We are hosting an ENGAGE-exclusive webinar event where we’ll be sharing our hiring market updates for Australia and New Zealand. Our experts will cover their predictions for 2025, the hottest skills in demand, and how to get ahead of the competition in the current market. There will be a Q&A at the end where you’ll be able to submit your thoughts and questions.

Session information

Date: Thursday, 13th February

Time: 12:00pm AEDT // 2:00pm NZDT

Where: Online via Zoom

Your Talent experts

JP Browne

JP is a Practice Lead from Auckland who has worked in tech recruitment for 20 years. JP specialises in recruiting for C-Suite and leadership teams as well as project transformation.

Music is a big passion of JP’s and his vinyls have pride of place in his office. When not listening to music, he’s learning the piano and dreams of taking up the bagpipes again, and when the weather allows he’ll be doing a very average job of playing golf.

Scarlett Cooke

Scarlett is an Account Director in Sydney, who has worked with Talent for 7 years. Scarlett supports businesses in NSW covering a range of sectors which include technology, transformation, project services, engineering, and corporate services.

When she can, Scarlett loves to travel and is considered amongst her friend group as the go-to for tips on holiday destinations.

Joseph Petrovski

Joseph is an Account Executive in Melbourne who has worked with Talent for 7 years. Joseph specialises in delivering for the renewables, construction, utilities & energy industries.

Joe is a passionate music fan and can play quite a few instruments. His favourite one to play is the didgeridoo.

To find out more about contracting at Talent, click here.

While the economy has made strong rebounds in growth following the COVID-19 pandemic lockdowns, it would be best to assume that change is the new norm. With New Zealand’s market experiencing a continued slowdown and businesses tightening their budgets, it’s easy for leaders to prioritise short-term solutions to solve immediate concerns over thinking about the long-term growth of their organisation instead.

Understanding the long-term perspective

As a business leader, it’s important to maintain a clear focus on long-term strategic objectives and avoid getting lost in the day-to-day operations. This focused approach not only creates opportunities for growth during challenging times but also positions businesses with strong foundations to thrive, while weaker competitors may struggle.

Experienced leader Michelene Hart, Managing Partner and Co-Founder of Yorkway Private, underscores the importance of always keeping an eye on the ‘light on the hill’ – otherwise known as the strategic objectives for the longer term – and emphasises how the leadership team plays a vital role in providing strategic direction, especially during uncertain times. Hart advises that regularly reviewing the business’ long-term strategy and adapting it to external factors is essential for leaders to ensure that the company and their teams stay on course.

“Companies who have done the right things to survive challenging times will have the opportunity to thrive,” Hart says, suggesting that the board and C-suite set time aside to explore opportunities for mergers, acquisitions, or introducing new products and services that fit the current market conditions. The ultimate goal is to position the business for success when the market inevitably shifts, and a proactive approach will yield positive results that reflect well on your leadership.

Risks of short-term solutions

We get it, these short-term solutions will bring immediate results to keep you above the line – but what are the long-term drawbacks of immediate ‘solutions’ like minimising teams and scaling back on engagement efforts?

• Decreased employee engagement and motivation, leading to lower productivity and innovation
• Loss of valuable interpersonal relationships and collaborative efforts that contribute to the workplace environment, hindering the achievement of wider business goals
• Increased time, efforts, and associated costs of recruiting and onboarding new team members

Balancing short-term needs with long-term goals

So, how do we achieve the best of both – keeping an eye on the big picture while solving immediate concerns? Let’s think of key focus areas and their low budget solutions:

1. Communication: Set regular meetings with your stakeholders, relay any challenges and limitations with honesty, share both wins and losses, and collaborate between teams to find creative solutions.
2. Optimisation: Leverage AI and automation to handle decision-making processes and offload administrative tasks, e.g. automated invoice approval and payment processing can reduce delays and errors for finance teams and programmed employee onboarding can help streamline and free up time for HR teams.
3. Employee engagement: Autonomous working environments can help employees feel trusted and empowered, continuous feedback through open lines of communication such as surveys to voice concerns or opinions and recognising individual and team wins is an effective way to boost morale.
4. Creative L&D: Consider internal opportunities; start small and prioritise any skill gaps. Encourage cross-training between teams, shared learning sessions or working groups, and mentorship opportunities between senior and junior employees.

