norwestrecruitment

Are We Over-Automating the Most Important Decision a Business Makes?

Fri, 01 May 2026 14:00:35 GMT

AI Is Reshaping Recruitment

AI is now embedded in almost every stage of hiring including writing the job ad, screening CVs and ranking candidates. On the surface, it looks like progress with faster processes, smarter data and better efficiency. However, the uncomfortable truth is recruitment isn’t just becoming more efficient, it’s becoming more detached.

The Illusion of “Better Hiring”

There’s no question AI has improved speed. Roles that once took weeks to shortlist can now be filtered in minutes. Recruiters are freed from admin and hiring managers get instant pipelines.

Does speed equal quality or is it creating a false sense of confidence. When hiring becomes overly

automated, decisions start to rely on:

Keyword matching over capability
Pattern recognition over potential
Data points over human judgement

And that’s where great talent gets missed for the candidate who doesn’t perfectly match the brief or hasn’t simply “optimised” their CV for an algorithm. There’s another shift happening that not enough businesses are talking about, and that is that candidates are now using AI just as much as employers are. They’re generating CVs, tailoring applications at scale and preparing interview answers. And so, we are given AI-generated candidates being screened by AI-driven systems.

The Human Element Isn’t a “Nice to Have”, It’s the Differentiator

At its core, recruitment is about people and people are complex, they don’t fit neatly into keywords or scoring systems. But they do bring ambition, attitude, adaptability and cultural impact. None of which can be fully measured by AI. The best recruiters don’t just assess what’s on paper, they read between the lines and challenge assumptions to uncover potential. That’s where real value is created.

The Organisations Getting It Right

The businesses seeing the best results aren’t rejecting AI, they’re just not over-relying on it. They use AI to remove admin, improve speed and support decision-making but they don’t let it replace judgement. Ultimately, it’s the human insight is what makes the right hire.

Recruitment Trends in the Credit Industry: A Western Sydney Perspective

Thu, 16 Apr 2026 02:35:19 GMT

Key Drivers of Recruitment in Western Sydney

Western Sydney has rapidly evolved into a key economic hub within Sydney and with that growth has come increased demand for skilled professionals in the credit and financial services sector. As businesses expand and lending activity rises across commercial, property and consumer finance, recruitment in the credit industry has become both more competitive and more specialised.

Credit professionals, particularly credit analysts, risk managers and lending specialists are playing a central role in ensuring financial stability. Their responsibilities typically include assessing borrower risk, analysing financial statements and making informed lending decisions. In Western Sydney, these roles are closely tied to the region’s booming small-to-medium enterprise (SME) sector and property market.

Recent job listings highlight the scale of this demand. Salaries for these positions can range from around $85,000 to over $130,000 depending on experience and complexity of lending portfolios.

Key Drivers of Recruitment in Western Sydney

Several factors are shaping recruitment trends in the credit industry across Western Sydney:

1. Expansion of Non-Bank Lenders and FinTechs - Non-bank lenders and financial technology firms are increasingly establishing operations outside traditional CBD locations. These organisations offer more agile lending solutions, which require skilled credit professionals capable of assessing complex and often higher-risk deals.

2. SME and Property Market Growth - Western Sydney’s infrastructure development and population growth have driven strong demand for business and property lending. Credit analysts are now frequently working on loans ranging from $500,000 to multi-million-dollar facilities tied to commercial property and SME expansion.

3. Shift Toward Hybrid and Flexible Work - Employers are offering hybrid working arrangements to attract talent, reflecting broader changes across the financial services sector. This flexibility has widened the talent pool but also increased competition among employers to offer attractive work environments.

Skills in Demand

Recruiters in the credit industry are placing a strong emphasis on both technical and interpersonal skills. Core requirements typically include:

Strong financial analysis and credit risk assessment capabilities
Ability to interpret complex financial statements
Knowledge of lending policies and regulatory frameworks
Stakeholder management and communication skills

Most roles require a background in finance, accounting, or business, along with at least 1–3 years of relevant industry experience.

Challenges in Credit Recruitment

Despite strong demand, employers face several challenges when hiring in Western Sydney:

Talent shortages: Experienced credit professionals are in high demand, leading to longer hiring cycles.
Competition with CBD firms: Larger banks and institutions in central Sydney often attract top-tier candidates.
Evolving skill requirements: As automation and data analytics become more prevalent, candidates are expected to combine traditional credit skills with technological proficiency.

Opportunities for Job Seekers

For professionals looking to enter or advance within the credit industry, Western Sydney offers significant opportunities. Many roles provide clear career progression pathways, from junior analyst positions to senior credit and risk management roles. Additionally, the presence of global firms, non-bank lenders and growing financial institutions creates a diverse employment landscape.

Recruitment in the credit industry across Western Sydney reflects the region’s broader economic transformation. As lending activity increases and financial institutions diversify, the demand for skilled credit professionals will continue to rise. For employers, attracting and retaining talent will require competitive salaries, flexible work arrangements and strong development pathways. For job seekers, the region presents a dynamic and rewarding career environment within one of Australia’s fastest-growing economic corridors. Overall, Western Sydney is no longer just an extension of Sydney’s financial sector, it is becoming a key driver of its future.

Reach out to our Specialist Recruiters, Sebastian Westbury-Price and Mae Alvar for more information.

Celebrating Credit Professionals

The Credit Professional of the Year Award recognises the experience, skills, professionalism, contribution, and dedication of accomplished credit professionals across Australia. Applications are now open, find more information here - https://www.aicm.com.au/awards-accreditation/credit-professional-of-the-year/how-to-apply/

Is Your Finance & Payroll Team Ready for Payday Super?

Wed, 08 Apr 2026 01:28:27 GMT

What Will Be The Impact On Finance & Payroll Teams

From 1 July 2026, one of the biggest changes to Australia’s payroll landscape in decades will take effect: “Payday Super”. Under the new rules, employers will be required to pay superannuation at the same time as wages, replacing the current quarterly system. For finance and payroll teams, this isn’t just a compliance update, it’s a fundamental shift in how payroll is processed, reported and managed.

So What’s Changing?

Today, super can be paid quarterly. From July 2026:

Super must be processed every pay cycle (weekly, fortnightly, monthly)
Contributions must reach the employee’s fund within 7 business days
Reporting will align closely with Single Touch Payroll (STP) obligations
New compliance frameworks and penalties will apply for late payments

This effectively turns super into a real-time payroll obligation, not a periodic one. This reform is designed to address a major issue being billions in unpaid or delayed super. It’s estimated that around $6 billion in super is currently underpaid or paid late, impacting Australians’ retirement outcomes.

By moving to same-day super:

Employees benefit from earlier compounding of their retirement savings
Transparency increases
Non-compliance becomes harder to hide

But for businesses, the operational pressure shifts significantly.

What Will Be The Impact On Finance & Payroll Teams

1. Payroll Becomes Real-Time - Payroll teams will no longer have the flexibility of batching super payments quarterly. Every pay run becomes:

A payment event
A compliance checkpoint
A reporting obligation

This increases the volume, frequency, and risk exposure of payroll processing.

2. Cash Flow Management Gets Tighter - Finance teams will need to rethink cash flow strategies. Instead of holding super liabilities for months:

Payments are immediate and ongoing
Forecasting must be more precise
Liquidity planning becomes critical

For some businesses, this will feel like a permanent acceleration of expenses.

3. Systems & Automation Are No Longer Optional - Legacy payroll systems and manual processes won’t keep up. Businesses need:

Payroll systems integrated with super clearing houses
Automation to ensure timely payments and reconciliations
Real-time validation to reduce errors

Without this, the risk of late payments and penalties increases significantly.

4. Compliance Pressure Increases - The new framework introduces stricter enforcement, including:

Payments tracked against reporting data
Penalties if super isn’t received on time
Greater visibility for regulators

There’s also a shift toward “qualifying earnings” calculations, adding complexity to how super is calculated each pay cycle.

Common Gaps We’re Seeing

Across many organisations, the same issues are emerging:

Payroll teams already stretched with BAU workloads
Manual processes still in place
Limited integration between finance and payroll systems
Lack of ownership between HR, payroll, and finance

This reform will expose these gaps quickly.

How to Prepare Now

The most prepared organisations are already taking action:

Review payroll systems - Can your system process super every pay cycle seamlessly?
Assess process maturity - Where are the manual touchpoints and risks?
Align finance and payroll teams - This is no longer just a payroll issue, it’s a finance
transformation.
Model cash flow impact - Understand what same-day super does to your working
capital.
Upskill your team - Compliance knowledge and system capability will be critical.

Same-day super isn’t just a legislative change, it’s a shift toward real-time payroll and financial accountability. For finance and payroll teams, the question isn’t whether this will impact you, it’s how ready you’ll be when it does. Businesses that invest early in systems, processes, and people will not only stay compliant but they’ll operate more efficiently and with greater financial clarity.

Read more about payday super legislation here - https://www.ato.gov.au/businesses-and-organisations/super-for-employers/payday-super/about-payday-super

The Rise of the "Ghost Employee" Trend

Mon, 30 Mar 2026 03:08:18 GMT

Organisations need to rethink how they measure productivity.

A story went viral through the “Chameleon” podcast on Spotify about a Silicon Valley software engineer who successfully obtained employment at dozens of startups, sometimes working for several at the same time. He reportedly kept securing roles, working them remotely and eventually being dismissed once employers realised he was juggling multiple full-time positions.

More recently, the Daily Mail featured a story of the "CEO of Employment" referring to a viral, unidentified man who had appeared in several photos working different jobs from a mechanic, to news anchor, to firefighter to a personal trainer.

It sounds extreme, but the trend behind it is very real. Since COVID shifted millions of professionals into remote and hybrid work, workplace studies suggest around 5% of white-collar employees may now hold more than one full-time job concurrently. These workers are often referred to as “ghost employees.”

(source - https://journalrecord.com/2025/07/28/gen-z-overemployment-ai/ )

They show up to meetings, complete enough work to stay under the radar, but behind the scenes they may be working for multiple employers simultaneously. For some people, it’s about financial security or maximising income. For others, it reflects disengagement, lack of trust or feeling disconnected from their employer.

But for employers, the implications are more complex. Multiple undisclosed jobs can raise questions around:

productivity and accountability
confidentiality and conflicts of interest
burnout and wellbeing
trust between employer and employee

It also highlights a broader shift in how some professionals view work, less as a single long-term commitment and more as a collection of opportunities.

While most professionals would never consider working multiple full-time jobs, the conversation raises an interesting question about how trust, performance and accountability are managed in modern workplaces.

As remote and hybrid work continue to evolve, organisations may need to rethink how they measure productivity, focusing less on hours and more on outcomes.

Biggest Hiring Mistakes Employers Are Making in Western Sydney

Sun, 15 Mar 2026 23:43:17 GMT

In today’s fast-moving talent market, small hiring missteps can quickly cost employers the candidates they want to secure.

Hiring in Western Sydney has become increasingly competitive, and employers who rely on outdated hiring practices are often finding it harder to secure top talent. In a fast-moving market, candidates have more choice, greater visibility of salary benchmarks, and higher expectations around flexibility and communication. Yet many organisations are still making avoidable mistakes that slow down their recruitment process and cost them strong candidates. From lengthy interview stages to unclear job ads and poor candidate experience, these missteps can quickly push top talent toward other opportunities. Here are some of the biggest hiring mistakes we’re seeing employers make across Western Sydney.

1. Slow Hiring Processes

Many employers still run 4–6 interview stages , which causes them to lose candidates.

Top candidates often receive offers within 2–3 weeks .

2. Salary Misalignment

Some organisations are still using pre-2023 salary benchmarks .

Candidates are much more aware of market rates and will decline offers below expectations.

3. Vague Job Ads

Generic job descriptions attract fewer applicants. Candidates want to know:

salary
flexibility
project scope
career pathway

4. Ignoring Commute Reality

Western Sydney is geographically large. Roles closer to hubs like Parramatta often attract stronger candidate pools. Candidates consider:

travel time
transport access
parking availability

5. Poor Candidate Experience

This damages employer reputation quickly in competitive talent markets. Common complaints include:

delayed feedback
lack of communication
unclear timelines

What Job Seekers Are Seeking

Mon, 02 Mar 2026 20:30:00 GMT

Job hunting has changed. It's more than just about the salary.

Job hunting has changed. It’s no longer just about landing any role, through conversations with professionals across Western Sydney, we keep hearing the same things including, “I’m not just chasing money”, “I want balance”, “I want to feel valued” and “I don’t want to regret the move”.

Job hunting today is about more than just salary. Professionals are weighing opportunities through multiple lenses, from flexibility and career growth to company culture and long-term purpose. With competition for top talent heating up, understanding what job seekers truly value is critical, not just for job seekers making career moves, but also for employers looking to attract and retain the best people.

We explore the key factors influencing job decisions in 2026 and why they matter more than ever.

Salary & Benefits - Still the #1 filter, looking for clarity on:

Salary range
Bonuses / incentives
Super, perks, allowances
Flexibility vs pay trade-offs

Flexibility & Work Arrangements - Especially post-pandemic:

Hybrid / remote options
Start & finish flexibility
4-day weeks / compressed hours
Real vs “policy-only” flexibility

Career Growth - A major motivator for movers, they want to know:

Is there progression?
Learning / development opportunities
Mentorship / leadership quality
Will I stagnate?

Company Culture - But also sceptical of buzzwords and try to decode:

Leadership style
Team dynamics
Workload expectations
Psychological safety
Turnover / stability

Job Security & Stability - Increasingly important, particularly with living expenses rising:

Company performance
Industry outlook
Recent restructures / layoffs
Contract vs permanent risk

Hiring Process - Job seekers are frustrated by the long winded and at times unnecessary long waiting periods in hiring processes:

Timelines
Number of interview stages
Feedback
Transparency & communication

Meaning & Alignment - More prominent with experienced professionals as they assess:

Purpose / impact
Values alignment
Interesting work
Autonomy

In today’s job market, career decisions are about far more than just a paycheck. Job seekers are looking for roles that align with their values, offer growth and provide flexibility, while also fitting into a positive workplace culture. For job seekers, understanding these priorities can guide smarter, more fulfilling choices. For employers, recognising what truly matters to talent is key to attracting, engaging, and retaining the right people. At the end of the day, the roles that succeed are the ones where both the individual and the organisation can thrive together.

Western Sydney’s Economic Transformation: The Airport Effect

Tue, 24 Feb 2026 13:00:27 GMT

Growth Corridor to Economic Powerhouse

For years Western Sydney has been known as Sydney’s growth corridor, and things are now shifting up a gear thanks to the Western Sydney International Airport opening in 2026 and the surrounding Aerotropolis. These projects aren’t just about new buildings and roads, they’re changing how businesses operate, where people work and what opportunities exist across the region.

A major boost for long-term growth - The Western Sydney International Airport isn’t just another airport. It’s a serious driver of economic growth through attracting investment, drawing in global businesses and creating thousands of jobs. With its 24-hour airport, connectivity for both local and international trade is about to improve dramatically.

The Aerotropolis taking shape - Around the airport, the Western Sydney Aerotropolis is emerging as a purpose-built hub for innovation and advanced industries. It’s already pulling in big investment across areas like:

Logistics & Supply Chain
Advanced Manufacturing
Technology & Digital Infrastructure
Defence & Aerospace
Life Sciences & Research
Data Centres

A logistics and distribution hotspot - Western Sydney has always had a strategic location, but now it’s becoming a logistics powerhouse. With direct air freight and better roads businesses are investing heavily in:

Automated warehouses
Smart supply chain systems
Last-mile delivery solutions
Advanced inventory tech

This growth is fuelling demand for talent across operations, procurement, warehousing, transport management and logistics tech.

Manufacturing gets smarter - Manufacturing in the region is also evolving fast. The Aerotropolis is attracting high-tech facilities focused on:

Robotics & automation
Precision engineering
Aerospace components
Medical devices
Sustainable technologies

These industries need skilled engineers, technicians, data specialists, quality managers and trained operators.

Tech opportunities closer to home - Technology isn’t just a CBD story anymore. Western Sydney is carving out its place as a digital innovation hub, supported by smart city planning and research partnerships. We’re seeing opportunities grow in:

Cybersecurity
Data analytics
AI & automation
Software development
Smart infrastructure

For organisations into Western Sydney, the transformation brings both upside and pressure. Opportunities include access to world-class infrastructure, closer links to global markets and competitive operating costs. Whilst challenges include tougher competition for skilled talent, changing skills needs and a greater focus on workplace planning and retention. Forward thinking employers are already focusing on employer branding, training and flexible workforce strategies.

For job seekers, doors are opening to career options that didn’t previously exist locally. High-quality roles across logistics, engineering, technology, project management and corporate services are growing closer to home.

Western Sydney is no longer just about housing growth, it’s becoming a major economic engine. The airport and Aerotropolis are reshaping industries, careers and the future of work in the region.

Read more about the development of the Western Sydney International Airport opening in 2026 here: https://www.wsiairport.com.au/

Sales in Construction Has Changed — It’s Not About “Winning Work” Anymore. It’s About Selling Certainty

Tue, 17 Feb 2026 13:00:50 GMT

Here’s what’s trending on the ground in terms of skills, behaviours and tactics that top performers are using.

The Rise of the Commercially Savvy BD Manager – Clients want BD people who sound like mini project directors, not sales reps. People who can understand their funding model, risk profile and programme pressures .

Relationship Building Has Shifted - Key relationship targets are now Development Managers, Asset Managers, Investor reps / capital partners, Architects & design consultants (early concept stage) and ESG / sustainability leads. BD is moving earlier in the project lifecycle, and the win often happens at the feasibility stage, concept design and funding approval stage. Top BD pros are embedded in industry events, property councils, consultant networks, not just chasing issued tenders.

Data-Led Selling Is a Major Differentiator – As clients are nervous about budget blowouts, delays and builder insolvencies, strong BD performers now sell using historical cost data, programme benchmarks, labour capacity forecasting and market intelligence.

Sustainability Is a Sales Conversation, Not Just Design - BD professionals who can talk about Green Star / NABERS impacts, embodied carbon energy efficiency ROI and long-term asset performance are getting more traction with institutional developers, government work and large commercial assets.

Preconstruction Involvement = Big Win Strategy - smart BD teams are pushing early contractor involvement, design input before pricing and buildability workshops, in order to reduce price shock, control risk and lock in a relationship advantage.

Labour & Capacity Are Now a Selling Point - Because of skills shortages, clients are looking for deliverability and BDs who are turning an industry problem into a competitive edge.

Personal Traits Employers Are Hiring For - This is what construction firms are prioritising in BD hires now:
Credibility with technical teams
Commercial acumen
Pursuing long term projects
Consultative style
Network depth in NSW property

If you’re hiring or exploring opportunities in Sales or Business Development across Western Sydney, contact our Specialist Recruiter, Ammi Wostear on 0488 810 211 to discuss how we can add value to you.

Connect with Ammi on Linkedin

Project Manager Hiring in Western Sydney Construction Is Tight and the Expectations Have Shifted

Wed, 11 Feb 2026 21:48:11 GMT

The demand for experienced Project Managers (PMs) across Western Sydney’s building and construction sector remains strong, but hiring has become far more selective.

It’s no longer just about programme management and keeping jobs on track. Here’s what employers are prioritising right now:

Mid–Senior Level Experience Is the Sweet Spot - Builders and developers want PMs who’ve delivered complex commercial, industrial, residential or infrastructure projects and can step straight into responsibility.

Commercial Awareness Is Critical – as margins are tight, employers want PMs who understand cost control, contract risk, variations and procurement pressures.

Leadership on Site Matters More Than Ever - PMs are expected to manage subcontractors, influence consultants, communicate clearly with clients and keep teams aligned under pressure. Soft skills are often the deciding factor between similar candidates.

Digital & Systems Knowledge Is Expected – Proficiency in project management software, digital reporting, BIM environments and data tracking is increasingly expected.

Risk & Compliance Knowledge = Proactiveness - Programme delays, labour shortages and supply chain issues mean employers value PMs who can identify risks early and manage them proactively.

Contract & Project-Based Hiring Is Common - Many businesses are bringing PMs in on contract for key project phases before offering permanent roles.

Western Sydney construction firms aren’t just hiring Project Managers; they’re hiring commercially minded leaders who can deliver certainty in a challenging market. Contact our Specialist Recruiter, Ammi Wostear on 0488 810 211 to discuss how we can add value to your team or your career.

