience or an additional certificate should not automatically be treated as mandatory when they are not necessary to perform the duties safely and correctly.

An overly broad list of requirements can unnecessarily reduce the candidate pool. The brief should clearly distinguish between:

1. essential requirements,
2. preferred requirements,
3. skills that can be learned during onboarding.

The schedule must be described just as precisely. The phrase “shift work” is not enough. The staffing agency should know:

1. the start and end times of each shift,
2. the number of working days per week,
3. the rules for night and weekend work,
4. how the schedule is communicated,
5. the expected number of hours,
6. whether the schedule may change,
7. the rules regarding overtime,
8. the minimum and maximum number of working hours.

Pay cannot be limited to a single hourly rate. The company should provide the staffing agency with information about:

1. the applicable CAO,
2. the job classification,
3. the basic hourly rate,
4. shift and night-work allowances,
5. bonuses,
6. overtime,
7. paid breaks,
8. travel expense reimbursement,
9. other conditions applying to employees performing comparable work.

Business.gov.nl states that a company using agency workers must inform the staffing provider about the employment conditions that apply at the workplace. Without this information, the agency cannot present the offer correctly or calculate workers’ pay accurately.

Brief area	Information provided to the staffing agency
Staffing need	Number of workers, start date and project duration
Position	Tasks, work pace, targets and physical requirements
Organisation of work	Location, schedule, shifts, breaks and number of hours
Candidate	Experience, licences, language and right to work
Pay	CAO, hourly rate, allowances, bonuses, overtime and expense reimbursements
Safety	RI&E, risks, instructions and protective equipment
Logistics	Transport and housing
Start of work	Onboarding, contact person and coordination

5. Recruitment briefs at Intraservis B.V.

Many companies in the Netherlands already work with staffing agencies. The difference between providers is not limited to the number of candidates they present. It also depends on how information is collected, how recruitment is prepared and how workers are coordinated after the project begins.

At Intraservis, we divide the preparation of a recruitment brief into five areas.

Staffing needs

We establish:

1. the number of workers required,
2. the planned start date,
3. the expected duration of the project,
4. the planned, minimum and maximum number of working hours,
5. the number of working days per week,
6. how the workforce may be increased or reduced.

The position and organisation of work

We verify:

1. the type of work and the exact place where it will be performed,
2. the actual scope of duties,
3. the pace of work and applicable targets,
4. physical requirements,
5. conditions at the workplace, including temperature, humidity and noise,
6. the machines, equipment and tools used,
7. the shift system and the hours of each shift,
8. the rules for night and weekend work,
9. how the schedule is communicated and changed,
10. the rules regarding breaks and overtime.

Candidate requirements, pay and safety

We establish:

1. the qualifications and licences essential for the job,
2. preferred requirements,
3. skills that can be acquired during onboarding,
4. the language used at work, during induction and when communicating with supervisors,
5. the right to work in the Netherlands and the required documents,
6. the applicable CAO and job classification,
7. the basic hourly rate,
8. shift and night-work allowances,
9. bonuses, overtime and paid breaks,
10. the rules for travel expense reimbursement,
11. information resulting from the RI&E,
12. risks present at the workplace,
13. mandatory work clothing and protective equipment.

We also help distinguish requirements that are genuinely essential from those that can remain preferred. This prevents the criteria from unnecessarily excluding candidates who could perform the work correctly after suitable onboarding.

Transport and housing

We discuss:

1. who is responsible for organising transport,
2. where the journeys start,
3. the travel time,
4. the availability of transport for all shifts,
5. travel costs and how they are settled,
6. the availability and location of housing,
7. the number of people sharing each room,
8. the housing conditions,
9. the costs and rules for using the accommodation,
10. how workers travel from their place of residence to the workplace.

Onboarding and coordination

Before work begins, we establish:

1. the reporting place and time,
2. the person responsible for welcoming the workers,
3. the documents required on the first day,
4. how the induction and job-specific training will be conducted,
5. when work clothing and protective equipment will be issued,
6. the person responsible for answering workers’ questions,
7. the communication rules between the client, the agency and the workers,
8. how information will be exchanged after the project begins,
9. how absences, transport problems and the risk of workers leaving will be handled.

When a company has previously used agency workers, we also ask about difficulties that occurred in earlier projects. These may have involved turnover, schedules, work pace, transport, housing, onboarding or communication with team leaders.

Based on this information, we prepare recruitment around the actual conditions at the workplace rather than only the job title.

A well-prepared recruitment brief helps reduce the number of mismatched applications, start the search more quickly, present the full conditions before a candidate accepts the offer and prepare the first shift more effectively. It does not guarantee that every candidate will remain with the company, but it reduces the risk of mistakes caused by incomplete or imprecise information.

Let us prepare a recruitment brief based on the actual working conditions in your company.

From 1 July 2026, the minimum hourly wage in the Netherlands for employees aged 21 and over is €14.99 gross per hour. This is an extremely important update for companies, especially those that use employment agencies and temporary workers. A higher hourly wage is not just a payroll update. It is only the starting point for a broader discussion about the real cost of staffing. That cost is also affected by CAO, allowances, overtime, housing, transport, turnover, coordination and the way cooperation with an employment agency is settled.

Table of contents

1. What changes from 1 July 2026?
2. Why is €14.99 only the starting point?
3. What does this mean for companies using agencies?
4. The role of an employment agency
   4a. The role of Intraservis
5. FAQ

1. What changes from 1 July 2026?

The most important information is that from 1 July 2026, the minimum hourly wage in the Netherlands for employees aged 21+ is €14.99 gross per hour. This is already another increase during the year, as from 1 January 2026 the rate was €14.71.

The legal basis for this change was published in the Staatscourant. The regulation states that bruto wettelijk minimumuurloon per 1 juli 2026 is set at €14.99 per hour. The increase between the January and July rates for people aged 21 and over is, after rounding, 1.90%.

Companies must remember that these changes do not apply to only one age group. Ondernemersplein describes the change as applying to entrepreneurs employing staff from the age of 15. This means that the new rates apply not only to adult employees, but also to youth rates. The percentage increase, however, is the same.

When planning the budget, it is of course important to remember that minimum wage and youth minimum wage are indexed twice a year – on 1 January and 1 July. If a company uses a large number of hourly workers, even a relatively small change matters. It requires regular planning and review of labour costs.

2. Why is €14.99 only the starting point?

When discussing labour costs, it is easiest to focus on the minimum rate, because it is the most visible. However, €14.99 gross per hour does not answer the most important question for an employer: how much does stable staffing really cost?

Minimum wage Netherlands 2026 shows only the lowest wage level, but it does not show the full cost of an employee. At this point, it is worth remembering that, depending on the sector and the cooperation model, companies need to consider, among other things:

1. applicable CAO,
2. shift allowances,
3. overtime,
4. housing costs,
5. transport,
6. absences,
7. turnover,
8. coordination,
9. costs of onboarding a replacement,
10. the agency’s margin and settlement model.

That is why Ondernemersplein clearly warns that in a given sector, a higher minimum may apply because of a CAO. This is important because it clearly shows that, for companies, information about the statutory minimum wage Netherlands alone is not enough to compare offers from employment agencies.

For example, offers from two different employment agencies may seem almost identical because the basic rate is similar. However, the difference will be in the details – what is included in the price, how allowances are settled, what transport to work is provided, who is responsible for housing, who reacts to absences and how quickly the agency can fill gaps in staffing.

So the question is not only: “What is the rate?”. The question is: what exactly does the company get for that rate and how stable will the staffing be after work starts?

3. What does this mean for companies using agencies?

A very large number of companies in the Netherlands use temporary workers or cooperate with employment agencies. This means that access to candidates alone is not enough of an advantage. The quality of cooperation itself is more important.

After the second increase in the minimum wage in 2026, companies should look at the following three areas even more carefully.

The first area is cost transparency. A comparison may be misleading when an agency offer shows only the hourly rate. The offer should not omit elements such as CAO, allowances, transport, housing, absences or coordination. An offer that looks cheapest at the beginning may turn out to be the most expensive overall when turnover, gaps in the schedule and settlement problems appear.

The second area is employee stability. Quick resignations are more noticeable when labour costs are higher. The company’s cost is not only the hour of work itself, but also recruitment, onboarding, shift leaders’ time and schedule organisation. If temporary workers leave only a few days after starting work, the cost of staffing will increase – regardless of the original agency rate.

The third area is workforce planning. In production, logistics, horticulture, warehouses or food production, the demand for people often changes seasonally. With rising staffing costs, a company needs not only an agency that “provides people”, but a partner that helps maintain predictability: how many workers will be available, where they will be housed, how they will get to work, who coordinates them and what happens in case of absence.

4. The role of an employment agency and Intraservis B.V.

The increase in the minimum wage makes the differences between employment agencies more visible. This is when it becomes clear which agency only settles working hours and which agency helps the company better control the entire process.

A good employment agency should clearly show:

1. what the employee cost consists of,
2. how CAO and allowances are included,
3. how transport and housing are organised,
4. who is responsible for coordination,
5. how quickly absences can be handled,
6. how the risk of turnover is reduced,
7. how communication with workers and the client is organised.

The points above should matter to companies. Especially to those that work with employment agencies and have noticed that the presence of workers alone is not enough of a solution. In the case of unstable staffing and turnover during a larger order or season, the problem will not always be only the rate. It may concern the entire model of cooperation and temporary staffing.

How does Intraservis help?

At Intraservis, we help employers build a temporary staffing model that is, above all, predictable. Simply providing workers is no longer enough. Coordination, transport, housing, documentation and communication also play an important role. Only combining all these elements into one coherent process creates cooperation that is truly worth considering.

Therefore, for companies that use agency services, the difference should not be visible in whether temporary workers are available, but in whether cooperation with the agency helps maintain stability, predictability and control over costs.

If your company in the Netherlands wants to plan staffing costs better after the minimum wage increase, at Intraservis we will help you build more predictable temporary staffing – from recruitment and coordination to the daily organisation of work.

5. FAQ

What is the minimum wage in the Netherlands from 1 July 2026?

From 1 July 2026, the minimum hourly wage in the Netherlands for employees aged 21 and over is €14.99 gross per hour.

Does €14.99 gross per hour show the full cost of an employee?

No. €14.99 gross per hour is the statutory minimum, so it is only the starting point. The full cost of an employee may also include CAO, shift allowances, overtime, transport, housing, coordination, absences, turnover and the cost of replacing an employee who leaves after a few days.

Why does the minimum wage in the Netherlands change on 1 July 2026?

The minimum wage in the Netherlands is indexed twice a year – on 1 January and 1 July. In the formal publication in the Staatscourant, it was indicated that the gross rate from 1 July is €14.99 per hour.

