The labour market is under pressure: how can organisations stay agile?

The pressure on the labour market is increasing

We are living in a period of rapid, interconnected changes. Unemployment is at historic lows, while processes are stalling and waiting lists are growing. There is virtually no reserve capacity left.

At the organisations HumanCapitalCare works with, we also observe that filling vacancies effectively is becoming increasingly challenging across the Netherlands. This seems to result in the bar being set lower when hiring new employees, which requires extra attention from managers. These employees often need more guidance in their work. At the same time, the likelihood of higher absenteeism among these employees is greater.

On top of this, informal care responsibilities are rising. An ageing population and healthcare shortages are increasing the pressure on workers to support a parent, partner, or neighbour. These extra responsibilities take time and energy, often alongside a full working week. The result? Less time for recovery, more stress, and a higher risk of burnout.

What does this mean for organsations?

The current situation calls for a fundamentally different way of organising and leading. Organisations need to respond flexibly to change - not only tackling immediate challenges but also anticipating the future and creating space for new solutions. But what does this look like in practice?

Flexibility in working hours and arrangements

Rigid schedules no longer suit every organisation. Employees increasingly combine work with caregiving responsibilities. Allowing flexible hours and hybrid working helps maintain a better balance between work and private life.

Focus on core tasks

Much of the workload does not come from the core work itself, but from peripheral tasks such as administration, meetings, reporting, and compliance checks. By examining which activities are truly necessary and streamlining processes where possible, organisations can free up time and energy for primary tasks.

Recovery time as a basic requirement

In a culture where being “always available” seems the norm, breaks and downtime often fade into the background. Yet recovery time is essential to staying healthy and productive. Setting clear agreements on availability and encouraging short breaks helps employees recharge and sustain performance.

Recognition of informal care

One in three people in the Netherlands provides care to someone close, and about a quarter report difficulties in combining work and care responsibilities (SCP). For many employers, this pressure remains invisible. Organisations can acknowledge caregiving by making it a topic of conversation and offering practical solutions, such as care leave or flexible working arrangements.

Leadership that listens 

Managers play a crucial role in recognising stress and workload overload. This requires training and a culture where openness is the norm. Managers need to detect early signals and start conversations so that timely solutions can be offered.

A culture of experimentation

The world is changing faster than ever, and clinging to “this is how we’ve always done it” no longer works. Organisations must dare to experiment with new ways of working and view mistakes as learning opportunities. This approach builds resilience and ensures the organisation can adapt under pressure.

Agility is crucial

The labour market is under pressure due to labour shortages, an ageing workforce, and informal care responsibilities. Holding on to outdated structures increases workload and absenteeism risks. Organisations that prioritise flexibility, recovery, recognition of care responsibilities, and a culture of learning remain both attractive and resilient. Agility is therefore not optional, it is essential for futureproofing.