At LimburgHR, employers create solutions to their questions

A key premise of the labor market infrastructure reform is to better align services with the specific needs of the 35 labor market regions. But how do you shape this demand-oriented focus? In Limburg, LimburgHR was set up for this purpose: a partnership in which employers themselves determine the themes and join forces. Where necessary, they are supported by public partners or other private experts.

Source: LWV

White label

When the project concluded in mid-2024, it tasted like more. Many employers wanted to continue the exchange on other hr challenges. Thanks to contributions from the province, European subsidies and co-financing from the Limburg regions, among others, the resulting employer community was given a continuation.

But who does the network actually belong to? "From all of us," says Cecile van Eekelen, project manager at the Limburg Employers Association (LWV). "A joint platform as a 'white label' took some getting used to. After all, who sets the agenda? The employers themselves do, once they ask a question."

Bauer: "When we receive a question from an employer, we look for companies that also have something to do with it. This creates a working group owned by the companies themselves. The submitter of the question is in the lead. In short sprints of four to five meetings, they look for practical solutions together, with support from LimburgHR. Where necessary, external experts or public partners - such as UWV, municipalities or educational parties - may also be involved." Any employer is welcome to bring in a question. For employer organizations, it also provides good input to bring to the table at the Regional Councils in Limburg.

Working groups and themes

Eight working groups are now active around classic hr themes such as recruitment, absenteeism and vitality, but also on topics such as AI or dealing with alcohol and drug use among employees. Of the 200 companies involved, some 50 are active in a working group. Bauer: "We can now expand this further, with more companies and new working groups."

Also without a "burning platform" like the layoffs at VDL Nedcar, there are enough current issues for the network. "Perhaps not as large-scale as that reorganization, but the labor market has numerous challenges for employers," says Bauer. "Besides general hr topics, there are also regional issues. For example, in our border region, recruitment in Belgium and Germany is an issue. There was a question about that recently. For such situations, you have to recruit, onboard and supervise personnel differently. That could just grow into a new working group."

According to Van Eekelen, the new community is of great value to employers in this way. "In the hr field, they run into all kinds of issues, while they are already busy enough with their regular business. Now they no longer have to reinvent the wheel for themselves. We have noticed that entrepreneurs are not always used to asking for help themselves, but that can grow. Just asking that question is essential within this demand-oriented approach."

Finally, the network platform should increasingly function on its own. Bauer: "Companies are thus creating solutions together that strengthen both the regional economy and good employment practices. Our demand-oriented approach is valuable because it enables the region to focus on the themes that are really relevant. We do not start with a subsidy pot or a nationally imposed theme, but with the concrete demand of employers here. Many networks or meetings are valuable, but do not offer entrepreneurs a direct solution. Here they can work on that themselves, with support and tools where necessary."

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