Navigating Burnout in the Netherlands as an International

Work can support wellbeing by providing financial independence and a sense of purpose, but it can also be a major source of stress. As working conditions continue to evolve, the long-term effects are not yet fully clear. However, excessive or prolonged stress can eventually lead to burnout, especially for internationals adapting to a new work culture. 

What is burnout? 

Burnout is recognised in the International Classification of Diseases (ICD-11) as an occupational phenomenon, not a medical condition. It refers specifically to chronic workplace stress that has not been successfully managed. 

It is characterised by three main dimensions: feelings of exhaustion, increased mental distance or cynicism toward one’s job, and reduced professional effectiveness. Burnout is therefore directly linked to the work environment and should not be used to describe stress experienced in other areas of life. 

When work-related stress persists over time, it can have serious consequences for both individuals and organisations. For employees, this may include fatigue, sleep problems, reduced concentration, and emotional exhaustion, all of which can affect daily functioning and overall wellbeing. In the long term, it can also increase the risk of more severe mental health issues and lead to extended periods of absence from work. For employers, sustained stress levels can contribute to lower productivity, higher absenteeism, and increased staff turnover, affecting the wider organisation. 

To understand how burnout develops, it is therefore important to look at the conditions in which people work. 

Key mental health risks for internationals at work 

Common risks include high workloads, long or inflexible working hours, limited control over tasks, insufficient support from colleagues or managers, unclear job roles, and experiences such as bullying, discrimination, or job insecurity. In some cases, poor physical working conditions or inadequate pay can add further pressure. 

For internationals living and working in the Netherlands, workplace mental health is also shaped by the local work culture. The Dutch professional environment is known for its flat hierarchies, direct communication style, and strong emphasis on work-life balance. While these features can support wellbeing, they may also present challenges for those unfamiliar with them. 

For example, direct feedback can initially feel harsh, and the informal structure may be confusing for those used to clear hierarchies. Language barriers and integration into existing social networks can also contribute to stress. In addition, many internationals arrive without an established family or close friendship network in the country. This lack of a familiar support system can add to pre-existing work-related stress and make it harder to recover from pressure. Feeling isolated in a new environment can therefore increase vulnerability to prolonged stress and, in some cases, contribute to a higher risk of burnout. 

Addressing these risks requires action at different levels within organisations and society. 

What can be done to improve mental health at work 

The barrier that internationals living in the Netherlands experience in the workplace can be overcome by properly adjusting to the local work culture: this alone can play an important role in reducing work-related stress. Understanding the Dutch communication style, which is often direct, can help avoid misunderstandings, especially when feedback is not meant personally. At the same time, actively participating in discussions, asking questions, and seeking clarity can reduce uncertainty and make you feel more in control of your work. 

Understanding Dutch workplace norms can feel overwhelming at first, but it takes time to learn them. Like in any country, there are many unwritten rules that people follow, and getting familiar with Dutch corporate culture is a process that becomes easier over time and is well worth the effort. 

Learning some basic Dutch also can make everyday interactions easier and increase your sense of inclusion. Finally, taking part in informal workplace moments, such as team lunches or vrijmibo (VRIJdag MIddag BOrrel, Friday afternoon drinks), can help build social connections, making it easier to feel comfortable and integrated in your work environment. 

Furthermore, as an expat, there are still many opportunities to network with fellow internationals. As the Leiden International Centre, we organise monthly events specifically designed for this purpose. Building a social network in a new country can be challenging, but these opportunities can make the process easier and more accessible. 

But this is not enough to completely reduce work-related stress, and it's up to employers and worker organisations to make sure all the other risks are kept to their minimum. Action can be grouped into three main areas. The first is prevention, which focuses on identifying and reducing psychosocial risks at their source, which means improving working conditions by addressing workload, job design, working hours, and workplace behaviour. Employers may also introduce measures such as flexible working arrangements or clear procedures to prevent violence and harassment and, if they have an international team, make sure the work environment is considerate of different cultures and accessible to non-Dutch speakers.  

At the same time, it is important for employees to actively engage in this process. As an international professional, make sure to familiarise yourself with the adjustments and support your employer can offer, and do not hesitate to ask for help or clarification when needed. In the Dutch workplace feedback is generally given openly in both directions, meaning that raising concerns or discussing work-related challenges is usually encouraged and accepted. 

The second area is protecting and promoting mental health, like, for example, building awareness and skills across the workplace, particularly among managers. Training can help managers recognise early signs of stress, communicate more effectively, and understand how job demands influence mental health. At the same time, increasing mental health literacy among employees helps reduce stigma and encourages open conversations.  

The third area focuses on supporting employees with mental health conditions to participate fully in work. This includes making reasonable adjustments, such as flexible hours or adapted workloads, to meet individual needs. It also involves structured return-to-work programmes that combine workplace adjustments with ongoing support after periods of absence. 

Together, these approaches contribute to workplaces that are not only safer and healthier, but also more inclusive. They ensure that mental health is actively supported at every stage, from prevention to recovery and reintegration.