Sabbaticals and periods of unpaid leave are increasingly seen by both employees and employers in the Netherlands as more than an exception. Instead, they are emerging as a strategic component of modern employment conditions and workforce policies. Collective labour agreements (CAOs) and recent HR research indicate that extended unpaid leave is gaining traction, offering benefits to both employees and employers in an increasingly tight labour market.
Growing interest among employees
Surveys among Dutch employees show that a significant share prefers unpaid leave over additional financial compensation. HR research suggests that roughly one third of respondents would rather take a sabbatical or extended unpaid leave than receive a bonus. In addition, approximately one in five young employees aged 18–27 expects to take a sabbatical within the next five years.
For many employees, the motivation goes beyond rest alone. Personal development, career reflection, education, travel, or caregiving responsibilities are key drivers. This trend aligns with a broader societal shift towards a healthier work–life balance, in which maintaining sufficient leisure time alongside paid work is increasingly valued.
Sabbaticals more common in employment terms and collective agreements
While sabbaticals were traditionally most common in education and knowledge-intensive sectors, they are now appearing in a wider range of collective labour agreements. For example, under the Dutch Housing Associations CAO, employees may take up to four months of unpaid leave once every five years. In higher education, sabbatical arrangements are often linked to employability and professional development. Some large employers, particularly in the financial and insurance sectors, have also formalised sabbatical policies within their HR frameworks.
Trade union FNV and employers’ organisation AWVN report that more than a quarter of all Dutch collective labour agreements now include provisions for extended periods of unpaid leave. Employers increasingly view these arrangements as a tool to retain experienced staff, particularly in a labour market where recruitment and replacement have become more challenging.
Strategic value for employers
From an employer’s perspective, offering a sabbatical can be an effective alternative to employee turnover. Rather than losing skilled staff permanently, organisations may allow temporary leave while preserving the employment relationship and the employee’s return. Labour law specialists note that this approach provides flexibility, provided arrangements are clearly defined in employment contracts or collective agreements and implemented correctly.
It is important to note, however, that sabbaticals are not a statutory right under Dutch law. Employers are not legally required to grant unpaid leave unless such arrangements are explicitly included in a collective agreement or individual employment contract. In practice, this makes sabbaticals largely a matter of negotiation and mutual agreement.
Labour market context: work and well-being in the Netherlands
Although the Dutch Central Bureau of Statistics (CBS) does not publish specific figures on sabbaticals, broader labour market data provides useful context. The Netherlands continues to show a high net labour participation rate, with approximately three quarters of the population aged 15 to 75 in employment.
CBS data on work and leisure further highlights that satisfaction with the balance between working hours and free time is an important factor in overall well-being. This helps explain why concepts such as sabbaticals and extended unpaid leave are gaining prominence in socio-economic and HR discussions.
Key considerations when introducing sabbaticals
For employers and employees considering sabbatical arrangements, clear and comprehensive agreements are essential. Key issues include:
- duration of the leave and its impact on salary, pension accrual, and benefits;
- guarantees regarding return to work and role continuity;
- implications for vacation days and secondary employment conditions;
- operational planning and communication during the employee’s absence.
In the absence of a legal entitlement, well-defined internal policies or collective agreements remain the most effective way to manage legal, financial, and operational risks.
