744bff1e

Ten years of data and one clear message: HR's value is no longer up for debate.

Fri, 24 Apr 2026 00:13:15 GMT

10 years of job market data shows the strategic value or HR

By Aaron Neilson, CEO, The Next Step & The Safe Step

When The Next Step launched Australia's first HR Job Market Index in October 2015, the profession was functional, necessary, and in most organisations quietly undervalued. A decade and more than 520,000 job listings later, that's a different conversation.

This month we released the 10th anniversary edition of our HR Job Market Report. What the data shows is a profession in genuine strategic transition that is starting to be reflected in how organisations hire, structure, and pay for HR capability.

The decade in numbers

The national HR Opportunity Index has grown 84% since October 2015. Rather than growing steadily, it contracted sharply, recovered, surged to record highs, and has since found a new level well above where it started.

COVID was the sharpest test. In 90 days the market fell 52%, from 101.9 in February 2020 to 48.6 in May. What followed was a 363% recovery from trough to peak, culminating in an all-time high of 225.3 in February 2023 and a record 78,315 job listings across that year. The profession emerged from that period with a larger mandate than it entered it with.

The current index sits at 159.1, with around 5,500 monthly listings nationally, well above the pre-COVID baseline and well above where this index started.

What the discipline data tells us

The most useful numbers in our report are the divergences between disciplines.

HR Generalist and Consultant roles are up 170% over the decade and HR Management is up 130%. These are the roles organisations reach for when they want HR embedded in the business, contributing to decisions rather than administering them.

Talent acquisition is up just 4% over ten years and currently sits near decade lows after peaking in 2021. The TA surge of 2021-2022 was largely a function of pandemic-era hiring volumes and tech sector expansion. As that unwound, TA roles contracted. The roles growing are the ones closest to strategy. The roles that have plateaued are the ones most associated with transactional volume.

The commerciality question

Globally, the conversation about HR's value has reached the boardroom. Recent research shows CHRO compensation at S&P 500 companies grew 30% in a single year, and the number of HR executives designated as named executive officers at Russell 3000 companies rose from 148 in 2021 to 230 in 2025. Boards are paying for HR leadership at executive rates because workforce and culture have become commercial priorities.

HR professionals benefiting most from this moment are the ones who have made themselves commercially relevant; those who can connect people strategy to business outcomes and be held accountable for results beyond engagement scores and headcount. The CPOs earning executive-level packages are doing so because they've demonstrated that people and culture decisions move the business.

Our data supports this direction. Permanent HR roles now represent 82% of all listings, up from roughly half at inception. The permanent index has grown 119% against just 6% for contract. Organisations are treating HR capability as a long-term investment, and that raises the bar for the people filling those roles.

Where the market is heading

Post-boom recalibration has brought the index to a sustainable level. HR generalist and management roles are at record highs. Part-time and fractional HR arrangements are growing, reflecting demand for senior HR thinking in mid-sized organisations. The geographic spread is widening: South Australia is up 258% over the decade, Western Australia up 223%, Queensland up 136%. Opportunity is no longer concentrated in Sydney and Melbourne.

The challenges ahead, like AI adoption, industrial relations complexity, workforce planning in tight labour markets, all require HR professionals who can operate at the intersection of people and commercial strategy. The data over ten years points consistently in that direction.

The full report is free to download here . If it raises questions about your hiring strategy or career positioning, our team is happy to talk it through.

Human-Led, AI-Enabled: What HR Leaders Took Home from Melbourne

Thu, 23 Apr 2026 06:47:00 GMT

On a busy Melbourne morning, HR and people & culture leaders gathered for The Next Step's Human-Led, AI-Enabled breakfast event. The panel conversation and networking opportunity was designed to move well beyond the hype and into the practical, the principled and the human.

The room was packed with senior professionals who had come not for theory, but for real experiences. What's working, what isn’t, where the guardrails need to be, and how to build something sustainable in organisations of all shapes and sizes.

Three senior leaders shared their experience: Davin d'Silva , General Manager of People and Culture Shared Services at Coles Group; Mark Lipman , Head of Enterprise Risk at Qantas; and Kelly Brough, Managing Director of AI and Data at Accenture Australia and New Zealand. The conversation was rich, candid, and full of the kind of nuance that only comes from people who've actually done it.

Start with the Problem, Not the Technology

Perhaps the clearest message of the morning came early, and it came from both the HR and safety sides of the panel: don't start by asking how to use AI. Start by asking what problem you're genuinely trying to solve.

Davin d'Silva put it plainly. At Coles, with 115,000 team members across 800 supermarkets, 900 liquor stores, distribution centres and corporate functions, the People & Culture team was fielding approximately 50,000 queries a year, and 65% of those were questions that had answers already available somewhere on the intranet.

"The cost of doing nothing: the P&C team was spending their days on Tier 1 work when they got out of bed to do Tier 2 and Tier 3 —

the work that needs judgment, empathy and compassion."

Davin D’Silva

A time-and-motion study revealed that self-servicing that 65% could unlock somewhere between 20,000 and 30,000 hours of capacity per year. The solution was a GPT-4 powered chatbot built on Azure, piloted over three months and released in June last year. The results are compelling, with quarter-on-quarter reductions in self-serviceable tickets and adoption rates that have turned early users into internal advocates.

Trust is Built Before Launch, Not After

One of the most important themes of the morning was that trust, both in the product and among the workforce, is imperative for a successful launch.

Davin outlined four disciplines that shaped their approach: engaging governance stakeholders (risk, cyber security, privacy, responsible AI councils) from the very start; locking down scope tightly and not deviating from it; being explicit about where human judgment would always remain in the loop; and setting clear, non-negotiable success criteria before going live.

"Don't let the pressure of releasing product push you to 'close enough'.

If you don't get it to the right level upfront, the adoption rate will never hit, and it takes a long road to bring it back."

Davin D’Silva

Coles was deliberate about what their chatbot would and wouldn't do. Just because AI can do something doesn't mean it should. That boundary-setting was as much ethical as technical.

Where AI Is Making a Real Difference

The panel shared concrete examples of AI lifting outcomes in people and culture contexts. At Coles, the OIC staff (responsible for payroll processing in stores) emerged as the heaviest users of the chatbot and its greatest beneficiaries. The ability to get fast, accurate answers in the payroll window has directly reduced off-cycle payments and exemptions, improving compliance and doing right by team members. "You want to do the right thing by your team member each and every time," Davin said, "and this is a really practical example of where AI is helping people get the right information quickly."

At Accenture, Kelly described an agent designed simply to assess whether incoming work had all the data needed to be completed. The agent was inserted between the business and a processing team and reduced unworkable workload by 15%, accelerated turnaround times, and freed capacity to clear a substantial backlog.

The Skills HR Leaders Need to Build Now

When the conversation turned to capability, it was striking how consistent the answer was across very different organisations. The skills that matter most in an AI-augmented environment are not technical. They are human.

Kelly framed AI adoption around five imperatives: leading with value, reinventing both work and the workforce that supports it, investing in digital foundations, acting responsibly, and committing to continuous learning.

Davin pointed to a long-overdue shift. Leaders have historically been promoted into roles and then loaded with administrative tasks, with the added expectation to also lead people. AI is beginning to change that, and leaders of tomorrow will be hired and developed for decision-making, empathy, and coaching. "I don't think we've ever really enabled our leaders," he said. "AI will push off the administrative load and let them focus on how they make a real difference for their people."

Mark added a note of caution. As junior staff spend less time on the administrative work that has historically built their judgment and professional instinct, organisations need to think carefully about how that judgment is cultivated. "Decision literacy" a the capability worth investing in now.

Key Takeaways for HR Leaders

Start with the problem: resist the pressure to find an AI use case for its own sake. Identify the genuine pain point first.
Invest in responsible AI governance early: engage your risk, privacy, cyber and ethics stakeholders before you build, not after.
Set non-negotiable human boundaries: be explicit about where human judgment, empathy and context will always remain in the process.
Measure adoption, not just output : a tool people don't use is a problem, not a solution. Set the right success criteria and hold to them.
Develop your leaders for what AI can't replace: coaching, empathy, decision-making, and contextual judgment are the capabilities that will define people leadership in the years ahead.

The Next Step works with HR and people and culture leaders across Australia to identify, develop and place the talent that makes organisations thrive. If you'd like to continue the conversation about building AI-capable teams and cultures, we'd love to hear from you.

10 Year Edition | Human Resources Job Market Report

Wed, 15 Apr 2026 00:16:58 GMT

A Decade of HR History

10 years of the HR Opportunity Index

To mark ten years of tracking the Australian HR job market, The Next Step is releasing this Special Anniversary Edition of the HR Opportunity Index.

Since October 2015, we've tracked over 520,000 HR job listings across every state, territory, discipline, and employment type. What's inside is the most comprehensive longitudinal picture of the HR profession ever assembled in Australia.

Inside this edition, you'll discover:

How has the HR job market changed since 2015?
Which disciplines are thriving - and which have stalled?
Where in Australia is HR opportunity growing fastest?
Is permanent or contract HR work winning out?
What does the next decade hold for HR professionals?

Essential insights for employers and professionals

Whether you're navigating your next career move or building an HR team for the decade ahead, this Anniversary Edition gives you the data to do it with confidence.

The HR Opportunity Index has tracked unbroken monthly data since October 2015 - 125 consecutive months, more than half a million listings, and a complete record of how this profession has grown, been tested, and emerged stronger than ever.

Download the full 10 year Anniversary Edition today

Download the 10-year Anniversary Edition

Australia's HR job market: 10th Anniversary Edition

Ten years ago, there was no authoritative benchmark for the Australian HR job market. The Next Step set out to build one and the result is a dataset unlike anything else in the profession.

As of February 2026, the national HR Opportunity Index stands at 159.1 - 84% above where it started in October 2015, with 5,540 HR roles advertised nationally each month. The decade has seen the index peak at 225.3 in February 2023, crash to a low of 48.6 during the COVID trough of May 2020, and recover by 363% in under three years.

The decade's data tells a clear story of where HR has grown, shifted, and diverged across disciplines, geographies, and employment types.

