Questions for the Recruiter (Netherlands Edition)

I welcome any feedback, questions, additions, or comments.

Why You Need This List

A company in the Netherlands does not guarantee anything. It seems that if it is located here, you get European standards, legal protection, and work-life balance. In reality, many international and expat-focused firms import their own culture — which is not European at all. It just looks like they play by the rules from the outside.

Expats live in a bubble: they don’t immediately see the difference between “this is how we are used to doing it” and “this is what is protected in the Netherlands.” HR and lawyers in such companies are often expats themselves, with little knowledge of the local market.

This checklist helps you distinguish employers who actually follow European standards from those who put “Trust,” “Ownership,” and “People First” on their website but play by different rules internally.

📌 What This List Is Based On

Over three years of conversations with recruiters from dozens of companies (Dutch, German, French, Swedish, American, Russian), discussions with Arbodienst staff (including an OVAL meeting), the College voor de Rechten van de Mens, a mediator, employment lawyers, and an NLA inspector. Plus dozens of personal stories from expats and EU citizens.

Is It Okay to Ask Such Questions?

Yes.

In Dutch culture, it is perfectly normal to ask directly about:

• Contract type and onboarding,
• Sick leave and the Arbodienst,
• The role of the OR (Works Council),
• WLB and overtime,
• Visas and IND erkend referent status,
• Transparency of salary bands and grades,
• Complaint procedures, ethics, and the Code of Conduct.

This is seen as professionalism, not as being “difficult.” Directness is valued here.

The Risks: When a Company Ignores the Rules

Violations affect you directly:

1. Violations regarding illness, dismissal, overtime, bonuses, and equity mean direct financial losses: underpaid salary, lost bonuses/RSUs, unpaid sick leave, and missing transitievergoeding.
2. A mistake with the 30% ruling application is irreversible: you can only apply retroactively for 4 months. Losing this benefit costs tens of thousands of euros over several years. This risk hits expats hard and often only surfaces during the first tax return.
3. Pension mistakes (wrong fund, understated base, no registration) accumulate over years and are discovered too late. This is especially painful for expats: you cannot retroactively pay for unrecorded years.
4. Mistakes by the company as an erkend referent (incorrect dates, false data sent to IND, sudden contract termination) ruin your visa status, even if you did nothing wrong.
5. Violations of the Arbowet, Poortwachter, and WGBH/CZ (refusal of adaptations, pressure during illness, crunch time, bullying) lead to chronic stress, burnout, and serious illness.
6. Even if you are in the right, restoring justice takes months or years: OR, mediator, UWV, court, College voor de Rechten van de Mens, IND.
7. A bad dismissal (without “performance” documents, “cultural mismatch,” “communication issues,” date mix-ups) leaves a trace with the UWV and IND. This will harm your next job hunt.
8. A company that bypassed the law once (forged documents, manipulated dates, set up a fake OR, ignored the Arbowet) will do it again.
9. At any moment, the regulator could hit the company with a million-euro fine or ban them from hiring expats.
10. A company’s toxic reputation stains your CV. Behind closed doors, hiring managers admit they filter out candidates from certain firms. You will be rejected not for your actions, but for where you worked.
11. The CSDDD Directive (Directive 2024/1760) forces large European corporations to check the labor practices of partners throughout their supply chain (applies to companies from July 26, 2029). If an employer systematically violates human rights, they risk losing major clients. And you risk losing your job.

Quick Guide to the Laws

Burgerlijk Wetboek Boek 7 (Civil Code, Book 7 – Employment Contract)

• 7:611 BW: Goed werkgeverschap / goed werknemerschap. Both parties must act as a “good employer” and “good employee” — the core principle.
• 7:629 BW: Mandates salary payment during illness for up to 104 weeks (usually at least 70%).
• 7:653 BW: Non-compete clauses. For temporary contracts, requires a separate written justification of “substantial business interests” (zwaarwegend bedrijfsbelang).
• 7:669 BW: Dismissal initiated by the employer. Requires a valid reason (redelijke grond) and proof that reassignment or retraining is impossible.
• 7:673 BW: Transitievergoeding. The minimum severance pay for dismissal initiated by the employer.
• 7:613 BW: Unilateral change of employment conditions. Allowed only if stated in the contract, and the employer’s interest heavily outweighs the employee’s.

Wet op de ondernemingsraden (WOR)

• OR (Works Council) is mandatory for companies with 50+ employees.
• The council has veto power (instemmingsrecht) on critical issues: working hours, holidays, working conditions, performance evaluations, and bonuses.

Arbeidsomstandighedenwet (Arbowet)

• Obliges the employer to sign a contract (basiscontract) with an occupational health service (Arbodienst).
• Requires safe working conditions, including protection against stress and burnout (psychosocial workload).

Wet verbetering Poortwachter

• Sets the protocol for long-term illness: a joint return-to-work plan, reporting, and UWV oversight.

Wet flexibel werken (Wfw)

• After 26 weeks of employment, an employee has the right to request in writing a change in hours, schedule, or workplace (including remote work). The employer must justify any refusal in writing.

