Attorney Harold helped the City of Utrecht find stability during a busy period

The challenge

The situation was clear: too much work for too few people. The Legal Affairs team was experiencing a structural peak, especially in labor law. Marjolein Schade, legal affairs manager at the City of Utrecht: "We assumed it was temporary. But that temporary situation lasted longer. The combination of staff changes and substantive developments made it necessary to bring in external capacity."

The approach

Harold started in summer 2023. A busy period when demand for labor law support was increasing. "There was an immediate need for action. I was linked to HR business partners and line managers, and dove into the cases from day 1," Harold explains.

His approach was characterized by investing in relationships. Through 1-on-1 conversations, he quickly learned the internal structures and involved people. "You come in as an outsider, so trust is essential. When people know where to find you with questions, you can think preventively instead of fixing things afterward."

Harold found his place within the City of Utrecht's labor law attorneys team. "The team was smaller than now, with 4 permanent attorneys. We worked closely together: weekly meetings, bilateral sparring sessions, and frequent phone contact. Despite hybrid work, lines stayed short."

The approach was pragmatic. No legal treatises, but concrete advice HR and management could use directly. "I prefer standing beside an HR advisor rather than opposite. That means thinking along, understanding the context, and advising on what works."

The result

The assignment started with a 4-month horizon but grew into a 2-year engagement. That continuity visibly contributed to team stability. "We knew upfront this wasn't a project with an end date. But we could relieve the team in practice. Both in substance and in way of working," Harold explains. Marjolein confirms that added value: "Harold didn't just answer the question—he also looked more broadly at the organizational unit. His advice was solid and he had good insight into which issues were politically sensitive. Important for me as a manager."

That Harold could stay so long also says something about the collaboration, according to her. "We hired permanent people, but for certain periods we simply needed extra capacity. Then it's good when you know what you have in someone."

Collaboration based on trust

What characterized this assignment was trust on both sides. Harold: "I was received with open arms and didn't feel like a contractor, but really part of the team. That gave room to advise, to mirror, and also to guide new colleagues."

And that's exactly where the strength of good external engagement lies: temporary, present, and lasting results. "Ultimately, it's the person who makes the difference in an assignment," Marjolein concludes. "That was Harold. And we were very satisfied with that."