During a recent networking event in Assen, I spoke with a company representative who shared a frustration I hear quite often.
“Loyalty is very important to us. Internationals often leave after one or two years, which is why we prefer to hire local Dutch people.”
I understand where this concern comes from. Recruiting and onboarding new employees requires time, money, and energy. When someone leaves, especially in a tight labour market, the impact can be significant. At the same time, when I speak with international professionals, many tell me they would prefer to stay. They have invested considerable effort in building a life here, learning how Dutch society works, and developing a social and professional network.
After years of working with both internationals and Dutch employers, I have come to the following conclusion:
Loyalty is not determined by nationality. Loyalty is created by the environment in which people work.
What makes employees stay
Recently, at Trendship 2026, I attended a panel discussion on Waarom mensen blijven, groeien en afhaken (Why people stay, grow, and leave). One of the speakers, Christa Rust from Afier, highlighted several factors that influence whether employees remain committed to an organisation:
- Autonomy and freedom
- Having a voice in decision-making
- Being able to be themselves at work
- Learning from mistakes instead of being punished for them
- Short communication lines (“korte lijnen”, see my article here)
- A healthy work-life balance
- Opportunities for growth
These factors matter for everyone. Yet for international employees, there are often additional challenges that companies may overlook. Below are three ways employers can strengthen the retention of international employees.
1. Invest in Dutch Language and Social Integration
When an international employee joins your company, they are often building an entirely new life alongside a new career.
One of the most effective investments employers can make is offering support with learning Dutch. While many workplaces operate in English, language remains the key to participating fully in Dutch society.
Learning Dutch helps international employees build friendships, join local activities, communicate with neighbours, and expand their professional network beyond the workplace. In other words, it helps them put down roots.
Employees who feel connected to their local community are more likely to see a future for themselves in the region. They are not just working there: they are living there. For employers, supporting language learning is therefore not simply a training expense. It is an investment in long-term retention.
2. Build Intercultural Competence
International employees bring valuable skills, qualifications, and perspectives to an organisation. However, they may also have different assumptions about communication, feedback, hierarchy, decision-making, and collaboration.
In the Netherlands, I often hear people say: “Gewoon vragen.” For many Dutch people, this sounds straightforward and encouraging. For someone from another cultural background, however, it may not feel obvious at all. Questions such as whether a team-building activity counts as working time or whether it is appropriate to challenge a manager can feel surprisingly difficult to ask.
What is considered normal in one culture is not always considered normal in another.
As a result, misunderstandings can arise even when everyone has good intentions. Neither side is necessarily wrong; they simply interpret situations differently.
I was reminded of a story shared by Egon Hoppe, partner at Deloitte Netherlands. Because he highly values autonomy, he gave a newly hired manager a great deal of freedom and independence. To him, this demonstrated trust. To the manager, however, it felt as though he was not particularly interested in her work. Both individuals were Dutch, yet they interpreted the same behaviour very differently. If misunderstandings can arise within the same culture, it is not surprising that they can also occur in international teams.
Intercultural competence training helps both Dutch and international employees recognise these differences and develop strategies for working together effectively. It can reduce friction, improve communication, and create a more inclusive workplace where everyone can contribute their strengths.
3. Don’t Forget the Partner
One of the most common reasons international talent leaves is not dissatisfaction with the job itself. It is because their partner struggles to build a career or social life in the Netherlands.
A highly skilled employee may love their work, but if their partner feels isolated or unable to find meaningful employment, the family may eventually decide to relocate.
Companies that support dual-career couples often see a direct impact on retention. Sometimes, helping one person find a job helps you keep another.
Loyalty Is a Two-Way Street
Certainly, loyalty should come from both sides.
Employees have a responsibility to contribute, grow, and commit to their work. Yet organisations also have a responsibility to create an environment where people can thrive.
Therefore, the real question is:
What are we doing to make talented people want to stay?
In a labour market where skilled professionals are increasingly difficult to find, retaining international talent is not simply an HR issue. It is a strategic advantage.
By investing in language and integration, developing intercultural competence, and supporting partners, organisations can significantly increase the likelihood that international employees will build their future with the company — and in the region.
As someone who has worked with both international professionals and Dutch employers for many years, I help organisations attract, onboard, and retain international talent. Through intercultural training, career support, and labour market expertise, I help companies bridge cultural differences, improve retention, and unlock the full potential of their international workforce. Contact me here.