Equal Treatment Laws (AWGB + WGBH/CZ)

• AWGB: General ban on discrimination.
• WGBH/CZ (Wet gelijke behandeling op grond van handicap of chronische ziekte): Protects people with disabilities and chronic illnesses. Obliges employers to provide reasonable adjustments (doeltreffende aanpassingen) if technically and financially feasible.

IND and Erkend Referent

• The sponsor has a duty of care (zorgplicht) toward the employee, must keep records, and promptly report data to the immigration service.

Mini-Glossary of Terms

Useful during interviews and — heaven forbid — in case of a conflict.

• CAO (Collectieve Arbeidsovereenkomst) — Collective labor agreement. Almost always supersedes a personal contract. Fixes salary scales, indexation, and benefits that cannot be canceled.
• OR (Ondernemingsraad) — Works Council. An elected body of colleagues. Mandatory from 50 employees. The only legal counterweight to management.
• UWV (Uitvoeringsinstituut Werknemersverzekeringen) — The state employee insurance agency. Grants dismissal permits (if you object) and pays unemployment benefits.
• Juridisch Loket — Free state legal advice (for an initial assessment of your situation).
• Vast contract (Onbepaalde tijd) — Permanent contract. The gold standard of stability. Terminating it is difficult and expensive.
• Tijdelijk contract (Bepaalde tijd) — Temporary contract. Ends automatically on the specified date.
• Proeftijd — Probation period. Maximum one month for contracts up to 2 years, two months for permanent ones. You can be fired with one day’s notice, but upon request, they must state a non-discriminatory reason. The burden of proof lies with the company.
• Concurrentiebeding — Non-compete clause (ban on working for competitors). Important: in fixed-term (temporary) contracts, it is invalid without a robust written justification (zwaarwegend bedrijfsbelang).
• Relatiebeding — Non-solicitation clause (ban on poaching clients and employees). Often used as a milder alternative to a non-compete.
• VSO (Vaststellingsovereenkomst) — Settlement agreement. The most common way of parting ways. Warning: never sign immediately — a wording mistake will cost you your unemployment benefits.
• Transitievergoeding — Severance pay. One-third of a monthly salary for each year of employment (accumulates from day one).
• Billijke vergoeding — Additional “fair compensation” awarded by a court if the employer acted culpably (ernstig verwijtbaar).
• WW-uitkering (Werkloosheidswet) — Unemployment benefit. To get it, the VSO must state that the initiative came from the employer and you are not at fault.
• Vakantiegeld — Holiday allowance (8% of annual salary). Paid in May or upon leaving. Check if it’s included in your base salary (inclusive) or paid on top (exclusive).
• 13e maand — Thirteenth month salary. This is a bonus, not a legal obligation (unless stipulated in the contract/CAO).
• Arbodienst — Occupational health and safety service. The employer is obliged to hire them. They handle your illness case — not your HR.
• Bedrijfsarts — Company doctor from the Arbodienst. Only their verdict on your ability to work is legally binding. A manager has no right to ask for your diagnosis.
• Wet verbetering Poortwachter — The “Gatekeeper” Act. An algorithm for handling long-term illness. If the employer misses a step, the UWV will fine the company.
• Plan van Aanpak — Reintegration plan, signed by you and the employer in the 8th week of illness.
• Tweede spoor (2nd track) — A phase of illness (usually after 1 year) when the employer is obliged to look for work for you outside their company.
• IND (Immigratie- en Naturalisatiedienst) — Immigration and Naturalization Service.
• Kennismigrant (HSM) — Highly Skilled Migrant status. Tied to a sponsor company. If you lose your job, you have 3 months to find a new one.
• EU Blue Card — Alternative to HSM. Requires a recognized diploma and offers slightly more flexibility within the EU.
• Zorgplicht (Duty of Care) — The sponsor employer’s obligation to inform the IND about any changes in your life.
• Erkend referent — The company’s status as a “recognized sponsor”. Hiring an HSM is impossible without it.
• 30% ruling (30%-regeling) — A tax benefit for expats. This is a joint application! Make sure they apply on time.
• Loonheffingskorting — Payroll tax credit. Applies to only one job at a time.
• Jaaropgave — Annual income statement. Mandatory to provide.
• Box 1 / Box 3 — Taxation categories (Income from work / Savings and investments).
• NLA (Nederlandse Arbeidsinspectie) — The Netherlands Labor Authority. Fines companies for overtime, illegal workers, and unsafe conditions. Your ally.
• Kantonrechter — Cantonal judge. The standard, affordable state court for labor disputes.
• Rechtsbijstandverzekering — Legal aid insurance. Essential protection for expats. Get it before conflicts arise.

How to Use This Checklist

1. Do not ask everything at once. Choose 2–4 questions suitable for the current stage (screening, hiring manager interview, final round).
2. An interview is not an exam; it is a negotiation between equal partners. Watch their reaction:
   • They answer calmly, to the point, and provide links to documents → ✅ A plus for them.
   • They get annoyed, brush it off as a joke, change the subject, or accuse you of being nitpicky → 🚩 That is also an answer.

