1 in 5 young professionals sees their permanent contract end within the first year in Belgium

18/08/2026 Back to all articles

In Belgium, nearly one in five workers under 25 now sees their permanent contract (CDI) end within the first 12 months of employment. In just one year, the number of permanent contracts terminated in the first year has risen by 16%, with the steepest increase among younger employees. For Belgian employers, this is more than a statistic: it signals a structural shift in how young talent experiences the labour market and how companies must rethink hiring, onboarding and retention. 

Permanent recruitment market in Belgium in 2026 

Recent analysis of payroll and HR data (covering around 390,000 workers across 31,000 private-sector employers between April 2024 and March 2026) highlights a clear trend: Belgian workers are staying with their first employer for shorter periods, and the trend is especially pronounced for young professionals. 

Key figures: 

• Among workers under 25, 14.12% saw their permanent contract end within the first six months in 2026, up from 8.4% in 2025. 
• At 12 months, almost 1 in 5 young workers has already left or seen their contract terminated. 
• This represents a 68% increase in early contract terminations compared to the previous year, both at six and twelve months. 

Other Belgian and European studies reinforce the picture: 

• Young workers consistently show the highest turnover rates, with 42% of all employees who left their job in a given year under 30.  
• Despite a more cautious hiring climate in 2026, around 65% of Belgian companies still plan to hire, often combining permanent staff with flexible contracts and project-based roles. 
• Talent shortages persist: two-thirds of hiring managers report difficulties finding the right candidates, and 65% identify retention as a top challenge for 2026. 

The message is clear: the issue is not only attracting young talent, but keeping them beyond the first year.

Complete your read: What to do when an employee suddenly quits? 

Why early contract terminations are surging among young talent 

This spike in early CDI terminations is not random. It reflects several converging dynamics in the Belgian labour market. 

1. Mismatch between expectations and reality 

Young professionals, and especially Gen Z, enter the labour market with strong expectations around: 

• Meaningful work and clear impact 
• Learning opportunities and fast career progression 
• Flexibility (hybrid work, adaptable hours) 
• Transparent communication and supportive management 

When the day-to-day reality of the role (tasks, management style, workload, culture) does not match what was presented during recruitment, disappointment sets in quickly. In a tight labour market where alternatives are visible (via LinkedIn, job platforms, networks), leaving becomes a rational choice rather than a last resort.

2. Insufficient onboarding and support 

Many organisations still treat onboarding as a formal, administrative process rather than a strategic retention lever. For young hires, the first 90 days are critical: 

• Lack of a structured 30–60–90 day plan 
• No designated buddy or mentor 
• Unclear expectations about performance and development 
• Limited feedback loops in the first months 

Without this scaffolding, young employees can feel lost, undervalued or unsure of their future in the company, increasing the likelihood of early exit, whether voluntary or via mutual agreement.

3. A more mobile and experimental mindset 

Younger workers are more willing to test different roles, sectors and environments early in their careers. Several factors contribute: 

• Lower perceived risk in changing jobs early, especially before major life commitments (mortgage, family). 
• A cultural shift where loyalty is earned, not assumed, and where changing jobs is no longer stigmatised. 

For employers, this means that “traditional” retention leavers (seniority, long-term benefits) are less powerful in the first 12–24 months than quality of experience, growth and recognition.

4. Economic uncertainty and more flexible workforce models 

Paradoxically, while retention of young talent is a challenge, companies are also moving towards more flexible workforce models: 

• Increased use of temporary contracts, project work and student jobs alongside permanent roles. 
• More cautious hiring policies due to economic uncertainty, with greater emphasis on skills-based recruitment and potential over classic credentials. 

This can create a mixed signal: employers ask for commitment, while simultaneously normalising flexibility and short-term arrangements. Young workers internalise this and adjust their own expectations accordingly.

What this means employers and recruitment strategies 

For hiring managers, HR leaders and business owners, these trends have concrete implications. 

1. Retention must be designed from the recruitment stage 

Retention is not something you start thinking about after the contract is signed. It begins with: 

• Realistic job previews: describing both the opportunities and the challenges of the role. 
• Clear career paths: showing where a young hire can be in 12, 24, 36 months if they perform. 
• Alignment on values and culture: ensuring the candidate’s expectations around work style, feedback and flexibility match the company’s reality. 