Connect with Ammi on LinkedIn

Safety Recruitment in Western Sydney Is Changing — Here’s What Employers Are Really Hiring For

Thu, 05 Feb 2026 02:00:18 GMT

Modern safety professionals are being hired as business partners and risk advisors — not just compliance officers.

We’re seeing a clear shift in the WHS recruitment market across Western Sydney and it’s not just about having a Cert IV anymore. Safety roles remain a priority across construction, logistics, manufacturing, healthcare and local government… but hiring managers are being far more selective about who they bring in.

Here’s what’s standing out in today’s market:

Broader safety skill sets are winning - Roles are expanding beyond traditional WHS compliance into risk, wellbeing, psychosocial hazards and environmental responsibilities. Employers want safety professionals who can operate across multiple areas.

Practical experience > qualifications alone - Certifications matter, but hiring managers are looking for a hands-on operator, someone who can influence site teams, manage incidents and improve safety culture.

Psychosocial risk is now mainstream - Mental health, workplace behaviour and psychological safety are becoming core parts of WHS roles, particularly in advisor and senior position.

Communication skills are critical - The ability to deliver toolbox talks, run training, influence leaders and write clear reports is just as important as technical knowledge.

Data and systems knowledge are growing in importance - Employers value candidates who can analyse incident trends, use safety management systems and turn data into preventative action.

Senior-level safety talent is in demand - Strategic safety leaders who understand governance, due diligence and multi-site operations are highly sought after, especially in large or regulated environments.

Contract safety roles remain strong - Many organisations are using contractors for project phases, audits, or specialist safety initiatives before committing to permanent hires.

If you’re hiring or exploring opportunities in WHS across Western Sydney, the market is rewarding professionals who combine technical expertise with influence, adaptability and commercial awareness.

Contact our Specialist Recruiter, Ammi Wostear on 0488 810 211 to discuss how we can add value to your safety team.

Connect with Ammi on LinkedIn

Operations & Logistics Hiring Trends 2026: What’s Shaping the Year Ahead

Mon, 02 Feb 2026 21:00:07 GMT

The Operations & Supply Chain sector is entering 2026 with more change and more opportunity than ever.

The Operations & Supply Chain sector is entering 2026 with more change and more opportunity than ever. Demand for skilled professionals continues to surge as businesses work to build resilience, optimise processes, and strengthen end-to-end supply chain visibility.

Here are the trends already defining the year:

* Skills Shortages Intensify – Logistics Managers, Demand Planners, Procurement Specialists, and Inventory Controllers remain some of the hardest roles to fill. Technical capability + data literacy are now non-negotiable.

* Tech-Driven Supply Chains – Automation, forecasting tools, and real-time tracking are pushing employers to prioritise candidates with digital fluency.

* Resilience Over Speed – Companies are investing in stronger workforce planning to avoid disruptions—driving growth in temp, contract, and project-based roles.

* Warehouse Leadership Demand Spikes – Team Leaders, Supervisors, and Operations Managers are in high demand as facilities expand and shift towards leaner, more efficient models.

If you’re planning to hire across Operations, Logistics, Procurement, or Supply Chain this year, we can help you find the people who keep everything moving. To talk about building a workforce that’s ready for 2026 reach out to our Specialist Recruiter, Ash Sing on 0488 810 320.

Finance & Accounting Hiring Outlook for 2026

Wed, 28 Jan 2026 23:38:36 GMT

The Finance & Accounting employment market in Greater Western Sydney is heading into 2026 with strong momentum.

As businesses across the region continue to expand, digitise and strengthen financial governance, demand for skilled finance professionals is outpacing supply. From mid-tier commercial organisations to large national operations, hiring managers are moving earlier and faster to secure the right people.

What we’re seeing in the market:

* Demand remains high across core roles - Financial Accountants, Management Accountants, Payroll Specialists, Assistant Accountants, and Credit & AR professionals are among the most requested hires. Employers are particularly focused on candidates who can blend technical accuracy with commercial insight.

* Systems and data skills are now essential - ERP exposure (SAP, Oracle, MYOB Advanced, NetSuite, Dynamics) and strong Excel/data reporting capability are no longer “nice to have”, they’re expected. Candidates who can improve processes, reporting visibility, and automation are standing out.

* Hiring processes are speeding up - Top candidates are often off the market within 1–2 weeks. Delays in interview scheduling or decision-making are resulting in missed hires, especially for mid-level accounting and transactional finance roles.

* Salary expectations are stabilising, but competition is real - While the rapid salary spikes of previous years have eased, strong candidates still have options. Employers offering flexibility, career progression, and supportive leadership are securing talent faster than those competing on salary alone.

With continued business growth across Norwest, Parramatta, Blacktown, and surrounding hubs, more organisations are building local finance teams rather than relying on CBD-based functions. This is creating excellent opportunities for both employers and professionals seeking roles closer to home. Workforce planning is key in 2026. Proactive hiring strategies, clear role scopes and streamlined recruitment processes will be critical to attracting and securing high-performing finance professionals.

If you’re planning to hire this quarter or would like insight into salary benchmarks, candidate availability, or market conditions specific to your business, we’d be happy to help. Contact our Specialist Recruiters, Sebastian Westbury-Price for permanent roles on 0488 810 176 or Mae Alvar for temporary roles on 0488 810 266.

Workforce Management, Psychosocial Hazards & Leadership

Thu, 23 Oct 2025 00:44:46 GMT

The Pressures Shaping the Future of Work

Workforce restructures, rising mental health risks, shifting legal responsibilities, and heightened expectations are pushing executives, HR professionals, and operational leaders to their limits. We unpacked these pressures, looking closely at the impact of economic uncertainty on workforce management, the rise of psychosocial hazards, and the evolution of leadership expectations. Below, we share key insights that are shaping the future of work.

Challenge - Economic Uncertainty & Its Ripple Effects

Solutions:

Conduct regular scenario analyses to anticipate risks and opportunities.
Ensure legal, reputational, and cultural risks are assessed before implementing changes.
Clearly communicate business decisions and rationale to staff.
Encourage cross-functional collaboration to maintain performance and profitability even under uncertain economic conditions.

Challenge - The Rise of Psychosocial Hazards

Solutions :

Implement proactive mental health initiatives, resilience training, and regular wellbeing check-ins.
Define roles and responsibilities to avoid confusion and ensure accountability.
Train managers to recognise stress, burnout, and conflict early, and provide timely support to prevent escalation.
Offer flexibility in workloads, hours, or remote work options to help employees balance personal and professional demands.

Challenge - The Evolving Face of Leadership

Solutions :

Develop leaders’ emotional intelligence, cultural awareness, and communication skills.
Encourage leaders to model transparency, ethical decision-making, and accountability in all situations.
Promote participatory leadership, seeking input from diverse teams to build trust and alignment.
Ensure leaders consider both outcomes and employee wellbeing in decision-making.

Challenge - Workforce Restructures, Redundancies & Union Engagement

Solutions :

Communicate transparently, provide support for affected employees, and ensure fair and consistent processes.
Engage unions proactively to negotiate and manage change, maintaining workplace harmony.
Offer career coaching, retraining, and redeployment options to support staff through transitions.
Track wellbeing metrics post-restructure to address emerging psychosocial risks quickly.

Challenge - Legal Trends & New Frontiers

Solutions :

Regularly review changes in legislation, such as the Right to Disconnect, contractor regulations, and superannuation rules, to ensure timely adaptation.
Update organisational policies and train managers and employees to understand their rights and obligations.
Maintain access to legal expertise to navigate complex or emerging regulatory areas.
Educate staff on rights, responsibilities, and organisational procedures to reduce risk and improve adherence.

Bradfield City: Shaping the Future of Advanced Manufacturing and Supply Chain

Wed, 08 Oct 2025 03:05:24 GMT

Driving innovation, productivity and workforce growth in Western Sydney

Australia’s newest city, Bradfield, is rapidly taking shape in Western Sydney and is poised to become a leading hub for advanced manufacturing and logistics. Strategically located near the new Western Sydney International (Nancy-Bird Walton) Airport, Bradfield represents a cornerstone investment in the nation’s industrial and economic future.

At the centre of this transformation is the Advanced Manufacturing Readiness Facility (AMRF), a state-of-the-art initiative designed to help Australian businesses adopt new technologies, enhance production capabilities, and scale operations with efficiency and precision. The AMRF provides access to advanced equipment, technical expertise, and collaborative partnerships that accelerate innovation and commercial readiness.

A key example of this vision in action is OMRON, a global leader in industrial automation, which has partnered with the AMRF to drive advancements i n robotics, artificial intelligence, and smart manufacturing systems. This collaboration demonstrates the power of strategic partnerships in fostering innovation, improving productivity, and strengthening Australia’s position in the global manufacturing landscape.

Importantly, the AMRF and its industry partnerships are also delivering significant benefits for th e local workforce. The facility supports initiatives focused on training, reskilling, and upskilling professionals to meet the growing demand for expertise in advanced manufacturing technologies. These programs are creating a pipeline of skilled talent ready to contribute to a dynamic, technology-driven economy.

For supply chain and logistics professionals, th e rise of Bradfield City marks a pivotal shift. The adoption of advanced manufacturing methods will transform how goods are produced, moved, and distributed, l eading to greater integration, efficiency, and resilience across the supply chain. This evolution presents new opportunities for professionals across warehousing, distribution, and materials management.

As development progresses, Bradfield City stands as a powerful symbol of Australia’s commitment to innovation, sustainability, and economic diversification. It will play a central role in shaping the next generation of manufacturing and logistics, creating opportunities, driving growth, and reinforcing Australia’s global competitiveness for decades to come.

Read more about the development of Bradfield City here - https://www.nsw.gov.au/about-nsw/precinct-development/delivering-bradfield-city-centre

Leading Through Uncertainty

Wed, 23 Jul 2025 22:34:28 GMT

Workforce in Flux: Challenges in Economic Volatility, Psychosocial Risk and Evolving Legal Expectations

In a climate of growing economic unpredictability, today’s leaders are navigating an increasingly complex landscape. Workforce restructures, rising mental health risks, shifting legal responsibilities, and heightened expectations are pushing executives, HR professionals, and operational leaders to their limits.

In a recent thought-provoking session, we unpacked these pressures, looking closely at the impact of economic uncertainty on workforce management, the rise of psychosocial hazards, and the evolution of leadership expectations. Below, we share key insights that are shaping the future of work.

Economic Uncertainty & Its Ripple Effects - Across industries, organisations are being forced to make tough choices such as reducing headcount, consolidating operations and reassessing risk. These decisions carry legal, reputational, and cultural consequences that leaders must now navigate with greater care and foresight.

For Leaders accountable to boards and global HQs, they must:

Improve profitability and performance,
Protect confidential information and IP,
And comply with increasingly protective employment laws.

The Rise of Psychosocial Hazards - Economic pressure is fuelling psychosocial risks, workplace stress, burnout, conflict, and mistrust are rising. Employers are now expected not just to prevent physical harm, but to actively safeguard mental wellbeing.

Some of the most pressing psychosocial challenges include:

Stress from job insecurity and constant change,
Confusion over blurred boundaries of responsibility for mental health,
Claims of bullying, extended sick leave, and increased conflict,
Tensions between personal life issues and professional expectations.

HR Professionals Under Pressure - For HR leaders, the balancing act is more precarious than ever. With personal liability increasing, they must manage legal compliance, workforce strategy, and employee wellbeing, while also responding to executive and board expectations for fast-paced change.

Workforce Restructures, Redundancies & Union Engagement - With restructuring becoming more common, leaders must handle these changes with empathy and care, especially when mental health and morale are on the line.

The Evolving Face of Leadership - Expectations of leadership have changed. It’s no longer just about delivery, it’s about how delivery happens.

Modern leaders must now:

Demonstrate compassion alongside competence,
Communicate with transparency and cultural awareness,
Lead with integrity, even when navigating uncomfortable political or public pressures.

Legal Trends & New Frontiers - From the Right to Disconnect legislation to ongoing confusion around contractor status and superannuation, regulatory change is a major theme.

There’s no easy playbook for leadership in uncertain times. But one thing is clear: the future belongs to leaders that can adapt with empathy, manage risk with wisdom, and invest in resilience without losing sight of the human element. Workforce management is no longer just a compliance task, it’s a strategic, human challenge. And how we rise to meet it will define the next chapter of the modern workplace.

Finding Balance: Why Work-Life Harmony Matters More Than Ever

diane@norwestrecruitment.com.au (Diane Taylor) — Wed, 23 Jul 2025 06:46:06 GMT

Work-life balance isn’t a luxury, it’s a necessity

In today’s fast-paced world, the lines between work and personal life have never been blurrier. Technology has made us more connected and available than ever before. While this has brought many benefits, it has also created a culture where being constantly “switched on” is often mistaken for productivity.

But there’s growing recognition that work-life balance isn’t a luxury, it’s a necessity. It plays a crucial role not just in employee wellbeing, but also in organisational performance, retention, and long-term sustainability.

What is Work-Life Balance?

Work-life balance doesn’t mean an equal 50/50 split between work and personal life. Instead, it’s about having the flexibility and boundaries to manage responsibilities, pursue passions, and maintain wellbeing without burning out.

That might mean flexible start and finish times to accommodate school drop-offs. For others, it could mean being able to switch off emails after hours, or work remotely a few days a week. The point is that balance looks different for everyone.

Why Work-Life Balance Matters

1. Improves Mental Health - Constant stress, long hours and lack of downtime can take a toll on mental wellbeing. A healthy balance gives people time to rest, recharge, and maintain perspective, which leads to improved focus, emotional resilience and overall happiness.

2. Boosts Productivity and Performance - Contrary to popular belief, more hours don’t equal more output. Research shows that employees who enjoy a healthy work-life balance are more engaged, make fewer mistakes and are more innovative.

3. Enhances Retention and Loyalty - People want to work for companies that respect their time and value their lives outside of work. Employers that support work-life balance are more likely to retain top talent and build a culture of trust and loyalty.

4. Supports Inclusion and Flexibility - Work-life balance is key to creating equitable workplaces. Whether it’s supporting working parents, carers, or people with disabilities, flexible approaches make it easier for everyone to thrive.

How Employers Can Foster Work-Life Balance

Promote flexible work arrangements
Encourage breaks, holidays and downtime
Lead by example
Set realistic expectations around workloads and deadlines
Focus on outcomes, not hours

What You Can Do as an Individual

Define your boundaries, know when to log off and when to say no
Prioritise your wellbeing, including exercise, rest, hobbies and family
Communicate your needs with your employer as most workplaces are more flexible than you think
Check in with yourself regularly

Work-life balance is a foundational element of a healthy, sustainable career and workplace culture. When individuals feel empowered to manage their lives holistically, everyone benefits, employees are healthier and more fulfilled, and businesses perform better.

Human Resources Recruitment Outlook

diane@norwestrecruitment.com.au (Diane Taylor) — Wed, 18 Jun 2025 04:11:25 GMT

High Demand for HR Talent

As we progress through 2025, the human resource (HR) recruitment landscape in Australia is evolving rapidly. With businesses continuing to navigate economic uncertainty, workplace transformation, and shifting employee expectations, HR professionals are playing an increasingly strategic role in shaping the future of work.

High Demand for HR Talent

There is strong demand across the HR function, particularly for experienced professionals in areas such as employee relations, organisational development, learning and development, and leadership. Employers are seeking HR leaders who can manage change, support hybrid working models, and drive cultural and workforce transformation. As businesses grow or restructure, HR continues to be a critical enabler of long-term success.

Focus on Strategic and Business-Partnering Skills

Today’s HR professionals are expected to do more than manage people processes, they are key contributors to business strategy. As a result, candidates with strong business acumen, data-driven decision-making capabilities, and stakeholder management skills are in high demand. HR professionals who can align people strategies with commercial outcomes are particularly valued.

Rise in Interim and Contract Roles

There’s been a noticeable rise in contract and interim HR roles, driven by the need for agility and specialist expertise. Businesses undergoing mergers, restructures, or digital transformation projects are turning to contract HR talent to provide support on a short-to-medium-term basis. This trend has opened up more flexible opportunities for experienced HR professionals.

Skills-Based Hiring on the Rise

Across the board, there’s been a shift toward skills-based hiring rather than strictly focusing on formal qualifications or titles. Employers are increasingly open to candidates from diverse backgrounds if they bring transferable skills, agility, and a strong ability to adapt to changing environments.

Evolving Candidate Expectations

Jobseekers in the HR space are placing more importance on values-driven employers, meaningful work, and flexibility. Candidates are seeking roles that offer clear career development, autonomy, and a strong focus on employee well-being. Organisations that can offer flexible working, supportive cultures, and opportunities for growth are better positioned to attract top talent.

Technology’s Growing Influence

Technology continues to reshape the HR profession. From AI-powered recruitment tools to cloud-based HR systems, businesses are investing in tools that make people processes more efficient and data-driven. HR professionals with experience in HR tech implementation and people analytics are increasingly sought after.

The HR recruitment outlook in Australia is positive but competitive. Employers are facing candidate shortages in some areas, particularly for senior HR professionals and specialists. For HR jobseekers, the market presents exciting opportunities to step into strategic and influential roles. For businesses, attracting the right HR talent will require more than just a competitive salary, it demands a compelling employee value proposition and a clear commitment to people and culture.

Navigating EOFY Staffing Demands

diane@norwestrecruitment.com.au (Diane Taylor) — Thu, 05 Jun 2025 03:15:14 GMT

Why Businesses Need to Consider Temporary Staff

As the End of Financial Year (EOFY) approaches, businesses across Australia face a unique set of challenges. From budget finalisation and project delivery to annual reporting and workforce planning, it’s a time marked by high pressure, tight deadlines, and increased workload. One critical solution that helps businesses manage this busy period efficiently is the strategic use of temporary staff.

Why EOFY Is a Pressure Point for Businesses

The June 30 EOFY deadline is more than a date on the calendar, it signifies a time when businesses must:

Finalise and reconcile budgets
Complete projects tied to annual funding
Prepare for audits and financial reporting
Manage performance reviews and contracts
Plan and submit budgets for the upcoming financial year

These functions often coincide with regular annual leave periods, resulting in reduced internal capacity at the very time demand peaks. This is where temporary staffing becomes invaluable.

The Strategic Role of Temporary Staff

Temporary staff offer businesses immediate access to skilled professionals who can step in and contribute from day one. Here’s how they add value during EOFY:

1. Flexibility for Short-Term Surges

Whether it’s backfilling leave or supporting finance teams during reporting, temp workers provide vital stopgap solutions without long-term commitments.

2. Specialised Skills on Demand

EOFY tasks like budget reconciliations, project close-outs, and audit preparation often require specific skill sets. Recruiters can provide temps with experience in finance, procurement, engineering, compliance, and administration.

3. Ensuring Service Continuity

As it's business as usual, despite internal resource constraints, temporary staff ensure customer-facing roles like customer service and sales to continue seamlessly.

Popular Roles Recruited for at EOFY

Some of the most in-demand temporary roles around EOFY include:

Finance Officers and Accountants
Procurement and Contracts Officers
Project Managers and Engineers
Administrative Support and Executive Assistants
Human Resources and Payroll Specialists

Benefits of Partnering with a Specialist Recruiter

Businesses that work with specialist recruitment agencies gain access to pre-vetted talent pools, quicker turnaround times, and professionals with a solid understanding of in-demand roles. A good recruiter understands both the urgency and the compliance expectations that come with these appointments.

Planning Ahead for Next EOFY

While temporary staffing can be reactive, proactive planning can yield even better results. Businesses that identify peak period needs early and partner with recruiters in advance are more likely to secure high-calibre candidates—and maintain service excellence throughout the EOFY crunch.

Conclusion: A Smart Staffing Solution for a Demanding Season

EOFY is a critical period for businesses, and navigating it successfully often depends on having the right people in place at the right time. Temporary staff provide agility, expertise and capacity for businesses to stay on track. For HR managers and executives, engaging temporary talent is more than a stopgap, it's a strategic solution.

Growing Local, Staying Local And The Power of Local Partnerships

diane@norwestrecruitment.com.au (Diane Taylor) — Thu, 01 May 2025 06:20:57 GMT

Why Recruitment Agencies and Councils Make Powerful Partners in Building Local Talent.

In an era of rapid automation, artificial intelligence, and globalised job markets, there’s something enduring, and increasingly valuable about staying local. For local government areas (LGAs), the challenge of attracting and retaining skilled professionals is growing. Workforce shortages, shifting employee expectations, and the complexities of public sector recruitment make the task harder than ever. That’s where recruitment agencies with a strong local footprint step in, not just as service providers, but as strategic partners and brand ambassadors for councils.