Getting ahead of the curve

Ask yourself, are there contingency plans in place for future scenarios? Bridget O’Toole, a former Chief Operating Officer, says, “As early as possible, it’s key to consider scenario testing.”  From thinking about changing customer demands to sudden reallocation of resources; O’Toole urges leaders to consider all possible “what ifs” with clear and precise strategies to help anticipate and respond to potential challenges as they arise.

To mitigate any losses and ensure the business’ resilience and continued long-term growth, O’Toole advises leaders to consider “diversity of clients, financial reporting, competitor analysis, and diversity of products on offer.” Understanding market trends and communicating the financial health of your company will help all leaders make informed decisions about resource allocation and strategic initiatives, increase stakeholder confidence, manage risk, and evaluate company performance, and adhere to financial reporting regulations. These considerations will serve as a compass for you to navigate a turbulent economy.

By thinking ahead and creatively using the resources you have at your disposal, navigating budget constraints while maintaining a long-term perspective is possible. Reach out to our team to discuss how we can help you chart a course for business success.

For a more detailed guide on what actions you can take during uncertain times, we’ve gathered insights from 26 seasoned business leaders across industries who’ve weathered the storm before, from Board and C-Suite to Heads and Managers. Find out their key strategies for leading teams and businesses through periods of uncertainty here.

Talent New Zealand is celebrating two wins following the SEEK SARA awards.

Awarded Large Recruitment Agency of the Year, Talent demonstrated to the judge’s dedication and pursuit of excellence across culture, innovation, growth, candidate engagement and contribution to the success of the recruitment industry.

Talent also took out the win for Outstanding Progress in Diversity, Equity and Inclusion. The award submission was centred on the success of Talent RISE (Talent’s charitable foundation which helps young rangatahi with barriers to employment find meaningful work), within the New Zealand market. The category is marked on businesses demonstrating their commitment through meaningful initiatives and strategies that benefit diverse talent pools and the business.

On top of the two award wins, Country Manager New Zealand, Kara Smith, was runner-up for the Recruitment Leader of the Year award. Finalists were judged on their inspiration and motivation for their team, how they perform to business objectives, how they make a positive impact within their agency and the overall recruitment industry.

“It is such an honour to receive these two awards and wonderful recognition for Kara. It’s no secret it’s been a very challenging market for New Zealand. In challenging periods, Talent prides itself on investing in our people and where we want our business to go moving forward. People talk a lot about culture and it’s easy for that word to become quite meaningless but for us, people genuinely care about their jobs and each other, making work fun.

The DEI award represents our commitment to empowering people to build a better world of work. With the backing of Talent, RISE has assisted 111 rangatahi into meaningful employment, with 93% transitioning into sustainable roles. I’m so proud of everything that our team has achieved.” – Mark Nielsen, Global CEO, Talent

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

For the financial year to 30 June 2024, Talent has continued its track record of profit growth. Following the exit of the UK market for management to focus on its growth regions (ANZ/US), revenue increased 4.4% to $992m (FY23 $950m)* and EBITDA increased 1.2% to $26.1m (FY23 $25.7m)*.

This growth is despite permanent income coming off 27%, in a year which saw the recruitment sector heavily impacted by a global downturn in requirements. Talent’s reduction in permanent income was offset by continued contractor growth, primarily in QLD and WA, and exceptional growth in Talent’s technology project delivery and consulting business, Avec.

For the 2024FY, Avec achieved significant success growing by 48.5% to generate $48.6m in revenue. This success is underpinned by the growth of its team which increased from 47 to 83. Avec will continue to scale organically and through niche acquisitions which complement its service offering.