By discipline: HR Generalist/Consultant roles lead the decade with 170% growth - while Talent Acquisition has grown just 4%, reflecting the unwinding of tech-era hiring.
By geography: South Australia recorded the strongest growth of any state (+258%), while NSW - despite hosting 34% of all national listings - has grown the least proportionally among growth states (+27%).
By employment type: Permanent roles now account for 82% of all HR listings, with the permanent index growing 119% over the decade against just 6% for contract.

The full report includes the complete 10-year market analysis, discipline-by-discipline analysis, state and territory breakdowns, and a year-by-year chronicle of the moments that defined the decade.

What Boards really need from HR and how leaders can step up

Mon, 30 Mar 2026 03:34:45 GMT

Last week, HR and safety leaders gathered at MinterEllison's Brisbane offices for an evening of frank conversation about one of the most pressing challenges in the profession: how do people leaders communicate in a way that actually resonates at Board level?

Co-hosted by The Next Step , The Safe Step and MinterEllison , the event brought together an exclusive panel with rare depth of perspective: a workplace law partner, a seasoned Board director with an HR background, and a Head of ESG and EHS overseeing a billion-dollar portfolio. What emerged was not a polished set of talking points, but a candid reckoning with where the HR profession is falling short and what it needs to do differently.

The Star Entertainment fallout

Unsurprisingly, the conversation began where many governance discussions are beginning right now: with the ASIC v Star Entertainment Group judgment. Deanna McMaster , a partner at MinterEllison specialising in workplace health and safety, was direct about what it means for HR and safety professionals.

"Best practice psychosocial reporting is now four to five pages… with quality due diligence, prepared together by HR and safety.

It's sometimes hard to collaborate, but this is going to be the space where we're going to have to get on with it."

— Deanna McMaster, Partner, MinterEllison, speaking at the event

The judgment has given Board directors and their Chairs explicit permission to send papers back when the information is too voluminous or too dense to enable good decision-making. Jane Keating , who brings over a decade of senior HR leadership at Queensland Treasury Corporation and now serves on multiple Boards, was clear about the practical implication.

"I firmly believe that writing one page is much harder than writing ten pages.

You've really got to give people the ammunition to make a good decision."

— Jane Keating, Board Director, speaking at the event

Jane described attending a Board meeting where the pack ran to 450 pages. By the next meeting, it had been reduced to 225, which was “still too much.”

The 'What, So What, Now What' formula

So what does good reporting look like? Jane offered a framework she has used consistently to cut through: 'What, So What, Now What'. The 'What' is your data, like turnover, workers’ comp claims or retention metrics. The 'So What' is what it means — the trend, the risk, the implication. The 'Now What' is what your team is going to do about it.

It sounds simple. But as every HR leader in the room knew, translating complex people data into a coherent narrative that a Board can act on is genuinely difficult and most organisations are not yet doing it well.

The commercial credibility gap

Wade Needham , Head of ESG and EHS at Natural Resources, offered perhaps the most challenging perspective of the evening: a frank assessment of why so few HR professionals make it to the top table.

"The degree might get you the job, the experience might get you the role...

You don't get listened to [by the board] unless you earn their respect and solve their problem.

You get paid commensurate to the problems you solve for senior leaders."

— Wade Needham, Head of ESG and EHS, speaking at the event

Wade questioned whether HR leaders understand the commercial language of the business well enough to translate people risk into enterprise risk. Do they know the margin profile of their industry? Can they articulate what a workers' compensation saving is worth in terms of contract value? Do they go to other functions with solutions or wait for others to come to them?

"Are you forcing people to come to you or are you going to them?

That's the single biggest thing I can test at a manager level and at a director level."

— Wade Needham, speaking at the event

What separates operational from strategic

Jane spoke candidly about what she looks for and what she has coached her own teams and mentees on. Confidence, body language and being prepared to answer questions without defaulting to your notes all make a big difference to the impression you leave on a board. She described watching a direct report present to a Board. This person was technically thorough and deeply prepared, visibly thrown by an unexpected question.

“I said to her afterwards: ‘If you had leaned in, said that's a great question and offered to follow up, it would have been 180 degrees different.’ She would have produced exactly the same information, but the impression she left would have been completely different.”

Deanna added that the best Board presenters she has seen share one quality: they are not slaves to their plan. They know the two or three things they need to communicate, and they stay on track, even when the Board tries to take them somewhere else.

A profession at a turning point

The picture that emerged across the evening was the opportunity for HR to be a key enabler for organisations. Regulatory changes focused on worker wellbeing, like psychosocial safety, the right to disconnect and work from home mandates, are putting people risk front and centre. The Star judgment is changing what Boards expect from those who report to them and the talent pipeline of HR leaders who can operate credibly at governance level needs consistent investment.

The opportunity, as every panellist made clear, is real. HR leaders who develop commercial acumen, master the art of concise and strategic reporting and build genuine cross-functional relationships are increasingly indispensable.

This event was co-hosted by The Next Step, The Safe Step, and MinterEllison in Brisbane, March 2026. The Next Step partners with organisations across Australia to find and develop outstanding HR and people leadership talent.

Why HR Contractors Are Your Secret Weapon (And Why Now Is the Time to Use Them)

Tue, 10 Mar 2026 04:43:32 GMT

Need flexibility in your HR team? Someone who can jump in and deliver results from day one? Fresh perspectives without the commitment of a permanent hire? This is where HR contractors shine.

The Changing Face of HR Careers

Here's a hot take: gone are the days of someone spending 10+ years in one organisation, knowing one system, one leadership style, and one way of doing things. The HR world moves too fast for that now.

The modern HR professional builds their career differently. They move between organisations, industries, and challenges. They adapt to different cultures, learn new systems, and solve problems in diverse contexts. And when these professionals work as contractors? That breadth of experience becomes your advantage.

What Makes HR Contractors Different

The contractors we work with have seen it all. Different industries, from start-ups to multinationals. Different HRIS platforms, from legacy systems to cutting-edge tech. Different leadership styles, from command-and-control to servant leadership. Different challenges, from scaling rapidly to managing restructures to navigating workplace investigations.

They've dealt with "quick projects" that definitely weren't quick. They've inherited messy situations and turned them around. They've built processes from scratch and optimised ones that had been running for decades.

That experience means they add value fast. There's no six-month ramp-up period whilst they learn your business. They arrive with pattern recognition, knowing what works and what doesn't, because they've done it before. In multiple contexts. Under pressure. Successfully.

When HR Contractors Make Sense

Perhaps you're in one of these situations:

You're experiencing rapid growth.
Your permanent HR team is stretched, and you need support now, not in three months after a lengthy recruitment process. A contractor can step in whilst you build your long-term team structure.
You've got a specific project .
A system implementation, a restructure, a compliance audit, policy development, or a cultural transformation initiative. You need expertise for a defined period, not necessarily a permanent headcount increase.
You're covering parental leave or long-term absence.
You need someone who can maintain momentum, keep projects on track, and support the team without missing a beat.
You're testing a new role or function.
Not sure if you need a full-time Talent Acquisition partner or Learning & Development specialist? A contractor lets you trial the function, understand the value, and make an informed decision about permanent investment.
You need specialist expertise for a complex issue.
Perhaps it's an industrial relations matter, a remuneration review, or a sensitive employee relations case. You need someone who's handled these situations before and can navigate them confidently.

The Breadth of Contractor Expertise

We work with exceptional HR contractors across the full spectrum of HR specialisms:

Talent Acquisition specialists who can build recruitment strategies, manage high-volume hiring, establish employer brand presence, and create candidate experiences that actually work.
HR Generalists who can manage everything from onboarding to offboarding, provide pragmatic employee relations advice, support managers, and keep the HR function running smoothly.
Employee and Industrial Relations experts who navigate complex IR landscapes, manage disputes, conduct investigations, and ensure compliance whilst maintaining positive workplace relationships.
Learning & Development professionals who design and deliver training programmes, build capability frameworks, create onboarding experiences, and develop leaders at all levels.
Remuneration & Reward specialists who conduct market benchmarking, design salary structures, develop incentive schemes, and ensure your reward strategy actually motivates and retains talent.

Each brings not just technical expertise, but the commercial acumen that comes from working across different organisations and seeing what actually drives results.

Think of It as "Try Before You Buy"

Or perhaps more accurately, think of it as being strategic about how you resource your team.

Not every role needs to be permanent. Not every project requires a long-term hire. Sometimes the smartest approach is bringing in expertise for exactly the period you need it, then reassessing.

You might discover that the contractor is perfect for your organisation and want to convert them to permanent. Many of our best permanent placements started as contract roles. The organisation got to see the person in action, the contractor got to experience the culture, and both parties made an informed decision.

Or you might complete the project, achieve the outcome, and move forward with your existing team, having built capability and made progress you couldn't have made alone.

Either way, you win.

The Reality Check: What to Expect

Let me be realistic about what contracting looks like from your end.

You need to onboard well. Yes, contractors are experienced and can hit the ground running. But they still need context. They need to understand your organisation, your challenges, your systems, and your people. Give them proper access, proper introductions, and proper briefings. The better your onboarding, the faster they'll deliver value.
You need to be clear about expectations. What does success look like? What are the priorities? What decisions can they make autonomously, and where do they need sign-off? The clearer you are upfront, the more effective they'll be.
You need to integrate them properly. They're part of your team for the duration of the contract. Include them in meetings, keep them informed, and treat them as the professionals they are. The organisations that get the most value from contractors are those that genuinely include them, not those that keep them at arm's length.
You need to be ready for honest feedback. One of the advantages of contractors is their fresh perspective. They'll spot things your permanent team has become blind to. Be open to hearing it, even when it's uncomfortable.

Why Now?

The HR challenges organisations face right now are complex. Hybrid work policies, skills shortages, retention pressures, cultural transformation, digital HR adoption, compliance changes, and evolving employee expectations.

Your permanent HR team is likely already stretched. Adding a contractor isn't about replacing them; it's about supporting them, giving them the capacity to focus on strategic priorities whilst knowing the operational work is covered, or bringing in specialist expertise for specific challenges.

The contracting market has also matured significantly. There's exceptional talent choosing contract work for lifestyle reasons, for variety, or for the autonomy it provides. These aren't people who couldn't get permanent roles; they're professionals who've actively chosen this career path.

