When it comes to hiring and career growth, the debate between skills and degrees continues to spark conversation. With industries evolving rapidly and technology reshaping how we work, what really matters most? Should job seekers focus on building practical, hands-on skills, or does earning a formal degree still hold the key to long-term success?

To explore this, we sat down with two of our recruitment experts from Perth; Kristen Stewart and Jon McCahon. Their insights shed light on how universities are adapting, what employers truly value, and why the best approach might be finding the right balance between both.

The case for: The value of a degree in today’s market

“At their core, degrees still provide foundational knowledge – complex theories, frameworks, and structured learning that encourage teamwork, research, and formal communication,” Kristen says. These skills transfer well to the workplace, helping new hires meet deadlines, collaborate effectively, and grow professionally.

Kristen shares that universities are increasingly integrating practical experiences into their degree programs. “We’re seeing more work-integrated learning like internships, placements, and hands-on projects across fields like engineering, IT, science, and business,” she explains. These real-world applications help students gain the skills that employers want, boosting their employability.

Despite the growing popularity of skills-based hiring, Kristen believes degrees still deliver essential value. “The foundational knowledge you gain – understanding complex frameworks, learning how to research, communicate formally, and work collaboratively -those are things that really transfer into the workplace,” she says. “It sets people up with the discipline to meet deadlines, present ideas, and operate in a structured way.”

When it comes to long-term career growth, Kristen notes that degrees often open doors to senior positions. “In many organisations – especially those with formal HR requirements or structured hierarchies – a degree is still a box that needs to be ticked. That’s less of an issue in your twenties, but it can become more important later in your career. And once you’ve got a mortgage, a family, and a full-time job, it’s a lot harder to go back and study.”

She also highlights partnerships between universities and industries, especially in sectors like mining, engineering, and health, driving innovation and collaboration. This connection ensures that degrees don’t just deliver theory but also prepare graduates with relevant, practical skills.

The case against: Soft skills are king

Jon believes that skills-based hiring gives employers access to a broader and often more capable talent pool. “When you remove degrees as a filter, you instantly open the door to candidates who may have taken non-traditional paths but still bring the technical skills, mindset, and real-world experience needed to thrive,” he explains. Jon points out that this not only speeds up the hiring process by removing unnecessary screening criteria but also brings down recruitment costs. “You’re not spending weeks shortlisting based on pieces of paper. You’re actually evaluating who can do the job.”

He adds that hiring for skills often leads to better performance and retention. “When people are hired based on what they can do – rather than what they studied – they’re usually more aligned with the work. They’re in roles that match their strengths, which often translates to more passion, better results, and longer tenure.” Jon also notes that relying on skills can be more cost-effective. “There is no tuition fees involved, and candidates might not demand the same salary premiums that degree-holders often expect – especially when they’re still early in their careers.”

Jon points to research that shows companies like Google and IBM have removed degree requirements for many roles, especially in tech and digital. “In digital marketing, for example, the tools and platforms change so quickly. A marketing degree from 10 or 15 years ago wouldn’t have included anything about social media, influencer marketing, or platform analytics. But someone who’s grown up building audiences on TikTok or managing brand accounts on Instagram might actually be more relevant, and those are skills you can’t always teach in a classroom.”

He also argues that skipping university can give job seekers a head start. “Instead of spending three or four years studying, they’re already working, building networks, and getting promoted. That fast-tracked experience can really compound over time.”

The verdict: A mixture of both

Ultimately, the skills vs degree debate isn’t about choosing one over the other – it’s about balance, relevance, and long-term value. As Jon and Kristen highlight, what matters most is context: the role, the organisation, the career stage, and the individual. A degree can open doors and offer structured learning, while practical skills demonstrate adaptability and impact from day one. Employers today aren’t looking for one or the other, they’re looking for the right mix. As hiring needs evolve and workplaces shift, finding that sweet spot between qualifications and capability is where the real magic happens.

So, whether you’re a candidate shaping your next move or an employer making a call, it’s not either/or, it’s both, in balance. And if you’re unsure? That’s where we come in. Get in touch.

You nailed the interview. The recruiter gets a thank you email – that’s standard. But what about the hiring manager? That’s where things get tricky.

Most candidates wonder if reaching out directly to the person who’ll actually decide their fate is brilliant networking or an awkward overstep. The truth? It depends entirely on how and when you do it.

We sat down with Talent’s Managing Director of Marketing Chloe O’Toole and our SaaS recruitment expert Tom Mackenzie to settle this once and for all. Their insights might change how you think about post-interview follow-up.

The case for: Direct connection beats playing it safe

Tom believes a well-executed thank you note can be a powerful move in the hiring process but it’s all about delivery. He views follow-up messages as a chance for candidates to demonstrate initiative, professionalism, and genuine interest in the role, particularly when done with emotional intelligence and a light touch.

“There’s a difference between a thank you and a hard close,” Tom explains. “The best candidates tailor their approach to the context, who they’re writing to, what kind of role they’re applying for, and how the interview went.” For sales roles, he says, a more confident, assertive close might be entirely appropriate. “You want someone who can sell and follow through so showing that persistence early makes sense.” But for technical roles, or when communicating with someone less responsive to sales-like tactics, subtlety is key.

Tom also encourages candidates to see thank you notes as an opportunity to add value. “Maybe you didn’t nail an answer during the interview, or you’ve identified a business opportunity/new market for the hiring manager” he says. “A follow-up message gives you a chance to elaborate and share the stronger example you thought of after the fact.” He recently observed a candidate do exactly that, and it paid off. The candidate in question gave the hiring manager a lead , which impressed the hiring team, resulted in a new business opportunity and ultimately resulted in an offer for the candidate – a true win-win situation for all!

While he understands that some hiring managers might feel a line has been crossed if a candidate digs up their email address to follow up directly, Tom believes this often signals curiosity and resourcefulness. “For me, that’s a positive. They’re showing initiative, and in most cases, if they found your work email, it was already out there.” He adds that for roles where hustle and creative problem-solving matter, a candidate who bends the rules slightly to stand out could be just the kind of person you want on your team.

Ultimately, Tom’s advice is about balance. “Don’t send a templated, robotic message and don’t pressure someone into a decision,” he says. “But if you’re authentic, thoughtful, and respectful, a thank you note can absolutely help you stand out.”

The case against: Respect the process – and the boundaries

Chloe, an experienced hiring manager, takes a more cautious view on candidate thank you notes. Not because she’s against gratitude, but because of how easily these gestures can cross a line. For her, it’s less about the message itself and more about how it lands in the context of the hiring process. “I absolutely want the candidate to thank the recruiter, but when they come directly to me it can feel a little bit pushy,” she explains. “But more than that, it sometimes feels like a boundary has been crossed especially if I haven’t given out my email address directly.”