In FY24, Talent continued to build out its contractor engagement solution, ENGAGE. New functionality includes the ability for 20,000+ ENGAGE members (Talent’s prior contractors) to apply for available positions in seconds and receive priority processing as proven candidates. Additionally, for the first time, ENGAGE is now available on an invitation-only basis to top tier candidates who have not yet been placed. These developments position ENGAGE as an elite talent pool of vetted specialists, offering clients access to high-quality, proven professionals.

Talent’s charitable foundation, Talent RISE, continued to support young people facing barriers to employment in FY24. During the year, Talent RISE expanded its operations to Auckland and successfully placed 61 young people from challenging backgrounds into meaningful employment and put over 500 through training and coaching. This milestone has the potential to be truly life-changing for these candidates, offering them the opportunity to overcome adversity and thrive in the workforce.

Mark Nielsen, Talent’s Global CEO, praised the Talent team on delivering these results, “These results show the grit and resilience of our team and our business. We have now fully embedded a growth mantra into the business. We have done this by embracing change as the new norm, continually raising the bar and uniting the team for growth. We have a strong culture with a world class engagement rate of 90% which goes to show our focus and passion of building a better world of work for all.”    

Talent Global COO, Megan Woodbury, said, “I am so proud of the team for achieving such an incredible result especially after a challenging year for the industry. We continue to invest, innovate, propel efficiency with our stakeholders, and expand our service offering to drive our business operations forward.”  

*Prior year numbers excluding discontinued operations.

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.

 

The project services hiring market is shifting in New Zealand. So, what’s the latest when it comes to the projects companies across Aotearoa are investing in, and what impact does this have on hiring demand? We look into it:

The latest trends in NZ’s project hiring market:

1. A project slowdown

In New Zealand, the project services hiring market has slowed down, with the lead up to the election in 2023 bringing things to a halt and seeing companies placing large programs of work on pause. This has had a flow-on effect in 2024. Talent Auckland Practice Lead, JP Browne, comments that “2024 continues to feel the knock-on effects of the market slowdown experienced last year. Projects are still in limbo for the most part and that has seen an increase of PM & BA skills on the market, especially in the contracting space. Although we have seen a flurry of activity this year for BAs, it’s not near the levels experienced in previous years.”

2. Cost of living pressures

Economic conditions are shaping project investments and hiring demand. In NZ, cost of living has increased, with household living costs rising by 6.2% between March 2023 and March 2024 and interest payments by 28.2% over this same time period. Talent Wellington Managing Director, Nik King-Turner notes, “Coming off a candidate-driven market over the last 18-24 months, where there was significant choice and opportunity for jobseekers, we are now seeing a swing to a lower volume of roles and more applications. The economy and cost of living have also contributed to a low level of confidence in the hiring market.”

3. The impact of a change in government

New Zealand’s election has impacted the project market across the country. Katie Kemp, Talent Wellington Senior Consultant, observes that the recruitment market in “2024 has been slower than normal years. The market has been slow to pick up from election time. I would attribute this slow pick-up to the change in our government, as we watch and wait to see where their priorities will go. Government is certainly a key driving force behind the project services market. Given the strong heart of government here in Wellington, we can suggest this affects the overall business confidence in the city, and therefore overall supply versus demand in this space.”

4. A positive outlook

Talent NZ Country Manager, Kara Smith, additionally notes that “The impact of changes in the public sector are still reverberating through organisations and until it’s clear when that will stabilise and which projects will receive investment, the NZ hiring landscape in project services will continue to be slow”. However, she cautions that conservatism when it comes to hiring can’t last long, “Just like we saw post-COVID, businesses can only halt projects, investments, and initiatives for so long. In a world where cybersecurity is a top priority, investing in tech teams is a worthwhile long-term strategy.”