Can the rate in some sectors be higher than the statutory minimum?

Yes. In some sectors, the applicable CAO may provide for a higher rate than the statutory minimum wage.

What does the minimum wage increase mean for companies using temporary workers?

For companies using temporary workers, the increase in the minimum wage affects more than payroll. It also changes the way companies plan labour costs, compare agency offers, calculate overtime, organise transport, housing and coordination. A low rate in an employment agency’s offer does not always mean a lower cost of the entire cooperation.

How should companies compare employment agency offers after the minimum wage change?

It is worth checking not only the hourly rate, but also what is included in the cooperation model: CAO, allowances, transport, housing, coordination, speed of response to absences, worker stability and communication with the company. Two offers may look similar at the rate level, but differ in the real cost of staffing.

How does Intraservis help companies after the minimum wage increase?

Intraservis helps employers in the Netherlands build a more predictable temporary staffing model. This includes workforce planning, recruitment, worker coordination, support with housing and transport, documentation and better control over the real cost of cooperation – not only over the hourly rate itself.

According to CBS data, more than half of the temporary workers employed in the Netherlands are from abroad. In 2024, 52.4% of these workers came mainly from Poland, Romania, Ukraine, and Bulgaria. It is worth noting that 67% of them had been living in the Netherlands for less than two years. This group makes decisions about leaving or staying at a job much more quickly than permanent employees. Additionally, they base these decisions on specific, verifiable indicators from their first few weeks on the job.

Changes in the temporary labor market in the Netherlands in 2026 have accelerated significantly. A new collective bargaining agreement for temporary workers, a higher minimum wage, and increasing competition for available talent mean that companies that understand the real causes of turnover gain a clear advantage over those that still treat turnover as an unavoidable cost of doing business.

Table of Contents

1. Who Are Temporary Workers in the Netherlands Today?
2. Where Do Temporary Workers Actually Go?
3. Compensation: Why 2026 Is a Game-Changer
4. Housing – A Factor Rarely Discussed in Retention Conversations
5. The First Few Days on the Job Matter More Than You Think
6. Communication – the Most Common, Least Obvious Cause of Turnover
7. Respect in the Workplace as a Retention Factor
8. What Companies Can Do Right Now
9. How Intraservis Supports the Retention of Temporary Workers
10. FAQ

Who Are Today’s Temporary Workers in the Netherlands?

To begin with, it’s worth asking ourselves who exactly these foreign temporary workers are. In 2010, they accounted for 27.2% of the temporary staffing sector, while by 2024 that figure had risen to 44.4%. When it comes to large agencies (with over 500 employees), this percentage is even higher: in 56% of such companies, the majority of temporary workers were born outside the Netherlands.

This means that the majority of the temporary workforce in the Netherlands does not yet have deeply rooted relationships with their local employer. This also applies to knowledge of various local social norms in the workplace and a lack of other interpersonal relationships (e.g., among fellow employees). These factors, among others, influence the decision to stay at a particular workplace, look for another one, or even switch to a different agency.

Where Do Temporary Workers Actually Go?

If a worker leaves a particular workplace, it rarely means they are leaving the temporary labor market altogether. A report prepared by SEO Economisch Onderzoek on behalf of the ABU, based on UWV data, shows that migration most often occurs between one temporary job and another. As the figures show: 28% of temporary workers had another temporary job immediately prior to their current one, and 28% move on to another temporary job after their assignment ends.

Only a small group of people transition to permanent employment. This refers to 6% of all temporary workers who switch to a permanent contract immediately after their temporary assignment ends. For “regular” temporary workers (i.e., those who are not high school students, college students, or migrant workers), this percentage rises to 11% one quarter after the assignment ends. In this same group, as many as 26% are in fixed-term employment one quarter later.

To sum up: workers generally remain in the temporary employment model. While turnover is inevitable, this also means a fierce battle to retain employees. Competitors will be eager to hire them, and employees won’t hesitate to switch if a better offer comes along.

Compensation: Why 2026 Is a Game-Changer

Effective January 1, 2026, a new collective bargaining agreement for temporary workers (Cao voor Uitzendkrachten) will take effect, negotiated by the ABU, NBBU, and the LBV labor union for the years 2026–2028. The most significant change: the previous “inlenersbeloning”—that is, compensation limited to selected components of a permanent employee’s pay—has been replaced by the principle of “gelijkwaardige beloning,” or equivalent terms of employment.

In practice, temporary workers are now to receive a package of benefits with a total value comparable to that of a permanent employee in a similar position—not only an hourly rate, but also allowances, vacation time, and benefits.

Also significant is the increase in the minimum wage, which will take effect on July 1, 2026.

The minimum hourly wage for workers aged 21 and older will rise to 14.99 EUR per hour. This is the moment when companies must ask themselves whether the wages they offer are still competitive. Workers compare offers across agencies and leave for those where the benefits package is simply better.

Housing – A Factor Rarely Discussed in Retention Conversations

For temporary workers, and especially for economic migrants, housing is of critical importance. It often determines whether a worker will stay in a job or leave it. At the same time, it is a topic that rarely comes up in discussions about turnover.

In October 2025, the Dutch government decided that the planned phase-out of the practice of deducting housing costs from wages would not take effect on January 1, 2026, as previously anticipated. According to a statement from Rijksoverheid, employers may continue to deduct up to 25% of the minimum wage for housing costs. In the current market situation—according to the government—employees could lose more than they gain from such a move.

Therefore, the quality and predictability of housing remain in the employer’s hands. From a retention perspective, this is both a risk and an opportunity:

This means that the issue of housing quality and predictability remains in the employer’s hands for much longer than originally planned. From a retention perspective, this is both a risk and an opportunity. If the housing is well-maintained, close to the workplace, and doesn’t incur additional costs, the employee has one less reason to change jobs. On the other hand, if the opposite is true, it’s one of the factors that most quickly leads to a move to a competitor.

The First Days on the Job Matter More Than You Might Think

Especially in seasonal industries and high-paced work environments, the onboarding process for new employees can be chaotic and haphazard. For someone who has recently arrived in the Netherlands and is unfamiliar with the language and local procedures, such a start can be very problematic.

Good onboarding is more than just job training. It also involves explaining health and safety rules in understandable language, introducing a point of contact in case of problems, and outlining what the employee can expect during their first week, month, and quarter. If an employee feels lost or uninformed from the very first days, they may quickly decide to leave. That is why it is so important to focus on effectively onboarding new hires.

As CBS data shows, 67% of temporary workers in the Netherlands have lived in the country for less than two years. These people often lack experience and will feel the effects of poor onboarding more acutely.

Communication – the Most Common, Least Obvious Cause of Turnover

When it comes to pay and working conditions, these are easy to measure. Communication, however, is more difficult to assess. This is problematic because communication is most often the determining factor in whether an employee feels like part of the team or just a temporary addition to it.

What communication issues lead temporary workers to quit their jobs? Among them are certainly: a lack of clear information about the schedule provided well in advance, no designated person or place to quickly report a problem, and instructions provided exclusively in Dutch without translation. In teams where the majority of employees are Polish, Romanian, or Ukrainian, the lack of communication in a language they understand is not a minor inconvenience—it is a direct barrier to performing their work and building trust.

It is therefore worth ensuring a two-way communication channel—a coordinator available in the employee’s language, clear rules for reporting absences, and regular updates on schedule changes. Thanks to such measures, employees are more likely to stay longer, even if the financial conditions are similar to those offered by competitors.

Respect in the Workplace as a Retention Factor

A lack of respect for temporary employees is one of the most frequently cited reasons for leaving. This often involves subtle but clear signals, such as being overlooked when information is shared with the entire team, being treated less favorably when tasks are assigned, or not being included in decisions regarding how work is organized for a given position.

In theory, the new collective bargaining agreement from 2026 directly addresses this issue on a formal level. This is intended to ensure equal employment conditions for permanent and temporary employees. Unfortunately, the reality often looks different, and this, too, can lead to gaps in the team.

What Companies Can Do Right Now

What companies can implement right now to improve retention of temporary workers in 2026:

1. Review rates in light of the new Collective Bargaining Agreement (CBA) and the minimum wage increase effective July 1, 2026-this is the quickest way to verify whether the offer remains competitive.
2. Review the status and transparency of accommodation billing if the company provides it—hidden costs and poor living conditions are among the most frequently cited reasons for leaving among migrant workers.
3. Organize onboarding in a language the employee understands, covering not only the job role but also basic health and safety rules and a designated contact person.
4. Establish a single, clear communication channel for reporting problems and announcing schedule changes-in languages the team understands.
5. Include temporary employees in team communication on an equal footing with permanent employees-this has a real impact on their sense of belonging.
6. Monitor turnover on an ongoing basis by talking to departing employees about the actual reasons for their departure-without making assumptions.
7. Implementing these changes does not require significant financial investment. It does, however, require consistency and treating retention as an integral part of team management. It cannot be a stopgap measure taken only when turnover becomes a major problem.

How Intraservis Supports the Retention of Temporary Employees

At Intraservis, we treat retention as an integral part of our partnership, not just an add-on to recruitment. This means ensuring that compensation complies with the current collective bargaining agreement (CBA), providing access to a coordinator who speaks the employees’ languages, and holding regular discussions with the client to identify at which stage of the partnership resignations most frequently occur. 

If your company is noticing increasing turnover among temporary workers, we’d be happy to analyze the current situation and identify the factors most likely contributing to it.

── FAQ ──

Where do temporary workers most often go after their assignment ends?

According to Uitzendmonitor 2025 (SEO Economisch Onderzoek for ABU), 28% of temporary workers move on to another temporary assignment after their current one ends. Only 6% of the total transition directly to permanent employment, though among so-called “regular” temporary workers, this percentage rises to 11% within a quarter. (Uitzendmonitor 2025, SEO Economisch Onderzoek)

Can an employer in the Netherlands still deduct housing costs from an employee’s pay?

Yes. The Dutch government decided in October 2025 that the planned phased phase-out of this practice would not take effect as of January 1, 2026. Employers may continue to deduct up to 25% of the minimum wage for the accommodation costs of migrant workers.

What percentage of temporary workers in the Netherlands are foreign nationals?

According to CBS data from 2024, 52.4% of temporary workers in the Netherlands were born abroad, mainly in Poland, Romania, Ukraine, and Bulgaria. More than 67% of them have lived in the Netherlands for less than two years. (CBS, January 2026)

What changes does the new collective bargaining agreement (CAO) for temporary workers bring in 2026?

The CAO for Temporary Workers, effective from January 1, 2026, through the end of 2028, replaces the previous “inlenersbeloning” with the “gelijkwaardige beloning” principle—temporary workers are to receive a package of employment conditions equivalent in value to that of a permanent employee in a similar position.

