WorkPac Blog · WorkPac Recruitment

At the Helm: Building a High-Performance Tech Recruitment Business

Tue, 21 Apr 2026 03:20:38 GMT

What does it actually take to build a specialist recruitment business in today’s market and more importantly, what kind of people does it take to grow one?

We sat down with Stu, Director at Tech and Data People, to talk about the thinking behind TDP. Where the opportunity really sits in tech recruitment, the standards that drive the business and the kind of environment he’s intentionally building.

1. What was the opportunity you saw in the tech and data recruitment market?

The market was saturated with generalists but under-served when it came to true specialisation particularly across data, AI and emerging tech. Businesses were investing heavily in these areas, yet struggling to find recruiters who genuinely understood the space.

The opportunity was to build a firm that operates as a strategic partner, not just a supplier. One that understands how data teams are structured, how AI is evolving and what “great” looks like at every level. Not just filling roles but helping shape teams.

2. What do you believe makes a great recruiter in today’s market?

Curiosity and credibility.

Anyone can send CVs. The best recruiters understand their market deeply, ask better questions and aren’t afraid to challenge both clients and candidates. They build trust by adding insight, not just activity.

There’s also a commercial edge; you need to treat this like a business, not just a job.

3. What standards do you hold the team to?
High standards, consistently applied:

Deep market knowledge - not surface level
Honest communication, even when it’s uncomfortable
Ownership of outcomes, not just inputs
Quality over volume in everything we do

We’re not here to be the busiest, we’re here to be the most trusted.

4. Where do you see TDP in the next 3–5 years?

We’re building towards being a recognised specialist in data, AI and advanced technology recruitment across Australia. Really known for quality, not scale for the sake of it.

Growth will come from depth, not just headcount:

Expanding into new verticals within tech and data
Developing clear market leaders internally
Building a brand that attracts both top clients and top recruiters

Ambition attracts ambitious people and that’s exactly the environment we’re creating.

5. What kind of people are you looking to bring into the business?

We’re not looking for average recruiters; we’re looking for builders.

People who:

Want to own a market, not just work a desk
Have opinions and aren’t afraid to use them
Care about their reputation in the industry
Are motivated by long-term success, not short-term wins

The goal is to build a team of market leaders, not followers.

6. What would you say to someone who wants more than just “a desk” in recruitment?

If you want a job, there are plenty of options.

If you want to build something (your brand, your market, your career), this is the kind of environment where that’s possible.

You’ll be backed, challenged and given the space to grow. But with that comes expectation. This isn’t for everyone, and that’s the point.

Keen to know more about what a career at TDP might look like for you?

Get in touch with Stuart Garland - stuart@techanddatapeople.com.au or 0434 984 195

Recruiters as Career Cartographers

Wed, 08 Apr 2026 02:39:20 GMT

Tech may be constantly shifting, but TDP recruiters know how to chart the path to the right talent.

Tech is forever evolving. New programming languages, frameworks and niche roles emerge constantly. For businesses, this creates exciting opportunities but also uncharted waters when it comes to hiring. Recruiters act as career cartographers, charting these shifting landscapes to guide companies safely to the talent they need.

The Uncharted Talent Landscape

Some tech roles barely existed five years ago; think AI Ethics specialists, MLOps, Edge Computing Engineers, DataOps engineers. These emerging roles have no established paths, few benchmarks and limited candidate pools. Without a map, finding the right talent can feel impossible.

Mapping the Terrain

At TDP, we are avid learners with a keen interest in delving deep into emerging tech scenes. Our recruiters navigate this landscape by conducting deep market research, leveraging networks and understanding emerging skills from the people working in it every day. They identify where talent exists, where gaps are forming and how to build pipelines for future needs.

For example, sourcing for a rare AI/ML specialist might traditionally take months of searching. At TDP, our unwavering commitment to consistent networking turns what could be a lengthy acquisition into a smooth, timely placement. By staying connected, nurturing relationships and knowing the market inside out, we ensure the right talent is ready when our clients need them.

Guiding Teams Through Unknown Waters

Good recruiters guide hiring managers through roles they may never have filled before. They help define expectations, outline risk and point out opportunities hidden in the shifting terrain of tech.

So if you’re currently navigating hiring in an emerging market, consider a specialist recruiter - they are the talent explorers keeping companies ahead. This International Recruiters Day, we celebrate the cartographers navigating the ever-shifting map of talent - making the uncharted, charted.

Working at TDP: Growth, Grit & Building Something That Matters

Thu, 19 Mar 2026 00:26:07 GMT

What does working at Tech and Data People actually look like day to day?

We asked Aidan to share his experience - what stood out, how he’s grown and what it takes to build momentum here.

It’s a straightforward look at the environment, expectations and opportunities that shape a career at TDP .

1. What attracted you to Tech & Data People in the first place?

I was immediately drawn to Tech & Data People because of the clear growth trajectory the business offers. It’s an environment where ambition is encouraged, development is prioritised and there’s a genuine opportunity to make a long-term impact. The combination of a strong vision and a supportive leadership team made it an easy decision.

2. What surprised you most once you started?

Nothing in particular surprised me, but I was genuinely impressed by how supportive and collaborative the environment is. The office culture, along with the connection to our sister organisations - Design & Build and Public Sector People - creates a network of people who are welcoming, engaged and always willing to help.

It’s a place where you feel part of something bigger from day one.

3. How would you describe the culture at TDP in three words - and why?

Autonomy – You’re trusted to take ownership of your work and shape your own success.
Trust – Leadership empowers you to make decisions and manage your desk with confidence.
Care – There’s a genuine focus on people, both professionally and personally, which creates a healthy and motivating environment

4. What does a “good week” look like for you here?

A good week is one where I’m actively picking up new roles, uncovering fresh leads, engaging candidates, scheduling interviews, and ultimately closing deals. It’s a balance of momentum, productivity and meaningful progress across my pipeline.

5. How does TDP support your growth as a consultant?

TDP supports growth through a blend of autonomy, trust and care. I’m given the freedom to run my desk, the confidence from leadership to make decisions, and the personal support needed to continue developing both my skills and my career.

It’s a structure that encourages independence while ensuring you’re never on your own. Our Head of People Development, Leanne Kemp , does a great job at keeping our knowledge and processes up to date too!

6. What’s different about recruiting in tech at TDP compared to other environments you’ve worked in?

The biggest difference is the level of autonomy and trust. I’m empowered to do my job without unnecessary constraints, and leadership genuinely believes in my capability. Beyond that, the care extends well beyond the boardroom. There’s a real interest in my wellbeing and success outside of work, which ultimately strengthens my performance within it.

7. How would you describe the expectations here?

Expectations are clear, transparent and aligned with the company’s broader goals. You always know what success looks like, and you’re given the tools and support to achieve it.

8. Who thrives at TDP? What Would you say to someone considering joining?

People who are self-driven, resilient and eager to grow tend to excel here. Those who value autonomy, embrace accountability and enjoy being part of a collaborative team environment will find TDP a place where they can truly thrive.

If you’re looking for genuine growth opportunities and a place that invests in your development, TDP is absolutely worth it.

Keen to know more about what a career at TDP might look like for you?

Get in touch with Stuart Garland - stuart@techanddatapeople.com.au or 0434 984 195

Stop Hiring Unicorns: Build Teams That Can Scale Without Superheroes

Fri, 06 Feb 2026 06:02:33 GMT

How many “unicorn” hires has your team lost in the past year? You know the type: the mythical full-stack engineer who codes, designs, manages projects AND mentors juniors - all without breaking a sweat. Companies spend months hunting for these elusive candidates, convinced that landing one will solve every team problem.

Here’s the hard truth: unicorns are rare and chasing them often slows hiring, burns out teams and leaves critical projects stalled. Instead of relying on a single superstar, the smartest tech teams focus on building scalable, resilient teams. The kind where collaboration and complementary skills do the heavy lifting.

This is paragraph text. Click it or hit the Manage Text button to change the font, color, size, format, and more. To set up site-wide paragraph and title styles, go to Site Theme.

Your Guide to Making Confident Career Moves in Tech

Tue, 13 Jan 2026 05:39:06 GMT

The start of a new year is an opportunity to reflect, reassess and make intentional decisions about your career. For tech professionals, planning now can help you take advantage of opportunities, navigate emerging trends and advancing your career.

This guide offers practical steps to help you consider, prepare and take confident action in the months ahead.

Reflect on your career to date

Review your achievements, projects and skills gained over the past year.
Consider what worked well and what you’d like to change in your next role. Factor in responsibilities, team dynamics and company culture.
Identify gaps in your knowledge or experience and set concrete goals to address them.
Tip: Focus on showing how you apply your skills in real contexts. Link them to projects, roles and education to help hiring managers understand your impact. Suggesting clear examples and outcomes makes your profile stand out.

Helpful resource: How to Highlight Skills on LinkedIn to Get Noticed (LinkedIn Business Talent Blog) provides tips on listing and structuring skills that attract recruiter attention.

Understand the tech market

Look at which areas of tech are hiring and in demand (e.g., data, cloud, cybersecurity).
Track early hiring signals - new team expansions, company announcements, published salary guides or roles being filled quickly.
Consider how your skillset aligns with market demand and where you could add unique value.

Helpful resource: Stay up to date on tech hiring trends and market insights by following Tech & Data People on LinkedIn

Build & showcase your personal brand

This is one of the best ways for passive professionals to grow their network and carve out their thought leadership area.

Ensure your LinkedIn profile and resume clearly highlight your experience, achievements and certifications.
Share insights, projects or thought pieces that demonstrate your expertise and perspective. Start where you are, be authentic and consistent.
Engage with your professional network thoughtfully - it’s often these connections that create opportunities.
Take note of thought leaders you follow. What are the consistent habits they do to build their personal brand?

Helpful resource: LinkedIn Course: Develop Your Personal Brand in Tech with LinkedIn

Network with purpose

Reach out to mentors, colleagues and recruiters to understand hiring trends and opportunities.
Attend industry events, webinars or meetups that align with your career goals.
Be proactive in conversations; learning about future opportunities before they’re advertised gives you an edge.

Set clear, achievable goals

Define what success looks like for you this year. Gaining a promotion, moving into a new specialisation or working with a particular type of team or company.
Break down goals into practical steps and timelines.
Stay flexible and revisit your plan regularly. The most successful career moves are both deliberate and adaptable.

Planning your career intentionally at the start of the year gives you clarity and confidence in the decisions you make. At Tech and Data People, we support candidates with guidance, market insight and access to roles that align with both skills and ambitions.

Looking to explore your next opportunity or discuss the current tech market? Connect with our team today.

Why Speed, Clarity & Specialist Recruitment Partners Are Your Winning Trio

Wed, 17 Dec 2025 00:04:52 GMT

The body content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source.

How Businesses Are Reframing AI Roles From Data to Decision

Wed, 12 Nov 2025 23:17:02 GMT

The Shift from Building Models to Building Value

For years, AI was treated like a science experiment; a lab project to prove what was possible. Data scientists built complex models, companies ran pilots and then the work often stalled at “interesting results.”

That’s changing fast. As AI becomes embedded across business functions, the conversation is no longer about whether we can build a model, but how we operationalise it - how we make it work in the real world.

Recent data in Australia show AI adoption is accelerating: 40% of SMEs are already using AI, and 52% of businesses across the economy report some level of AI deployment. These figures highlight that AI is moving from pilot to production and the organisations embedding AI into workflows and decision-making will lead the way.

The Evolution of AI Roles

The skills that defined AI success five years ago aren’t the same ones driving value today. Businesses are broadening their hiring lens beyond pure technical ability to include people who can connect AI to business outcomes.

Here’s what’s changing:

AI Product Managers and AI Operations Leads bridge the gap between technical and commercial goals. They translate models into measurable business outcomes.
MLOps and Data Platform Engineers keep AI running smoothly post-deployment, managing model drift, automation pipelines and system reliability.
AI Governance and Ethics Leads are ensuring that systems remain transparent, compliant and aligned with organisational values. A growing focus since the release of the Australian Government’s Safe and Responsible AI in Australia Discussion Paper (2024).

Australia still does not yet have overarching, AI-specific legislation covering all sectors. Much of the current framework remains voluntary guidance, complemented by consultations on mandatory guardrails for high-risk applications. These developments are primarily frameworks and policies (guidance documents and proposals) rather than enforceable statutes across industries.

Together, these emerging roles and governance measures signal a growing maturity in how organisations think about AI not just as a technology, but as an operational capability embedded within every part of the business.

The Skills Behind Decision-Ready AI

Hiring managers are now prioritising decision-readiness and the ability to turn data outputs into business insights.

The most valuable AI professionals today bring:

Business fluency: understanding how insights connect to revenue, cost, or efficiency.
Operational experience: deploying and maintaining models that scale.
Cross-functional communication: collaborating with product, data, and leadership teams.

These skills transform “we built a model” into “we changed how decisions get made.”

Culture, Data & Collaboration

Technology isn’t the limiting factor anymore. Alignment is.

To operationalise AI effectively, organisations need:

Clean, accessible data pipelines that can handle real-time input.
Clear ownership of AI initiatives across business units.
A culture of collaboration between humans and machines where AI enhances judgment, not replaces it.

Microsoft’s 2025 WorkLab Report emphasises that “humans in the loop” systems (where AI enhances human judgment rather than replaces it) are driving the highest productivity and adoption rates globally.

So what does this mean for hiring? AI hiring strategies need to evolve alongside the technology.
The organisations that invest now in operational AI talent - not just data scientists, but translators, integrators and governance leaders - will be the ones turning data into a sustained competitive advantage.

The Race Has Changed

The AI race isn’t about who can build the most advanced models but who can make them matter.

As we move into 2026, the real differentiator won’t be algorithms, but applications. Businesses that can operationalise AI at scale (backed by the right people, processes and culture) will lead the next wave of digital transformation.

We're proactively building networks of new talent in this space everyday. Want access to some of the greatest local AI talent? Get in touch with the TDP team to start building or enhancing your AI capability.

Different Minds. Shared Goals. Stronger Tech.

Thu, 16 Oct 2025 00:58:23 GMT

Some of the best problem-solvers in tech don’t think “typically”. And that’s their superpower.

Some of the most effective problem-solvers in tech don’t think “ typically ” - and that’s their superpower. Neurodiversity isn’t just a conversation about inclusion; it’s about creating workplaces where everyone can contribute their strengths. In Australia, an estimated 15–20% of people are neurodivergent, yet unemployment for neurodivergent adults remains high. For tech teams, embracing neurodiversity is a way to unlock untapped talent and foster stronger collaboration, creativity, and problem-solving.

Neurodiversity in Australia: The Facts

According to the Australian Bureau of Statistics , around 15–20% of Australians are neurodivergent, including people who are autistic, ADHD, dyslexic, dyspraxic or otherwise neurologically different
Unemployment for neurodivergent adults sits at 34% , almost eight times higher than the general population.

Talent isn’t the issue. The hiring lens often is. How workplaces hire, manage and support different thinking styles is key.

Why Different Thinking Matters in Tech

Inclusive, neurodiverse teams benefit from:

Unique pattern recognition and attention to detail
Creative problem-solving from multiple perspectives
Hyperfocus on complex systems and data analysis
Collaborative learning that challenges assumptions and improves decision-making

When people feel supported to work in ways that suit them, their strengths shine and teams become stronger as a result.

Leading Programs and Allies in Australia

Several initiatives are paving the way for neurodiverse-inclusive tech workplaces:

DXC Technology’s Dandelion Program – helping neurodivergent technologists gain meaningful careers in government and corporate tech teams.
Untapped Group / Neurodiversity Hub – connecting universities and employers to support neurodivergent graduates in STEM.
Aspect - Aspect’s autism-friendly team are dedicated to partnering with organisations to create environments that genuinely support and include Autistic people.
Autism CRC – evidence-based research supporting inclusive employment practices.

These programs demonstrate that neurodiverse employees can thrive when workplaces provide structure, clarity and opportunity.

How Tech Teams Can Become Neuro-Inclusive

Practical steps for tech teams:

Strengths-based hiring: Assess skills through practical tasks and project-based work, not just interviews.
Flexible work environments: Provide quiet spaces, clear communication, and predictable structures.
Accessible and compassionate interviews: Use clear, structured questions, share expectations early, and allow extra processing time to create a fairer experience for every candidate
Training and support: Equip managers to understand different thinking styles and how to leverage them effectively.
Measure and improve: Tools like the iNDex from Believe: Neurodiversity help organisations track inclusion progress.

Everyone wants to be able to do their best work, supported and understood for who they are.

Tech teams that embrace cognitive diversity are more thoughtful, collaborative and resilient - and they reflect the real world they’re building solutions for.

At Tech and Data People , we believe great teams don’t all think alike - they think together.

Net-Zero Needs Tech Heroes

Mon, 29 Sep 2025 01:13:40 GMT

Meeting net-zero targets? It’s a tech hiring challenge first.

Australia’s net-zero ambitions aren’t just about solar panels or wind farms. They’re about people. Specifically, the tech brains who can architect, secure and integrate the systems that make the shift possible. Without the right talent, those shiny sustainability pledges stay exactly that: pledges.

Why It’s a Tech Story

Every carbon-cutting initiative lives or dies by its infrastructure.

Cloud architects keep data flowing seamlessly across renewable grids.
Security engineers protect critical infrastructure from the cyber threats that stalk energy networks.
Integration specialists make sure legacy systems talk to new green tech without a hiccup.

Decarbonisation is basically a data project with an emissions side-effect.

In other words, the real work of reducing carbon is data work - capturing, analysing, and optimising massive streams of information so organisations can act. The lower emissions are simply the visible result of the data architecture humming underneath

The Talent Crunch

These roles are already in short supply. When you add sustainability know-how to the brief, the pool gets shallow fast. Companies that wait for the “perfect” candidate will be left holding their emissions reports.

According to the FSO’s 2025 Technology Workforce Plan , 30 tech occupations are officially in shortage and 24 of them are critical for clean energy deployment - i.e. they support renewables, grids, energy systems.
Meanwhile, Jobs & Skills data shows Skill Level 3 roles (mid-tech / specialist roles) have a fill rate of just 55.1 % , reinforcing how scarce those technical bridges are.
The climate tech / clean tech ecosystem is growing fast: there are 10,000+ active job postings across 600+ climate/clean-tech companies in Australia at any given time.

How to Attract Sustainability-Minded Tech Talent

Given the tech shortages, especially in cloud and cybersecurity, you’ll need to be smart, intentional and attractive to get the people who can deliver your net-zero goals.

Lead with purpose - and data

In job ads & branding, go beyond “we care about sustainability” to show specific tech projects and green outcomes (e.g., “Design cloud infrastructure for a carbon-tracking platform,” “Build secure IoT systems to monitor renewables output”).
Use real metrics when possible (“X tonnes of emissions saved,” “Y% energy reduction”) to show tangible impact in tech. Candidates love data-driven missions.

Show the impact of tech work

Tech professionals want to know that their work isn’t just maintaining servers but shifting grids, securing power, enabling renewable generation. Paint the picture: every line of code, every cloud deployment, every security patch matters.
Share case studies or internal stories of how past tech hires moved the emissions needle. Let candidates see the “before vs after” of what your tech team accomplished.

Offer growth pathways and bridge gaps

Given the scarcity of full “hybrid” tech + sustainability talent, invest in training, internal upskilling, mentorship. Someone with strong cloud skills + interest in green tech may be the perfect hire if you offer the opportunity.
Tie in clean-tech certifications, sustainability/ESG training, carbon accounting or energy systems integration. Encourage cross-disciplinary mobility (e.g. developers learning data modelling for climate, security engineers developing IoT security for renewables).
Recognise non-traditional tech backgrounds. Someone from operations, embedded systems or industrial control who has shown interest in green systems may adapt fast.

Net-zero isn’t a policy; it’s a hiring strategy. Build the right team and the planet wins, too.

Too Old for Tech? The Myth Holding Australia Back.

Mon, 01 Sep 2025 00:26:45 GMT

New tools, platforms and ways of working are emerging constantly, reshaping the roles businesses need and the skills required to succeed. Staying relevant is as much about keeping up as it is about embracing a mindset of continuous growth.

But for many seasoned professionals, the journey isn’t just about learning new skills. The hard part can be overcoming barriers that shouldn’t exist, like ageism.

The Ageism Barrier in Australian Tech

Ageism in Australian workplaces is real. According to the Australian Seniors Series: Ageing in the Workforce 2021 , 20.7% of Australians aged 50+ reported experiencing age discrimination in the workplace , nearly double the 9.6% reported in 2016.

Additional research from the Australian Human Rights Commission and Australian HR Institute indicates that only about half of HR professionals surveyed are open to hiring workers over 50 , highlighting ongoing recruitment biases.

At the same time, the Australian Institute of Health and Welfare shows that workforce participation among older Australians is rising, from 11% in 2010 to 15% in 2021 .

These stats underscore a clear tension: older tech professionals are increasingly active in the workforce, but many still face barriers that undervalue experience.

Upskilling: A Strategy for Every Stage of Your Career

Upskilling isn’t just for younger tech talent. It benefits individuals at every stage of their career. For seasoned professionals, embracing new technologies demonstrates adaptability, resilience and a commitment to growth.

Importantly, it also counters ageist biases. By staying current with emerging tech, experienced professionals can show that their value isn’t defined by age but instead by skill, perspective and innovation.

Practical Steps for Upskilling

Identify Relevant Skills – Focus on trending areas like cloud computing, AI, cybersecurity and data analytics.
Leverage Online Learning Platforms – Coursera , LinkedIn Learning , edX , and other platforms make upskilling practical and flexible.
Engage in Community Learning – Join tech meetups , webinars and forums to learn from peers and experts.
Apply Knowledge Practically – Contribute to side projects, hackathons or open-source initiatives to build hands-on experience.
Champion Inclusive Workplaces – Support policies that promote diversity, equity and inclusion, ensuring opportunities for professionals of all ages.

The Cost of Ageism

The tech industry thrives on innovation, and innovation thrives on diversity. Older tech professionals bring experience, critical thinking and problem-solving skills that younger workers can complement. But only if workplaces value their contributions.

Upskilling isn’t just about learning tools; it’s about staying visible, relevant and empowered in a landscape that’s constantly evolving.

Lunch With a Leader: Chapter 6 – Supriya Arora

Tue, 12 Aug 2025 11:14:59 GMT

Welcome to Lunch With a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive.

Grab a seat at the table and take in the insights from some of the best in the business.

When you speak with Supriya Arora , General Manager of the Enterprise Project Management Office at Aussie Broadband, one thing becomes clear immediately: she’s not just thinking about what gets delivered — she’s laser-focused on why.

Her journey into portfolio management wasn’t the result of a carefully plotted career map, but rather a mix of curiosity, opportunity, and a drive to connect the dots between strategy and execution. That curiosity has shaped her leadership style, her approach to collaboration, and her vision for the future of enterprise portfolio management.

In this chapter of Lunch With a Leader , Supriya shares the lessons learned from leading through uncertainty, why vulnerability and transparency are leadership superpowers, and how the shift from static reporting to value realisation is redefining the role of portfolio management in modern organisations.

1. What sparked your interest in portfolio management, and how did your career path lead you to your current role?

For me, getting into portfolio management was a happy accident! I started my career as a project analyst, which naturally evolved into various delivery roles. I enjoyed those experiences, but one question kept coming back to me, no matter the project: "Why are we doing this? Why are we delivering this particular project?"

That constant curiosity about the bigger picture set the stage for the next step. When the opportunity to move into portfolio management came my way, I jumped at it and grabbed it with both hands! It felt like stepping into a whole new world – one focused on answering that " why ."

Portfolio management isn’t about simply taking orders; it’s about understanding the value each project brings and how it connects back to the organisation’s broader strategy. For me, connecting those dots is incredibly rewarding. That passion has been the driving force behind my journey to where I am today.

2. What were some of the biggest challenges you’ve faced as a GM and Head Of in EPMO, and what key lessons have shaped your approach to leadership?

One of the biggest challenges I’ve faced in EPMO leadership is leading through uncertainty. Often, you’re given a broad directive, but the path forward is undefined. Deciding which decision to make, and when, can be incredibly tricky when there are so many moving parts and the future isn’t entirely clear. Guiding your team through that ambiguity — while being the one responsible for charting the course — is no small task.

Instead, I’m open with my team and we work through challenges together. This way, they’re not just executing instructions; they’re part of shaping the approach and invested in both the process and the outcome.

I’ve also learned that vulnerability breeds trust. Always projecting certainty can create distance, but admitting when you don’t have all the answers builds connection. By embracing vulnerability, you create shared ownership, stronger collaboration, and a team that truly feels part of the journey.

3. How do you foster collaboration across teams and stakeholders to ensure alignment and successful portfolio outcomes?

As a leader, I've found that transparency and vulnerability are the cornerstones of trust - and trust is what makes true collaboration possible. I aim to create an environment where people feel comfortable sharing ideas, raising concerns and contributing insights without fear of judgment.

A big part of this is taking a strategic approach to understanding an organisation’s dynamics. I use a “stakeholder matrix” to identify key players:

Influencers – those who can sway opinions and rally support
Whisperers – behind-the-scenes voices with significant informal influence
Doers – the people who execute and keep projects moving
Decision-Makers – those who approve strategies and allocate resources
Informed Stakeholders – individuals who need updates but aren’t involved in daily decisions.