Looking ahead, JP Browne predicts that projects will pick up again over the year, “We know there are still several large projects in the works across both public and private sector. We know that a number of organisations are still planning on some major technology changes but are yet to kick these off. There are some upcoming mergers that could create some activity in the financial sector. The Ministry of Social Development is also in the early stages of a 9-year, $2.6 billion technology transformation programme. And with the current public sector shake up by the National led government, history tells us that technology forms a key part of any long-term cost savings. Companies are in the planning phase for the upcoming financial year, and we will just have to wait and see what gets funded. Hopefully we will see the positive effects of these projects later this year.”

Interested in uncovering more about the project services hiring landscape? Download our Project Services Hiring Market Snapshot for all you need to know.

Ready to expertly navigate the project services hiring market?

We can help. At Talent, we work with over 11,000 project professionals around the world and place more than 1000 PMs in new roles per year. We’re also a Platinum Partner to the Project Management Institute, and know a thing or two about what it takes to successfully deliver a project.

If you’re looking for your next project role, check out our job search for the latest opportunities.

Embarking on a project and need the right people on board? Get in touch to learn how we can help.

In many workplaces, Diversity, Equity & Inclusion (DEI) are often just treated as buzzwords. But we think it’s time for a little less conversation and a little more action. Here at Talent, our values guide everything we do including ensuring that we are walking the talk when it comes to diversity. We have a responsibility to educate our clients on best practices when it comes to hiring, because let’s face it, diversity and inclusion must begin at the hiring stage. We’ve even created a DEI Hiring Toolkit to help hiring managers in this process.

DEI can’t just be words on a poster, and we know we need to walk the talk. Here at Talent New Zealand 20% of our Talent New Zealand staff whakapapa Māori and to the Iwi’s of Ngāpuhi, Ngāti Kahungunu, Ngāti Hako, Ngāti Tamaterā, Ngāti Porou.  Our Country Manager, Kara Smith and Managing Director of our consultancy arm, Avec, Sam Collins whakapapa Māori, actively champion conversations and strategies about increasing Māori representation with clients across both the recruitment and technology industries. There’s no denying, representation ensures a safe and welcoming environment for Māori and Pasifika candidates here in Aotearoa.

“Talent is unique in that we are a local Aotearoa business made up with a diverse team on the ground in Auckland and Wellington, but with the resources and network of a strong global-market leader. We believe that this combination allows us to provide our clients and candidates with the best of both worlds – a deep understanding of the local talent market coupled with the reach and expertise of an international company. Our values come to life through our commitment to young rangatahi, supporting aspiring female leaders, fostering a diverse team and encouraging Māori and Pasifika talent in both the recruitment and technology industries.” Kara Smith, Country Manager, Talent New Zealand.

Diversity with Māori and Pasifika

Experience is everything and we are proud to work closely with different organisations across New Zealand to support them in their commitment to Te Tiriti to achieve better recruitment outcomes for Māori and Pasifika. We tailor end-to-end recruitment processes to ensure cultural considerations. All of these we know will ensure better overall outcomes in achieving diverse hiring.

Our Senior Recruiters / Account Directors all have/continue to upskill to ensure DEI practices are maintained. This training includes:

• Inclusive job advertising ensuring job ads are tailored to attract more Māori and Pasifika applications.
• Defining more inclusive interview processes ensuring a commitment to Te Tiriti
• Educating and challenging Hiring Managers on their own recruitment practices to drive change.

Looking to one of our consultants as an example, Adeline Le Bris, Account Director, Talent Wellington, is committed to drive change to make a tangible difference to better outcomes for all Māori and Pasifika. Some of the courses she has taken part in include:

• Unconscious Bias and mitigation
• Understanding Te Tiriti O Waitangi (Groundwork)
• Rainbow community Training
• Neurodivergence workshops
• Te Reo Course – Level 2

“We understand the importance of improving diversity outcomes especially in a New Zealand context to honor Te Tiriti O Waitangi. We are working closely with many organisations facing diversity and inclusion challenges and advise and provide tangible solutions to change the status quo. Mitigating unconscious bias is something that all of us here at Talent are trained on. We also know the importance of building trust and tailor our communication when we engage with Māori and Pasifika Candidates.” Adeline Le Bris said.

