In the Dutch labor market, status holders experience bottlenecks of a structural nature at various times, namely in recruitment and selection, job retention and advancement, and in relation to an inclusive working environment. In this article we discuss bottlenecks related to job retention and advancement.

Please note: this article was translated using a translator app

A common phenomenon in the labor market is the 'revolving door effect': employers succeed in attracting new employees, but they quickly leave the organization due to a lack of inclusion and/or career opportunities. What are the challenges and recommendations for a sustainable and successful employment relationship?

Accompaniment

Good guidance, interest, and an open attitude during the training period are crucial for a successful, sustainable placement. A common bottleneck is that status holders are thrown into the deep end when they start employment and receive insufficient guidance in the first month(s).

Language barriers

Even when it comes to job retention and advancement, the lack of (language) skills or (professional) knowledge is a common bottleneck that often leads to dismissal or undervaluation. As a result, status holders often work in lower job scales than they would like or be able to and they have less chance of more responsibilities and promotion. Insufficient command of Dutch can also hinder job satisfaction and the feeling of inclusion. Uncertainty or frustration can arise when someone is not sure whether he/she has understood something correctly, is confronted with (professional) jargon or has to spend a lot of energy processing what is asked and said. Due to insufficient language skills, the status holder may also have to deal with exclusion, bullying and microaggressions from colleagues or customers(1).

Well-being and health

Starting a job can require extra effort from the employer and the status holder. There is a chance that a status holder has experienced a lot in their own country, during and after the flight. In addition, building a life again in a foreign country can bring stress and uncertainty. This context can play a role in getting used to the new work situation and mastering work, where attention to psychological health, strengthening resilience and good guidance are of great importance.(2 3)

Cultural differences, (unconscious) prejudices and inclusion

For status holders, common rules and manners in the Dutch workplace are not self-evident. This applies to both written rules (what should I do if I am sick?) and unwritten rules (am I expected to make small talk at the coffee machine?). How people view hierarchy and older colleagues, for example, is also strongly culturally determined - and so situations can arise where the new colleague behaves in a way that does not correspond to what is generally expected of employees in the Netherlands.

Moreover, the image of asylum seekers and status holders is often negative or at best complicated. This stigmatization continues into the workplace, where status holders may be confronted with colleagues who do not allow their input or way of working or customers who do not understand their situation. Lack of inclusion and social safety is manifested, for example, in bullying or exclusion in the workplace by colleagues and/or customers. This is often invisible to management. The consequences can vary from stress complaints, burnout, reduced productivity to failure. Status holders who have difficulty connecting with their colleagues and the corporate culture will be more likely to leave the organization.

Talent development

A work culture in which personal and talent development play a major role helps to make optimal use of the available labor potential and contributes to the success of the organization. Moreover, it encourages all employees, and not just status holders, to stay with their employer. An often culturally determined point of attention is that status holders are not used to actively and assertively discussing their ambitions and wishes with managers, because this is often seen as inappropriate, rude or too direct.

Specific (group) programs for status holders

Special (group) programs for status holders can overcome many of the above-mentioned bottlenecks. Some elements are often recurring. (4 5) Firstly, parties that are in direct contact with status holders or are familiar with them are often used to recruit candidates. Secondly, a special induction program is designed over a longer period of time, focusing on learning (language and professional knowledge) as well as working and gaining practical experience. Thirdly, there are often, but not always, other parties involved, such as an educational institution and/or a social organization such as Refugee Talent Hub or the UAF. And finally, these often involve fairly long-term processes (ranging from a number of months to a number of years), in which status holders gain work experience, obtain a diploma and/or work on their language.

Advantages:

• Recruitment may be in the hands of an external party (or combination of parties) that are in direct contact with status holders. This saves the employer time searching

• By starting as a group, the status holders also have support from each other. They are 'in the same boat' from the start and therefore feel less like newcomers or outsiders.

• Agreements can be made in consultation with municipality(s) about maintaining benefits during the process. This means that the employer does not pay a salary for the participants/new employees during the process (or for example the first year) and is mainly committed to the sustainable employability of the candidate. This can also be interesting for the municipality, because this construction increases sustainable employability (and therefore less chance of falling back on social assistance).

• During a specific process, room is explicitly made for the needs of status holders. It offers additional language, an adequate induction program and the opportunity to obtain Dutch (professional) diplomas.

NB:

There are of course different cultures and working styles among status holders, which do not necessarily fit together well. Here again the importance of inclusive employment practices and intercultural communication from the employer becomes important.

There will also be different needs and levels within a group of status holders. In addition to paying attention to the group, also provide enough space for individual development.

It is important to ensure that no separate group of status holders is created within the company, but that the individuals integrate well within the company as a whole. This prevents stigmatization.

The new integration law has been in force since January 1, 2022. An important principle is that all status holders subject to integration follow a dual program in which language acquisition is combined with guidance to a form of participation, such as work. This offers status holders and employers new opportunities and perspectives. It is important to learn lessons from the past and to implement the recommendations that have emerged from previous research into learning-working programs for status holders.

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This text is an adapted version of part of the third chapter of the practical guide “Status holders and work”. Read also: The labor market position of refugees: legislation and regulations Read also: Status holders and work: the knife cuts both ways Read also: Status holders on the labor market Read also: Status holders on the labor market: recruitment and selection

1- Microaggressions are subtle forms of exclusion, such as interrupting someone while they are talking, or making fun of someone's accent.

2- Status holders are healthy at work. Tips for employers , Pharos, May 2021.

3- Guidelines 'Give us time'. Guidance for refugees with an eye for mental health , Pharos, October 2018.

4- Quick scan Labor participation of highly educated refugees. A comparison between the Netherlands and other European countries , Regioplan, September 2020.

5- New to the labor market. Guidance on employment guidance for status holders , Regioplan/Verwey-Jonker Institute, January 2021.