Once I know who’s who, I tailor my engagement style accordingly. Influencers and whisperers, in particular, are high-touch for me. They’re often the catalysts for change and the ones who can secure broad buy-in.

Ultimately, successful collaboration boils down to being authentically human. By showing your personal side and embracing vulnerability, you not only strengthen relationships but also create a more open, cohesive environment where alignment is natural and portfolio outcomes are stronger.

4. How has the landscape of enterprise portfolio management changed over the years, and how do you see it evolving in the future?

The landscape of enterprise portfolio management has undergone a dramatic transformation. In the past, it was primarily about static reporting - aggregating project statuses and pushing them upward. The focus was on what was happening, not why, and certainly not on the impact being created.

Today, the paradigm has shifted significantly towards value realisation.

This shift has elevated portfolio management from an administrative reporting function to a strategic partner with a genuine seat at the table. Now, it’s valued for shaping decisions and articulating the impact of investments.

Looking ahead, I see four major trends defining the future:

Tighter integration with strategic planning - A tighter coupling between the organisation's overarching strategy and the portfolio of initiatives designed to achieve it.
Greater emphasis on predictive analytics and AI - Leveraging data to anticipate risks, optimise resource allocation, and forecast future value.
Agile portfolio management - Adapting more quickly to change and delivering value iteratively.
Enhanced focus on outcomes over outputs - A continued drive to measure and report real business impact, not just project deliverables.

This evolution cements enterprise portfolio management as a strategic enabler, helping organisations invest smarter, adapt faster and sustain competitive advantage.

5. What advice would you give to professionals who aspire to leadership roles within enterprise portfolio management?

Cultivate Relentless Curiosity & Don't Be Afraid to Ask Questions

Seriously, stay curious and ask questions. Every question is an opportunity to learn. If you're genuinely curious about how and why things happen, you're already on the right track. Asking thoughtful questions helps you see the bigger picture, demonstrates your engagement and shows your commitment to improvement. It's how you uncover root causes, identify opportunities and ultimately drive better outcomes.

Embrace Discomfort & Venture into Unknown Territory

It might sound counterintuitive, but real growth happens when you step into the unfamiliar. The moments that stretched me most in my career were those where I took a calculated risk and embraced uncertainty. If you only stick to what you know, your development will stagnate. Seek out opportunities that challenge your thinking and push your boundaries - this is where the deepest learning and most meaningful progress occur.

Seek Out & Leverage a Mentor

Finally, find a mentor. The best mentors have “battle scars”; they’ve navigated similar challenges, learned from both successes and failures, and can offer insights you can’t get from books or training alone. Their perspective can help you avoid pitfalls, solve complex problems, and accelerate your growth. A strong mentor provides a safe space for honest discussion and guidance, making them invaluable to your leadership journey.

Aidan Quieros

State Lead, VIC

The Employer Brand Test: Would You Apply to Your Own Job Ad?

Thu, 17 Jul 2025 10:49:00 GMT

Spoiler: “Competitive salary” isn’t the hook you think it is.

Let’s be honest for a second…

You’ve spent hours with hiring managers gathering role details. You’ve battled HR on budget. You’ve finally wrangled approvals and put together what looks like a solid job ad.

You hit publish.

And then… crickets.
Or worse, 48 applications, none of them relevant and your best candidate has ghosted you mid-process.

Cue frustration, a few internal eye rolls, and the inevitable question:
“Where is all the good talent?!”

But let’s pause here.

Before we blame the market (which is tough, we’re not denying it), here’s a question worth asking:

Would you apply to your own job ad?

Because if the answer’s “hmm, probably not,” it’s time for a re-think.

Your Job Ad Is Not Just a Job Ad

It’s your first handshake. Your elevator pitch.
Your shop window on a crowded street full of shiny competitors offering dog-friendly offices, quarterly off-sites in Byron, and four-day work weeks.

In a world where attention spans are shorter than a TikTok video, candidates are scanning fast. You have roughly 15 seconds to:

Prove you’re worth their time
Show them the why of the role
Give them enough insight to imagine themselves in it

Fail to do that and your perfect prospect has already clicked away to something more compelling.

Where Most Job Ads Go Wrong

Let’s call it out:

“We’re a dynamic team…” (Everyone is. Even the ones that aren’t)
“You’ll be responsible for…” (Please, not the 11-point list of vague duties)
“We offer a competitive salary.” (Translation: “We don’t want to put the number”)
“Great culture!” (Back it up. Otherwise, it’s just white noise.)

You might think you’re being informative. But what you're actually doing is blending into the noise.

What Candidates Actually Want to Know

Here’s what most tech professionals are scanning for:

Impact – What difference will I make here?
Growth – Is this a role that challenges me or another BAU placeholder?
Tech environment – Are you using the tools I want to work with?
Flexibility – Be specific. “Hybrid” could mean anything from 1 to 5 days in-office.
Team & culture – Show me the humans behind the work. Mention values, leadership style, ways of working. Bonus if it doesn’t sound like ChatGPT wrote it ( ahem ).

The Employer Brand Self-Test

Before you hit publish on your next job ad, ask yourself:

Would I click on this if I was passively browsing?
Does the first line grab attention, or put me to sleep?
Do I actually explain what makes this role or team different?
Would I forward this to someone I rate?
Do I sound like a real person? (Or a corporate job board circa 2014?)

If you answered “no” to even one of these, it’s worth tweaking.

A Better Way to Write Job Ads

Think of your job ad as a pitch, not a position description.

Lead with a hook - a reason to care
Say what the team is building, not just doing
Be transparent - salary, flexibility and reporting lines earn trust
Mention what success looks like
Give it a personality - speak like a human, not a template

Here’s the thing: the market is still active. Great candidates are out there. But they’re not wasting time on bland, beige job posts. If you want them to choose you, make them feel like they already belong before they apply.

Your job ad is your employer brand.

Not the careers page. Not the Glassdoor reviews. Not the LinkedIn banner with smiling stock photos.

It’s the words they read first, so make them count.

And ask yourself honestly:
Would I apply to this?
If not, why would anyone else?

Lunch With a Leader: Chapter 5 – Purnima Fernando

kara@monkeymynd.com.au (Kara Porter) — Mon, 07 Jul 2025 23:49:08 GMT

Welcome to Lunch with a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive.

Grab a seat at the table and take in the insights from some of the best in the business.

Project and program delivery may be built on process, but real leadership is built on people, pressure and perspective.

In this chapter, we sit down with Purnima Fernando – a Program Manager who brings hard-won lessons, sharp instincts, and deep resilience to the table. From navigating red-hot delivery environments at 25, to spearheading AI adoption in the enterprise, Purnima shares the pivotal moments and mindset shifts that have defined his career.

His reflections cut through the noise – on what it really means to lead, to shield your team, and to evolve alongside the tech that’s shaping the future of delivery.

Talking tech, teams & transformation

1. Looking back at your career journey, what's one seemingly small but pivotal decision or skill you developed that significantly contributed to your effectiveness as a Program Manager, particularly when navigating complex projects?

I’ve always been a bit of a control freak—which, oddly enough, made me a good project and program manager. I like to understand things deeply, stay organised, and keep everything on track. That part came naturally. But there were two key experiences that really shaped me.

The first was very early in my career. I was supposed to manage a small team, but things escalated quickly. The project ballooned into a 120-person onshore-offshore setup, and I was suddenly the lead offshore PM. It was my first real project management role. A true baptism by fire. Everything was blazing red from day one.

I learned a lot about what not to do. For instance, I discovered that the onshore PM had been altering my status reports—turning reds into greens—before presenting them to the client. I only found out after he resigned, when I stepped in as the sole PM and became customer-facing. The client thought everything was fine… and I was thinking, “What project are you talking about?!”

That experience taught me how to manage people, time, and customers under pressure. I was in my mid-twenties, with barely a year and a half of professional experience, working 14-hour days, six days a week. Looking back, I wouldn’t do that now but at the time, the experience was invaluable, and I didn’t know any better. I was surrounded by senior people pushing for deadlines and I did what I thought was necessary.

There was one time I worked 32 hours straight. I started at 8 AM, worked through the day, had calls with the U.S. team at night, stayed up until 4 AM updating the project plan, and then reviewed it with my bosses at 5 AM before the morning call. I finally went home around 6 PM the next day.

The second pivotal influence was a former boss who was obsessed with detail. He would red-pen every document I submitted. Pointing out missing full stops, inconsistent formatting, everything. I hated it at the time but he told me, “If I fix it for you, you’ll never learn.” He was right.

He explained that when people see obvious mistakes, they start questioning the content underneath. Now, I apply that same level of scrutiny (especially in budgeting). On $20–40 million programs, I know where every dollar is. We aim for less than 0.5% variance between forecast and actuals, which is tough, especially in banking.

That attention to detail has become one of my greatest strengths and I expect the same from my team now. I’m grateful for that leader.

2. The technology landscape is constantly evolving. How do you personally stay ahead of emerging trends and ensure your program management methodologies remain effective and relevant in this dynamic environment?

For me, it’s less about staying on top of evolving program management methodologies and more about keeping up with the technology trends themselves.

Every organisation tailors its delivery approach to suit its needs. Whether it’s agile, hybrid, or something else, you learn to flex with the environment. When you’re lucky enough to influence or design a methodology yourself, that’s when you can really apply your learnings.

But staying current with technology? That’s the real challenge - and also a real opportunity. I listen to a lot of podcasts and subscribe to newsletters that focus on emerging tech. Right now, AI is moving at lightning speed and it’s tough to keep up if you’re not working in it day to day. I’m fortunate to have a few friends in that space who regularly give me the download on what’s happening, what’s hype and what’s worth digging into.

They’ll often point me to specific podcasts, videos, or articles that help me understand the landscape better. I’m not deeply technical, so having people who can break things down for me is invaluable.

One of the resources I follow closely is ARK Invest . Their newsletters are investment-focused, but grounded in where technology is heading. Whether it’s AI, enterprise tech, or robotics, they’re often ahead of the curve.

3. Priorities can shift rapidly in tech. How do you effectively manage scope changes and ensure the team remains focused and motivated while adapting to new requirements? What strategies do you employ to communicate these changes effectively?

That’s a tough one. In my previous role, we had a clear, forward-looking strategy. The team was aligned, motivated and working toward a shared goal. When executive leadership changed, so did the strategy. For about six months, we were in a state of limbo. We knew priorities would shift, but we didn’t yet know how.

During that time, the leadership team and I made a conscious decision to buffer the team from the uncertainty. We let them continue working toward the original goals until we had clarity. Constantly zig-zagging with every new piece of information would have only distracted them. People need stability to stay productive.

That doesn’t mean withholding everything, but it does mean being thoughtful about what you share, when and how. If you tell a developer, “We might cut a million from the budget,” they’ll worry about layoffs. But three months later, you might get extra funding to accelerate delivery. So unless a change is definitive, I hold off on sharing it.

As a program manager, you have the privilege (and the burden) of seeing the full picture. Most team members are focused on their piece of the puzzle. They don’t need to be burdened with every fluctuation in budget or scope.

That said, it’s a fine balance. You don’t want to keep people in the dark either. It’s about psychological safety – making sure your team feels secure, supported, and informed enough to do their best work without being overwhelmed by uncertainty.

Ultimately, it comes down to knowing your audience. Some people want more transparency; others prefer to stay focused on the task at hand. As a leader, you have to read the room and adapt your communication accordingly.

4. Looking ahead, what are some of the biggest opportunities or challenges you see in the field of Technology Program Management, and how are you preparing yourself and your teams to navigate them?

For me, the biggest opportunity is AI. In my last role, I was actively pushing to enable AI tools across the team. But as with many organisations, the first response was “no” — too risky, too many concerns around IP, data privacy, and security. While those concerns are valid, the benefits of AI are too significant to ignore.

Take Amazon, for example — more than 50% of their code is now reportedly written by AI.

Even in program management, AI can streamline the painful, repetitive tasks. One of the best examples is meeting minutes. With the right tools, you can record a meeting, have it transcribed with 95–98% accuracy, and get a summary with action items. That used to be a dreaded task and now it’s nearly effortless. It’s not just about convenience – it’s about traceability and accountability, especially when you need to revisit decisions months later.

However, adoption isn’t automatic. In my current organisation, we’re still waiting for AI tools to be approved. Meanwhile, we’re being asked to deliver faster, with fewer resources. My response is: “Give me the tools, and I’ll give you the speed.”

At my last company, I spearheaded AI adoption within my team. Once the tools were available, I made sure we were ready. But even then, it wasn’t instant. Some team members were excited and jumped in. Others were too busy or unsure of the value. To address this, we had to run education sessions, monitor usage, and offer support. It wasn’t “You must use this,” but rather, “How can we help you use this?”

That’s where change management comes in. Not the traditional, organisation-wide kind, but a more hands-on, team-level approach. It’s about helping people adopt new tools in a way that feels safe, supported and valuable.

Personally, I stay current by using tools like ChatGPT, Grok, Perplexity, and others. I’ve shifted from Googling everything to using AI tools for research and synthesis. They help me stay ahead, and I encourage my teams to explore them too.

We’re at the start of a digital revolution. AI isn’t just a tool – it’s a shift in how we work. As program managers, we need to lead that shift, not follow it.

5. For individuals aspiring to become Program Managers, what are the top three pieces of advice you would offer them to develop the necessary skills and mindset for success in this demanding yet rewarding role?

This is a role that demands both technical know-how and strong people skills. Here are my top three pieces of advice:

Find a Great Mentor (or Several)

I’ve been lucky to work with some excellent program managers over the years, and I’ve learned that no one is great at everything but most are exceptional at something. One mentor I had was brilliant at summarising complex technical issues in a way that senior executives could easily understand. That’s a rare and valuable skill.

The key is to observe and learn from the strengths of those around you. If you want someone to mentor you, build a relationship first. Find common ground - whether it’s a shared interest or just mutual respect - so that when you ask for their time, it’s a two-way relationship, not just a request.

Master the Fundamentals - Especially Financials

You can’t be a great program manager without understanding how the engine runs. That means knowing how budgets work, how to track financials and how to do scenario planning. I’ve seen talented project managers fall short because they couldn’t manage the financial side.

Start by learning Excel inside and out. You’ll need it for forecasting, modelling “what-if” scenarios and answering tough questions from sponsors like, “What if we cut the timeline in half?” or “What if we only get 70% of the funding?”. Mistakes in this area can be costly.

Be a People Person - And a Shield for Your Team

Soft skills are just as important as technical ones. You need to understand what motivates each person on your team. Some people love public praise, others prefer quiet recognition. Learn what makes them tick.

Always have your team’s back. As a program manager, you’re the face of the program. When things go well, people thank you but it’s your job to redirect that praise to the team. When things go wrong, you take the hit.

Also, learn how your stakeholders like to be communicated with. Some want to know about problems immediately. Others prefer to hear about them only once you have a solution. Tailoring your communication style to each stakeholder is a subtle but powerful skill.

Aidan Quieros

State Lead, VIC

Lunch With a Leader: Chapter 4 – Tess Fava

kara@monkeymynd.com.au (Kara Porter) — Wed, 11 Jun 2025 09:39:09 GMT

Grab a seat at the table and take in the insights from some of the best in the business.

Portfolio management isn’t just about reporting and governance – it’s about driving real, measurable impact. And that’s exactly what Tess Fava , Portfolio Manager at Coles Group, brings to the table.

With a sharp focus on strategic alignment, cross-functional collaboration, and meaningful KPIs, Tess is steering a high-performing portfolio that balances agility with accountability. From shifting out of the PMO and into the ‘ balcony view ’, to building a consistent operating rhythm across diverse teams, she shares what it really takes to lead at the portfolio level.

In this chapter, we explore how Tess connects the dots between delivery and direction – and why seeing the forest (not just the trees) is the real game-changer.

1. Given the rapid evolution of technologies and market trends, how do you proactively identify and assess emerging trends for their potential impact on your portfolio? Any methodologies or frameworks you employ to translate these trends into actionable portfolio strategies?

That's a really insightful question! Navigating the rapid changes in technology and market trends is crucial for any portfolio. For me, it's a multi-faceted approach that blends active monitoring with direct engagement.

Firstly, I keep a close watch on key industry players, particularly companies like Atlassian , which are central to our agile methodologies and toolsets. They often provide a leading indicator of emerging trends in how teams work and collaborate. Similarly, understanding what our competitors are implementing in the digital space is vital for remaining competitive.

However, simply observing isn't enough. I find immense value in attending events. For instance, Atlassian frequently host events, like their ‘Agile in Wonderland' strategy day. These gatherings bring together a diverse group of professionals to discuss best practices, explore new ways of leveraging their tools, and understand their evolving strategic direction. Attending these events, not just from a user perspective but with a strategic lens is super helpful.

Beyond specific vendors, networking with peers in similar roles – portfolio managers, program managers – across different companies is incredibly beneficial. These conversations, often through informal meetups or more structured initiatives like ‘Women in Technology', allow for the sharing of best practices and real-world experiences. Hearing what's working for others provides valuable perspectives and helps identify trends.

2. As a Portfolio Manager, what suite of key performance indicators (KPIs) do you monitor to evaluate the business impact of your portfolio? How do you ensure these metrics are aligned with overarching organisational goals and communicated effectively?

That's a critical aspect of portfolio management – understanding and measuring our impact. For me, the key performance indicators (KPIs) we prioritise always tie directly back to the overarching organisational strategy.

Some of the key areas we focus on include 'working smarter,' which could translate to metrics around efficiency gains or process improvements . We also heavily emphasise positive customer impact, although the specific KPIs here can vary depending on the nature of our work – it might be satisfaction scores, adoption rates, or even qualitative feedback . Domain support effectiveness is another crucial area, ensuring our portfolio is aligned with and effectively serving the needs of the different business domains.

People-centricity is also vital; while it might seem less direct, a safe and supportive work environment ultimately impacts productivity and quality. Metrics around team well-being and engagement can be indicators here. Finally, continuous improvement is a constant focus, and we look for KPIs that demonstrate our ability to learn, adapt, and optimise our processes.

In my role, particularly within an agile environment, ensuring consistency in our ways of working across our teams is a significant focus. While we don't enforce a rigid 'one-size-fits-all' approach – different teams have different needs – we strive for alignment in how we plan and deliver work. This enables us to report at a higher level and provide senior management with a holistic view of our portfolio's health and progress. This transparency builds confidence in our delivery and minimises surprises.

Some of the tangible improvements we track include:

Speed to delivery - ensuring we're delivering value efficiently.
Using consistent data fields for similar outcomes - streamlines reporting and analysis.
The duration of testing – if we can optimise testing, we can potentially free up resources for other work.
Financial health is always a key consideration, though it's often intertwined with the performance and deliverables of our vendors.

Ultimately, it's about having a suite of interconnected KPIs that not only measure performance in different dimensions but also collectively demonstrate our alignment with organisational goals and provide a clear and confident picture of our portfolio's impact to senior leadership.

3. Portfolio success often hinges on cross-functional collaboration. Describe your approach to fostering a collaborative environment across diverse teams within your portfolio. What strategies do you use to mitigate communication barriers and ensure project alignment?

Cross-functional collaboration is absolutely the bedrock of portfolio success. Without it, you risk silos, duplicated efforts, and misalignment with overall goals. We've put a strong emphasis on building a truly collaborative environment across our diverse teams and a lot of that comes down to establishing a consistent and effective operating rhythm.

For instance, we hold weekly ' sync ' meetings that include delivery managers, group product managers, and key stakeholders. These sessions provide a forum to discuss timelines, identify potential risks and blockers early on, and ensure everyone understands priorities. It's a crucial space for proactive problem-solving.

Beyond these more frequent touchpoints, we also have quarterly planning sessions. This is where we take a step back to review what we've accomplished in the previous quarter, what we might have missed, and what our plan looks like moving forward. These planning sessions are highly collaborative, involving representatives from different teams and business areas. The key here is to ensure that everyone understands the bigger picture and how their individual contributions fit into the overall portfolio strategy. This collaborative planning is essential for managing dependencies and ensuring we're all heading in the same direction.

Ultimately, these ceremonies – regular check-ins and quarterly planning – are intentional opportunities for communication, collaboration, and alignment. Without this structured approach, it's easy for teams to become disconnected, for work to be half-completed, and for misalignment to creep in.

Shared understanding
Mitigate communication barriers
Ensure that our initiatives are not only successful individually but also contribute effectively to the overall portfolio goals.

4. Portfolios inherently involve risk. Share a specific instance where you encountered a significant risk within a project. What was the nature of the challenge, and what strategies did you implement to mitigate the risk and ensure project continuity?

You're absolutely right; portfolios inherently involve risk. While the specific nature of challenges can vary greatly, our overall approach to mitigating significant risks within projects comes down to 3 key things:

Proactive identification
Thorough assessment
Implementation of multi-layered strategies to ensure project continuity.

We firmly believe that risk management shouldn't be an afterthought. It's integrated into our planning processes from the outset. We actively encourage teams to identify potential risks – whether they are related to timelines, resources, technical feasibility, or external dependencies – and to articulate these clearly.

Once a significant risk is identified, our next step is a comprehensive assessment. This involves evaluating the potential impact of the risk, the likelihood of it occurring, and the interdependencies with other aspects of the portfolio. This analysis helps us prioritise which risks require the most immediate and robust mitigation strategies.

5. For PMO Managers aiming to transition into a Portfolio Management role, what is the single most critical piece of advice you would offer regarding strategic portfolio oversight and leadership?

Shift your focus from the ' how ' of individual projects to the ' why ' and ' what ' of the entire portfolio, embracing the balcony view.

In PMO roles, the focus is often on program delivery, methodologies, processes, and ensuring individual projects within a program are on track regarding risk, issues, schedule, resourcing and finances. You become deeply familiar with the intricacies of a specific set of work.

The transition to Portfolio Management requires a significant shift in perspective. You're no longer primarily concerned with the day-to-day execution of individual projects. Instead, your focus broadens to encompass the entire departmental portfolio – potentially dozens, even hundreds, of ongoing initiatives. Your key responibility becomes understanding how each of these contributes to the overarching strategic goals of the department and organisation.

This 'balcony view' is crucial. It means you need to be able to see the forest for the trees. You need to understand the strategic alignment of each project, its potential impact, its dependencies on other initiatives. This requires a different level of engagement to effectively manage and report on the overall health of the portfolio.

Aidan Quieros

State Lead, VIC

How C-Suite Leaders Can Set Up Executive Search for Success

kara@monkeymynd.com.au (Kara Porter) — Tue, 03 Jun 2025 23:32:45 GMT

Why the way you brief, partner, and align at the top matters more than ever.

When a leadership transition occurs — or you know one needs to — the pressure is on.

There’s visibility, politics, shifting responsibilities, and often a lot of emotion. And yet, the next hire needs to be a precise and strategic fit. Aligned with culture, board-ready, and capable of delivering impact from day one. Too often, though, an executive search process kicks off with a job title, a job description, and a ‘go find us one like this’ .

But a transactional search will get you transactional results. Hiring on your executive team is about shaping what comes next.
The right search strategy doesn’t just replace a leader. It unlocks long-term value, drives alignment, and sets the tone for your next phase of growth.

Here’s how to lay the groundwork for a smarter, more successful executive hire.

Setting the foundation for an executive search

Start with the strategic gap, not the job title

The best executive hires aren’t just made to replace the person who left. They’re made to take you somewhere the last person couldn’t.

Ask yourself:

What’s the capability or perspective we’re missing at the exec table?
What business-critical priorities need fresh leadership?
Are we recruiting for where we are — or where we want to be?

Reframing the brief around strategic outcomes helps us align not just on what to look for, but why it matters.

Define success before you define the candidate

We often see briefs full of traits: ‘commercial mindset’, ‘proven track record’, ‘change agent’. But real traction starts when you clarify what success actually looks like in the first 12–18 months.

Do they need to:

Rebuild a function or lead a transformation?
Navigate board-level complexity?
Build trust across silos?

That picture becomes the benchmark — and enables us to uncover leaders who’ve already delivered something similar.

Don’t default to the usual suspects

The right executive might not have the most obvious background.

They might not have led a company identical to yours. But they may have led through similar ambiguity, disruption, or growth curves. If you’re open to cross-sector experience or adjacent capabilities, we can often tap into a richer and more future-fit candidate pool.

Choose a search partner who goes beyond the database

The reality is: top leaders aren’t on job boards. A great retained search partner doesn’t just circulate a role.

They:

Build trust-based conversations with high-calibre talent
Represent your brand credibly and confidentially
Surface diverse perspectives you might not reach otherwise

At this level, the how of search matters just as much as the who.

Don’t lose good talent to a bad process

Nothing turns off top-tier candidates like radio silence, vague briefs, or chaotic coordination. If the process doesn’t reflect the quality of your brand and culture, they’ll make assumptions.

Set up:

Clear timelines and communication checkpoints
Internal alignment on what you’re assessing and how
A feedback loop that keeps candidates engaged and respected

Your reputation in market depends on it.