Making the Decision

If you've never hired an HR contractor before, it might feel like a leap. But consider this: worst case scenario, you get great work done on a defined project without a long-term commitment. Best case? You find your next superstar, gain valuable insights that improve your HR function, and build flexibility into how your team operates.

The organisations that thrive in today's environment aren't necessarily those with the biggest HR teams. They're the ones that resource strategically, bring in expertise when they need it, and stay agile enough to adapt as their needs evolve.

So perhaps it's time to give contracting a crack. Your future self (and your stretched HR team) will thank you.

Erin Hogan is a Senior Consultant at The Next Step, specialising in HR contracting and permanent placements across talent acquisition, HR generalist, employee relations, learning & development, and remuneration & reward functions.

Ready to explore how an HR contractor could support your team?

Get in touch to discuss your specific needs and the talent available to help you achieve your goals.

QLD Event - HR & Safety: Speak to the Board

Mon, 02 Mar 2026 22:38:58 GMT

HR & Safety: Speaking to the Board

Wednesday 25th March | 04:30pm to 06:30pm

Event Details:

Address: MinterEllison | Level 22/1 Eagle St, Brisbane City QLD 4000
Cohosted alongside The Safe Step and MinterEllison
Panel Discussion and Networking
Arrival & Networking from 4:30pm
Panel Discussion from 5:00pm to 6:00pm
Networking from 6:00pm to 6:30pm

The regulatory landscape is shifting, but many boards still aren't getting the people and safety intelligence they need to stay ahead. While HR and Safety generate extensive data, boards often receive disjointed intelligence that fails to reveal the full picture of interconnected workforce risks.

What intelligence do directors actually need to make informed decisions? How do you translate complex people and safety risks into the language boards understand and act on? Which capabilities separate operational managers from boardroom-ready leaders?

Join senior HR and HSE leaders at our upcoming Brisbane event for a panel discussion and networking. Hear from our expert panel sharing real-world experiences on communicating critical people and safety intelligence in ways boards understand — and act on.

Why Attend:

Learn what critical intelligence boards need but aren't getting
Master how to translate people and safety risks into board language that drives decisions
Understand regulatory expectations around Respect@Work and psychosocial safety
Build communication capabilities that separate operational managers from strategic leaders
Discover how successful organisations are bridging the board intelligence gap

This is a unique opportunity to connect with peers, reflect on your own boardroom influence and walk away with practical insights you can apply immediately.

Facilitated by Katie Johnson - Director, The Safe Step

With 18+ years' experience across Australia and the UK, Katie is a trusted and well-connected member of the HSE community. She is passionate about building genuine, long-lasting relationships and is known as a go-to partner for organisations and professionals navigating the HSE market.

Hosted by Geraldine Doyle - Director QLD, The Next Step

With 24+ years' experience across London, Sydney, and Queensland, Geraldine is deeply connected to the Queensland HR community. Known for her authenticity and genuine care for the people she works with, she is passionate about helping individuals and organisations find the right fit — not just professionally, but in the context of their broader lives.

This event has now concluded.

Our Panel of Speakers:

Wade Needham - Head of ESG & EHS, Natural Resources

At one of the world’s largest pension funds, Wade oversees a CAD $17.9 billion portfolio. Wade drives sustainable and safe practices across the agricultural supply chain to deliver positive environmental and social outcomes.

Jane Keating - Board Director, Brisbane Sustainability Agency & Opera Queensland

As a Non-Executive Director and Executive Coach, Jane brings decades of executive leadership spanning HR, finance, governance, and culture transformation. Jane partners with organisations and leaders to drive meaningful change and build capable, engaged workplaces.

Deanna McMaster - Partner, MinterEllison

As a Partner at MinterEllison, Deanna advises leading organisations across construction, energy, and resources on work health and safety compliance and industrial relations. Deanna helps employers navigate complex workplace laws to build safer, more resilient organisations.

The HR Manager's Interview Toolkit

Thu, 26 Feb 2026 05:18:08 GMT

The HR Manager's Interview Toolkit

HIRE RIGHT THE FIRST TIME

The mid-career HR hire is one of the most consequential decisions you'll make. You need someone who can navigate complex industrial relations, manage psychosocial safety obligations, and partner across HR, HSE, and Operations — often all at once. A casual conversation won't cut it. This toolkit gives you a proven, structured framework to identify the HR leaders who don't just fit your culture, but elevate it.

Inside this toolkit, you'll discover:

Why getting this hire wrong is more costly than you think
A three-stage interview process built for mid-career HR candidates
The right questions to ask across four critical competency areas
A ready-to-use hiring checklist to keep your process consistent and bias-free

Built for the complexity of today's HR hiring landscape

Hiring an HR Manager in 2026 means finding someone who can hold both the technical and the human. With mental health claims accounting for 12% of all serious workers' compensation claims in Australia, the bar for psychosocial competency has never been higher - and a bad hire at this level can cost up to 2.5x their annual salary when you factor in lost productivity and team morale.

This toolkit helps you ask better questions, assess more objectively, and make offers that stick.

Download The Next Step's HR Hiring Manager's Interview Toolkit today and take the guesswork out of your next mid-career HR hire.

G et your toolkit today:

Human Resources Job Market Report

Tue, 03 Feb 2026 11:06:39 GMT

Human Resources Job Market Report

Exclusive data reveals in demand skills & jobs data

Gain insights into HR job opportunities with The Next Step's comprehensive Human Resources Job Market Report. This exclusive report offers detailed analysis of HR career trends and emerging HR job opportunities across Australia.

Inside this report, you'll discover:

Which HR disciplines are experiencing the highest demand
Regional hotspots with changes to hiring activity
Industry hiring hotspots for HR professionals
Top Human Resources skills employers need now

Essential insights for employers and professionals

Whether you're hiring HR talent or seeking your next career move, this analysis provides the market intelligence you need to make informed decisions.

The Next Step's HR Job Opportunities Index has carefully tracked HR employment data since 2015, providing job seekers and employers with accurate HR employment trends.

Download The Next Step's Human Resources job market report today for access to insights that will give you a competitive edge.

Get the First 2026 Edition of our HR report

Australia's HR job market: 2026 Edition #01

Australia’s HR job market continues to be shaped by a mix of confidence and caution. On the one hand, the candidate pool remains tight. Last quarter, unemployment hovered between 4.5% and 4.3%, while job advertisements remained well above pre- pandemic norms.

Meanwhile, the broader economic backdrop is mixed. Consumer sentiment has improved, however inflation edged back above the RBA’s target, fuelling rate uncertainty. Despite this, employers remain committed to securing critical HR hires

This quarter’s Index paints a clear picture of where demand is strengthening and where it’s settling across the country.

NSW remains the largest geographic hub, rising slightly to account for 27.9% of all advertised vacancies, up from 27.7%.
QLD strengthened its position, recording 2.1% quarter-on-quarter growth and rising to 23.6% of opportunities.
VIC recorded a 14.5% decline this period and now accounts for 19.6% of job opportunities.

Want the full insights? Sign up now to receive our comprehensive Human Resources Job Market Report and get the detailed analysis delivered directly to your inbox.

Why Contingent Recruitment Falls Short When the Stakes Are High

Mon, 26 Jan 2026 21:50:51 GMT

Over two decades in HR recruitment, I've watched organisations make the same costly mistake: choosing contingent recruitment for roles that genuinely matter, including senior People & Culture leaders, ER managers, IR specialists, then finding themselves back at square one within months.

The appeal is obvious. Contingent recruitment promises rapid shortlists, payment only on success, and multiple agencies competing. But when a role shapes culture, manages compliance risk, or determines how your organisation navigates industrial complexity, deciding on contingent recruitment often doesn’t save money. In fact, it negates the value of upfront investment for long-term success.

The Hidden Costs that are worth calculating

The numbers are sobering. The average cost to hire in Australia is $23,860 per candidate (AHRI/ELMO, 2022) but that's just the beginning. Research quoted in the Australian Business Review revealed a bad hire can cost a business up to 2.5 times the employee's salary. More recent 2025 estimates put poor hiring decisions at anywhere from $15,000 to $35,000 per role, with some specialists suggesting costs can reach 30% to 150% of the employee's annual salary when all factors are included.

But the real cost isn't just financial. I've sat across from executives whose failed HR Director appointment set their culture transformation back eighteen months. I've watched organisations struggle to rebuild stakeholder trust after a poorly chosen ER leader damaged critical relationships.

When you calculate lost productivity, leadership time diverted to performance management and re-recruitment, team disruption, and heightened compliance exposure, that "cheaper" contingent placement becomes extraordinarily expensive.

Why Retained Search Delivers Better Outcomes

At the executive level, boards rarely leave senior appointments to chance or competing agency incentives. They invest in retained search because failure is unacceptable. This same logic applies to any role of genuine influence, not just the C-suite.

Your Head of People & Culture, your Senior ER Manager, your IR Director all shape culture, manage risk, and protect reputation. Yet they're often still recruited transactionally.

Retained search works differently because it's structured for quality, not just speed. Market mapping becomes comprehensive; we identify and approach high-performing leaders who aren't actively looking. Confidentiality is protected when you're replacing someone or managing sensitive matters. Assessment is calibrated to real risk, evaluating operational judgment and cultural alignment alongside qualifications. You receive market intelligence on candidate motivations and competitive pressures, helping you position roles effectively.

The misconception that retained search is ‘more expensive’ misses the point. The investment is visible upfront, but the value is delivered over the entire tenure of the hire, measured in problems that never happen.

What Success Actually Looks Like

I recently worked with a professional services client who needed a new Head of People & Culture. They'd used contingent recruitment and cycled through three appointments in two years. Each person looked perfect on paper. Each time, something critical was missed – how their story, aligned in some way to the current needs of the business, strong cultural alignment.

When we engaged on a retained basis, the brief was detailed, with multiple stakeholders involved, not just the hiring manager. We spoke with the leadership team, understood the three-year strategy, and the challenges and opportunities within it. The candidate we placed is still there, has successfully led a major transformation program, and recently told the CEO it was the best career move they'd made.

Organisations using retained search for influential HR roles consistently report higher offer acceptance rates, fewer interview dropouts, stronger cultural alignment, and better retention. These outcomes reflect commitment and process depth that contingent approaches simply can't match. It is a process that is rewarding for us, for the client and for the successful candidate.