What is the minimum wage in the Netherlands as of July 2026?

As of July 1, 2026, the statutory minimum hourly wage for workers aged 21 and older is 14.99 EUR per hour. Separate youth rates apply to younger workers.

Does poor onboarding really affect turnover among temporary workers?

Yes, especially among workers who have recently arrived in the Netherlands. A lack of clear communication in an understandable language, unclear health and safety rules, and the absence of a designated contact person during the first weeks of employment are among the most common causes of early resignations.

How can a company begin to reduce turnover among temporary workers?

The quickest results come from verifying pay against the current collective bargaining agreement (CAO) and the minimum wage, establishing a clear communication channel in a language the team understands, and including temporary workers in daily team communication on an equal footing with permanent employees.

Dutch companies are not operating in a straightforward growth market. According to CBS, the economic picture remained equally negative in May as in April, with 11 of 13 indicators in the Business Cycle Tracer falling below their long-term trend. GDP grew by just 0.1% in Q1 2026 quarter-on-quarter – barely enough to call it growth. And yet the need for workers has not disappeared: at the end of Q1 2026, there were still 378,000 open vacancies across the Dutch economy.

For companies in production, logistics, agriculture and services, the question is no longer whether to hire. It is how to access workers flexibly – without creating fixed costs and, increasingly, without adding legal and compliance risk. With the Wet toelating terbeschikkingstelling van arbeidskrachten (Wtta) entering into force in 2027, the choice of a staffing partner is no longer just an operational decision. It is a compliance, financial and reputational one.

Table of contents

1. The Dutch labour market in 2026: growth stalled, demand persists
   1a. Why companies are not cutting workforce capacity – they are just managing it differently
2. Workforce flexibility is still necessary – but the rules are changing
3. What Wtta means for companies that hire through staffing agencies
4. Four business risks that come with the wrong staffing partner
5. What responsible and scalable workforce management looks like in practice
6. How Intraservis B.V. helps companies scale with confidence
7. Conclusion: flexibility without control is no longer a viable model
8. FAQ

Dutch companies are not afraid of hiring – they are afraid of hiring into uncertainty

The CBS Business Cycle Tracer for May 2026 shows a Dutch economy that has not recovered momentum. The overall indicator stood at -0.51, unchanged from April – the most negative reading since the current downward cycle began. Consumer confidence fell to -46 in May, while producer confidence dropped to -2. Both figures are below the 20-year average.

At the same time, the labour market has not collapsed. The unemployment rate in April 2026 was 3.9%, and vacancies – while declining – remain substantial. 378,000 open positions at the end of Q1 2026 is not a market where companies have stopped needing people. It is a market where companies are unsure how much they will need – and for how long.

This creates a specific kind of pressure. Permanent hiring carries fixed costs that are difficult to reverse when demand softens. Freezing all workforce decisions is also costly – in lost productivity, missed contracts, and reduced operational capacity. The result is that many Dutch companies are looking for a middle path: access to workers on demand, without the long-term financial exposure.

The risk is no longer only in not having enough workers. The risk is also in making the wrong workforce decision before demand becomes clear.

Why companies are not cutting workforce capacity – they are just managing it differently

CBS data also shows that in Q4 2025, the turnover of temporary employment and job placement agencies was 0.8% higher year-on-year. In an economy where most other indicators are below trend, this signals something important: companies are not walking away from flexible staffing. They are consolidating it as the primary mechanism for managing workforce uncertainty.

This shift means that staffing agencies are no longer peripheral to workforce planning. For many Dutch companies, they are the workforce model. That changes what the relationship between a company and its staffing partner needs to look like.

Workforce flexibility is still essential – but the rules are changing

Industries such as food processing, horticulture, warehousing, construction services and facility management have structurally relied on flexible staffing for years. The model works: it allows companies to scale up quickly during peak periods, respond to contract changes, and avoid overstaffing during quieter phases.

What is changing is not the need for flexibility – it is the assumption that flexibility can be bought without responsibility. Until recently, many companies treated the hiring of workers through a staffing agency as a purely transactional relationship: a supplier provides workers, the company pays the invoice. The agency’s internal processes, legal status, documentation practices and compliance posture were someone else’s problem.

Wtta changes that calculus. Under the new law, inleners – the companies that hire temporary workers – will share legal exposure with the agencies they work with. If a staffing agency is not on the official approval list, the companies using its services will face penalties too. The question of which agency to work with has moved from procurement to risk management.

Flexible staffing is not disappearing. What is disappearing is the idea that flexibility can be bought without accountability.

What Wtta means for companies that hire through staffing agencies

The Wet toelating terbeschikkingstelling van arbeidskrachten (WTTA) was passed by both chambers of the Dutch Parliament and will enter into force on 1 January 2027. Its primary goal, as stated by Rijksoverheid, is to address abuses in the temporary staffing market – particularly underpayment of migrant workers and circumvention of employment rules.

The mechanism is straightforward. Staffing agencies will need to obtain official approval from the Nederlandse Autoriteit Uitleenmarkt (NAU) to operate legally. Assessment of applications begins on 1 July 2027. From 1 January 2028, enforcement begins: the Nederlandse Arbeidsinspectie will be able to impose fines on both non-approved agencies and on inleners that continue working with them.

In practical terms, this means that from 2028 onward, a company that hires workers through a staffing agency that has not received NAU approval is itself in violation of the law. The risk is not theoretical – it is structural and it has a timeline.

The conversation between a company and its staffing partner must now include questions that did not used to be asked: Is this agency on track to receive Wtta approval? Are its employment contracts, pay structures and documentation practices compliant? What happens to our workforce supply if this partner cannot obtain approval?

In the new Dutch labour market, the staffing partner is not only part of the workforce solution. It can also become part of the company’s risk profile.

Four types of business risk created by the wrong staffing partner

The shift introduced by Wtta makes the staffing partner selection more consequential than it has been in the past. The risks are not limited to compliance.

1. Compliance risk

The most direct risk: working with an agency that does not receive NAU approval after 1 January 2028 exposes the inlener to financial penalties. This is not a soft risk – it is a legal one, with enforcement backed by the Nederlandse Arbeidsinspectie.

2. Cost risk

The cheapest agency on paper is not always the lowest-cost option in practice. High worker turnover, gaps in staffing, documentation problems, last-minute replacements and the cost of switching agencies mid-contract can all add up quickly. When the compliance exposure is added, the price differential between agencies looks very different.

3. Operational risk

If a staffing partner cannot deliver workers reliably, manage onboarding properly, or respond to problems in time, the company loses operational continuity. In seasonal industries or high-volume logistics, even a short staffing gap has direct financial consequences.

4. Reputational risk

Issues around worker accommodation, pay, documentation or treatment do not stay internal. In an environment where labour market practices are under increasing public and regulatory scrutiny, the reputation of the staffing agency can directly affect the reputation of the companies that use it.

The cheapest supplier is not always the lowest-cost supplier when compliance, continuity and reputation are included in the calculation.

What responsible and scalable workforce management looks like in practice

For Dutch companies that want to maintain flexible staffing as a core operational model – without adding new legal or operational exposure – the approach needs to be built on several foundations:

• Legal employment framework: workers are employed under documented, compliant contracts with clear pay structures and correct registrations.
• Wtta readiness: the staffing partner is actively preparing for NAU assessment and can demonstrate its compliance posture.
• Transparent pricing: costs are clear, predictable and not structured to create hidden exposures later.
• Operational coordination: the agency actively manages worker onboarding, scheduling, replacements and day-to-day communication – not just recruitment.
• Continuity planning: there is a real plan for replacements and backup capacity, not just a promise that workers will be available.
• Communication structure: the company, the agency and the workers all know who is responsible for what.

Scaling safely means that the company can increase workforce capacity without losing control over legality, costs and operational continuity. In 2026, that is not a premium offering – it is the baseline expectation for a serious staffing partner.

How Intraservis supports companies navigating this shift

Intraservis works with companies in the Netherlands that need reliable access to workers – particularly in production, logistics, agriculture and related sectors where workforce flexibility is not optional.

Our approach is built on the understanding that flexible staffing in 2026 requires more than recruitment. It requires a partner that manages the full process: legal employment, documentation, coordination on-site, compliance with Dutch labour law, and preparation for the changes that Wtta will introduce.

For companies that are thinking ahead about 2027 and 2028, we offer a clear answer to the question that WTTA raises: working with Intraservis B.V. means working with an agency that is preparing for the new approval framework, not one that will create problems when enforcement begins.

The goal is not only to provide workers. The goal is to help companies scale their teams without adding unnecessary risk – compliance, operational or reputational.

Conclusion: flexibility without control is no longer a viable model

The Dutch economy in 2026 is not giving companies the clarity they would prefer. GDP growth is near zero, consumer and producer sentiment is negative, and the global trade environment is adding further uncertainty. At the same time, labour demand has not disappeared – 378,000 vacancies remain open, and the staffing sector continues to grow.

In this environment, flexible staffing is not going away. But the model is maturing. The companies that will manage it best are not those that find the cheapest route to workers. They are those that build partnerships with agencies that are legally sound, operationally reliable, and prepared for the regulatory changes ahead.

Wtta gives Dutch companies a concrete reason to review their staffing relationships before 2027. The question is no longer only: does this agency have available workers? The question is: will this partnership still be viable – and legal – in 2028?

For companies that want to answer that question with confidence, the specialists at Intraservis are available for a consultation on workforce planning and compliance-ready staffing models.

FAQ

What is Wtta and when does it take effect?

Wtta (Wet toelating terbeschikkingstelling van arbeidskrachten) is a Dutch law that requires staffing agencies to obtain official approval from the Nederlandse Autoriteit Uitleenmarkt (NAU) before they can legally supply workers. The law enters into force on 1 January 2027. Enforcement – including fines for both agencies and the companies using them – begins on 1 January 2028.

Can my company be fined under Wtta even if we are not a staffing agency?

Yes. Under Wtta, inleners – companies that hire workers through staffing agencies – are also subject to penalties if they work with an agency that has not received NAU approval after 1 January 2028. Compliance responsibility is shared between the agency and the client company.

How many open vacancies are there in the Netherlands in 2026?

According to CBS, at the end of Q1 2026 there were 378,000 open vacancies in the Netherlands – a decrease of 6,000 compared to the previous quarter. The number of vacancies has been falling gradually since Q3 2022, but remains significant.

What should I check when evaluating a staffing partner in the context of Wtta?

The key questions to ask: Is the agency actively preparing for NAU assessment? Does it have compliant employment contracts and pay structures in place? Is its documentation process transparent? What is its plan if approval is delayed? Can it demonstrate operational reliability, not just recruitment capacity?