Providing pathways for rangatahi

In 2018, we launched our charitable foundation, Talent RISE in Aotearoa. RISE focuses on decreasing youth unemployment in the community, in particular Māori and Pasifika young people.  We also educate our clients on the importance of hiring young people into roles with regular insights, reports and in our regular catch ups with them. In the past six years we have assisted 105 rangatahi/ young people into meaningful employment. Our kaupapa (purpose) is empowering rangatahi and one way we achieve this, is by delivering our employability skills strength-based readiness to work program – Rangatahi Mahere Whakapakari Mahi utilising Te Kotahitanga (Effective Teaching Profile). We create opportunities for our rangatahi to actively participate and engage in their learning to encourage positive youth development outcomes.

Anthony Logologo, a rangatahi that Talent RISE placed at NZ Post said, “I was really proud, I still am, of how I have gone through this journey and set myself to achieve more in my future. I got so much support from the first day, even before the course started. The trainers and other classmates supported me and gave me confidence to join the workforce, improved my people skills and helped me to apply those skills to get into the workforce.”

Supporting the neurodiverse community

Diversity isn’t just ethnicity. When it comes to working with neurodiverse candidates, Georgia Hynes, Senior Recruitment Consultant, Talent Wellington, operates from her own experience. “I’ve changed my LinkedIn title to highlight that I’m neurodiverse myself which caused an influx of candidates reaching out to share their experiences.”

Georgia shares that education and awareness is the best way to get an understanding of how to be inclusive. “A lot of people are aware of our rainbow communities and using the right pronouns etc., but not many people understand the needs of people with ADHD or autism for example. If I know someone is neurodiverse, I’ll educate my client on using clear and concise language in JD’s or adverts.  Having flexible interview formats.  Maybe making it video based instead of face to face.  Sending the candidate the interview structure up front can also help.”

Final thoughts

We understand that the DEI landscape is constantly evolving, and we’re passionate about improving our own policies and development here at Talent. DEI is a journey we’re all on together, and we pledge to continue evolving our development within this space – and deliver utmost support to our teams. You can find out more about our team at Talent here.

In this instalment of Leading the way, we hand the mic over to our female-identifying contractors, giving them the stage to discuss the challenges and triumphs they face within the tech industry. As part of the ongoing conversation off of International Women’s Day, we want to give our contractor community the opportunity to speak about their experiences. Today we’re joined by Auckland-based contractor, Jennifer Jarvis.

Tell us about your current role and career background.

I’ve been a tester, usually a test lead or test manager, for 26 years. I’m currently taking a couple months off to renovate my house to put it on the market because that’s an interesting skill set to have as well.

What’s the most challenging aspect of your role?

Being a “career contractor”, the repeated and frequent high learning curve as you move from role to role is perhaps the most difficult, but also the most interesting! It means I’ve had the chance to work across numerous industries, all of which cross-improve my ability to do my job.

What’s your favourite thing about your job?

I love the creativity necessary to understand what needs to be done for a project and to craft the necessary testing outcomes to prove the solution to be delivered. The mind gets to work in a multi-disciplinary way, pulling together timeframes, resources, impact on upstream and downstream projects, and most of all: what needs to be done to winkle out the issues!

What has your experience been like as a woman in a male-dominated industry?

I’ve never found there to be a difference, at least in my industry. I don’t see my colleagues in terms of male or female, they’re all just colleagues and friends.

In terms of pay, at least in my industry, I believe it is true women get paid less, but it is my pet theory that it’s because they don’t ask for as much as men do. The friends I have that ask for what they want, typically get it, and those rates are 100% on par with their male counterparts (or above).

Do you have a role model who has inspired you?

I hate to say it, but my earliest role model was a guy! My first manager Brian was calm, patient, and very kind. Every time I start to get a bit flustered from time and project pressures, I try to channel his “calm in the face of the storm” energy.

There aren’t a lot of senior women in IT – project managers and BAs, yes, but not testers, programmers, etc. I’ve worked with many amazing female colleagues in my time who inspire me daily, but a role model tends to be a higher position than oneself, I think.

