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How Your Onboarding Process Can Improve Employee Retention
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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@techanddatapeople.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
Why the way you brief, partner, and align at the top matters more than ever.
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.
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.
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.
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.
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 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:
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?
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 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
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