Chloe points out that candidates will often do their homework before an interview (sometimes impressively so), but when that turns into an unsolicited message to her personal inbox, it can feel invasive. “I trust anyone who’s made it to a final interview stage to be a great person,” she says, “but it still feels uncomfortable when someone shows up in my inbox without my consent. It’s not that I don’t want to hear from them, it’s just that I didn’t invite it.” For her, a candidate finding and using her email address, especially when it wasn’t shared on a calendar invite or through a recruiter, can feel like a small violation of privacy.

Beyond that, Chloe often finds these messages to be overly formulaic and lacking authenticity. “It can feel insincere like they’re ticking a box rather than really showing genuine interest,” she says. In particular, she takes issue with messages that try to force a strong close. “When someone says, ‘I want to reinforce that I’m the ideal candidate for the role,’ it just rubs me the wrong way,” she admits. “That’s my decision to make not yours to declare.”

She acknowledges that thank you notes might work better in certain industries or for specific roles such as sales, where persistence and follow-up are key skills. But as a marketing leader, Chloe prefers candidates to direct their follow-up energy through the recruiter, who acts as a trusted gatekeeper. “That’s why you use a recruiter,” she says. “I want them to pass on that feedback not for it to come straight to me.”

Still, she concedes that not all thank you notes are problematic. A soft, thoughtful message that shows appreciation or adds value (without the hard sell) is far more welcome. “It’s always going to land better with me if someone just says, ‘Thanks for your time, I really enjoyed our chat,’ rather than trying to persuade me they’re the perfect fit.”

For Chloe, it ultimately comes down to tone and timing. “It’s not about whether or not you do it,” she says. “It’s about how you do it and how it makes the other person feel.”

The verdict: It’s all about reading the room

Ultimately, sending a thank you note to the hiring manager after an interview isn’t a matter of right or wrong, it’s about context, intent, and delivery. As Chloe and Tom illustrate, what lands well with one hiring manager may feel inappropriate to another. The key lies in reading the room: understanding the role, the industry, and the personalities involved. A thoughtful follow-up can reinforce interest and add value, but when misjudged, it risks crossing boundaries or coming off as disingenuous. In today’s competitive job market, candidates should trust their instincts, tailor their approach, and when in doubt, seek guidance from their recruiter, the person best placed to help them navigate the nuances of closing well or as we like to put it, us!

The pandemic didn’t just change where we work, it shifted how we think about work altogether. Dining tables and spare bedrooms became our offices, Gen Z entered the workforce with fresh expectations, and a booming tech market sent salaries soaring. With remote work removing geographic barriers, job-hopping became more common and, in some circles, more accepted. But as employees embraced flexibility and opportunity, employers started to question the growing trend of short tenures. For some, it’s a sign of agility and ambition. For others, it’s a red flag.

To unpack both sides of the debate, we sat down with some of our recruitment experts to hear their take: Is short tenure a problem or simply the new normal?

Short tenure isn’t a bad thing

Georgia Townsend, a Candidate Manager at Talent who has worked with tech and digital candidates, argues that short tenure isn’t necessarily a red flag especially in today’s evolving workforce. She sees career movement as a strategic way for candidates, particularly younger generations, to accelerate growth.

“There are real advantages to moving roles more frequently,” Georgia says. “For candidates, short tenure can mean faster career progression, better pay, and broader exposure across industries and tech stacks.” She explains that staying too long in one company can sometimes slow down advancement, especially in fields like data and AI where hands-on experience with emerging tools is critical and often only gained through diverse, fast-paced environments.

Georgia also points out that the rise of remote and hybrid work has reshaped how people engage with companies. “Gen Z, for instance, entered the workforce just before or during COVID. Many haven’t had the chance to build strong in-person connections or feel a strong sense of loyalty to one employer,” she explains. “If companies haven’t nailed the ‘stickiness’ of culture in remote settings, you can’t blame young talent for moving on.” According to Yahoo Finance, Gen Z workers typically stay in a job for approximately 2 years and 3 months which is shorter than Millennials and significantly less than Gen X and Baby Boomers.

She believes employers need to consider the context. “Short stints shouldn’t be immediately disqualifying. Was it a toxic environment? A mismatch of values? A candidate with a few short roles but strong reasons and good reflection can still bring a lot of value.”

Georgia also highlights that short tenure can offer breadth of experience that longer stints might not. “Someone who’s worked in multiple environments might not have depth in one area, but they’ll have seen different ways of working and bring a broader toolkit to the table.”

Long tenure is best

Dylan Cohen, Director – Microsoft & Cloud Solutions, at Talent New York, who has been in the recruitment industry for nearly a decade, takes a more traditional stance, especially from the perspective of clients making long-term hiring decisions. As a recruiter who often works with consulting firms and high-stakes placements, he believes short tenure can – and often should – raise red flags.

“When I see four jobs in six years, I pause,” Dylan says. “Clients pay us a premium to find stable, long-term hires. They’re not going to shell out thousands in fees for someone who looks likely to leave in 12 months.”

He acknowledges that in early careers, especially post-COVID, some movement is expected. But past a certain point, he argues, repeated short stints can indicate a lack of depth. “A candidate may have breadth, but if they’ve never stayed long enough to see a project through or take on leadership responsibilities, it’s hard to judge their impact.”

Dylan also points out the salary inflation that short tenure can drive. “Candidates who hop around often demand more money with each move, but they’re not always bringing the seniority or experience to match. Some clients just won’t pay someone $130K because they had two short gigs – they want to see consistency and growth.”

Ultimately, short tenure should always come with an explanation. “COVID and economic disruptions are valid reasons. But if it’s a consistent pattern without context, it’s risky – for us as recruiters, and for our clients.”

Does location matter?

Dylan argues that whether short tenure is a red flag depends significantly on regional and industry contexts. He explains that in areas with more job opportunities, such as New York, short tenure may not be as concerning because of the fast-paced, high-risk, high-reward environment. “In places like New York, if someone has moved between companies every two to three years, it’s not that uncommon because the volume of opportunity is so high,” Dylan notes.

He believes the industry also plays a crucial role. For example, in sectors like sales, moving every 12 to 18 months is a red flag, but in software engineering, where projects may last several years, shorter stints may be more acceptable. Dylan also points out that the ability to explain why someone left a job can make a significant difference. “If someone can explain that they left because they outgrew the role or the company wasn’t able to provide new challenges, it helps.”

Georgia emphasizes that geographic location can influence how short tenure is viewed. For instance, in other markets, three years may seem like a relatively short tenure because of the slower pace of local industries. However, in cities with more dynamic job markets, such as New York or London, shorter tenures may be more acceptable. “In places like New York, three years in a role might be the norm before a person moves on for better opportunities,” Georgia explains. “In other markets, though, it could be more of a six-year game.”