The Questions

• Section 1. Contract and Legal Status
• Section 2. Visa, 30% Ruling, and CAO
• Section 3. Money and Compensation
• Section 4. Benefits and Infrastructure
• Section 5. Working Hours and Balance
• Section 6. Culture and Stability
• Section 7. Protection and Career Mobility

Section 1. Contract and Legal Status

What type of contract are you offering?

• Why ask: In the Netherlands, a permanent contract (onbepaalde tijd) is the norm.
• Nuance: The law (ketenregeling) allows a maximum of 3 temporary contracts in 3 years. The fourth one must be permanent.
• ⭐️ Ideal answer: “We offer a permanent contract right away (with a 2-month probation period).” The company is confident in you and itself. This is common practice, especially when you leave a permanent position elsewhere, contrary to the myth that temporary contracts are mandatory.
• ✅ Normal answer (first job in NL): “The first contract is for 1 year, then it becomes permanent. We are ready to sign a letter of intent (intentieverklaring) for a mortgage or rental.”
• 🚩 Red flag: “We use a chain of one-year contracts” or “We extend it for a year, up to three times.”
• The risk: They intentionally keep you in limbo for 3 years. This lets them avoid paying Transitievergoeding (under old schemes) or easily let you go if a project closes. It is a sign of instability or pressure.

What is the probation period? (Proeftijd)

• Why ask: To test HR’s knowledge of the law.
• ✅ Good answer: Strictly by the book (1 month for a temporary contract, 2 months for a permanent one).
• 🚩 Red flag: “It is a standard 2 months for everyone” (for a 1-year contract).
• The risk: This is illegal (nietig). Such a clause is void — de facto, there is no probation period. HR is incompetent.

Is there a non-compete clause? (Non-compete / Concurrentiebeding)

• Why ask: The most dangerous trap in IT.
• The law: In temporary contracts, it is invalid without a robust written justification (zwaarwegend bedrijfsbelang).
• ✅ Good answer: “Not for this position” or “Only a ban on poaching clients (Relatiebeding) for 6 months.”
• 🚩 Red flag: “It is a standard clause: you cannot work for competitors or start a business in this field for 12 months anywhere in Holland.”
• The risk: It blocks your career. If you go to a competitor, they will sue you. You can only challenge it in court — which takes time and money.

Can I see a typical onboarding plan and the documented criteria for passing the probation period?

• Why ask: So that “you didn’t fit the culture” doesn’t come as a surprise on your last day. Having it on paper protects you from arbitrary decisions.
• ⭐️ Ideal answer: “Yes, we have a 30-60-90 Day Plan. It states who to meet, what access to get, and which tasks to complete.”
• 🚩 Red flag: “We are flexible, you’ll figure it out with your manager on the spot” or “The main thing is to have fire in your eyes.”
• The risk: “Fire in your eyes” is highly subjective. Without clear expectations, the company has room to maneuver, while you do not.

How is the intellectual property clause phrased? Does the company claim rights to my pet projects (Open Source) created in my free time?

• Why ask: Sometimes contracts contain a draconian clause where the employer claims rights to everything you create while employed, even at home on weekends.
• ⭐️ Ideal answer: “The clause only applies to what is created during working hours, on our equipment, or directly related to company tasks. We respect your hobbies.”
• 🚩 Red flag: “This is a standard clause: all intellectual property created during employment belongs to the company. We do not change this text.”
• The risk: Broad phrasing creates risks. You would have to prove in court that a pet project has nothing to do with the company’s business. It is safer to eliminate this risk before signing.

Has the company ever unilaterally changed working conditions (schedule, bonuses, remote work)? How was this agreed upon?

• Why ask: To check their respect for the contract and the OR. Some companies cancel remote work or bonuses with an email from the CEO, ignoring the law.
• ⭐️ Ideal answer: “We avoid doing that. If we had to (for example, when changing the hybrid policy), we first obtained official approval from the OR, as required by law, and provided a transition period.”
• 🚩 Red flag: “The market changes, and we adapt. We recently canceled remote work on Fridays and sent out a notification.”
• The risk: This is a direct violation of Art. 7:613 BW. If a company changes the rules without solid reasons and OR consent, your personal contract means nothing to them either.

Section 2. Visa, 30% Ruling, and CAO

How do we arrange the 30% ruling?

• Why ask: This is a joint application.
• ✅ Good answer: “We apply immediately through an agency; all tax benefits go to you.”
• 🚩 Red flag: “We keep part of the benefit to cover costs” or “We will apply after your probation period.”
• The risk: In the first case, the benefit is given to you, but the firm takes it — they are robbing you. In the second, you lose money for the first few months: you can only apply retroactively for 4 months, and HR often misses the deadline.

Do you have a CAO (Collective Labor Agreement)?

• Why ask: A CAO guarantees salary indexation and conditions above the legal minimum.
• ✅ Good answer: “Yes, we comply with the Metalektro / ICK / etc. CAO.”
• ✅ Normal answer: “We don’t have a CAO, but we have a staff handbook (Personeelsgids) — we will send it to you.”
• 🚩 Red flag: “A CAO is for factories, we are an agile startup.”
• The risk: Companies are obliged to follow a CAO based on their activity code (SBI codes). They evade it so they don’t have to raise salaries or pay into the industry pension fund. They are saving money at your expense.