The Candidate Experience Factor

Senior candidates are constantly assessing you. They notice who's representing your organisation, how informed the process feels, and whether the role is positioned honestly.

When multiple contingent agencies simultaneously represent your role, the varied information they present may confuse or frustrate high-calibre candidates. They wonder why you're not investing in the process if the role matters.

As your retained partner, we control that experience. There's one brief, one point of accountability, and shared commitment to successful outcomes. Candidates feel valued, you're positioned as an employer of choice, and the process concludes with confidence rather than compromise.

A Different Approach for Roles That Matter

If you're considering contingent recruitment for a senior HR role, pause and ask yourself: What happens if this hire fails? Not just financially, but the operational disruption, team impact. What are you prioritizing – avoiding upfront costs, or securing the right outcome?

At The Next Step , we specialise in HR Recruitment , Your Head of People & Culture and Leadership Team, are shaping your employee value proposition. Your ER Director isn't just managing cases; they're safeguarding your reputation.

These appointments deserve a process built for success, not convenience. Retained search is essentially insurance against risk you cannot afford. It supports leadership stability, accelerates productivity, strengthens retention, and removes the distraction that failed appointments create for executive teams.

The question becomes: can you afford to get this wrong again?

If you'd like to discuss how retained search could support your next critical appointment, or if you're tired of repeating the same recruitment cycle, I'd welcome the conversation. Let's talk about what's really at stake, and what genuine success would mean for your organisation.

Ready to make your next HR appointment count?

Contact us to discuss how retained search can deliver the quality, confidence, and long-term success your critical roles deserve.

Get in touch here or reach out directly – we’d love to talk about how we can help with your hiring challenges.

Contingent vs Retained Search: The Reality Check

References

Australian Human Resources Institute (AHRI) & ELMO Software. (2021). HR Industry Benchmark Survey. Toggl Hire, November 2024.
Chandler Macleod. (2025). "The True Cost of Hiring the Wrong Person." Business Review Australia.
TestInvest. (2025). "The Cost of a Bad Hire: What It Really Costs Australian Businesses."
Robert Half. (2021). "The Rising Costs of a Bad Hire" - Australian research survey.
9CV9. (2025). "Top 138 Hiring and Recruitment Statistics, Data & Trends in Australia for 2025."

Navigating the realities of People & Culture in 2026

Tue, 20 Jan 2026 23:30:03 GMT

From stabilising salaries to the 'Right to Disconnect': navigating the realities of People & Culture in 2026. HR is not being sidelined by technology or change. Quite the opposite. As organisations navigate the fastest transformation we've ever seen, strong People & Culture leadership has never been more essential.

As we step into 2026, the Australian People & Culture market has found a new rhythm. The volatility of recent years has eased, but what's emerged in its place is a more deliberate, commercially minded and, in many ways, more demanding environment.

What's clear from conversations with HR and business leaders late in 2025 and into the new year is this: transformation has accelerated. Technology is moving faster than ever, expectations of leaders are higher, and organisations are being far more thoughtful about both who they hire and how they lead.

At the same time, people are more hesitant to move. Businesses are taking longer to make decisions. Good talent has always been hard to find, but now there needs to be a very real reason to leave a role where someone feels secure. No one wants to hire the wrong person, and equally, no one wants to join the wrong organisation. This has placed People & Culture squarely at the centre of commercial decision-making, risk management and transformation.

Based on what we're seeing in real time, here are six trends shaping the HR profession right now.

1. The 'Right to Disconnect' is now lived, not debated

The Fair Work 'Right to Disconnect' is no longer theoretical. It's operational.

For HR teams, the policy work is largely done. The challenge now sits in the day-to-day reality of how work gets done. We're seeing strong demand for HR leaders who can navigate the grey areas: coaching leaders to maintain performance, responsiveness and accountability while respecting new boundaries.

Banning emails after 5pm won't solve this. What's needed is a genuine redesign of how work flows, how expectations are set, and how teams stay connected without creating bottlenecks or disengagement. HR capability here is critical.

2. Retention matters, but it's measured

Retention is firmly on the agenda, but this isn't the panic-driven market of 2022.

Organisations are being far more intentional. Rather than defaulting to counteroffers or inflated packages, the focus has shifted to engagement, development and clarity of role and purpose. The goal isn't keeping everyone. It's keeping the people who truly drive outcomes.

Once again, this calls for strong people leadership and HR teams who understand both the human and commercial impact of retention decisions.

3. A "sticky" and risk-averse candidate market

Despite predictions to the contrary, this remains an employer-led market, but candidates are cautious.

People are sitting tight. Very few are willing to make a move without certainty, and the "leap of faith" we saw in previous years has largely disappeared. This means much of the best talent is passive, not active.

For organisations, this has real implications. Posting an ad is rarely enough. Strategic search, direct engagement and a clear value proposition are essential to attract high-calibre people out of secure roles.

4. HR as a strategic enabler: AI, transformation and productivity

HR’s role has never been more critical or more accountable.

People & Culture in 2026 is fundamentally about evidence, impact and productivity. Leading HR teams are increasingly data-driven, measuring what actually works across leadership, learning, organisational design and role clarity. The focus has shifted from activity to outcomes: what’s effective, what isn’t, and what needs to change quickly.

Two themes are dominating senior HR briefs. The first is AI governance and digital transformation. Organisations need HR leaders who can guide ethical AI use, lift digital capability and reshape learning without losing trust, culture or the human experience.

The second is commercial acumen. Boards and CEOs are looking for HR leaders who understand the P&L, can assess workforce risk, and can clearly link people decisions to business performance. Strategic, commercially minded HR is no longer an advantage. It’s expected.

The most effective HR teams are agile in both mindset and execution. They operate comfortably in ambiguity, surface issues early, and provide clear, grounded advice when it matters most especially when organisations are under commercial or cultural pressure.

5. Salaries stabilise and the four-day office becomes the norm

Salary growth has settled into a more sustainable pattern.

While premium roles still command strong packages, the rapid inflation of recent years has cooled.

What has shifted noticeably is expectations around presence. The hybrid conversation is changing, with four days in the office quickly becoming the baseline for many professional and leadership roles. Employers are prioritising collaboration, connection and culture, and candidates, particularly at senior levels, are increasingly accepting this as the new normal.

6. Recruitment cycles return: in-house first, agency second

As always, recruitment models move in cycles.

Many organisations are initially trying to hire in-house to manage costs. But in a market where candidates aren't actively applying, internal teams are often struggling to access the right talent. We're already seeing the pivot back to specialist agencies, particularly for complex, senior or niche roles.

When job boards are quiet, networks matter. Boutique, specialist recruiters are often the only way to reach high-quality, passive talent.

The way forward

The message for 2026 is clear: quality over quantity.

For HR professionals and candidates , strong commercial capability, transformation experience and AI literacy are powerful differentiators.
For employers, unlocking this cautious market requires more than just a role description. It means offering genuine influence, clarity and confidence in where the organisation is heading.

HR has always been a challenging discipline, but the most effective practitioners are those who run toward complexity rather than away from it. They surface issues early, act proactively, and provide clear, grounded advice when it matters most.

Six Workforce Truths CEOs Can No Longer Ignore in 2026

Sun, 11 Jan 2026 21:00:00 GMT

HR is no longer a support function. It's a strategic imperative.

Over the past year, I've sat across from dozens of CEOs and executive teams grappling with workforce challenges that fundamentally shape their business outcomes. The questions they're asking have evolved. They're no longer satisfied with engagement scores or retention rates in isolation. They want to know: why isn't productivity keeping pace with investment? How do we build leadership depth? How do we implement AI responsibly? And increasingly, they're looking to HR to lead with answers, not just respond with programs.

Here are six workforce truths emerging from those conversations; truths that are reshaping how organisations think about HR leadership.

1. Productivity is flat despite rising investment

According to research from Rippling (2025), 57% of Australian HR leaders report that skills gaps are already impacting productivity, while one in five workers lacks proficiency in their current role. Labour productivity declined 1.2% year-on-year in the December 2024 quarter. But what I'm hearing goes beyond the data: headcount is up, tools are sophisticated, yet output isn't keeping pace. The HR leaders succeeding here have moved beyond engagement surveys and perks to identify where capability gaps actually limit performance. They're redesigning roles, learning programs, and career pathways to directly drive growth. For HR professionals, this means developing commercial acumen alongside people expertise, understanding not just how to engage employees, but how to build capabilities that move business metrics.

2. Leadership pipelines need strengthening

One of the most consistent themes in my conversations with executives is the fragility of leadership depth. Many organisations promoted leaders quickly during growth cycles, and those leaders – while technically competent – now struggle to manage AI-enabled, hybrid, change-fatigued, and multi-generational teams effectively. HR leaders must work with executive teams and hiring managers to establish succession and leadership readiness as an enterprise risk issue, not just a development exercise. For HR candidates considering their next role, look for organisations that invest genuinely in leadership development and give HR genuine influence in succession planning. For hiring managers, seek HR professionals who understand both talent development and business strategy.

3. Trust drives performance

The data from Gallup shows that 75% of employees across Australia and New Zealand don't feel engaged. But the executives I speak with see the business impact directly: stalled initiatives, missed deadlines, and disengagement that begins quietly but has widespread effects. Trust isn't built with platitudes or pizza parties, but earned through transparent workforce decisions, leaders equipped to communicate consistently, and initiatives that reinforce both wellbeing and performance. HR professionals who can embed transparency into organisational change, coach leaders through difficult communications, and design trust-building interventions are in high demand. These roles require emotional intelligence, change management expertise, and the courage to tell executives uncomfortable truths.

4. AI is transforming HR – and governance matters

Ninety percent of Australian CEOs say AI is key to driving business success over the next three to five years, yet less than one in 10 have moved AI out of pilots into everyday workflows. They know AI is transforming recruitment, workforce analytics, learning, and performance management, but they also recognise the importance of managing bias, ethical considerations, and accountability. What's needed is HR ownership of AI governance, ethics, and outcomes. This means ensuring leaders understand what AI can and cannot do, defining clearly where human judgment is essential, and building frameworks that enable innovation while protecting people. For HR professionals, AI literacy is becoming a core capability. For organisations hiring, seek candidates who can bridge technology and ethics, not just implement tools.