She suggests that employers in regions with fewer job opportunities may be more inclined to view candidates with shorter tenures as flight risks, whereas in global hubs with constant industry shifts, the perspective on tenure might be different. Additionally, she highlights that even within a region, industries like mining, where growth is slower but more structured, may not align with candidates who are used to more fast-paced work environments.

Dylan’s final thoughts:
“I think the key takeaway here is that the answer depends on the industry and region. In my market, for example, I’d love a candidate with three jobs over 10 years who can speak specifically about migration projects. However, in other markets, that might not work. Long tenure typically signals loyalty, commitment, and the ability to see a project through, but it doesn’t always equate to experience across different job functions. Someone with long tenure in an end-user role might not be suitable for consulting clients because they’ve only seen one way of doing things. So, longer tenure is often better, but not always. It’s important to remember that more tenure doesn’t necessarily mean more diverse experience.”

Georgia’s final thoughts:
“The real debate comes down to what clients want out of a role. For example, in a complete transformation, you wouldn’t hire someone who’s been at one company for seven years, because they’ve only seen things done one way. That’s where someone with three jobs in six years might be favored. I agree that less than 12 months in a role is a red flag, and having multiple stints under 12 months is also concerning. But in rapidly changing industries like data, AI, or coding, the shorter learning curves and evolving technology challenge traditional thinking about tenure.”

Auckland Market Overview

It’s a new year and with that, brings a lot of opportunities.

2024 was an up and down market for us Kiwis. The economy was tough and that had a knock-on effect for the hiring market. There were some great wins though towards the back end of the year with the Reserve Bank lowering the Official Cash Rate. AI took centre stage, and cybersecurity was still a hot topic for businesses.  There’s no doubt, leaders will still be focusing in on these areas as we begin 2025. Let’s get into what we’re experiencing currently.

We are nearing the next Reserve Bank meeting (happening on the 19th of February) where they’ll discuss potentially lowering the Official Cash Rate (OCR) again. Rumours are swirling with the major banks’ economists picking 0.50%. With this in mind, many mortgage holders are hoping this will ease worries, however it has been reported much of the drop expected throughout the year has already been priced into rates. Time will tell though, as if one bank drops their rates further, we’d hope that others will follow suit to stay competitive. With the Trump administration in power, that could potentially influence the rest of the world’s economies and inflation rates. Time will tell.

According to Stats NZ, New Zealand’s annual net migration gain continues to fall but the number of departing Kiwis looks to have peaked. The net gain for the year to November 2024 was 30,600. That number was made up of a net gain of 78,500 non-New Zealand citizens and a net loss of 48,000 New Zealand citizens. Meanwhile, the 127,800 migrant departures in the November 2024 year were, provisionally, the highest on record for an annual period, Stats NZ said.

According to SEEK, job ads fell by 23% for December 2024. This is tough to hear as it was only a few months ago that we’d seen a lift. These results may be indicative of businesses slowing down given it is after all the December period and potentially were waiting for the new year to begin before making critical hires.

It’s not all industries that have seen a halt though. SEEK Country Manager, Rob Clark, said, “Some industries ended the year with more opportunities, including banking & financial services and insurance & superannuation, thanks to growth spurts at the end of the year.”

Now when you consider all of this and that markets move in cycles, one can’t help but think if spending / investment / project decisions are building up when they push go, will they all push go together?

Candidate needs

• Security; whether that’s for perm or continuity of their extension. Security is by far the highest priority.
• In line with that, increased, frequent and consistent communication from their workplace to assure them of the organisation’s plan.
• If they have flexibility in their role, for that to continue. This is a perk people really do not want to give up if they have it established. However, we are seeing candidates begrudging soften on this in line with job security.
• Making themselves “sticky” in a highly changeable employment market.
• Drive to increase their personal brands, networking given the changeable nature of workforces.
• Increased AI literacy – there is a growing sense that if you don’t increase your AI knowledge you’ll be outpaced by those who do.

Business needs

• Contractors who hit the ground running, add significant value and don’t take up a lot of management bandwidth. Highly likely in permanent candidates too.
• Increased physical visibility in the office across both contractors and permanent employees.
• Continued initiatives to reduce the cost of their workforce and driving efficiencies.
• Streamline processes and automate where possible. Drive increase in productivity.
• Leadership who can lead change and can do so in volatile times.
• AI and data governance strategies.

The year ahead

The year ahead will be an interesting one for us Kiwis. What some may feel as a tipping point, others may think that we’re still in the thick of it. Business leaders will be grappling with the confidence to invest, however without investment they may be losing out to their competition.

I was recently reading an article from Spark CEO, Jolie Hodson, who stated that she wants New Zealand to fully embrace advance digital technologies like AI, cloud computing, and the Internet of Things (IoT).  For the past 20 years, New Zealand has consistently spent less than the OECD average on research and development. The article also stated that by international standards, our businesses are particularly low investors in R&D which as a result we’re in a place where our ability to transform businesses with technology is underleveraged.

The question remains; when is the right time to push go on projects and invest? Pressure will remain for our leaders to do more with less from their team members. The advice I would give to them is ensure clear communication and speak with honesty – team members will see right through it if it’s not. Continue to showcase empathy and have support systems in place. Be ready to pivot and empower team members to be agile. Above all, keep learning. Stay up to date with industry trends and other relevant information that can then be fed back into teams. It’s going to be an interesting market and you’ll want to keep your top talent.

Candidates want stability, long contracts for those that are contractors and a feeling of safety within a business and on a project. Continuous learning and skill development will ensure you stand out in a crowd when applying for roles. Use your voice to showcase your knowledge on industry trends through platforms such as LinkedIn. Networking is another great way to increase your visibility and help you land that top gig.

Candidates are still seeking higher salaries in line with the increased cost of living however if they are actively looking for a new job are willing to negotiate.

No matter what, looking after your team members should be any business’s number one priority. With the global tech skills shortage sticking around, NZ losing Kiwis to other markets, demand for hard-to-find, highly skilled talent isn’t going anywhere. The biggest difference between NZ and Australia is the very drastic difference between the decreasing amount of job opportunities and the significantly increasing amount of job applicants.

In my last update, I shared the statement “survive till 2025” which had been said quite a lot. Well, we’re here now. It’s not going to be a quick fix. We must set our teams up for success so we can thrive. Where we can, invest in technology and don’t be afraid to embrace AI. For candidates, upskill and continue to tap into your network. Don’t give up hope. I’m always available to meet for a coffee and a chat, as is my team.

To finish with something cheesy, because why not, let’s all thrive in 2025.