You don’t need hundreds of options. You just need the right one.

Executive search isn’t about volume. It’s about precision.

When done right, it’s not just recruitment but rather leadership strategy.

And the return on getting it right? Immense.

Hiring a leader is high-stakes — but it doesn’t have to feel like a gamble.

Tech & Data People can help you build a smarter executive search and secure you the leaders that will move the needle.

Get in touch with us here .

Lunch With a Leader: Chapter 3 – Nadia Leung

kara@monkeymynd.com.au (Kara Porter) — Sun, 11 May 2025 11:31:22 GMT

Grab a seat at the table and take in the insights from some of the best in the business. 

Nothing about IT project delivery is static, and that’s exactly why leaders like Nadia Leung – Managing Director of Tech on Track - are in such high demand. With clients pushin g for faster outcomes, leaner solutions, and measurable value, she’s built a consultancy that thrives on agility, real-time visibility, and deep stakeholder alignment.

In this chapter, she shares how Tech on Track adapts to rapidly changing methodologies, why mindset still trumps tools, and how being accountable to your own brand name changes everything about the way you deliver.

Navigating Project Delivery in a Shifting Landscape

1. How does Tech on Track adapt to the rapid changes in IT delivery methodologies and client demands in project management? What do you have in place to keep up and adapt as things evolve?

Great question! AI has the potential to seriously shake up project delivery. Think better predictions, smarter schedules, and easier risk management.

But in Australia, it's still a bit of a mixed bag. While the tools are definitely out there, not everyone is jumping in. Many mid-sized businesses just don't have the resources to invest in AI at this stage - it's really the larger organisations who are leading the charge and seeing the benefits. Even when the tech is available, there’s still a skills gap. There just aren’t enough professionals with the expertise to implement and get the most out of AI tools in delivery environments.

So, in the meantime, many companies are turning to practical workarounds — tools like Monday.com and Zoho Projects are popular choices for managing schedules, risks, and issue tracking without the overhead of complex AI integrations.

We're also seeing a shift away from purist Agile. The reality is, full-scale Agile delivery just doesn’t fit every business. Smaller and mid-sized companies often aren’t structured or trained to adopt Agile in its strictest form — even if their delivery partners are Agile-certified, their clients often aren’t.

At the same time, clients are under pressure to deliver faster results and get more value for their investment. That’s where Tech on Track comes in — we offer flexible delivery models where clients only pay for the support they actually need, rather than locking in a full-time Project Manager they might not use.

2. How do you juggle delivering quick project wins while still keeping an eye on the bigger picture when it comes to IT strategy and infrastructure?

How I usually prioritise projects is by splitting them into two main buckets:

Quick wins
Long-term strategic initiatives

Quick wins give us fast out comes, while the strategic projects focus on bigger-picture innovation. That balance helps make sure we’re not just ticking boxes in the short term but also building towards something more sustainable.

Agile really supports this approach. It’s designed to speed up time to value, while still giving us room to adapt and scale. Whether it’s two- or three-week sprints, the aim is always to deliver meaningful progress early.

It also gives clients a seat at the table when priorities shift. You might start with one focus, then a few weeks in, something changes. Agile gives us the flexibility to pivot without losing momentum.

3. With Tech on Track handling some pretty complex IT projects, how do you keep communication flowing smoothly and collaboration between different teams and departments, especially when you've got a mix of technical specialists working together?

When I start working with a new client, one of the first things I do is set up a clear communication plan. It’s about making sure everyone’s aligned on how we’ll work together — how often we meet, how reporting will work, and who to go to if something comes up.

I also make a point of connecting early with senior leaders across departments. Everyone has different priorities and preferences, even within the same organisation, so it’s important to understand what they care about and how often they want updates.

Having that broader view of organisational goals is key when managing complex projects. One thing we always focus on to keep things running smoothly is how we provide updates. We're always looking at tech to help us give those updates in real-time.

On a recent engagement, I implemented a project management tool that gave stakeholders real-time visibility across all active projects. Senior leaders could log in anytime to view a dashboard with the latest status updates, while project managers refreshed their reports every couple of weeks. Tools like Jira and Confluence are great for this — they allow us to centralise reporting so execs don’t have to sit through every meeting to stay in the loop.

4. How do you show clients the real impact of Tech on Track’s work? What are the key metrics you use to demonstrate the value you’ve delivered?

We track several key metrics, tailored for each organisation and project, including:

Project governance compliance (adherence to the framework)
Risk management effectiveness (number of risks mitigated)
Change control efficiency (timeliness of addressing change requests)
Team collaboration score (gauged via surveys)
Decision turnaround time.

We offer clients a selection of these metrics to align with their specific needs and translate project management concepts into their terminology.

5. Strong project delivery depends on collaboration. How do you build a culture of cross-functional teamwork, both within Tech on Track and when working with client teams, to keep projects on track and successful?

What really drives project success is knowledge-sharing and learning from past experiences. It's way more important than just being a tech whiz. A lot of organisations focus on hiring project managers with specific tool experience, like SAP or Microsoft Dynamics. But in reality, a great project manager knows how to apply lessons learned across different environments.

Where projects often come unstuck is culture and structure. Every company is unique, whether it has a formal PMO, an IT governance model, or something more ad hoc. It’s these internal dynamics, more than the technology itself, that tend to trip up delivery.

Projects usually fail because of fuzzy processes, unclear roles, or inconsistent ways of gathering requirements. If the people responsible for defining requirements aren’t equipped or supported to do it well, things can go off track before the build even starts. In the end, many delivery issues trace back to how the project was set up from day one.

6. What advice would you give to someone who wants to take the leap and start their own consultancy?

It's seriously tough work. There's so much that goes on behind the scenes. I've been fortunate to leverage my talented network and have worked with innovative organisations like Accenture and Ericsson.

That said, I think more people should consider starting their own consultancies as there's a real need for it. When it's your name on the line, you work differently. For me, Tech on Track is my brand and I can't afford to have a project fail.

As a delivery professional, I'll work day and night to make sure it's a success. That's what clients are paying for. It's a different mindset. You bend over backwards, go the extra mile, and when it all pays off, it’s incredibly rewarding to make a project a success. There’s nothing quite like finishing a project and getting that positive feedback, it makes it all worth it.

Aidan Quie ros

State Lead, VIC

When the Smartest Tech is the Quietest One in the Room

kara@monkeymynd.com.au (Kara Porter) — Thu, 08 May 2025 09:26:15 GMT

We’ve entered an era where the smartest systems aren’t the loudest. they’re the ones you don’t even notice. Ambient Intelligence (AmI), or “ambient invisible intelligence,” is reshaping how we live and work, not with fanfare, but with subtlety.

This is AI that whispers instead of shouts.

It learns your habits, senses your environment, and responds without you lifting a finger. It’s the kind of intelligence that anticipates, not interrupts.

So… why should tech professionals, recruiters, and business leaders care?

What Is Ambient Intelligence (AmI), Really?

Ambient intelligence refers to digital systems—AI, sensors, and networks—that are embedded into our environments to support humans quietly and contextually. Think beyond chatbots and flashy dashboards.

This is:

Smart lighting that adjusts based on mood or weather
Healthcare systems that flag early symptoms before patients notice
Cybersecurity that auto-defends without alert fatigue
Enterprise tools that prioritise tasks based on your unique working patterns.

It’s a tech layer that fades into the background. That is, until you realise you couldn’t function without it.

A Silent Revolution in the Workplace

Here’s the interesting bit: Ambient AI isn’t just for homes and smart cities. It’s quietly infiltrating our workplaces.

Talent Platforms that serve candidates content before they search.
Meeting Software that understands conversation flow and adjusts transcripts, follow-ups, or even sentiment analysis in real time.
Facilities Management tools that adjust airflow, lighting, and noise levels based on occupancy and stress indicators.

And all of this happens without user prompts.

We’ve moved from “Hey Siri” to “Siri already knows.”

Why It Matters for Tech Recruitment

Let’s talk talent. As ambient intelligence grows, we’ll see rising demand for:

AI/ML engineers with human-centred design experience
Data privacy and ethics specialists
IoT security experts
UX professionals who understand invisible design
Integration architects who can make fragmented systems feel cohesive.

And here’s the catch: these roles often require cross-functional fluency. Tech meets psychology, meets ethics, meets design.

Are we ready for that shift?

Ethical Design in the Background

There’s power in invisibility. But there’s risk too.

When tech becomes ambient, it also becomes less visible to scrutiny. That means:

Bias can go unchecked
Data privacy can slip through the cracks
Users can be nudged without realising it.

The question is no longer can we do this? —But should we? Smart businesses will bring in people who can answer that.

Invisible, but Intentional

The future of AI isn’t a robot in the boardroom. It’s the algorithm silently removing barriers before they appear.

Ambient intelligence is already here. You may have just not noticed it.

Yet.

Lunch With a Leader | Chapter 2: Sara Wexler

kara@monkeymynd.com.au (Kara Porter) — Fri, 11 Apr 2025 02:17:05 GMT

Grab a seat at the table and take in the insights from some of the best in the business.

Leading a business that sits at the crossroads of AI and engineering, Sara Wexler knows the importance of staying relevant and making sure her team’s work creates real value for clients. As Co-Founder and CEO of Xenti , Sara has built a culture that combines innovation with practicality - delivering solutions that truly make a difference.

I had the chance to sit down with Sara to talk about how Xenti keeps its solutions cutting-edge, the company’s approach to attracting and retaining top talent, and what advice she has for those looking to start their own venture. Here's what she shared.

A strategy for fostering innovation, talent & cutting-edge solutions

1. The AI and Engineering field moves at light speed. How does Xenti ensure its solutions stay at the cutting edge and deliver measurable value to clients?

Staying at the cutting edge is part of our DNA. We operate at the intersection of AI, engineering, and business optimisation, which means we are constantly scanning the horizon for emerging technologies and evolving market needs. Our approach combines continuous R&D, strategic partnerships, and a strong feedback loop with our clients to ensure our solutions remain relevant, robust and forward-thinking.

Driving efficiency, improving decision-making, or unlocking new revenue streams; we validate value through tangible results and work collaboratively with our clients to adapt and refine solutions as their business and the technology landscape evolves.

Ultimately, our commitment is to deliver not only cutting-edge solutions but also meaningful, demonstrable value to our client’s bottom line.

2. What are Xenti's strategic priorities for driving innovation and maintaining a competitive advantage in AI and Engineering solutions?

At our core, meaningful innovation that drives real business impact will always be our guide. Our strategy is built around three key priorities:

A client-centric approach to innovation. We believe AI and engineering solutions should solve real-world challenges, not just showcase the latest tech. By working closely with our clients, we tailor solutions that create measurable value.
Investment in talent & capability building. The best technology is only as good as the people behind it. We foster a culture of continuous learning, encourage cross-disciplinary collaboration, and ensure our teams stay ahead of emerging trends in AI, automation and digital transformation.
Partnerships & ecosystem collaboration. A huge role in our strategy. No single company has all the answers in our space. We work with leading technology providers, research institutions, and industry partners to accelerate innovation and deliver the most effective solutions.

Agility, a continuous innovation culture (and providing the learning opportunities behind that) and really knowing our client’s pain points ensure we can evolve with the industry and not only achieve our business objectives, but those of our clients.

3. How does Xenti attract, develop, and retain such niche AI and engineering talent?

We work tirelessly to ensure we have what the best talent want. Plot twist – a job is not what our niche talent market are after, well not only a job. They’re looking for impact, growth, and a dynamic environment where they can push boundaries.

Our attraction strategy centres around how we position our brand and that we are communicating that effectively. We are an innovation-driven company where engineers and AI specialists can work on cutting-edge projects. We want people who are curious, ambitious and ready to make a difference.

We invest in continuous learning and career development. Whether it’s advanced training, mentorship, or opportunities to work on diverse, high-value projects, we ensure our teams are always evolving with the industry.

Finally, culture is key. Most leaders will say collaboration, flexibility, etc. We measure it to ensure there is no top-down rose-coloured glasses situation. People stay where they feel valued enough to own their work, challenged to think creatively, and inspired—and that’s exactly what we aim to cultivate here.

4. How does Xenti ensure seamless collaboration with clients and meet their evolving needs?

We focus on building strong, transparent partnerships with our clients from the outset.

Seamless collaboration is the goal. We work alongside our clients as trusted partners, not just service providers. From the start, we invest time in understanding their business objectives, challenges, and expectations to ensure our solutions are aligned with their goals. This ensures that what we deliver is relevant, practical, and tailored to their evolving business landscape. We employ transparent communication and hold our commitment to agreed outcomes.

5. There are some unique risks in this field. How does Xenti assess and mitigate these from project execution, data security, and ethical AI deployment?

A proactive approach to risk management across these key areas is critical for us.

Project Execution: we use agile methodologies and continuous monitoring to anticipate and address risks early ensuring flexibility and successful outcomes.
Data Security: this is a top priority. We implement robust encryption, strict access controls, and regular audits to safeguard sensitive information and maintain compliance with industry standards.
Ethical AI deployment: non-negotiable. We ensure transparency, fairness, and accountability in our AI models, working to eliminate bias and uphold responsible AI practices.

Building trust and long-term value for our clients comes when risk is either minimised, or managed expertly.

6. For people wanting to embark on their own venture, what advice do you have for them?

Also, don't underestimate the power of your network. Start building those connections early and continue to build upon them. Business is all about people, and having a good network can open doors you didn't even know existed. I'm lucky, I have a solid network built over 25 years, which has enabled me to effectively position Xenti.

When you're prepping, go all in. Really do your homework with the numbers, think about those extra services you can offer, and figure out how to really add value for your customers. Most importantly, surround yourself with awesome people . We're super conscious of this during hiring - we really try to get a feel for someone's personality to see if they'll click with the team and bring something special. Soft skills are huge for us.

It's not just about what you can do, but how you do it.

Aidan Quieros

State Lead, VIC

Scaling Your Tech Team: When to Build, When to Buy & When to Partner

kara@monkeymynd.com.au (Kara Porter) — Wed, 26 Mar 2025 00:51:52 GMT

Growing a tech team goes a little more in-depth than just getting bums on seats. That is, if you want to scale efficiently.

As businesses expand, they often face a common dilemma: should they build an in-house team, buy talent through hiring full-time employees, or partner with external agencies and contractors? Each approach has its pros and cons, and choosing the right one depends on factors like budget, project scope, and long-term business goals.

The Build, Buy or Partner Framework

When to build (upskill & develop internal talent)

Best for: Companies with existing talent that can be developed for long-term growth.

Pros:
Retains institutional knowledge
Fosters a strong company culture
Reduces external hiring costs over time.
Cons:
Takes time and investment in training
Can be challenging if internal talent lacks specialised skills.
When to choose this approach:
When you have a solid foundation of junior-to-mid-level employees who can be trained
When you’re looking to promote from within and build long-term loyalty
When hiring budgets are tight, but internal development is feasible.

When to buy (hire full-time employees directly or through an agency)

Best for: Businesses needing stability and long-term expertise in critical roles.

Pros:
Provides dedicated resources fully committed to company goals
Helps establish a strong, cohesive team culture.
Cons:
Lengthy hiring processes if running a direct process
Higher upfront costs (salary, benefits, onboarding, training)
Risk of turnover.
When to choose this approach:
When core business functions require in-house expertise (e.g., software engineers, DevOps, cybersecurity specialists)
When long-term stability outweighs short-term cost savings
When hiring in a talent-competitive industry where full-time employment is a key attractor.

When to partner (contractors and recruitment agencies)

Best for: Businesses needing flexibility, speed, or niche expertise.

Pros:
Faster time-to-hire, especially for specialised roles
Cost-effective for short-term projects
Access to a broader talent pool.
Cons:
Cultural integration can be trickier if partners aren’t well-briefed on your values and team dynamics
May carry higher long-term costs but manageable with a strong partner who can help you strike the right balance with lasting talent.
When to choose this approach:
When working on short-term projects that don’t justify full-time hires
When needing specialised skills that are difficult to recruit in-house
When scaling rapidly and requiring immediate talent solutions
When the target talent requires a more strategic brand positioning.

Making the Right Hiring Decision

Assess business goals: Align hiring strategy with long-term company objectives.
Evaluate current team capabilities: Determine whether upskilling is an option before going to market.
Consider cost vs. speed: Weigh the urgency of hiring needs against budget constraints.
Mix & match approaches: A hybrid approach—combining direct hires with external partners—can offer the best balance of cost, flexibility, and expertise.

Scaling a tech team effectively requires a strategic mix of building, buying, and partnering. By understanding the strengths and limitations of each approach, hiring managers can make informed decisions that support both immediate needs and long-term growth. Get in touch with our team to see how we can help set your business up for efficient and effective hiring.

Lunch With a Leader | Chapter 1: Marcelo Menezes

kara@monkeymynd.com.au (Kara Porter) — Sun, 23 Mar 2025 23:54:59 GMT

Grab a seat at the table and take in the insights from some of the best in the business.

The digital landscape is constantly evolving, demanding leaders who are highly skilled and relentlessly curious. As a Digital Portfolio Leader, staying ahead of emerging trends is an endless task – one that Marcelo Menezes doesn’t just embrace but actively drives. Through strategic thinking, industry influence, and fostering a culture of continuous learning, he ensures his teams remain at the forefront of innovation.

I was eager to understand how he navigates this fast-moving space, what drives his leadership style, and the advice he has for those looking to step up into a ‘Head Of’ role. Here's what he shared.

The mindset of a future-ready digital leader

1. How do you stay on top of emerging digital trends and tech?

If there’s one thing I’ve learned, it’s that the digital world never stands still. That's why I prioritise staying curious and informed about emerging trends. It's not just about keeping up, it's about ensuring I can deliver the best possible solutions for my stakeholders. It’s also about being intentional in how you learn. I've found that listening to leaders in the product space, particularly those in Silicon Valley, provides invaluable insights. Their perspectives on product management, digital capabilities, and AI are truly shaping the future. If you're looking for a great resource, I highly recommend Martin Cagan's "Transformed: Moving the Product Operating Model" . It's been an eye-opener and a game-changer for me.

2. What key metrics do you track to ensure your digital portfolio drives real business impact?

To ensure my digital portfolio delivers meaningful business impact, strategic alignment with product teams is paramount. We don’t just measure progress - we make sure our efforts directly support business goals.

We begin by understanding their key performance indicators (KPIs) and objectives and key results (OKRs). For example, if a product's success is measured by a 30% increase in business Net Promoter Score (NPS), then our delivery must be directly tied to achieving that outcome.

True success lies in delivering the right solutions that drive measurable business results. That’s why we're actively embedding OKRs to drive a culture shift towards outcome-based performance, shifting the focus from outputs to real-world outcomes and impact.

3. How do you foster collaboration across teams to keep digital projects on track and delivering results?

In my experience, the most effective collaboration arises from psychological safety. When team members feel safe, empowered and trusted to make decisions (and even mistakes), they naturally work together.

Creating this environment is a key priority for me, as it directly impacts our ability to deliver results. While tools like MS Teams and Slack are essential, they're only effective when built upon a foundation of psychological safety.

More broadly, organisations that prioritise this kind of environment see higher organic collaboration and prevent the formation of silos.

4. When it comes to ROI, how do you measure success and communicate value to senior leadership?

ROI isn't a one-size-fits-all metric. It shifts dramatically depending on your industry.

Within my organisation - a finance business - we're naturally driven by financial returns. However, if you're in an innovation-focussed company, ROI might be measured by the number of prototypes launched or speed-to-market.

The key takeaway? As a digital leader, you need to understand your business inside and out. That's how you know what senior leadership is looking for and how you can deliver real ROI. Just look at Zappos . They recognised that customer service tenure was their competitive advantage, which led to their $1.2 billion acquisition by Amazon . That kind of strategic thinking is what defines real business impact.

5. What’s one risk you’re constantly thinking about, and how do you manage it?

Rapid deployment is a powerful advantage in digital, however it must be strategically managed.

Prioritising speed over security and brand integrity can have severe consequences, especially for established brands. Maintaining customer trust and loyalty is non-negotiable .

That’s why I believe speed-to-market should never be a tech only decision. It should be achieved through close collaboration between business, technology, digital, and data teams, ensuring a balanced and secure approach to innovation.

6. And finally, for those looking to step into a Head of Portfolio Management role - what’s your top piece of advice?

Especially in industries like finance, success comes from connecting the dots between digital innovation and the organisation's core challenges. Don't be afraid to learn from those who have been there longer—they often have a wealth of business knowledge.

And remember, empathy is a solid point of difference. Understanding the problems your business is trying to solve allows you to build stronger relationships and have a greater impact.

As the digital landscape continues to evolve, leaders like Marcelo, who prioritise continuous learning, strategic alignment, and human-centric approaches, will be the driving force behind successful transformations. His insights serve as a valuable guide for aspiring leaders, showing that real success lies not just in keeping pace with change, but in driving it.

Aidan Quieros

State Lead, VIC

The Crucial Difference Between Employee Engagement & Employee Experience

kara@monkeymynd.com.au (Kara Porter) — Tue, 04 Mar 2025 23:38:39 GMT

When it comes to creating a thriving workforce, employee engagement and employee experience are often used interchangeably. However, while they may seem similar on the surface, they are two distinct concepts that are crucial to the overall health and success of an organisation. Understanding the difference between the two—and how they interact—can help employers build a more engaged, satisfied and productive team.

What is Employee Engagement?

Employee engagement refers to the emotional commitment an employee has to their organisation. It’s the level of enthusiasm and dedication that an employee brings to their role. Engaged employees are motivated, passionate about their work, and actively contribute to the company's success. Engagement is more about the intensity and quality of work rather than job satisfaction alone.

In Australia, only 15% of employees are actively engaged in their roles, according to Gallup’s State of the Global Workplace 2022 report. While this is a global statistic, it’s clear that engagement levels remain low. What does this mean for Australian employers? It indicates a significant opportunity to invest in practices that can turn disengaged employees into highly motivated, committed individuals.

Key characteristics of engaged employees include:

Motivation: They are driven to do their best work every day.
Passion: They care deeply about the company’s goals and values.
Commitment: They are invested in the long-term success of the company.
High productivity: Engaged employees tend to be more productive and efficient.

What is Employee Experience?

Employee experience, on the other hand, encompasses the entire journey of an employee with a company. From the moment they apply for a job, to their first day on the job, to their interactions with colleagues, and their day-to-day work life, employee experience is shaped by all touchpoints and interactions an employee has within the organisation. It’s more holistic and takes into account every aspect of an employee’s work life, both physical and emotional.

In Australia, 73% of HR leaders agree that employee experience plays a critical role in employee engagement, according to The Australian HR Institute (AHRI) . However, it’s not just about the work environment; it’s about creating an experience where employees feel valued, supported and equipped to succeed. As 76% of employees are willing to leave their current employer for one that offers a better experience, the need for organisations to focus on improving the employee experience is more important than ever.

Key factors that make up the employee experience include:

Work environment: The physical and psychological aspects of the workplace (including flexibility, office design and culture)
Onboarding: The process of introducing new employees to the company and setting them up for success.
Company culture: The overall atmosphere, values, and norms within the organization.
Professional development: Opportunities for growth, learning, and career advancement.
Work-life balance: How well an organization supports employees in balancing work responsibilities with personal life.

A side by side comparison

While engagement focuses on the emotional commitment of an employee, experience covers the broader scope of their time with the company. Here’s how they differ:

Why do both matter?

While employee engagement and experience play distinct roles in an organisation’s overall success, they work best when aligned.

Creating a positive employee experience can drive higher levels of engagement. For instance, in the tech industry, 61% of workers cite workplace culture as a key factor in their job satisfaction (LinkedIn, 2023). Investing in things like workplace flexibility , professional development opportunities and a healthy work-life balance can dramatically improve both engagement and experience.

83% of Australian workers say that workplace flexibility is essential to improving their experience, and 66% say that flexibility contributes to their sense of belonging at work (PwC, 2023). Flexible working arrangements and creating an inclusive culture where employees feel valued can go a long way toward improving engagement levels.

What’s the right focus for your organisation?

While engagement focuses on the here and now—how employees feel about their work—employee experience looks at the entire employee lifecycle. For companies looking to maximise both, they need to invest in creating positive experiences while actively fostering engagement.

For Employee Engagement: Ensure that employees have clear expectations, goals and opportunities to grow. Recognise achievements, encourage feedback and provide employees with the resources they need to succeed.
For Employee Experience: Focus on creating an environment where employees feel supported, valued and appreciated. This includes offering workplace flexibility, providing career growth opportunities and developing a strong company culture.

By recognising that engagement and experience are two sides of the same coin, companies can take a more integrated approach to building a workplace that attracts top talent and keeps them motivated, productive and happy. Investing in both areas creates a thriving workforce that is committed to the company’s success.

Your Data, Their AI – Who Really Owns It?

kara@monkeymynd.com.au (Kara Porter) — Wed, 26 Feb 2025 01:57:12 GMT

Every time you shop online, stream music, or even scroll through social media, you feed AI with valuable data. Your preferences, behaviours and interactions fuel machine learning models that personalise your experience. But here’s the catch - you don’t own that data anymore.