Is the company a recognized sponsor (Erkend Referent) with the IND?

• Why ask: Critical for a Kennismigrant visa.
• ✅ Good answer: “Yes, our registry number is [number], we process visas in 2-3 weeks.”
• 🚩 Red flag: “We are in the process of getting the status, it will be any day now” or “We will hire you through a payroll company.”
• The risk: “In the process” drags on for months and might end in a rejection. Payroll (hiring through an intermediary) means you are legally not an employee of the firm. You are easier to fire, have fewer rights to bonuses, and remain an outsider to the team.
• Nuance: Working through payroll for a foreign firm with no legal entity in the Netherlands is fine. It’s a chance to earn an American salary on a legal Dutch visa.

How do you control data sent to the IND? Who protects against date and salary mistakes?

• Why ask: Sponsor status obliges the company to inform the IND about everything. An HR mistake (wrong contract end date, salary dropping below the HSM threshold due to unpaid leave) leads to visa cancellation.
• ⭐️ Ideal answer: “We use the ‘four eyes’ principle (two people check the documents), or we hire an external agency. We verify the data with you before sending it to the IND.”
• 🚩 Red flag: “It’s a simple form, our office manager fills it out” or “We never make mistakes.”
• The risk: The cost of a mistake for the company is a small fine. For you, it’s a gap in your legal stay. This resets your 5 years toward PR/citizenship or invalidates your 30% ruling.

Section 3. Money and Compensation

Is there an open grading system (Salary Bands) and is my place in it clear?

• Why ask: To avoid discrimination and know your career ceiling.
• ⭐️ Ideal answer: “Yes, there is a transparent competency matrix and salary bands. You join at Middle step 2, the ceiling for this role is X, then you move to Senior.”
• ⚠️ Medium answer: “Grades exist for HR, but they are not public. We discuss salary individually.”
• 🚩 Red flag: “There is no strict framework, we pay market value.”
• The risk: An “individual approach” without a transparent system breeds a pay gap: a newcomer gets more than a veteran simply because they bargained more aggressively.

How does the Salary Review / Indexation system work?

• Why ask: Europe has inflation. If your salary doesn’t grow, you get poorer.
• ⭐️ Ideal answer: “We automatically index the base salary to inflation (as in a CAO) and allocate a budget for merit increases.”
• ✅ Normal answer: “We review salaries in January. The percentage depends on your performance and the company’s budget.”
• 🚩 Red flag: “We review the salary if the employee asks” or “There is no fixed schedule.”
• The risk: You will have to beg for a raise every time. Your salary won’t change until you bring a competing offer.

Is the holiday allowance (8%) included in the annual sum or paid on top (Vakantiegeld)?

• Why ask: A classic trap for expats. They quote you a sum — say, €60k.
• ⭐️ Ideal answer: “€60k is the base (Gross Salary). On top of that, you receive an 8% holiday allowance in May or in equal monthly installments. Total annual package is €64.8k.”
• ✅ Normal answer: “It is an ‘All-in’ sum. We pay it in 12 equal installments, including the holiday allowance.”
• 🚩 Red flag: The recruiter is evasive or says: “Well, that’s the total package,” without giving a breakdown.
• The risk: You expect €60k plus holiday pay, but get €55k. The holiday allowance is already “eaten up” in the monthly payments. An 8% difference is substantial.

Is there a 13th month salary or bonuses? Under what conditions are they paid?

• Why ask: So you don’t confuse guarantees with probabilities.
• ⭐️ Ideal answer: “There is a fixed 13th month (paid to everyone in December) and a variable bonus (dependent on company KPIs).”
• ✅ Normal answer: “There is a bonus scheme, the target is 10% of your income. It depends on the company’s EBITDA and your goals.”
• 🚩 Red flag: “There are bonuses — at management’s discretion” (Discretionary bonus). No formula.
• The risk: “At discretion” means “if the director is in a good mood.” You cannot budget for this income.

How does the pension scheme (Pensioen) work?

• Why ask: Expats often ignore pensions, though it’s 15–20% of the contract’s hidden value. The state pension (AOW) is small; your only hope is the corporate one.
• ⭐️ Ideal answer: “We pay 100% of the pension contributions, nothing is deducted from your salary.”
• ✅ Normal answer: “It’s a 50/50 scheme (or the company pays 2/3, employee 1/3). Your contribution is deducted from your gross salary.”
• 🚩 Red flag: “We don’t have a pension fund, we are a startup” or “We give an allowance, set up your own pension.”
• The risk: You lose massive savings and tax benefits. Setting up a private pension yourself is expensive and complex.

How do options and equity work? (ESOP / SARs / RSU)

• Why ask: To ensure the “monopoly money” isn’t useless.
• ⭐️ Ideal answer: “These are RSUs of a public company” or “These are options with a clear vesting schedule (4 years, 1 year cliff) and documented Buyback conditions upon leaving.”
• 🚩 Red flag: “These are phantom shares, we are still writing the vesting rules” or a Bad Leaver clause that confiscates all shares if you resign voluntarily.
• The risk: A Bad Leaver clause should only apply if an employee steals or breaks the law. If it triggers on a normal resignation, your shares are just a fiction to retain you.