Building a diverse workforce isn’t about ticking boxes or hitting targets—it’s about bringing together the best mix of people to make your business stronger, smarter, and more successful. Here are six top tips to help you create a hiring strategy that’s diverse, inclusive and, ultimately, effective.

1. Consider ditching the degree: Open up your entry points

Rigid entry requirements can be a diversity killer. Companies are waking up to the idea that you shouldn’t be so picky about where people have studied. But can you take this further and open your organisation to some incredible talent you would’ve otherwise missed? As one example, consider rethinking your grad program(s) and instead explore bringing on apprentices, trainees, and interns. You don’t have to reinvent the whole scheme from scratch, but consider opening up new avenues through which high potential young people with skills and enthusiasm can join.

2. Design work to fit a diverse workforce

Creating a more diverse workforce starts with how you design jobs. We’ve seen examples where a traditional demanding and multi-faceted role was split into two distinct ones, so that people with different needs, wants, and circumstances—like caregivers—had more chance of finding a job they’d love within the company.

Take a look at your job descriptions and the way you currently dictate how work gets done. Are you rigid or adaptable? And why is it that way? Offering part-time roles, condensed hours, job shares, or different shift patterns could help you attract talent that might have otherwise not even bothered applying.

3. Kick out the bias in your hiring process

We get it. This is easier said than done, but there’s a great return on investment. If the challenge of removing bias seems daunting, start by breaking it down into two categories: the things talent acquisition can control, and the things that are reliant on the rest of the business.

Talent acquisition is in control of removing jargon or gendered language from job ads and job descriptions. Look at the questions you’re asking and methods you’re using to screen, interview and assess candidates—are you assessing them fairly?

Then, of course, the biggest decision-maker in the hiring process is the hiring manager. They are the critical fork in the road on the diverse hiring journey. So, make sure they’re well-trained (and continually coached!) to spot and stop any sneaky biases—conscious or unconscious—from creeping in.

4. Tie DEI efforts to business goals

Diversity initiatives that are seen as “nice-to-haves” never get far. The best DEI efforts solve a business problem. If you don’t know the problem you’re ultimately trying to solve, go back and find out. And, no, “not enough female technology professionals” likely isn’t the problem. But, “we’re losing market share because a lack of intellectual diversity in our teams is holding back our ability to solve critical customer problems” might just be.

Flexing your commercial muscle might be new to some People and Talent leaders or it might seem unnecessary in the face of such a strong moral and ethical argument. But especially when economic times are tough or uncertain, doing the “right” thing, might start to mean different things to different people. You need to demonstrate that the “right”—as in, the fair, equitable, inclusive, and morally sound thing—is also the right thing in a financial sense.

If you want your DEI work to stick, make sure it’s solving a real business challenge. When it’s tied to the bottom line, it’s much more likely to get the backing it needs.

5. Get personal with your hiring campaigns

Trying to attract a diverse talent pool with generic ads? Unlikely. But you can crack the code by spotlighting a few of your employees in recruitment campaigns—the ones who represent the audience you’re aiming to connect with. Invest in tailoring the language and visuals used and places you advertise to ensure you’re being seen and heard by specific communities of candidates.

The key to a persona-based recruitment marketing approach is to use authentic, relatable stories that make people feel like they can belong in your team.

6. When it comes to benefits, one size doesn’t fit all

Perks and benefits should be as diverse as your candidate pool. To start with, if you’re not offering flexibility in how, when, or where work gets done, you’re probably shutting out some great candidates. Look at your benefits package, too—does it appeal to different family setups, cultures, or lifestyles?

Flexible work, different leave types for caregivers, or culturally inclusive holidays are initiatives used to good effect. If diverse candidates keep dropping out of the process, it might be time to tweak what you’re offering.

Conclusion

We could’ve called this article “6 top tips to be a better business”. Because, arguably, that’s what this is about. Diverse hiring isn’t about keeping HR happy—it’s about building a better, more competitive company. If you want to attract the best and brightest, you’ve got to rethink the way you hire. Be open, be flexible, cut the fuss, and make sure you’re solving real business problems.

If you’d like more information on how to design and implement practical diverse hiring strategies in your company, please get in touch with our team at Solve or click here for more information about the ways in which Solve can guide you and your teams toward a world-class TA function.

In today’s tough economic climate, many New Zealand businesses are facing hard choices about where to invest. Despite the downturn experienced in the last 12-18 months, our clients are telling us that Diversity, Equity and Inclusion (DEI) remains a critical priority but is often at risk of being sidelined by budget pressures and competing concerns.

Kara Smith, Managing Director of New Zealand, and Tom Bailey, Senior Consultant here at Talent speak with leading HR and TA experts who share their practical tips, and insights on overcoming barriers, as well as how to make a strong case for DEI investment during uncertain times.

Know your ‘why’: Approaching DEI with clear intentions

Katrina Hau, Director of People Experience at Auror, emphasises the importance of intentionality and the need for a strategic approach to DEI. While DEI ultimately isn’t about hitting targets, it’s important to have an idea or goal in mind for specific areas, for example in engineering, where women are underrepresented. She states her three key steps are to “find a baseline, identify the teams or areas you really want to be intentional about”, and then, for Auror, it was to look at their leadership. “We really wanted our C-suite of six people to be fifty-fifty, and to this day it’s fifty-fifty,” she notes, illustrating the trickle-down effect of diverse leadership into the makeup of the company which similarly reflect this gender balance.

Understanding privilege and unpacking unconscious bias

Sid Kumar, a technologist and people leader as a Head of Product, actually challenges the traditional order of DEI, suggesting that ‘Equity’ should be addressed first. “You must think of equity first, everyone is not equal, and some people simply need help levelling the playing field,” Sid states, highlighting the importance of understanding equity as a precursor to true diversity and inclusion.

He also addresses the complexities of hiring for merit and the need for ongoing conversations about unconscious biases. “I have a large team of 250 people in my department and there’s a belief that people must be hired on merit, but how do you define that? In the first 5 minutes of the interview, can you truly see that merit? For technical roles, you can ask problem-solving questions but for leadership roles, it’s an ongoing conversation.”

He also adds, having hiring managers confront their unconscious bias “makes people uncomfortable, and you can’t change that in just 2 hours of DEI training – it’s impossible!” and is advocating for a deeper commitment to change. Sid states that leaders must identify their “why” to avoid tokenism, while Cameron Robinson, Head of Enterprise Solutions at Solve, aptly reminds us that talent acquisition leaders don’t need permission to implement what should simply be good hiring practices instead of so-called “DEI hiring”.

DEI on a budget: Creative solutions

In the absence of funding during uncertain times, what are creative no or low budget strategies HR leaders can implement now?

