Insights and Initiatives: Navigating Employee Performance in the Evolving Dutch Government
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Governments worldwide are undergoing significant transformations, notably through the strategic utilization of information technologies to drive innovation. Throughout these transformations, the performance of government employees is crucial, as they serve as both the implementers who deliver e-services from the government to the citizens and the users who utilize e-services to facilitate their daily work.
The Dutch government has embarked on a journey to redefine its strategic human resources policy after identifying several focal points that are crucial to its transformative journey.
Challenges
One of the major challenges that the Dutch government is confronting is the aging workforce within its public sector. The ratio of staff who are between the ages of 25 and 49 compared to those aged 50 or above is lower than the European Union (EU) average (see Figure 1). The aging of the population could lead to rising absenteeism and reduced mobility among many older employees, potentially leading to lower performance levels. Studies argue that older workers who embody negative age-related stereotypes may require a more supportive environment for them to develop their capabilities.
While the administrative sector is a popular industry among young people in the Netherlands, the increasing turnover could threaten the delivery of services. In 2022, a 20% increase in turnover was recorded compared to 2020.
According to the European Commission, the share of public administration employees with higher education in the Netherlands was registered at 59.3% in 2022, slightly above the EU average of 52%. Additionally, the participation rate of public administration employees in adult learning is among the highest in the EU, with 33.7% registered in 2022, compared to the European average of 16.9%.
Figure 1. Netherlands public administration indicators | Source: European Commission, 2023
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Another important challenge faced by the Dutch government is the deregulation of the Dutch employment market, leading to a rise in temporary contracts and self-employment. While this offers flexibility, it also risks reduced performance, limited commitment, and fewer development opportunities for workers. Internal mobility within the government remains low, posing difficulties in addressing changing skill demands effectively.
Also, traditional career trajectories—i.e., progressing from learning to working, managing, and retiring—are evolving. In the future labor market, individuals will fluidly shift between working, learning, developing, and resting, or even do more than one of these simultaneously.
Putting People First
In line with these challenges and to enhance employee performance, the Dutch government is implementing the Strategic Government Human Resources Policy 2025, which emphasizes the following focal points:
- Permanent profiling and positioning
- Creating an inclusive and more diverse organization, especially in the higher grades.
- Put people first.
- Make the organization and its employees agile.
- Continuous development.
- The work experience is paramount.
- Public leadership
This transformation marks a departure from traditional governance models, empowering citizens, fostering collaboration, and emphasizing outcomes over outputs. As leadership evolves towards servant leadership, the focus shifts towards serving the needs of citizens, heralding a new era in governance (see Figure 2).
Figure 2. The future of the Dutch state | Source: Adapted from the Government of the Netherlands
In addition, the Dutch government has made significant progress in digitalization, particularly in the realms of e-government services, digital infrastructure, and innovation, securing the third position in the Government Services Index (GSI) 2023, with a Digitalization score of 88.03.
Technological growth involves adapting to the impact of automation on job roles and skill demands. While it offers efficiency gains, it also necessitates upskilling the workforce and reshaping leadership priorities towards human-centric qualities. Achieving sustainable employability across government sectors requires proactive, long-term human resources planning.
The NL Leert Door initiative is a key educational program launched by the Dutch government to support lifelong learning and workforce development. Recognizing the importance of continuous skill development in a rapidly changing job market, the program offers free training and educational opportunities to help individuals stay relevant in their professional fields or pivot to new careers.
Also, the Make IT Work program, initiated by the Amsterdam University of Applied Sciences, plays an important role in adapting to the evolving job market. This initiative re-skills individuals from non-IT backgrounds, equipping them with the necessary expertise to fill high-demand tech roles, thus directly addressing the IT skills gap and enhancing workforce employability in the digital sector.
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In conclusion, the Dutch government’s response to workforce challenges is marked by strategic foresight and adaptability. The GSI 2023 ranking reflects a commitment to digital innovation, while the Strategic Government Human Resources Policy 2025 demonstrates a proactive approach to address an aging workforce and changing career dynamics.
By also integrating diversity and continuous learning into its approach, the Dutch government is poised to navigate the ever-changing landscape of public sector employment, ensuring a resilient and high-performing workforce well-equipped for the challenges of the future.
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Editor’s Note: This article was originally published in Performance Magazine Issue No. 30, 2024 – Government Edition.
Tags: Dutch, employee performance management, EPM, Government, government employee, Public sector, public servant