The Power of Local Partnerships

When councils partner with local recruitment agencies, they’re not only tapping into a source of talent—they're investing in the economic and social fabric of their communities. Local agencies understand the nuances of the area: its values, workforce trends, and unique challenges. They know the industries, the schools, the commute times, and even the lifestyle factors that can make or break a hire. This insight creates a more targeted, effective recruitment process that AI alone simply can’t replicate.

Recruitment agencies become extensions of the council’s brand. They’re often the first point of contact for prospective candidates and are in a prime position to promote the council’s mission, values, and employee value proposition (EVP). Done well, this ambassadorial role helps shape perceptions and builds excitement about public sector careers.

Why Traditional Recruitment Still Wins

Despite advances in AI and automation, job-matching platforms, algorithm-driven screening, and templated job ads, there are still clear advantages to the human-led, relationship-based approach that local agencies offer:

Strategic Influence: A skilled recruiter can refine a job brief, shape a role to market realities, and offer advice that ensures better hiring outcomes. AI can analyse data, but it doesn’t negotiate job scope or align internal expectations.
Tailored Branding: Recruitment consultants can articulate council culture in a way that feels authentic and personal. They tailor the message to the candidate, not just the job description.
Negotiation and Relationship Building: Human recruiters build trust with candidates and clients alike. They can sense hesitation, respond empathetically, and mediate complex negotiations—something automation struggles to do well.
Localised Knowledge: Knowing which suburbs are talent-rich, which roles attract passive candidates, or how to frame relocation support, these insights only come from working within the local context day in and day out.

Best Practices for Council–Agency Collaboration

To maximise the value of recruitment partnerships, councils should:

Engage early: Involve agencies in workforce planning, not just vacancy filling.
Be transparent: Share your values, culture, and long-term goals.
Set clear expectations: Collaborate on job briefs, timelines, and communication protocols.
Invest in the relationship: Treat your recruitment partner as part of your team.

Looking Ahead: A Shared Vision for Local Growth

Ultimately, recruitment is more than just matching CVs to job specs. It’s about understanding people, purpose, and place. For councils striving to build stronger, more resilient communities, partnering with local recruitment agencies is a powerful way to ensure that talent stays local—and grows with the region.

By investing in these partnerships, councils champion not only better hiring outcomes, but a stronger and more connected community where local people can thrive in meaningful, purpose-driven roles.

Market Momentum in Finance and Accounting Recruitment: Q3 Wins and What to Expect in Q4

diane@norwestrecruitment.com.au (Diane Taylor) — Wed, 30 Apr 2025 23:52:43 GMT

As we move into the final quarter of the financial year, it’s a great time to reflect on the strong performance of Q3 and set our expectations for what’s shaping up to be a mixed but potentially high-impact Q4.

Q3 Recap: Confidence Returns to the Market

Q3 brought a welcome lift in hiring activity across the Finance and Accounting sectors. After a cautious start to the year, the slight reduction in interest rates played a key role in shifting sentiment. Businesses began to feel more confident about medium-term stability, which led to more decisive hiring behaviours and fewer delays in job briefs and approvals.

We saw consultants across the board experience one of their strongest quarters in recent memory. Temporary staffing saw particular growth as organisations looked for flexibility and speed, while permanent hiring regained traction in sectors like professional services, government, and infrastructure. There was a noticeable shift from “wait and see” to “let’s move now,” driven by greater clarity around inflation and business planning.

Candidate confidence also improved, with more professionals open to making career moves. This meant better quality shortlists, faster placements, and more positive outcomes for both clients and job seekers.

Q4 Outlook: A Short but Strategic Quarter

Q4, however, presents a different rhythm. April typically slows with school holidays, Easter, Anzac Day, and in 2025, the added complexity of a federal election. These factors can delay decision-making as teams pause for public holidays and political uncertainty.

That said, May and June are expected to be very active months, with end of financial year (EOFY) looming, many departments and businesses will be racing to finalise hires, onboard new team members, or complete project staffing before budgets reset. This creates a condensed but intense window of opportunity.

Our advice to clients is to act early . If you're planning to make hires before EOFY, now is the time to brief your recruitment partners and start shortlisting. Delaying until late May could mean missing out on the best talent or facing capacity constraints.

Finance & Accounting Talent Insights

diane@norwestrecruitment.com.au (Diane Taylor) — Mon, 14 Apr 2025 06:12:27 GMT

Tackling the Talent Crunch: Current Challenges in Finance & Accounting Recruitment in Australia (And How to Overcome Them)

As we move through 2025, Australia’s finance and accounting sector is facing a recruitment landscape that’s both promising and perplexing. Demand is high, salaries are competitive and firms are hiring, yet many are struggling to fill key roles. Why? Because the challenges in finance and accounting recruitment today are complex and evolving. In this blog, we’ll explore the key recruitment challenges facing the industry and more importantly, how employers and recruiters can overcome them.

Challenge 1: Shortage of Skilled Talent, Especially for Roles based in Multiple Locations

The problem: There’s a significant talent gap when it comes to professionals who not only understand traditional finance and accounting but also bring strategic, commercial, and tech-savvy skills to the table. Roles like Finance Business Partners, Financial Analysts with data analytics know-how, and CFOs with a digital edge are in hot demand and short supply.

How to overcome it:

Upskilling current teams : Encourage and invest in continued professional development, especially in areas like data analytics, ESG reporting, and strategic finance.
Widen the candidate pool : Look beyond traditional qualifications. Candidates with transferable skills from industries like IT, consulting, or operations often bring fresh perspectives.
Partner with education providers : Collaborate with universities and professional bodies to influence curricula and create talent pipelines early.

Challenge 2: Technology Transformation & Talent Mismatch

The problem: Automation, AI, and cloud-based platforms are transforming accounting roles but many professionals haven’t caught up. There’s a growing mismatch between the tech-forward roles companies need and the skills many applicants currently have.

How to overcome it:

Update job descriptions : Clearly define the new expectations around technology and tools, so candidates know what skills to develop.
Invest in onboarding and training : Rather than expecting tech-perfect hires, invest in rapid upskilling programs once candidates are on board.
Recruit for adaptability : Look for candidates who demonstrate agility and a willingness to learn even if they don’t tick every box today.

Challenge 3: Changing Candidate Expectations

The problem: Today’s finance professionals want more than just a good salary. They’re seeking purpose, flexibility, meaningful work, and a better work-life balance. Companies that haven’t adapted to this new mindset are struggling to attract top talent.

How to overcome it:

Offer flexible work : Flexible or remote roles are now standard expectations, especially in corporate finance and accounting.
Build a strong employer brand : Showcase your company culture, values, and growth opportunities on social media and career platforms.
Focus on purpose : Candidates want to feel that their work makes a difference. Be clear about how finance contributes to the broader mission of your organization.

Challenge 4: Regional & Economic Disparities

The problem: Australia’s finance talent isn’t evenly distributed. Some cities and regions have a surplus, while others are in a hiring drought. Add in economic uncertainties and varying state-level employment trends, and recruitment becomes even more complicated.

How to overcome it:

Tap into remote talent : Expand your search to include regional professionals who can work remotely. This not only widens your pool but also supports regional employment.
Offer relocation support : Incentivize top candidates to move for in-person roles with relocation assistance, housing support, or transitional flexibility.
Leverage government support : Explore regional hiring incentives and grants to support training and employment in under-served areas.

Challenge 5: Demand for Cybersecurity & Regulatory Expertise

The problem: Finance teams are increasingly expected to understand cybersecurity, privacy regulations, and digital risk. But very few professionals are trained in these areas, creating high demand for compliance-savvy accountants and auditors.

How to overcome it:

Cross-train finance teams : Offer internal training sessions in cybersecurity fundamentals and regulatory awareness.
Hire across disciplines : Recruit from IT and legal backgrounds for certain finance roles that demand compliance or data security knowledge.
Work with specialist recruiters : Use recruitment agencies with deep networks in both finance and cybersecurity to source the right talent.

The finance and accounting recruitment landscape in Australia is challenging but with every challenge comes an opportunity to adapt, rethink, and evolve. By focusing on flexibility, skills development, employer branding, and regional inclusivity, employers can turn the talent crunch into a strategic advantage. It’s no longer just about hiring the best, it’s about building the kind of environment where the best want to be.

Want help refining your recruitment strategy or building a future-ready finance team? Let's chat, the talent is out there, and with the right approach, you’ll find it.

Challenges in recruitment for the Construction, Supply Chain and Manufacturing sectors.

diane@norwestrecruitment.com.au (Diane Taylor) — Thu, 10 Apr 2025 04:24:20 GMT

Australia's construction, supply chain, and manufacturing sectors face several challenges impacting recruitment and workforce management. Key issues include:

1. Labour and Skills Shortages

Due to an aging population and a decline in apprentices, there’s a shortage of thousands of tradespeople in the construction sector. Manufacturers report significant difficulties in filling essential positions, particularly in digital technology operations, advanced machinery maintenance and quality control. This hampers production capacity and innovation. (source: https://pattens.com/insights/manufacturing-sector-of-australia-in-2025/)

2. Rising Costs

Rising labour and equipment costs, along with regulatory compliance has put a huge strain on project budgets and timelines. This has resulted in many construction companies folding or many unfinished developments. Increasing energy expenses has also forced companies to invest in in energy-efficient technologies and renewable energy sources. These factors have put added pressures on companies to reduce headcount to sustain budgets.

3. Regulatory and Compliance Pressures

New regulations, such as climate-related financial disclosures, require firms to adapt to stricter compliance measures. These changes now require the services of expert staff to ensure that they adhere to these regulations and are compliant.

4. Workforce Retention and Development

Attracting and retaining skilled workers is a significant challenge. The construction and manufacturing sectors need to invest in workforce development, including apprenticeships and training programs, to build a sustainable talent pipeline.

Solutions to addressing these recruitment challenges

Government-Industry Training Initiatives: Partner with TAFEs and universities to create industry-specific training programs.
Upskilling and Reskilling Programs: Invest in on-the-job training, digital literacy, and tech-focused certifications to modernise workforce capabilities.
Apprenticeship Incentives: Introduce financial and career incentives for young people entering trades, supported by mentorship from senior workers.
Workforce Planning & Cost Modelling: Use predictive analytics to optimise labour allocation and project staffing needs.
Structured Career Paths: Implement internal programs that clearly map career advancement opportunities.
Flexible Work Practices: Where possible, offer hybrid arrangements or flexible rosters to improve work-life balance.
Recognition & Wellbeing Initiatives: Launch programs that reward performance and support mental and physical health.
Employer Branding: Promote the company’s culture, values, and long-term career benefits to attract new talent and retain current staff.

Addressing these challenges requires a multifaceted approach, including strategic workforce planning, investment in training and development, enhanced supply chain management, and proactive engagement with regulatory changes. Collaboration between industry stakeholders and government bodies will be crucial to building a resilient and skilled workforce capable of meeting the demands of Australia's evolving construction, supply chain, and manufacturing sectors.

HUMAN RESOURCES (HR) CHALLENGES

diane@norwestrecruitment.com.au (Diane Taylor) — Wed, 09 Apr 2025 23:25:08 GMT

Australian Human Resources (HR) professionals are facing multiple challenges such as changing workforce demographics, AI and the ethical concerns and changes in compliance. Here are some of the challenges currently faced by HR teams:

1. Technological Transformation and AI Integration

The integration of Artificial Intelligence (AI) into HR processes is imminent. There’s no doubt that AI offers benefits such as automating repetitive tasks and enhancing data-driven decision-making, it also poses ethical concerns as well as assuring staff that they are still being valued.

2. Talent Acquisition and Retention

Amidst the current economic uncertainty, competition for skilled talent has intensified. This is compounded by employers also facing the challenge in attracting staff willing to work onsite or during extended hours. There is also the genuine concern that once the economy improves, workers will quit their jobs in search for easier working conditions, therefore stressing the requirement for effective retention strategies.

3. Navigating Regulatory Changes and Compliance

New regulations, such as penalties for underpayment, require HR professionals to enhance compliance measures. employers could face larger fines and potential jail time for deliberate underpayments, reinforcing the importance of accurate payroll practices.

4. Adapting to a Multigenerational Workforce

The workforce now spans five generations, including the emerging Gen Alpha. Managing this diversity involves understanding varying expectations and work styles. For instance, Gen Z employees often prefer remote work and flexibility, challenging traditional office-centric models.

(source: The Australian+1blog.workday.com+1 dailytelegraph+2ELMO Software+2news+2 news+1ELMO Software+1 )

5. Addressing Skills Shortages and Development Needs

Skills gaps remain a pressing issue, with 57% of recruiters citing them as a major cause of reduced productivity. Employers must invest in upskilling and reskilling initiatives to align workforce capabilities with evolving industry demands.

(source: Syncora+1The Guardian+1 LinkedIn+4blanchardaustralia.com.au+4people2people.com.au+4 )

6. Managing Employee Well-being and Engagement

Employee burnout, stress, and mental health issues are on the rise, exacerbated by economic uncertainties and remote work challenges. Promoting a supportive work culture, work-life balance and regular check-ins and support systems are vital in addressing these challenges and fostering a supportive work environment.

5 STAFFING CHALLENGES FOR CEOs

diane@norwestrecruitment.com.au (Diane Taylor) — Wed, 09 Apr 2025 23:00:55 GMT

CEOs today are facing several significant challenges when managing staff, here are some of the current concerns and potential strategies to overcome them:

1. Employee Well-being and Mental Health

Concern : Employee burnout, stress, and mental health issues are on the rise, exacerbated by economic uncertainties and remote work challenges. CEOs are concerned with the well-being of their staff and the impact on productivity, engagement and retention.
How to Overcome :
Promote a supportive work culture : Encourage open conversations about mental health and provide resources like counselling or wellness programs.
Work-life balance : Implement policies that allow employees to take time off when needed and respect boundaries between work and personal life, especially in hybrid or remote environments.
Regular check-ins and support systems : Leaders should check in with their teams more often to gauge their mental well-being and offer support where necessary.

2. Employee Engagement and Motivation

Concern : Many employees are disengaged, particularly when they don’t feel connected to the company's mission, or their work feels repetitive or unacknowledged.
How to Overcome :
Provide meaningful work : Ensure employees understand how their roles contribute to the company's overall mission and vision. When people see the impact of their work, they’re more motivated.
Recognise achievements : Regularly acknowledge and celebrate achievements—both big and small—through public recognition or performance rewards.
Encourage autonomy : Give employees more control over their tasks, allowing them to make decisions and take ownership of their projects.

3. Talent Retention and Recruitment

Concern : With high employee turnover rates, CEOs are struggling to retain top talent. Recruiting is also more competitive, with companies fighting for skilled professionals. Over a third (36%) express worries about labour market shifts, including a wave of retirements and a shortage of skilled replacements (according to Dynamic Business).
How to Overcome :
Offer career development opportunities : Employees want to see a clear path for growth. Providing training, mentorship, and development programs can boost retention.
Enhance company culture : A strong, inclusive, and positive company culture can make employees feel valued, reducing the likelihood they will leave. A large part of this is ensuring they are managed through great leadership.
Offer competitive benefits : Beyond salary, consider offering benefits like flexible work schedules, wellness programs, or personalized perks (childcare assistance, mental health days, etc.).

4. Managing Generational Diversity

Concern : Today’s workforce consists of multiple generations, each with different work styles, values, and expectations. CEOs need to navigate these differences to maintain a harmonious and productive environment.
How to Overcome :
Promote cross-generational collaboration : Encourage mentorship programs where younger employees can learn from more experienced ones, and vice versa. This helps bridge generational gaps and facilitates knowledge transfer.
Foster flexibility : Recognize that different generations may have different preferences in terms of work-life balance, work methods, and communication. Flexibility in how work is done can improve satisfaction across the board.

5. Succession Planning and Leadership Development

Concern : Many organisations struggle with identifying and preparing future leaders. Without a clear succession plan, CEOs risk losing talented leaders without having a solid strategy in place.
How to Overcome :
Create leadership development programs : Offer mentorship, training, and leadership opportunities to identify and nurture future leaders within the organization.
Build a talent pipeline : Ensure there is a clear plan for identifying high-potential employees and preparing them for leadership roles. Succession planning should be part of the company’s long-term strategy.

By addressing these concerns with clear strategies and a focus on employee engagement, development, and well-being, CEOs can create a more resilient and effective workforce. It requires flexibility, empathy, and a willingness to adapt to the evolving needs of both the business and its employees.

Fast Changing Post Covid Recruitment Market Q3 2021

Thu, 29 Aug 2024 06:54:45 GMT

It’s definitely a funny old market. On one hand I’ve got a friend with a sizeable retail business telling me his last ad for casual workers attracted over 900 responses and then I’ve seen people come to us after having chronically unfilled job vacancies in their business costing them an absolute fortune in lost customers and reputation. Granted the casual workers aren’t the skilled labour market we work in but I’m not sure anyone could have guessed this shifting job market 6 months ago.

So that means that skilled job seekers have choice. Not only are they a little gun shy at leaving the company that kept them through the tough times of Covid but they now have plenty of options. Their counterparts who were let go when Covid hit will also be wanting to make it into your shortlist. It’s going to take some due diligence to work out which one you want in your business. We all know the cost of a bad recruitment hire.

One hiring mistake I’ve seen a few times in the last month may be because some hiring managers aren’t aware of the changed market conditions and are feeling over confident. Maybe they think there’s 900 skilled professionals applying for every job. Four times this month I’ve heard of offers to candidates being less than the salary they were represented at. What??? One thing I’ve learned in life – don’t mess with people’s salaries. It’s very personal and it’s often attached to their status and ego. We all live to our salary capacity. There usually isn’t any wriggle room to drop. Don’t mess with it.

This is what happens next. You will not get another bite at that cherry. Don’t think for a minute you’ll be able to come up to meet their salary expectation once they’ve rejected your low-ball offer. It’s over. Very rarely have I seen job seekers accept the reduced salary offer. It’s a risky move. If they’re talking to another company you’ve lost them. Sometimes I’ve seen them decline and then accept the second higher offer. Sometimes. But here’s how that scenario plays out.

It’s can be even worse than the jobseeker declining. They accept it. They accept it with a bad taste in their mouth and then keep their eye on the market and feelers out with recruitment agencies. As soon as a Recruiter represents another role to them they’re gone – two months into starting in the new job. It’s disruptive, costly and time consuming. Back to square one for you.

So, recruitment 101 tip. Unless the job seeker doesn’t meet the job criteria and hasn’t got the right experience do not think this is a good time to save money. Don’t risk the best person in your shortlist going to your competitor.

Here’s to attracting and retaining the very best people in 2021.

Written by Erica Westbury, Managing Director of Norwest Recruitment.

24 Outstanding Women In Our Industry You Should Know About

Thu, 29 Aug 2024 06:51:43 GMT

We are so proud of our Managing Director Erica Westbury who was acknowledged this month by Ross Clennett a leading industry commentator and influencer as one of 24 Outstanding Women In Our Industry You Should Know About. Click here to read more

Everyone’s Talking About…CIO Journey Through Covid-19

Thu, 29 Aug 2024 06:46:57 GMT

I recently met up with Nayyar Ghaznavi, CIO for Rexel Australia, and asked him about his experience during the Covid19 crisis as it unfolded. The Rexel Group is Headquartered in Paris with around 28,000 staff globally, including around 1000 staff in Australia.

I’m sure in your position every day is different, but could you please take your mind back to February 2020. Can you tell me as the CIO at Rexel, what was top of mind for you?

[Nayyar Ghaznavi] Actually, in January there was already some apprehension about the impact of Covid19 based on what we were seeing particularly in Europe and North America. I was in Canada at the time for a conference and there was a lot of discussion within the team in Toronto about the impact Covid19 may have on all countries and what we could as IT Leaders to get ahead of the potential curve to support our business.

Around February, we as an executive team started to plan how we would respond to the rising tide of the pandemic. We knew there were going to be effects to our staff, our supply chain and the business as a whole. We knew we had to have plans in place in case it spread the way it did in the US and Europe and be as prepared as possible to meet the challenge this would pose.

From early March, the Executive Team was meeting daily, which really helped as the Government guidance was changing so fast and we kept adapting to those changes. Top of mind was “How do we ensure the health of our staff, our customers and our business?”

What projects were you working on and did you have goals you were looking to achieve in your team for 2020?