Katrina suggests leveraging DEI surveys to understand gaps and engage employees and the tangible benefits of one of Auror’s DEI initiatives, transparency in salary bands, which fostered equity and inclusion. “It wasn’t quick, but it’s best to start now before the organisation gets bigger and it gets more complex,” she advises.

Sarah Bellett, Head of People Experience at One NZ, shares how their rebranding process became a catalyst for DEI-focused change and, like Katrina, uses surveys to get to know their people and address their needs. “We surveyed our people and found that 50% are caregivers of some kind so we worked with them to redefine our policies to be meaningful,” Sarah said. This also helped reveal the ‘cultural tax’ that employees of marginalised groups have experienced and led to the business supporting them with employee-led networks through kai (food) and time. It was an effective and strategic shift to help make their organisation a great place to work.

Sarah also points out the power of data in communicating the value of DEI to leadership. “Boards and executives like numbers, talking vaguely about DEI might have their eyes glaze over, but putting numbers in front of them are far more compelling.”

From a hiring perspective, Cameron spoke to the power of persona-based hiring strategies and being intentional about which platforms to advertise jobs. He further explains, “Being very targeted about the imagery and language used to find candidates” is key to attracting the talent you seek and comes at no extra cost.

He adds, “Think about how you’re writing your job ads; really practical things like words – ‘competitive’, ‘challenge’, ‘courageous’ are considered masculine words and may deter female candidates from applying for your jobs,” suggesting running job ads through free gender decoder tools that can flag gendered language.

Sid urges leaders to think long-term, “The change that you make is not just for you, it’s for generations ahead.” DEI can be a cornerstone of an organisation’s identity and success, through intentional actions and leadership commitment as demonstrated by our panellists. Even when budgets are tight, DEI can continue to flourish and become a strategic advantage that can help businesses thrive during economic downturns.

If you would like to learn more about implementing better hiring practices, head to our DEI Hiring Toolkit: Less Talk, More Action. To continue this conversation and discuss how Talent can help you create a diverse and inclusive workplace, contact us here.

Talent has spoken with 26 business leaders for a new guide on how they are navigating investment, staffing, and operations within a challenging New Zealand market. The guide, released amidst the ongoing economic challenges that New Zealand is facing aims to help business leaders survive the current market and emerge stronger. You can view the guide here.

Business leaders featured include Nicole Rosie, CEO of NZ Transport Agency Waka Kotahi; Karla Davidson-Brown, Senior Procurement Leader at Ministry of Education of New Zealand; Joanna Saraf, Finance Transformation Programme Manager at Tātaki Auckland Unlimited among others.

The guide highlights a thought-provoking side of leadership and provides a comprehensive overview of what businesses can do to navigate through challenging times. Their insights and the actions they are putting into place provide readers with strategies and knowledge that they can take into their business.

Kara Smith, Country Manager, Talent New Zealand, touched on the need for the guide, “Businesses across Aotearoa continue to navigate an environment marked by longer hiring cycles, cautious spending, and the unfortunate reality of a “brain drain” as many Kiwis seek opportunities abroad. After many discussions with businesses, we felt the need to put together this guide to provide other leaders with the tools, insights and strategies needed to lead effectively during these turbulent times.” 

The leaders touched on many different topics. Highlights included:

“The rise in cyber threats during economic instability is significant. Cybersecurity is not an area where you should look to cut back when reviewing budgets. Reducing investments here can expose your organisation to severe risks and potential breaches.” – Dugald Macdonald, former CIO of Harmoney

“Even if you’re not actively hiring, keep telling your story and reinforcing your brand. It’s critical to your ability to hire great people, whether in the short, medium or long term.” – Cameron Robinson, Head of Enterprise Solutions at Solve

“As long as you have strong buy-in, trust, respect, and engagement with your stakeholders, you’ll never have an unsuccessful project – even if the project is put on hold, cancelled, or a significant change was required.” – Joanna Saraf, Finance Transformation Programme Manager at Tātaki Auckland Unlimited

Don’t Settle for Less: Elevate your Hiring Strategy with Talent as your IT Employment Agency of Choice

When it comes to selecting the best tech talent to join your organisation, you need IT experts that can bring your hiring strategy to the next level. Using Talent as an IT employment agency brings together global experts in tech, transformation, and beyond. With over 25 years of experience and a people-first approach, we’re committed to creating the most rewarding experiences for candidates, clients, and company culture. By leveraging Talent’s combined years of tech expertise, you can ensure that your hiring strategy is supported by professionals who are dedicated to building a better world of work for all.

We’re not just an IT employment agency – we’re a global team of specialist recruiters, equipped with in-depth market insights, providing a streamlined hiring process to our global reach of clients. 

IT employment agency specialists at your service

With over 25 years of industry and recruitment experience, Talent has established itself as a leading IT employment agency. Our team of IT employment specialists spans across various industries, including cybersecurity, government affairs, to Microsoft and cloud technologies. 

Talent’s team is dedicated to understanding your organisation’s needs and streamlining the hiring process. Our commitment is evident in our approach, highlighted by Georgia Hynes, Senior Recruitment Consultant at our Talent office in Wellington. She explains,  “Each week everyone on our team spends at least 15 hours sitting in front of government leaders, business owners, or senior hiring managers. The knowledge we gain from these meetings makes us some of the most qualified people in the market!”

Talent takes pride in providing exceptional support to our contractors, going above and beyond to match them with the right roles that truly resonate with their expertise. As expressed by Roopesh Golluru, an IT Project Manager at Hewlett Packard Enterprise, “I am incredibly grateful for the outstanding support I’ve received from the team at Talent. Their expertise in matching me with suitable project management roles is exceptional. Throughout the process, they demonstrated a deep understanding of my skills and career goals. Thanks to their efforts, I have always secured roles that align perfectly with my profile. Talent International’s commitment to excellence is evident through their dedicated team. I highly recommend their services to anyone seeking professional and personalised recruitment assistance.”

Our specialised approach is designed to power projects and drive business success. See what a specialised recruitment approach will bring you in our latest blog which dives into our industry expertise and how we can power your projects.

Mapping the market how we do it best

         It’s no secret that the future of the IT industry, and tech as a whole, is constantly changing. That’s why you need an ear to the ground on all the hiring happenings. Here at Talent, we have tenured specialist IT recruiters that know the ins and outs of all things tech. Whether it’s digital transformation, cloud migrations, or IT implementation projects, we have the recruiters and the candidates to power your teams. Their expertise, combined with our extensive candidate network allows us to be the go-to resource for building and powering high-performing teams.

“We want to ensure we bring value to our clients and candidates, and by sharing market insights that are not only useful, but industry-specific, empowers organisations to stay one step ahead of the game.” – Georgia Hynes, Senior Recruitment Consultant, Talent Wellington, New Zealand

Our dedication to sharing valuable market insights and IT industry knowledge makes us more than an IT employment agency – it creates a strategic partnership to power clients towards growth and innovation. From industry-specific whitepapers, to in depth salary guides, Talent provides the insights to keep our clients in the know so they can make the best hiring decisions for their business. 