Section 4. Benefits and Infrastructure

Do you compensate for commuting and working from home? (Reiskosten / Thuiswerkvergoeding)

• Why ask: A small detail, but shows their attitude toward the law (these are tax-free allowances).
• ✅ Normal answer: “We fully cover commuting (NS Business Card) or pay 23 cents per kilometer. Plus €2.45 for each work-from-home day (NIBUD standard for 2026).”
• 🚩 Red flag: “No, you already get a good salary.”
• The risk: This is petty. The state gives the company a tax break for these allowances, but they save that money at your expense.

Is there a corporate discount on health insurance (Collectieve Zorgverzekering)?

• Why ask: Health insurance is expensive (€130–180 a month). A corporate discount (usually 5–10% on supplementary packages) shows care. Some employers pay for the insurance directly.
• Nuance: Since 2023, the law forbids discounts on the basic insurance from a specific provider (due to gray schemes). Discounts are only allowed on supplementary services.
• ⭐️ Ideal answer: “Yes, we have a contract with [Name]. Employees get an extended physiotherapy and dental package for free, or a family discount.”
• ✅ Normal answer: “We don’t compensate for insurance, as the salary covers it. But we can recommend reliable providers.”
• 🚩 Red flag: “That’s your problem” (combined with a low salary).
• The risk: Lack of collective insurance isn’t critical, but in IT, it’s a baseline hygiene factor.

Is there a personal Learning & Development (L&D) budget and how does it work?

• Why ask: To understand if the company invests in your growth with money, or just words.
• ⭐️ Ideal answer: “Yes, everyone has €1000–2000 a year for courses, conferences, and books. We approve the budget automatically if the topic is work-related.”
• 🚩 Red flag: “We have an internal knowledge base and mentoring” (read: we have no money, study in your free time) or “We allocate a budget on request, if the manager approves” (risk of favoritism).
• The risk: In IT, without training, your market value drops. You will have to pay for courses out of pocket.

How does the company organize reintegration (re-integratie) during long-term illness under the Wet verbetering Poortwachter?

• Why ask: If you haven’t returned to your role after a year of illness, the law obliges the employer to look for work (and retrain you) within the company (Eerste spoor), and then outside of it (Tweede spoor). A good employer has contracts with outplacement agencies for this. The answer reveals whether this is routine or chaos for them.
• ⭐️ Ideal answer: “We strictly follow the protocol. For the Tweede spoor, we work with a certified agency [Name]. We have a budget for retraining (re-integratie opleiding).”
• 🚩 Red flag: “Our company doctor (Bedrijfsarts) decides that. We handle it on a case-by-case basis, there are no agencies.”
• The risk: No budget for retraining means the company will do the bare minimum. This will delay your return to work and add stress.

Section 5. Working Hours and Balance

How is overtime paid or compensated (Overtime / Overuren)?

• Why ask: Overtime is often seen as the norm in IT, but everything has a limit.
• ⭐️ Ideal answer: “We value balance. Overtime is rare. If it happens, we have a ‘Time-for-Time’ system (one hour of time off for one hour of overtime).”
• ✅ Normal answer: “For your level, overtime is included in the base salary (All-in), but we make sure it doesn’t become a habit.”
• 🚩 Red flag: “We work for results, we don’t have standard hours, nobody drops their pen at 17:00.”
• The risk: “Working for results” is code for crunch time, bad management, and unpaid weekend work. In the Netherlands, systematic overtime violates the Arbeidstijdenwet.

What mechanisms prevent overtime, rather than just compensating it?

• Why ask: To distinguish a crunch culture from healthy planning.
• ⭐️ Ideal answer: “The time-tracking system sends alerts. If HR sees overtime, we set up a meeting to reduce the load or hire help. Overtime is a planning failure.”
• 🚩 Red flag: “We are adults and manage our own time” or “We are a startup, sometimes we have to push hard.”
• The risk: “We manage our own time” means no one tracks your workload, but they demand results strictly. This is a direct path to burnout and a violation of the Arbowet.

Do you have “waiting days” for sick leave (Wachtdagen)?

• Why ask: By law, an employer can choose not to pay for the first 1-2 days of illness. This is an archaic practice, but it exists.
• ⭐️ Ideal answer: “No, we pay 100% of your salary from day one.”
• ✅ Normal answer: “We pay 100% (or 70% during long-term illness), but there is one ‘waiting day’ per year.”
• 🚩 Red flag: “We don’t pay for the first two days, then we pay 70%.”
• The risk: You will go to work sick, infect colleagues, and worsen your health to avoid losing money. This shows a lack of trust in employees.

How do you work with the Arbodienst and prevent burnout?

• Why ask: To check if HR knows their duties under the Arbowet.
• ⭐️ Ideal answer: “We have a contract with [Service Name]. There is a confidential counselor (Vertrouwenspersoon) for anonymous complaints. We conduct a health check (PMO) once a year.”
• 🚩 Red flag: “What is an Arbodienst?” or “If you get sick, write to your manager, they will sort it out.”
• The risk: A manager has no right to handle medical issues or ask for a diagnosis. Without an independent doctor, you will be pressured and forced to work while sick.