[Nayyar Ghaznavi] Our major deliverable was a new eCommerce platform which we believe is the best in the industry with its rich content and features and functions. We have seen a great boost in online sales as a result of the new platform which continues to grow month by month. We also had a few projects related to optimising our business, especially around back-office services that have reduced our cost to serve [customers].

At what point do you think you realised Covid-19 was going to impact Rexel and did you realise it was going to hit as badly as it did? Why?

[Nayyar Ghaznavi]. The Executive team have been focused on the health of our staff, customers and the health of our business, which was driving our key decisions under COVID-19. The plans we put in place buffered to some degree the impact of COVID-19 on the business, relative to the impact on the general economy.

I was having monthly meetings with our global CIO and kept him updated with messages in between those formal sessions on how we are ‘mobilising’ our staff to WFH.

How did it impact Rexel? What did it mean to your staff and products and services?

[Nayyar Ghaznavi] I’m really proud that as a business we haven’t had to make anyone redundant as a result of Covid19. There were impacts, the staff (including the Executive Team) were asked to reduce their working days per week for the long term health of the business. Our MD made sure there was very clear, regular and transparent communication throughout to all staff.

Front line staff, generally speaking, were still onsite as all our branches nationally still need to service the customer who walks through the door. We did see an increase in online sales as a result of COVID-19, but would expect all companies saw this as a result of the changes in the way customers interacted with their suppliers. We had Click & Collect from our branches, appropriate social distancing and sanitisation, all of that came into play.

Prior to Covid, was there a work-from-home (WFH) policy?

[Nayyar Ghaznavi] We have had WFH available to staff (role specific as some roles cannot WFH due to the nature of them) for a few years and the impact of COVID-19 saw that number explode, especially in relation to back-office support services.

By mid-March we had probably 90% of our staff from the Corporate office working remotely. Prior to Covid19 we had probably up to 40% of staff able to work remotely in some fashion but that was informally, I’d say about 10% were formally working from home (WFH) regularly before this.

One of the challenges was actually training on the technology used to WFH. We needed to make sure that not only does the technology suit each person’s needs, but they had a good grasp of how to maximise its use to be as effective offsite as they were onsite. Getting soft-phones set up for individuals isn’t too challenging but when you have a call-centre where you have to make sure that the incoming call assigns to someone in a queue, that took a bit more doing so they were some of the last to go remote about a week later.

How did your life at work change? An IT department became the centre of the universe for all business in lockdown. How was it for you?

[Nayyar Ghaznavi] At a personal level no change as I have more or less worked in our new office with our COVID-19 management plans in place for some months now. Most of our IT staff are used to remote work so was not really a transition issue for them and they are still 3 days in and 2 days offsite. We did see a large spike in requests to ensure we could have staff remote working in the Feb/Mar period but since then it’s been BAU for us.

What kind of impact have you seen from a systems, applications and hardware standpoint?

[Nayyar Ghaznavi] We had to purchase some additional laptops, cameras, headsets and WIFI dongles but no systems required to be changed as a result of COVID-19. Teams has been very important to our communications during this time but we have been a heavy TEAMS user base for over 18 months.

With hindsight what would you have done differently?

[Nayyar Ghaznavi] Kept a slightly higher level of buffer stock as some of these items became scarce in the market once everyone started the WFH process

Did you completely wipe out pre-existing goals for the year and pivot?

[Nayyar Ghaznavi] No, we have still delivered on the key objectives set out in the start of 2020, but did make decisions to push out some non-critical projects to 2021.

How did you manage remotely? What worked? What didn’t?

[Nayyar Ghaznavi] We have had TEAMS up and running for 18 months with every employee having a TEAMS account. We also have around 18 x 75” TV screens with TEAMS docks nationally so this made video conferencing very easy for our staff. We had some issues with softphones on our telephony system which took more time to fix than I would have liked but the Vendor has learned from this and subsequent requests were quite easy to handle.

Has the workplace changed forever? People are saying the pandemic has fast tracked zoom meetings and working from home by about 5 years. What do you think? Will we snap back to the way we worked and operated pre Covid?

[Nayyar Ghaznavi] I think it has changed. Old guard leadership globally are finally waking up to the fact that out of sight doesn’t mean you are not delivering outcomes. If anything, we found people more productive in some instances as there is now no travel time. If we don’t offer some form of WFH, we won’t retain or attract talent.

For future roles, would you consider candidates working completely remotely?

[Nayyar Ghaznavi] No. I am not a believer in 100% remote working as the human element of being together is not replaceable by technology. We need to find the right balance that works for both the individual and the business.

Who have been the heroes at your work during this time?

[Nayyar Ghaznavi] We have heroes every day going above and beyond the call of duty servicing our customers

What do you see as the short-term future now?

[Nayyar Ghaznavi] I don’t see much changing for the next 6-12 months, even if a vaccine is found as it will take time for confidence to flow through the economy. Having said that if we take the right precautions I do see the economy slighting improving from the 2H of 2021 as confidence picks up.

I hope getting to know Nayyar and Rexel was as interesting to you as it is to me.

In the meantime if you have any questions or need access to top talent from the ‘passive market’ that you won’t find on the job boards please get in touch – you can call me on 0422 297 274 or email ross@norwestrecruitment.com.au

About the author Ross Chandler: I manage the ERP, Tech and Digital Recruitment desk for Norwest Recruitment. I’m an Accredited Professional Recruiter with the RCSA (Recruitment, Consulting and Staffing Association of Australia and New Zealand) and a Tech Recruitment Certified Professional with Devskiller. To get in touch, call me on 0422 297 274 or email me ross@norwestrecruitment.com.au

Everyone’s Talking About…New Collar Jobs

Thu, 29 Aug 2024 06:41:57 GMT

Everyone’s talking about “New Collar” jobs and so they should. With the Australian unemployment rate the worst it’s been since 1994 it’s good to see there are hot pockets of positions that are understaffed and skilled people are still highly sought after. The differentiator between traditional “white collar” and “new collar” jobs is they generally don’t need a degree but are highly specialised and need specific skills. But it’s not just technical skill; the most sought after people are the ones that have developed the technical as well as the soft skills and they’ve often developed them through non traditional educational pathways. The term new collar was originated by IBM’s CEO Ginni Rometty.

Typically new collar roles are found in the technology space but can also be in mortgage and the health industry too. Listed below are some of the roles currently in high demand.

Anything in AI
Applications Developer
Systems Administrator
Data Centre Technician
Software Engineer
Project Manager
Technical Support Representative
Security Analyst
Computer Support Specialist
Web Developer
.NET Developer
Field Service Engineer
Physical Therapy Assistant
Medical Assistant
Cable Installation Technician
Cyber Security or Privacy Specialists
In manufacturing – anyone in Robotics
Service Delivery Analyst
Pharmacy Technicians
Ultra Sound Technicians

These careers should have an ongoing need because companies of all kinds are increasingly reliant on online tools and data.

The skills and keywords that appear most frequently include JavaScript, HTML, “troubleshooting” and “customer service” in ads for these roles. This is important to note because skills, not education level are what define these careers.

We’ve had so much bad press around youth unemployment during Covid and for years our young people have been encouraged into university pathways. It’s nice to see skillset, work ethic and work experience rather than formal education defining these high growth careers. At the end of the day, that’s what makes someone hirable: being able to produce high-quality product.

Written by Erica Westbury Managing Director at Norwest Recruitment & Southwest Recruitment.

What Western Sydney’s Largest Employer Is Doing To Help Our Region’s Economy…

Thu, 29 Aug 2024 06:38:24 GMT

What Western Sydney’s largest employer is doing to help our region’s economy…

As Western Sydney University is the largest employer in our region responsible for 5,000 jobs, it was positive news to hear they haven’t had to let anyone go through Covid-19. They are in overdrive working on schemes and solutions to ensure they can continue to retain all their staff.

I was fortunate enough to have some time with the Director of Employability and Graduate Success at Western Sydney University, Christopher Youness who shared some of the brilliant initiatives facilitating introductions between graduates and Employers – most of which are Western Sydney based businesses.

Some initiatives include the Western Sydney University CareerHub job board and the Job Match tool that connects Australia’s leading employers to students and graduates. 70% of 5,000 jobs advertised are in the Western Sydney region.

Another industry focused engagement strategy is the Western Paddl Games event series, that provides learning and networking platforms for students and grads with industry leaders and future employers in our region.

We all know how important it is to attract the best talent for companies to flourish. Keeping our best grads employed in companies in Western Sydney will have a direct impact on the success of those businesses and our region.

Christopher Youness says, ‘Western Sydney University is showcasing the region for what it is – the 3rd largest economy in Australia, a powerhouse in development and growth. It’s important for us to keep our emerging talent in Western Sydney, as well as attracting employees from other parts of NSW to our region’.

“A key driver for creating jobs is to up-skill and educate the region for the future by providing incentives for people to choose education and training pathways that ensure they are readily employable in key growth industries.” said Danny Rezek , Partner, Deloitte Private.

WSU is a key stakeholder in shaping Western Sydney’s future and not just as our region’s largest employer. Recent announcements for University fees to be overhauled to encourage degrees into job growth areas will in turn increase graduates employability.

Education Minister Dan Tehan says, ‘the changes will incentivise study for the jobs of the future.’

‘We are facing the biggest employment challenge since the Great Depression,’ Mr Tehan said. “And the biggest impact will be felt by young Australians. They are relying on us to give them the opportunity to succeed in the jobs of the future.’

Through COVID-19, Chris says, ‘we are helping students realise and adjust to the current climate and supporting students from hospitality retail and food into areas like disability care, nursing assistant and counselling fields.’

As part of WSU Covid recovery efforts, ‘we are helping students move into industries that are thriving but also addressing the support needed for industries in turmoil.’ Chris says.

Through this health crisis their support was ready to go with the University fast tracking degrees for medical students to be deployed as medical interns. In addition, supporting Western Sydney hospitals with nursing students being deployed through their Nursing School of delivery.

WSU is also offering a range of short courses , to assist people who may be out of work as a result of COVID-19 in acquiring new skills or retraining for new careers. Certainly a path we are referring job seekers to explore.

As a Western Sydney advocate and WSU alumni myself, it was a privilege to have the opportunity to connect with Chris and showcase just how significant an impact the institution is having on Western Sydney’s future job creation. 2020 has surely raised questions around our thriving regions economy, but it’s clear we can rely on WSU to have some answers.

Written by Nicole Sisinni Relationship Manager at Norwest Recruitment & Southwest Recruitment.

Is Working From Home Here To Stay?

Thu, 29 Aug 2024 06:35:44 GMT

In speaking with my HR network, it’s apparent that this health crisis has forced the hand of many employers to roll out WFH arrangements which for some has been for so long resisted.

It’s no surprise that forward thinking employers of choice have adopted these flexible work practices for some time now. Why has it taken a pandemic for us to benchmark them?

This new normal will certainly require a shift in culture for the more traditional employers. Jan Jackson HR Professional says, ‘my challenge was to encourage business owners to manage differently – not to focus on when people were in the office or at their desks, rather to focus on what they were expected to deliver. Hopefully we will see more of that mind-shift in others. People had to make it work now and it seems to have delivered results. So, with better planning the outcome would be even better.’

Let’s look at how forced lockdown has helped shine a light on some of the benefits of a remote workforce.

Less travel and expenses – more disposable income for employees and less overheads for employers
Increased safety, removing the risks from travelling with a positive impact on the environment
Less spread of Flu through the office in-turn less sick leave
Increased productivity away from office distractions
Widening the talent pool by opening job opportunities to regional candidates
Technology being used to its full potential with automation driving business efficiency
Increased engagement and connectivity globally

Here’s what some of my HR network had to say;

Juliane Scuteri – Coordinator Payroll & Talent Management at City of Canterbury Bankstown said, ‘WFH gives the ability to engage with talent remotely as you can work from anywhere in Australia and still be part of the team. I think it has opened the eyes in Local Government of moving to more automation and allowing employees to work remotely with better work-life balance, enabling staff members to live a healthier lifestyle with more flexibility to work around family.’

Sarah Taylor Employee Experience Specialist at Penrith City Council said, ‘I think flexibility will be front of mind for job seekers and employers. I think resilience and adaptability will be important skills that we will look for and continue to develop in our people, as well as independent decision making.’

Amanda Rice Talent Sourcing Manager APAC at James Hardie Building Products, ‘Businesses will be looking at skill gaps in their teams and upskilling their employees and investing in systems and software to drive automation and to drive self sufficiency on the other side of COVID-19. HR is driving engagement like they never have before looking at new ways with the use of tools such as Microsoft Teams, Zoom and Webex to assist with team cohesion and the feeling of togetherness across the business globally.’

‘I believe the landscape of a traditional office will have changed forever. For many businesses, the excuse that you need to be in the office to get the job done has been completely eroded in the current environment. This will open up the location bases for where roles are sourced (country or even world wide rather than restricted to a certain city) and how teams interact into the future.’ Said Susannah Mclean HR Professional, Snowy Hydro Limited.

HR professionals are certainly at the front line creating this new landscape and they all seem to be chanting the benefits.

The practice of recruitment will change dramatically when we are looking at a remote workforce. This means our candidate pool widening across regions, less travel time opens up flexibility of working hours, removing travel costs from salary negotiations. With so many employers now on the WFH bandwagon, I wonder how companies that don’t follow the trend will compete for top talent? In particular if WFH becomes the expectation in the marketplace.

I’m keen to see how this new workforce will look by 2021. We have entered new territory and what we thought were temporary adjustments now appear to be how we do business from now on. The term business as usual seems to be one of the casualties of Covid-19 and I’m jumping on team new normal. If this is being defined as a safer, happier, healthier, more efficient and productive workforce, perhaps this is what they call the silver lining.

#wfh #newnorm #lovewhereyouwork #workfromanywhere

What’s Keeping Business Owners Up At Night?

Wed, 28 Aug 2024 10:50:49 GMT

Is retaining your intellectual capital just as important as retaining your financial capital? Could it hit your bottom line just as hard?

After speaking with business owners, the common theme beyond the obvious financial concern is retaining their staff when this is all over. After a recent survey of our 65,000 local candidates, there is reason for concern.

We know that replacing an employee could cost between 50% to 150% of their annual salary.

It is paramount to keep the business afloat financially but what happens when business is back to normal or best-case ramps up and you haven’t managed to keep your workforce afloat?

Here’s what we found;

75% of employees will be looking for another opportunity once this is all over
25% of employees feel poorly managed by their leadership teams through Covid-19
32% of employees said their employer has handled the Covid-19 response as average

In total 57% of us feel our employers have been average or poor while handling Covid-19.

Sure, stress levels have spiked and we understand these are unusual circumstances. All this being said, it doesn’t change the result or the flow on impact for your business.

I should note that 15% responded with “excellent” and 28% said “good.” Congratulations to those employers.

Are you comfortable with which employer you fall under?

This data has certainly made me consider what our Western Sydney job market might look like after all of this. I imagine, 2021 will have some major new year’s resolutions acted out. There certainly is plenty of reflection time for employees.

How do you think the recovery phase will go without your best staff on hand?

We Love To Hustle

Wed, 28 Aug 2024 09:55:44 GMT

Well it was only about 4 weeks ago that we surveyed employees of Western Sydney because we became interested in a trend we were seeing in interviews that more and more people had “side hustles” …

We were fascinated by the results and we discovered back in those days (:-) ha ha). The main reason back in the day was all about fulfilment and personal development. We wrote a blog about it and when I reviewed it today my initial response was it was a bit irrelevant now but hey, iso won’t last forever and secondly whilst some of these positions don’t even exist some are just slightly adapted – think – my yoga instructor is still teaching us but she’s using zoom. I also thought it might give you food for thought as far as extra income or utilising the short courses the universities are offering up. Maybe you’ll come out of iso trained up with a new side hustle.

So, this is what we learnt about our people in Western Sydney a few weeks ago…

We interview over 100 job seekers a week and we’ve come across some very interesting entrepreneurs. We’ve met with Accountants who have limo businesses, a Digital Marketing Manager that makes bespoke furniture, an Executive Assistant/Interior Designer. We’ve had Recruitment Consultant/Bakers, Operations Managers/Wedding Singers, Financial Controllers/Studio Musicians.

More and more Australian’s are looking for a side hustle, whether it’s for personal fulfillment or satisfaction or to make some extra income. A recent report by NBN found that 80 percent of Australian’s are currently looking for fulfilment outside of work and that one in three of us admit to having made money over the internet.

multi-tasking, freelance and fatherhood concept – working father with baby daughter and laptop computer at home office

We recently conducted a survey of our 65,000 job seekers and here’s what we found; Generation X were our biggest respondents with a side hustle at 35%, followed closely by Generation Y at 30%. No surprise here, although our lowest respondents with a side hustle were millennials at 19%. This could very likely be due to studying, part time positions and not identifying their additional job/s as side hustles but their main source of income.

Our biggest respondents were in Customer Service, Accounting followed closely by Digital and Tech.

We picked up a few ideas for side hustles ourselves; retail managers, basketball coaching, baking, digital marketing, cake decorating, and even a karaoke host, who doesn’t love a bit of karaoke, right?

Our Accountant side hustles were an interesting mix of; fire fighters, volunteer work and business consultants followed by birthday decorators, what a fun side hustle!

Paula Brought an organisational psychologist from Griffith University said side hustles are, ‘to do with people wanting more in their life.’

Due to the internet, smartphones, ecommerce, peer-to-peer business models we are living in an age filled with opportunities.

I suspect side hustles are here to stay despite or even because of isolation.

Everyone’s Talking About…Cyber Security

Wed, 28 Aug 2024 09:53:08 GMT

We’ve seen a lot in the news surrounding cyber security recently especially during the massive shift to work from home during the Covid19 pandemic. You may remember there have been questions surrounding Zoom’s ability to provide a safe platform – so much so that Dropbox focused on it during its Hackathon last year.

There are many reports on the skills gap within the Cyber Security space in Australia and around the world and I’m often asked by candidates what path they should take to get into the industry so I’d like to share the path of one of the experts.

Before the lockdowns, I met up with Hemi Gur-Ary – Co-founder and CTO of Vata a DevSecOps boutique consultancy and Partner at Polarys a Cyber Security advisory consultancy. We discussed his path to become a Cyber Security expert, certifications and the skills and attitude necessary to be successful in the industry.

RC: If movies have shown us anything it’s that we love an origin story. How did you get to where you are today in cyber security?

HG: It’s a career-long endeavour. I started working when I was 15. In Israel it’s more common for people to finish high school but I dropped out doing this hacker thing. I didn’t like the traditional school system. I did my school degree and later, when I was 26, a formal economics degree.

I was working in banking to provide for myself. I was an online banker at one of the medium sized banks in Israel. I was with the technical team in support. We also did sales and all the online banking and trading, but it was more and more technical and later I was advanced into a junior cyber security role. I joined a team of two people and within two years I was managing ten.

RC: That’s explosive growth…

HG: Yeah, that’s what we’re talking about when we talk about the skills-gap. A lot of people inside cyber security don’t really understand how it works in banks, and how things have changed over the years. In Israel ten years ago, there was a tenth of the number of the workforce we have now in security architects and technicians in banks.

So, my background since 2010 has been in security architecture and management. After my roles in the banks, I did some Security Architect contracts and then started Vata and later Polarys with my friend Mike Partush. We are now one of the best at understanding application security problems, because that is what we used to do when we worked at our previous corporations.

RC: Were you always interested in technology? Was it part of your life growing up as well?

HG: Yes, I was using it since the age of eight. I was programming websites for money at the age of 17 so was kind of familiar with technologies. I wouldn’t say I was involved in anything fishy, but I did know what hackers did and how they do it. The biggest thing we wanted as teenagers, was a robot to keep our chatroom open for us. Because if there’s nobody there when you go to sleep, it’s empty. It’s like the trade name of your group and people can take it over. It took us out of treehouses and into the virtual world. It still happens in Facebook and places like that where administrators kick each other off for certain reasons, but we’re not twelve anymore.

I was understanding how you can take people off the internet, but I was really interested in economy and was sure I wanted to do economics. The role just fell on me. Today it’s a little bit harder to get into the cyber security space, but there are a lot of people from different backgrounds because cyber space is remarkably diverse.

We now work on different kinds of application security which is a subset of cyber security and it becomes more and more specialised because there are so many challenges.

Businessman on blurred background protecting his datas with digital security hologram 3D rendering

RC: What are your thoughts on certifications in Cyber Security?