For more detailed insights into the hiring market and technology jobs trends, you can explore our 2024 More than Money Salary Guide. 

Taking care of business

Having Talent as your IT employment agency of choice ultimately benefits both employers and employees. Talent’s team of specialised IT recruiters will take care of your hiring strategy while you focus on the important things to run your business. Whether it’s interview preparation, onboarding processes, to contractor care, Talent can manage all the various hiring headaches that keep you from day-to-day tasks. 

Our world class contractor care services also provide exceptional opportunities for current and past candidates. In Australia and New Zealand, Talent’s ENGAGE platform offers a different approach to the contractor experience. It combines all the practical requirements of being a contractor with access to a unique and exclusive wellbeing and benefits program. For employers, it’s an easy and convenient tool for managing your contractors including paperless contract management and seamless timesheet approval. 

Contractor care is at the forefront of what we do. “Our dedication to candidate care led to the invention of Contractor Care Manager roles who are there to ensure our contractors feel like they’re part of a family,” says Georgia. “They’re invited to Talent events,  and generally just well looked after, ensuring we know when we need to get their current contracts extended or line up another placement elsewhere!”

When it comes to candidate care, we want our contractors to feel like an extension of our team. From interview prepping, onboarding experience, through to weekly payroll and benefits, we’ll handle all things contractor care so you can focus on business-critical projects. 

“Over the years, Talent has been a great partner when it comes to finding the most qualified candidates in the market. Their expertise within the IT space has been very beneficial to us and we have been able to place amazing candidates sourced by Talent. The work that we do with Talent is both for full-time and contract roles, and we are always satisfied with the qualified and experienced candidates they present. The Talent team is friendly, open to discussion, and quick on their response. When working with Talent, we don’t need to worry about following up because we know that everything is being taken care of by them!” – Aurora Valiente, Global Talent Acquisition Manager, Accelalpha, United States

A global reach that goes beyond

         With a global company comes our global network of qualified candidates, connecting professionals from various locations and industries. Talent’s extensive network empowers us to access a diverse pool of talented individuals who can drive projects and deliver results.

“In New Zealand, Australia and the US, our branches have a #OneTeam philosophy, meaning that we like to think outside the box and come up with solutions together for our clients recruitment problems,” Georgia shares. 

“We don’t just ask about their hiring plans or their vision. We want to know their ‘why’. We then head back into the market to find capable people who want to contribute to that client’s ‘why’.” – Georgia Hynes, Senior Recruitment Consultant, Talent Wellington New Zealand

As Georgia puts it, this is the start of building strong, high-performing teams that help organisations thrive. Our approach to recruitment is not about filling vacancies – it’s about creating powerful teams that are aligned with our clients’ vision and goals. 

Our global network of candidates is a direct reflection of the better world of work we’re on a mission to build. Having this network goes beyond placing candidates in the right roles; it means taking the extra step to ensure they’re thriving in their roles. 

“I have never before had an agency follow up with me about how I am going, if everything is OK and care about whether I have submitted a time sheet or not.” Mechan Rapp, SAP Functional Expert at QLD Health shares while being on contract with Talent. “It’s a personal touch that is different and appreciated as it’s nice to know that there is an element of care and the engagement is not just about making a margin on my rate.”

Building a better world of work

Building a better world of work is at the core of Talent’s mission. We strive to create genuine value for both individuals and organisations to foster an environment where both candidates and clients thrive. At Talent, we’re dedicated to empowering people to shape an inclusive world of work. 

Adeline Le Bris, our Senior Recruitment Consultant in New Zealand, shares the unique approach that sets Talent apart from other IT employment agencies. 

“Talent is not like any other agency I know. I have been blown away since day one on how they care for their people. From my experience onboarding and the warm welcome to all the meaningful benefits that show they value me as a person. This means I can bring the best of myself to work everyday.” – Adeline Le Bris, Senior Recruitment Consultant, Talent Wellington New Zealand

At Talent, we believe that by prioritising the well-being of our people, we’re not only enhancing the workplace, but also creating positive change in the world of work, for everyone. Our commitment is reflected in the global network that we’ve grown, the specialist support we provide, and opportunities we create for both businesses and professionals.

Partner with a premium IT employment agency today

Don’t just work with any IT employment agency – partner with the best. By choosing Talent, you’re not just investing in IT recruitment services, you’re investing in a better world of work. 

Contact or get in touch with our specialists today. 

The strength of Australia’s public service lies in its people, but navigating talent management in a budget-constrained environment is no easy feat.

With the shift from a contractor-heavy workforce to a robust internal team, the challenges are real—but so are the solutions.

Our latest report outlines strategic approaches for federal leaders navigating these evolving changes. Inside you’ll find:

• Rebalancing the public service: The shift from contractors to a permanent workforce
• Creating a more responsive government: Strategic advice for the move to non-ongoing engagements
• Implementing a more agile approach: How agile project-based delivery is optimising technology investments
• Driving efficiencies through AI adoption: The need for a robust governance framework
• Building simple, secure and connected public services: The need for more technology workers across cyber, data and cloud
• Addressing talent shortages: Government strategies to attract and retain workers
• Increasing Indigenous employment outcomes: The goal to attract and retain Indigenous talent, particularly at the senior level
• Enhancing talent recruitment, retention and development in a budget-constrained era

These insights have been curated by federal government hiring experts with over 100 years combined experience supporting government agencies in Canberra and beyond.

Download report

Streamlined success: The power of working with a specialist IT recruiter

Choosing between a recruiter with general tech knowledge and a specific tech expert may seem straightforward, but it’s not always that simple. With constant innovations in technology, and the ever-changing job market, it’s no secret that staying ahead of the competition requires more than just a basic understanding of the industry. To truly succeed in this market, it involves staying on trend with advancements in both digital and technology. That’s why having a specialised team of IT recruiters, who are immersed in the candidate market, and equipped with industry-specific knowledge, is the key to unlocking a successful hiring strategy. 

The Value of a Specialist IT Recruiter

While tech trends evolve, you need a dedicated recruitment partner that can assess your needs amidst ongoing digital advancements. As Colin Etheridge, CEO of North America shares, “Our specialist IT recruiters are immersed in their specific markets and know their market intimately. They know who the best candidates are, have relationships with them and are able to provide the right solution efficiently and at the right cost. A generalist recruiter can offer nothing close in terms of value, speed or relevance.”