Big tech companies and enterprises are leveraging AI at an unprecedented scale, using consumer data to train sophisticated models for recommendation engines, facial recognition and even autonomous decision-making. And while AI-driven convenience is undeniable, the question remains: Who really owns your data? And do you have a say in how it’s used?

The silent transaction: Your data for AI training

AI thrives on data. The more it collects, the smarter it gets. But the transparency around this exchange is murky at best. Most terms of service agreements (those lengthy documents we all ignore!) grant companies broad permissions to collect, store and utilise user data for AI development.

Take AI-powered chatbots or voice assistants. Every interaction refines their ability to respond more naturally. But what happens to those recordings? Where is that text data stored? More importantly, can you ever opt out once your data has already been used to train an AI model?

The growing push for AI transparency

Consumer trust in AI is on shaky ground. According to recent studies, 68% of consumers don’t trust companies to use their data responsibly . Data breaches, algorithmic biases and the rise of deepfake technology have only heightened concerns.

Governments are starting to take action. The EU’s AI Act and frameworks like Australia’s Privacy Act Review aim to regulate how AI handles personal data. However, legislation is always playing catch-up with technology, leaving users in a grey area.

What this means for businesses

For businesses leveraging AI, consumer trust is the new currency. If customers feel like their data is being exploited without consent, they will disengage. Brands that prioritise transparency - by giving users control over their data, explaining AI decision-making, and ensuring ethical AI practices - will be the ones that thrive.

Here’s what businesses should consider:

Data consent: Make it clear when and how consumer data is being used for AI
Explainability: If AI-driven recommendations or decisions impact users, explain the "why" behind them
Opt-out mechanisms: Give users a way to remove their data from AI training sets.

So…who really owns your data?

Right now, companies do. But should they? As AI continues to evolve, the demand for data ownership, transparency and user control will only grow. The businesses that listen—and act—will be the ones that earn lasting consumer trust.

What do you think? Should consumers have more control over how AI uses their data?

Is The January Hiring Window an Opportunity or Illusion?

kara@monkeymynd.com.au (Kara Porter) — Mon, 27 Jan 2025 10:00:51 GMT

January often comes with the belief that it’s the best month to hire. Companies kick off the year with fresh budgets, strategic goals and an urge to fill vacant roles after the holiday lull. But is January truly the golden hiring window some make it out to be, or is it just another industry myth? The reality is more nuanced.

Here’s why January hiring might not live up to its hype - and how to approach this critical time with strategy and precision.

The Myths About January Hiring

1. “Everyone is job hunting after the holidays"

It’s true that job boards and applications often see a spike in January. However, high activity doesn’t always translate to high-quality or committed candidates. Many professionals are still easing back into work and might not be ready to make significant career moves just yet.

2. "The early bird gets the talent"

While being first to market with job ads might seem like a competitive edge, January also brings heightened competition among employers. With so many companies hiring simultaneously, your openings risk being drowned out unless you have a standout proposition.

3. "We can rush through hiring decisions"

While moving quickly is important to secure great talent in a competitive market, prioritising speed over fit can backfire. January is a prime time for building momentum, but hasty decisions can lead to mismatches that impact team cohesion and long-term retention. The key is balancing efficiency with a focus on assessing skills, potential and cultural alignment. A well-planned hiring strategy ensures you don’t just hire fast—you hire right.

The Realities of January Hiring

Instead of blindly rushing to fill roles, businesses should consider:

Engagement lags: Candidates may browse opportunities while dipping their toes back into work life, testing if their pre-holiday gripes were as bad as they remember. It’s a month of reflection - and hesitation. While some are eager for a fresh start, others need convincing that your opportunity is worth making a move.
Role clarity matters: Vague job descriptions are a fast track to nowhere. If you’re not crystal clear about what you need, the best candidates will swipe left. Think outcomes, not fluff. Refining your expectations can be the difference between attracting rockstars or settling for “good enough.”
February readiness: By mid-February, the holiday haze has lifted and many professionals are laser-focused on their next career move. With fresh clarity and renewed energy, it’s the perfect time to connect with top talent ready to make impactful decisions.

Actionable Solutions for Smarter Q1 Hiring

1. Prioritise quality over speed

Resist the urge to make quick offers just to check a box. Instead, focus on aligning candidates with your long-term business goals.

Leverage January to fine-tune your hiring process
Introduce structured interviews that assess both technical and soft skills
Use targeted skill assessments to uncover candidates’ true potential.

2. Invest in proactive recruitment

Waiting for candidates to come to you is yesterday’s strategy. Proactive outreach is the key to securing top-tier talent before your competitors do. How?

Use talent mapping to identify high-potential individuals, even those not actively job hunting
Leverage tools like LinkedIn Recruiter or AI-driven sourcing platforms to target candidates with the precise skills your team needs
Partner with recruitment experts in your field to strategically map the market and connect you with the right people who align with your business objectives.

3. Review your employer brand

Your employer brand is your talent magnet—make sure it’s pulling in the right people. January is the perfect time to refresh your messaging and showcase what makes your company stand out. How?

Audit your job ads, careers page and employee collateral to ensure they reflect your values and culture
Highlight key benefits like career progression opportunities, flexible work options and wellbeing programs - these are game-changers in a competitive hiring landscape.
Double down on your unique selling points (USPs). Why should top talent choose you? Make it crystal clear.

4. Plan for February momentum

January is for building. Focus on candidate engagement early and set the stage for meaningful conversations when professionals are ready to commit. How?

Build pipelines in January, prioritising quality over urgency
Host informal chats or attend networking events to establish rapport with potential hires - this personal connection can make all the difference
Give candidates space to re-acclimate after the holidays, ensuring they feel ready and enthusiastic about formal discussions in February.

5. Reassess role clarity

Hiring the right person starts with crystal-clear expectations. Vague or outdated job descriptions can deter top talent and lead to mismatched hires. How?

Collaborate with leadership to refine each role’s purpose, key deliverables and how it aligns with broader business goals
Ensure job descriptions are both accurate and enticing, showcasing not just responsibilities but the impact the role will have
Speak directly to your ideal candidates by addressing their aspirations and emphasising growth opportunities within your company.

3 Mindset Shifts for Hiring Managers

1. Think Long-Term

Instead of treating January as a sprint, view it as the foundation for your annual hiring strategy. Focus on creating sustainable processes rather than just filling seats.

2. Focus on Candidate Experience

How you treat candidates during the hiring process can make or break your success. Communicate clearly, offer flexibility and follow up promptly.

3. Leverage Data

Track metrics like time-to-hire, candidate engagement and quality of hire to continuously refine your approach. Data-driven decisions will always outperform gut instincts.

January can be a powerful month to kick off your hiring strategy - but only if approached with intention. Avoid the pitfalls of rushed decisions and overcrowded markets by focusing on quality, planning for February and aligning your efforts with long-term goals.

Need help setting your team up for hiring success? Get in touch - we'd be happy to help.

The Silly Season Survival Guide for Tech Job Seekers

kara@monkeymynd.com.au (Kara Porter) — Fri, 22 Nov 2024 00:27:08 GMT

The holiday season often feels like a time to hit pause, but for tech job seekers, it’s also a golden opportunity to get ahead. While some hiring processes slow down, savvy candidates know this is the perfect time to shine in a quieter market. With the right focus, you can position yourself to stand out and land your next role.

Here’s your ultimate silly season survival guide to stay productive, motivated, and ready for the new year:

Revamp Your LinkedIn Profile

Your LinkedIn profile is your digital handshake—it’s the first thing recruiters notice. Use the holiday downtime to:

Update your headline: Be specific about your skills and the type of roles you’re targeting
Showcase achievements: Add recent projects, certifications, or awards
Engage actively: Share insights, comment on industry updates, or post about a trend in your niche. This keeps you visible and builds your professional brand.

Build Genuine Connections Through Networking

The holidays are a natural time for conversation, making it the perfect moment to:

Reach out to your network: Send friendly check-ins or holiday greetings to past colleagues and mentors
Join virtual events or meetups: Many tech groups host informal year-end events where you can connect with peers and potential employers
Engage in “Coffee Chats”: A casual virtual chat can open doors to new opportunities without the pressure of a formal interview.

Take Advantage of a Quieter Market

While some companies slow hiring over the holidays, many are still planning for the new year. Here’s how to capitalise:

Apply strategically: Fewer applications during this time mean less competition for you
Follow up: Hiring managers and recruiters may have more time to respond to personalised follow-ups
Stay proactive: If a role isn’t currently open, express interest in being considered when positions arise in January.

Upskill and Stay Current

Tech evolves fast, so use the downtime to enhance your skills:

Enrol in a short course: Platforms like Coursera or Udemy offer quick courses in high-demand areas like AI, cloud computing, or cybersecurity
Tinker with projects: Build a portfolio piece or contribute to open-source projects
Learn emerging trends: Read up on industry trends like quantum computing or green tech to impress recruiters with your foresight.

Maintain Balance and Motivation

Job hunting can be intense, but the holiday season also offers a chance to recharge:

Set achievable goals: Focus on small wins like completing a profile update or sending two connection requests daily
Celebrate progress: Acknowledge your efforts and remind yourself that each step brings you closer to your goal
Take breaks: Use the festive period to recharge mentally, so you enter the new year refreshed and ready.

While others wait for January, your proactive approach can put you ahead. Whether it’s through a polished LinkedIn profile, genuine connections, or upskilling, the steps you take now will set the stage for a successful 2025. The silly season is calling—start now, and the new year could bring exciting new opportunities your way!

Ready to land your next role? Sign up for job alerts here or upload your CV here - https://www.techanddatapeople.com.au/submit-cv

5 Strategies to Sleigh the Holiday Hiring Game

kara@monkeymynd.com.au (Kara Porter) — Wed, 13 Nov 2024 03:11:38 GMT

As we head into the holiday season, many companies pause their hiring efforts, waiting for the new year to bring a fresh pool of candidates. But if you’re aiming to fill roles quickly in January, this quiet period is the perfect opportunity to engage top tech talent and stay ahead of the New Year hiring curve. Here are 5 strategic ways to keep your talent pipeline warm and your brand top-of-mind.

Keep potential candidates warm with friendly touchpoints

The holidays are a perfect time to connect with passive candidates in a relaxed, low-pressure way. Start a talent community where you can share updates, insights, and a bit of festive fun. Drop a casual, friendly message or share a quick update on what’s happening at your company. Rather than pushing roles, these low-key touchpoints keep candidates engaged and gives them a taste of your company culture, no applications required.

Offer ‘sneak peek’ interviews for January roles

Instead of waiting until the new year, start lining up introductory conversations now for roles you plan to fill in January. ‘Sneak peek’ interviews - an informal way to introduce your company’s mission, values, and upcoming opportunities. Candidates appreciate the transparency, and this early interaction can speed up hiring in the new year.

Keep content fresh & festive

It’s easy to go quiet on social media over the holidays, but this is an opportunity to stand out. Share some behind-the-scenes content from your team’s end-of-year celebrations or a recap of your company’s achievements. This kind of content keeps your brand visible and humanises your company, making it more appealing to candidates exploring new opportunities.

Set the scene for potential employees

Create content that helps tech professionals visualise their potential role in what you have in store for the next 12 months. Share a glimpse of your company’s roadmap - whether it’s adopting new tech, launching innovative projects, or expanding your team, this transparency can spark interest and align candidates who are excited about similar projects and growth. Share the skills and roles that will help shape this future.

Embrace virtual networking opportunities

The lead up to office closures, skeleton staff and end of year celebrations can all contribute to some disparate hiring teams. Consider embracing personalised networking experiences that go beyond traditional virtual events. Set up “Skill Swap” sessions or “Coffee Roulette” pair-ups for casual, virtual chats that provide a chance to connect with someone new and learn about different parts of the business. An “Ask Me Anything” (AMA) session with leaders also offers a unique chance for potential hires to interact directly with leadership, fostering an open, engaging culture. These approaches help tech teams build authentic, purpose-driven relationships.

The holiday season doesn’t have to mean a complete hiring freeze. By using this time to make meaningful connections with tech professionals, your company can start the new year with a head start on hiring. If you’re ready to secure top talent in January, now’s the time to begin and we can help – get in touch with us here .

Debugging Your Mind with Mental Health Lessons from Coding

bruno@designandbuild.com.au (Bruno Gazzo) — Fri, 18 Oct 2024 03:58:25 GMT

In coding, bugs are inevitable. They sneak into the cleanest lines of code and cause chaos when least expected. But debugging, the art of identifying and fixing errors, is a core skill for any developer. Interestingly, debugging can also offer a powerful metaphor for mental health. What better time to decode this than during World Mental Health Awareness Month.

Applying Debugging Principles to Your Mental Health Toolkit

Spotting the Bug (Recognising mental health struggles): Just like in coding, mental health issues can start small—barely noticeable. Maybe it's difficulty concentrating or feeling more irritable than usual. Left unchecked, these "mental bugs" can compound and lead to bigger problems like burnout or anxiety. Awareness is the first step in catching them early.
The Error Log (Listening to your mind): When your program crashes, you turn to the error log for clues. The same applies to mental health. Your body and mind send signals—fatigue, frustration, insomnia—that act as your personal "error log." Learning to listen and decode these signals is essential for self-care.
Refactoring Your Life (Making changes): Refactoring improves the structure of code without changing its functionality. In life, refactoring might mean making small adjustments—better sleep habits, exercise, or setting boundaries at work. These tweaks can prevent bigger issues down the line while keeping your overall productivity intact.
Breakpoints and Rest (Preventing overload): Setting breakpoints in code allows developers to pause and inspect the state of the program. For your mental health, regular breaks work the same way. They give you a chance to assess where you are, preventing burnout from creeping up unnoticed.
Iterative Improvements (Ongoing self-care): Like software, mental health is an ongoing process. There’s no “final version” of self-care—it’s about constant iteration and improvement. Just as you would update and maintain code, you need to prioritise ongoing mental health practices.

Just as debugging code takes time and effort, so does caring for your mental health. By applying some of the same principles, you can catch issues early, make small improvements, and prevent burnout. Remember, it's okay to seek help along the way—mental health is an ongoing process, not a quick fix.

If you're feeling overwhelmed or need support, here are some helpful resources:

Beyond Blue : Support for anxiety, depression, and suicide prevention.
Lifeline Australia : 24/7 crisis support and suicide prevention services.
Headspace : Mental health support for young people aged 12-25.
Black Dog Institute : Resources and research for mood disorders and mental health.

Qubit by Qubit in Quantum Supremacy

kara@monkeymynd.com.au (Kara Porter) — Tue, 24 Sep 2024 02:55:58 GMT

In October 2019, Google made a groundbreaking announcement : they had achieved quantum supremacy. This milestone marks a pivotal moment in the history of computing, signalling a future where quantum computers could outperform the most powerful classical supercomputers on specific tasks. But what exactly is quantum supremacy, and why does it matter?

Understanding Quantum Supremacy

Quantum supremacy occurs when a quantum computer can perform a calculation that is infeasible for any classical computer to achieve in a reasonable time. Google's quantum processor, Sycamore, reportedly performed a task in 200 seconds that would take the world's fastest supercomputer, Summit, approximately 10,000 years to complete. This is a monumental leap forward, but it's essential to note that the task solved was highly specialised and not of practical use. However, it demonstrates the potential power of quantum computing.

Why Quantum Supremacy Matters

Unprecedented Computational Power: Quantum computers leverage the principles of quantum mechanics, such as superposition and entanglement, to process information in fundamentally new ways. This enables them to solve complex problems exponentially faster than classical computers.
Reimagining Industries: In chemistry, it can simulate molecular structures and interactions at an unprecedented level, leading to breakthroughs in drug discovery and materials science. In logistics and finance, it can optimise complex systems and solve intricate problems that are currently intractable.
Advancing Artificial Intelligence: Quantum computers can enhance machine learning algorithms by processing vast datasets more efficiently and finding patterns that classical computers might miss. This could accelerate advancements in AI and lead to more sophisticated and capable AI systems.
Cryptography: Quantum computers could potentially break widely-used encryption methods, prompting the need for quantum-resistant cryptographic algorithms to ensure data security in the future.

Challenges and the Road Ahead

While the achievement of quantum supremacy is a significant milestone, the road to practical and widespread quantum computing is still long. Several challenges need to be addressed:

Error Rates: Quantum systems are highly susceptible to errors due to decoherence and noise. Developing error-correcting codes and more stable qubits is crucial for building reliable quantum computers.
Scalability: Current quantum processors have a limited number of qubits. Scaling up the number of qubits while maintaining their coherence and connectivity is a significant engineering challenge.
Practical Applications: Identifying and developing practical applications for quantum computing that can solve real-world problems is essential for its widespread adoption.

Despite these challenges, the race towards quantum computing continues to accelerate, with significant investments from governments, corporations, and research institutions worldwide. Quantum supremacy is just the beginning—it's a glimpse into a future where quantum computers could unlock new possibilities and transform the technological landscape.

The Rise of Purpose-Driven Work & Its Impact on EVP in Tech

kara@monkeymynd.com.au (Kara Porter) — Tue, 03 Sep 2024 01:27:03 GMT

The concept of work has transcended beyond just a paycheck. Employees, particularly in the tech industry, are increasingly seeking purpose-driven work—roles that align with their values and offer a sense of meaning. This shift is reshaping the way companies approach their Employee Value Proposition (EVP), making it essential for tech companies to adapt if they want to attract and retain top talent.

Defining Purpose-Driven Work: Why It Matters to Your Business

Purpose-driven work goes beyond the traditional metrics of job satisfaction. It’s about finding roles that resonate with an individual's values, passions, and desire to contribute to something greater than themselves. In the tech sector, where innovation and problem-solving are at the core of most roles, this often means working on projects that have a tangible impact on society, the environment, or the advancement of knowledge.

For instance, a developer might choose to work with a company focused on renewable energy solutions over a higher-paying role in a less mission-driven organisation. Similarly, data scientists are increasingly drawn to projects that use data for social good, such as improving healthcare outcomes or driving sustainability initiatives.

How Purpose-Driven Work is Shaping EVP in Tech

The rise of purpose-driven work is pushing tech companies to rethink their EVP. Traditionally, EVP in the tech industry has focused on competitive salaries, benefits, and perks like flexible working hours, remote work options, and cutting-edge technology stacks. While these elements remain important, they are increasingly no longer sufficient on their own.

Today's tech professionals want to know that their work has meaning. They want to be part of companies that are committed to ethical practices, social responsibility, and making a positive impact on the world. As a result, companies need to clearly articulate their mission, values, and the greater purpose behind their work in their EVP.

How Purpose Fuels Talent Attraction & Retention

Companies that successfully integrate purpose into their EVP are more likely to attract and retain top talent. A McKinsey study highlights that purpose-driven employees often exhibit higher levels of engagement, motivation, and loyalty. This aligns with the growing emphasis on a holistic employee experience that prioritises purpose and well-being. Employees who felt a strong connection to their company's purpose were more likely to stay longer and contribute more meaningfully to their organisation's success. They are not just working for a paycheck—they are working for a cause they believe in. This intrinsic motivation can lead to higher levels of productivity, creativity, and innovation, which are critical in the tech industry.

Moreover, a strong purpose-driven EVP can also help companies stand out in a competitive talent market. As the tech industry continues to face skills shortages, particularly in areas like data science, cybersecurity, and AI, having a compelling purpose can be the differentiator that attracts the best candidates.

Companies Leading with Purpose & Winning

Several tech companies are already leading the way in embedding purpose into their EVP. For example, Salesforce has made social responsibility a core part of its business model, with initiatives like its 1-1-1 philanthropic model , which pledges 1% of the company’s equity, product, and employees’ time to charity.

Similarly, companies like Google and Microsoft have invested heavily in sustainability and ethical AI, aligning their business goals with broader societal goals.

These companies understand that by aligning their purpose with the values of their employees, they can build a more motivated, committed, and productive workforce.

The Future of EVP in Tech

In an industry that thrives on change and innovation, the rise of purpose-driven work represents a powerful shift—one that tech companies cannot afford to ignore. The future of work in tech is not just about what you do, but why you do it. And for today's tech professionals, that "why" is becoming more important than ever.

We’re here to help you build a sustainable workforce. If you’re looking to drive innovation and make a positive impact, get in touch to see how we can help connect you with professionals who not only align technically but share your values and mission.

9 Strategies for Data Leaders to Foster Collaboration

kara@monkeymynd.com.au (Kara Porter) — Tue, 20 Aug 2024 00:11:27 GMT

Empowering collaboration: A guide for data leaders

The collaboration between data scientists and engineers is not just beneficial but essential for the success of your data projects. Data leaders have the exciting opportunity to cultivate a culture of collaboration that transcends specific tools and technologies.

Here are nine ways to champion strategic collaboration within your team to drive greater innovation and value.

1. Creating a unified development environment

A common platform is the cornerstone of collaboration. Standardising tools such as Jupyter Notebooks and Docker containers reduces friction and increases productivity. This unified environment also aligns with strategic business goals, ensuring that all team members are working towards the same objectives.

2. Cross-disciplinary training

Cross-training sessions equip data scientists with an understanding of engineering principles and vice versa. This shared knowledge base facilitates better communication and a smoother workflow, directly impacting the quality of AI models and the speed at which insights are generated.

3. Version control and code review for quality assurance

Implementing version control systems like Git ensures that changes are tracked, and code reviews become a part of the process. This practice not only maintains high standards but also serves as a risk management tool, ensuring that the codebase remains robust against potential errors and vulnerabilities.

4. Integrated project management for transparency

Project management tools that integrate with the development environment track progress and maintain transparency. This clarity helps align team efforts with the broader organisational goals and keeps everyone on the same page, which is crucial for managing the change that comes with integrating new collaborative practices.

5. Regular communication to stay aligned

Frequent stand-ups, along with open communication channels, ensure that challenges are addressed promptly, and progress is shared. This ongoing dialogue is key to a cohesive team dynamic and aligns with the strategic direction of data management.

6. Shared metrics and goals for unified direction

Clear objectives and success metrics align both data scientists and engineers toward a common goal. This unity of purpose is crucial for driving projects to successful outcomes and is a strategic imperative for senior data managers. It ensures that the team’s efforts contribute to the quantifiable impact on the organisation’s bottom line.

7. Modular codebase for independent progress

A modular approach to coding allows team members to work independently on different components. This method minimises conflicts and accelerates development, enabling the team to adapt quickly to new challenges and technological advancements.

8. CI/CD practices for rapid iteration

Continuous Integration and Continuous Deployment automate testing and deployment, enabling teams to identify issues quickly and iterate on models rapidly. This necessity in the fast-paced AI landscape also leads to more efficient use of resources, including human capital and computational power.

9. Documentation and knowledge sharing for collective growth

Comprehensive documentation and regular knowledge-sharing sessions are the lifeblood of a learning organisation. They ensure that insights are shared, and the team grows collectively in expertise, preparing the data team for future challenges and tech advancements.

By embracing these strategies, data team leaders can create a fertile ground for innovation where data scientists and engineers work hand-in-hand. Such collaboration not only accelerates the development of data projects but also ensures they are robust, scalable, and aligned with business objectives.

Found this helpful? You may also like our latest Data Analytics & BI Salary Guide for 2024-2025 . We explore the latest market trends, salary benchmarking and predictions for the next 12 months to help you make data-driven hiring decisions.

> Download your copy here

Maximising Recruitment ROI With Data Analytics

kara@monkeymynd.com.au (Kara Porter) — Tue, 13 Aug 2024 02:33:49 GMT

We know a thing or two about hiring and have seen first-hand just how costly and time-consuming it can be if not done correctly. This is where data analytics comes into play, offering a powerful tool to optimise your recruitment strategies and maximise your return on investment (ROI).

But, what is recruitment ROI?

Recruitment ROI is a measure of the efficiency and effectiveness of your hiring process. Put simply, it’s how well your hiring process works and how much value it brings to your business. It considers the costs associated with recruiting, such as advertising, agency fees, and time spent, against the benefits, like the quality of hires and their impact on your organisation.

A high recruitment ROI indicates a cost-effective and successful hiring strategy.

The role of data analytics in recruitment

Data analytics can transform your recruitment process by providing actionable insights and enabling data-driven decision-making. Here are some ways data analytics can enhance recruitment ROI:

Improving candidate sourcing: Data analytics helps identify the most effective channels for sourcing candidates, allowing you to allocate your budget more efficiently. By analysing past recruitment data, you can determine which platforms or providers yield the best candidates and focus your efforts there.
Enhancing screening and selection: With data-driven tools, you can streamline the screening process by using algorithms to match candidates’ skills and experiences with job requirements. This reduces the time spent on manual screening and increases the likelihood of finding the right fit. Ethics consideration: while these tools increase efficiency, it's crucial to address potential biases in algorithms. If not carefully designed and monitored, these algorithms may unintentionally discriminate against certain groups, leading to unfair hiring practices. Ensuring transparency and fairness in how these tools are applied is essential to maintaining an ethical recruitment process.
Reducing time-to-hire: Identify and address bottlenecks in your recruitment process to reduce time-to-hire. Faster hiring cuts costs and helps ensure that top talent is not lost to competitors.
Predicting candidate success: Predictive analytics can assess the potential success of candidates based on historical data. By analysing factors such as previous job performance and cultural fit, you can make more informed hiring decisions that lead to higher retention rates and better overall performance.
Measuring recruitment metrics: Key metrics such as cost-per-hire, time-to-fill, and quality-of-hire can be tracked and analysed to continuously improve your recruitment strategy. Data analytics provides a clear picture of what works and what doesn’t, allowing for ongoing optimisation.