HG: I’ve been professionally certified since 2009 as a security expert, Certified Information Systems Security Professional ( CISSP ). So, when you want to work for the Federal Government in the States, and you want a manager role in cyber security you need either CISSP , CISA , or CISA .

It’s funny. Some of the more technical guys, more non-conformative people would say, “Who needs the certification? You just know that you are the best.” I think in Australia people appreciate the tradies a lot of times and people who are underground doing the work. So, there are sides to both.

When I was beginning, everybody wanted to be the Chief Information Security Officer. I really wanted to do an MBA, but I don’t want to do it anymore, I invested my resources differently. Different titles have no appeal for me now, you know, I have my freedom and I have become an independent business owner.

RC: What do you look for in a candidate or someone wanting to get into the industry?

HG: Before you spend any money on courses, or anything, start working on it yourself. There are so many apps and groups around Australia. Melbourne is a little bit livelier than Sydney, but there are so many places you can learn how to program and do cyber security for free. There are many communities. I wanted to be more available for one-on-one mentoring but it’s impossible at this moment but there are certainly people who are. You can use LinkedIn to match up with mentors.
I’ve had two mentors who made a big impact on my career, [but] it’s mostly self-driven.

Passion is a little bit overused and hard to measure. But it’s definitely a passion for the role and alignment of the goals of the role that I look for. A lot of people can be passionate for information security, but not passionate for the role that they’re currently working in, or they only see it as a step to their career.

And so I look for passion for the role and passion for the profession, it must come together. Cyber security is one of the fastest paced technological roles out there and there are a lot of technological roles. In security everything changes around you all the time.

Previously in application security, your company might have worked on one programming language, let’s say JAVA, worked on one specific type of server with one specific framework, but it doesn’t happen like this anymore. Now everything has changed. We give a lot of freedom to our employees to match and choose the different solution stacks.

We also want to have mobile phones with digital information. You might have a mobile app, and somebody develops something else right now, and suddenly you need application security for your company. Or the strategy of the company can change and revolve around you and you can be in the same role and suddenly learn a bunch of new things. You need to be able to adapt quickly.

RC: What else do you attribute to yours and Mike’s success?

HG: We are collaborators. We don’t mind talking to anyone and we appreciate everyone’s opinion and understand everyone has value to add. We civilly discuss it. We look at the benefits of the organization. We innovate. We are highly technical, and we are highly strategic. In Israel, everyone is militarily trained right? So, there’s a little bit of military training in us. Also, there’s the previous work we did and the economics degrees that we both have. Lastly, again, the passion.

I hope getting to know Hemi and his career path in Cyber Security was as interesting to you as it is to me. Hemi and I also spoke about some of the challenges that are facing todays CIOs and CTOs and I’ll cover that in a separate article. In the meantime if you have any questions or need access to top talent from the ‘passive market’ that you won’t find on the job boards please get in touch – you can call me on 0422 297 274 or email ross@norwestrecruitment.com.au

About the author Ross Chandler: I manage the ERP, Tech and Digital Recruitment desk for Norwest Recruitment. I’m an Accredited Professional Recruiter with the RCSA (Recruitment, Consulting and Staffing Association of Australia and New Zealand) and a Tech Recruitment Certified Professional with Devskiller. To get in touch, call me on 0422 297 274 or email me ross@norwestrecruitment.com.au

Sydney’s Most Influential People

Wed, 28 Aug 2024 09:39:43 GMT

I feel pretty privileged to be spending a few hours with Fay Calderone one of Western Sydney’s most influential employment lawyers. Over the past 10 years Fay has become someone with a growing profile in the area and is a name on many people’s lips.

Fay Calderone is a partner in the Employment & Workplace Relations team at Hall & Wilcox and has been acting for employers for 20 years. She presents at major industry conferences, publishes articles and provides media commentary with a progressive approach to workplace issues including the elimination of workplace discrimination, bullying and sexual harassment. Fay’s influence extends to boardrooms and C-suites of multinationals and large Australian employers through her delivery of workshops on these issues.

Fay received a high commendation in the NSW Women Lawyers Achievement Awards as Private Practice Lawyer of the Year 2019 and was recognised for Labour & Employment Law – Sydney in The Best Lawyers in Australia and AsiaPacific Legal 500 (2019 and 2020 editions). She has also been a finalist for the Lawyers Weekly Partner of the Year in Workplace Relations for 2017 and 2019. Last year Fay was a finalist with a High Commendation for Women Lawyer of the Year. It was a huge category (go women lawyers!) a highly compeititve space. Fay has only recently entered her 40’s and is a partner at Hall Wilcox and has worked hard to achieve the success she has.

As we sit talking it strikes me that Fay is actually becoming typical of a growing profile of what the Big 4 Accounting firms and other publicly listed companies have identified as the future leaders in the workforce. Rather than their historic hunting grounds for graduates and staff coming from Ivy league North Shore schools and universities, their entire recruitment strategy is looking at 2nd generation immigrants from Western Suburbs graduates from our local univerisites – the “grafters” as one Global HR Director told me. They’re looking for the kids studying whilst helping out their parents by working in their parents shops. Fay’s parents had a local bakery.

Fay grew up in Sydney’s West attending St Clair Public then High School where she graduated as dux. She was the second year through Western Sydney University Law which she combined with a Bachelor of Commerce in Human Resources and Industrial Relations which was a unique offering. At the time UWS was not recognised internationally and she took some chances and a financial hit working as a law Clerk rather than take a cushy job working part time in the HR department of another university she had already secured.

In her work today, Fay is definitely a “grafter” and leaves no stone unturned when it comes to servicing her clients and being available for them. Reputation is everything to her and I have heard too many stories from company heads that will sing her praises to think it’s not authentically driven.

Over lunch we talked about her passion for Sydney’s West and the growth she sees coming. I ask Fay about the workplace – Are we competitive with the city? Why wouldn’t a company set up out here? What needs to happen in the workplace? As an Employment Lawyer what has she learnt about the future workforce here?

“The trend now is to bring your true self to work. It’s well researched that authenticity is what the millennials are looking for. It’s not work life balance they are seeking, it’s about work life integration – seamlessly going from home life to work life.”

“I see that’s more possible in the western Sydney. Workplaces in the west seem to be more culturally sensitive, to be more flexible and to have longer tenure and loyalty. What that means is that bringing your authentic self to work is far more achievable. Western Sydney will offer this to the new generation. It’s not going to be a “nice to have” it’ll become a “must have.” A funny example of that is that companies in Western Sydney have always done ‘dress for the day’ yet it’s now becoming a ‘thing’ in the city.”

“Wellbeing and mental health are now regularly discussed in company board rooms. Imagine not having to travel two hours a day, freeing up employees time to exercise, spend time with children, cook a healthy meals instead of picking up takeaway again. This is not just important for working mothers. I’ve recently been reading Madonna King’s work about the father/daughter dynamic and how important that interaction is within the family. All of these things impact the wellbeing of the family unit.”

That of course is if we’re talking about local people working locally. Can residents outside of the area be attracted to come here to work?

“Of course! The new aerotropolis, the Science Park, the incubators in Macquarie Park and Penrith, the medical precincts will all give people opportunities they won’t get elsewhere. These opportunities combined with housing affordability challenges in the inner city is making Western Sydney increasingly more attractive proposition. Parramatta council is positioning themselves as the next CBD. They already have the Big 4, Government departments the new stadium, sporting teams. They’ve also become good at engaging with their communities as have sporting teams like Western Sydney Wanderers and Parramatta Eels.”

“Connectivity is helping companies move out West. We are connected to devices and work for so much longer – we don’t need that two hour commute on top of it or the big city rent bill.”

So what needs to be done to help with this?

“I think there’s a concern about infrastructure but we’re working on it.”

There’s still a brain drain of young people moving to and working in the city though isn’t there?

“There’s a perception issue. There needs to be attraction and engagement of the next generation with the arts, café culture, entertainment and the social scene. That still remains a challenge. We need to engage the new workforce and they need to know they can have a life where they live and work. Councils and government need to step up in the arts, culture and entertainment for everyone.”

“Theres’ groundbreakingly low interest rates which will help housing affordability and will eventually push out boundaries. Sydney house prices aren’t entry level to grads. In Parramatta you can get an affordable 2 bedroom unit. There’ll be a trend for young people to move to where they can afford and more comfortably integrate their work and home life. This will increase the pool of talent. Businesses as they move to Western Sydney are banking on that.”

Seek are quoting job ad numbers are highest since the Covid-19 pandemic and we’re definitely feeling it at Norwest Recruitment. Not all companies are thriving of course and my heart goes out to those but many are and recruitment plans for our clients in Western Sydney are pedal to the metal. So that means that skilled job seekers have choice. Not only are they a little gun shy at leaving the company that kept them through the tough times of Covid but they now have plenty of options. Their counterparts who were let go when Covid hit will also be wanting to make it into your shortlist. It’s going to take some due diligence to work out which one you want in your business. We all know the cost of a bad recruitment hire.

Here’s to attracting and retaining the very best people in 2021.

Written by Erica Westbury, Managing Director of Norwest Recruitment.

Everyone’s Talking About…Working At ResMed

Wed, 28 Aug 2024 09:22:52 GMT

We’ve been interviewing job seekers in the Norwest Business Park for 17 years and I’ve lost count of the number of people who show an interest in working for ResMed or Woolworths. They both have an impressive presence in Norwest, but they remain a bit of an enigma. What goes on in there? It’s like driving past the largest house in your suburb and wondering who lives there and what they do.

I spent a couple of hours with the Head of Global Talent and although we’ve recruited for ResMed for many years, I learnt a lot and came away incredibly inspired. I get it! I want to work there too!

I think we all know the Australian success story of how ResMed started, but here’s a snapshot.

Just over 30 years ago, Professor Colin Sullivan and colleagues at University of Sydney developed nasal continuous positive airway pressure, the first successful non-invasive treatment for obstructive sleep apnea. He approached Baxter Healthcare. They helped to explore it but decided sleep apnea wasn’t a market they wanted to invest in further. Dr Peter Farrell was an employee of Baxter at the time and he saw the commercial potential and purchased the sleep technology from them. Peter founded ResMed (short for respiratory medicine) in 1989 and its now a global, publicly listed organisation employing 7,000 staff in 120 countries; it’s annual turnover is $7 billion and current share price at time of writing is $152.25 USD. Clearly. he was on to something. Today, Peter is still very hands on and his son Mick is the CEO.

ResMed’s Global Headquarters is at Bella Vista on a 12 hectare site. For anyone that hasn’t been inside (the security is very high) it’s a little like a new university campus, or an exclusive resort. The grounds were designed as an ‘ideas stream’; a continuous body of cascading pools and waterfalls. The driveway winds past beautifully landscaped gardens towards the office buildings. The Reception area is like a hotel lobby with impressive artwork and a huge open plan foyer. There are awards lined up and everyone’s greeted by a warm Receptionist who’s been welcoming visitors to ResMed since they opened their doors.

We started to chat in their lovely café on the ground floor and I asked the question, “So, why do people like working here? Why do you think it’s such an attractive place to work?”

“We’ve just done some work on our employee value proposition and our Net Promoter Score is really high. We are people helping people. Our purpose is to keep people at home and out of hospitals. And, we’re doing really cool things! We’re all about designing. Right now, we’re working on some really cool partnerships and awe inducing tech, we are changing the healthcare landscape. Our mission is to change 20 million lives by 2020.” She said.

“When you work at ResMed, what you do has impact. We have created this industry. That feels really good. And we’ve got far more exciting things happening in the future. The culture here is incredible. We’re given true autonomy to act and make decisions. I personally think that’s so unique in the workplace. That’s why the engagement survey is so high – people are given responsibility and we aren’t making bottle tops for a living. Staff are very motivated and have a purpose. We ask people to have imagination and build the job they want. Everyone has that licence.” Katie continued.

“We want people to be free to be themselves – we’ve recently started an initiative to dress for your day. We want inclusion and diversity; we know what same/same people bring – same/same results. We are all about outcomes in ResMed. Conformity stunts innovation. We are constantly thinking about how we build innovative teams.”

“We employ people here who speak up and we give them the autonomy to act – Do Step 1 and if Step 2 doesn’t make sense why do it? Change Step 2. We take the medical regulation here very seriously and we adhere to that but we are extremely driven to innovate and think differently.”

“Another reason people feel fulfilled is that we manufacture onsite – possibly nowhere in the world does a Design Engineer walk over to the next building to see their concept come to life.”

They feel like Google for Healthcare.

When I asked about the more tangible benefits of working at ResMed, the response was a little offhand when she listed a few “Gym onsite, pool, exercise classes, financial advice, free breast screening, superannuation with fees paid by ResMed, employee share scheme…” I felt there was possibly more on the list and as incredibly generous as they are the feeling was that these things weren’t as important to staff as everything else we’d talked about and why they have the enviable retention rate.

Personally, I’ve seen people we’ve placed into ResMed over the years carve out their careers. If they have the right attitude they can go from division to division. An example of this is one of their current Presidents started as an Industrial Design Graduate 20 years ago. There are plenty more success stories.

So, there’s a few of the reasons staff attrition for ResMed is incredible. And it is incredible, 6.3 years is their average tenure. Unbelievable for such a dynamic business. On average, global tenure for business is 18 months.

The truth though is that not everyone is cut out to work there. That’s why, if there’s staff turnover it’s within the first 6 months. This is not a company you join to “maintain” or “coast”. Only “grafters” will survive. Despite there being 7,000 employees globally and 1,400 here in Bella Vista, the staff numbers are lean for the company’s expectations and if you aren’t a driver and can’t make things happen then you won’t achieve the outcomes expected.

So what does it take to work at ResMed? What they look for is: “resilience, GRIT, willingness to learn, someone who will provide insights and help us see difference. Someone with imagination.”

And the future of ResMed? Let me tell you it’s exciting. If it’s not a household name right now it will be – they are bringing sleep and respiratory health straight to the consumer – think pop up stores in shopping centres.

Stay tuned…I’m having a coffee (Ok, a G&T) with a Woolworths employee in the coming days and I’ll give you a glimpse of what it’s like to work there too.

Everyone’s Talking About…Working In Council

Wed, 28 Aug 2024 08:35:57 GMT

Here’s another big employer and it’s such a fascinating ecosystem I thought I’d meet up with an employee of the Hills Shire Council and find out. I went straight to the top and met with the General Manager, Michael Edgar.

First impressions of the offices are very modern, efficient and professional. There’s lots of natural light and it appears spacious and busy. The friendly Concierge triaged me into a waiting area upstairs and it wasn’t long before Michael came out to greet me and take me to a meeting room.

If Michael is typical of the Hills Council employees then I imagine it’d be a lovely place to work. He is warm, friendly and talks very easily about his time at the Council. This isn’t his first rodeo. Michael started as a trainee at Blacktown Council and from there to the Blue Mountains and then to the Hills. Now he leads around 600 people.

Given that Michael has worked at three different councils, I asked if he could paint me a picture of his perspective of this Council and the people in this shire. “I would describe this community as a ‘can do’ community. People here really pitch in and look for Council to facilitate rather than do it all. Not just in business but also the developers and the volunteering network. We have a lot of volunteers in aged services, bush care, regeneration – yes there’s a high degree of ‘can do’. This Council also takes on a businesslike approach. They would be the main differences.”

“I have really fond memories throughout my entire career working in councils – the people that work in Council are decent, good people – that’s not different between the councils. It’s congenial and it feels good. I find that people who work in councils are community minded; they know that what they do contributes to the community and its quality of life. We are also very mindful that we are delivering our services to the community using largely their money so it’s important we make good use of it. What is also important, is that the priorities and budgets are given oversight and direction by the Mayor and elected Councillors as the governing body of the organisation which adds another dimension to our work as we align ourselves with their direction, vision and values as elected officials.”

“What I think people not working in council are often surprised about is the range of positions we have. I think people think we just collect rates and rubbish” he said with a smile. “We have a wide range of positions from Childcare workers to Engineers, Planners, IT people, Accountants, Building Surveyors, Compliance Officers, Environmental Health Officers, Trainees, Journalists, Gardeners, Civil workers, Property Officers, Community services, Events staff, Marketing staff, Librarians, Customer services officers and many more supportive roles. The diversity of business activities and professions is not always obvious.“

So, what attracts people to work at council?

“We are very supportive employers and the work is both challenging but rewarding. We help people develop through education assistance, career development support and access to employee assistance programs. I’d like to think we also have a close collaboration between the leadership team, management and our employees. I can’t quote the exact figure off the top of my head but our staff turnover is in single figures. And, in all of my years in councils I’ve always experienced supportive working environments and have always sought to address areas of negativity or inappropriate behaviour. Work satisfaction is high in a council position. Everything we are working on here affects the wellbeing of the community. Town Planners and Engineers would never have the opportunity to work on such incredible urban growth and local infrastructure projects as they do at council. Can you imagine the satisfaction of working on projects and seeing new and existing communities come to life? We work in ten year cycles but our planning must have a vision of the future – out past 30 years. It’s incredibly fulfilling. People like to engage in meaningful work. Council work is meaningful.”

“We also get to collaborate with other organisations: RFS, Police, State Members of Parliament, Government agencies and many local businesses. Let me give you an example of something we all did recently. Remember the day that was rated as a catastrophic fire warning? We had trucks parked down here filled with water as back up ready to go, we had people deployed in areas ready to assist the rural fire brigade and the community; we opened up the showground as an evacuation point for livestock and people turned up with their horses and dogs to keep them safe. Even though many business experienced staff shortages that day, Council staff turned up to help the community that day because it’s important.”

“On another note, innovation is a priority, but let’s face it, the bins still have to be picked up but we can innovate how they’re picked up. It’s immensely satisfying getting something passed that we’ve been working on for a long time. A great example of that is the lights on Glenhaven Road and Old Northern Road. We worked really hard on that and campaigned for those lights over many years – finally the government allocated funds to match Council’s funds and now they’re in. It’s really satisfying.”

Ok, it sounds very meaningful. What are the challenges of working in a council?

“What is tough at the moment is that the workload is high. The biggest challenge we face is that the population is arriving faster than we expected and we’re playing catch up. We’re working really hard to bring forward projects to help deal with increased cars and people which means there’s a high expectation of getting through the work quickly. Let me put it this way, you don’t have to worry about watching the clocks.”

So, what excites you about the area?

“The $9 billion investment into world class public transport – the Metro. Nowhere else in the country would you get on a driverless train to work or home in the same way as the Metro. The NSW Governments commitment to the north west metro was an absolute game changer for our Shire as it provides an alternative way to travel to, from and within our employment, residential and commercial precincts. I’m also excited by the opportunity we’ll have by the Aerotropolis. The Aerotropolis will generate activity that otherwise wouldn’t be there. We’ve got an opportunity in the supply chain. Imagine getting the fresh produce and flowers out internationally? We’ve got the opportunity right here in our basin. We know there’s capacity constraints in Kingsford Smith – it’ll unlock capacity for us.”

What keeps you awake at night?

“Community safety” Michael said. “If I’m driving somewhere and I hear over the radio there’s been a vicious dog attack, my ears prick up and I don’t want to hear it’s in the North West of Sydney. And from a bigger picture – how do we keep the community safe as the world changes around us and how do we continue to provide our services that continues to adds value to the lives of our residents? When I think about safety, I also think a lot about the safety of our workers. That’s what keeps me awake at night”.

Aren’t we lucky to live in Australia where there are people in our community worrying about or safety and coming up with ways to keep us safe?

Everyone’s Talking About…Being A Westie

Wed, 28 Aug 2024 08:32:26 GMT

Well not everyone, but our Premier Gladys Berejiklian certainly was last week when I attended the Western Sydney Business Connection State of the Region Address at the William Inglis Hotel in Warwick Farm. Gladys thinks it’s a great time to be a Westie. I do too. Here’s why…

Our Premier has recently returned from an overseas visit where 17 European companies (mostly German) signed a memorandum of understanding to set up in Western Sydney in response to the opening of our new Aerotropolis.

The Aerotropolis will create 200,000 new jobs for the area. It’ll make a huge impact on industries including Supply Chain, Procurement, Manufacturing, Transport and our exciting new Space industry hub (20,000 new jobs in itself).

Western Sydney will have a huge injection of funding. $93 billion will be spent in NSW in the next four years and a third of that will be spent in Western Sydney. Think Health, Transport, Education etc.

Interestingly a third of all jobs in NSW are located in Western Sydney and if you hang around me you’ll have heard (many times) that Greater Western Sydney is the third largest economy in Australia.

