Many companies hesitate to work with independent freelancers! Why?

Who Owns the Know-How - in house staff only?

Many companies hesitate to work with independent freelancers for one simple reason: “What if they leave and take all their knowledge with them?

It’s a fair concern. Internal employees stay longer, understand the culture, and hold valuable company knowledge. With independent freelancers, the fear is that once the project ends, so does the know-how. But here’s the other side of that reflection:

• knowledge isn’t lost when it’s documented, saved, it's not stored in someone’s head.

• a freelancer’s job should end with a deliverable and a transfer of knowledge,

• documentation, guidelines or handover meetings are enough to keep your records.

• etc

Ironically, full-time employees can leave too — sometimes faster and more unexpectedly than freelancers. so, the risk isn’t freelancing itself — the risk is when a company has no process for retaining knowledge, no matter who does the work.

Therefore, the real solution isn’t avoiding independent freelancers; but It’s building a systems where knowledge stays, even when people don’t.

Access expertise only when required

Certain roles — cybersecurity specialists, automation developers, UX designers or tax experts — are not needed on a daily basis. Hiring full-time for these skills increases fixed costs without continuous return.

Freelancers allow companies to access specialised knowledge on demand, for specific missions, without long-term contracts. External talent can challenge internal assumptions and inject new ideas.

You don’t need a full-time hire for a one-time job. Bring in the right independent freelancer when the moment calls for it — quick, smart, and efficient.

Optimise workforce costs isn’t about choosing one over the other. It’s about using both intelligently.

In-house employees provide:

• long-term stability

• company knowledge and culture

• direct relationships with clients and partners

Freelancers provide:

• flexibility and rapid support

• specialised expertise not available internally

• external insight, innovation and problem-solving

Your business stays stable at its core, and adaptable when conditions change.

hire independent freelancers

Hiring with Incentives — is it always beneficial?

In countries like Belgium, employers can access various subsidies, reduced social contributions or tax incentives based on hiring practices. These measures are designed to stimulate employment and reduce labour costs.

However, some organisations may hire primarily to secure subsidies — not because the role is strategically necessary.

This can creates problems such as:

• teams grow without alignment to real operational needs

• payroll costs rise once subsidies expire

• workforce becomes inflexible and difficult to restructure

• talent is hired for financial benefits, not for value creation

Subsidies should support decisions — not drive them.

How to avoid the subsidy trap?

To ensure hiring remains strategic:

• define business needs before recruiting

• use subsidies to reinforce roles that are justified, not create unnecessary positions

• evaluate cost versus value beyond the subsidy period

• invest in flexible structures where external expertise remains an option

Subsidies are tools—not business strategies.

Can a governments apply this model too? yes!

This approach is not limited to private companies. Governments and public institutions, funded by taxpayers, can benefit from combining permanent staff with independent experts.

Public services remain vital, but maintaining large permanent teams, pension commitments and administrative layers leads to high, inflexible costs.

By integrating freelancers and consultants for specific projects, digital transitions or temporary expertise, governments can:

• reduce long-term employment costs

• avoid hiring full-time staff for short missions

• access modern skills more quickly

• offer flexible jobs to a broader population

Freelancers do not replace civil servants — they support and modernise public services when used transparently and appropriately

Final thought

Reducing costs doesn’t mean cutting corners. For companies and public institutions, it means hiring smart — employing people for what defines your mission.

Use subsidies with purpose. Protect data with care. Pay people fairly. Stay flexible by design.

This isn’t a passing trend. It’s how modern European organisations stay efficient, responsible, and competitive.