Key metrics to track

To effectively leverage data analytics in recruitment, it’s essential to track the right metrics. Here are some key metrics to consider:

Cost-per-hire: total cost involved in hiring a new employee
Time-to-fill: average time it takes to fill a vacant position
Quality-of-hire: performance and retention rate of new hires
Source of hire: effectiveness of different recruitment channels
Candidate experience: feedback from candidates about their recruitment experience.

Data analytics is shaking up all industries; the recruitment landscape is no different. Deeper insights = strategic decision-making. By leveraging data, you can optimise your recruitment process, reduce costs, and ultimately achieve a higher ROI.

At Tech and Data People , we understand the importance of data-driven recruitment. Check out our latest Salary Guide and Insights Report here - designed to help hiring managers make informed decisions and attract top talent.

The Dos and Don’ts of Inclusive, Non-Biased Technical Job Descriptions

kara@monkeymynd.com.au (Kara Porter) — Fri, 19 Jul 2024 02:57:35 GMT

Diversity and inclusion are essential components of a thriving workplace. One of the foundational steps in fostering an inclusive work environment is creating job descriptions that are free from bias. Inclusive, non-biased job descriptions attract a diverse pool of candidates, which in turn fosters innovative solutions, improved team performance, and a positive company culture. In this article, we'll explore the importance of inclusive job descriptions and provide practical dos and don'ts to help you craft them.

WHY INCLUSIVE JOB DESCRIPTIONS MATTER

Broadens Talent Pool: an inclusive job description appeals to a wider range of candidates. By using language that is welcoming and free of bias, you increase the likelihood of attracting diverse candidates and avoid excluding minorities.
Enhances Innovation: different perspectives and experiences can lead to more creative solutions and innovative ideas. Inclusive job descriptions help in building such teams by ensuring that you don’t miss out on top talent due to unintentional biases in your job postings.
Reflects Company Values: companies that prioritise diversity and inclusion are more attractive to job seekers. Inclusive job descriptions reflect your commitment to creating an equitable workplace and helping to build a positive employer brand.
Improves Employee Retention: when employees feel included and valued, they are more likely to stay with the company. Inclusive hiring practices set the tone for a positive work environment and a sense of belonging.

DOS AND DON’TS OF WRITING INCLUSIVE JOB DESCRIPTIONS

Dos

Use gender-neutral language:
Do: replace gender-specific terms with neutral alternatives. For instance, use "salesperson" instead of "salesman."
Example: “The developer will be responsible for…” instead of “He will be responsible for…”
Focus on essential skills:
Do: highlight the skills and qualifications that are truly essential for the job. This approach reduces the likelihood of excluding candidates who might have taken non-traditional career paths.
Example: “Proficiency in Python and experience with machine learning frameworks” instead of “5+ years of experience in a senior engineering role.”
Highlight commitment to diversity:
Do: explicitly state your company’s commitment to diversity and inclusion. This reassures candidates that they are applying to a welcoming environment.
Example: “We are an equal opportunity employer and value diversity at our company.”
Use inclusive benefits:
Do: mention benefits that appeal to a diverse workforce, such as flexible working hours, parental leave, and professional development opportunities.
Example: “We offer flexible working arrangements and support for continuous learning.”
Simplify job titles:
Do: use straightforward and easily understandable job titles. Avoid jargon and titles that may be off-putting to some candidates.
Example: “Software Engineer” instead of “Ninja Coder” or “Rockstar Developer.”

Don’ts

Avoid unnecessary jargon:
Don’t: use industry-specific jargon or acronyms that might be unfamiliar to candidates from diverse backgrounds.
Example: “Must have experience with ABC framework and XYZ protocol” without explaining what they are.
Refrain from inflated requirements:
Don’t: list qualifications that are not essential for the job. Overstating requirements can discourage qualified candidates from applying.
Example: “Must have a Master’s degree in Computer Science” when a Bachelor’s degree with relevant experience is sufficient.
Don’t assume backgrounds:
Don’t: assume that candidates have had access to certain experiences or opportunities.
Example: “Must have participated in competitive programming contests” can be exclusionary. Instead, focus on the skills gained from various experiences.
Avoid age and gender bias:
Don’t: use phrases that suggest a preference for a particular age group or gender.
Example: “Young and energetic team” or “Looking for a female candidate” are explicit biases that should be avoided.
Stay clear of personality descriptors:
Don’t: use descriptors that imply a certain personality type, which can be exclusionary.
Example: “Looking for a dynamic and outgoing individual” instead of focusing on the specific skills needed for the role.

Creating inclusive, non-biased technical job descriptions is a crucial step toward building a diverse and innovative workforce. By focusing on essential skills, using gender-neutral language, and clearly stating your commitment to diversity, you can attract a wider range of talented candidates. The goal is to create an environment where every individual feels valued and included, starting from the very first point of contact: the job description. Embrace these best practices, and you'll be well on your way to fostering a more inclusive and dynamic workplace.

Your Guide to Australia's Enhanced Data Privacy Principles

kara@monkeymynd.com.au (Kara Porter) — Sat, 29 Jun 2024 02:31:17 GMT

As of 2024, Australia is implementing significant amendments to the Privacy Act 1988 based on the Government's response to the Privacy Act Review Report . These changes are set to enhance data privacy protections and introduce new compliance obligations for businesses of all sizes. For business and technology leaders, understanding these new data privacy principles is crucial for ensuring compliance and safeguarding customer trust.

Key changes to the Privacy Act

Removal of the small business exemption

One of the most notable changes is the removal of the small business exemption. Previously, businesses with an annual turnover of $3 million or below were exempt from the Privacy Act. However, the Government has agreed in principle to eliminate this exemption, recognising that privacy concerns extend to all businesses, regardless of size. This means small businesses will now need to adhere to the same privacy obligations as larger enterprises, including data handling, storage, and breach reporting requirements.

Enhanced Privacy Impact Assessments

The amendments introduce mandatory privacy impact assessments (PIAs) for high-risk activities. This means that before implementing any new data processing activities or technologies that could impact personal privacy, businesses must conduct thorough assessments to identify and mitigate potential risks. This is particularly relevant for businesses adopting new data automation and integration technologies.

Stricter data breach notification requirements

The new laws shorten the timeframe for mandatory data breach notifications. Businesses must now report any data breaches that pose a significant risk of harm to affected individuals within a much shorter period. This change aims to enhance transparency and ensure timely responses to data breaches, helping to protect individuals’ personal information more effectively.

Increased transparency and governance

Businesses are required to improve transparency regarding their data handling practices. This includes providing clear, concise, and accessible privacy policies and collection notices. Additionally, there are new obligations for businesses to outline the types of personal information used in automated decision-making processes and the rationale behind them.

Stronger protections for vulnerable individuals

The amendments introduce enhanced protections for vulnerable individuals, including children. Businesses offering online services likely to be accessed by children must now comply with a Children’s Online Privacy Code, ensuring robust safeguards for younger users’ personal information.

Practical steps for compliance

To navigate these changes effectively, here’s a quick reference to get started.

Conduct a privacy audit: start by conducting a comprehensive audit of your current data handling practices. Identify any areas where your processes might fall short of the new requirements and create an action plan to address these gaps.
Implement Privacy Impact Assessments: develop and integrate PIAs into your project management workflows. Ensure that all new data processing activities undergo a thorough risk assessment to identify potential privacy impacts and implement mitigation strategies.
Update privacy policies and notices: review and update your privacy policies and collection notices to ensure they are clear, concise, and compliant with the new transparency requirements. Make sure these documents are easily accessible to all stakeholders.
Enhance data breach response plans: revise your data breach response plans to comply with the new notification timeframe. Train your staff on the updated procedures and conduct regular drills to ensure readiness.
Focus on data security and governance: strengthen your data security measures to protect personal information effectively. This includes implementing robust encryption, access controls, and regular security audits. Additionally, establish clear data governance policies that outline responsibilities and procedures for data handling.
Engage with legal and compliance experts: consult with legal and compliance experts to ensure your business fully understands and meets its new obligations under the Privacy Act. Regularly review changes in legislation and update your practices accordingly.
Educate your team: ensure that all employees are aware of the new data privacy principles and understand their role in maintaining compliance. Provide ongoing training and resources to keep your team informed about best practices and regulatory changes.

Need help building your data governance and compliance team?

Contact us today to learn more about how we can support your business in this evolving landscape. Make sure to follow us on LinkedIn to stay up to date on all things happening in tech.

How to Enhance IT Workforce Stability Amid Budget Constraints

kara@monkeymynd.com.au (Kara Porter) — Tue, 18 Jun 2024 04:21:33 GMT

Many organisations face the challenge of lower hiring budgets in the current economy and eagerly await with hope refreshed new financial year funding. For tech leaders, hiring managers, HR managers, and talent acquisition teams, this means shifting the focus from aggressive recruitment to robust retention strategies. Below we unpack how you can optimise your retention strategy to maintain a competitive edge in tech recruitment and talent retention, even with limited resources.

Understanding the Current Market Conditions

The tech industry has been experiencing unprecedented growth, leading to a talent shortage that has driven up salaries and intensified competition. Recent reports suggest that while hiring budgets are shrinking, the need for highly skilled tech professionals continues to soar. This paradox puts immense pressure on companies to retain their existing talent while strategically recruiting new employees.

Why Retention Matters More Than Ever

Cost efficiency: the cost of hiring new employees can be significantly higher than retaining current ones. From time away from task for hiring managers, to onboarding and training, the expenses add up quickly. By focusing on retention, companies can save on these costs and allocate their budgets more effectively.
Knowledge continuity: retaining experienced employees ensures that valuable institutional knowledge and expertise remain within the organisation. This continuity is crucial for maintaining productivity and fostering innovation.
Employee morale: high turnover rates can negatively impact employee morale and workplace culture. A strong retention strategy fosters a positive environment, leading to increased job satisfaction and loyalty.

6 Strategies to Amplify Your Retention Efforts

Foster a positive work environment

Creating a positive and inclusive workplace culture is essential for retaining tech talent. This includes promoting diversity, equity, and inclusion (DEI) initiatives, offering flexible work arrangements, and ensuring that employees feel valued and heard. Encourage open communication and conduct regular pulse checks to help employees feel connected and engaged.

Offer competitive compensation and benefits

While budgets may be tight, be creative in how you package up compensation packages. Consider the non-monetary benefits such as choose your own adventure working arrangements, additional leave days and wellness programs. Understanding your employees and what’s important to them at work as well as outside of work, should be your guide.

Invest in professional development

Tech professionals value opportunities for growth and development. Invest in training budgets, certifications, and continuous learning initiatives. Encourage employees to attend industry conferences, workshops, and seminars. Providing a clear career path and promoting from within can also help retain top talent by demonstrating your commitment to their long-term success.

Recognise and reward performance

Recognising effort and outcomes are key to job satisfaction. Implement a recognition program that highlights individual and team accomplishments. Regularly celebrate milestones and create a culture of appreciation. This can be done through awards, bonuses, or even simple public acknowledgments.

Conduct regular stay interviews

Stay interviews are proactive conversations with current employees to understand their needs, concerns, and career aspirations. Unlike exit interviews, stay interviews provide valuable insights into what keeps employees engaged and what might drive them to leave. Use this feedback to make informed changes and improvements to your retention strategies.

Leverage technology for engagement

Utilise HR technology to keep employees engaged and connected. Implement tools for collaboration, communication, and project management. Use data analytics to track employee satisfaction and identify areas for improvement. Tech solutions can also streamline administrative processes, giving employees more time to focus on meaningful work.

Leveraging Recruitment Partners for Tailored Solutions

Even with tight budgets, you can still get the right talent in place without compromising on quality or efficiency. Partnering with a tech recruitment specialist like TDP can provide tailored, cost-effective solutions. Recruitment partners bring expertise and resources that can help you identify and attract top talent efficiently.

Benefits of Partnering with TDP

Customised recruitment strategies: bespoke solutions that align with your specific needs and budget constraints. With expertise to tailor our approach to ensure you find the right candidates aligned with culture and technical requirements.
Unique pricing models: TDP provides various pricing structures, including contingent, retainer models, flat fees and volume discounts, making it easier for companies to manage their recruitment costs effectively.
Access to a wider talent pool: as IT recruitment specialists, we have access to extensive time forged networks and a database of >700,000. This allows us to quickly source qualified candidates, reducing the time and cost associated with the hiring process and an empty seat.
Expertise and market insights: a s your tech recruitment partner, we utilise the latest tech and insights to help shape your recruitment strategy. Access our industry leading market insights to ensure you remain competitive, helping you refine your retention and recruitment strategies to better attract and retain top tech talent.

In the face of strict hiring budgets, amplifying your retention strategy is not just a necessity but a strategic advantage. By having a retention strategy in place, you can create a workplace where tech talent thrives. Additionally, partnering with a recruitment specialist like TDP can provide tailored, cost-effective solutions to help you fill critical roles without exceeding your budget. This dual approach enhances employee satisfaction and strengthens your company’s position in the competitive landscape of tech recruitment and talent retention.

At TDP, we understand the unique challenges of tech recruitment and talent retention. Our expertise in the tech and data sectors allows us to provide tailored solutions that help you retain top tech talent and build a resilient workforce. Contact us today to learn how we can support your recruitment and retention strategy.

To keep up to date with all the latest industry insights, follow us on LinkedIn .

The Power of Networking in the Tech Industry: A Guide for Hiring Managers

kara@monkeymynd.com.au (Kara Porter) — Mon, 10 Jun 2024 03:40:00 GMT

Staying ahead in the tech industry requires more than just the latest technical skills. Networking is a crucial element that can significantly influence your career trajectory and business success. At TDP, we recognise the immense value of building and nurturing professional relationships within the tech community. Here’s why networking in tech is more important than ever, especially for hiring managers and tech leaders.

Expanding Your Knowledge & Skills

Networking provides an excellent platform to learn from others. Engaging with professionals from various backgrounds and specialisations allows you to gain insights into different areas of the tech industry. Whether it’s learning about the latest trends, tools, or best practices, these interactions can help you stay current and competitive.

Finding New Opportunities & Collaborators

Many job opportunities are not advertised publicly but are instead shared through personal connections. The wider your network, the greater hiring success. Connecting with industry leaders and skilled professionals can open doors to new roles, skills, projects, or collaborations that might not be accessible otherwise.

Attracting Talent Through Your Management Brand

In a crowded job market, people gravitate towards inspiring managers rather than just appealing job descriptions. Networking helps you showcase your management style, values, and vision to a broader audience. By regularly attending events and engaging with the community, you can build your reputation as a supportive and innovative leader. This visibility can make your business or team more attractive to top talent, who are often looking for environments where they can thrive under strong leadership.

Enhancing Your Business Development

For companies, networking is an essential tool for business development. Building B2B relationships, potential clients , and industry influencers can lead to collaborations, partnerships, and new business opportunities. Networking events are also a great way to showcase your company’s services and products, increasing brand awareness and credibility.

Unexpected Benefits of Networking in Tech

We’ve covered some of the traditional advantages of networking in tech - here are three unique reasons why you should prioritise attending the next event:

Access to Unconventional Learning Opportunities

Networking isn’t just about meeting people; it’s about gaining access to unique learning opportunities that you won’t find in textbooks or online courses. Through networking, you might:

Discover Niche Communities and Events: Engage with specialised groups focused on emerging technologies or niche topics that are not widely covered. These communities often host exclusive events, hackathons, or workshops where you can dive deep into specific subjects and gain hands-on experience.
Learn from Diverse Perspectives: Interact with professionals from various cultural and professional backgrounds, offering you a broader perspective on problem-solving and innovation. This diversity can spark creative ideas and solutions that you might not have considered otherwise.

Uncovering Hidden Collaborations and Projects

The hidden gem conversations that can lead to surprising and fruitful collaborations that go beyond your immediate job or business interests. These unexpected collaborations can provide:

Side Projects and Passion Ventures: Meet like-minded individuals who share your passions and interests, leading to side projects or entrepreneurial ventures. These projects can be a source of personal fulfillment and potentially turn into profitable endeavours.
Cross-Disciplinary Innovations: Collaborate with professionals from different fields to create innovative solutions that have a broader impact. Such cross-disciplinary projects can open up new career paths and business opportunities.

Enhancing Your Resilience and Adaptability

Networking can significantly boost your personal growth by enhancing your resilience and adaptability in unexpected ways:

Learning from Failures and Successes: By sharing experiences with other tech leaders, you learn valuable lessons from others’ failures and successes. This collective wisdom can help you navigate your own business challenges more effectively and avoid common pitfalls.
Building a Supportive Community: Establish a network of supportive peers and mentors who can provide advice, encouragement, and feedback. This community can be a vital resource for maintaining your mental and emotional well-being.
Adaptability to Change: Exposure to different ideas, technologies, and practices helps you stay adaptable and embrace change. This adaptability is crucial in an industry that is constantly evolving, ensuring you remain relevant and competitive.

For hiring managers and tech leaders, effective networking can lead to finding top talent, uncovering innovative solutions, and gaining unique insights that drive your organisation forward. It’s a powerful platform that can propel your career and business forward. We encourage you to take advantage of networking opportunities, whether through events, online communities, or professional groups. The relationships you build today could be the key to unlocking future success.

Be part of Australia's largest tech networking event series!

At TDP, we are committed to fostering strong connections within the tech community. Join us at BeerOps 2024 to experience the power of networking firsthand. Follow us on LinkedIn and stay tuned for more tips and insights on how to make the most of your networking efforts.

And remember, the tech community is only as strong as the connections we build together.

TDP Joins Forces with BeerOps as Double Diamond Sponsor for 2024

kara@monkeymynd.com.au (Kara Porter) — Thu, 06 Jun 2024 01:47:23 GMT

We are thrilled to announce that Tech and Data People (TDP) has partnered with BeerOps , Australia’s largest tech networking event series, as the exclusive Double Diamond Sponsor for 2024. This exciting collaboration underscores our unwavering commitment to investing in the tech community and fostering meaningful relationships despite challenging economic conditions.

Why This Partnership Matters

At TDP, we believe that the strength of our tech community lies in the power of connections. BeerOps events are renowned for bringing together the brightest minds in tech under one roof, providing unparalleled opportunities for networking, learning, and growth. As Double Diamond Sponsor, we are not only supporting these events but actively participating in shaping their success.

Our Commitment to the Tech Community

In today’s fast-paced and ever-evolving tech landscape, the importance of strong professional networks cannot be overstated. Through partnering with BeerOps, we aim to facilitate connections that benefit both our clients and candidate communities. Here’s how our sponsorship will make a difference:

Enhanced Access to Talent: Our presence at all events will provide clients with direct access to a diverse pool of the brightest minds in tech.
Networking Opportunities: Candidates will have the chance to engage with top-tier companies and industry leaders, opening doors to exciting career prospects.
Brand Advocacy: We’re passionate about the businesses we partner with and proudly advocate for them at every opportunity.
Community Engagement: We are dedicated to contributing to the growth and development of the tech community by fostering an environment of collaboration and knowledge sharing.

Event Details

Mark your calendars for the following 2024 BeerOps events, where you can meet the TDP team and experience the future of tech networking:

Join Us at BeerOps

We are excited to meet many new and familiar faces in July. Join us as we celebrate innovation, foster connections, and drive the tech industry forward together. Stay tuned for more updates and insights as we prepare for these landmark events.

Stay Connected

Follow us on LinkedIn to stay up to date on our latest news and event details. We look forward to connecting with you and building a stronger tech community together.

How Australia's Tech Sector Can Lead in Gender Diversity

Wed, 08 May 2024 02:10:11 GMT

The tech industry in Australia continues to evolve rapidly. From consumer-packaged goods to wearable tech, and from software and apps to hardware advancements, technology is evolving. This is creating new opportunities for people and helping the local economy.

Australia is well-positioned to become a global tech leader due to its vibrant startups, skilled workforce, and enabling policies and regulations. However, even though it attracts young and diverse people, the industry is still working on equal opportunities for women.

So, what is the state of gender diversity in tech? In this context, the role of women in the tech industry has become a central point of discussion.Let's explore the present situation of women in the Australian tech industry, challenges, factors promoting their growth, and the influence of women in tech on the Australian economy.

The Current State of Women in Australia's Tech Industry

According to the Global Gender Gap Report (2023), women make up only 29.2 % of the STEM workforce among the 146 nations surveyed. This statistic highlights the ongoing global gender gap in various tech disciplines.

In the 2021-2022 financial year, the money put into new businesses in Australia grew to $10 billion , more than twice the amount the year before. However, less than 10% of this money went to businesses started by women, less than 15% to businesses started by both men and women and the remaining $8.5 billion went to businesses started by men only.

Not many women work in the technology industry, especially in high-level jobs. Women also earn less than men. A recent report showed that men in the Professional, Scientific and Technical Services industry earn about 22.8% more than women. This is the fourth biggest pay gap among all industries. Many people think this is because few women are in high-level jobs, and the report supports this idea. It shows that only about 35.2% of management jobs are held by women. Also, it’s alarming that almost 30% of companies do not have women on their boards.

Challenges Faced by Women in Tech

Women in the Australian tech industry face a range of challenges that hinder their participation and advancement.

Stereotypes about tech being a male-dominated field often discourage women from pursuing careers in technology from an early age.
Gender biases in hiring and promotion processes, where men are frequently preferred for technical roles and leadership positions.
Discrimination is another significant hurdle, with many women reporting instances of gender inequity, harassment, and a lack of respect in the workplace.
Notable lack of support networks and mentorship opportunities, which are crucial for career development and advancement in the tech sector.

These factors contribute to lower retention rates and fewer women in high-level roles, perpetuating the gender gap within the industry. In addition, many women are leaving tech jobs and moving to different careers because they don't have the support for a good work-life balance.

Advantages of Increasing Female Presence in Tech

Increasing female participation in tech addresses equality issues, enhances creativity, fosters innovation, and drives better business outcomes.

Women in tech roles provide broader consumer insights, leading to products and services that better reflect the entire population's needs. Their inclusion promotes innovative and diverse tech solutions for a wider range of needs and preferences.

Having more women in tech helps break old stereotypes and encourage more girls to explore and do well in STEM fields. Also, women in well-paid tech jobs add to their financial power, which increases their influence in community decisions and boosts the overall economy.

Recommendations for Tech Companies

To attract and retain more women in the tech industry, companies need to adopt several strategic actions:

1. Inclusive Hiring Practices: Implement unbiased recruitment processes that actively seek out female candidates and ensure they are fairly evaluated.

2. Mentorship Programs: Establish mentorship schemes where women can receive guidance and support from experienced professionals within the industry. This can help them navigate their careers and aspire for leadership roles.

3. Supportive Workplace Culture: Create a work environment that respects and supports work-life balance. Flexible working hours and remote work options can be particularly beneficial for women managing family and careers.

Conclusion

Gender diversity in Australia's tech industry can improve with sustained efforts. Actionable strategies supporting women can lead to a balanced, equitable sector.

While policies are progressive, they are not always adhered to within the industry. Inclusivity, diversity, and female leadership can be overlooked. Businesses should understand the benefits of hiring and keeping women in tech roles. They should follow Diversity, Equity, and Inclusion (DEI) policies to examine their diversity rules and check if they're sticking to them. Men in leadership roles should support these changes, helping to improve the industry.

If you need support to grow your team or expert advice from our specialised consultants, contact us for tailored recruitment solutions.

The 2024 Tech Landscape: Preparing Your Business for the Future

Wed, 24 Apr 2024 03:16:19 GMT

As we move further into 2024, technological innovation continues to evolve at an unprecedented pace, revolutionising the way businesses operate. In this fast-paced change, companies have a choice: adapt or risk becoming outdated. To stay competitive, companies must take a strategic approach: evaluating emerging technology trends and understanding how to leverage them. This requires proactive action and training for employees to not just survive but thrive in this new technological epoch.

But what are these tech trends causing discussions everywhere, and how are they set to change business models? And, importantly, how can businesses adjust to thrive in this new tech era? Whether you love tech, plan business strategies, or just want to stay up to date, this exploration will give you the knowledge to understand the future that's happening now.

Generative AI: The evolution in AI and ML

Artificial Intelligence (AI) and Machine Learning (ML) are no longer just buzzwords; they will continue to improve automation, decision-making, and personalisation in various industries. Generative AI, particularly is getting a lot of attention for its potential in AI/ML. By automating data classification and extraction, it allows employees with access to insights for informed decision-making.

Gartner predicts that GenAI will play a role in 70% of text- and data-heavy tasks by 2025, up from less than 10% in 2023.

This type of AI is expected to provide a high return on investment soon. The Australian market has seen a big increase in money going into AI/ML, particularly for Generative AI. This shows that people are starting to see the huge impact Generative AI could have on different industries.

Amazon has made a big move by putting $100 million into a new AWS Generative AI Innovation Centre . The goal is to speed up business innovation by using Generative AI.