Celestino is building the $5 billion Sydney Science Park in Western Sydney in Luddenham. Their goal is to create an internationally recognised epicentre for research and development. It’ll be be a community that will create 12,000 knowledge based jobs, cater to over 10,000 students and behome to over 10,000 residents. It’ll have it’s own STEM School, the CSIRO Innovation Zone and ‘Urban Living Lab’, educational and medical research, international and local businesses. Apparently recent university graduates are targeting Western Sydney to work in the best Technology companies due to the funding and the exciting tech start ups populating our area. And on that note, there are now a selection of University campuses located out here too. Western Sydney is the focus for growth in high tech manufacturing, STEM and AI. There are great hopes (and serious investment clearly) for Western Sydney to be Australia’s Silicon Valley.

Looks like the future is now (sorry if that’s a bit over used?) in Western Sydney. Our entire business, social and urban landscape has changed since I moved here 17 years ago. We have better transport and access to other areas for a start, and that will keep growing. The jobs here compete in salary, benefits, opportunities and diversity with everywhere else in Australia. And hey, what about the people here? We’re pretty awesome too aren’t we?

Written by Erica Westbury Managing Director of Norwest Recruitment.

I Know What’s Driving You Crazy

Wed, 28 Aug 2024 08:22:20 GMT

Yes I really do! I hear it all the time from business owners and Human Resources leaders in Greater Western Sydney and I’ve lived the fragility of it myself. And you’re getting sick of hearing how important having a good culture is! You already know that. How do you actually create a good culture? How do you keep it? I thought I’d ask a friend and entrepreneur, Mark Lewis. Mark has been studying culture and high performing teams since 2016 for his new venture Crewmojo.

Hi Mark. I know you’ve been studying company culture for the past couple of years whilst developing Crewmojo – what lead you to study culture and see there was a business in it?

I’ve experienced first hand the ineffectiveness of the old school ‘command and control’ style leadership and recognised a more modern approach can empower employees to deliver results – growing the company through happier and more successful employees.

Before Crewmojo you were in another tech start up in the finance industry that you built up and sold. Did you have ‘culture’ issues during that time or have you always been a bit of a guru?

Can I take you back a step earlier? Before that business I was managing 80 staff in an ASX listed company and I was leading them the way I “thought” managers were supposed to work; I made decisions without engaging team members and I thought I needed to know all the answers. Which I eventually learnt was completely wrong!

When I started IP Payments (we grew it to a team of 50) I came with a very different approach. I engaged deeply with my team to understand how they could help us grow the business. We would win business against our competitors who were far more resourced than us and I learnt to genuinely collaborate with employees in every role.

Crewmojo is an app that helps businesses who are interested in working on their culture. Who are more likely to be your clients? Is it certain industries? Is there a commonality of companies wanting to work on their business?

Many sizes – CEO’s of smaller sized businesses – plus HR departments in larger businesses – a key theme is companies with a commoditised product or service. If you can imagine an accounting firm or an insurance business where the product or service is exactly the same as can be bought down the road. The only way to differentiate… is how they go about delivering the product, and the customer experience they wrap around it. As I learnt early on in my leadership career – engaged happy staff have a big impact on service delivery which in turn can generate lasting customer advocates.

Why do you think it’s such a moving feast? Why is a company culture so difficult to contain? I know I’ve found it’s something I can never take for granted – one wrong hire and it feels like it falls flat again, or someone important doesn’t take regular annual leave and the tension in the team mounts.

The work that we’re doing now is cognitive based – the more we are moving into this age of digital transformation we’re automating the mundane tasks; and we’re left with the cognitive tasks like building and maintaining relationships with customers, working in teams, problem solving, etc. As soon as something annoys us or frustrates us, perhaps a miscommunication or injustice, our feelings of frustration immediately clouds our ability to do the cognitive work. Our minds go straight to the personal injustice and it won’t be working on building a customer relationship. Cognitive work needs us to be tuned in to be able to achieve a good outcome. When something has frustrated us, for example a manager using their authority over us, rather than treating us respectfully, we can’t focus on the cognitive task at hand. Maybe another example is If you’ve given feedback when it’s too late – “why didn’t you give me this feedback 6 months ago when you knew about it?” and they sit there and feel terrible about it.

Are any industries more prone to have fragile cultures? Does size of company matter?

What we’re seeing in our research is it’s not the company, or size or industry – it comes down to managers. If a manager takes the time to coach & develop their team, and show that they care, managers make all the difference. Team members need to know it’s safe to communicate, that they won’t get shot down, even with a contentious topic. A leader needs to build a foundation of trust in their team . So the challenge is not an industry or size of company problem.

If you could give tips to creating a good culture in a business what would they be?

Create a forward looking relationship between managers and team members – don’t judge what has happened; As a manager, how can I help you be successful, what can I do to help you on your journey?

Work towards quarterly goals – the environment is moving so fast the everything keeps changing, keeping goals quarterly will help to keep the reality alive.

Try to create a workplace of asking for feedback – “I’m about to do this presentation to a new client – what do you think of the way I’m presenting?

How can I improve it?” Be vulnerable and model learning and willingness to improve.

Employees have to take responsibility for their own their performance too, be proactive and communicate a status snapshot once a week – what have you achieved, what do you plan to achieve and any roadblocks you’re facing. Managers are not mind readers and without communication won’t know what’s going on in your world and may not think to ask.

As an employer, there’s been a big shift in what employees are looking for over the last few decades:

– In the 80’s you gave people a job

– In the 90’s you gave people a job with benefits

– In the 00’s people wanted a job with benefits and perks

– Now people are looking for a job, perks, benefits and fulfillment.

– It’s all about fulfillment – personal growth, human relationships and an opportunity to make an impact.

Thanks for sharing your findings with us Mark.

Interview Conducted by Erica Westbury Managing Director of Norwest Recruitment

Mark Lewis is Co Founder and CEO of Crewmojo a People Management Platform. Mark is a people focused entrepreneur with a “passion and curiosity for discovering new approaches to traditional ways”. Since 2016 Mark has been researching leadership and developing high performing teams on his journey to develop Crewmojo.

Check it out at: https://crewmojo.com/

Only 14% Of Your Staff Are Engaged At Work

Wed, 28 Aug 2024 08:17:18 GMT

Only 14% of your staff are engaged at work

And this statistic includes your leadership team! Ouch. Well that’s according to a Gallup Poll taken in the last couple of years. A recent survey by LinkedIn is saying it’s more like 25%, but even that number is a worry. Business owners I mix with felt that last year was an unusually high staff turnover year too. Sometimes staff turnover can be a good thing particularly when a company needs fresh skills and or a new attitude but the reality is watching your IP walk out the door is very costly and takes years to get back.

Here’s a few quick but important tips you might be able to address right now so this year isn’t like last.

1. Communicate more – newsletters, regular One on Ones with every staff member, a walk around the block with your MD, feel your staffs pulse regularly.

2.Give your staff feedback, give credit where credits due, learn to give compliments.

3. Develop your staff, internal training, external training, set goals and help them develop them.

4. Regular employee engagement surveys – perhaps an anonymous survey every 6 months and address issues if there’s a trend.
5. Keep people accountable – people genuinely want to contribute and be productive – help them do that by keeping them on track and if you find someone is deliberately not doing their job move them out of the team as soon as you can.

There’s nothing more disheartening for an employee if they’ve got a strong work ethic but their colleague doesn’t.

Written by

Erica Westbury

Managing Director Norwest Recruitment

The Top 10 Growth Roles In IT

Wed, 28 Aug 2024 08:12:09 GMT

The Australian Artificial Intelligence industry is predicted to be worth AUD 1,980 million in 2025, which is up from AUD 33 million in 2016 (a CAGR of 22% per annum). Frost & Sullivan research also predicts that more than 40% of high-routine and low-skilled tasks will be automated by 2030.

One of the biggest reasons for the increase in artificial intelligence investment is the fact that AI and automation technology is helping companies move forward in leaps and bounds, especially in the IT industry.

True, it will change many IT jobs and make several roles redundant and 80% of Australian workers are already aware that their work is at risk from automation and technology. But it’s also creating new opportunities and exciting jobs that have never existed before.

In fact, the Australian IT industry is expected to see a 14% job growth between now and 2030, according to TechWire.

Future Skillsets in Demand

There is hope for IT jobs where the human touch is valued and cannot be replaced by automation. Here are the top 10 roles that are expected to see high positive job growth despite AI, according to Forbes.

Artificial Intelligence Specialists

Australia is currently lacking in people who understand and can implement AI strategies. Employers are specifically looking for technology leaders (CIO/CTO, head of product, etc.) who know how to credibly manage teams made up of AI, data science and innovative product specialists.

Augmented Reality Designers and Developers

Companies are beginning to embrace augmented reality and machine learning programs, which has resulted in the demand for creative people who can design and develop applications that take advantage of these new chips and APIs.

Data Science Talent

Data scientists are in demand who have the skills to analyse deep data behind digital marketing strategies, inbound lead funnels and website CRO and UX.

Mobile Application Development

Most consumers use mobile to make a purchasing decision. Thus, companies are under pressure to hire in-house mobile developers to create mobile apps and mobile responsive versions of websites. App developers are expected to be fluent in multiple programming languages, including Java, HTML5, Objective-C, C++, C#, Python and Swift.

Excellence in Cybersecurity

Given recent malicious hacking and cyber-security attacks, companies need to ensure they are protecting the data they capture behind the walls of their networks. Stakeholders are also becoming increasingly aware of cybersecurity concerns and therefore demanding companies address the issue by hiring more tech security specialists.

Talent for SaaS In the Cloud

Skills in cloud computing and SaaS are expected to rise in demand, as well as virtualisation skills in Amazon AWS, Microsoft Hyper-V and VMware for private cloud hosting.

Ability to Adapt to New Tech

Employers need people who don’t just have strong IT skills, but also have a passion to learn and the ability to adapt to the ever-changing technology landscape. Thus soft skills will be almost just as important as technical skills.

Coding and Engineering Experience

Small and large companies are constantly coming up with new ways to build and use products and services that are more intuitive. As a result, an engineering mind and coding skills are now essential for the high-tech industry.

The impact of artificial intelligence and automation on the Australian IT industry is inevitable, so the best foot forward is to accept these changes and adapt. Jobseekers must investigate the skills of the future and ensure they can survive the changes and leaders should ensure their workforce has access to further learning and skill development courses.

If you need help or advice about your IT career, give us a call on 02 8853 4111 or email recruit@norwestrecruitment.com.au .

I’ve Been Asked To Help A Few Of My Clients Create Their Recruitment Strategy Here’s What I Shared…

Wed, 28 Aug 2024 07:19:17 GMT

61% of recruitment firms expect to see increases in hiring demands over the next year, according to Bullhorn. 54% of business leaders also feel their hiring demands will increase, however, 77% of Australian CEO’s are concerned that their recruitment strategy isn’t strong enough.

An effective recruitment and employer branding strategy is vital to a company’s success. When a business implements a strong process, this means they’re focusing on quality talent acquisition, taking steps to ensure staff happiness in the workplace, and subsequently, retaining new employees at a high rate.

If a sound strategy is not put in place, things go wrong. Business efficiency and profitability is negatively impacted, beyond the direct costs of poor recruiting processes.

A bad recruit costs approximately $12,500, and it’s even more to replace one, according to Forbes. Entry-level employees cost between 30 – 50% of the annual salary to replace, while the number rises upwards of 150% for mid-level employees.

Employers need to remember that in today’s job marketplace the balance of power rests with the candidates. Recruiting is more about mutual evaluation and finding the right fit.

So, how do you enhance recruiting strategies and processes and keep up with rising recruitment demands?

1. Build a strong online presence

90% of job seekers use the internet to research recruitment opportunities and make the decision whether or not to apply for a job. This illustrates the importance for companies to be online and searchable. More so, when the candidate finds a company website or social media profile, all the information they could possibly need to make a decision, should be right in front of their eyes.

Companies that are active on social media daily, are 37% less likely to have trouble sourcing top quality candidates. Furthermore, companies who use digital platforms are 50% more likely to be growing revenue than those who still use basic IT methods and they earn 60% more revenue per employee, according to Deloitte.

The numbers don’t lie – building a strong online presence is a worthy investment.

2. Have a strong Employer Value Proposition

An EVP is a company’s way of telling a candidate why they should apply for a job with them. It explains company benefits, workplace culture and essentially, what’s in it for the candidate. Employer Value Propositions should be clearly communicated through engaging content marketing, utilising several channels including company websites, social media and blogging.

Having a strong EVP will help employer branding which, in turn will increase the impact of a company’s online reputation and brand when searching for a new quality employee.

3. Using employer branding for talent acquisition

Employer branding has a massive impact on talent acquisition. In fact, 77% of Australian SME leaders acknowledge this, but only 8% have allocated budget to it. (compared to 32% that went towards job boards). Despite this, nearly half of the SME business owners in Australia planned to increase their volume of employees in 2018.

To meet this demand, companies need to have a strong marketing strategy, a good workplace culture and a testimonial strategy. Testimonials being showcased particularly on LinkedIn, are a great way to increase employer branding as they show off the strengths and skills of current employees. Jobseekers will always want to work for a company that has good reviews online.

Good employer branding also leads to positive referrals. A study by JobVite, found that 46% of referred employees stayed in their job for at least 1 year after they were hired. Having said that, pardon the plug but our stats are that 92% of our placed candidates have stayed win their role after 1 year plus. Referrals have also been shown to reduce the time to hire by almost 50% compared to candidates who apply through a company careers site.

4. Talent acquisition is nothing without a retention strategy

It’s great securing a quality employee and having hopes and dreams they will grow and advance within a company. But for that to happen, a retention strategy should be put in place.

20% of employee turnover happens in the first 45 days after a new recruit comes on board. Making new employees feel welcome and valued from the moment they start within the business is critical to employee satisfaction. An organised, in depth induction, allocating them a mentor, setting out short and long-term goals and providing regular feedback will ensure a sound retention strategy.

Erica Westbury
Managing Director – Norwest Recruitment

Why My Staff Are Asleep On The Job

Wed, 28 Aug 2024 06:12:22 GMT

Well, they work hard. And often long hours.

But the real reason they sleep in the office is because I’ve asked them to do it. I recently went to the workshop of Ahna de Vena, a sleep expert and was surprised by how much I learnt. Most people need 7.5 hours sleep a night no negotiation. Only 3% of people need a bit more and only 3% of people can function optimally on less. The long term affects of not getting 7.5 hours is staggering. It affects every aspect of our health and our relationships.

So, I started researching sleep deprivation. The Sydney Morning Herald quotes that sleep deprivation is costing the Australian economy more than $66 billion in health bills, lost productivity and well-being. The Deloittes study found that 39.8% of Australians don’t get enough sleep. I was shocked when I read that 394 Australians die each year as a result of falling asleep at the wheel of a car or an industrial accident due to lack of sleep. It’s a shocking statistic but hopefully unlikely to happen to my employees. How can it be measured in a company like mine? Or yours?

I became more observant around the office and I could see signs of fatigue and stress that I hadn’t seen before.

My business is full of young parents – I don’t want them to own sleep deprivation but they’re obviously a high-risk group. Imagine them losing steam by the end of the day and then go home to their “real job”. I know because I’ve been there. Other staff are having other stress from home.

I started to hear the fatigue in the timbre of their voices by the middle of the afternoon. Hey is that one of my clients they’re on the phone to? Ouch. Many times I’ve rung companies and had to speak to Receptionists that just shouldn’t be the first contact point for any business.

Research shows that we are far more charged and productive after a nap – 20 minutes is the ideal. Some people go into a deeper sleep after 20 minutes and can’t recover from their grogginess. 20 minutes isn’t the deep part of the cycle so it’s easy to be alert immediately afterwards.

I can’t afford my Receptionists or any staff for that matter having that edge when they’re dealing with our clients, when they’re representing this business. It’s not just dealing with customers. How about my payroll staff? I want my staff to be fully productive and capable, making great decisions and performing quality work.

It was surprisingly hard to implement. People didn’t want to be slack in front of me or their colleagues. I rewarded them with a free day to spend with their family if they tried twice. Two naps during the day in the month and they get a free annual leave day off. What I’d really like to see them do is nap a few times a week, if not every day.

Unfilled Job Vacancies Are Costing Your Business

Wed, 28 Aug 2024 06:09:38 GMT

Unfilled Job Vacancies Are Costing Your Business

This morning I was having a coffee with one of my recruiters and she was telling me that a senior manager she’s known for a few years was on the market again. My Accounting Recruiter piped up that she had just interviewed the Financial Controller from the same company. Both of these people leaving at the same time would be a savage blow as they were both in important leadership positions and the thought of it made me squirm. I really felt for the Managing Director who I had met a year ago at a local networking lunch. At the time I remember the Managing Director telling us his Operations Manager had moved overseas and he felt his leadership team could easily cover the duties and he saw it as a good way of saving money.

I’ve made decisions like this in the past so I know where he’s coming from but the consequences to these decisions are a slow burn and they aren’t easy to identify even at time of impact. I’m sure the Financial Controller will have a reason like “career progression” or “I’ve been offered the role of my dreams so I couldn’t decline” and the Customer Service Manager will be motivated to say something else to the Managing Director at time of resignation but the core of it will be that they have been covering their ex colleagues role for too long and they’re burnt out and tired.

A quick google search will have you come up with a number of different ways to measure lost revenue and the real dollar cost of a chronically unfilled vacancy. Depending on the seniority it could be upwards of $1 million a year so if you look at it from this perspective, their salary and the time cost of recruiting the role becomes less significant. It’s an exercise worth doing to keep you motivated to get the position filled if you have any currently outstanding vacancies.

There are so many other factors to consider besides loss of revenue including your products time to market, customer impacts, dropped competitive advantage, market perception vulnerability, increased management time and training and high cost consultants to either fill in or fix up.

Job seekers share team impact stories with recruiters like us all the time. We know overwork leads to stress, absenteeism, presenteeism, errors in the workplace, safety risks, added pressure to already peak performing staff, staff grievances and even heightened union activity.

It also puts pressure on Line Managers who become more sensitive to performance managing their under performers. With poor performers in a team as well as unfilled vacancies it is very hard to climb back from a customer perspective. Company brand and reputation is damaged and it’s difficult to retrieve. Studies show we are hard wired to see the negative rather than the positive. If you have a bad experience with a company it sticks for years.

Top performers are the first to leave because they don’t want to be forced to do their job badly. And that’s what we’re seeing. They’re loyal to a degree but they end up on the market. Check in with your staff regularly and make sure they are not only coping, but remaining at the top of their game. And have a look at what positions in your business might have been vacant for too long. Then, get some rigour around the hiring process so they don’t end up in the “too hard” basket. Believe me it will be worth your while.

By the way presenteeism is defined as attending work when unwell, often because of insecurity.

The best piece of recruitment advice I can give you.

Wed, 28 Aug 2024 06:06:50 GMT

My advice, particularly in this market, but really any market, is not to undercut your candidate at the offer stage. Offering someone under their salary expectation is not smart at all; it’s plain crazy. It has very serious consequences to the employer/employee relationship. Let me tell you why.

This person is the most motivated they’ll ever be. They’ve been to at least one interview with you and you’re both hooked! You’re excited! Finally, someone to fill your vacancy. And someone fantastic.

Do not ruin it. Do not save yourself a buck by low balling the offer. “They can get it after probation. Makes sense. If they’re terrible they won’t get it and they don’t deserve it right?” In your head it makes sense but if you’re on the receiving end you’re thinking very differently.

You’re motivated – you’ve found a great company, a terrific next step. You know you’re good at what you do, and you can’t wait to get in there and sink your teeth into the new job. But wait! The offer is less than you told them you were looking for. How can that be?

I thought the interviews were great, a meeting of the minds. I thought they really liked me and could see the value I’d bring but now they’re saying they don’t think I’m worth it. They’re “screwing” me down. This is awkward. Maybe they’re “that” type of company. Maybe they pat you down looking for blue pens at the end of each workday.

They knew my salary expectation when we first met. Why would they do this at the last minute? Is this what they’re like? Maybe they’ll retract other things too – they’ll change their minds on working from home two days a week. Now I can’t trust them.

What is it about the job they don’t think I can do? I feel if I do accept the job now, I’m under scrutiny and I’m starting on the back foot. I don’t feel anywhere near as excited or as motivated.

Well, the company has other things going for it, I suppose it’s closer to home for a start. I might just accept it and begin somewhat cautiously – I’ll still keep my feelers out in the market by interviewing with other companies and go with whoever offers me what I feel I’m worth.