What advice would you give your younger self/someone who wants to enter the industry?

I’d say if you have an analytical and creative mind and don’t mind things being a bit repetitive (although there is a lot of change, too), go for it! It’s a brilliant career that even AI won’t derail, at least not in the near future. Most companies’ IT sectors are very understanding of work-life balance which is important for everyone but especially women juggling the roles they do.

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Which tech roles dominate the list when it comes to New Zealand’s highest paying jobs in 2024? From BI Architects through to Cybersecurity Managers, we look into the top 10 highest paying positions for the year ahead.

10. Data & Analytics Manager

The Data & Analytics Manager specialises in collecting, analysing, and reporting on data to make informed business decisions. With data-driven decision-making being a key priority for businesses across the globe, the need for professionals with data skillsets is only growing. So much so, that Data Analysis topped the list of in-demand skills for 2024 in our More Than Money Salary Guide, seeing those who are proficient in this space raking in the big bucks as demand soars.

Expect to earn (NZ average):

Permanent – $170k per year

Contract – $133 per hour

 

9. Business Intelligence Architect

The Business Intelligence Architect plays an integral role in company success, leveraging data to obtain new customer insights, improve processes, and guide business decision-making. With data dominating the list of fastest growing skillsets in 2024 according to LinkedIn Talent Insights – think a 56% growth in professionals with Microsoft Power BI skills since 2023, and a 50% growth in Microsoft Azure – it’s clear that data is a large focus area in the market. As a result, the Business Intelligence Architect makes the cut as one of the highest paying tech positions this year.

Expect to earn (NZ average):

Permanent – $170k per year

Contract – $138 per hour

 

8. Solutions Architect

Responsible for aligning a company’s IT strategy with business goals, the Solutions Architect is tasked with identifying business needs and leveraging infrastructure, software, and systems to best meet these requirements. They should also possess strong communication skills to best implement new plans, all the while bringing other departments along for the journey. Alongside these interpersonal skills, Solutions Architects in NZ are quickly skilling up in Data Analytics, seeing a 38% growth in uptake in the last 12 months, followed by DevOps at 18%, and Microsoft Azure at 15%.

Expect to earn (NZ average):

Permanent – $171k per year

Contract – $149 per hour

 

7. Agile Coach

As agile methodologies continue to permeate the market, driven by businesses prioritising efficiencies, the role of the Agile Coach becomes increasingly important. Tasked with helping organisations, teams, and individuals adopt agile practices and methods, they are responsible for embedding these values throughout the business. The industries in NZ that are after this talent most? IT Services and IT Consulting, Airlines and Aviation, Government, Telecommunications, and Banking are the top employers of Agile Coaches across the country according to LinkedIn Talent Insights.

Expect to earn (NZ average):

Permanent – $175k per year

Contract – $125 per hour

 

6. Development Manager

The Development Manager is responsible for developing growth strategies and plans for the business, and is the point of contact between customers and management, working to marry customer needs with business strengths. However, success in this position doesn’t only come through possessing technical know-how. Talent Auckland recruitment expert, Shweta Chopra, shares that leadership skills are just as important, “In our current market, there is a strong emphasis on softer skills, with someone that can inspire and help bring teams closer together”.

Expect to earn (NZ average):

Permanent – $180k per year

Contract – $135 per hour

 

5. Programme Manager

Responsible for overseeing designated projects for their company, the Programme Manager is tasked with planning and developing strategy, including defining the goals and timeline for the projects they supervise. According to Talent Wellington Managing Director, Nik-King Turner, “To be a successful Programme Manager you need to be experienced in both leading complex teams and projects and be adaptable to constant change.” Possess this business expertise and you’ll be one step closer to success in this position.