This year, executives should adapt to GenAI changes, partnering with HR to assess its impact on roles and workflows. They should identify potential internal candidates for redesigned roles and evaluate its effect on hiring strategies, removing unnecessary technical requirements, and aligning assessments with new skill needs.

5G: The Connectivity Backbone

The rollout of 5G is a game-changer for Australian businesses, offering ultra-fast speeds and lower latencies. This enhancement in connectivity is catalysing the Internet of Things (IoT), smart cities, and real-time data analytics. Businesses need to harness 5G's potential to remain competitive, necessitating a workforce proficient in network engineering, cybersecurity, and IoT integration.

Cloud Computing: Cloud-Driven Transformation

With cloud computing's dominance in 2024, its benefits like cost reduction, scalability, and efficient collaboration are driving its adoption in Australia, increasing demand for cloud-skilled professionals. Essential skills include expertise in AWS, Microsoft Azure, Google Cloud, and cloud security. Understanding cloud architecture and integrating cloud services into workflows are also significant.

DevOps familiarity is advantageous for delivering applications and services swiftly. Soft skills like problem-solving, analytical thinking, and effective communication are crucial for interacting with stakeholders and resolving cloud issues. Amidst the cloud revolution, businesses should focus on upskilling their workforce and attracting new talent.

Internet of Things (IoT): A Web of Interconnectedness

IoT's expansion is transforming everyday business operations, enabling real-time monitoring, predictive maintenance, and enhanced data-driven decision-making. Australian industries are integrating IoT solutions at a pace that surpasses many global counterparts, especially in agriculture, manufacturing, and healthcare sectors.

Given the immense potential and wide-ranging applications of IoT, roles such as IoT architects and software developers with specialised experience in IoT platforms are becoming increasingly crucial. These professionals will play an integral part in helping businesses harness the power of IoT technology to drive innovation and growth.

They will be responsible for creating robust IoT architectures, developing software to handle IoT data, and ensuring the security and integrity of IoT systems. Therefore, businesses looking to leverage this transformative technology need to prioritise recruiting and developing talent in these areas.

Quantum Computing: The Next Frontier

Quantum computing, set to revolutionise industries like cryptography and climate modelling, is attracting investment from Australian enterprises and research institutions. This technology's potential is immense, but it's still in its early stages. To stay ahead, businesses should invest in research, development, and identify use cases within their organisations.

Developing internal capabilities through staff training is also crucial. Despite the small talent pool in quantum computing, it is expected to expand as the technology becomes mainstream. While quantum computing offers enormous potential, it also presents new security and infrastructure challenges. Hence, proactive strategies are needed to mitigate these risks.

Preparing for the Future

The current trends show it's important for businesses to get ready for the tech changes coming in 2024 and beyond. Companies that can adapt to these changes will have an edge. By investing in the right tech, training their team, and planning, these businesses will be well-positioned to do more than just survive - they can thrive. Adapting won't be easy, but with the right attitude and resources, it can be a chance for growth and new ideas.

If you need support from a specialist to grow your team, better understand the current market and set your strategy for 2024-25, don't hesitate to contact us .

10 Tips for a Career Strategy in 2024

wow@shazamme.com (Default Author) — Mon, 08 Apr 2024 22:17:45 GMT

Are you feeling that you need a change for your career in 2024? Do you want to explore new opportunities? If so, you're not alone. Many people look to make a career transition when entering a new year.

The concept of a career move has become more diverse than ever. Beyond the traditional notions of climbing the corporate ladder, professionals now consider various possibilities – from seeking promotions to changing sectors or transitioning to new organisations.

It requires a flexible mindset and a strategic approach tailored to your unique aspirations. But where do you start? In this article, we'll provide you with 10 tips that can help you make a successful career move in 2024. From identifying your reasons for a career change to staying positive and motivated throughout the process, we've got you covered. Let's dive in!

1 - Defining Your Career Objectives

Start by defining what a career move means to you. Are you seeking a promotion within your current organisation, aiming to switch industries, or exploring opportunities in different companies? Clearly understanding your objectives will guide your strategy and help you make informed decisions.

Before diving into the job market, take the time for introspection. Evaluate your skills, values, and interests. Set clear, realistic goals for your career change within the public sector to align your aspirations with potential opportunities.

2 - Ask Internally

If you are already working for a company and enjoy your current position, consider exploring internal opportunities first. Moving within the same organisation offers advantages such as familiarity with the company culture, established trust, and a quicker onboarding process.

Whether you are considering climbing up the ladder with a promotion, or a side step to a different sector, it’s always best to assess your internal opportunities first before looking elsewhere.

3 - The Promotion Pathway

Climbing the corporate ladder requires a strategic approach. Identify the skills and competencies necessary for the desired role and proactively work on developing them. Seek mentorship within your organisation, express your career goals to your superiors, and actively contribute to projects that showcase your leadership potential.

4 - Approaching new offers

When contemplating a move to a different organisation, approach the transition meticulously. You can partner with recruitment agencies or research potential employers, focusing on their mission, values, and work culture. Tailor your resume and cover letter to highlight how your skills and experiences align with the specific needs of the new organisation and why you would be a great fit.

5 - Researching Opportunities Across Sectors

If you're considering a shift to a different industry, conduct in-depth research on the sectors you find intriguing. Understand the skills and qualifications required, and assess how your existing expertise can be translated into value in the new industry. Networking with professionals in the target industry can provide valuable insights.

It’s also interesting to stay informed about the latest trends and evolving roles within the public sector. Identify areas of growth and determine how your skills can contribute to emerging demands, ensuring you are well-positioned for success in your new career.

6 - Understanding Transferable Skills

Recognise the transferable skills from your current role that are applicable to different sectors or the new position you are looking for. Highlighting these skills will strengthen your candidacy and demonstrate your ability to adapt to the specific industry demands.

7 - Financial Planning

Understand the potential financial implications of a career change. Evaluate your current financial situation, considering any adjustments needed during the transition period. This foresight will provide a realistic perspective on the feasibility of your career change.

8 - Skill Enhancement and Training Opportunities

Identify any skill gaps and invest in relevant training programs. Many tech roles require specific certifications or qualifications, so ensure you are equipped with the necessary expertise to excel in your new career.

9 - Networking & Social Media Presence

Networking remains a critical aspect of any career move. Whether seeking a promotion, changing industries, or joining a new organisation, connect with professionals in your target field. Attend industry-specific events, join relevant online forums, and cultivate relationships that can provide guidance and open doors to opportunities.

You can also leverage social media platforms and online job portals to expand your professional presence. Actively engage with tech communities and showcase your expertise. Many organisations use these platforms to identify and connect with potential candidates.

Update your resume, LinkedIn profile, and any other professional platforms to reflect your current skills and accomplishments. Highlight specific achievements that demonstrate your impact in previous roles. A polished online presence is crucial in catching the attention of potential employers and recruiters.

10 - Utilising a Recruitment Agency

Partnering with a recruitment agency specialising in Tech & Data can significantly streamline your job search. Agencies have insider knowledge, a vast network and can provide personalised guidance throughout the process, increasing your chances of securing the right position in a career move.

Conclusion

A career move can take various forms, from securing a promotion within your current organisation to venturing into a new offer or deciding on a complete change of scenario/industry.

By defining your objectives, aligning your skills, and adopting a versatile mindset, you can confidently explore the complexities of the modern job market. Tailor your strategy to achieve the unique goals that define your professional journey in the years to come.

If unsure about what transition to take with your career or to have support in finding a new role, don’t hesitate to contact our specialised team for advice. You can also upload your resume on our website to hear from us about suitable positions.

Click here to explore current positions available.

Does Every Job Application Look the Same in 2024?

Sun, 28 Jan 2024 22:26:00 GMT

With the rapid technological advancement we are experiencing each year, we can notice a growth in AI and chatbot usage when discussing job applications. Many candidates rely on such tools to build resumes, cover letters, or contact hiring managers.

Although the technology we possess nowadays is excellent and can help us in multiple ways, job seekers must be careful as it can also negatively impact their job applications due to a lack of authenticity and personality.

Recurring Terms

One common issue with AI-driven application processes is the reliance on recurring terms and keywords, making all resumes look the same. Job seekers may be tempted to rely too much on chatbots, risking a lack of authenticity and individuality.

This approach can lead to applications that appear generic and fail to showcase a candidate's unique skills and experiences. The automated responses and overuse of keywords may not capture the nuances of individual personalities, leading to a missed chance to make a memorable first impression.

Chatbots often repeat terms or expressions, such as “seamlessly”, “unwavering”, “showcasing”, “as a result”, or “in conclusion”, for example. They tend to follow the same pattern when structuring a copy for a cover letter, with an introduction leading to a conclusion that not always is well connected.

To stand out from the crowd, applicants should strive to infuse their language with vivid examples and specific accomplishments. Instead of using generic terms, provide concrete instances where you collaborated effectively within a team, solved a particular challenge, or delivered measurable results. The more specific you can get, the better.

Common Cover Letters

AI may inadvertently encourage a one-size-fits-all approach to job applications. Some candidates might use generic templates for their cover letters, neglecting to tailor their applications to the specific requirements of each job.

This lack of personalisation can harm a candidate's chances of standing out in a competitive job market, as Hiring Managers may overlook applications that appear to be using a generic approach.

Recommendations: To have a more personalised cover letter, you can work the other way around. Instead of going to chatbots to start them, try writing them in your own words, highlighting your expertise and why you would be a great fit for the position.

Then, you can recur to AI tools, pasting your initial cover letter there and asking them to make it better, whether by using a more professional vocabulary or improving the copy structure for example.

Remember that you don’t have to accept all their changes or their first version. You can keep tailoring it by asking things such as “make it shorter” or “emphasise my background”, for example, to arrive at the objective you want without losing the essence of your first message.

Download our Cover Letter and Resume guides

Online Assessments

Some companies use online assessments during the application process, and candidates utilising AI tools may find themselves adapting their responses to match expected patterns rather than providing genuine answers.

This can dilute the authenticity of their responses and create an impression of insincerity. Predefined responses and suppressing your natural conversational style can result in a lack of spontaneous exchanges that would occur in an authentic interaction.

Striking the Right Balance

Despite these challenges, job seekers can explore AI tools with a strategic approach. This technology can be beneficial in providing templates or tips, but it is essential to tailor the message to demonstrate your essence, unique skills and aspirations.

Craft resumes and cover letters that authentically reflect your talents and experiences. Use keywords naturally, focusing on relevance rather than overloading your application with them.

You can customise each application to match the specific job requirements. Highlight how your achievements align with the company's needs, values and the role you are applying for.

Remember that, at the end of the day, behind the AI algorithms are human recruiters. Incorporate a personal touch in your application to connect with the human aspect of the hiring process and how you'd represent the company values.

Conclusion

As AI and chatbots become more used each day, job seekers must adapt and utilise them as a supportive tool instead of the main creative process in their applications.

While these technologies offer efficiency, a well-balanced approach prioritising authenticity, personalisation, and staying informed will enable candidates to stand out in a competitive job market.

Keep yourself updated with industry trends and AI advancements to adapt your job-seeking strategies accordingly. Understanding how AI is used in recruitment can help refine your approach and improve your chances of securing your desired job.

If you want to use the recommendations above for your next job application, you can easily find all current positions available on our website by clicking here . If you need support from our specialised team, you can also upload your resume to hear from us in case we have any opportunity that matches your skills and experience.

What are the most important qualities of a good candidate?

Thu, 17 Nov 2022 10:26:00 GMT

9 months ago By Nathan Eshman

Finding a job can be rough. So you need to make the most of every advantage. It makes sense to explore the question: what are the most important qualities of a good candidate? The reasons are compelling.

First, when you know what someone wants, you can give it to them. You’re not going in blind. You can focus on what is more prone to land you the job. Second, you can customise your resume to a potential employer's values. Zone in on the key points from the job description and cut out the fluff — more on this below. Lastly, when you know what truly matters to potential employees, you can more effectively target jobs that fit you.

So what are the most important qualities of a good employee? That’s the very question we took to our network of recruiters and clients. The following are the results of our Linkedin research and some advice on making the most of each insight.

57% OF EMPLOYERS SAY A GOOD ATTITUDE IS THE MOST IMPORTANT QUALITY

A candidate could bring any number of qualities to a job. From previous experience to a patented technology they have created. So why do most companies claim attitude to be the most important quality of a good employee?
Here are three reasonable reasons why:

A good attitude gives you power, as it causes others to desire your company, i.e. they will want your attitude within their organisation
Attitude gives an impression of how you will work with, respond to and lead others
Attitude shows how serious you are about the job

Whether or not you’ll be working with a team or leading one, your attitude communicates much more than any resume or cover letter. How do you present the right attitude?
Here are six powerful ways to exhibit your upbeat attitude:

The way you dress. Always dress appropriately for the job interview.
Posture. Stand and sit up straight. Give a firm, confident handshake looking the other person in the eyes.
Smile. Never miscalculate the power of a smile . It communicates your enthusiasm and excitement for the job.
Eye contact. Look people in the eyes. It keeps you focused on what they are saying. This brings us to…
Active listening. Showing you’re a good listener signals your ability to follow through on tasks or projects. Demonstrate you’ve been listening by repeating parts of what is said to you. e.g. “As you mentioned, you’re looking for someone with experience with Procor software…”
Focus on the positive. Instead of talking negatively about previous employers, failures or weaknesses, focus on what you’ve learned or how you’ve grown from your experiences.

19% OF INTERVIEWERS BELIEVE THE MOST IMPORTANT QUALITY OF A GOOD EMPLOYEE IS THEIR SKILLS OR PREVIOUS EXPERIENCE

A huge chunk of any resume is for your skills and experience.
But with 19% of potential employees judging you on the skills and experience you list, how do you know which ones to mention?
Well, commit to customising your resume for each job by researching the company and role.
Reflect on any expectations or values you discover in your resume. Ensure you’re being honest.
Ok, what if you discover that you don’t have every skill required for the job?
It’s not a failure by any means.
Try this:

Enrol in online courses like the ones you find on Udemy .
Enrol in University . You can attend part-time or online. Businesses may see this effort and employ you. They may even offer to pay some of your tuition fees.
Internships .
Yes, there are paid internships, but even unpaid internships can be a great entry point into some businesses.
Volunteer or work for free . Offering your time for free means you’ll have opportunities to grow your network and acquire more skills. Overall, similar to internships, it’s an investment towards future possibilities.
Take time to reflect . Ask yourself if you’re applying for the right jobs.

18% OF EMPLOYERS SAY THE MOST IMPORTANT QUALITY IS GROWTH POTENTIAL

Growth potential is whether or not an employee has the necessary skills and qualities for a future leadership or management position. That is… are you management or leadership material?

Three ways to communicate your growth potential in a job interview:

Know how to tell your st o ry . Be prepared to articulate where you’ve come from and where you’re going.
Ask quality qu es tions . Think outside the box; which questions display your understanding of the company and role?
Be confident. If you’re applying for a job, you obviously believe you have something to offer. So, act like it. But don’t be too confident, as this can put people off.

ONLY 5% CARE MOST ABOUT THE SALARY

While only a small portion of hirers prefer cheap labour over potentially paying for someone with more experience or qualifications, the good news is that most understand the phrase you get what you pay for.
The caveat here is to prepare, prepare, prepare.
Know the salary range in your sector/preferred job. This way, you’ll know when you’re getting a decent offer or if the opportunity outweighs the pay.
You’ll also discern how serious the employer is and whether they truly see your value.
To learn the average salary range in your sector, go here: Salary Guides .

SO NOW YOU KNOW WHAT MATTERS…

Now you know what the most important qualities of a good employee are (in the eyes of a potential employer), the question is, what will you do with this information? Will you adapt your interview style or be more selective when applying for jobs? Or has a light gone on as to why you haven’t had any decent job offers?

Whatever realisation this article has evoked…

TDP is here to help you navigate your job search journey; To help you find a job that’s right for you.

There are three ways we can help you see progress in your job search:

Click here to start searching the complete job database.
Read . Knowledge is most definitely power. So please, check out more helpful articles for job seekers on our blog .
Upload your CV . We can better assist you in finding the right opportunity for your skills and experience if you submit your resume .

Hiring on cultural fit - how to do it and ensure you are still encouraging diversity

Thu, 20 Oct 2022 10:40:00 GMT

9 months ago By Emily Harris

Studies into workplace culture have indicated the importance that recruitment plays in maintaining a positive workplace environment. One study revealed that employees whose values aligned well with their organisation, co-workers and supervisor, experienced increased job satisfaction, were more likely to remain with their organisation and showed superior job performance (Johnson, E., Kristof-Brown, A. & Zimmerman. 2005) [1] .

Even Virgin Group’s founder, Sir Richard Branson has emphasised the important role culture fit should play in hiring – claiming that securing the right team is the most important thing you can do for your business. However, hiring the ‘right’ team of people is easier said than done.

While ensuring candidates can reflect and/or adapt to the core beliefs, attitudes and behaviours that make up your organisation, it can also perpetuate homogeneity. We examine the fine line between culture fit and discrimination and how organisations can attract candidates that align with their company values while still encouraging diversity and inclusivity in the hiring process.

IS CULTURE FIT DISCRIMINATION?

Culture fit is defined as the screening of potential candidates based on the alignment between their values, beliefs and behaviours and that of the organisation. While there are many advocates for making culture fit a key criterion in an organisation’s recruitment strategy, there are others that believe in doing so, you’re inviting discrimination. Hiring someone based on cultural fit essentially means hiring candidates that you think will be comfortable and can easily adapt to the particular role, the team and your greater organisation.

However, when people assess someone’s overall ability to integrate well within an office environment, they generally look to those who are similar to themselves – in terms of race, sexual orientation, socio-economic background, age, nationality etc. This is often done on a subconscious level, in fact, there’s an official term for it within recruitment – affinity bias. Affinity bias is defined as favouring a candidate because they share a trait or characteristic with you– like attending the same university or knowing the same people (Zivkovic, 2020) [2] .

Affinity bias is often mistaken for hiring on ‘cultural fit’ as HR staff and managers want a team of like-minded people (in the sense of having the same drive, vision, and passion for the organisation) and the easiest way to determine this is through tangible characteristics like their education, their age etc. But, hiring based on affinity bias often results in a team of people who look, think and act the same. This actually limits an organisation overall, as studies have proven that a more diverse team, leads to greater creativity and innovation. The values and beliefs that make up an organisational culture should be reflected in a richly diverse workforce - which begs the question, how do you maintain or encourage diversity, while ensuring you're hiring the right candidates?

HOW TO INCORPORATE COMPANY CULTURE WITHIN YOUR HIRING STRATEGY

A key thing to remember when recruiting candidates is that an assessment of culture fit should focus on how well the person’s values align with the overall organisation, rather than how well their characteristics align with the organisation’s current workforce. For example, if your organisation values collaboration and this plays a big part in the company’s overall productivity, you are going to want to attract candidates who enjoy working collaboratively rather than those who have a preference for working as individual contributors. However, an appreciation and belief in collaboration won’t be found solely from one demographic or have a similar background to your current workforce. Collaboration can be found in candidates within a corporate background, the not-for-profit sector or even from a military background.

Furthermore, ensuring your employees share and appreciate the same values and beliefs can help to foster a positive work environment and increase productivity. For example, if the majority of employees within an organisation value innovation and learning, and these values align with the company itself and its practices – they are more likely to be engaged in their work and more invested in the organisation long-term. This in turn reduces staff turnover and creates a loyal work base; a huge asset for any organisation to have.

The challenge for organisations - especially during the recruitment stage - becomes determining a candidate’s cultural beliefs without applying affinity bias. The difficulty is that culture is so subjective, so determining values and beliefs isn’t something that can be instantly observed. Consequently, The Harvard Business Review has provided some key questions that can be asked at the interview stage, to help determine cultural alignment (Bouton, 2018) [3] :

What type of culture do you thrive in? (does the response reflect your organisational culture?)
What values are you drawn to and what’s your ideal workplace?
Why do you want to work here?
What best practices would you bring with you from another organisation? Do you see yourself being able to implement these practices in our environment?

It is also important to determine through your questioning what a candidate’s work ethic and style are: ask if they enjoy working within a virtual environment or if they like working within an office; if they’re comfortable with a hierarchical structure. If they thrive in a more collaborative environment or prefer to work autonomously.

Organisational culture is important; it informs a company’s decisions and unites its employees under one common vision. Consequently, it’s important to hire candidates that align with your company’s values, for the organisation to continue growing and developing. However, determining how well a candidate aligns with a company’s values is different to hiring based on their characteristics and how similar they are to the current workplace – candidates from all backgrounds and experiences can still share the same vision and beliefs.

TDP understand the benefits a diverse workforce can provide an organisation and consequently are mindful that our focus throughout the entire recruitment process for our clients - while focusing on their organisational needs and culture- remains open and transparent. Our mission is to ensure we are facilitating the growth and development of our clients by providing them with a diverse and skilled range of candidates. To achieve this, we make sure that encouraging and fostering diversity is at the forefront of mind at all stages of the recruitment process- job postings, candidate pipelines, reference checks and interviews. For more information on our recruitment processes, our consultants are on hand to offer support and advice. Reach out to us today for more information - people@techanddatapeople.com.au

The hidden opportunities within an organisational restructure

Wed, 19 Oct 2022 10:46:00 GMT

10 months ago By Emily Harris

Within a business context, an ‘organisational restructure’ can have negative connotations, with many associating it with mass redundancies and change- not usually for the better. Sadly, restructures are inevitable for any organisation going through periods of growth and development- a regular occurrence within the private sector overall and the Built Environment Industry. They can also be a necessary measure for survival during economic hardship. The pandemic was a perfect example of this, with many organisations using a restructure as a way to save costs. However, while a restructure can pose a legitimate ‘threat’ to an individual’s career prospects, it can also provide great opportunities. For those worried about a potential restructure in their workplace or are going through one currently, Design & Build have collated some advice from HR and management experts, to help you navigate through the process.

What is an ‘organisational restructure’?

When employees hear the word ‘restructure’ minds can automatically go to ‘redundancies’ and panic can set in. However, restructures and redundancies although related, aren’t dependent on one another. An organisational restructure or reorganisation refers to changing the operational set-up (structure) of an organisation to improve the way the business runs and delivers products or services . It often involves configuring roles in a way to ensure maximum effectiveness both financially and in terms of output and consequently involves adding new roles, merging two or more existing roles, disestablishing roles that are a surplus to requirements, or a combination of any of the above. There needs to be a genuine reason for a restructure, for example, a change in market demands or financial constraints (two issues which many organisations experienced due to COVID-19 in 2020 and 2021) merging with another company or wanting to outsource certain business functions.

A redundancy is a direct outcome of a restructure; where a role or position, rather than a person is surplus to the business’s needs. A role can be made redundant for a number of reasons; perhaps technology and automation processes were able to replace the responsibilities of an employee, or an organisation merged with another company and then found itself having two employees performing the same role. The crucial factor with redundancies is, that if a person’s role is made redundant, they can’t then be replaced with someone else in a substantially similar position, with a different job title. And most importantly for organisations, redundancy should always be treated as a last option. It should only be considered after all reasonable alternatives are explored. Which is an important point for employees to remember when they hear the word ‘restructure’ make its way through the office rumour mill. There are other outcomes organizations can explore when looking at a restructure that are often considered first.

Possible alternatives to a restructure

A common alternative for many organisations is redeployment and retraining- this is a common occurrence in organisations where many departments regularly work with each other and employees develop strong transferable skills. For example, someone from the sales team could be redeployed to the marketing team or someone from the administration/office support team could be redeployed to the finance team.

Redundancies can become quite costly for a business when all of the severance payments and outplacement costs are considered, not to mention the lost investment from hiring, onboarding and training those now redundant employees. Redeployment, however, gives an organisation the opportunity to retain this knowledge capital in-house , by providing an alternate career path to employees who’ve made it known that they’re interested in staying with the organization and have the necessary skills or potential. Of course, for this to be a viable option, there must be available roles in another area of the business or perhaps an increased level of demand that requires more resources.

The employee in question must also be able to perform the new role due to their skills and previous experience or with a reasonable period of retraining. All of this aside, redeployment and retraining are great ways for an organisation to retain its talent, boost overall morale within the business and provide employees with a new career challenge. Another option organizations could consider is to alter the work hours and responsibilities of employees. One way to do this is through job sharing; splitting a full-time position into two part-time roles.

The work is often divided in two ways; the ‘islands model’ in which each individual will take responsibility for separate tasks depending on their individual strengths and capabilities, or the ‘twins model’ where they share the same workload but simply divide up the days. Alternately you can alter roles from full-time to part-time, even just temporarily. The added benefit of this is that everyone retains their own position meaning there is less potential for confusion and it is easier to transition people back to full-time once a company is able to.

Reduced hours and job-sharing won’t be an ideal option for all employees, but have become increasingly common for those looking for more flexibility in their workplace; perhaps they need to take care of a family member, are trying to put more time into a side-hustle they have or are going back to school and need to dedicate more time to their studies. If an organization is facing a restructure, it’s worth exploring these options and seeing if it would work within an organisation as opposed to making certain roles redundant.