What is the policy if someone gets sick during probation or in their first year?

• Why ask: To see if the company uses illness as a legal excuse to fire someone.
• ⭐️ Ideal answer: “We follow the law (Poortwachter). Illness is force majeure, not a reason for dismissal. We involve a doctor, pay the salary, and wait for recovery.”
• 🚩 Red flag: “During probation, we part ways without giving reasons. If you get sick immediately, we are not a match.”
• The risk: Firing during probation is legal. But the answer shows: to the company, you are a resource — if you break, you get replaced. This attitude guarantees stress whenever you feel unwell.

What is the approach to hybrid work (Hybrid / Remote Policy)?

• Why ask: To ensure flexibility isn’t a trap.
• ⭐️ Ideal answer: “We trust our employees. We ask you to be in the office a couple of days a week to sync up, but we don’t micromanage it. We provide a budget for a home office.”
• ✅ Normal answer: “We have fixed days: three in the office, two at home. It is stated in the contract.”
• 🚩 Red flag: “We brought everyone back to the office — we believe magic only happens at the water cooler” (meanwhile, the job is writing code in headphones).
• The risk: This is a sign of micromanagement and mistrust. If a company can’t manage remotely, its processes are chaotic.

Note: The right to a hybrid schedule in the Netherlands

There is no automatic right to remote work. But there is a right to request a change of workplace. This is regulated by the Wet flexibel werken (Wfw).

How it works:

• After 26 weeks of employment, an employee can submit a written request to change their workplace (even fully remote).
• The request must be submitted 2 months before the change takes effect.
• The employer must respond in writing within a month. If they stay silent, the request is automatically approved.
• A refusal requires solid business reasons: scheduling issues, safety concerns, or the nature of the work. “It’s more convenient for us” is not a valid excuse.
• The next request can only be filed after a year.
• The law only applies to companies with 10 or more employees.

Nuance for expats: The Wfw only allows requesting work within the EU. Working remotely outside the EU requires separate approval due to tax risks for the company.

The Arbowet applies to the home just as it does to the office. The employer must ensure safe working conditions and can refuse remote work if your home environment is unsafe.

Case law: If an employer has silently allowed remote work for years, they cannot suddenly order an employee back to the office without a serious reason. That violates the principle of goed werkgeverschap (7:611 BW).

How do you measure employee performance (Performance Review)?

• Why ask: To understand the rules of the game.
• ⭐️ Ideal answer: “We have a transparent Growth Framework. We set OKRs for the quarter. Evaluation is based on results, not hours spent in the office.”
• 🚩 Red flag: “The manager watches how you work and gives feedback once a year” or “We use Stack Ranking — we have to fire the bottom 10%.”
• The risk: Evaluating “by eye” breeds favoritism. Stack Ranking creates toxic competition: you have no incentive to help a colleague, because if they shine, you might get fired.

How many vacation days do you offer above the legal minimum (Annual Leave)?

• Why ask: The legal minimum is 4 weeks (20 days for a 40-hour week). Anything above that shows their real attitude toward rest.
• ⭐️ Ideal answer: “We give 25–30 days a year (+5–10 days over the minimum). You can buy or roll over extra days.”
• The benefit: Giving extra days is standard in the Netherlands. It proves the company values rest in practice, not just in theory.
• ⚠️ Medium answer: “We give exactly 20 days, no extra days. You can take unpaid leave upon agreement.”
• The risk: This is the bottom of the market. You will rest as little as legally possible.
• 🚩 Red flag: “Some days expire if you don’t use them, and we don’t track it.”
• The risk: The company is saving money on your rest. The excuse “Few vacation days, but high salary” covers up crunch culture. The phrase “You can’t take vacation during the busy season” guarantees burnout.

Is there a policy for working from abroad?

• Why ask: Working from abroad creates tax risks for both sides. A policy proves the firm understands the law.
• ⭐️ Ideal answer: “Yes, we have an official policy. We allow up to 4 weeks a year from EU countries. We have a list of approved countries and a clear approval process.”
• The benefit: The company has taken care of taxes and insurance (A1-certificaat). Four weeks is the market standard.
• ⚠️ Medium answer: “There is no formal policy, but you can agree on it with your manager. Usually, people work for a couple of weeks while on vacation.”
• The risk: It’s all based on trust. If your manager changes, the policy disappears.
• 🚩 Red flag: “Work from wherever you want, the result is all that matters.”
• The risk: The company ignores tax risks, which will backfire on you. The other extreme: “You can only work from the Netherlands, leaving = vacation” (zero flexibility).

Section 6. Culture and Stability

What are the official channels for complaining about a manager or bullying?

• Why ask: This is a safety test. The law (Wet bescherming klokkenluiders) requires companies with 50+ employees to have a technically independent complaint channel — not corporate email or Teams.
• ⭐️ Ideal answer: “We have an external counselor (Vertrouwenspersoon) and an anonymous, independent platform (like SpeakUp). HR partners do not report to your department. The investigation procedure is formal.”
• 🚩 Red flag: “We have an open-door policy — just come to the CEO,” “We are a family, we don’t have such problems,” or “Write to our corporate email.”
• The risk: “We are a family” is a toxic marker. A bullying victim will be forced to stay silent to maintain “the atmosphere.” Complaints to a corporate email are not anonymous: the sysadmin sees the sender.