Is flexible staffing in the Netherlands still viable after Wtta?

Yes – but it requires working with a partner that is prepared for the new framework. Wtta does not eliminate flexible staffing. It raises the bar for which agencies are legally permitted to operate. Companies that work with approved, compliant agencies will be able to continue scaling their workforce flexibly. Companies that do not review their partnerships before 2027 risk operational disruption and financial penalties.

What sectors in the Netherlands are most affected by workforce flexibility challenges in 2026?

Production, logistics, warehousing, food processing, horticulture and agricultural sectors are most reliant on flexible staffing. These are also the sectors where worker supply is most directly tied to seasonal demand – making the reliability and legal status of the staffing partner especially critical.

From January 1, 2027, the Dutch temporary employment market will stop operating the way it has operated for the last decades. The WTTA Act – Wet toelating terbeschikkingstelling van arbeidskrachten – introduces mandatory permits for all companies making workers available and imposes new verification obligations on companies using their services. The Dutch government has created a new regulatory authority, a new public register and a new penalty system – with fines reaching 90,000 euros for one violation. For every company employing workers through an agency in the Netherlands, this Act changes reality. Not from 2027, but from now, because preparation takes time.

Table of contents:

1. What is WTTA and why was it created?
1a. From voluntary keurmerk to mandatory permit
2. Key dates: WTTA implementation schedule
3. Who is an inlener and what new obligations does it have?
4. NAU – new regulatory authority and public register
5. Sanctions: what can happen to a company that ignores WTTA?
6. What should you as an employer do before 2027?
7. How is Intraservis preparing for WTTA?
8. Summary
9. FAQ

What is WTTA and why was it created?

The Dutch temporary employment market has struggled for years with the problem of dishonest agencies. They often employed – especially migrants – for lower wages than those provided for in collective labour agreements. In addition, they also provided poor housing conditions or kept incorrect tax documentation. The previous voluntary certificates were insufficient, because anyone could start an employment agency by registering only with the Chamber of Commerce.

The Dutch government describes this problem directly:

“These agencies pay labour migrants too little or make them work under poor conditions.”

The answer to this situation is the WTTA Act, adopted by the Tweede Kamer in April 2025, and then by the Eerste Kamer.

The Opdracht Overheid portal specifies the historical context:

“Following, among other things, the Roemer report from 2020 and years of political pressure, a mandatory admission system was chosen.”

The Roemer report from 2020 was a breakthrough document, which for the first time comprehensively described the scale of abuses against migrant workers and became a catalyst for legislative change. The result is an Act that changes the logic of the market: instead of reacting to violations after the fact, the system verifies agencies in advance, before they even send the first worker.

From voluntary keurmerk to mandatory permit

Until now, there were voluntary SNA-keurmerk certificates (NEN 4400), which agencies could (but did not have to) have. The toelatinguitleenmarkt.nl portal explains the fundamental difference between the old and the new system:

“The SNA-keurmerk is voluntary and mainly checks the financial and administrative reliability of a company. Anyone can start an employment agency. You do not need a permit or consent; registration with the Chamber of Commerce is sufficient.”

After WTTA enters into force, the situation will change dramatically:

“Lenders may only lend personnel if they have an admission or an exemption. Lenders must demonstrate in advance that they meet the standards framework. There will be periodic supervision and checks.”

What is more, the new assessment criteria are much broader than the previous ones:

“The Wtta standards framework is mandatory and checks not only financial and administrative reliability, but also whether a company treats employees properly and responsibly.”

Key dates: WTTA implementation schedule

Understanding the schedule is crucial for every employer using agencies. The Act enters into force gradually, and the individual stages have specific consequences.

January 1, 2027 – the Act enters into force. From this day, agencies must have a permit or be in the process of obtaining it under transitional regulations. As the official portal of the Dutch government confirms:

“On January 1, 2027, the law enters into force. Companies that want to continue lending workers must report to the Dutch Labour Lending Market Authority (NAU) before that date.”

July 1, 2027 – from this date, inleners (companies using agencies) can check in the public register whether their supplier has a permit. The toelatinguitleenmarkt.nl portal specifies:

“From July 1, 2027, they can check in the public register whether a lender has been admitted, has an exemption or falls under the transitional scheme.”

January 1, 2028 – only from this date active enforcement of the law by the Labour Inspectorate begins. Rijksoverheid.nl confirms:

“On January 1, 2028, the Dutch Labour Inspectorate will start enforcement. Lenders that are active on the labour market without admission will receive a fine. This fine also applies to companies that use employment agencies, the so-called inleners.”

The law firm Marxman Advocaten emphasizes the importance of this schedule for inleners:

“From 2028, the Dutch Labour Inspectorate will actively check whether inleners and lenders comply with these rules. This means that you must orient yourself in time regarding your current and future cooperation partners.”

In other words – the time to act is now, not in 2027.

Who is an inlener and what new obligations does it have?

WTTA introduces a precise division of roles on the market: uitlener (literally: lender) is an employment agency, and inlener (literally: borrowing from someone) is a company that uses agency workers. For the inlener, the Act means three new, specific obligations.

Toelatinguitleenmarkt lists them in a way that leaves no doubt:

“They may only cooperate with an admitted lender or a lender with an exemption. […] They have an administrative obligation: they must record which workers they have hired from which lender.”

The Opdracht Overheid portal expands this list to three specific obligations for hiring organisations:

“A control obligation: for every hire through a lender, you record that this party is in the admission register. A registration obligation: you keep track of whom you hire, through which party and for what period. And an information obligation.”

This is a fundamental change compared to the current situation. Today, a company can employ workers through any agency without any verification of its status. From 2028, lack of verification becomes a violation of the law – regardless of whether the agency itself operates correctly.

The law firm Houthoff, one of the leading Dutch law firms, emphasizes that the new regulations also apply to foreign entities:

“The system affects both lenders and inleners, including foreign parties that deploy workers in the Netherlands.” This means that companies based outside the Netherlands that use workers on the territory of the Netherlands must also comply with WTTA requirements.

NAU – new regulatory authority and public register

The central element of the new system is the Nederlandse Autoriteit Uitleenmarkt (NAU) – an authority established specifically to manage WTTA. NAU describes its mandate as follows:

“The NAU grants admissions to lenders, such as employment agencies, secondment agencies and payroll companies, and manages the public register with lenders that have been admitted or have an exemption. In addition, we monitor the quality of the admission system, among other things by appointing inspection bodies and collecting signals from the market.”

The official opening of the NAU office took place on March 5, 2026, in Lelystad, in the presence of minister Vijlbraara. The rijksoverheid.nl portal specifies the scope of NAU’s powers:

“The NAU decides on behalf of the Minister of Social Affairs and Employment about the admission of lenders. In addition, the NAU appoints the inspection bodies that check whether lenders comply with all laws and regulations.”

The public NAU register will be a key verification tool for inleners. Every company using an agency will be able and will have to check in this register whether its supplier has a current permit. Nederlandsche Arbeidsinspectie explains the mechanism:

“A new organisation, the Dutch Labour Lending Market Authority (NAU), assesses the applications. The assessment of companies begins from July 1, 2027. The NAU keeps a public register. This is a list of all companies that have been approved. Everyone can view this list.”

For an agency to obtain an NAU permit, it must meet a number of requirements. Marxman Advocaten lists the conditions that every agency must meet:

“submitting a Certificate of Conduct (VOG); in principle paying a deposit; correct remuneration; good-quality housing for the workers who are made available; payment of wage taxes and VAT; keeping proper administration.”

The toelatinguitleenmarkt.nl portal adds a key financial detail: “Lenders must pay a deposit of €100,000.” . This deposit is intended to secure possible wage claims of workers – it is a direct response to the practice of dishonest agencies that disappeared from the market, leaving workers without overdue wages.

Sanctions: what can happen to a company that ignores WTTA?

The penalties provided for in WTTA are high and apply to both sides of the transaction – both agencies without permits and companies that use such agencies.

The Opdracht Overheid portal gives specific amounts: “If a client works with a non-admitted lender, the Dutch Labour Inspectorate can impose fines that can rise to €90,000 per violation, with doubling or tripling in case of repetition.”

This means that a single violation – using the services of an agency without a permit – can cost a company up to 90,000 euros. In case of repetition, the fine can increase to 180,000 or even 270,000 euros for the same violation. These are amounts that can realistically threaten the operational profitability of a company, especially in the production and logistics sectors, where using employment agencies is standard.

Nederlandse Arbeidsinspectie – the authority responsible for enforcement – is precise about the scope of its jurisdiction: “From January 1, 2028, the Dutch Labour Inspectorate will supervise and can give fines to inleners that cooperate with lenders that are not admitted and to lenders that continue to lend people without admission.”

It is worth emphasizing that not knowing about the agency’s lack of a permit is not a mitigating circumstance. The Act imposes on the inlener an obligation of active verification, not passive trust. A company that did not check the status of its agency in the NAU register is responsible in the same way as a company that knew about the lack of a permit.

What should you as an employer do before 2027?

Having the full picture of the regulations, the practical question is: what exactly should you do now? Marxman Advocaten formulated a list of steps that every inlener should take: “This means that you must orient yourself in time regarding your current and future cooperation partners.”

Below is a list of actions for every company using employment agencies in the Netherlands:

Step 1: Inventory all your agency suppliers. Prepare a list of all agencies you use – both regularly and occasionally. This includes temporary employment agencies, secondment agencies and payroll companies.

Step 2: Ask every agency about their WTTA plan. Has the agency already submitted an application to NAU? Does it have an SNA certificate (NEN 4400), which is the basis for using the transitional regulations? Rijksoverheid.nl informs about the transitional option: “Not every lender can receive an inspection report on time. Therefore, there will be a transitional scheme under which lenders can once request admission with the SNA-keurmerk of Stichting Normering Arbeid, alongside the other conditions that must be met.”

Step 3: From July 1, 2027, regularly check the NAU register. When the register becomes available, verification should become a standard procedure with every new recruitment order.

Step 4: Implement internal documentation. The new Act imposes an administratieplicht – an obligation to register from which agency and for what period you obtained workers. Prepare internal procedures for collecting this data.

Step 5: Update contracts with agencies. Add to the contracts a clause confirming that the agency has or is actively applying for a WTTA permit, and an obligation to immediately inform about the loss of the permit.

The Opdracht Overheid portal advises companies using secondment agencies and brokers: “We therefore advise you to ask your agency in time how they are preparing for the admission, and whether they use the transitional scheme that opens at the end of 2026 for SNA-certified companies. Do you have doubts? Then discuss this directly.”

How is Intraservis preparing for WTTA?