5. Your EVP needs to evolve with expectations

The employee value proposition is being quietly rewritten, whether organisations acknowledge it or not. Employees are less influenced by perks or broad promises of flexibility. They care about career relevance, leadership quality, and fairness—and they're making decisions based on whether their experience matches what was promised. What we’re seeing from HR leaders who get this right is a shift from attraction language to long-term capability and employability. They're creating experiences that ensure employees develop stronger skills, stronger networks, and stronger trust, while contributing real value. For HR professionals, this means developing skills in employee experience design, career architecture, and organisational culture, capabilities that go far beyond traditional recruitment and onboarding.

6. Change is constant and adoption needs to improve

Executives understand that transformation is no longer episodic. Technology, structures, and markets evolve constantly. Yet organisations often experience uneven adoption, change fatigue, and resistance that slows execution. The problem isn't really people resisting change, it's that we keep asking people to change without changing how we lead change. We need to redefine HR's role from supporting change to designing operating models that make change sustainable. For HR professionals, this means developing expertise in organisational design, systems thinking, and change leadership, skills that position you as a strategic architect, not just a facilitator.

What this means for HR leaders and professionals in 2026

HR has a strategic opportunity to shape enterprise outcomes. CEOs recognise both the opportunities and risks in today's workforce landscape and they're looking to HR to lead with speed, insight, and authority.

For HR leaders, 2026 is about evolving from enabler to strategic partner – embracing accountability for productivity, trust, leadership development, AI governance, EVP evolution, and change adoption. These aren't just HR initiatives, they're enterprise imperatives.

For HR professionals considering your next role, look for organisations where HR has genuine executive sponsorship, where you'll be challenged to grow beyond traditional HR management, and where your contributions directly influence business strategy.

The organisations that succeed will be those with HR leaders who can navigate complexity, drive outcomes, and build workforce capability at scale. But success requires the right capability in the right roles.

How The Next Step can help

Whether you're building your HR team or advancing your HR career, The Next Step brings 25 years of deep HR expertise to help you succeed.

For hiring managers and executive teams: We don't just fill HR roles—we look at your whole team, your culture, and your strategic workforce challenges. Our extensive network of ready-to-work HR professionals means faster time-to-hire when you need critical capability. We use psychometric testing to ensure cultural fit, provide salary benchmarking so you're competitive in the market, and bring insights from hundreds of HR placements across every sector and function.

For HR professionals: We're your career partner for the long term, not just a recruiter for this role. You'll get access to the hidden job market—roles before they're advertised publicly, often at the most progressive organisations. We provide interview preparation that helps you articulate your strategic value, help you position your experience effectively, offer market insights and salary benchmarking, and support your career progression over time.

The Complete HR Job Search Toolkit

Mon, 22 Dec 2025 11:51:39 GMT

The Complete HR Job Seeker Toolkit

NAVIGATE TODAY’S JOB MARKET WITH CONFIDENCE

Job searching isn't what it used to be. The rise of remote work has created new opportunities alongside global competition. Meanwhile, AI and digital transformation have changed the rules entirely. Success belongs to those who understand how to position themselves in this new landscape. This toolkit shows what's working for professionals ready to take the next step in their careers.

Inside this report, you'll discover:

Getting Ready to Move
Getting the Search Underway
Getting Interviewed
Getting the Offer
Plus checklist items covering LinkedIn optimisation, resume best practices, and interview preparation

Essential insights for HR Professionals

Whether you're actively job searching or exploring your next career move, this toolkit provides the practical strategies you need to navigate today's competitive HR job market successfully.

Download The Next Step's Complete HR Job Search Toolkit today for access to strategies that will give you a competitive edge in your career journey.

Get your toolkit today:

Breaking Boardroom Barriers

Thu, 18 Sep 2025 02:03:58 GMT

This challenge was a theme at our recent HR & Safety: Speaking to the Board event in Sydney, where senior leaders explored how to influence better governance through their professional practice. The discussions revealed a stark reality: many boards remain stuck in outdated reporting patterns that limit their strategic effectiveness. Translating complex organisational intelligence into boardroom language isn't just about better reporting, it's about building the strategic influence every leader needs to drive real change.

The information gap crisis

Boards across Australia are making critical decisions with insufficient information. As Harriet Eager from MinterEllison observed during our panel discussion, "The main issue is lack of information. Boards have officer due diligence obligations and need adequate information to fulfill these duties."

This creates an unprecedented opportunity for senior leaders. Those who master the art of translating functional expertise into strategic business language will find themselves at the heart of organisational decision-making. The challenge isn't proving your function matters - it's proving you understand the business well enough to be trusted with its future. Your technical expertise is your foundation, but your strategic communication skills will determine your influence.

Quality trumps quantity every time

Directors are drowning in data but starving for insight. Gitanjali Bhalla , Board Director at Boral, highlighted this critical gap: "The main challenge is receiving data without insight. We need trend analysis and forward-looking indicators about what's coming next that needs to be managed."

Transform your board reporting by focusing on trends and forward-looking indicators rather than backward-looking statistics. Ask yourself: what story does this data tell about our organisational capability? Where might we face challenges in the next 12-18 months?

Your action plan: Replace raw data with contextualised intelligence that connects functional performance to business outcomes. Show directors how your metrics predict broader organisational health and performance.

Financial integration reveals everything

Smart leaders recognise that financial data and forecasts reveal where organisational capability will be tested before functional failures occur. Wade Needham from Natural Resources made this connection clear: "When businesses are struggling, financial data and outlooks inform us where business units will face stress, where teams are under pressure. You can see deviations in financial data that will lag into stress testing capability."

This integration allows you to identify stress points before they become operational failures. When businesses face financial pressure, you can predict where resources will be stretched, and standards might slip.

Your action plan: Partner with your finance team to understand budget forecasts and operational pressures. Use this intelligence to predict where risks will emerge and present proactive mitigation strategies to your board.

Culture beats compliance every time

While compliance metrics reassure directors about regulatory obligations, cultural indicators predict future performance. Amanda Hughes from QBE Insurance emphasised this point: "Boards want to understand culture and behaviour because these can destroy companies. We see headlines constantly about cultural and behavioural issues bringing down organisations."

Focus your reporting on cultural health indicators: How quickly does bad news travel up the organisation? Do people feel safe raising concerns? Are critical processes being maintained consistently across all business units?

Your action plan: Develop cultural pulse checks that go beyond standard engagement surveys. Create targeted assessments that give board’s confidence in your organisational foundation and capability to execute strategy.

Master the business language

The most technically competent leader loses influence the moment they resort to functional jargon in the boardroom. As Wade Needham advised: "Situate your expertise in language boards understand-typically operations or finance vernacular. This builds rapport and helps you get the resources and approvals you need."

Frame initiatives in terms of business outcomes. Instead of "improving our management system," talk about "building organisational resilience that protects our operational capacity and reputation." Replace technical terminology with clear business impact statements.

Your action plan: Practice translating your key messages into business language. Test your board papers with colleagues from other functions before presenting to ensure clarity and relevance.

Context drives decisions

Numbers without context are meaningless to busy directors. Amanda Hughes reinforced this critical principle: "Always provide context, explain why boards are getting information and what actions are expected. This makes it much easier for boards to engage appropriately and make informed decisions."

Provide the narrative that helps directors understand not just what happened, but why it matters and what they should do about it. High performance scores mean nothing if you don't explain what drives performance in your specific context.

Your action plan: Build context into every data point. Include industry benchmarks, trend analysis and clear recommendations for board action in all your reporting.

The AI and supply chain revolution

Today's boards face unprecedented challenges from technological disruption and global supply chain pressures. Leaders who help directors navigate these complexities will become indispensable strategic advisors.

For HR professionals specifically, this means understanding how AI disrupts traditional recruitment models, how remote work pressures challenge employee engagement frameworks, and how evolving workplace legislation impacts talent strategies. These aren't just people management challenges-they're strategic business risks that require board-level attention.

Your action plan: Stay ahead of macro trends affecting your industry. Present not just current performance, but how emerging challenges will impact your organisation's capability to execute its strategy.

How we can help

Building board influence requires more than functional expertise-it demands strategic thinking and business acumen. The Next Step understands that effective leadership today means translating complex organisational intelligence into strategic insights that drive business decisions.

Our sister brand The Safe Step , offer comprehensive solutions for developing influential leaders. Whether you're seeking to build internal capability through strategic advisory services or develop future leaders through targeted workshops like Amplify: Future Leader Workshop , together we recognise that tomorrow's most influential leaders will be those who master the art of strategic communication today.

Interview Success for HR Professionals

Mon, 01 Sep 2025 06:08:38 GMT

You've secured an interview for that exciting HR role you've been eyeing. Now the real challenge begins: how do you translate years of people strategy, culture building, and business partnership into compelling interview conversations?

We regularly see talented HR professionals, many with impressive track records in talent management, organisational development, and strategic HR - walk into interviews and fail to articulate their true impact. Not because they lack capability, but because they haven't positioned their achievements in a way that resonates with what hiring managers really need to hear.

Interview success isn't about having all the right buzzwords. It's about demonstrating how you drive business outcomes through people, showing your strategic thinking, and connecting your experience to the specific challenges the organisation faces.

The Foundation of Interview Success

"Walk me through your HR career" might sound straightforward, but this opening question trips up more HR professionals than any other. “It's easy to get caught up in describing your responsibilities when responding to this question.” explains Principal Consultant Michelle Nugara . “The way to demonstrate value in the limited time you have, is by talking to the impact your work has had on the business. Talk to tangible outcomes to emphasise the change you've delivered and don't forget the diagnostic piece, 'why was this work a priority?'”

The key is strategic positioning. Instead of chronologically walking through your CV, craft a narrative that demonstrates progression and positions your experience against their specific organisational needs. They've already read your resume, use this time to show them how you think.

Structure Your Story with the Rule of Three

Whether you're a mid-level HR generalist or a seasoned Chief People Officer, structure your career narrative into three clear phases:

Foundation (20%) "My early HR career gave me comprehensive experience in core HR functions - recruitment, performance management, and employee relations across different organisational contexts."
Development (30%) "I then moved into more strategic roles where I partnered directly with senior leadership on organisational design, culture transformation, and talent strategy during periods of significant change."
Current/Strategic (50%) "Most recently, I've focused on enterprise-wide people strategy, working at board level to align human capital with business objectives and drive measurable organisational outcomes."