Why is this position open?

• Why ask: To learn the history of the seat you are taking.
• ⭐️ Ideal answer: “The team is growing, we are launching a new product” or “The employee was promoted and moved to another department.”
• ✅ Normal answer: “The previous employee worked here for four years and left for another company.”
• 🚩 Red flag: “The person couldn’t handle it, we fired them” (said with irritation) or an evasive “We didn’t get along.”
• The risk: If an employer trashes a former employee during an interview, in a year they will talk about you the same way.

What is the average employee tenure?

• Why ask: It is difficult to fire people in the Netherlands. If turnover is high, it means people are running away on their own.
• ⭐️ Ideal answer: “On average, three to five years. Many return (boomerang employees).”
• 🚩 Red flag: “We have a young, dynamic team” (meaning only juniors who leave after a year) or “We constantly bring in fresh blood.”
• The risk: High turnover is a loud alarm bell. It means internal conditions are so bad that people abandon even permanent contracts.

(For companies with 50+ employees) How do you work with the OR (Works Council)?

• Why ask: To check the company’s maturity and legal compliance.
• ⭐️ Ideal answer: “We have an active OR. We discuss major changes, sometimes we argue, but it helps the business.”
• 🚩 Red flag: “We don’t have one, we are a family” (this is illegal) or “They just get in the way, we work around them.”
• The risk: If management sees the council as an enemy, decisions are made in an authoritarian way, secretly from the employees.

What happens if an employee disagrees with a manager’s decision?

• Why ask: To test for a “culture of silence.”
• ⭐️ Ideal answer: “We value honesty and encourage ‘Speak Up’. We admit mistakes and discuss alternative opinions.”
• 🚩 Red flag: “We have a strict hierarchy, the leader’s decisions are not up for debate” or “If you don’t believe in our mission, we are not a match.”
• The risk: This points to a cult or a tyranny. In such an environment, you cannot grow professionally; you can only obey.

Does the company support ERGs (Employee Resource Groups)?

• Why ask: This is a litmus test: is “People First” just a slogan or reality?
• ⭐️ Ideal answer: “Yes, we have active groups. The company provides a budget, and meetings take place during working hours.”
• ✅ Normal answer: “Employees organize interest-based clubs on Slack themselves.”
• 🚩 Red flag: “You come to work to work, not to play in clubs” (for companies of 100+ people).
• The risk: A sign of an archaic culture. In the Netherlands, supporting Diversity & Inclusion is a standard for mature businesses. The absence of ERGs often goes hand in hand with toxic management and a disregard for work-life balance.

Does the company provide “reasonable adjustments” for people with health conditions?

• Why ask: To understand if they are willing to adapt processes for a person, or if they just want standard cogs. The law (WGBH/CZ) requires them to do this, but many ignore it.
• ⭐️ Ideal answer: “We discuss it individually. We have a budget for ergonomics, allow special schedules, and buy noise-canceling headphones or specialized software. We focus on results, not the process.”
• 🚩 Red flag: “We have an open plan office and a single schedule. Exceptions would ruin the team spirit.”
• The risk: A sign of a rigid system and discrimination. If you ever need a special arrangement (even temporarily — due to migraines or a bad back), the company will become a hostile environment.

Section 7. Protection and Career Mobility

How formalized is the company-initiated dismissal process?

• Why ask: So you aren’t thrown out in one day. Dismissal in the Netherlands is complex, but sometimes companies try to bypass it through pressure. It ends badly for them, but you will waste time and nerves.
• ⭐️ Ideal answer: “We strictly follow the law. First come official warnings and a Performance Improvement Plan (PIP). If that doesn’t help, we go through the UWV or court, or offer a generous settlement (VSO) with a budget for lawyers and outplacement.”
• 🚩 Red flag: “If a person isn’t performing, we talk human-to-human, and they leave.”
• The risk: “Human-to-human” means psychological pressure (“resign or we fire you for cause”) to avoid paying severance. If there is no formal PIP, you are in danger.

How easy is it to change teams or roles?

• Why ask: So you don’t become a hostage to one manager or tech stack.
• ⭐️ Ideal answer: “We support internal mobility. Vacancies are posted internally first. If you want to change teams, your current manager cannot block you.”
• 🚩 Red flag: “We hire you for a specific task. We do not encourage transfers, as it weakens the team.”
• The risk: A feudal system: you “belong” to your manager. If the relationship sours or the project gets boring, the only way out is to quit.

How does salary change when moving to another role internally?

• Why ask: For engineers, changing teams and roles is normal. In immature companies, you might get stuck at your old salary because technically it is not a “promotion,” and your achievement counter resets.
• ⭐️ Ideal answer: “We support transitions. For a promotion, we guarantee a raise according to the new grade. For a lateral move, we re-evaluate your skills and adjust the salary to prevent a pay gap.”
• 🚩 Red flag: “Changing teams is great for your experience, but the salary won’t change until you earn a promotion in the new place” or “We look at it individually.”
• The risk: A feudal system: managers block transfers, and employees resign to earn what they deserve.