For companies using Intraservis services, WTTA is not a reason for concern – it is confirmation that cooperation with a transparent, certified agency has measurable regulatory value.

Intraservis actively monitors the implementation of the WTTA Act and takes the necessary steps as part of the process of applying for the NAU permit. The agency operates in accordance with the requirements of Dutch labour law, keeps proper HR documentation and meets the standards that are a prerequisite for obtaining the permit. For employers using Intraservis, this means that they will not have to look for new suppliers in 2027 or take the risk connected with working with an unverified agency.

What is important for inleners: Intraservis will be able to provide confirmation of its status in the NAU register immediately after its launch in July 2027, eliminating the need for independent verification on the employer’s side with every new order.

Companies that want to discuss the impact of WTTA on their specific situation or check the status of Intraservis preparations can contact us directly through intraservis.nl/kontakt/.

Summary

WTTA is the biggest regulatory change on the Dutch temporary employment market in decades. Its essence is simple: from January 1, 2028, every company in the Netherlands using an employment agency will have to make sure that this agency has an NAU permit – under the threat of a fine of up to 90,000 euros for a violation, with the possibility of doubling in case of repetition. It is not enough to trust the agency. You have to verify it.

Key dates to remember: the Act enters into force on January 1, 2027, the public NAU register will be available from July 1, 2027, and active enforcement of penalties begins on January 1, 2028. The time for preparation is now – checking the certification status of your suppliers, updating contracts and implementing documentation procedures takes time that will not be available when the deadline approaches.

FAQ

What is WTTA? WTTA (Wet toelating terbeschikkingstelling van arbeidskrachten) is a Dutch Act adopted by the Senate on November 11, 2025, which from January 1, 2027 introduces mandatory permits for all companies making workers available in the Netherlands (rijksoverheid.nl).

Does WTTA apply only to agencies, or also to companies using their services? It applies to both sides. Agencies must obtain an NAU permit. Companies using agencies (inleners) have an obligation to verify the agency’s status in the public register, keep documentation and are financially responsible for using an unverified agency (toelatinguitleenmarkt.nl).

From when do penalties apply to companies using agencies? Active enforcement of penalties by Nederlandsche Arbeidsinspectie begins on January 1, 2028 (nlarbeidsinspectie.nl).

How much is the fine for using an agency without a permit? Up to 90,000 euros for one violation, with the possibility of doubling or tripling in case of repetition (opdrachtoverheid.nl).

How to check whether an agency has a permit? From July 1, 2027 in the public register maintained by NAU at nau.nl. Everyone will be able to check the status of any agency free of charge.

Do the regulations apply to foreign companies using workers in the Netherlands? Yes. WTTA applies to all entities using workers on the territory of the Netherlands, regardless of the registered office of the inlener company (houthoff.com).

The Dutch economy is in really good condition – stable, growing and searching for new employees. A GDP growth at the level of 1.8 percent year-on-year was recorded (value 1.179 trillion euro), and the sector of employees increased by 130 thousand new people. In addition, household consumption was growing through all four quarters, so the market indicates high demand of sales and services. This also means an unceasing demand for further employees.

Table of contents:

1. GDP of the Netherlands in 2025 and Q1 2026: stable growth with growing consumption
   ○ What does GDP growth mean for the labour market?
2. Employment is growing: 10.3 million workers and 130 thousand new positions in 2025
3. Wages are growing faster than inflation: +6.2 percent in 2025
4. Production sector under pressure: employment is falling despite a growing economy
5. How Intraservis B.V. connects Dutch companies with workers ready to work
6. FAQ

GDP of the Netherlands in 2025 and Q1 2026: stable growth with growing consumption

The year 2024 was difficult for the Dutch economy, but as CBS indicates, the state of things in 2025 improved. GDP increased by 1.8 percent year-on-year – clearly better than in 2024, when growth amounted to only 1.1 percent. The value of GDP in absolute terms reached 1 179 billion euro in the whole 2025 year, and the first quarter of 2026 itself brought GDP at the level of 296.6 billion euro.

Another good information is the fact that the growth was not a one-time spike. It accelerated consistently through the whole year, which is indicated by concrete numbers. What is important, the growth was not a one-time effect – it accelerated consistently through the whole year. In the first quarter of 2025 GDP was growing by 2.1 percent, which was the best result from several quarters. In the next three quarters the growth remained at the level of 1.6-1.8 percent.

Household consumption was growing through the whole year at the pace of 1.5-1.8 percent quarterly, which means that the Dutch were spending more and their wealth was really growing. This is confirmed by forecasts of De Nederlandsche Bank (DNB), which in autumn 2025 raised estimates of GDP growth for the whole year from 1.1 to 1.7 percent, assessing the results of the Dutch economy as “remarkably higher than expected”.

What does GDP growth mean for the labour market?

It could seem that GDP growth of 1.8 percent is not much. This is of course a wrong impression – in reality it means more orders in factories, more parcels in warehouses, more construction sites and more goods to be loaded. Each percentage point of economic growth translates into concrete jobs in physical sectors, which cannot operate without people.

And the Dutch labour market is already close to the limits of its absorption: according to DNB, more than 76 percent of people at the age of 15-74 are already professionally active – one of the highest participation indicators in the whole Europe. When the economy grows, and local candidates almost do not exist, companies must search for workers outside the borders.

Employment is growing: 10.3 million workers and 130 thousand new positions in 2025

It is exactly employees – employed by companies on contracts – that constitute the pillar of the Dutch labour market and the biggest area of demand for candidates from abroad. The recorded growth is a clear information that Dutch enterprises are employing, expanding teams and searching for workers, which the local market is no longer able to deliver.

In the first quarter of 2026 total employment amounted to 10.228 million people, which is 15 thousand less than a year earlier. It could constitute a contradiction with earlier sentences, however it is necessary to be precise. It is a natural seasonal fluctuation at the beginning of the year, which does not change the structural trend. The segment of employees in Q1 2026 was still higher by 97 thousand than in Q1 2025, which confirms the durability of employment growth in the sector of enterprises.

For Dutch employers this dynamic has a concrete meaning. A growing economy requires growing teams, but the pool of local candidates is exhausted. According to CBS already two thirds of Dutch companies report difficulties with obtaining workers – and in construction this share exceeds 80 percent.

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Wages are growing faster than inflation: +6.2 percent in 2025

Data of CBS indicates that in 2025 total employee compensation increased by 6.2 percent year-on-year. Wages and salaries (wages and salaries) were growing by 6.0 percent. Annual compensation per full-time position (compensation per FTE) amounted to 79.8 thousand euro – compared to 76.1 thousand euro in 2024. This means an increase by 3.7 thousand euro per position within one year.

The dynamics of wage growth remained high through the whole 2025 year, although it slowed down slightly compared to 2024. In the first quarter of 2025 employee compensation was growing by 6.0 percent year-on-year, in the second by 6.0 percent, in the third by 6.6 percent and in the fourth by 6.3 percent. For comparison, in 2024 compensation growth amounted from 7.0 to 7.8 percent quarterly, and in the whole year 7.3 percent.

For workers from Poland, Ukraine and other countries of Central Europe these numbers are a very concrete information: Dutch wages are growing significantly faster than inflation and significantly faster than in the majority of countries of the region. The total number of jobs of employees in 2025 amounted to 9 194 thousand – by 1.5 percent more year-on-year. The market pays more and has more jobs to be filled.

In the first quarter of 2026 the number of positions of employees amounted to 9 189 thousand, by 1.1 percent more year-on-year. Data about wage dynamics for Q1 2026 is not yet available in published CBS tables.

Production sector under pressure: employment is falling despite a growing economy

Data of CBS for the production sector (Manufacturing, C) shows a worrying trend, which directly explains why Dutch production companies search for workers abroad. In 2025 total employment in the production sector amounted on average to 751 thousand people – by 8 thousand less than in 2024. In individual quarters: minus 5 thousand year-on-year in Q1, minus 6 thousand in Q2, minus 16 thousand in Q3 and minus 13 thousand in Q4.

The trend deepened in the first quarter of 2026: employment in production amounted to 746 thousand – by 16 thousand less than in Q1 2025. This means that through four consecutive quarters the Dutch production sector was losing workers at the pace from 6 to 16 thousand per quarter.

At the same time wages in the production sector were growing: by 6.1 percent in the whole 2024 year and by 4.4 percent in 2025, while quarterly data shows increases from 3.1 to 5.2 percent. Companies pay more, and workers are still decreasing. This is a classic signal of structural labour shortage – not a financial crisis of the sector, but exhaustion of the local pool of candidates.

The number of jobs in production in 2025 amounted to 723 thousand – practically without change year-on-year. In Q1 2026 it fell to 722 thousand, by 0.2 percent below the level from a year earlier. Companies maintain positions, but have an increasingly bigger problem with filling them with workers from the local market.

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How Intraservis connects Dutch companies with workers ready to work

Data of CBS for 2025 and Q1 2026 compose into a consistent picture: the Dutch economy is growing (GDP +1.8 percent), companies employ more employees (+130 thousand year-on-year), wages are growing faster than inflation (+6.2 percent) – but the production sector loses workers quarter after quarter, despite growing wages.

The local labour market is not able to deliver a sufficient number of candidates to physical sectors. This is a structural gap, not a temporary fluctuation.

Intraservis specializes exactly in the area where this pressure is the biggest: production, logistics, construction, food processing. Recruiting workers from Poland, Ukraine and other countries of Central Europe, the agency delivers Dutch companies proven candidates ready to work – at the moment when the local market does not have them.

The key advantage of Intraservis is the comprehensiveness of service. Organization of accommodation in proximity of the workplace makes that the worker is ready to the first shift without logistical delays. Support in administrative formalities – BSN number, registration, health insurance – eliminates barriers, which often block foreign employment. Flexible models of cooperation, from seasonal contracts to long-term employment, allow companies to adjust the level of employment to real demand.

The growth of wages in the Netherlands by 6.2 percent yearly is an excellent information for workers considering departure – the real purchasing power of earnings is growing, and annual compensation per position is approaching 80 thousand euro. For employers this is a signal that the wage market is becoming more and more demanding and that a good candidate delivered by an efficient agency is a real operational advantage over competition, which still searches with methods from a decade ago.

FAQ

How did GDP of the Netherlands grow in 2025? According to data of CBS, GDP of the Netherlands increased in 2025 by 1.8 percent year-on-year, reaching value of 1 179 billion euro – compared to 1 122 billion euro and growth of 1.1 percent in 2024. Growth of GDP remained consistently through all four quarters, from 2.1 percent in Q1 to 1.8 percent in Q4.

How much employment amounted in the Netherlands in 2025? Total number of working people amounted in 2025 to 10 316 thousand people, by 50 thousand more than in 2024. The segment of employees grew by 130 thousand year-on-year to the level of 8 642 thousand positions. The total number of jobs amounted to 11 651 thousand.

