This study is based on the presumption that there is often an underuse of temporary staff in client companies (CC) with highly skilled professionals. The study combines theories of the flexible organisation and a sociocultural perspective on learning within the framework of an inter-organisational context. The data are based partly on 17 transcribed, semi-structured interviews with individuals in various types of health care and social services. The data are also based on two semi-structured focus group interviews with managers responsible for hiring social workers, nurses and doctors in two different temporary work agencies (TWA) as well as semi-structured focus group interviews with eight managers from a large health care organisation. The results show that CCs only use a limited amount of the highly skilled personnel's capacity and exclude preconditions for taking over and absorbing knowledge from temporary workers. This contradicts the idea that staffing allows temps to increase their skills and enhance their employability. In addition, both TWA and the CC pronounce an interest in and readiness for deepening the business relationships between them, but they claim the other is responsible for initiation. The results reflect information not only about temporary workers with higher education but also the new business relationship between TWA and CC in the form of combined skills and workplace validation.