What to do if you know your organisation is facing a restructure

While they can be stressful, if you’ve received a formal confirmation from your manager or leadership team on an upcoming restructure, it doesn’t necessarily mean a death sentence for your career. Experts in management and HR consulting suggest the following step to help you navigate through the process in one piece.

Gather Information
Before jumping to conclusions, it’s important to gather all the information you can , so you can adequately consider all your options. This can sometimes be difficult as organisations might not be forthcoming about details, but generally, the larger the organisation is, they’ll usually release some sort of press release or go through a formal presentation with staff about an upcoming restructure. Try and see if you can get the answer to the following questions:

Will there be redundancies?
Who will be looking after the restructure?
How will they be making their decisions?

For smaller organisations, take advantage of the greater transparency, and exposure to leadershi p that often comes with a less hierarchical structure and see if your manager or leadership team can provide more details.

Take Stock of Your Achievements

During a restructure, employees are often asked to go through their key responsibilities and contributions they make to the greater team so that employers can make more informed decisions when restructuring an organisation. As an employee, you should think about your own impact on the organisation. Look back on past achievements, gather old performance appraisals, and write down quantitative and numerical examples of all the ways you’ve contributed to the organisation’s overall success. You should also think about the transferable skills you possess that could easily be applied to other areas of the business. Having this information prepared will make it that much easier in the event of having to ‘pitch’ yourself to the management team, or if applying for an internal promotion . It can help beef up your resume if you decide to look outside your organisation for a new role.

Weigh Up Your Options

Once you’ve gathered as much information on the restructure as you can, and you’ve taken stock of your achievements you should then have a serious think about your options and the possibilities a restructure can present. It’s worth talking to your manager or business leader about whether they would be open to redeploying certain employees; maybe there’s another area of the business you’ve always wanted to be more involved in and volunteering to move internally will not only demonstrate your loyalty to the organisation but provide yourself with a new work challenge. Alternately, you might decide this restructure gives you the perfect opportunity to take a step back; work on more freelancing or spend more time with the family. If this is the case, you can discuss the potential for adjusting your hours to part-time or investing in job-sharing.

Finally, a restructure can also generate new roles or internal promotions as resources and responsibilities within the organisation get reallocated. If you’ve been wanting more responsibility or looking to take your career to the next step, utilising the changes made during a restructure could be the way to achieve this. Furthermore, if you’ve already done the self-evaluation of your skills and achievements, it makes it that much easier to apply for a new position.

Reach Out To Your Network

It’s always best to keep your options open, so if you receive confirmation about a restructure, you should start reaching out to your professional network. Get in touch with recruiters that work within your industry, update both your Linkedin profile and resume and start looking around to see what job opportunities are available. Trying to remain positive and calm during a restructure can be difficult, but seeing that other opportunities exist for you outside the company and knowing that you have options can bring a lot of comfort during the restructure process and potentially even leverage for a new career. transferable and gave him a unique advantage in his new career. While it can be difficult to stay positive, try and remember that there is always a future and there is always the opportunity to transfer your skills and experience elsewhere in an equally positive vein.

- - -

If you’re looking for new career opportunities - especially within the Built Environment Industry - and are interested in finding out what else is available, or simply looking for some career advice, don’t hesitate in reaching out to our specialized consultants. Contact us here: people@techanddatapeople.com.au

Why am I not getting the job? Identify your blindspots and win the interview

Tue, 18 Oct 2022 12:30:00 GMT

10 months ago By Nathan Eshman

Finding a job can be rough. And if you’re a job seeker who’s responded to a number of job listings — or can’t seem to make it through the interview stage — you may have asked yourself, Why am I not getting the job? Now, while some declare it’s a matter of the stars aligning, reality is that stars don’t pay the bills. Jobs pay the bills. What’s more likely… you have a blind spot keeping you from landing a job. In this article, we’ll look at the most common interview blind spots — starting with our findings from surveying our LinkedIn network. Then, we’ll share practical tips for moving forward, so you can win the interview and win the job of your dreams.

BEFORE YOU READ ON: Don’t be nervous about dealing with your blind spots. And don’t get down if you find that a number of blind spots apply to you. Take note of the blind spots, learn the strategies, put them into practice, and you’ll be that much closer to getting a great job offer. You got this! Now let’s read on.

SO, WHY AM I NOT GETTING THE JOB? RESULTS FROM OUR LINKEDIN POLL

To kick off the discussion, we asked our 60k+ LinkedIn followers this question:
What do you think is the biggest deal breaker in a job interview?
Here’s what they said:

Arriving late – 45%
Poorly prepared answers – 35%
Dressing inappropriately – 16%
Other – 3%

Now, this list of blind spots makes a great conversation starter, but there’s plenty more where they come from. Let’s circle in for a more detailed look at the most likely blind spots holding you back.

ARRIVING LATE FOR A JOB INTERVIEW

As decided by a vast majority (46%) of participants in the poll, arriving late to a job interview is the biggest no-no for job seekers. But hey, life happens. So, be proactive. The moment you realise you’re running late , contact the interviewer and let them know:

How late you’re running
The reason why you’re running late
You are open to rescheduling if your lateness has caused problems.

Preference a phone call over sending an email or text. Don’t over-explain or lie. Be honest, take ownership. If the interviewer is understanding and the interview proceeds, take a moment to calm yourself upon arrival. It might seem counterintuitive — as every second counts — but taking the time for a few deep breaths to calm yourself is infinitely better than botching an interview due to being flustered with sweaty armpits.

Online interviews

Since COVID, most of the job search process and interview process has become an online affair. That means technical difficulties can be a threat i.e. a lousy internet connection, missing links or links not working. So it’s essential to test your internet and check your settings, times and links before you try logging on to the interview. If anything isn’t right, reach out to the person who set up the interview.

ILL-PREPARED ANSWERS

Answering questions is one of the most vital interview skills you can have. It shows hiring managers — or whoever is interviewing you — you can think on your feet while showcasing your knowledge and experience. Cliché answers that sound like the same fluff an interviewer has heard from every other job applicant make you instantly forgettable. But, unique and well-thought-through answers help keep you at the front of the interviewer's mind. When preparing your answers prior to an interview, think about the background research you've conducted on the company, your skills, your previous experience and how this makes you a great candidate for the advertised role. You should also look over the role's key selection criteria - the qualities, knowledge and skills required for a candidate to perform the particular role. Doing this will help you construct a relevant and well thought-out answer that speaks to your specific and unique attributes.

INAPPROPRIATE ATTIRE

We’ve all heard the phrase “dress for the job you want”. But that doesn’t mean you should show up to an interview for a Construction Labourer position in a T-shirt and shorts — just like you wouldn’t show up in a tux or a gown. How you dress can not only make a positive impression, but it shows the interviewer:

How familiar you are with the job
Whether you’ll fit in with the culture
How serious you are about the job.

So it’s worth thinking about what others in this role typically wear and what message you want to send — Google is a useful resource if you need some inspiration. e.g. try searching: what to wear to a property manager job interview. If you can’t decide what to wear, try visiting the workplace to see what others are wearing. Or stick with smart casual or business attire .

BORING RESUME AND COVER LETTER

Making a potential employer feel like you really want the job is crucial. One way to do this is by personalising your cover letter and resume. Not taking the time to customise your application tells the interviewer or hiring manager:

You’re lazy; you don’t put in the extra effort when needed
You don’t know if you truly want the job
You’re likely pushing the same resume under every door in the city.

Sure, job searching can feel tedious and hopeless at times. Yet, customising helps your application stand out among the ocean of others who didn't put in the same effort. On top of this, make sure your resume and cover letter are clear of grammar and spelling mistakes and look professional. It's not uncommon for job seekers to use professional resume writers to give their applications a more tailored look.

THE JOBS YOU’RE APPLYING FOR ARE OUT OF YOUR LEAGUE

Some might say confidence is most important when going for a job. But don’t be fooled into thinking that’s all you need to get your name on the employee list. Before you apply for a job, read the job description and weigh up your experience, study and skills against it. There’s nothing wrong with aiming high. But there is such a thing as unrealistic expectations.

YOU’RE NOT APPLYING FOR ENOUGH JOBS

Yes, we may have established a no cliché rule in previous chapters — but you can't beat don’t put all your eggs in one basket to illustrate this point. For some, getting the right job is a numbers game. So even if you feel confident, keep applying for jobs until you have an offer in hand. A healthy way forward is to:

Follow a schedule
Take an hour lunch break from 12-1 pm
Set achievable goals

If there aren’t enough jobs in your field, then you might need to get a little creative:

Do you know someone who works in an organisation who can refer you?
Are there networking events you can attend?
What could you say on your cover letter that will get attention?

YOU’RE NOT ASKING QUALITY QUESTIONS

The interviewer is not only judging you by the answers you give. They are weighing up the quality of the questions you ask. Your questions reveal just as much (maybe even more) than any answer you might provide. So when the interviewer asks if you have any questions, make sure you have thought-through and meaningful questions ready to go.
Here are a few questions you might want to ask:

How can I impress you in the first three months?
What catches most new employees by surprise?
How have others failed or succeeded in this role before me?

And… there’s nothing wrong with having a written list of questions.

THE THRILL IS GONE (NO PASSION)

One of the worst things you can do in a job interview is give the impression that you lack passion. So, to see if this is one of your blind spots, film or audio record yourself doing a mock interview. Ask yourself (or someone else) if you seem excited enough. At the end of the day, no one wants to work with Debbie Downer. So make sure you respond like a human being who is alive, energetic and desires this job. Alternatively, try not to come on too strong.
There’s such a thing as too much passion. An example might be confessing how you love going above and beyond, working weekends etc. when in reality, you’re pretty protective of your personal time. Go in too hot, and you’ll likely leave the interviewer or hiring manager questioning how authentic you are.

WEAK REFERENCES

Imagine customising your cover letter, doing all your preparation, and impressing multiple interviewers only to have your references let you down. Any organisation considering offering you a position wants to know how you performed at previous workplaces and the terms on which you left. Before you include references, make sure:

They’re reachable — i.e. will they answer their phone?
They speak well of you
They add variety to your references.

Above all, never include someone as a reference if you haven’t asked for their blessing first. And where possible, give them a heads up that they’ll be getting a call to provide a reference.

BLINDSPOTS SORTED, LET’S APPLY FOR SOME JOBS!

Now that you’re aware of the most common blind spots and strategies to move past them, it’s only natural that you’re itching to start applying for more jobs. Click here to browse our job listings in construction, real estate, architecture, engineering, and business operations. Or to learn more about applying for jobs, click here .

How Your Onboarding Process Can Improve Employee Retention

wow@shazamme.com (Default Author) — Mon, 03 Oct 2022 10:24:10 GMT

By Emily Harris

Onboarding is often argued as the prime opportunity for employers to win the hearts and minds of new employees. However, organisations can underestimate the importance of onboarding, as they’ve already ‘landed’ their dream candidate. But, an employee’s experiences with an organisation within the first 6 months to a year (which is how long experts believe onboarding to last) will play an integral role in an organisation’s overall productivity levels. The initial interactions a new starter has with the government agency or public sector organisation will colour their future experiences with that government agency and consequently, negative onboarding experiences often contribute significantly to that new starter leaving the new workplace within the year.

According to a study conducted by LMS software Northpass, organisations that invested more time and resources into their onboarding process were able to improve new hire retention by 82% and new hire productivity by 70% [1] (Santaniello, 2019). Despite this, another study conducted by global analytics and advice firm Gallup found that only 12% of respondents felt their company had a strong and extensive onboarding process in place. Furthermore, their research also revealed that 50% of respondents who had a negative onboarding experience, were more likely to leave their organisation within the first 18 months [2] (Gallup, 2019).

Even when reaching out to our network through a Public Sector People survey, more than half of the respondents claimed to have had a negative onboarding experience, citing inadequate training or miscommunication about their job description and expectations as the main cause.

Considering the amount of time, money and effort that’s involved in recruiting new talent, it’s a significant financial loss for organisations to lose that talent within 18 months. Especially in today’s candidate-driven market, where finding and securing talent has become highly competitive for organisations (especially within local and state government) and the strict budgets put in place for different departments, no one wants to incur more costs than they have to. Consequently, investing in an effective onboarding strategy is imperative to a government organisation’s overall growth and development. To ensure organisations within the built environment industry can effectively retain their new talent, HR professionals suggest they focus on three key dimensions of onboarding; organisational, technical and social.

Organisational Onboarding

The first and most common part of the onboarding process is to focus on the operational side of things; the information that is vital to pass on to new employees in order for them to function day-to-day . Organisational onboarding covers things like the layout of the office, the security passes and codes to access necessary information or the office itself and the education of company regulations and policy such as cyber security or workplace health and safety. Language can also play a significant role . Every organisation has its own shorthand or jargon for key processes or functions, which can be very confusing for a new employee and reinforce the feeling of being an outsider. Creating things like a glossary of terms or listing the definitions of key functions within handover notes can help to alleviate any stress a new hire might have about not knowing terms specific to the organisation, perhaps in relation to a specific software they use like or compliance processes unique to the particular government organisation.

Another key component of organisational onboarding is assimilating new hires into the organisation’s culture. This goes further than just telling or listing an organisation’s values to a candidate in an initial meeting. New hires need to be able to inherently understand and integrate the company’s way of doing things into their own behaviour and for this to be achieved values and beliefs need to be regularly reinforced. Ron Carucci , co-founder and Managing Director of the consulting firm Navalent suggests setting out key intervals- three, six, and nine months for example - where leaders can formally engage with new candidates on the organisation’s history and values [3] . Culture can also be demonstrated through an organisation's actions, so things like publicly recognising staff performance, being transparent with upcoming business opportunities and having mentorship programmes where particular employees who ‘embody’ an organisation are able to connect with new hires and share personal stories, are all effective ways for employees to align with the organisation’s values.

Technical Onboarding

Recent studies have found that it typically takes eight months for a newly hired employee to reach full productivity (and potentially more if the employee is entering an entirely new industry)(Ferrazzi, 2015) [4] . Despite an employee possessing the necessary skills and experience for a particular job- which is why they were hired in the first place- figuring out the mechanics of a new role takes time as each government department has its own unique way of doing things. The challenge for managers and supervisors is establishing the most effective ways for new starters to learn and navigate through these unique intricacies so they can then work at full productivity.

Providing new employees with a clear job description that lists key responsibilities and performance indicators is a great start, as it clearly states the deliverables that are expected of new employees and helps them to understand where their autonomy begins and ends . Once expectations are clearly set, managers should also consider any additional training a new employee might require to sufficiently perform their job. For example, is there a unique finance or CRM platform that a new employee will have to use? Or is there a certain knowledge base required for a role that is unique to that organisation? Organising any necessary training in the first few months of onboarding is essential, as employees will have a clean slate, a relatively free schedule and haven’t yet formed ideas or opinions on how things should be done. They are therefore open to new information and can better absorb what they’re being presented with.

It’s also integral through the onboarding progress that managers and leaders take the time to reflect on a new employee’s progress. Allowing for regular reviews with new employees (every fortnight or every month) allows them to better gauge the level of understanding a new employee has in what they’re doing and gives both parties a chance to provide constructive feedback. If certain things aren’t working, new employees have a safe platform to voice this, and by identifying problems early managers can then contribute to developing resolutions.

Review sessions also provide managers with the chance to set short-term goals. Goal-setting is an effective strategy within the onboarding process as it establishes realistic expectations for a new employee and instils an automatic sense of purpose. The first few months at a new job are always overwhelming. You’re constantly being confronted with new things to learn and you can often feel unsure where to start, so having set goals communicated to you provides a clear jumping-off point. Short-term goals can be assigned for three, six or nine months down the track and their progress can be monitored in regular review sessions. Goal setting also makes it easier to discuss any gaps in a new employee’s skillset or identify their growth areas. By achieving these goals, new employees are able to build their confidence and gain a better understanding of how their contribution fits into the larger organisation.

Social Onboarding

While the technical aspects of a job are obvious when onboarding, organisations must also consider the social aspects of a job. How can organisations successfully integrate new hires into their community and foster a sense of belonging? A sense of belonging is important; in a recent Public Sector People survey, 77.36% of respondents felt that a positive workplace culture equated to working together as part of a team, while a separate study by employee engagement platform Tinypulse revealed that employees who cited not feeling connected to or respected by their colleagues were 26% more likely to leave their jobs [5] (Drake, A. 2019). These statistics demonstrate the importance employees place on their workplace relationships; the more isolated they feel, the more likely they are to leave.

To avoid this, it’s crucial for managers to implement strategies within their onboarding process that help new employees to build relationships and rapport with their colleagues. Things like organising scheduled catch-ups with key company stakeholders (superiors, peers, direct reports, clients) can help new employees gain a sense of trust and familiarity with the people they’ll be working with. Ensuring that new employees are also introduced to a setlist of key contacts when they first start to help ‘show them the ropes’ is also a great way to ensure new hires feel less removed from the greater team. Government organisations should also schedule or invite new hires to informal social events to make them feel more welcome- perhaps ask if they want to get lunch within their first few weeks, include them on any invitations to activities the office is involved in outside of work (a fitness challenge, book club etc.). All of these tactics can help new employees feel accepted and build a deeper emotional connection to the company.

Remote Onboarding

Due to the social and physical distancing regulations enforced globally as a result of COVID-19, many organisations were faced with the challenge of transitioning their onboarding processes online for a completely remote experience. While the principles of physical onboarding remain the same, the usual tools and methods used to facilitate onboarding were adapted to an online environment.

A key part of this was implementing new technology platforms; the teleconferencing platform Zoom was downloaded 2.13 million times around the world when the official COVID-19 lockdown was first announced in the UK [6] (Neate, R, 2020). Video chat and conferencing platforms like Zoom, Skype or GoToMeeting allow for the traditional meetings, review sessions and social interactions to still happen between new employees and their team members. Ensuring new hires are properly set up to use any teleconferencing apps and have received adequate training on how to utilise these systems before starting their new role is also imperative in ensuring they can start the onboarding process smoothly.

Another key aspect of onboarding that many organisations have had to adapt is the documents and training involved - can these be transferred to an online medium? E-signature platforms like Docusign can make it easier for employees to fill out and sign forms electronically, cloud-based software like Google Docs and Slack can make it easier for teams to access and store files across the business and project management tools like Asana can help track and monitor a new employee’s progress on set tasks and projects concerning their teammates.

In regards to training, many organisations have created their own online-training modules to ensure new hires feel comfortable and prepared to perform their work tasks to the best of their ability. This has required additional preparation from managers in order to develop an effective program that still covers key criteria for a new starter but is able to do so in an engaging way. This might mean incorporating visual and interactive components and including assessments and online quizzes to help ensure new hires are comprehending their training.

Finally, managers need to consider the social interactions when onboarding remotely, which can be the hardest thing to manufacture through technology. While teleconferencing platforms and instant chat functions can help colleagues feel connected, organisations need to be a little creative in how they apply these tools, to ensure new employees can still build those initial relationships. Some organisations have arranged virtual trivia sessions, virtual happy hours or virtual ‘lunch hangs’ for staff, which have helped newcomers to familiarise themselves with the greater team and gain that initial trust with their colleagues.

Aftercare

Public Sector People understands the importance onboarding plays in the recruitment process; for both the new employee’s future prospects and the overall growth and development of the organisation that’s hired them. This is why when we recruit new candidates, our interaction with that candidate and organisation extends to the first six months of their placement. We want to ensure the best experience for both our candidates and our clients and know that the onboarding process is a key factor in achieving this. Subsequently, we remain in constant contact with both the candidate and client in these initial six months to determine how they’re both finding the experience, establish if there is any constructive feedback to pass on and cooperate closely with the client’s induction and performance review process. This makes sure we are putting the candidate in the best position for ongoing success.

For those looking to expand and develop their team– especially within the public sector – and wanting to find out more about our aftercare process, feel free to contact us at the below:

Melbourne:

Email: people@techandd atapeople. com.au

Phone: (03) 8535 3111

Sydney:

Email: people@techanddatapeople.com.au

Phone: (02) 9376 8200

Brisbane:

Email: people@techanddatapeople.com.au

Phone: (03) 8535 3111

[1] Santaniello, N. (2019) Onboarding Statistics. Northpass. Retrieved from: https://www.northpass.com/blog/onboarding-statistics

[2] Gallup. (2019). Why The Onboarding Experience Is Key For Retention. Gallup. Retrieved from: https://www.gallup.com/workplace/235121/why-onboarding-experience-key-retention.aspx

[3] Carucci, R. (2020) When People Thrive In Organisations. Navalent: Retrieved from: https://www.navalent.com/resources/blog/when-people-thrive-in-organizations/

[4] Ferrazzi, K. (2015). Technology Can Save Onboarding From Itself. Harvard Business Review. Retrieved from: https://hbr.org/2015/03/technology-can-save-onboarding-from-itself

[5] Drake, A. (2019). Why Employees Quit: 60 Statistics Employers Should Know. Learn Hub. Retrieved from: https://learn.g2.com/why-employees-quit

[6] Neate, R. (2020). Zoom Booms As Demand For Video-Conferencing Tech Grows. The Guardian. Retrieved from: https://www.theguardian.com/technology/2020/mar/31/zoom-booms-as-demand-for-video-conferencing-tech-grows-in-coronavirus-outbreak

Career progression: tips on moving up the corporate ladder

Wed, 17 Aug 2022 13:00:00 GMT

11 months ago By Emily Harris

Within our professional lives, it’s a given that the majority of people want to advance their career. Advancement can mean different things to different people; gaining a promotion, developing new skills, receiving more responsibility and within the Built Environment Industry, exposure to significant projects.

However, while we might have set goals in mind for where we want our careers to end up, the route to achieving these goals isn’t always clear-cut. While we might have our sights set on becoming a project manager for example, what are the definitive steps we need to take to reach this goal? And once you’ve started your dream job, where do you go from there? How can you get the most out of your role throughout your working life and how can you maximise your potential?

Sometimes career progression is easy, with the route logical and the steps distinct and attainable. Other times, career advancement seems difficult, and you can feel like you’ve plateaued and no longer have a clear path to follow. Wherever you are in your journey, TDP has collated the following steps to help you map out a plan, if you’re feeling lost within your current job and are unsure what your next move should be.

Plan & Identify Goals

In order to develop and grow your career, you firstly need to have a strong sense of direction; what do you want to achieve and how can you utilise your skills and interests? Being able to effectively develop your career involves a lot of initial planning to increase your chances of securing your career goals. Setting and planning career goals can be a different process depending on the individual, however, the first step is establishing what you want, which can sometimes be easier said than done. If you don’t have a clear idea of your ideal job or role, career advisors recommend to firstly list the skills or activities you enjoy or are good at in your current role and then determine if you can group these skills as a legitimate career prospect. For example, perhaps you have experience and studied in Marketing and Office Management but have also developed an interest in working web design/programming.

Once you’ve outlined the skills you possess and the aspects of your role you enjoy, you can then set yourself goals on how to integrate these skills and interests into your work life. Goal setting is important as it instils a sense of purpose and can provide clear targets you can work towards. However, when setting goals it’s important to ensure they are feasible; if you’re a Graphic Designer setting a goal to become a world-famous actor isn't very realistic. When setting yourself goals, you need to ensure they are SMART; that they are specific, measurable (or quantifiable), attainable, realistic, and time-based to give yourself the best chance of achieving them. For example, a better goal for a graphic designer who’s interested in web programming, might be to work on their company’s website re-design and a SMART goal they set themselves is to be included or nominated to join the company website re-design team for the duration of the project, maybe 6 to 12 months.

Once you’ve established your key goals you can then determine the steps you’ll need to take to achieve them. You should ask yourself the following questions: are there opportunities in your current role in which you can achieve these goals? Could you work towards a promotion where you could achieve these goals? Or would achieving these goals require moving to a different company? Furthermore, it’s important to consider if there are any current skill or knowledge gaps that could prohibit you from achieving your role, like management experience for example. Or experience in particular software. Are there courses or programmes you can undertake to bridge these skill gaps?

Advancing Your Skill Set

Once setting yourself SMART career goals, you can start taking steps to achieve them. The first relates to learning and development. Within a professional context, your skill set is a collection of abilities (both technical and behavioural) that help you to perform particular tasks and each job you take will require particular skill sets, depending on the job itself. Someone who works in Structural Engineering will need to be proficient in conducting site inspections and construction methodology, for example. There are also particular skills that are transferrable; they are considered necessary for every job, no matter the industry. Skills like good communication, critical or analytical thinking and creativity are considered beneficial to any job and consequently being in possession of such skills puts an employee at a great advantage, as they can utilise these skills if they ever choose to move departments, change industries or apply for a new role.

When reassessing your options, or looking for a change, taking stock of your skill set is an important step. If you’ve set yourself a particular career goal that requires certain skills that you need to develop further (for example, if you’re wanting to step into a more client-facing role or become more involved in project management you might need to develop your stakeholder management skills) than working to develop these skills will play a big part in achieving your goal.

Even if you don’t have a specific career goal in mind, top performers are always learning and building on their skills and knowledge. Expanding your skill set, can only make you a better worker and provide opportunities for you to expand your career in the future. So, if you’re feeling stagnant or bored within your current job, looking at ways to advance your skillset can be a great option. Ask your manager or HR department if there are any formal training programs that are offered within the company that you could take part in, or if they’d be willing to sponsor you in external training or workshops.