By how much did wages grow in the Netherlands in 2025? Total employee compensation increased by 6.2 percent year-on-year, and wages and salaries by 6.0 percent. Annual compensation per position amounted to 79.8 thousand euro compared to 76.1 thousand euro in 2024 – increase by 3.7 thousand euro within one year.

What is happening with employment in the production sector? The production sector in the Netherlands loses workers despite a growing economy. In the whole 2025 year employment in production amounted on average to 751 thousand people – by 8 thousand less than a year earlier. In Q1 2026 it fell to 746 thousand, by 16 thousand below the level from a year earlier. At the same time wages in the sector were growing by 4.4 percent in 2025, which indicates a structural shortage of candidates, not a financial crisis of the sector.

How does Intraservis help Dutch companies? Intraservis recruits workers from Poland, Ukraine and other countries of Central Europe for Dutch production, logistics and industrial companies. The agency offers organization of accommodation, support in administrative formalities (BSN, insurance, registration) and flexible employment models – from seasonal contracts to long-term agreements.

As of April 2026, economic stability and dynamic growth in key sectors of the economy have arrived in the Netherlands. A positive signal is also the fact that inflation has stabilized at 2.7 percent, close to the European Central Bank’s target (cbs.nl). Retail trade recorded a year-on-year increase of 1.3 percent, while online sales are performing even better with a growth of 3.4 percent. Moreover, the Netherlands has just overtaken Germany as the global leader in cocoa product exports, reaching an export value of 12.4 billion euros in 2025. These positive economic indicators directly translate into increasing demand for workers in the food production, logistics, and retail sectors.

Table of Contents:

1. Inflation in the Netherlands: stabilization at 2.7 percent
   What does it mean for employee wages?
2. Retail trade is growing: 1.3 percent increase and a boom in e-commerce
3. The Netherlands as the new leader in cocoa exports: 12.4 billion euros in value
4. The food production sector needs workers
5. Logistics and warehouses: employment growth driven by rising online sales
6. How Intraservis connects workers with the growing Dutch economy

Inflation in the Netherlands: stabilization at 2.7 percent

Statistics Netherlands reported that, according to preliminary estimates, inflation in March 2026 reached 2.7 percent, slightly increasing from 2.4 percent in February (cbs.nl). This indicates economic stabilization after the turbulent years of 2022–2023, when inflation reached as much as 14.5 percent in September 2022.

Between February and March 2026, consumer prices increased by 0.7 percent month-over-month. This is in line with the average monthly change observed in March over the past decade. It is worth noting that the increase in inflation was mainly driven by rising energy prices, which grew by 6.5 percent year-over-year, while in February they remained unchanged. Prices of food, beverages, and tobacco increased moderately by 2.0 percent, while services became more expensive by 3.8 percent.

What does it mean for employee wages?

Stable inflation at 2.7 percent is good news for employees, especially those working in the Netherlands through employment agencies. It primarily means predictable living costs and greater ability to plan personal budgets. In the years 2022–2023, when inflation surged, rising prices significantly reduced the purchasing power of wages. The current inflation level allows employees to maintain the value of their earnings.

Moreover, Dutch minimum wage regulations are adjusted every six months based on the average increase in negotiated wages in the private sector. Stable inflation also means stable wage increases, which provides employees with a sense of financial security. For international workers employed by Intraservis, this stability is particularly important, as many of them send part of their earnings to families in Poland or Ukraine, and the predictable purchasing power of the euro is crucial.

Data also shows that prices of non-energy industrial goods remained stable at just 0.4 percent year-over-year growth, meaning everyday products are only slightly becoming more expensive. This is another positive signal for employees, who can maintain their standard of living without constant adjustments to their household budgets.

Retail trade is growing: 1.3 percent increase and a boom in e-commerce

In February 2026, Dutch retail trade recorded a turnover increase of 1.3 percent year-over-year, while the sales volume increased by 0.6 percent (cbs.nl). These figures are adjusted for calendar days, as some days of the week typically generate higher sales. Growth was recorded in both the food sector (1.4 percent) and the non-food sector (1.2 percent).

The highest growth was observed in home furnishing stores, which increased by 5.5 percent year-over-year. Drugstores (5.3 percent) and consumer electronics stores (3 percent) also ranked high. Growth was also recorded in clothing and footwear stores (2 percent), while stores selling recreational goods remained unchanged.

Online sales growth is also worth noting. E-commerce turnover increased by 3.4 percent year-over-year, which is significantly faster than traditional retail. The strongest growth was observed in the food and personal care segment, reaching nearly 9 percent. Online turnover in clothing and fashion products increased by 3.7 percent, while other non-food products grew by 0.3 percent.

Such growth directly impacts demand for workers, especially in e-commerce. Distribution centers require employees for order picking, packaging, and handling logistics systems.

At the same time, physical stores need staff for customer service, shelf restocking, and inventory management. A 1.3 percent increase may seem small, but on the scale of the entire Dutch retail market, it translates into thousands of additional jobs and increased demand for flexible labour.

The Netherlands as the new leader in cocoa exports: 12.4 billion euros in value

The Netherlands achieved a historic breakthrough in 2025 by overtaking Germany, the previous leader in cocoa product exports such as chocolate, cocoa mass, cocoa butter, and cocoa powder (cbs.nl). The results are remarkable – Dutch cocoa product exports reached 12.4 billion euros, of which 11.4 billion euros was re-export. This represents nearly a threefold increase compared to 4.2 billion euros in 2020.

It is worth noting that the Netherlands is the world’s largest importer of cocoa beans, and Amsterdam remains the largest cocoa trading port globally. Cocoa beans arrive in large quantities from West Africa, mainly from Ivory Coast, which supplies 27 percent of Dutch cocoa imports. They are then processed in the Zaan region into semi-finished products exported to other countries for chocolate production.

The increase in export value was driven by a significant rise in cocoa bean prices, reflecting several years of weak harvests due to unfavorable weather conditions in West Africa. As a result, in 2025 the Dutch economy earned approximately 3 billion euros from cocoa exports, representing a significant contribution to GDP.

Germany remains the main recipient of Dutch cocoa products (25 percent), followed by Belgium (13 percent). The Netherlands exports about one-quarter of its cocoa products as chocolate and three-quarters as semi-finished products, while Germany specializes more in finished chocolate exports.

The food production sector needs workers

Taking the position of global cocoa export leader, combined with strong growth in food retail, increases workforce demand. Factories and warehouses must operate at full capacity to meet growing demand. A nearly 300 percent increase in exports over five years also means a proportional rise in employment needs.

Food production requires workers at various levels of specialization – from production line workers operating processing machines, through forklift operators transporting materials, to quality control specialists ensuring compliance with strict Dutch and European standards.

The nearly 9 percent increase in online sales of food and personal care products further boosts demand for workers in distribution centers handling e-commerce orders.

The Dutch food sector is known for high automation and advanced technologies. Therefore, jobs in this sector are not just simple repetitive tasks. Collaborative robots, vision systems, and advanced production management software require employees who understand how to operate systems and respond to unexpected situations.

Logistics and warehouses: employment growth driven by rising online sales

Growth of online sales by 3.4 percent year-on-year, and especially the dynamic growth of 9 percent in the segment of food and personal hygiene products, has a direct impact on the logistics sector. Dutch warehouses and distribution centres operate at full capacity in order to meet the growing demand for fast and reliable deliveries.

Growth of e-commerce requires specific competences from warehouse employees. Traditional warehouses handled large pallets of goods sent to retail stores. Modern fulfilment centres for e-commerce must handle thousands of individual orders daily, each consisting of different products that need to be picked, packed and sent to individual customers. This requires from employees physical efficiency, but also the ability to operate barcode scanners, tablets and warehouse management systems.

Growth of online sales also means demand for employees in a shift system. E-commerce does not know store closing hours – orders come in 24 hours a day and 7 days a week. Many modern warehouses operate in a three-shift system, and some of the largest distribution centres operate non-stop. For employees this means the possibility of choosing a shift best suited to their preferences and access to shift allowances increasing base salary.

How Intraservis connects workers with the growing Dutch economy

In the face of a growing Dutch economy, stable inflation and dynamically developing sectors of food production, logistics and retail trade, demand for qualified employees has reached the highest level in years. For employment agencies such as Intraservis, specializing in international recruitment, this is a unique opportunity to help both Dutch employers and employees from Poland, Ukraine and other countries of Central and Eastern Europe.

Intraservis understands the specifics of the Dutch labour market and knows the needs of companies operating in sectors that are currently growing the most. The key element of the added value of Intraservis is comprehensive support going beyond recruitment itself.

Flexibility of employment models is an advantage of cooperation with Intraservis. In times when the economy grows by 1.3 percent, inflation amounts to 2.7 percent and the economic future remains uncertain, companies need the possibility of flexible adjustment of the level of employment to real demand. Intraservis offers different models of cooperation, from short-term seasonal contracts for companies handling peaks of sales (such as the pre-Christmas period in retail trade) to long-term contracts for employees in stable sectors such as food production.

For Dutch employers in the logistics sector, who experience 9-percent growth in the online segment of food and personal hygiene products, Intraservis is a partner who can quickly increase the team with additional employees when the peak of orders arrives, and then help adjust the level of employment when demand decreases. This flexibility is crucial in an industry characterized by seasonal fluctuations and unpredictable spikes in demand.

FAQ

Is 2.7 percent inflation in the Netherlands good for workers? Yes, 2.7 percent inflation is close to the European Central Bank’s target and means stable, predictable living costs. Compared to the peak inflation rate of 14.5 percent in 2022, the current situation allows workers to maintain the purchasing power of their wages and plan their household budgets.

Why is the growth in online sales important for the labor market? A 3.4 percent increase in online sales-and particularly a 9 percent rise in the food segment—means growing demand for workers in distribution centers, warehouses, and logistics. Every online order requires workers to pick, pack, and ship it, creating thousands of jobs.

How does the Netherlands’ position as a leader in cocoa exports affect employment? Cocoa product exports worth 12.4 billion euros mean an extensive processing infrastructure, particularly in the Zaan region. Facilities that process cocoa beans into semi-finished products need production line workers, machine operators, quality control inspectors, and warehouse staff. A nearly 300 percent increase in exports over five years generates a proportional increase in staffing needs.

What kind of support does Intraservis offer to international employees? Intraservis offers comprehensive support that goes beyond recruitment: assistance in finding affordable housing, help with administrative formalities (BSN number, health insurance, municipal registration), organization of required training and certifications, and flexible employment models tailored to employees’ needs.