Working with a specialist IT recruiter takes you beyond typical hiring practices- it enables you to have a strategic hiring approach while not taking away from business-critical projects. Your team of specialised recruiters will be able to identify crucial skills, technical experience, and cultural fits in candidates to empower teams. That way you can focus on what needs to get done, while still having confidence that the top talent is being found to drive projects.

Unlocking industry-specific knowledge and networks

In a constantly evolving IT sector, industry-specific knowledge and expertise is invaluable. Having a recruiter that is well versed in current trends, funding rounds, and the latest technological advancements, can make a significant impact on finding the right candidate for your team, while carving out an edge against the competition.

“All sectors, whether it’s technological, industrial, or commercial, have their own unique characteristics and supply chains,” CEO Colin Etheridge acknowledges. “Only a specialist recruiter knows what is possible in terms of timeframe, cost, and even the possibility of hiring what is needed.” 

But don’t be fooled- some of these industry experts don’t know enough about the hiring market, technology innovations, or how your organisation can stand out as a top employer. Talent’s global team of Specialist IT Recruiters have a deep understanding of the evolving digital landscape and tech hiring market. 

To truly stay ahead of the competition, hiring strategies must also align with innovative industry sectors that are experiencing growth.  “In high demand sectors like Microsoft Business Central & Azure, Oracle eBusiness, Digital Product Management & Design, it is crucial that our clients get the right advice. That advice is far more informed and credible from a specialist who operates in these markets on a 24/7 basis.” CEO, Colin Etheridge shares.  

Our specialist IT recruiters are more than matchmakers

At Talent, our specialised recruiters are more than just matchmakers; they’re strategic partners dedicated to understanding the unique needs of your business. “Our recruiters also know a great deal on how to position each enterprise to ensure the best possible chance of securing the right candidate or candidates.” Colin Etheridge, CEO of North America shares. 

With a committed recruitment partner, comes their niche networks, which are essential for finding and attracting top talent. Talent’s elite candidate network will equip you with leading professionals that are spearheading innovation in their industries. You’ll get full access into Talent’s ENGAGE platform which is an exclusive community of skilled candidates, allowing you to find and secure top talent in the market. InWhether it’s skilled Microsoft, SAP, or Oracle professionals, finding the right people that can elevate an organisation’s innovation is what we’re here for.  From contract solutions to permanent players on your team, we’ll be sure to identify your organisational needs.

In today’s competitive digital landscape, it’s not just about understanding the nuances of the tech hiring market; it’s about forging a genuine partnership. By taking the time to understand company culture, project needs, and other unique requirements, industry experts can craft a hiring strategy that aligns perfectly with your ever-changing goals. This kind of understanding and commitment paves the way for a long-lasting partnership, which in turn helps bring in top talent and keeps organisations growing strong. 

Talent’s advisory service is your solution for addressing specific pain points in your people strategy. Discover how we can revolutionize your hiring strategy with Talent Advisory.

A proven track record of success

We take pride in our specialists’ proven track record of success. Our online case study library is full of success stories from all across the globe. Whether it’s major digital transformations for technical clients to helping small digital start-ups scale their teams, we have a track record that speaks for itself. 

Looking to build your team? Uncover how we’ve hired high performers for companies like yours, here. 

What’s the latest in Australia’s project services hiring market? From investment in digital transformation projects through to the demand for top talent, we look into the latest trends when it comes to project hiring across the country – particularly, the top project areas companies are investing in.

The project services hiring landscape in Australia

The project services hiring market is complex and varied across Australia. In some regions,
the market has remained steady, while in others, demand has slowed as confidence in the economy declines. However, with project manager positions expected to grow by 6.1% within the next 5 years, the demand for skilled candidates is expected to return in these regions.

While some regions across Australia, such as WA, SA & QLD, have seen steady project activity, others, like NSW, VIC & ACT have seen a slowdown. Despite this, there are several project areas where companies are investing, particularly when it comes to tech.

Top project investments

1. Cybersecurity

When it comes to the projects companies across Australia are investing in, cybersecurity tops the list. Talent Melbourne Managing Director, Simon Yeung notes that, “Industry adoption of AI, machine learning and automation will continue to expand, but will only represent a small proportion of most companies’ IT budgets as they prioritise more urgent infrastructure, transformation and cybersecurity projects.”

Talent Canberra Account Manager, Connie Tong, also observes that this is the focus for Government employers, “Cybersecurity and AI are major tech projects for Government, and all these projects will have recruitment activities for both IT skills and non-IT skills”.

2. Data

Across Australia, companies are increasingly seeking to leverage data to drive efficiencies and make data-informed decisions. So much so that when it comes to the importance of emerging tech, 91% of respondents in a survey of Australian and New Zealand consultancies, have cited data analytics as important for their companies. Additionally, in another survey of over 600 data leaders, 100% cited that they have planned to invest in their data management capabilities over 2024.

So, what does this look like in practice? Companies in different industries across the country are focusing their efforts on data migration and uplift projects. Talent Sydney Principal Account Manager, Majella Sanders, notes that, “Many universities are assessing their enterprise systems including their ERP and cloud platforms, student systems, data analysis and management. As such, there is significant demand for business analysts and data specialists.” Talent Melbourne Practice Lead, Kylie McManus, also notes that, “In financial services, NAB has completed a Teradata migration for data analytics, and is now optimising with Databricks, HVR/Fivetran, PowerBI, AWS, and Azure.”

3. Defence

Digital projects are also being locked down in the Defence sector in South Australia, where there has been significant investment in naval shipbuilding projects alongside cyber solutions to bolster the country’s defences. Projects such as the construction of nuclear-powered submarines for the Royal Australian Navy, as well as major tier 1 surface combatant ships, will generate strong demand for talent over the coming years. Talent Adelaide Managing Director, Anthony Whyte, comments, “In Adelaide, defence-cleared personnel continue to be in high demand and will do so for the next decade.”

In Melbourne, defence projects are also taking off, alongside other digital transformation programs of work. Talent Melbourne Practice Lead, Kylie McManus notes, “Large government modernisation programs across Defence, the NDIS crackdown on fraud, and Salesforce programs are absorbing resources. At a local government level, implementation of TechnologyOne and Smart Cities continue to hire.

4. Renewables & green energy

Digital transformation is also taking hold across the energy, mining and resources sector throughout Australia.

In Western Australia, Talent Perth Senior Consultant, Kristen Stewart observes that investment in projects in this sector is on the rise, “Companies are investing in their capabilities and project execution. They’re modernising their IT capability, and redesigning and refreshing legacy systems to make them more fit for purpose.” Alongside the growing integration of technology in this industry is the increased risk of cyber threats. Talent Brisbane Account Director, Jane Knapp comments, “As more clean energy enters the market, there are more entry points from distributed energy resources to the grid, which is creating greater security considerations. Operation Technology (OT) Cybersecurity is therefore a key project being invested in.”