This approach shows clear career progression, acknowledges business complexity, and positions you as someone who understands both operational excellence and strategic value creation.

The rule of three framework can be applied throughout your job search, from CV writing to networking conversations.

Mastering the STAR Method for HR Impact

When tackling behavioural questions, many HR professionals make the mistake of describing processes rather than demonstrating business impact. The STAR method: Situation, Task, Action, Result provides a clear structure that helps you communicate your value effectively.

Here's a powerful STAR example:

Situation : "The organisation was experiencing 35% annual turnover in critical technical roles, significantly impacting project delivery and client satisfaction."
Task : "I needed to identify the root causes of retention issues and develop a comprehensive strategy to reduce turnover while maintaining quality of hire."
Action : "I conducted exit interviews and stay interviews, redesigned our onboarding process, introduced flexible career pathways, and partnered with finance to develop retention bonuses for high performers."
Result : "Within 12 months, we reduced turnover to 18% and improved our employee engagement scores by 25 points, which contributed to a 15% increase in client retention."

This approach helps you quantify the challenge, define your strategic role, and link your actions to tangible business outcomes - particularly those that matter to the bottom line.

Speaking Business Language, Not Just HR Language

In today's environment, HR professionals need to demonstrate they understand commercial realities. Compliance and best practice are important, but strategic impact is what sets you apart.

Instead of saying: "I implemented a comprehensive performance management system"
Say: "I redesigned our performance framework to better align individual goals with business priorities, which improved our goal achievement rate by 40% and helped drive a 12% increase in revenue per employee."

This demonstrates strategic thinking, business acumen, and measurable impact.

"The market rewards HR leaders who can speak the language of business, not just the language of HR," notes Michelle Nugara

Technical Competency Questions

While behavioural questions assess leadership potential and cultural fit, technical questions evaluate your professional expertise. HR interviews often include scenario-based challenges that test your knowledge of employment law, change management, and strategic thinking.

Be prepared to discuss talent acquisition strategies in competitive markets, managing workforce planning during organisational change, handling complex employee relations issues, designing compensation frameworks that attract and retain talent, and measuring the ROI of HR initiatives. The key is demonstrating deep technical knowledge while showing how you translate complex HR concepts into business solutions.

"Modern HR interviews test your ability to think like a business leader who happens to specialise in people strategy," explains Nugara

Understanding the HR Interview Process

Senior HR roles typically involve multiple stakeholder interviews - often including the CEO, department heads, and sometimes board members for CPO-level positions. Tailor your approach as you progress through the process. Early rounds focus on technical competence and cultural alignment, while later stages require you to articulate your people strategy and demonstrate how HR drives business performance.

Remember, interviews are two-way conversations. "The best HR interviews feel like strategic conversations, not compliance checklists," notes Michelle Nugara . "A well-structured interview process reveals a lot about the organisation's people maturity and whether they'll truly value HR as a strategic partner," she adds.

Avoid Common Pitfalls

Even experienced HR professionals can undermine their chances by falling into these traps:

Giving process-heavy answers without connecting to business outcomes
Focusing on activities rather than achievements and impact
Not researching the organisation's people challenges or strategic priorities
Speaking negatively about previous workplace cultures or leadership teams
Failing to ask insightful questions about their people strategy and organisational goals

Post-Interview Follow Up Matters

Your interview doesn't end when you leave the room. Strategic follow-up can reinforce your candidacy.

Send a thoughtful thank-you email within 24 hours. Reaffirm your enthusiasm, acknowledge specific discussion points, and briefly reinforce one or two key value propositions you didn't fully explore during the conversation.

Good luck!

Interview success isn't about perfect responses, it's about demonstrating your strategic thinking and showing how you partner with leaders to achieve business objectives through people. The most effective approach is authenticity and the right organisation will value your unique perspective and experience.

When working with The Next Step, our specialist consultants provide targeted interview coaching and insider insights into what specific hiring managers prioritise, giving you the confidence to showcase your best professional self.

NSW Event - HR & Safety: Speak to the Board

Thu, 14 Aug 2025 14:15:42 GMT

HR & Safety: Speaking to the Board

Thursday 11th September | 05:00pm to 07:00pm

Event Details:

Address: Governor Macquarie Tower, 1 Farrer Pl, Sydney NSW 2000
Cohosted alongside The Safe Step and MinterEllison

Join senior HR and HSE leaders at our upcoming Sydney event to unpack these questions. Hear from an expert panel sharing real-world experiences on communicating critical people and safety intelligence in ways boards understand - and act on.

Why Attend:

Learn what critical intelligence boards need but aren't getting
Master how to translate people and safety risks into board language that drives decisions
Understand regulatory expectations around Respect@Work and psychosocial safety
Build communication capabilities that separate operational managers from strategic leaders
Discover how successful organisations are bridging the board intelligence gap

This is a unique opportunity to connect with peers, reflect on your own boardroom influence and walk away with practical insights you can apply immediately.

Facilitated by Rod Maule - Strategic Advisor, The Safe Step

A safety leader with over 20 years’ experience across logistics, transport, healthcare and manufacturing. Rod is also a board member of the Australian Institute of Health & Safety & Ambulance Victoria, Rod helps organisations shape practical, high-impact safety cultures.

Hosted by Merridy Thomas , Director and Julie Amato , Associate Director at The Next Step alongside Katie Johnson - Director, The Safe Step

Registration for this event is now closed

This event has concluded. Stay updated on future events by joining our mailing list.

Our Panel of Speakers:

Amanda Hughes - Chief People Officer, QBE Insurance

With 20+ years’ experience advising Boards and executive teams at leading organisations including AMP, Lendlease, and Macquarie Group. Amanda's career has spanned Sydney, London, and Auckland.

Wade Needham - Head of ESG & EHS, Natural Resources

Gitanjali Bhalla - Board Director, Boral

Gitanjali is also Chief People Officer at SGH and a Director of WesTrac and Coates. With 25+ years’ experience, she has led major business transformations across global and Australian organisations in both professional services and corporate sectors.

Harriet Eager - Partner, MinterEllison

Harriet advises on all aspects of employment, industrial, and work health and safety law. She works across diverse sectors, with expertise in enterprise bargaining, restructuring, litigation, and executive remuneration.

Are you hiring a HR & HSE workforce for the future, or the past?

Wed, 06 Aug 2025 08:17:00 GMT

Your HR & HSE hiring decisions reveal whether you're building teams for today's integrated workplace challenges or yesterday's siloed approach. Most organisations are still recruiting the same way they did five years ago, while others are adapting to new realities.

Past or future thinking?

The way you've always hired for People and Safety roles tells a story about where your organisation is headed. Traditional recruitment practices focus on past experience and functional expertise. Future-focused hiring looks for adaptive capability and cross-functional thinking.

Most job descriptions still read like they were written in 2019. They demand years of experience in specific HR areas and university degrees that don't prepare people for today's workplace realities. These descriptions ignore the fact that modern workplace challenges cross departmental lines. Ask yourself: does that degree requirement predict future success, or are you focusing on what looks good on paper?

Every HR & HSE hiring decision you make can reinforce old silos, or build new capabilities that position your organisation ahead of regulatory and cultural shifts reshaping the workplace.

Hiring for yesterday's problems

When you recruit an HR manager with zero understanding of risk assessment, you're hiring for the past. When you select a safety professional who can't navigate performance conversations or interpret data insights, you're building yesterday's team for tomorrow's challenges.

The cost isn't just theoretical. These hiring decisions create compliance vulnerabilities and missed opportunities that compound over time. An HR leader who doesn't recognise safety implications delays crucial interventions. A safety manager without people skills or data literacy struggles to influence cultural change in an increasingly tech-driven workplace.

Consider what this means for capability building. Every senior hire influences dozens of decisions and shapes team development for years. The wrong hiring focus today creates teams that simply can't adapt to evolving workplace demands.

Future roles blur boundaries

Future-focused organisations are creating HR positions that didn't exist two years ago. Roles like "Head of People Care" deliberately integrate traditionally separate functions. These positions acknowledge that workplace risks now sit squarely at the intersection of people, wellbeing, and safety concerns.

Modern HR and safety leaders aren't just navigating technological and societal workplace changes - they're helping the broader workforce adapt too. This demands soft skills that set leaders apart: strategic thinking, business acumen, effective influence and being data-informed alongside traditional HR expertise.

The best candidates are already developing cross-functional capabilities. Businesses are increasingly seeking diverse skillsets from communications and data analytics to AI expertise and human factors specialists to complement existing technical knowledge.

Your talent competition includes organisations actively seeking these hybrid skills. They're rewriting position descriptions to attract candidates who think beyond functional silos. If your recruitment still mirrors 2019 thinking, you're attracting yesterday's professionals while tomorrow's leaders go elsewhere.

Recruiting for tomorrow's challenges

Start by questioning your role design assumptions. Instead of defining positions by historical precedent, design them around future requirements. Consider challenges like AI integration, an ageing workforce and evolving mental health needs that will require both HR and safety expertise working together.

Skills-based hiring offers real opportunities here. Focus on capabilities rather than job titles when evaluating candidates. Someone with change management experience in technology implementation might excel in safety leadership despite lacking traditional HSE credentials. However, avoid the pitfall of undervaluing foundational expertise, technical knowledge still matters, especially in high-risk environments.

Rewrite position descriptions to emphasise cross-functional collaboration as essential, not optional. Include experience working across traditional boundaries as a core requirement. Seek candidates who've navigated integrated projects or demonstrated systems thinking in previous roles.

Transform your interview process to explore adaptive capabilities alongside technical skills. Ask candidates about times they've worked outside their comfort zone or collaborated across departments. Look for evidence of intellectual curiosity and comfort with evolving responsibilities - especially important when traditional development pathways are becoming less defined.

Choose future-focused talent

Partner with recruiters who understand this evolution. The Next Group 's combined expertise across The Next Step and The Safe Step means accessing candidates who've already developed integrated capabilities. We're tracking talent market shifts and know where to find professionals who think beyond traditional silos.