Is it worth working in the food production sector in the Netherlands? Yes, the Dutch food production sector offers stable employment in modern facilities equipped with advanced technologies. Strict Dutch occupational safety regulations ensure better working conditions than in many other countries. Additionally, working in the export sector means stable order volumes even during more challenging economic periods.

What are the employment prospects in the Netherlands in 2026? Data from April 2026 show a stable economy with growing food production, logistics, and retail sectors. Stable inflation, rising exports, and growing online sales create a positive outlook for the job market. Companies need employees and are willing to offer competitive terms to attract and retain good candidates.

March 2026 is a strange month, especially for Dutch employers. Data shows that consumer confidence Netherlands has dropped to minus 30 points, the lowest result in 4 years. At the same time, housing prices Netherlands 2026 are rising by 5.4 percent annually to an average of 487,768 euros, while on the labour market 146 thousand unemployed found work in February alone. There is no better word than “paradox” to describe what is currently happening in the Dutch labour market 2026.

Table of Contents:

1. Consumer confidence crisis: what it means for business
2. Housing market as an economic barometer
3. Dutch labour market 2026 dynamics: the paradox of rising unemployment and mass recruitment
   3.a 146 thousand new jobs in one month
4. How Intraservis helps companies survive the confidence crisis through flexible staffing solutions
5. Forecasts and strategies for the coming months
6. Summary
7. FAQ

Consumer confidence crisis: what it means for business

The Consumer Confidence indicator (calculated based on the balance of positive and negative responses to five questions about the economic situation and consumers’ willingness to spend, where the scale ranges from minus 100 to plus 100) fell from minus 24 points in February to minus 30 points in March, the largest monthly decline in nearly four years.

This is a tragic result because the current level is significantly below the long-term average of minus 11 points. For comparison, it’s worth noting the highest level of confidence in the history of CBS measurements. It reached plus 36 points in January 2000, while the lowest minus 59 points was recorded in September and October 2022.

The greatest concern is the growing pessimism related to the economy – the indicator component fell from minus 42 to minus 54 points. The Dutch are negatively oriented both towards prospects for the next twelve months and towards assessment of the situation from the past year. Willingness to purchase also fell from minus 11 to minus 15 points, and consumers are more negative about making large purchases.

For employers, this means shifting recruitment strategy towards flexible staffing solutions Netherlands instead of traditional permanent contracts. Rather than freezing recruitment and risking a lack of workforce when orders increase, companies are increasingly beginning cooperation with recruitment agency Netherlands providers, which allow teams to scale up or down quickly, thus limiting costs of mismatched workers, turnover, rehiring, etc. This approach enables maintaining operational capacity while managing risk in uncertain times.

Housing market as an economic barometer

Interestingly, while consumer confidence falls, the Dutch housing market shows surprising resilience. The average price of existing owner-occupied homes rose by 5.4 percent in February 2026 year-on-year. In monthly terms, prices increased by 0.1 percent, and in February were already 15.5 percent higher than at the peak in July 2022. The average transaction price was 487,768 euros.

A good sign is that the number of housing transactions is also growing. According to Kadaster, 17,675 transactions were registered in February, representing an increase of over 8 percent year-on-year. In the first two months of 2026, a total of 36,568 homes changed owners – an increase of nearly 7 percent.

This paradox stems from the fundamental shortage of housing in the Netherlands, which does not disappear regardless of consumer sentiment. Why is this important information for employers and why does it have direct consequences for recruitment strategies? Well, a worker earning 3,000 euros net per month may have difficulty finding affordable accommodation for workers Netherlands in Amsterdam or Rotterdam, which positions recruitment agencies offering accommodation assistance as key partners.

Dutch labour market 2026 dynamics: the paradox of rising unemployment and mass recruitment

It’s worth looking at the statistics that last month offered us. In February 2026, there were 416 thousand unemployed people in the Netherlands, representing 4.1 percent of the workforce. Unemployment Netherlands 2026 grew by an average of three thousand people monthly over the past three months. It would seem that these numbers might suggest deterioration in the labour market situation.

However, deeper analysis shows a completely different picture. In February, as many as 146 thousand unemployed people found work, which testifies to the extraordinary mobility of the Dutch labour market. At the same time, 102 thousand unemployed stopped actively looking for work. This means that in February, a total of 248 thousand people who were unemployed three months earlier already had jobs.

146 thousand new jobs in one month

This number is another paradox in the labour market. It shows both opportunities and challenges for employers. There is a huge pool of candidates ready to work, but competition for the best is fierce, and employers must act quickly. At the same time, 121 thousand employed people lost their jobs, and 136 thousand people began actively seeking employment. In February, 257 thousand people were unemployed, while three months earlier they were still working.

The number of people receiving unemployment benefits was 205.5 thousand at the end of February, slightly less than in January. In February, 22.2 thousand new people received benefits, and 22.4 thousand benefits were terminated. This relative stability with high labour market turnover suggests that most people losing jobs find new employment relatively quickly.

How Intraservis helps companies survive the confidence crisis through flexible staffing solutions

As Intraservis, we offer comprehensive solutions responding to the Dutch labour market paradox. Operating in the Netherlands and Poland, the agency specializes in international recruitment Netherlands for production, logistics, horticulture and many others. The value of cooperation extends beyond recruitment itself, encompassing three key pillars.

The first pillar is the speed of international recruitment. When 146 thousand people find work monthly, and candidates available today may be employed by competitors tomorrow, speed of action is crucial. Intraservis has a base of candidates in Poland and other Central and Eastern European countries, i.e., countries with strong traditions in technical professions. We also conduct a continuous recruitment and pre-selection process, which means the possibility of presenting and confirming suitable candidates within days. The process includes verification of qualifications, experience and references.

The second pillar is comprehensive assistance with worker accommodation. With relatively high property prices and rising rental costs, providing affordable accommodation is often a greater challenge than recruitment itself. As Intraservis, we take full responsibility for organizing accommodation, which eliminates the problem for employers and ensures workers’ comfort from arrival in the Netherlands. The agency ensures decent conditions, appropriate location and safety, which directly affects workers’ productivity and loyalty.

The third pillar is flexibility of employment models. When consumer confidence drops to minus 30 points and economic prospects are uncertain, companies need the ability to adjust employment without excessive risk of long-term obligations. Intraservis offers various cooperation models, from short-term contracts through seasonal employment to long-term agreements. When an employer experiences increased orders, we quickly provide additional temporary workers Netherlands. When demand decreases, flexible contracts allow cost reduction without painful layoffs.

In addition to the main pillars, Intraservis offers support in administrative formalities – assistance in obtaining BSN numbers, arranging mandatory health insurance, and ensuring compliance with Dutch labour law, including new 2026 regulations. Long-term partnership brings benefits in the form of lower employee turnover and better matching of candidates to companies’ organizational culture.

Forecasts and strategies for the coming months

Observing data from the first quarter of 2026, one can outline scenarios for the situation’s development and propose a strategy for companies. Key will be monitoring three indicators: consumer confidence, housing prices, and Dutch employment trends 2026.

Consumer confidence will probably oscillate between minus 25 and minus 35 points in the second half of the year, with the possibility of gradual improvement by year’s end. For companies, this is the moment to take necessary action. Choosing flexible team management will allow maintaining competitiveness during downturns and quickly capitalize on demand recovery when consumers regain confidence. Companies cooperating with staffing agencies can respond to changes in days instead of months, and this will give an advantage over competition operating exclusively with permanent contracts.

The housing market will remain relatively stable. The fundamental shortage of housing will not disappear in a year or two, meaning pressure on prices will remain. A slowdown in growth rate to 3-4 percent is possible, but a drastic price drop is unlikely. For employers, the problem of worker accommodation will remain current, despite new premises appearing.

Labour market dynamics will probably remain high. The number of 146 thousand people transitioning from unemployment to employment may decrease slightly, but not dramatically. Unemployment may increase to 4.5-5.0 percent by year’s end, but the number of vacancies in key sectors will remain high due to structural shortages.

What does this mean specifically for companies? First of all, it’s worth choosing flexible employment through staffing agencies instead of immediately hiring everyone on permanent contracts – this allows quick adjustment to changes in orders without painful cuts.

At the same time, one cannot wait with folded arms: when a good candidate appears, you must act quickly, because tomorrow they may already be working for the competition. You should also take care of people who already work in companies. In times when 146 thousand people change jobs monthly, an experienced worker who knows your processes and doesn’t plan to leave is worth their weight in gold.

Summary

The Dutch economy in the first quarter of 2026 presents itself as a series of paradoxes requiring strategic thinking and a flexible approach. Consumer confidence fell to minus 30 points with particular pessimism regarding economic prospects and reluctance towards large purchases. At the same time, the housing market shows resilience, with prices rising to an average of 487,768 euros and transaction growth of 8 percent, driven by a fundamental housing shortage.

The labour market shows the most striking paradox: despite unemployment rising to 4.1 percent, as many as 146 thousand unemployed found work in February, testifying to the extraordinary mobility of the Dutch labour market. This high turnover creates both challenges and opportunities for employers.

In the face of conflicting signals, flexibility in human resource management has become a necessity. Intraservis responds to every dimension of flexibility through fast international recruitment, full accommodation support, flexible employment models, and assistance with formalities and legal compliance. Long-term partnerships translate into lower turnover and better candidate matching.

Forecasts indicate a prolonged period of uncertainty, with oscillating consumer confidence, stable housing prices, and continuation of high labour market dynamics. Success strategies require careful cost management, a proactive approach to recruitment, and investment in employee relationships.

The Dutch paradox of 2026 will not disappear quickly, but companies that adapt through a flexible approach and cooperation with professional partners such as Intraservis have a chance not only to survive this difficult period but to emerge from it strengthened.

FAQ

Why is consumer confidence falling despite rising housing prices? Consumer confidence reflects general sentiment about the economic future, while housing prices are driven by a fundamental housing shortage in the Netherlands. People may be pessimistic about the economy, but still need somewhere to live, and investment in real estate is perceived as safe long-term.

How is it possible that unemployment is rising while 146 thousand people find work monthly? It’s a matter of labour market flows. At the same time as 146 thousand unemployed find work, 121 thousand employed lose their jobs, and 136 thousand enter the market from economic inactivity. If more people lose work or enter the market than find employment, unemployment rises despite high hiring numbers.

What does falling consumer confidence mean for my company? Consumers will be more cautious in spending money, especially on large purchases. Companies should expect lower demand and prepare for unpredictable order patterns. This is a good time for flexible employment models that allow quick cost adjustment to actual demand.

Why are high housing prices a problem for recruitment? With an average price of 487,768 euros, workers, especially young people or those with families, have difficulty finding affordable accommodation. Even with competitive wages, high living costs can discourage candidates. This makes accommodation assistance a key element of effective recruitment strategy.