Talent Melbourne Practice Lead, Kylie McManus, notes that, “The utilities, energy, resources sector’s focus is on renewables and green energy, as well as upgrading ageing data and comms networks and datacentres. CEOs and Boards are prioritising organisational cyber-resilience, elevating CIO and CISO roles.”

Uncover more about the project hiring market in our Project Services Hiring Market Snapshot here.

5. Healthtech

Across Australia, the digital health market is booming, with revenue expected to reach USD$2.86 billion by 2028. Looking at healthcare in NSW specifically, digital transformation projects are taking centre stage. The NSW Government is working on a single digital patient record (SDPR) system, to streamline the recording of patient records. Talent Head of Government, Steve Tompkins notes that this project is seeing strong demand for project professionals, generating “300 permanent and fixed term vacancies, including project practitioner job openings”.

As tech continues to evolve, and companies increasingly prioritise digital transformation projects, the demand for top talent will only increase. It’s predicted that by 2025, the global digital transformation market will grow to USD$1009.8 billion, up from USD$469.8 billion in 2020 – seeing a CAGR of 16.5% over this time period. The growth in this market will call for skilled tech and project professionals who can lead the way to success.

So, are you ready to answer the call? Check out our job search for your next project opportunity.

Need top project professionals who can take your project to the finish line? We can help.

At Talent, we’ve been working with top talent since the birth of JavaScript, and place over 1000 project managers into new roles every year. We’re also a Platinum partner to the Project Management Institute and know what it takes to successfully deliver a project. Get in touch to uncover how we can help you find top-tier talent.

Ready to build a successful project team? Before embarking on your search for top talent, here’s what you should know about the hiring market. Hint: the project recruitment landscape is complex and constantly shifting. We dive into the latest trends in the project hiring market across Australia and New Zealand, sharing exclusive insights from our recruitment experts.

1. A global shortage of project talent

Research reveals that there will be an anticipated shortage of 25 million project candidates globally by 2030, and the shortfall of skilled project professionals is anticipated to have a significant impact, with the global GDP predicted to take a hit of approximately $345.5bn by the end of this decade. When looking at specific regions, however, the market varies greatly. Some are feeling the effects of this shortage while others are experiencing the opposite.

2. Market conditions vary based on region

In certain markets, particularly across New Zealand and some of Australia’s East Coast, an economic downturn, slowed project investment, and layoffs have seen more talent in the market than previous years. However, in other regions, especially across Australia’s West Coast, project activity remains strong. So, what does this mean for jobseekers and hiring managers trying to navigate this complex market? Companies and professionals need to remain agile and continue to adapt to changing market conditions.

3. A hiring slowdown for some

Several companies across New Zealand and some of Australia’s East Coast are placing projects on pause as confidence in the economy wanes. While this won’t last forever, it is affecting the current hiring landscape. According to Talent Head of Government, Steve Tompkins, “The largest employers of project managers and practitioners are putting projects on hold, cancelling some projects in flight and reconsidering what they are working on. This means a reduction of project practitioners, especially in local Government, as part of an overarching strategy of reducing contract labour spend.”

In New Zealand, Talent Auckland Senior Recruitment Consultant, Adeline Le Bris also notes that, “Most businesses are in a holding pattern, with hiring freezes common. Confidence is down, yet there is still a need and want to hire as there are vacancies in teams. However, approval is only being given to very select positions so there are only a few roles here and there. We see a high volume of candidates looking.”

4. A hiring boom for others

While some markets are seeing a slowdown in projects and hiring demand, others are booming. Talent Brisbane Managing Director, Keith Dixon, notes, “In comparison to other states, the Queensland market has held up well and proven to be quite resilient. Whilst numerous commercial technology projects have come to an end and other commercial employers choose to defer new projects, other companies have kicked off new transformation and technology programs of work, maintaining a strong demand for project management, architecture, business analysis and change management skills.”

Talent Perth Principal Account Manager, Edwin Foo, also observes “For both candidates and companies in Western Australia, the economic outlook remains highly optimistic, fuelled by substantial investments from WA-based organisations. While there might be a slight deceleration in employment growth, Western Australia is expected to outpace national growth. The resources (mining & energy) sector will continue to contribute significantly, thanks to ongoing investments in new projects and expansions. The construction industry also remains robust, with several large-scale projects in progress.”

5. A shifting contract & permanent landscape

Talent Auckland Practice Lead, JP Browne, notes that in the project space in NZ, “Contract business analysts are in most demand, although the levels are lower than normal. There simply isn’t the movement of permanent staff like we had during COVID. People are concerned about stability, so are willing to stick things out until the market picks up. This means there are fewer permanent candidates available, and the only other place to look is the contract sector.”

Demand for permanent professionals, however, is strong in other regions. In ACT’s public sector, for example, Talent Canberra Managing Director, Robert Ning, notes, “There will continue to be a push to increase Australian Public Service capability with permanent employees over contractors or consultants”. Talent Canberra Account Manager, Connie Tong, also comments “Government employers have been focusing on converting labour hire contractors to permanent roles as much as possible. This focus is mainly on supporting core functions such as project support, administration, finance, communications, and marketing. While demand for permanent professionals is strong, where there aren’t enough suitable permanent options and budget is available, employers will consider hiring contractors”.

6. A hiring market on the up

For the regions experiencing a hiring slowdown, it won’t stay that way forever. Projects are an essential component of business growth, and the right people are needed to bring these to life. Matthew Munson, Talent Sydney Managing Director notes, “We anticipate that the market will start to pick up again. The financial services sector, for example, had 12 months of consolidation, cost cutting and projects being put on hold. The initial signs are that hiring growth will return later in 2024 and 2025, with a number of large projects kicking off in Q4 this year.” Talent Adelaide Managing Director, Anthony Whyte, also observes an uplift in South Australia’s market, “While the latter half of 2023 saw the market drop due to increasing inflation, cost of living, rate increases and other world events, in 2024, the tech sector in Adelaide remains steady. We’re also seeing strong demand for Business Analysts, which is a promising sign of new projects on the horizon, plus continued interest and demand for skilled people in cloud technologies, AI and cyber.”

Uncover more insights on the project market in our Project Services Hiring Market Snapshot.

Ready to hire top tier project professionals?

We can help. At Talent, we’re experts in project management recruitment. As a Platinum partner to the Project Management Institute (and the only recruitment partner), we understand what – and who – it takes to successfully deliver a project.

Working with more than 11,000 project professionals around the world, and a global network of clients spanning across all industries, as well as placing over 1,000 PMs in new roles per year, we’re fluent in project management. Let us help you sprint to the finish line when it comes to hiring, by finding and placing top tier talent at speed. Ready to get started? Get in touch.