Depending on their budget, companies can be quite willing to support an employee’s learning goals, especially if there’s a strong business case for that employee to acquire new skills and knowledge. Otherwise, if your organisation is unable to support your learning & development with formal training, there are also numerous online courses that you can enrol in.

Ask For Feedback

While developing your skillset, it’s also beneficial to seek feedback from those who work directly with you, on your performance. If vying for an internal promotion or pay rise, it will often be the people you work for directly- perhaps a manager or supervisor- that will be involved in the decision or vouching for you, so it’s important to know what they think of your work, if you have what it takes and if there is room for improvement. Getting an outside perspective on your skill gaps - any gaps in the skills that you possess, and the skills required to do a certain job- is also crucial, as these can be a blind spot when having to determine them ourselves, while an outsider can provide a much more objective viewpoint.

By taking the feedback of your subordinates, colleagues and managers on board not only are you demonstrating that you value their feedback and can actively listen and take direction well, but you’re also able to develop and adjust your skill set further, strengthening your case when you next apply for a new role or promotion or even asking for more work responsibility.

In some companies, feedback is routinely given once or twice a year when an employee has their six-month or annual performance review. However, if you’re seeking advice or guidance, there’s nothing stopping you from starting the conversation. After a presentation or after you finish a big project, ask your manager or boss how they thought it went and if there’s anything that could be improved. Try to keep an open mind and take what they’re saying on board. Ask them to provide examples of how things can be done differently in future, so you know what can be done for next time and what can help enhance your abilities even further.

When To Move On

Knowing when both yourself and a company have come to the end of your journey isn’t always the easiest thing to identify. But rather than staying comfortable and stagnant in the same place for years, the best solution to develop your career is to move on and seek new prospects outside of the company. If you’re experiencing the following, HR professionals recommend starting to look for new opportunities:

Being too comfortable – If you find yourself mindlessly going through the motions at work rather than being engaged in what you’re doing, it’s a sign that you need a change. If you’re not being challenged at work you will eventually get bored and won’t be inspired, which then negatively impacts on you producing your best work.

Lack of opportunity- You’re committing the majority of hours Monday through Friday to a job, so it’s not worth investing the time into a company that doesn’t have the ability to invest in you. If you feel you’ve exhausted all of your opportunities to progress within your company or you’ve consistently gone for promotions, after seeking and following the advice and feedback from your managers and haven’t been successful, it might be time to move on.

Furthermore, if you’ve made it known to both your managers and HR team that you’d like to develop your skills or looking to progress within the organisation, and haven’t received any advice or offers for professional development, it suggests that this isn’t something the company really values. Thus, if you’re wanting to develop your career further, it’s best to do so outside the organisation.

Negative Experiences - If you find yourself no longer enjoying your work for whatever reason; you’re not being challenged, you’re not receiving the recognition you feel you deserve, or the organisational culture doesn’t value learning or support the needs of its employees. Whatever the reason, if you suddenly find you’re dreading Monday morning every Sunday evening, it’s a clear sign that the particular job is no longer working for you. No job is worth your ultimate unhappiness.

If any of the above resonates with you, it could be time to seriously consider looking for new opportunities. Before making a formal announcement and giving your notice, it’s worth exploring the job market and reaching out to recruiters, to properly evaluate what else is out there and if there are options that will be a better fit for you. By reaching out to a recruiter, especially one that works within your industry, you can gain up-to-date market advice on the types of roles that are available, what would be suited to you and perhaps receive some ideas of roles you previously hadn’t considered. Establishing external opportunities before you make any ‘official’ moves at your current place of employment will help you feel more prepared in your future job search and expose you to more fulfilling and satisfying careers.

If you’re looking to develop your career or new opportunities within the Built Environment Industry (Construction, Engineering, Property, Interior Design) and are interested in getting some real-world advice don’t hesitate in reaching out to our specialised consultants. Contact us here: people@techanddatapeople.com.au

Explaining your contract experience to prospective employers

Mon, 01 Aug 2022 13:03:00 GMT

11 months ago By Emily Harris

Contract and temp work are all incredibly popular employment options within the Built Environment Industry and often a great way for an employee to 'trial' or get their foot in the door of a new company. However, if you’ve built up your resume doing different short-term contracts, what’s the best way to present these experiences on your resume or in your next job interview – especially if your previous contract stints were only a few weeks to a month? A common fear for candidates when applying for new roles is that their short-term experience or ‘jumping from job to job’ won’t look enticing to prospective employers. And indeed, a key thing most hiring managers and recruiters are looking for is reliability.

They want an employee who will enjoy their work and the company they’re working for and become a loyal employee and advocate. It’s presumed that a recruiter or hiring manager will prefer to see steady work experience from a candidate because hiring anyone new is essentially an employer making the following bet: will this person I’m hiring remain with my company long enough to make up the money I’m going to spend on training them? For this reason, some employers can consider too many seasonal or contract-based work experiences on your resume as a red flag. They worry that the candidate in question might be easily bored or not dedicated and thus less likely someone they would consider to take on for a longer-term project or permanent role.

Some candidates might think it's better to leave their contract experience off their resume, but leaving contract roles off your resume – especially if they’re relevant – will leave employee gaps which could also be a cause for concern. Furthermore, the perception of contract work has changed over the last few years. Contract work has become an increasingly popular and viable mode of work not just within the Built Environment Industry but across all industries as more organisations embrace flexible working options and new business models emerge that dismiss the conventional ‘employee’.

As at August 2021, there were 2.4 million Australians casually employed in Australia (23% of employees, 19% of all employed) [1] (Australian Bureau of Statistics, 2021). Furthermore (before COVID-19) The Construction Industry had one of the highest proportion of contractors within the Built Environment Industry, while 23% of Australian employers within the Engineering space were employing temporary and contract staff regularly [2] (Embedded Expertise, 2019). And while contract work dropped in 2020 and early 2021 during the peak of the pandemic, its popularity has continued to grow - especially as each state works through the busy infrastructure pipeline set by the Australian government as part of the country's post COVID-19 'economic recovery'. Ultimately, considering how popular contract and non-standard forms of employment have become, the time you spend in a role is inconsequential when compared with what you have achieved during your time in that role, and if you have fulfilled what you expected to achieve when you joined. To help highlight this in both your resume and your interview; TDP has collated the following tips:

Tell a story

One of the biggest things when listing or discussing your contract work experience is being able to do so in a linear narrative. Work experience over time at a single company tends to do this by default – e.g. you started a role at an organisation as a graduate and were promoted after three years. If you’re stringing together work you’ve undertaken on a variety of projects, then the job of crafting the narrative of your work experience falls on you. An easy thing to help create a ‘narrative’ is trying to group your work experience together – for example, this can be based on the role type or what type of organisation you were working for (transport infrastructure or commercial buildings). Grouping related work projects together help demonstrate your learning and the skills you’ve acquired over time. It also makes it easier for recruiters and hiring managers to scan through your resume and understand which work experiences of yours were done in which context.

Be results-focused:

Furthermore, when explaining each project or contract you’ve done, be sure to highlight the achievements or the direct result of your actions (this is relevant for both resumes and job interviews). This will not only help showcase your skills and knowledge but also further prove you achieved the goals set out in any particular project. This can be supported by including figures to quantify your actions. For example, “On a website overhaul project I was working on, one of my key responsibilities was re-creating the brand’s guidelines. These guidelines were able to provide brand consistency across all external communication, which in turn positively contributed to our brand recognition and awareness- we saw an increase of 6.5% in direct traffic to our website in the months after finalising these brand guidelines.”

Have answers ready for any very short-term contracts or experience:

When heading into any job interview, you’ll be asked about your recent experience. So, if you think certain points of your work experience will grab the attention of recruiters or hiring managers like notable gaps or ‘job hopping’, you should stock on a few answers to use within the interview. There are many ways to present your contract or short-term experience in an interview that positively reflects on you.

As we’ve previously mentioned, contract work means that yes- you’ve moved around a lot but also that you’re adaptable and can learn new processes quickly. If you’ve had a few short-term temporary roles while you’ve looked for permanent work, it shows your work ethic and dedication to remaining in your chosen industry while searching for longer-term work. Try to focus on the positives within your answers. If you’ve chosen to leave a contract early for negative reasons (perhaps you didn’t like the workplace culture or the role wasn’t what had been previously advertised) it’s also important to remain positive and not be directly negative about the company.

Networks - especially within industries like Construction, Engineering, Property etc are very tightknit and criticising a fellow company doesn’t create an impression of being a ‘team player’. Alternately answers like the following (if they apply) could help:
“I’m looking for a position that is a better fit with my experience. The type of culture I thrive in is...”
“I was only required in the role for a short-time, but during my time in the role, I learnt this…and this” “After I was made redundant last year due to a merger, I wanted to continue with some contract work to keep my skills sharp, while looking for my next permanent role”.

Prep for your interview

Like with any interview, preparation is key – especially when you think you might be faced with tricky questions on your previous experience. Once you’ve developed some hypothetical answers that explain any gaps or short-term roles, be sure to practice these beforehand. This will help your confidence going into the interview and decrease the chance of you halting or struggling to answer any particular question.

Finally, it’s important to remember that your diverse employment history has made you who you are; the skills you’ve developed and the knowledge you’ve learnt. This is an asset for companies and more importantly, these organisations understand that the time spent in a role doesn’t necessarily reflect your skills, loyalty or commitment.

If you’re looking for advice in preparing for a new contract position or looking for new opportunities (contract or permanent) within the Built Environment industry, you can reach out to Design & Build. We specialise in helping candidates with all areas of the recruitment process- from resumes and answering selection criteria to the final job interview. You can reach out to us at people @techanddatapeople.com.au for more information.

Ready to find your next role? Start the search today! --- 1. Australian Bureau of Statistics. (2021). Characteristics of Employment, Australia. Australian Bureau of Statistics. Retrieved from: https://www.abs.gov.au/statistics/labour/earnings-and-working-conditions/characteristics-employment-australia/latest-release#:~:text=Media%20releases-,Key%20statistics,from%2032%25%20in%20August%202019.
2. Embedded Expertise. (2022). An employer's Guide To Contract Engineering. SAGE Group. Retrieved from: https://www.embeddedexpertise.com/newsroom/an-employers-guide-to-contract-engineering

Building culture within a hybrid work model

Wed, 06 Jul 2022 13:28:00 GMT

11 months ago By Emily Harris

The Hybrid Work Model emerged after the pandemic first hit, where many employees were forced to work remotely for an extended period of time in order to adhere to COVID-19 restrictions. It’s important to note that in 2019, before COVID-19 was detected in Australia, about a third of the country’s working population was regularly working from home (Siebert,2020). By August 2021 as the impact of the Delta variant of the virus was in full effect across Australia, more than 40% of employed people were regularly working from home (Australian Bureau of Statistics, 2021). However, as restrictions begun to ease and employees were once again allowed to return to the office, many found that there were many aspects of working from home they enjoyed and consequently wanted to continue.

A recent global survey conducted by PwC found that only 10% of respondents wanted to return to a traditional work environment (100% of time spent in the office). PwC also found that in relation to Australia specifically, 74% of respondents wanted a mix of face-to-face and remote working of differing degrees (Goldstone & Narayanan, 2021). Enter the hybrid work model; a concept designed to provide the best of both worlds. A hybrid work model aims to blend virtual and in-person work arrangements. What this hybrid work model looks like, will depend on the individual organisation as they try to determine where employees want to be to do what tasks and consequently what physical and non-physical elements will be required to cater for this. For example, better technology or devices might be required for solo virtual work while more collaboration hubs might be required for the physical office.

Whatever balancing act/strategy the individual organisation decides to take, it’s imperative that it has been based on both qualitative and quantitative data; the feedback you get back from your employees through both surveys and general conversations as well as behavioural data that reveal how the physical office is being used. This data could be how many employees are swiping into the office and how frequently they are (every day, twice a week) or at what capacity an office’s meeting rooms are at – are they often full or remain empty for significant periods? Using this information will help companies determine what combination of practices (both remote and in-person) will work best for them.

How To Maintain Culture Within Hybrid Work Models

While there are some things that no one misses about working in an office (sitting in traffic on your commute to work would have to be top of the list) there have been many workers who have said remote work has meant a lack of spontaneous interaction and connection with colleagues, which they miss. Indeed, one of the biggest challenges – both when offices were working 100% remotely and now when a significant portion of employees will be working remotely at least one or two days a week – has been how organisations can maintain their workplace culture and cultivate a sense of belonging for their employees.

Psychological research has consistently shown that when employees feel they belong to a team or organisation – in the sense that it aligns with their values and allows them to feel comfortable being themselves – they will not only tend to perform better, but also experience higher levels of engagement and well-being (Berg & Chamorro – Premuzic, 2021).

Consequently, it’s in a company’s best interest to cultivate and maintain a workplace culture where each employee feels valued and included, however this is much more of a challenge in an environment where organisations are relying on video calls and screen activities to stay connected with their remote colleagues. Considering remote work is here to stay, many organisations are now exploring the strategies they can employ to overcome the issues around fostering and maintaining workplace culture within a hybrid work model. According to a recent article by Human Resources Director (HRD) there are five key pillars companies should focus on to foster culture: Trust, Expectations, Accountability, Accessibility and Community.

Pillar 1: Trust

Trust – a value very close to Design & Build’s heart. According to Scott Stein, author of Leadership Hacks, it’s easy to trust a colleague when you can see them working right next to you in the office. However, when everyone is working remotely the trust between colleagues or within teams can start to break down. Trust is instrumental to productivity within a working environment, as without it, people stop working collaboratively and communication falters (White, 2022). Making ‘trust’ a priority within your company will enable staff to feel comfortable to speak openly and share honest feedback with each other – and when people are proactive at sharing information like this consistently, it builds trusting relationships. Indeed, in Design & Build’s own workplace, our biggest priority is to build trust with our key stakeholders (our clients, our candidates and of course, our colleagues). We know that if we’ve fostered an environment where our colleagues trust each other and have trust in the company overall – to not only do the right thing by them, but other TDP stakeholders – they’ll be more engaged at work.

How can you foster trust? For our organisation trust is built when we provide honest feedback and communication, show care to those around us and focus on the interests of our stakeholders. From a remote perspective, honest feedback and communication can still be cultivated through a number of online IM and video tools like Microsoft Teams, Slack and Zoom. It might also be worthwhile to schedule regular check-ins, and if you’re in a senior role ensure these check-ins are maintained even if there aren’t too many things to update the team on. Having the routine in place-even if it’s just for five minutes – ensures people feel a connection to one another. Another suggestion to help foster trust within teams is to ensure feedback is being regularly provided to all team members. It’s important not to assume that everyone in the team will know about an update or the great work an individual is doing purely because they are in the same team or the same office. Especially because people will be working remotely at different times, the key way colleagues can find out is through virtual communication. Shining a spotlight on particular achievements or milestones made, means everybody can feel good about everybody else’s work, identify resources and support each other. Individual members of the team will have faith in the competence and hard work of their fellow team members, which fosters a trusting environment (Cooks-Campbell, 2022).

Pillar 2: Expectations

Expectations also play a big factor in remote working. The challenge with expectations is that they can differ slightly depending on the individual, and determining what a team member’s expectations are can be even more challenging when communication is done virtually. Unfortunately, teleconferencing doesn’t always pick up on the nuances of an individual.

Consequently, it becomes increasingly important for managers and those in leadership positions to clearly state and clarify expectations and targets, as otherwise staff won’t know what is expected of them. To ensure that everyone knows what is expected of them – in regards to working hours, start times, attending meetings, when people are working from home and communicating/updating team members – managers and those in leadership positions will have to think carefully about how they can effectively communicate these expectations. Otherwise, these same managers can risk falling into the pattern of constantly asking people for updates and coming across as micromanaging. To avoid this, a common strategy is to have your team work together to create a working agreement – where everyone contributes to a list of expectations (for example team members will check in at 9:00am daily, or all team members are required onsite for their monthly team building session) that is then written up and sent to everyone, so all team members clearly know where they stand, even when working remotely.

An emerging trend in hybrid work models, and one that helps to manage expectations is asynchronous communication – where teams communicate with one another without the expectation of needing to respond immediately. Asynchronous communication negates the need to ‘always be on’ which can be a risk for those working at home. Rather, team members will be given all the information they need to complete a task by a certain deadline. Managers can encourage teams to send daily or weekly updates on these tasks, so everyone can be transparent in what they’re working on day-to-day, but ensure that the pressure is off for people to respond to or provide status updates 24/7 (Kim, 2022). Having asynchronous communication in place also demonstrates that managers are instilling trust in their team to get their work done when outside of the office.

Pillar 3: Accountability

This pillar is fairly straightforward – ensuring everyone within a team/the office has a designated role and that every task has been allocated and accounted for. It is when there is a crossover with responsibilities or a brief is unclear that confusion occurs and overall productivity is halted. A hybrid and remote workplace can make accountability more challenging as it can become difficult to see who is completing which tasks and who to go to for other accountable tasks. Accountability actually becomes important for overall workplace culture as when people are held accountable they deliver results because they don’t want to let others in their team down. They also hold others responsible for their actions in a supportive way and often work together to develop solutions for problems, regardless of their title or position (White, 2022). Creating accountability can be as easy as having regular catch- up sessions with the team regarding particular projects and even regular performance catch-ups with individual employees so they are clear on their responsibilities, KPIs and how these relate to the wider team and company.

Pillar 4: Accessibility

How much access employees have to other employees – especially when working remotely – becomes a balancing act. Working remotely takes away the ability to have casual conversations with individuals on an ad hoc basis like you would if your colleagues are in the same physical office as you. On the flipside, some employers might think that they have greater access to their employees when working remotely and will start calling/emailing you at any time of the day or night. This isn’t an ideal scenario either.

The advantage when working in an office is that you can easily see when a fellow colleague is accessible or not – if they’re not at their desk or you see them having lunch or in a meeting room you know they’re not available and ultimately will wait for a better time to ask them something. This, is of course harder to determine when working within a hybrid work model and trying to contact a colleague who is working remotely. Consequently, accessibility needs to be clarified. Many teams have guidelines in place about contact hours – some email signatures even have their contact hours included – which say something like “although I am sending this email outside of office hours I do not expect a response outside of the hours 9:00am to 5:00pm”. These guidelines can differ from team to team, as long as everyone agrees on them and clearly understands them.

In regards to accessibility, it’s also imperative that those in leadership roles lead by example – that they don’t send emails or ask for things outside of work hours and make a big show of ‘logging off’ on time. This ensures team members don’t feel pressured to stay online 24/7 or get back to requests straight away no matter what and promotes a culture that values wellbeing and balance.

Pillar 5: Community

The final pillar for fostering a positive workplace culture in hybrid working models (and potentially the most important) is creating a community. When you take out the daily interactions employees have with each other over five days a week in the office, you basically have strangers interacting.

To make sure that colleagues still feel connected with one another and part of a ‘team’ even when working remotely, a company needs to work hard to schedule regular interactions between their employees no matter if these interactions are physical or virtual. This can be achieved in a number of ways – over the last two years many organisations have started to schedule virtual social events as well as in-person events (online trivia or virtual workshops which include break out rooms where colleagues get the chance to chat to each other). Many organisations have also created employee resource groups – spaces for employees from underrepresented backgrounds to connect with one another. Encouraging these spaces give employees a place to talk and share their experiences openly. They also reinforce a company’s commitment to diversity and are invaluable in creating a culture of belonging (Cooks-Campbell, 2022).
- - -
Ultimately, these pillars can be built into the culture of any organisation, through increasing employee’s awareness of each pillar and ensuring that the organisation’s leaders are communicating and clarifying how important they are overall. Sometimes focusing on these individual pillars rather than workplace culture overall, can make improving workplace culture more achievable, especially for organisations embarking on a hybrid work model.
- - -
[1] Siebert, B. (2020). Coronavirus Has Forced Australians To Work From Home, But What Are The Impacts On CBDs?. ABC News. Retrieved from: https://www.abc.net.au/news/2020-08-18/coronavirus-working-from-home-impact-on-australian-cities/12435248
[2 ] Australian Bureau of Statistics. (2021). More Than 40 Per Cent Of Australians Worked From Home. Australian Bureau of Statistics. Retrieved from: https://www.abs.gov.au/media-centre/media-releases/more-40-cent-australians-worked-home
[3] Goldstone & Narayanan. (2021). Rewriting The Future Of Work With Hybrid Workplaces. PwC Australia. Retrieved from: https://www.pwc.com.au/digitalpulse/report-future-of-work-hybrid-working.html
[4] Berg & Chamorro-Premuzic. (2021). Fostering A Culture Of Belonging In The Hybrid Workplace. Harvard Business Review. Retrieved from: https://hbr.org/2021/08/fostering-a-culture-of-belonging-in-the-hybrid-workplace
[5] White, L. (2022). How To Build Cultural Pillars For A Successful Hybrid Workforce. Human Resources Director (HRD). Retrieved from: https://www.hcamag.com/au/specialisation/employment-law/how-to-build-cultural-pillars-for-a-successful-hybrid-workforce/41158 1
[6] Cooks-Campbell, A. (2022). The New Hybrid Culture You Need And How To Build It. BetterUp. Retrieved from: https://www.betterup.com/blog/hybrid-culture
[7] Kim, P. (2022). Why Great Culture Is Essential For A Hybrid Workplace. Wrike. Retrieved from: https://www.wrike.com/blog/great-culture-essential-for-hybrid-workplace/

WorkPac Blog · WorkPac Recruitment

At the Helm: Building a High-Performance Tech Recruitment Business

1. What was the opportunity you saw in the tech and data recruitment market?

2. What do you believe makes a great recruiter in today’s market?

4. Where do you see TDP in the next 3–5 years?

5. What kind of people are you looking to bring into the business?

6. What would you say to someone who wants more than just “a desk” in recruitment?

Keen to know more about what a career at TDP might look like for you?

﻿

Recruiters as Career Cartographers

Tech may be constantly shifting, but TDP recruiters know how to chart the path to the right talent. ﻿

The Uncharted Talent Landscape

Mapping the Terrain

Guiding Teams Through Unknown Waters

Working at TDP: Growth, Grit & Building Something That Matters

1. What attracted you to Tech & Data People in the first place?

2. What surprised you most once you started?

3. How would you describe the culture at TDP in three words - and why?

4. What does a “good week” look like for you here?

5. How does TDP support your growth as a consultant?

6. What’s different about recruiting in tech at TDP compared to other environments you’ve worked in?

7. How would you describe the expectations here?

8. Who thrives at TDP? What Would you say to someone considering joining?

Keen to know more about what a career at TDP might look like for you?

Stop Hiring Unicorns: Build Teams That Can Scale Without Superheroes

Your Guide to Making Confident Career Moves in Tech

Reflect on your career to date

Understand the tech market

Build & showcase your personal brand

Network with purpose

Set clear, achievable goals

Why Speed, Clarity & Specialist Recruitment Partners Are Your Winning Trio

How Businesses Are Reframing AI Roles From Data to Decision

The Shift from Building Models to Building Value

The Evolution of AI Roles

The Skills Behind Decision-Ready AI

Culture, Data & Collaboration

The Race Has Changed

Different Minds. Shared Goals. Stronger Tech.

Some of the best problem-solvers in tech don’t think “typically”. And that’s their superpower.

Neurodiversity in Australia: The Facts

Why Different Thinking Matters in Tech

Leading Programs and Allies in Australia

How Tech Teams Can Become Neuro-Inclusive

Net-Zero Needs Tech Heroes

Meeting net-zero targets? It’s a tech hiring challenge first.

Why It’s a Tech Story

The Talent Crunch

How to Attract Sustainability-Minded Tech Talent

Too Old for Tech? The Myth Holding Australia Back.

The Ageism Barrier in Australian Tech

Upskilling: A Strategy for Every Stage of Your Career

Practical Steps for Upskilling

The Cost of Ageism

Lunch With a Leader: Chapter 6 – Supriya Arora

The Employer Brand Test: Would You Apply to Your Own Job Ad?

Spoiler: “Competitive salary” isn’t the hook you think it is.

Let’s be honest for a second…

Your Job Ad Is Not Just a Job Ad

Where Most Job Ads Go Wrong

What Candidates Actually Want to Know

The Employer Brand Self-Test

A Better Way to Write Job Ads

Your job ad is your employer brand.

Lunch With a Leader: Chapter 5 – Purnima Fernando

Talking tech, teams & transformation

Find a Great Mentor (or Several)

Master the Fundamentals - Especially Financials

Be a People Person - And a Shield for Your Team

Lunch With a Leader: Chapter 4 – Tess Fava

How C-Suite Leaders Can Set Up Executive Search for Success

Why the way you brief, partner, and align at the top matters more than ever.

Setting the foundation for an executive search

﻿

Start with the strategic gap, not the job title

Define success before you define the candidate

Don’t default to the usual suspects

Choose a search partner who goes beyond the database

Don’t lose good talent to a bad process

You don’t need hundreds of options. You just need the right one.

Tech may be constantly shifting, but TDP recruiters know how to chart the path to the right talent.