How does the company protect against retaliation if an employee files a complaint?

• Why ask: Complaining about a manager is scary. Often, afterward, the person is pushed out — buried in tasks or ignored.
• ⭐️ Ideal answer: “We have zero tolerance for retaliation. It is listed in the Code of Conduct as a distinct violation — it gets you fired. If you file a complaint, HR monitors your situation and performance reviews.”
• 🚩 Red flag: “We rely on the professionalism of our managers” or a confused look: “Why seek revenge? We are all adults.”
• The risk: Without a working Non-Retaliation policy, you can only complain once — right before you quit.

What happens if the company revokes an offer after you have accepted it?

• Why ask: It is rare, but it happens: you accept an offer, and a week later the company says the “budget closed” or the “position is frozen.” By that point, you might have declined another offer or quit your current job.
• ⭐️ Ideal answer: “In all my time here, that has never happened. An offer is our commitment.”
• ✅ Normal answer: “Theoretically possible in case of force majeure, but we always compensate the candidate’s losses.”
• 🚩 Red flag: “An offer is not a contract, we have the right to withdraw it before signing” or an evasive answer about “changed circumstances.”
• The risk and what the law says:

Under Dutch law, an offer is a legal proposal (aanbod). Once you accept it (aanvaarding), the contract is formed. Even verbally and without a signature. It cannot be revoked after that.

Legal precedents:

• Gerechtshof Leeuwarden, December 19, 2007 (JAR 2008/37): An employer offered a new contract, but a few days later learned about the employee’s health issues and revoked it. The employee accepted it two days later (after the revocation). The court ruled: the employer revoked the offer solely because of illness, violating the principle of good employment (goed werkgeverschap). The claim was granted. Illness is not a reason to revoke an offer.
• Rechtbank Noord-Holland, November 23, 2021 (ECLI:NL:RBNHO:2021:12829): A candidate worked via outstaffing and discussed a permanent contract. The employer sent a written congratulation on the upcoming hire. Later, the candidate was denied time off for the holidays, took sick leave, and the company immediately broke off negotiations. Court: the break was premature; they should have called the company doctor (arbodienst) first. The company was ordered to pay compensation — lost income for the unemployment period.

The Utrecht Court (Rechtbank Midden-Nederland) has issued similar rulings three times — in 2017, 2022, and 2023. Employers argued the offer was unsigned, but the court looked at the broader picture: the tone of negotiations, expectations, and the reaction to the candidate’s vulnerability (illness, pregnancy, a request to increase salary). If the offer was pulled specifically due to this vulnerability, the court protected the worker.

• 2017: The company dragged out permanent contract negotiations after the employee was in a car crash, using a salary dispute as a cover. The court awarded €27,500.
• 2022: The employer promised a permanent contract in writing and recorded it in meeting minutes, but did not follow through. The court awarded €20,000.
• 2023 (ECLI:NL:RBMNE:2023:1005): An offer to extend a contract “expired” in DocuSign the day after the employee announced her pregnancy. The court ruled the contract extended for a year.

A case where the court denied compensation (Gerechtshof Den Haag, September 8, 2006, ECLI:NL:GHSGR:2006:AZ0209): A candidate for a portfolio manager role received a draft contract. He asked major questions about pensions and the company’s right to change terms. The employer stopped negotiations, even though the candidate had already quit his previous job. The court ruled: since the parties had not agreed on key points, breaking off negotiations was acceptable. Key takeaway: the court will only protect you if you have agreed on all core terms (role, salary, start date). If even one major point is open, the company can walk away without penalty.

If the company still revokes the offer:

• Before you accept it — formally, this is legal. But if negotiations advanced far and you had every reason to expect a hire, a court might view this as a breach of good faith negotiations. The gold standard (Hoge Raad, CBB/JPO, August 12, 2005, NJ 2005/467): parties can break off talks, “unless it is unacceptable because the other party justifiably relied on the contract.” Courts apply this strictly: they only award lost profits if the level of trust was extremely high; negotiation costs are covered at a lower threshold.
• After you accept it — the company broke the contract. You have the right to demand they fulfill the contract or pay damages: lost income from your previous job, moving expenses, or missed offers.
• Special case — temporary contract: if the employer does not notify you in writing one month in advance that they are not renewing the contract (aanzegtermijn), they must pay a penalty (aanzegvergoeding) — up to one month’s gross salary.

🚩 Additional red flag: the company sends a “letter of intent” (intentieverklaring) or a “preliminary non-binding offer” instead of a real offer. This is a deliberate attempt to dodge responsibility: such a letter is not an aanbod and forms no contract, even if you “accept” it. It means the company is unsure about hiring or intentionally avoiding commitment. Demand a proper offer letter or contract.

In practice: check that the offer clearly states the start date and terms, without any “surprises” (like “offer valid subject to budget approval”). Such clauses are a red flag even before signing.

History

Version	Date	Event
2.0	2026-05-18	CSDDD data updated, offer revocation precedents added, complaint channels section fixed, fact-check completed, structure improved, and editorial review conducted.
1.0	2025-12-10	First publication.