For several years now, Belgian companies (and Brussels-based companies in particular) have been facing growing pressure on the job market. Certain profiles are becoming scarce, mobility is accelerating and workers' expectations are changing. As a result, the war for talent is no longer just about salaries. Many organisations are discovering that long-term retention also depends on non-financial incentives.
Flexibility as the new currency of exchange
The need for flexibility is no longer a trend, but a central element of the work relationship. Beyond teleworking, workers expect greater control over how they organise their time: flexible hours, autonomy in planning, shortened weeks, choice of part-time work, etc.
However, the Belgian legal framework remains complex: structural vs. occasional teleworking, flexible working hours, the right to disconnect, annualisation of working time, etc. The rules do not always cover operational realities or the expectations of teams, which creates uncertainty for employers. Adequate support makes it possible to reconcile flexibility and legal certainty in order to avoid future risks.
Meaning: an underestimated factor in employee retention
All generations of employees are looking for greater consistency and meaning. Companies that manage to offer a clear vision, explain how each role contributes to the overall project and involve employees in certain decisions see an increase in their commitment.
Transparency, regulated internal communication and structured opportunities for discussion are simple but effective tools.
Recognition: a universal need
Non-financial recognition can take several forms:
- frequent and constructive feedback,
- highlighting successes,
- valuing initiatives,
- participation in cross-functional projects.
In SMEs, where hierarchical proximity is often strong, these practices have an immediate impact on retention.
Continuous learning as a driver of retention
Skills development has become essential. But it is no longer just an advantage, it is also a legal obligation for employers.
A clear training plan, supplemented by mentoring or internal development pathways, sends a strong signal, particularly when salary budgets are tight.
Management quality: a key differentiator
Good management remains one of the main factors in employee retention. However, it must be supported by clear procedures and adequate documentation to avoid misunderstandings or disputes.
Well-written HR policies, structured communication and transparent performance management processes significantly reduce risks while improving the quality of work relationships.
Conclusion
Retaining talent is no longer based solely on salaries or extra-legal benefits. Flexibility, meaning, recognition, continuous development and good management are becoming the new benchmarks for an attractive employer.
For many organisations, these levers represent a unique opportunity to strengthen commitment at a controlled cost, while positioning themselves as attractive employers in a competitive labour market.
By Nicolas Tancredi – Partner – DWMC
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