Read more: How to communicate work life balance

A recruitment firm in Belgium can play a key role here by calibrating expectations on both sides and flagging potential red flags early (e.g. high turnover in a team, unclear role scope, overstretched managers). 

2. Onboarding is a strategic investment, not an HR formality 

Companies that treat onboarding as a structured, multi-month journey see significantly better retention among young hires. Effective practices include: 

• A defined 30–60–90 day plan with clear objectives and check-ins. 
• A buddy or mentor system pairing new hires with experienced colleagues. 
• Regular feedback sessions in the first 3–6 months (not just at the annual review). 
• Early exposure to meaningful projects and visible impact. 

This is especially important for roles that are critical to the business but often filled by juniors (e.g. business analysts, junior consultants, finance analysts, IT developers). 

3. Skills-based hiring and potential-focused recruitment 

With talent shortages persisting, many Belgian employers are shifting from strict diploma/experience filters to skills and potential-based hiring. 

• Assessing learning agility, problem-solving and cultural fit. 
• Investing in training and upskilling once the candidate is onboard. 
• Using a recruitment partner to access non-traditional profiles (career changers, bootcamp graduates, self-taught IT talent). 

This approach can improve retention by matching people to roles where they can genuinely grow, rather than forcing them into rigid boxes where they quickly feel stuck.

4. Rethinking the "first job" value proposition 

For young professionals, the first job is increasingly seen as a stepping stone. Employers can turn this into an advantage by: 

• Offering clear development plans (internal mobility, rotations, international opportunities). 
• Being transparent about what success looks like and how quickly high performers can progress. 
• Creating alumni networks for those who leave, keeping the door open for future returns. 

A “we expect you to stay forever” mindset is less effective than a “we want you to grow, ideally with us, but we’ll support your career either way” approach. 

Read more: What salary range should you display in your job posting? 

How to reduce early turnover among young hires 

If you are an employer or HR leader in Belgium, here are concrete actions to consider in the next 6–12 months. 

Before hiring 

1. Audit your early turnover data 

• Segment by age, role, department and manager. 
• Identify teams where >20–25% of under‑25 hires leave within 12 months.

2. Clarify the real job 

• Review job descriptions: are they realistic or overly idealised? 
• Include typical challenges and key success factors in the role. 

3. Train hiring managers 

• Equip them to discuss career paths, feedback culture and flexibility honestly. 
• Encourage them to ask candidates about their expectations and non‑negotiables. 

4. Use external partners strategically 

• Work with recruitment firms that can: 
  • Pre-assess cultural fit and long-term potential, not just immediate skills. 
  • Provide market insights on what young candidates expect in your sector. 

During onboarding (first 90 days) 

1. Implement a structured 30–60–90 day plan 

• Define clear objectives, learning goals and milestones. 
• Schedule formal check-ins at day 30, 60 and 90. 

2. Assign a buddy or mentor 

• Choose someone who can answer day-to-day questions and help navigate the culture. 
• Make this role visible and valued in performance reviews. 

3. Create early wins 

• Involve new hires in visible projects where they can contribute and see impact. 
• Recognise their contributions publicly (team meetings, internal comms). 

Beyond 6 months 

1. Map internal mobility paths 

• Show young employees where they can go next (other teams, roles, geographies). 
• Proactively discuss ambitions in 1:1s, not only during annual reviews. 

2. Measure and act on engagement 

• Run short, regular pulse surveys for employees in their first 12–18 months. 
• Act on the feedback: adjust workload, management practices or development offers. 

How a recruitment firm can help you turn the tide 

As a recruitment firm in Belgium, our role goes beyond filling vacancies. In a context where 1 in 5 young professionals sees their permanent contract end within the first year, we help employers: 

• Diagnose early turnover risks by analysing past hiring data and exit patterns. 
• Co-design realistic job profiles and value propositions that match market expectations. 
• Assess candidates for potential and fit, not just technical skills, using structured interviews and reference checks. 
• Support onboarding by providing feedback loops between the new hire, the manager and the recruitment consultant in the first 90 days. 
• Build talent pools for critical junior roles, so you are not forced to compromise on fit when a vacancy opens. 

If you are seeing high early turnover among your young hires, or simply want to future-proof your talent strategy, we can run a targeted review of your hiring and onboarding process and help you hire your future talents.