Expect to earn (NZ average):

Permanent – $180k per year

Contract – $150 per hour

 

4. Cybersecurity Architect

Increasingly necessary to an organisation in the years ahead are Security Architects, management-level professionals who oversee the security of an organisation’s network. Talent Wellington Managing Director, Nik King-Turner delves into the growing demand of those with security skillsets in Wellington, “The security field has been in strong demand due to the fact that many teams are working in hybrid setups and are potentially vulnerable to security issues. We are seeing a lot of security architecture roles that need cloud experience and system experience, mainly for highly regulated and complex organisations that deal with a lot of personal customer data”.

Expect to earn (NZ average):

Permanent – $185k per year

Contract – $145 per hour

 

3. Cybersecurity Manager

The Cybersecurity Manager is responsible for developing and implementing security strategies, managing a company’s security operations, ensuring regulatory compliance, and leading incident response efforts. Talent cybersecurity recruitment expert, Elliott Howard, notes that demand for cybersecurity professionals is only on the up, “There have been supply and demand issues for cyber resources for a number of years, and recent high-profile cyber incidents have further exacerbated this. Demand has definitely increased as employers look to build up their existing cyber teams and defences.”

Expect to earn (NZ average):

Permanent – $185k per year

Contract – $150 per hour

 

2. Enterprise Architect

A technology agnostic mindset is key for the second highest paying tech job on this list – the Enterprise Architect. Tasked with ideating strategies in response to emerging technologies and their impact on the industry, Enterprise Architects need to be at the top of their game when it comes to being aware of the latest trends in tech. Hiring demand is strong for professionals in this space, with LinkedIn data revealing that in NZ, Enterprise Architects are most sought after by employers in the industries of IT Services and IT Consulting, Government, Airlines and Aviation, and Education.

Expect to earn (NZ average):

Permanent – $185k per year

Contract – $155 per hour

 

1. Technical Architect

The Technical Architect is tasked with utilising their knowledge of current business problems and future technological goals, to assist in the build, maintenance and implementation of new technology systems needed by the company. Talent Auckland recruitment expert, Shweta Chopra, shares that demand for architects is on the rise, “There have been recent mergers and acquisitions that resulted in large pieces of work consolidating and migrating data where architects play a key role.” This has seen demand – and salaries – for Technical Architects soar.

Expect to earn (NZ average):

Permanent – $185k per year

Contract – $158 per hour

 

Interested in the average salary for your role and how you can get ahead in the current market? Check out our More Than Money Salary Guide 2024. Looking for your next role? Visit our job search for hundreds of opportunities in tech, transformation and beyond.

 

*Excluding C-Suite roles

– Permanent salaries are exclusive of Kiwisaver

In today’s rapidly evolving digital landscape, the role of AI in shaping the future of business cannot be overstated. At Talent, we firmly believe that success lies in embracing transformative technologies, rather than shying away from them. It is with this vision in mind that we have developed our own generative AI technology through our project delivery brand, Avec.

Named “Hello Sumo” after its developer Anthony Tockar’s (Practice Lead Data/AI) beloved dog, who is a regular guest in our Sydney office, this technology provides our people with a private and secure alternative to other open source AI tools. Built on Talent’s ecosystem, Hello Sumo’s security infrastructure enables us to securely input and store company information, empowering employees to leverage valuable data while safeguarding our cyber assets.

Hello Sumo represents the culmination of our commitment to delivering tangible value in the AI space. It stands as a testament to our dedication not only to embracing AI but also to doing so responsibly, with a keen focus on data security and privacy.

It’s natural to feel apprehensive about new technology – I recall a time when people were concerned about LinkedIn replacing recruiters! However, as we learned from that example, technology has the potential to enhance productivity for those who are forward-thinking enough to embrace it.

Our journey with Hello Sumo is just one of the many exciting AI streams we are working on, each aimed at helping organisations to “get s#!t done, better” – to reference Avec’s mission statement.

We’re thrilled to offer Hello Sumo to our clients who understand the benefits that generative AI can provide to employees but are concerned about privacy and security. Reach out to the team if you’re interested in how it could work for you.

Let’s not just embrace the future; let’s shape it together.

And yes, Hello Sumo helped me proofread this article. He’s a good boy.