So, 3 months later guess what happens…

And you thought that was your best-case scenario. The job seeker accepted your offer.

But it’s your worst-case scenario. Investing time, money and resources into an employee who already has their foot out the door. Back to square one.

What generally happens though is they’ll reject your offer. 9 times out of 10 once they reject your first offer they will not barter with you.

And in this market the candidate you loved has already organised an interview with your competitor. Ouch.

How A Temporary Workforce Can Help Your Business

Fri, 23 Aug 2024 03:00:45 GMT

In today’s fast-paced and ever-changing business world, the demand for temporary employees has never been greater. With their flexibility and adaptability, these workers are helping companies stay agile and responsive to shifting market conditions, while also providing much-needed support and expertise.

For employers, the market for temporary employees offers a unique opportunity to tap into a diverse and talented pool of workers who bring new ideas, perspectives, and skills to the table. By embracing the strengths and talents of these workers, companies can unlock new opportunities for growth and innovation that they may never have considered before.

We have outlined the top five reasons our clients include Temporary employees in their workforce:

Flexibility

Temporary employees can be hired on an as-needed basis, allowing companies to adjust their workforce according to changes in demand, seasonality, or project-specific needs. This can help companies avoid overstaffing or understaffing, which can both be costly and inefficient.

Cost Savings

Hiring temporary employees can be less expensive than hiring permanent employees. In addition, companies only pay for temporary workers during periods when they are needed.

Specialised Skills

Bringing in a temporary employee can be a real game-changer for companies looking to expand their capabilities or take on new markets. As Temporary employees often have specialised skills and diverse backgrounds, these workers can help companies break down barriers and achieve success on a global scale.

Reduced Risk

Hiring temporary employees removes any concerns around terminating a contract. As Temporary employees are typically employed for a specific period with an option to end the contract if the job is complete or extend the contract for as long as you would like to keep the worker as part of your team.

Increased Productivity

Temporary employees can help increase overall productivity by taking on additional workloads or completing projects that may be outside the scope of a company’s permanent workforce. This can help companies meet deadlines and achieve their business objectives more efficiently.

Norwest Recruitment has a large database of highly skilled local Temporary Employees working across a variety of industries.

If you would like to discuss how we can provide Temporary recruitment solutions for your business, please contact us on 8853 4111.

The truth about remote work: Why Gen Z needs to work from the office

Fri, 23 Aug 2024 02:59:03 GMT

I want to work in your office; not from my home.

I want to understand the company I am working for, and be proud of the team I work with, I can’t do this from my bedroom. I need you to see me when I’m doing a good job.

I need to see what good leadership looks like. I need to see what bad leadership looks like.

I need to experience when I’m working under poor leadership or what it’s like if my manager throws out a thoughtless one liner to me. I’d like to feel that feeling so I will know how to lead when it’s my turn.

I want to see people working together; there are important team intricacies I need to learn as an adult.

I want to work in an office because I will need to learn more about interpersonal relationships outside of my friendship groups. I know what I learn in the workplace in my 20’s and 30’s will help shape my life. If I can be exposed to different ages and cultures now, my life will be richer for it. I don’t want to be robbed of lifelong friendships I will make there.

I need to practice having difficult conversations, so don’t ask me to work from home and work behind a screen.

I want to work from your office because when I’m working on a project I’m excited about, you will see me shine.

I want to work from your office so I can share my personal life with my colleagues and learn how it helps us bond, I want to laugh out loud every day because there’s someone really funny at work.

I want to learn to pick up signals when someone is distressed or needing my help and I want to learn what it feels like to help someone.

There is more to me than my completed projects or my work outcomes that you are counting. I am more than that and I want you to see it.

I need you to see me start failing when I’m learning, and help me up before it’s too late to fix. I want to learn the soft skills that will ensure me a promotion; I can’t learn those from home.

I need the same opportunities you had to develop your humanity in the workplace, my parents aren’t the right people to coach me now; my colleagues and manager are.

I need to see and experience what it feels like to give and receive feedback. I need to know, it’s how I learn the fastest, and I need to understand it’s normal and it’s not going to kill me.

I need you to see all of me.

I’m special.

Hire an Accounting Professionals to get through this EOFY

Fri, 23 Aug 2024 02:57:49 GMT

Hiring an accounting temp can be a beneficial strategy to help your business navigate the end of the financial year (EOFY). Here are 7 reasons on how hiring an accounting temp can assist your business during this period:

Extra workforce: An accounting temp can provide additional resources and support to your existing finance team during the busy EOFY period. They can help manage the increased workload associated with financial reporting, reconciliations, and compliance tasks.
Expertise and experience: Accounting temps often possess specialized knowledge and experience in financial reporting, tax compliance, and other relevant areas. They can bring fresh perspectives and insights to your business and help ensure that your EOFY processes are accurate and efficient.
Flexibility and scalability: Hiring an accounting temp offers flexibility in terms of the duration and scope of their engagement. You can bring them on board for the specific period required, whether it’s a few weeks or a couple of months, and scale their involvement based on your business needs.
Immediate availability: Accounting temps are readily available, allowing you to quickly fill staffing gaps or handle unexpected absences within your finance team. This ensures that your EOFY preparations and tasks remain on track and deadlines are met.
Cost-effectiveness: Hiring an accounting temp can be a cost-effective solution compared to hiring a full-time employee. You can save on long-term expenses such as salaries, benefits, and training costs, especially if you only require additional support during the EOFY period.
Knowledge transfer and upskilling: Accounting temps can share their expertise and knowledge with your existing team, contributing to their professional development. This knowledge transfer can help your internal team members improve their skills and gain insights into best practices in financial management.
Focus on core activities: By delegating specific EOFY tasks to an accounting temp, your core finance team can focus on strategic activities and day-to-day operations that drive business growth. This division of responsibilities can enhance overall productivity and efficiency within your finance department.

We have several tried and tested temporary Accounting Professionals to help your business get through this EOFY. To book a temp today contact us at Norwest Recruitment on 8843 4111 or visit the Book a Temp page on our website.

Cost of Living Impacting Employment Decisions

Fri, 23 Aug 2024 02:53:27 GMT

Norwest Recruitment recently conducted a survey with their employees database asking about the impact of the cost of living on their lives and the decisions they are making regarding their employment. We received a huge response from 646 people. Interestingly, the results revealed a significant 48% are looking for a new job to increase their salary, this is followed by 19% looking for a second job, 11% seeking increased hours by overtime and 7% said someone in their household, either their partner or themselves were looking to re-enter the workforce. The ‘Other’ comments formed 14% where the most popular comment was budgeting, followed by asking for a pay increase and moving house/location.

The results of this survey provide important insights into how these factors can affect businesses. As almost half of the responses indicate looking for a new job, we will focus on how this could impact businesses.

Talent Retention and Recruitment

The high percentage of candidates looking to increase their salary by changing jobs highlights the importance of competitive compensation in attracting and retaining top talent. Employers need to be aware that employees are actively seeking better-paying opportunities elsewhere. To mitigate the risk of losing valuable employees, companies should regularly review their renumeration packages and benchmark them against industry standards. Offering competitive salaries, along with other attractive benefits and perks, can help retain skilled employees and make the organisation more appealing to potential candidates.

Cost of Employee Turnover

When employees leave a company to pursue higher-paying opportunities, businesses face the cost of employee turnover. This includes recruitment expenses, onboarding and training costs for new hires, and the potential productivity loss during the transition period. By addressing salary concerns proactively and ensuring that employees feel recognised, businesses can reduce turnover rates and minimise the associated costs.

Impact on Workforce Productivity

Employees who are dissatisfied with their current salary may experience reduced motivation and engagement in their work. This can ultimately impact their productivity and performance. By proactively addressing salary concerns and offering opportunities for salary growth and advancement within the organisation, businesses can foster a more motivated and engaged workforce. Regular performance evaluations and opportunities for skill development and promotion can help employees see a clear path for career advancement and salary increases, reducing the likelihood of seeking job changes solely for financial reasons.

Employer Branding and Reputation

A company’s reputation as an employer can be influenced by its approach to compensation. Businesses that are known for offering competitive salaries and valuing employee financial well-being are more likely to attract top talent and build a positive employer brand. However, if employees perceive that their salary concerns are not being addressed, it can have a negative impact on the company’s reputation and ability to attract and retain skilled professionals. It is crucial for businesses to prioritize fair and competitive compensation practices to maintain a positive employer brand image.

Market Competitiveness

The survey results serve as a reminder that the labour market is dynamic, and employees are actively seeking better-paying opportunities. To remain competitive, businesses must continually assess market trends and ensure that their compensation packages align with industry standards. Regular salary benchmarking and analysis can help businesses identify potential gaps and make necessary adjustments to attract and retain top talent.

By addressing salary concerns and offering competitive compensation, businesses can enhance talent retention, reduce turnover costs, improve productivity, and maintain a positive employer brand image in a competitive job market. If you are starting to see any of these trends in your business, contact us for a confidential chat on 02 8853 4111. We can assist you with talent acquisition, salary benchmarking and market insights.

Work From Home Linked To Greater Psychological Hazards

Fri, 23 Aug 2024 02:47:58 GMT

Since the beginning of the COVID-19 pandemic, working from home (WFH) has become more common, and many believe it has contributed to the “great exhaustion” in the workforce. Safe Work Australia has identified remote or isolated work as a psychological hazard. A study by the American Psychiatric Association shows that nearly two-thirds of people who spend some time working from home feel lonely or isolated, and for 17%, this feeling is constant.

Employers who have not prioritised workplace wellness may face problems such as worker’s compensation claims, toxic work cultures, poor performance, disengagement, and staff turnover.

Corporate wellness coach, Fiona Kane, advises employers to support healthy workplaces by providing healthy boundaries and encouraging activities that support movement, monthly health challenges, and connecting with nature. She suggests that having healthy boundaries and feeling safe and supported to ask for help when needed are crucial for employees’ well-being.

Here is some advice from Fiona to assist employers with staff working from home.

Workplace wellness involves investing in the health and well-being of employees to create a positive and productive work environment. This includes:

Encouraging healthy habits such as exercise, healthy eating, and stress management

Offering mental health support and resources

Creating a positive and inclusive workplace culture

Providing opportunities for personal and professional development

The state of mental health in the current market is a big problem, with stress and burnout being major concerns. The shift to remote work has created blurred lines between work and personal life and has resulted in isolation for some employees.

Employers can support healthy workplaces by:

Encouraging healthy boundaries and open communication

Providing opportunities for employees to connect with nature and exercise

Offering fun and engaging health challenges

Encouraging regular breaks and a proper lunch break

Providing mental health support and resources

For employees feeling the effects of burnout, it is important to prioritise self-care and communicate with your employer about your workload and any adjustments that may be needed. Taking breaks, practicing stress management techniques, and seeking support from a mental health professional can also be helpful.

View Fiona Kane’s full interview as we take a deep dive into creating healthy workplaces.

Is working from home (WFH) becoming Australia’s most significant work safety hazard?

Fri, 23 Aug 2024 02:45:22 GMT

Safe Work Australia identifies remote or isolated work as a psychological hazard. Over the past year, there have been noticeable signs of “the great exhaustion” in the local job market. Long-term remote work can have a negative impact on mental health, as highlighted by the Black Dog Institute. Is this contributing to the prevailing exhaustion?

According to a study conducted by the American Psychiatric Association in May 2021, nearly two-thirds of people who spend at least some time working from home say they’ve felt isolated or lonely from time to time. For 17%, that is a constant feeling.

It is crucial that we delve deeper into understanding the correlation with our fatigued workforce. In recent years, workplace wellness has gained prominence, with immeasurable positive effects for employers who have embraced it. However, employers who neglect this aspect face consequences such as burnout, workers’ compensation claims, toxic work cultures, poor performance, disengagement, and staff turnover.

I had the privilege of interviewing Fiona Kane, a professional speaker on health and workplace wellbeing from Informed Health, to gain further insights on this topic.

Nicole: Hello everyone, today we have Fiona Kane from Informed Health, a professional speaker on health and workplace wellbeing. We’ll be discussing the impact of working from home on mental health and the importance of workplace wellness. Welcome, Fiona!

Fiona: Thank you, Nicole. I’m glad to be here and discuss this important topic with you.

Nicole: Let’s start by addressing the concerns about remote work and its effect on mental health. Safe Work Australia identifies “remote or isolated work” as a psychological hazard. Do you think working from home is contributing to what some are calling “the great exhaustion”?

Fiona: Absolutely, Nicole. Over the last 12 months, we have witnessed signs of “the great exhaustion” in our local job market. Working from home, while it may have started as a novelty, can have a negative impact on our mental health over prolonged periods. Studies show that nearly two-thirds of people who work from home have felt isolated or lonely, and for some, it’s a constant feeling. This isolation and loneliness can certainly play a part in the overall exhaustion we’re observing.

Nicole: Workplace wellness has gained significant attention in recent years. Can you explain what workplace wellness looks like and the benefits it brings?

Fiona: Workplace wellness is all about creating a positive environment. It’s a place where employees can have a real lunch break, away from their computers, and where toxic cultures are non-existent. A workplace that values the health of its people sees happier and more productive employees. When individuals feel their health is valued, they feel empowered and are more likely to contribute positively. Ultimately, a culture of energetic, healthy, and happy staff creates positive outcomes for everyone involved.

Nicole: As a corporate workplace wellness coach, how do you perceive the state of mental health within the current job market?

Fiona: Mental health is a significant problem in the current job market. Stress is one of the primary concerns raised by individuals, as many feel overstretched and overwhelmed. The past couple of years have been challenging for everyone, and people have developed unhealthy habits like overeating or excessive alcohol consumption. While working from home provided flexibility, it blurred the lines between personal and work life, leaving many confused about boundaries. Additionally, the lack of human contact has further contributed to the sense of isolation. Re-establishing belonging and connection strategies is crucial to re-engage employees and address mental health issues.

Nicole: What advice would you offer employers to support healthy workplaces?

Fiona: Establishing healthy boundaries is essential. Employers should encourage open communication and create an environment where employees feel comfortable asking for help when needed. It’s important to support movement and encourage employees to take breaks. Activities like going for walks with the team or engaging in healthy socializing can contribute to overall well-being. Employers should also avoid practices that keep employees tied to their desks, like providing lunch in the office without allowing them to take a real break. Promoting a healthy balance in all aspects of work is key.

Nicole: With the current low unemployment rate, employees often find themselves burdened with extra work due to lengthy recruitment cycles. What advice do you have for employees who are experiencing burnout?

Fiona: First and foremost, employees need to be present within themselves and recognize their feelings. If they are stressed and find themselves taking it out on their loved ones, it’s important to address the underlying issues. Identifying personal needs, such as taking time out, eating properly, or seeking emotional support, can help alleviate burnout. It’s crucial to acknowledge problems and find possible solutions individually before expecting employers to address them.

Nicole: For employers, what signs should they look out for to identify staff burnout?

Fiona: Any change in behavior can be an indicator of burnout. If an employee becomes unusually quiet or exhibits irritability, it could be a sign. Paying attention to an individual’s general vitality or performance can also offer insights. It’s important to take the time to genuinely ask employees how they are doing and listen to their response. By creating a safe space where employees feel cared for, employers can address burnout effectively.

Nicole: Hybrid work offers various benefits, but it has also blurred the line between work and personal life, impacting work-life balance. What healthy habits do you recommend to assist with this?

Fiona: When working from home, it’s crucial to establish clear boundaries. Turning off the laptop, not accepting work-related calls after hours, and discussing expectations with family members are important steps. Employees should take real breaks and avoid using that time for housework. Putting excessive pressure and expectations on oneself can lead to exhaustion. Remember, we wouldn’t necessarily have the time or expectations to do housework if we were in the office, so it’s important to set realistic boundaries and prioritize self-care.

Nicole: Thank you, Fiona, for sharing your valuable insights on this important topic of workplace wellness and the impact of remote work on mental health.

Fiona: You’re welcome, Nicole. It was my pleasure to discuss these crucial aspects of employee well-being with you today. Thank you for having me.

How to Make Working From Home Work For You

Fri, 23 Aug 2024 02:40:15 GMT

I had the privilege of interviewing Fiona Kane, a professional speaker on health and workplace wellbeing from Informed Health, to gain further insights on this topic.

The Demographic Drought – The Disaster Continues

Fri, 23 Aug 2024 02:36:33 GMT

Insights from NPA Worldwide Conference 2023

Recently, Norwest Recruitment’s Director, Erica Westbury, attended the NPA conference in Sicily to discuss the global outlook in recruitment over the next few years. Interestingly, one of the key i nsights presented by Dave Nerz, President of NPA Worldwide is “The Demographic Drought,” something that we are seeing not only here in Western Sydney but across Australia and the globe.

Traditionally, businesses would hire skilled staff to grow as well as natural population growth. However, with the continued skills shortage we have seen, even prior to the pandemic, the same question keeps being asked: “Why is there a skills drought? Where is everyone?”

The US and the UK are reporting a drop in workforce participation, with “the US experiencing its lowest levels of workplace participation since the mid-1970s before the influx of women into the workforce,” says Nerz. How could this be?

What is causing these shortages?

Thousands of the Baby Boomer generation are retiring every day, and this was further pushed by the pandemic. Not only will their workplace participation cause a problem but so will their wealth. “We’re seeing this issue here in Western Sydney,” says Erica Westbury. “The children and grandchildren of the Baby Boomer generation are relying on the generosity of their parents as well as their potential inheritance. They are staying at home longer, and the expectation of purchasing a home is not the same as it used to be because home prices have increased so much. We’re seeing more people choosing a lifestyle over work, with many able to demand the hours they want to work or being selective over the salary on offer. Social media has opened up a global marketplace and many young people are supporting themselves with their side hustles.”

Additionally, birth rates across the globe are declining due to reasons such as industrialisation, urbanisation, secularisation, people marrying later in life and choosing to have fewer children, as well as women prioritising education and career over having many or any children. Debt, unemployment and economic uncertainty are also contributing factors.

What does this mean?

The projections of death versus birth rates mean countries need to look at other avenues to increase their population. James Robards from the Population and Household Projections Office for National Statistics (USA) states, “Net international migration is expected to play an increasing role in population growth.” The USA’s demographic decline is 15 years behind Japan. Australia is also relying on immigration to fill our vacancies…however, this is a global expectation. We’re all fighting for the same talent!

Korn Ferry predicts that by 2030, 85 million jobs around the world will go unfilled because there aren’t enough skilled workers. Therefore, growing those skills from within amounts to self-preservation for companies.

“We’re all going to be fighting for the same talent across the globe,” says Erica. “We’re not seeing the full impacts of what is happening overseas here just yet but we are definitely starting to feel it. This is the time that businesses can prepare themselves by looking at the way they are recruiting, who they are placing into their organisations, and how they will retain their staff.”

The rise of automation was also discussed in the forum; however, AI is expected to actually increase jobs more than remove them. The World Economic Forum estimates that AI and robotics advancements will result in a net increase of 12 million jobs globally by 2025.

What happens next?

The skilled labour shortage will be a long-term issue; however, here in Western Sydney, we have some time to make changes and prepare for the future. The businesses that prepare themselves now will have the opportunity to attract the best employees and retain them for the long term, minimising their impact on productivity.

“Businesses here in Western Sydney already have the advantage of a large talent pool of people wanting to work closer to home, which is one of the key factors we come across when speaking to our job seekers. They’re also still able to have a competitive salary package even while working close to home,” says Erica. “However, there are other defining factors that we repeatedly hear from our job seekers, such as flexible hours and/or career development. This is something that some of our clients are already offering, but more businesses can consider including as a means to attract skilled talent. Another area that we see as a defining factor is job training and onboarding of new staff. The first impression does matter. So when you have new talent starting, have a structured program for them to settle into, have other staff and management welcome them, have their laptop or computer ready for them so they know they were expected, and their team is excited to have them there. Long term mentoring and an upskilling program might save your business in the next 5 years. Relationships with recruiters in your niche will help by having eyes in your industry 24/7. The conversations we’re having with our clients now are very different to what it was a couple of years ago.”

If you would like to find out more about the trajectory of the skills shortage or the issues discussed at the NPA conference, or if you want to know how we can help your business stay competitive in the market, please reach out to Erica Westbury and the team at Norwest Recruitment on 8853 4111 or email recruit@norwestrecruitment.com.au.

