Future of Work: The Dutch work model and the goal of wellbeing

By Peter Workman

For decades, the prevailing wisdom has linked economic success to a working culture of long hours and relentless hustle. Our mental image of useful work involves rows of burned-out employees toiling into the night in a corporate office. However, a modest nation in Europe – modest, at least, in land mass and population size – is quietly rewriting the script. The Netherlands boasts a work model that defies current conventions, with shorter work weeks, generous annual leave, and a focus on wellbeing, while achieving impressive levels of productivity and innovation. What can the rest of the world learn from the Dutch approach?

The Dutch model goes some way to dismantling several long-held assumptions about work. First, there is a focus on efficiency in how work is done, with a decision in favour of quality over quantity. The average national working hours per week (32 to 36) are some of the shortest in the EU. The Dutch have not been punished economically for this, but instead have flourished, suggesting that a well-rested and focused workforce can achieve outstanding results. The focus on efficiency also extents to organisational structures, which are often designed to reduce bureaucratic red tape, fostering collaboration and quicker decision-making.

Second, the Dutch understand that happy and healthy employees are productive employees. Generous annual leave policies and a societal emphasis on work-life balance help to ensure that employees return from breaks refreshed and ready to contribute. This contrasts with countries in which burnout is a badge of honour, where exhaustion is often seen as a measure of dedication and success.

Third, the Netherlands embraces flexible working in a way that many countries have not. Part-time work is a respected career choice, particularly for parents. This allows for a more diverse and engaged workforce, with talent contributing in many different ways and at varying capacities. Countries struggling with gender gaps in the workplace could learn a great deal from this model that allows parents, especially mothers, to maintain successful careers in a more sustainable manner.

Fourth, unlike cultures that view job-hopping with suspicion, the Netherlands embraces career exploration. This agility allows workers to develop a broader range of skills and find roles that truly suit their strengths. The resulting environment of “constant learning” fosters innovation and helps to keep the workforce adaptable, in the face of a rapidly changing world.

Finally, Dutch businesses are not just about profit. They prioritise social responsibility and employee wellbeing, creating a work environment that inspires loyalty and dedication. This focus on human capital leads to a more positive and engaged workforce, ultimately contributing to a company’s success.

The Dutch model is compelling, although some might say utopian and idealistic. Is it transferable to other developed nations? Quite possibly, but there would be some hurdles in a larger, more complex economy such as that of the UK or the US. In particular, adoption of the model would involve overcoming certain deep-rooted cultural attitudes towards work, entrenched productivity metrics, and rigid labour market structures. However, these challenges are not insurmountable.

To emulate the Dutch approach, the UK and US could start by gradually reducing standard working hours while implementing productivity measures to ensure output is maintained. This would however require a major cultural shift, emphasising quality over quantity, and investing in technology to enhance efficiency. Additionally, governments could do more to introduce generous parental leave policies and incentivise flexible work arrangements.

Overcoming resistance to these changes would require strong leadership and a clear articulation of the benefits. Governments, businesses and unions would need to collaborate to create a shared vision of a more balanced and productive workforce. Education and awareness campaigns could help shift public perception and encourage a more positive attitude towards work-life balance.

In conclusion, the Dutch work model offers a promising blueprint for a more sustainable and fulfilling future of work. While replicating it entirely might be unrealistic, adopting key elements could significantly improve the wellbeing and productivity of workforces in the UK, US, and elsewhere. By prioritising employee wellbeing, flexibility, and work-life balance, these countries can create a more competitive, innovative, and equitable economy.

The journey towards a Dutch-inspired work model would be challenging, but the potential rewards – a happier, healthier and more productive workforce – make it something worthy of careful consideration.