From paychecks to purpose: why balance, growth, and fulfillment are now key to employee retention in the Benelux
The talent dilemma in the Benelux is real, and growing
In April and May 2025, Cornerstone surveyed 527 HR professionals, managers, and employees across Belgium, the Netherlands, and Luxembourg. The goal was to uncover how organizations are navigating skills shortages, employee expectations, and cultural change.
The results revealed a clear talent dilemma. Eighty-three percent of employers in the Benelux report that it is difficult to recruit candidates with the right skills. At the same time, more than half say retaining employees is a major challenge. Recruitment alone is no longer enough.
Employees confirm this tension from their side. Many say they are eager to learn and develop, but do not feel they are fully supported. While 62 percent express strong interest in professional development, fewer than half believe they have real opportunities to grow. This disconnect between organizational intent and employee experience is at the heart of the region’s talent dilemma.
In this blog, we will explore the key insights from the 2025 Learning & Talent Report Benelux and what they mean for organizations across the region.
Key insight #1: Employees eager to grow, but support falls short
Across Belgium and the Netherlands, the appetite for professional development is high. Sixty-two percent of employees say they are eager to learn new skills and continue growing in their roles. But when it comes to actual opportunities such as training, feedback from managers, or chances to take on new responsibilities, employees see a very different reality than their leaders.
Two out of three HR professionals believe their people have good opportunities to grow, yet fewer than half of employees agree. This perception gap should be a wakeup call for organizations. Development initiatives may exist on paper, but unless they are accessible, well communicated, and embedded in daily work, employees will not experience them as real opportunities. For HR leaders, the challenge is to turn intent into visible action.
Key insight #2: Learning cultures thrive on human connection
Digital learning is the most common initiative in the Benelux, making training more accessible and scalable across organizations. This is a positive development, but technology alone is not enough to drive real growth. Employees say that what matters most is human support. They want managers who provide guidance, constructive feedback, and the time to learn. They also value opportunities to take on new challenges that stretch their skills.
Despite this, many employees feel these conditions are missing. Only 41 percent say they have a supportive manager, and just 35 percent are encouraged to dedicate time to learning. Without these human elements, even the best digital solutions risk becoming underused or disconnected from daily work. For HR leaders, the challenge is to ensure that digital learning is paired with a culture of support, feedback, and encouragement that makes development a shared priority.
Key insight #3: The new employer promise: balance, flexibility, meaning
The definition of career success is evolving across the Benelux. In Belgium, salary still leads the list, with 37 percent of employees ranking financial stability as their top priority. Yet even here, softer values are close behind: 33 percent point to having an enjoyable and fulfilling job, and 32 percent emphasize opportunities to grow.
In the Netherlands, the picture looks very different. Salary does not even make the top three. Instead, 42 percent of employees say fulfillment is the most important factor, 36 percent highlight work life balance, and 35 percent choose opportunities to grow.
When employees talk about fulfillment, they describe more than simply enjoying their job. For many, it means becoming a better version of themselves, building confidence, finding meaning in their work, and contributing to their organization’s success. Others emphasize the importance of autonomy and access to resources that allow them to keep learning and developing.
This contrast signals a clear shift in employee expectations. While Belgian employees continue to place pay at the center, Dutch employees focus more on balance, meaning, and personal development. For employers across the region, the message is the same: financial rewards matter, but they must now be combined with flexibility, autonomy, and growth opportunities to remain attractive.
Key insight #4: Embrace internal mobility
Nearly half of managers in the region say they support employee growth only within current roles. This protective mindset is understandable in times of talent shortages, yet it is often counterproductive. Employees who feel blocked in their careers are more likely to leave than to stay.
The numbers highlight the problem. Only 45 percent of professionals in the Benelux believe their organization offers real opportunities to move between roles. Leaders, however, see a very different picture: 83 percent of CEOs and 58 percent of senior leaders say internal mobility exists, compared to just 29 percent of employees outside management. The perception gap is striking.
Organizations that embrace mobility, opening career paths across teams and roles, strengthen retention, knowledge sharing, and engagement. More importantly, they send a clear signal that growth is genuinely valued, no matter where employees start.
Key insight #5: Strong learning cultures make stronger employer brands
A strong employer brand is built from the inside out. Organizations that are well regarded by employees are also those that invest in learning, internal mobility, and supportive leadership. The data shows that companies with a strong brand are almost twice as likely to encourage employees to dedicate time to learning, and 68 percent say they adapt their learning strategies to external change, compared with only 36 percent of organizations with weaker brands.
The difference is also visible in talent mobility. In organizations with a strong brand, 65 percent of employees report having opportunities to move between roles. In weaker-brand organizations, the figure falls to just 35 percent.
For HR leaders, the message is clear. Employer branding is no longer just about campaigns or external perception. It is built through the daily reality of employees, whether they are given time to learn, encouraged to grow, and supported to move forward. A culture of learning and adaptability not only strengthens retention but also sends a powerful signal to the outside world that this is a place where people thrive.
Turning insight into action
The findings of the 2025 Learning & Talent Report Benelux highlight one clear truth: talent is developed, not just recruited. To succeed, organizations need to make growth opportunities visible, equip managers to coach and support, and create cultures where mobility and learning are part of everyday work. This is how companies strengthen retention, close skills gaps, and build an employer brand that attracts talent.
Cornerstone helps organizations put these ideas into practice. With Cornerstone Galaxy, the AI powered workforce agility platform, companies can identify skills gaps, deliver personalized and multimodal learning, and support mobility across the workforce. More than 7,000 organizations and 140 million users worldwide rely on Cornerstone to connect people with the opportunities that help them grow, and to build workplaces where both employees and businesses can thrive.
Key Takeways
- Visible growth opportunities are essential to engagement
- Learning works best when it feels personal and supported
- Fulfillment, balance, and flexibility are redefining career success
- Internal mobility must be embraced, not restricted
A strong learning culture is the foundation of a strong employer brand