What are the main advantages of cooperating with Intraservis in the current situation? Main advantages are speed of international recruitment, solving the accommodation problem with high housing prices, flexibility of employment models allowing cost adjustment to variable demand, and comprehensive assistance with formalities and compliance with Dutch labour law. In times of uncertainty, these benefits are particularly valuable.

Will the economic situation worsen in the coming months? Forecasts indicate a prolonged period of uncertainty, but not dramatic deterioration. The labour market will remain dynamic, and in key sectors worker shortages will persist. Companies that maintain flexibility and proactively manage human resources can use this period as an opportunity to strengthen their competitive position.

The year 2026 started with moderately positive signals for the Dutch market. The hospitality and hotel industry ended the fourth quarter of 2025 with a 3.2 percent increase. Retail trade recorded a turnover growth of 2.2 percent in January, and inflation stabilized at 2.4 percent in February. Despite these figures, business sentiment remains cautious. Data published by the Dutch statistics office CBS shows not only the current state of the economy, but also growing staffing challenges in key employment sectors.

Table of Contents

1. Inflation Under Control – Stable Consumer Market
2. Retail Trade Gains – Rising Demand for Personnel
3. HoReCa Industry: Turnover Growth, Business Pessimism
4. Staffing Challenges of the Dutch Labor Market
5. How Intraservis Supports Dutch Employers
6. Summary
7. FAQ – Frequently Asked Questions

Inflation Under Control – Stable Consumer Market

The latest CBS data shows that inflation in the Netherlands was only 2.4 percent in February 2026. This is maintaining the same level as in the previous month, and the stabilization is very good news. Especially if we go back to 2022/2023, when inflation could reach even 14.5 percent. Returning to a level close to the European Central Bank’s target is a signal that price pressure on households has significantly decreased. This also means that the consumption possibilities of people living in the Netherlands have increased. This also applies to the condition of enterprises operating in sectors serving consumers.

Detailed analysis shows varied pace of price growth in individual product categories. The highest price jump was recorded in services, which amounted to 4.2 percent year-on-year, while for food and beverage prices we’re talking about an increase of 1.4 percent. Particularly interesting are energy prices, including motor fuels. Compared to the previous year, they hardly changed at all, which is a huge difference considering the increases observed at the peak of the energy crisis.

IInflation stabilization is hugely important for the labor market, especially for sectors such as retail or hospitality. It is in these sectors that wages constitute a significant share of operating costs, and employers over recent years have had to raise salaries to keep up with rising living costs and maintain competitiveness in the fight for workers.

Retail Trade Gains – Rising Demand for Personnel

Turnover in Dutch retail trade increased by 2.2 percent in January 2026 compared to January of the previous year, with sales volume, adjusted for price changes, increasing by 1.2 percent. This growth, although moderate, shows that consumers in the Netherlands maintain a certain level of confidence in the economy and are willing to spend money despite earlier turbulence related to high inflation.

It’s worth noting that the food sector recorded a turnover increase of 2.6 percent, but supermarkets did better than specialist stores. Large chains increased their turnover by 3.2 percent, while smaller stores recorded a decline of 0.9 percent. This situation shows that consumers are still looking for savings, and due to economies of scale, prices in large-format stores are significantly lower.

In the non-food sector, sales at the level of 1.9 percent were recorded. The biggest increase was recorded by consumer electronics stores, as their turnover increased by as much as 10.8 percent. Good results were also recorded by personal care product stores (+8.9 percent) and footwear stores (+4.1 percent). Importantly, the fastest-growing segment of Dutch retail trade, namely online trade, also continued its upward trajectory. It increased its turnover by 3.6 percent in January 2026, with online sales of food and personal care products growing particularly dynamically, by as much as 7.0 percent.

How should the labor market read this data? It means growing demand not only for workers in traditional brick-and-mortar stores, where salespeople, cashiers and shift managers are needed, but also for staff in logistics centers and warehouses serving online trade, where manual workers are involved in order picking, product packaging and logistics system operation.

HoReCa Industry: Turnover Growth, Business Pessimism

The Dutch hospitality and hotel industry can also be pleased with growth. In its case, turnover increased by 3.2 percent compared to the same period last year. However, it should be noted that this result is the result of differentiated trends in individual segments of the industry.

Catering services did significantly better than the accommodation sector, recording a turnover increase of 4.2 percent, while in the case of the accommodation sector, this increase was only 0.5 percent. The highest growth in the catering segment was recorded by catering services and canteens (6.2 percent), which shows that both private companies and public institutions have returned to regular use of external catering services after the period of restrictions related to the pandemic.

Fast food restaurants increased turnover by 4.7 percent, traditional restaurants recorded growth of 3.7 percent, and cafes and bars recorded growth of 2.6 percent (source). The accommodation sector presents a more complex picture, where the increase in hotel turnover by 2.3 percent was almost completely offset by a decline of 4.2 percent in the holiday rental and camping segment.

Despite the increases shown above, sentiment in the hospitality and hotel industry is not optimistic. This is shown by the business confidence indicator in the sector, which fell from minus 8.4 at the beginning of the fourth quarter of 2025 to minus 12.0 in the first quarter of 2026. This pessimism of entrepreneurs is primarily due to negative expectations regarding economic prospects for the next three months and growing concerns about the availability of qualified staff and rising costs, especially in terms of wages.

Staffing Challenges of the Dutch Labor Market

Turnover growth in retail trade and the HoReCa industry directly affects greater demand for workers. Taking into account the current state of the Dutch labor market, entrepreneurs are aware that this will be a huge challenge for them.

The Netherlands has been struggling with a structural shortage of labor for many years. This is influenced by many factors, including: demographics, low unemployment, low birth rate, high employment rate of people of working age and much more. This means that the pool of available workers is small and continues to shrink.

Industries definitely more exposed to staffing problems include retail trade and the HoReCa industry. This is due to the fact that these industries offer relatively worse remuneration compared to other sectors of the economy and require work at unpopular hours, including evenings, weekends and holidays. One should also remember the very high turnover among employees.

In times of low unemployment and a competitive labor market, it is increasingly difficult to find candidates willing to work in positions such as waiters, cooks, cashiers or warehouse workers. The solution to the problem of labor shortage may be obtaining workers from other countries such as Poland, Romania or other countries of Central and Eastern Europe. People from these countries have for years been an important part of the workforce in Dutch hospitality and trade, contributing to maintaining the operational continuity of companies.

How Intraservis Supports Dutch Employers

In response to the growing staffing challenges of the Dutch labor market, Intraservis offers comprehensive solutions for employers in the retail, hospitality and hotel, logistics and other sectors. As a specialized employment agency operating in both Poland and the Netherlands, Intraservis understands the specifics of both markets and can effectively connect the needs of Dutch employers with the aspirations and competencies of workers from Central and Eastern Europe, who are looking for attractive employment opportunities in the stable legal and economic environment that is the Netherlands.

Intraservis services include a full range of support, from defining the employer’s staffing needs, through recruitment and selection of suitable candidates, to support in the relocation process, administrative formalities and integration of employees in the new workplace. For Dutch employers, this means the possibility of quick and effective filling of vacancies without having to invest time and resources in building their own recruitment channels abroad, and Intraservis ensures that the workers provided have appropriate qualifications, are motivated to work in the Netherlands and receive the necessary support in terms of accommodation and adaptation to life in a new country, which significantly increases the probability of long-term employment and reduces turnover.

For workers from Poland and other countries, cooperation with Intraservis means access to legal employment in the Netherlands, competitive pay conditions in line with Dutch standards, support in finding housing and assistance in completing all formalities related to registration, insurance and opening a bank account.

Intraservis services become particularly important for employers who see growing demand for their products and services. Business owners need certainty that they will be able to secure an adequate number of workers to serve customers, prepare meals, manage warehouses and fulfill orders. Thanks to cooperation with Intraservis, they have the opportunity to scale employment in response to changing business needs, without the risk associated with lack of staff at key moments of the year, such as the summer season in tourism or the pre-Christmas period in retail. At the same time, they have a guarantee that all legal and administrative aspects related to the employment of foreign workers are professionally managed in accordance with the applicable provisions of Dutch labor law.

Summary

The Dutch consumer market in 2026 shows signs of stable growth, with inflation staying at a controlled level of 2.4 percent, retail turnover growing by 2.2 percent and the HoReCa industry increasing revenues by 3.2 percent in the fourth quarter of 2025. These are very positive economic indicators that show that the Dutch consumer still trusts economic stability and is willing to spend money. This in turn creates development opportunities for entrepreneurs.

It is worth remembering that this growth also means new staffing challenges that business owners must deal with. The shortage of workers in the Dutch labor market is becoming increasingly acute for employers in hospitality, hotels and retail. This is a real problem, and it is deepened by concerns about rising operating costs, which can lead to blocking enterprise development.

In this context, cooperation with specialized employment agencies, such as Intraservis, becomes a key element of human resource management strategy for Dutch employers. Thanks to the possibility of quick and effective acquisition of qualified workers from abroad, while ensuring comprehensive support in terms of relocation, integration and handling of administrative formalities, companies can fully exploit market growth potential and build competitive advantage in times of structural labor shortage.

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FAQ – Frequently Asked Questions

What is the current inflation rate in the Netherlands?

According to CBS data, inflation was 2.4 percent in February 2026. This is a significant improvement compared to the peak of 14.5 percent in September 2022. Inflation stabilization means greater predictability for employers in planning wage budgets.

Which retail sectors are growing the fastest?

Consumer electronics trade is growing the fastest (increase of 10.8 percent) as well as personal care products (8.9 percent). Online trade increased turnover by 3.6 percent, with online food sales increasing by 7.0 percent.

Why are HoReCa entrepreneurs pessimistic despite turnover growth?

The business confidence indicator fell from minus 8.4 to minus 12.0, despite a 3.2 percent increase in turnover. Entrepreneurs fear a slowdown in demand, rising wage costs and difficulties in recruiting workers.

What are the biggest staffing challenges for Dutch employers?

The main problem is a structural shortage of labor resulting from an aging society and low birth rate. The HoReCa industry and retail trade suffer particularly from low wages, unpopular working hours and high turnover.

How can Intraservis help Dutch employers?

Intraservis offers comprehensive recruitment of workers from Poland and other Central and Eastern European countries, support in relocation and administrative formalities and assistance in integration. Employers can quickly fill vacancies, and workers receive support in accommodation and adaptation.

Do foreign workers receive the same wages as local workers?

Yes, all workers employed by Intraservis receive remuneration in accordance with Dutch legal and industry standards, complying with minimum wage rates and conditions specified in collective labor agreements.