Prioritise candidates who've volunteered for cross-functional projects or pursued learning outside their primary discipline. These professionals demonstrate the intellectual curiosity and adaptability that future-focused roles demand. With increasing competition for emerging skillsets, identifying these adaptive professionals becomes crucial.

Building this capability internally matters too. Consider structured development programmes like HSE Amplify that help existing team members develop the strategic thinking and cross-functional skills tomorrow's integrated roles require.

Listen carefully to the questions candidates ask during interviews. The best ones inquire about collaboration structures, integrated reporting and cross-functional success measures. They're already thinking like the adaptive leaders your organisation needs for tomorrow's challenges.

Build your future workforce today

Evolving to future-ready hiring creates a significant competitive advantage. While others cling to traditional job descriptions and siloed thinking, you can build the integrated workforce that tomorrow's challenges demand.

Your hiring decisions today determine whether you're preparing for old problems or new opportunities. Choose the future. Choose candidates who can bridge traditional boundaries and evolve with changing requirements. The past is comfortable, but the future belongs to those bold enough to hire for what's coming, not what's been.

The Skills Blind Spot Every CHRO Needs to See

Wed, 04 Jun 2025 06:27:24 GMT

As CHROs navigate business transformation, workforce planning and leadership succession challenges, a capability gap is emerging right under their noses. While portfolios expand to encompass AI implementation and psychosocial safety, many leaders underestimate how much closer their integration with safety functions needs to become—and the competitive advantage this represents.

Insights from The Next Step's recent HR & HSE Leadership Forum reveal how this convergence is reshaping capability requirements. Expert panellists at the forum explored the opportunities that emerge when HR leaders recognise this blind spot and the risks of remaining unaware of these subtle but significant shifts in the professional landscape.

The convergence rewriting the rules

While CHROs focus on strategic priorities like culture change and succession planning, regulatory boundaries are dissolving beneath them. "With the introduction of the psychosocial regulations and the Respect@Work amendments, we are seeing a real convergence of HR and WHS laws, with traditional HR domains now squarely part of WHS compliance" explains Caitlin Ible, Partner at MinterEllison.

The consequences of missing this shift are significant. Recent coronial inquests reveal that "cross-functional breakdown between safety and people teams is being identified as the root cause of psychological injuries and missed opportunities for intervention," Ible notes. The numbers tell the story: mental health claims by workers aged 30-40 have surged 730% over ten years, while NSW workers compensation costs jumped from $4.4 billion to $5.3 billion in just one year.

When HR and safety teams operate in silos, these escalating costs compound—and important warning signals disappear into organisational blind spots.

The data revolution HR leaders are missing

For HR leaders accustomed to protecting employee information, the new environment demands rethinking traditional boundaries. As Rob Tanti, Chief People Officer at Opal, explains: "You put safety and HR together and you actually perfect the formula. You've got all the information needed to position your organisation upstream rather than reactive."

The practical reality is clear. Rod Maule, Safety Executive and Strategic Advisor, describes the daily challenge: "We've all got reporting systems for safety, then HR receives a bullying complaint. Where does it go and who sees it?" This data fragmentation creates dangerous blind spots where patterns remain invisible until they become crises.

Progressive organisations are implementing structured protocols where safety incidents automatically trigger HR reviews, and HR concerns prompt safety assessments. Aaron Neilson, CEO of The Next Step, observes the market evolution: "In the past year we've recruited for newly created roles that blur the lines between HR and HSE, including a 'Head of People Care' which drives unified enterprise ER and WHS strategic agenda."

Elevating HR through integration mastery

This convergence creates an elevation opportunity for HR leaders ready to expand their strategic influence. You're no longer confined to traditional HR boundaries; you're becoming integral to organisational resilience.

Consider this scenario: you know which managers have high turnover, but you might not know they also have elevated safety incidents. When you connect these dots, you're not just solving retention—you're preventing potential workplace tragedies and protecting your organisation from significant legal and reputational risks.

As workplace mental health consultant Anna Feringa notes: " Poor interpersonal relationships, conflicts, and poorly executed performance management practices account for a large portion of Workers compensation claims, closely followed by workload. You're actually in control of more of those risks than traumatic events."

Your expertise in recruitment, performance management, and culture development directly impacts your organisation's safety profile. Every HR initiative becomes a safety intervention; every safety challenge becomes an HR opportunity.

The technology integration imperative

Looking ahead, AI and digital transformation demand even greater collaboration. Ible highlights emerging challenges: "There's discussion of AI being identified as a high-risk health and safety hazard. With wearable technologies and privacy concerns around employee surveillance, how we integrate technology safely requires both safety and people expertise."

Maule's experience at Australia Post demonstrates the potential: "We achieved a 98% reduction in people-plant exposure incidents through safety technology. But success required working with HR, operations, and IT to educate people, redesign workflows, and implement barriers—not just deploy technology."

The opportunity lies in making integrated information accessible to line managers in real-time. Imagine supervisors accessing guidance that considers both HR policies and safety requirements for any situation they face. This reduces bureaucracy while dramatically improving decision-making quality.

The capabilities defining tomorrow's HR leaders

The integration demands new capabilities from HR professionals.

Cross-functional literacy : Understanding safety frameworks well enough to collaborate meaningfully, and translating HR processes into safety-relevant insights that reveal organisational health patterns.
Data integration mastery : Moving beyond separate reporting systems to create unified insights about employee risk and wellbeing that illuminate previously invisible organisational vulnerabilities.
Complex change leadership : Managing technology implementation and cultural shifts affecting both safety and people outcomes while navigating competing priorities and stakeholder interests.
Regulatory navigation expertise : Understanding how compliance requirements intersect and creating coherent organisational responses rather than competing functional messages that confuse strategic decision-making.

Your competitive advantage in the new landscape

For HR leaders willing to develop these capabilities, the benefits extend far beyond compliance. Feringa notes shifting employee expectations: "Good candidates don't just follow pay packets anymore. People are putting their health before wealth—that's a change I'm seeing across the board."

Organisations successfully integrating HR and safety functions capture multiple advantages: talent attraction to psychologically safe workplaces where wellbeing isn't rhetoric, risk mitigation through early warning systems that prevent costly incidents, cultural strength that drives both performance and wellbeing sustainably, and board confidence through comprehensive people risk management.

Practical steps for HR leaders

These insights from The Next Step's HR & HSE Leadership Forum translate into actionable steps you can implement immediately:

Think employee experience first: Design initiatives around what employees need rather than functional structures, allowing natural integration to emerge.
Start with shared outcomes: Instead of managing separate safety and HR metrics, focus on integrated measures of employee experience and organisational performance.
Develop bridge skills: Invest in capabilities that span traditional boundaries. Understanding basic risk assessment principles enhances people strategy; systems thinking improves both safety and engagement outcomes.
Build joint capability development: Create training programmes that build understanding across domains rather than reinforcing silos, developing leaders who can navigate both people and safety challenges with equal fluency.
Establish integrated governance: Provide coherent insights rather than competing functional perspectives, enabling strategic decision-making based on comprehensive organisational intelligence.
Design collaborative technology implementation: Ensure both people and safety considerations are built into digital transformation from conception, preventing costly retrofitting and resistance.
Leverage specialist expertise: Work with recruitment partners like The Next Step who understand both domains to identify integration opportunities and find professionals with hybrid capabilities.

The key to successful implementation, according to Tanti, is proving value early: "Pick a site everyone knows is struggling. Implement integrated approaches and track both traditional metrics and cross-functional indicators. This creates compelling proof points for broader rollout."

The leadership opportunity ahead

The most successful HR leaders aren't trying to become safety experts overnight. Instead, they're developing competency in systems thinking, understanding interconnections, and creating accountability structures that support integrated outcomes.

"HR leaders who can navigate these integrated approaches will build more resilient, adaptive organisations. The capability to think holistically about employee experience—considering all factors that influence performance and wellbeing—becomes a competitive advantage," says Neilson.

The expansion of HR responsibilities to encompass broader employee risk and wellbeing isn't slowing down. For HR leaders willing to develop these integrated capabilities, it represents an opportunity to drive unprecedented value for their organisations and create truly compelling employee experiences.

The question isn't whether this integration will continue, but how quickly HR leaders can develop the skills needed to lead it effectively.

The blind spot becomes clear when you know where to look—and the competitive advantage belongs to those who see it first.

Mental Health Leader & Corporate Transformation Expert Appointed Chair of The Next Group's Advisory Board

Tue, 29 Apr 2025 01:08:20 GMT

The Next Group, parent company to The Next Step, is pleased to announce the appointment of Genevieve Hawkins as the new Chair of its advisory board, bringing unparalleled expertise in workplace mental health, organisational transformation, and risk management to the leadership team.

Ms Hawkins, author of two influential workplace mental health books, brings a distinctive combination of health and safety expertise alongside strategic HR leadership that aligns perfectly with The Next Group's dual specialisations.

"We selected Genevieve for the diversity of experience she brings in supporting organisations large and small to navigate a path to future sustainability," said The Next Group's CEO Aaron Neilson . "Her calibre and capability will support the leadership team to navigate the changing world of work in the coming years."

Ms Hawkins' career spans major corporate leadership roles, including managing Australia's largest self-insurance fund for workers' compensation at Wesfarmers and implementing Coles' mental health strategy before workplace mental health became widely addressed. Her experience extends to founding a health and safety business, leading an international HSE consulting organisation's Australian division, and leading the insurance stream of Australia's largest corporate demerger.

A qualified occupational therapist, Ms Hawkins has authored "Mentally at Work" (2020) and "Shrinking Elephants" (2024) , establishing her as an authority in workplace mental health management.

"I'm excited about The Next Group's unique position with both specialist HR and health and safety recruitment consultancies," said Ms Hawkins. "There's particular value in how these specialisations can combine, especially with emerging psychosocial risk management requirements and the need for a shared language between HR and safety professionals."

Ms Hawkins' appointment comes as organisations navigate increasingly complex workplace challenges across mental health, safety compliance, and talent management – all areas where The Next Group's recruitment expertise provides strategic advantage.

Neilson added, "Genevieve will provide guidance on navigating changes ahead and tackling the strategic issues that will shape our business transformation – ensuring enhanced value for our customers and people."

Ms Hawkins will commence her role in May 2025, joining founder Craig Mason , strategic business advisor Julie Honoré, and CEO Aaron Neilson on the advisory board.

