IESF Member Country:
Netherlands
Van de Groep & Olsthoorn has delivered executive search and interim management since 1979, with a focus on technology, industry and logistics. It recruits C-suite executives, directors and senior managers across general management, operations, engineering, procurement, sales and service, combining consultants’ sector knowledge with the ability to extend a search beyond the Netherlands through IESF.
Gertjan van de Groep
Director and Partner at Van de Groep & Olsthoorn
Executive recruitment in the Netherlands – what should you know before entering this market?
The Netherlands combines innovation, international orientation and strong technology, industrial and logistics sectors. Mid-sized growth companies seek leaders who can combine engineering expertise with strategy, sustainability and international expansion.
A consensus-based management style means that several stakeholders are often involved in executive appointments. Recruiting senior managers in the Netherlands should provide transparent communication and assess the ability to collaborate in a low-hierarchy environment. Experience and qualifications matter, but so does a willingness to engage in open dialogue.
Talent scarcity is increasing the importance of cross-border executive search and flexible leadership models. Entering the Dutch market requires agreement on whether relocation, hybrid working or interim leadership are acceptable. Senior leadership recruitment in the Netherlands needs early involvement from all decision-makers. Executive search in the Netherlands should be built from the outset around jointly agreed criteria.
Technical expertise connects with strategy
Dutch companies expect leaders who understand the product and operations but can also lead innovation, internationalisation and ESG. Candidates should demonstrate how they have translated technical knowledge into business decisions and growth.
Consensus shapes the decision-making process
Selecting a leader often involves several functions and organisational levels. Criteria should be aligned before interviews so that broad stakeholder participation does not dilute accountability or create contradictory candidate assessments.
Talent scarcity broadens the search
The local market is not always sufficient for specialised roles. Companies are increasingly open to international candidates, hybrid models and interim management. Mobility conditions should form part of the strategy from the first day of the process.
International
Executive Search
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