Outplacement in a Third Track After Long-Term Sickness

A “3e spoor outplacementtraject” in the Dutch context is an outplacement programme that supports an employee, after a long period of sickness, in moving towards sustainable work with a new employer, in addition to or following the statutory first and second reintegration tracks. It bridges the gap between legal reintegration obligations and a realistic, future-oriented career perspective. In this English summary article, we explain how such a third track outplacement process works in the Netherlands and what employees and employers can expect.

What is meant by a third track outplacement process?

In Dutch labour practice, the terms “first track” and “second track” are legally defined within the Wet verbetering poortwachter (Gatekeeper Improvement Act). The first track focuses on return to work in the original job or another suitable position with the same employer. The second track aims at suitable work with a different employer, still during the period in which the original employer pays wages. The expression “3e spoor outplacementtraject” – third track outplacement – is not a statutory term, but a practical label for the phase in which guidance focuses on employment outside the current organisation, often around or after the end of the employment contract.

In such a third track, the emphasis shifts from “what must be done to meet legal reintegration requirements” to “what is realistically possible for the future”. It combines elements of reintegration, career counselling and classic outplacement. Medical limitations, remaining capacities and the outcome of a WIA assessment (the Dutch disability benefit under the Wet werk en inkomen naar arbeidsvermogen) are explicitly taken into account. The aim is not just to find any job, but to find sustainable, suitable work that matches the employee’s health situation and personal circumstances.

How does a third track outplacement trajectory typically work?

Although every programme is tailored, a third track outplacement process usually consists of several recognisable phases. The first phase is intake and assessment, where the coach and employee map medical restrictions, work history, skills and expectations. Information from the company doctor or an occupational expert is used to define what types of work are realistically feasible. This prevents the programme from steering towards roles that are not medically sustainable.

The second phase is orientation and career exploration. Here, the focus is on discovering which roles, sectors and working conditions fit the new reality. Tools such as competence and interest tests, combined with in-depth conversations, help clarify suitable directions. This phase resembles classic career counselling, but with explicit attention to reintegration questions and workload.

The third phase is labour market preparation and job search. The employee works on a realistic narrative towards employers, learns how to present limitations and possibilities in a balanced way, and develops a fitting CV, motivation letters and LinkedIn profile. Interview training includes dealing with questions about health and availability. In this phase, the process strongly resembles a regular outplacement programme, but with continuous attention to feasible working hours and gradual build-up.

Finally, there is a placement and aftercare phase. Once a new job has been found, the coach remains involved for a while to monitor workload, adjust tasks or hours if needed, and support both employee and new employer in preventing relapse. This aftercare is particularly important for people coming out of a long period of sickness.

Legal and organisational context in the Netherlands

Under Dutch law, employer and employee have a shared duty to work towards reintegration during the first two years of sickness. The UWV (Employee Insurance Agency) assesses these efforts when a WIA benefit is requested. If the UWV concludes that the employer has not done enough, it can impose a wage sanction, obliging the employer to continue paying wages for up to one additional year. Third track outplacement programmes usually take place alongside or after these statutory reintegration tracks.

Dismissal due to long-term incapacity for work is only possible after two years of sickness, either via the UWV or by mutual agreement in a settlement agreement. In such agreements, parties can include arrangements about outplacement support. In practice, many employers choose to finance a third track outplacement programme as part of a broader solution, combining legal clarity, financial arrangements and guidance towards new work.

For employees, it is important to understand that they generally have a duty to cooperate in reasonable reintegration and outplacement efforts, within their medical limitations. Active participation in a third track outplacement trajectory not only increases the chances of finding suitable work, but also demonstrates willingness to use remaining work capacity, which can be relevant in discussions with the UWV or other stakeholders.

Costs, agreements and practical arrangements

In most cases, the employer pays for a third track outplacement programme. This may be based on a general duty of care, on reintegration responsibilities or on explicit arrangements in a settlement agreement or social plan. Sometimes, part of a transition payment is effectively used to finance guidance towards new work, for example when the employer pays the outplacement provider directly. Clear written agreements about duration, scope, the chosen provider and possible extensions are essential.

Employees benefit from knowing what is included in the programme: individual coaching sessions, assessments, training, support in job search and aftercare. Depending on the situation, programmes can be more intensive over a shorter period or spread out over a longer timeframe with lower intensity. The key is that the design matches both the employee’s health situation and the realistic prospects on the labour market.

By investing in a well-structured third track outplacement trajectory, employers help employees move towards sustainable, suitable work, while also reducing the risk of long-term benefit dependency. For employees, such a programme offers structure, professional guidance and emotional support in a challenging phase, turning a period of loss and uncertainty into a meaningful transition towards a new professional identity.

Conclusion: the added value of third track outplacement

Third track outplacement in the Netherlands fills an important gap between statutory reintegration obligations and long-term career development after sickness. It acknowledges that, for many employees, returning to the old job is no longer realistic, while at the same time recognising that meaningful participation in work is still possible within new boundaries. By combining legal awareness, medical realism and expert career guidance, such programmes offer a humane and effective pathway towards new, sustainable employment.

For both employers and employees, this approach provides clarity, structure and perspective. Employers demonstrate responsibility and support, employees receive targeted guidance towards work that fits their current capabilities and life situation. In this way, a third track outplacement process becomes not just a formal step at the end of an employment relationship, but a constructive new beginning.