Top 5 Tips for Retaining Your Top Talent

Fri, 23 Aug 2024 02:27:46 GMT

We recently conducted a survey among our employee database to gain insights into employees’ preferences and motivations when it comes to increasing their income. The survey results unveiled fascinating findings. Notably, 51% of respondents expressed their intention to explore new job opportunities, citing their belief that their current company either wouldn’t consider or wasn’t capable of providing a salary increase. Additionally, many employees expressed the sentiment that if their company truly valued them, they would be rewarded with an increase without having to request it.

In a market experiencing a shortage of skilled workers, it is crucial for businesses to take a proactive approach in engaging with their staff. Waiting until an employee presents another job offer may be too late, as they would already be mentally prepared to leave. In this article, we will delve into the implications of this trend for businesses and examine the reasons behind these decisions from the candidates’ perspective.

Attracting and Retaining Top Talent:

The survey results clearly indicate that more than half of the candidates are actively considering leaving their current jobs in pursuit of higher-paying positions. This highlights the intense competition for talent in the job market. To remain competitive, businesses must adopt proactive strategies to attract and retain skilled employees who can contribute to their long-term success.

Importance of Competitive Compensation Packages:

One of the key factors driving candidates to seek new job opportunities is the perception that their current employers lack the capacity or willingness to provide substantial pay raises. Therefore, it is essential for businesses to regularly review and ensure their salary offerings are at current market value. By offering competitive compensation packages, companies can demonstrate their commitment to valuing their employees’ contributions and help retain top talent.

Unleashing the Power of Career Development:

Career growth and development opportunities are closely tied to employee satisfaction and engagement. The survey revealed that candidates often feel limited in their current roles, with limited prospects for advancement. By investing in training programs, mentorship initiatives, and clear career paths, businesses can create an environment that fosters professional growth. This not only enhances employee satisfaction but also reduces the likelihood of talented individuals seeking opportunities elsewhere.

Nurturing Employee Engagement:

Engaged employees are more likely to be loyal and committed to their organisations. Job satisfaction and engagement play a crucial role in determining whether employees will explore new job opportunities or remain loyal to their current employers. By cultivating a positive work environment, encouraging open communication, and recognising employee contributions, businesses can foster higher levels of engagement and job satisfaction, reducing the desire to seek higher-paying positions elsewhere.

Recognising Employee Loyalty:

While the survey results highlight a significant portion of candidates considering leaving for better pay, it is equally important to acknowledge the 49% who expressed their intention to ask their employers for a pay increase first. These individuals value loyalty, are content with their current positions, and enjoy their jobs. Businesses should appreciate and recognise the dedication demonstrated by these employees, as their loyalty can significantly contribute to a positive work environment and long-term success.

Understanding the factors that drive employees to seek new job opportunities is essential for businesses looking to attract and retain top talent. Factors such as competitive compensation packages, career development opportunities, employee engagement, and maintaining a positive employer brand are crucial in today’s evolving recruitment landscape. By acknowledging these considerations and taking proactive steps to address them, businesses in Western Sydney can enhance their ability to attract and retain high-quality talent. At Norwest Recruitment, we are here to support you in navigating these challenges and developing effective strategies to thrive in the ever-changing world of recruitment.

If you require further assistance or have any questions, please feel free to reach out to our team on 8853 4111 or email recruit@norwestrecruitment.com.au. We are dedicated to helping you succeed in your recruitment and talent acquisition endeavours.

Effective Succession Planning Tools for Identifying Key Personnel in Your Business

Fri, 23 Aug 2024 02:24:56 GMT

Succession planning is a critical aspect of leadership and organisational development, especially for CEOs and Department Managers aiming to ensure a smooth transition of key roles within their businesses. Identifying and nurturing talented individuals who can take up leadership positions is essential for long-term success. Fortunately, there are several valuable succession planning tools available to help assess and identify potential successors. In this article, we will explore the key assessments that can be utilised to identify the right people for succession.

Personality Assessment:

Personality assessments play a crucial role in succession planning by evaluating individual traits and characteristics. These tools provide valuable insights into an individual’s personality, motivations, and work preferences. By understanding the personality fit for specific roles, CEOs and Department Managers can identify potential successors who align with the organisation’s culture, values, and leadership requirements. Personality assessment tools aid in selecting candidates who possess the necessary qualities to excel in higher-level positions.

Behavioural Assessment:

Behavioural assessments focus on assessing observable behaviours and tendencies. They help identify potential leaders who possess the necessary qualities for succession. By analysing an individual’s behaviour in various scenarios, these tools provide insights into their leadership style, decision-making process, and interpersonal skills. Behavioural assessment tools enable organisations to identify candidates with the right mix of qualities, such as adaptability, resilience, and effective communication, ensuring they are well-suited for leadership roles.

Cognitive Assessment:

Cognitive assessments measure an individual’s cognitive abilities, including problem-solving, critical thinking, and decision-making skills. CEOs and Department Managers can use these tools to gauge an individual’s capacity to handle higher-level positions within the organisation. By assessing cognitive capabilities, organisations can identify potential successors who can navigate complex challenges, strategize effectively, and make informed decisions. Cognitive assessment tools provide objective data to support succession decisions based on an individual’s intellectual aptitude.

Technical Assessment:

Technical assessments evaluate an individual’s technical skills and proficiency in specific areas relevant to the organisation. CEOs and Department Managers can leverage these tools to identify potential successors for roles that require specialised knowledge and expertise. Whether it is in technology, finance, operations, or any other field, technical assessment tools ensure that individuals being considered for succession possess the necessary technical competencies. This helps organisations maintain continuity and ensures a seamless transition of critical roles.

360-Degree Feedback:

360-degree feedback tools collect comprehensive feedback from various sources, such as supervisors, peers, and subordinates, to evaluate an individual’s performance, skills, and potential for advancement. CEOs and Department Managers can utilise these tools to gain a holistic understanding of an individual’s strengths, areas for improvement, and leadership potential. 360-degree feedback tools provide a multi-dimensional perspective, offering valuable insights into an individual’s effectiveness in their current role and their potential for future growth within the organisation.

Succession planning is a vital process for CEOs and their respective Department Managers seeking to identify key personnel within their businesses. Norwest Recruitment has a unique assessment tool called Higher Performer Profile Technology (HPPT) that incorporates all the assessments mentioned above. This tool helps identify what high performance competencies are needed in specific roles, evaluating literacy, numeracy, problem solving and personality scales.

HPPT provides valuable insights into an individual’s compatibility, capabilities, and potential for future success, enabling organisations to cultivate a strong talent pipeline and secure their long-term sustainability.

To find out more about HPPT or receive a sample of the report, please contact us on 8853 4111 or click here to download the brochure on our website.

Job Offer Showdown: How to Choose Between Two Great Opportunities

Fri, 23 Aug 2024 02:23:11 GMT

In the current market where businesses are vying for outstanding talent to join their team, you may be facing the exciting dilemma of choosing between two job offers. It’s a decision that can have a significant impact on your career and overall happiness. So how do you know which is the right role to take? The process of weighing up those offers and help you make an informed choice. Here are some key factors you should consider when making this important decision:

Compensation:

Let’s start with comparing the salary, bonuses, benefits, and any other financial incentives offered by both companies. However, consider not only the initial offer but also potential for growth and future raises.

Company Culture:

You’ll spend a significant amount of your time at work, so it’s crucial to assess the working environment and the values of each company. Ask yourself if the company’s culture aligns with your own beliefs and if it will contribute to your job satisfaction and long-term success.

Career Development:

Career development is another important factor. Look for opportunities to learn new skills, advance in your career, and take on more responsibilities. Which offer provides a better path for your professional growth as you don’t want to keep job hopping to get to your career goal. It’s important to think beyond just the immediate job and consider the potential for advancement.

Work-Life Balance:

Work-life balance is something we all crave. Consider the working hours, flexibility, remote work options, and vacation policies offered by each company. Find a balance that suits your personal needs and priorities.

Commute and Location:

Consider the proximity of each workplace to your current residence or desired living situation. How far is each workplace from your current residence or desired living situation? Consider the commuting time, transportation options, and associated costs. Also, decide if you have a preference for a particular city or if you’re open to relocating.

Company Stability and Reputation:

Research the financial stability and reputation of each company. Consider factors like market position, industry trends, and long-term viability. A stable and reputable company can provide more job security and potential for future growth.

Job Responsibilities and Challenges:

Evaluate the specific job roles and responsibilities associated with each offer. Consider which role aligns better with your skills, interests, and long-term career goals. Also, think about the level of challenge and whether it aligns with your preferences.

Company Benefits and Perks:

Look beyond salary and consider other benefits and perks offered by each company. These may include professional development opportunities, gym memberships, or flexible working arrangements. Consider how these additional benefits impact your overall job satisfaction.

Company Size and Structure:

Consider the size and structure of each organization. Larger companies may offer more resources, established processes, and potential for career advancement. Smaller companies might provide more autonomy, flexibility, and closer-knit teams. Think about what kind of work environment suits you best.

Gut Feeling:

Lastly, trust your instincts. Reflect on your overall impression of each company and the people you met during the interview process. Sometimes, your gut feeling can guide you towards the right decision.

Remember, the decision ultimately depends on your personal priorities, long-term career goals, and individual circumstances. It can be helpful to create a pros and cons list, seek advice from mentors or trusted individuals, and envision the future potential each job offer holds.

If you are looking to take the next step in your career, contact us for a confidential chat on 8853 4111 or email recruit@norwestrecruitment.com.au .

Embrace the Flexibility: Why Temping Could Be Your Perfect Fit

Fri, 23 Aug 2024 02:19:24 GMT

In today’s rapidly evolving job market, the demand for temporary employment has been on the rise. A growing number of professionals are opting for temporary work, drawn to the unique advantages and opportunities it offers. Whether you’re a seasoned professional leading into your retirement years and seeking flexibility or an individual exploring different career paths, temporary work can be an excellent choice.

Here are some top reasons why people choose to temp and how it can be a perfect fit for those seeking a dynamic and fulfilling work experience.

Embrace Work-Life Balance:

For many individuals, achieving a healthy work-life balance is a top priority. Temporary work offers the freedom to choose when and where you want to work, allowing you to strike the right balance between your personal and professional commitments. This flexibility enables you to spend quality time with loved ones, pursue hobbies, or even travel between assignments, offering a level of control over your schedule that permanent positions often lack.

Opportunity to Explore:

Temporary work can be an excellent option for individuals who are in-between professions, studying, or seeking a career change. It allows you to gain exposure to different industries, roles, and work environments, helping you develop a diverse skill set and broaden your professional horizons. By experiencing various temporary assignments, you can test the waters, refine your career goals, and make informed decisions about your future path.

Maintain Industry Relevance:

Many professionals find themselves in a situation where they are waiting for a permanent position to become available in their field. Temping offers an ideal solution by enabling you to continue working in your area of expertise until that permanent role arises. This allows you to stay engaged, keep your skills sharp, and remain up-to-date with industry trends and advancements. Temporary work ensures that you stay relevant and competitive in the job market, enhancing your long-term employability.

Flexibility for Pre-Retirees:

For individuals in their mid-50s and beyond, temporary work provides an attractive option to transition into retirement gradually. Rather than abruptly ending your career, temping allows you to gradually reduce your workload while maintaining a source of income and professional engagement. You can tailor your schedule to suit your needs, gradually phase out of the workforce, and explore other interests or passions while still contributing your valuable skills and knowledge.

Build a Professional Network:

Temporary work exposes you to a wide range of professionals, industries, and organisations. It presents an opportunity to build an extensive professional network, allowing you to make connections that may open doors to future career opportunities. The relationships you establish while temping can lead to referrals, references, and even permanent job offers, providing a valuable resource for your professional growth and development.

Temporary work offers an array of benefits for professionals seeking flexibility, industry relevance, and the opportunity to explore diverse roles and industries. Whether you’re a pre-retiree looking for a gradual transition or an individual in-between professions, temping can be a perfect fit. Embracing temporary work allows you to maintain work-life balance, expand your skill set, build a network, and stay professionally engaged while adapting to your changing needs and priorities. So, why not consider the world of temporary work and unlock a wealth of opportunities today?

For more information on joining the Temp Team at Norwest Recruitment, please contact us on 02 8853 4111 or register your interest here on our Become a Temp page today.

Mastering Succession Planning: A Step-by-Step Guide

Fri, 23 Aug 2024 02:08:44 GMT

As CEOs and General Managers, we bear the responsibility of steering our organisations towards long-term stability, growth, and sustainability. One critical aspect that should never be overlooked is succession planning—a strategic necessity for small and medium-sized businesses (SMBs). By comprehending the significance of planning for leadership transitions, we can proactively ensure a seamless continuation of operations during critical changes. By understanding the critical role of succession planning, we can fortify our organisations against the uncertainties of the future and ensure a smooth transition of leadership.

Here is a step-by-step outline to begin your succession planning success:

Identify Key Positions:

Start by identifying key positions within your organisation that are vital to its success. These roles typically have a significant impact on strategy, decision-making, and day-to-day operations. By pinpointing these critical positions, you can prioritise your Succession Planning efforts and allocate appropriate resources towards developing suitable successors.

2. Assess Current Talent:

Evaluate the skills, competencies, and potential of your existing employees to identify potential successors. Look for individuals who demonstrate exceptional performance, exhibit leadership qualities, and align with your company’s values and long-term goals. This assessment can be facilitated through performance evaluations, talent reviews, and feedback from supervisors.

3. Develop a Succession Plan:

Craft a comprehensive Succession Plan that outlines the steps and timeline for leadership transitions. This plan should include strategies for talent development, mentoring programs, training initiatives, and career progression pathways. Tailor the plan to meet the specific needs of your organization, considering both short-term and long-term goals.

4. Invest in Talent Development:

Invest in the professional growth and development of your high-potential employees. Provide them with opportunities for learning, training, and exposure to different aspects of the business. Assign challenging projects, offer mentoring relationships, and encourage participation in external development programs. By nurturing their skills and expanding their knowledge base, you prepare them to step into leadership roles when the time comes.

5. Create a Culture of Continuous Learning:

Foster a culture of continuous learning and knowledge sharing within your organization. Encourage employees to pursue professional development opportunities, attend conferences, and engage in industry networks. Emphasize the importance of staying current with industry trends and acquiring new skills, as this will benefit both individual career growth and organisational success.

6. Communicate and Engage:

Engage your employees in the Succession Planning process. Communicate the value of the plan, its objectives, and how it aligns with the overall strategic direction of the organisation. Encourage open dialogue about career aspirations, development goals, and potential growth opportunities. By involving employees in the process, you foster a sense of ownership and commitment, enhancing the chances of a successful succession.

7. Regularly Review and Update:

Succession Planning is a dynamic process that requires regular review and adjustment. Revisit and update your Succession Plan as needed, considering changes in business goals, workforce demographics, and emerging talent. Keep your plan aligned with the evolving needs of your organization to ensure its effectiveness.

Norwest Recruitment is here to offer valuable assistance in your succession planning journey. Whether you need help identifying the right individuals positioned for succession within your business or want to leverage our High Performer Profile Tool (HPPT) to identify your key talent, we are here to support you every step of the way. Contact us on 8853 4111 or click to find more information on HPPT .

Embracing Employee Aspirations: The Vital Importance of Constructive Feedback

Fri, 23 Aug 2024 02:03:31 GMT

In today’s competitive business landscape, fostering employee growth and development has become paramount for organisations seeking to attract, retain, and nurture top talent. Career development is a major factor influencing employees’ decisions. It ranks as the third most important reason why employees consider leaving their current roles. This underlines the significance of offering meaningful avenues for growth to keep our workforce engaged and motivated.

We recently conducted a survey among our Western Sydney employee database to shed light on their career development expectations from employers. While various avenues for growth were explored, one resounding theme emerged – the strong desire for regular one-on-one constructive feedback. This article delves into the survey results, emphasising the significance of this employee demand and urging employers to prioritise honest conversations for a more engaged and motivated workforce.

The survey revealed a plethora of responses that underscore the workforce’s enthusiasm for professional growth. Options such as paid tertiary studies, time off for studies, in-house workshops, specific industry training, and training fund allocations all garnered notable levels of interest. However, the standout preference was for “ Regular one-on-one feedback with honest and constructive conversations and quality reviews,” with a staggering 53% of respondents expressing their desire for this type of engagement.

The findings highlight the profound impact of constructive feedback on employee satisfaction and growth. Constructive feedback not only aids skill enhancement but also boosts morale, increases motivation, and fosters a sense of belonging. It provides employees with a clear understanding of their strengths and areas for improvement, enabling them to align their aspirations with the organisation’s goals. Furthermore, it creates a culture of continuous learning and development, leading to higher levels of performance and productivity.

While the survey underscores the significance of constructive feedback, it also reveals a potential disconnect between employee expectations and employer practices. Many employees feel that their organisations may not be fully embracing this crucial aspect of career development. Employers should recognise that providing regular and honest feedback is not just a formality but a catalyst for individual and collective success.

To bridge this gap and address the growing demand for constructive feedback, employers must initiate and embrace honest conversations with their staff. These conversations should be tailored to each employee’s unique needs, aspirations, and performance. Rather than being seen as a top-down critique, feedback sessions should be two-way dialogues that encourage open communication and mutual understanding. This approach not only helps employees realise their potential but also cultivates a sense of trust and respect between employer and employee.

For advice on how to provide honest and constructive feedback to employees in a professional manner, contact Norwest Recruitment at 8853 4111.

Top Tips for Providing Honest and Constructive Feedback to Employees

Fri, 23 Aug 2024 01:55:17 GMT

Effective communication is the cornerstone of a successful and harmonious workplace. As an employer, providing honest and constructive feedback to your employees is crucial for their growth and development, as well as the overall progress of the organisation. However, delivering feedback in a way that doesn’t damage the employer-employee relationship requires finesse and skill. This article outlines top tips for giving feedback that is honest, constructive, and conducive to maintaining a positive and productive relationship with your employees.

1. Create a Culture of Open Communication

Before you even start giving feedback, it’s essential to establish a culture of open communication within your organisation. Encourage your employees to share their thoughts, ideas, and concerns without fear of reprisal. When employees feel comfortable speaking up, it becomes easier for you to provide feedback and for them to receive it.

2. Choose the Right Time and Place

Timing and setting play a crucial role in the effectiveness of feedback. Select a private and quiet space where the employee feels comfortable and won’t be embarrassed. Additionally, timing matters – provide feedback as soon as possible after the event in question, but ensure the employee is in a receptive state of mind.

3. Be Specific and Objective

Effective feedback should be specific and based on observable behaviours or outcomes. Avoid making generalised statements or judgments. Instead, focus on particular instances and provide clear examples of what went well and what could be improved.

4. Use the “Feedback Sandwich” Approach

The “feedback sandwich” is a popular technique where you start with a positive comment, provide constructive feedback in the middle, and then end with another positive remark. This approach helps soften the impact of critical feedback and ensures that employees don’t feel demoralised.

5. Focus on Behaviour, Not Personality

When giving feedback, concentrate on the employee’s actions, behaviours, or performance rather than making it personal. This distinction prevents the employee from feeling attacked and allows them to focus on improving specific aspects of their work.

6. Invite Self-Assessment

Encourage employees to self-assess their performance before you provide feedback. This allows them to reflect on their actions and acknowledge areas that may need improvement. Self-assessment can lead to more productive and open conversations about their performance.

7. Use “I” Statements

When delivering feedback, frame your statements using “I” rather than “you.” For example, say, “I noticed that there were some errors in the report” instead of “You made mistakes in the report.” This approach avoids sounding accusatory and shifts the focus to your perspective.

8. Be a Good Listener

After providing feedback, give your employees a chance to respond. Listen actively to their thoughts, concerns, and viewpoints. This demonstrates that you value their input and are open to a two-way dialogue.

9. Set Clear Expectations

Ensure that your employees understand the expectations and standards of their roles. When feedback is provided in the context of established expectations, it becomes easier for employees to see the areas where improvement is needed.

10. Follow Up and Provide Support

After giving feedback, follow up with your employees to see how they are progressing. Offer assistance, guidance, and resources to help them address the areas that need improvement. This demonstrates your commitment to their growth and development.

Providing honest and constructive feedback to your employees is an essential part of fostering a culture of continuous improvement and professional development. By following these top tips, you can deliver feedback effectively while maintaining a strong and positive relationship with your employees. Remember, the goal is not only to correct mistakes but also to empower your employees to reach their full potential.

If you would like more advice on delivering effective communication, please contact Norwest Recruitment o 8853 4111.

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