Slow Hiring Costs Top Talent

Tue, 11 Mar 2025 22:38:27 GMT

In Australia's tight talent market, exceptional professionals are being snapped up in record time. Yet many companies are still missing out on top talent due to drawn-out hiring processes.

We spoke with Melissa Forwood , Senior Consultant at The Next Step, about how excessive delays are costing businesses their preferred hires and how you can gain a competitive edge through a more responsive approach.

The current hiring landscape

The Australian job market remains highly competitive, particularly in the HR sector. Quality professionals often have multiple opportunities in play simultaneously, and they're increasingly unwilling to wait through extended recruitment processes.

"In today's tight talent market, people move quickly when looking for new roles," explains Melissa. "Once they start exploring opportunities, they typically enter multiple hiring processes simultaneously. They're smart about keeping their options open, especially in the early career market where movement happens at lightning speed."

Research from industry surveys consistently shows that more than half of employers have lost qualified talent due to prolonged hiring processes. A LinkedIn report found that top professionals are typically on the market for just 10 days before accepting an offer. This reality means that organisations with lengthy, complex hiring procedures are at a significant disadvantage when competing for top talent.

When good candidates say "I'm over it"

Melissa recently experienced this firsthand when a promising professional withdrew from a process at offer stage. The employer had added unnecessary steps and extended the timeline beyond what was reasonable for the position.

"The process became unnecessarily complex with additional interviews and assessments that weren't proportionate to the role. By the end of it, the person was simply frustrated with the delays." shares Melissa.

What makes this particularly striking is that this individual wasn't actively job seeking when Melissa approached them. Yet they ultimately accepted an offer elsewhere – for less money – primarily because the other company moved efficiently and decisively.

The hidden costs of a slow process

The impact of a prolonged hiring process extends beyond just losing your preferred hire:

Damage to your employer brand : People share their job search experiences widely– particularly negative ones. According to a CareerArc study , 72% of job seekers who have a poor hiring experience will tell others about it online or directly.
Increased recruitment costs : Research from Oxford Economics and Unum found that the average cost of replacing a staff member is £30,614 (~$58,000 AUD), factoring in lost productivity and recruitment expenses.
Settling for second-best : When your top choices accept offers elsewhere, you may end up hiring less suitable professionals.
Disengagement from the start : Even if someone accepts after a lengthy process, they may begin the role with reservations, hold-ups or diminished enthusiasm.

"There's only so many times a recruiter can say 'just checking in, no update, but things are moving along,'" Melissa notes. "After two weeks, people become disengaged, other opportunities come their way, and they lose interest in your role."

Clear process, better results

To avoid these pitfalls, Melissa recommends several practical steps:

Define your process clearly : "Have a defined, clear hiring process with allocated steps set from the beginning so everyone's expectations can be properly managed," advises Melissa.
Identify non-negotiables vs nice-to-haves : Be crystal clear about what's essential and what's merely preferred. "The more restrictive your non-negotiables are, the smaller your pool of potential hires will be," Melissa points out. "Be strategic about what truly matters."
Align process with role level : Entry and mid-level roles require streamlined processes while senior roles might warrant more in-depth assessment. Applying the same extensive process to all positions is counterproductive and often unnecessary.
Question additional steps : If someone suggests adding a step, ask "what value will this add?" For instance, if you're considering psychometric testing, determine how you'll use the results before proceeding. If it's just a box-ticking exercise, consider removing it.
Set realistic timeframes : "Two weeks is the absolute maximum to hold someone's interest in a role," Melissa emphasises. "A few days up to one week maximum is what we would expect for feedback after shortlisting potential hires. Beyond that, you risk losing their engagement entirely."

The recruitment partner advantage

Working with a specialist recruitment partner can help mitigate many of these challenges.

A good recruitment consultant will:

Provide market insights about appropriate processes for different role levels
Keep talented professionals engaged during necessary waiting periods
Offer honest feedback about where your process might be causing drop-offs
Protect your employer brand even when internal delays occur
Significantly improve hiring speed through proactive talent sourcing rather than relying solely on job advertisements
Provide a dedicated focus with clearly outlined processes and timeframes, increasing clarity for both employers and potential hires

"As recruitment consultants, we become an extension of your brand in the market," says Melissa. "We can maintain relationships with potential hires and keep them engaged in ways that internal processes sometimes can't. We're also able to provide valuable market feedback about how your processes compare to competitors. But even with our support, significant delays can cause irreparable damage to hiring opportunities."

Gain the competitive edge

In today's fast-moving job market, your hiring process itself can be your competitive advantage —or your biggest liability. When every organisation is fighting for the same talent, the company that moves decisively often wins.

As Melissa aptly puts it, "You've got to move with the tide of the market, especially when talent is scarce."

By streamlining your approach, you're not just filling positions faster—you're sending a powerful message about your organisation's culture, decision-making capabilities, and how you value people's time. In a market where the best talent might be off the market in days rather than weeks, can you afford not to optimise your hiring approach?

Melissa Forwood is a Senior Consultant based on the Gold Coast, specialising in HR recruitment across Brisbane and the Gold Coast. With a strong focus on mid-to-senior HR appointments, she partners with professionals looking to advance their careers and organisations seeking top talent.

Her deep market knowledge, consultative approach, and commitment to long-term success make her a trusted advisor in the HR space.

Navigating the future of HR & HSE leadership: Insights from senior executives

Wed, 26 Feb 2025 22:22:42 GMT

In 2025, Human Resources and Safety leaders face complex challenges and accelerating change. reshaping how they foster people, safety, and productivity. Leaders in the field reflected on these changes at our recent event, The Evolving Landscape of HR & HSE Leadership, where a panel of industry experts shared insights on navigating this shifting workplace environments.

Here are the key insights and expert advice from the event to help you navigate today’s shifting landscape.

Top five event takeaways

1. Integrating HR and HSE

A recurring theme throughout the discussion was the growing need for HR and HSE functions to collaborate, rather than operate in silos. In today’s workplace, where psychosocial risks are as prevalent as physical risks, both must ultimately be seen as people issues.

Deanna McMaster, Partner at MinterEllison , highlighted that there are both serious human and legal consequences for failing to bring the functions together. “More than ever, HR and safety need to collaborate,” she said. “Organisations that are addressing psychosocial safety and sexual harassment well are doing it together. Those that are tussling over who will take the lead aren’t doing the best by their people.”

The panel also acknowledged the challenges of integrating HSE and HR. Richard Coleman, MD at Culturology, pointed out the tension between HR’s need for confidentiality and safety’s emphasis on transparency and information-sharing.

“HR is constantly dealing with incredibly private matters, and there are structured rules around that,” he said. “Yet, safety people want to tell everyone everything. If we’re not telling everyone, then there’s a sense we’re not doing the right thing.”

The panel discussed ways to bridge this gap. Humanology Group Director, Naomi Armitage, shared an example of a client excelling in this area: "Their HR and safety teams work in the same space, go to the same lunches, and get to know each other.” This informal collaboration fosters stronger working relationships and improves integration.

Deanna emphasised the importance of unified reporting. She said, “If we continue to submit separate HR reports, safety reports, and customer complaints reports, it’s extremely hard for a board to see where we’re at in our journey, what their single source of truth is, and how we are evolving.”

Clearly, HR and HSE collaboration is not just beneficial – it’s essential for organisational clarity and success.

2. Address employee fatigue

A pressing concern was the balance between increasing productivity and maintaining employee wellbeing.

“Coming into 2025, there's been a strong push for growth,” said Director of our sister brand, The Safe Step, Katie Johnson, “but many employees are already exhausted.”

Naomi pointed to an article (add hyperlink to article if we can get it) indicating that psychological safety can reduce stress and exhaustion, but stressed the need for tangible action. “If people don't feel heard and don’t see action, even the best frameworks won't prevent burnout,” she said.

Small issues can quickly escalate into major problems, especially when employees are working harder and longer. Addressing this goes beyond physical safety. It must encompass mental wellbeing as well.

Ben Bradley, GM of Business Partnering at APA Group, shared a practical initiative from his organisation that prioritises employee wellbeing alongside performance. “We rewrote our cultural statement to explicitly include the words ‘safety’ and ‘care’. We’ve communicated to leaders what that means. The physical safety aspect is familiar, but the ‘care’ part allows people to say, ‘I’m feeling pressured, I’m feeling overwhelmed.’ Understanding that tipping point is vital.”

3. Train frontline leaders for future success

Middle managers play a pivotal role in supporting wellbeing and performance. Equipping them with the skills to manage both is crucial for long-term business success. The panel discussed how effective leadership development extends beyond technical expertise to include emotional intelligence, communication skills, and strategic thinking.

However, many middle managers are promoted for their technical abilities rather than their people management skills. Ben illustrated this challenge with an analogy about technical professionals being promoted into leadership roles: “Just because someone is a great engineer or accountant, doesn't mean they're equipped to lead a team,” he said “We need to give frontline leaders the skills to lead from the very beginning.”

Ben detailed a program that integrates leadership development across dual priorities. “We gave leaders the tools to manage their people’s performance and their safety. We run the two processes together because they have to work as one.”

The panel agreed that investing in such leadership training early helps new leaders transition successfully and cascades into a positive work culture

4. Essential qualities for the next generation of HR and HSE leaders

The panel identified five key qualities that future HR and HSE leaders must cultivate:

Self-awareness and emotional intelligence: Beyond technical skills, future leaders must “know yourself and your emotional limits,” said Richard. Ben added, “We have leaders now who can talk about feelings, but we made it happen. We started meetings with an emotional check-in. You’d look at people’s faces and you’d see they felt uncomfortable at first, but it fostered openness.”
Understanding the broader team: Successful leaders build relationships across the organisation, including with peers and senior leaders, not just their direct reports. But as Richard pointed out, it’s important to go the next step and understand the motivations of all stakeholders to help inform your decisions.
Influencing and communication skills: Deanna stressed the importance of articulating the value of HR and HSE initiatives. “If we can’t convince board members why certain things are important, then our work won’t get the support and value it needs,” she said.
Business acumen : “Every business is different, and HR and HSE professionals need to understand how their organisation makes money,” said Ben. This knowledge allows leaders to align their strategies with organisational goals and support the workforce effectively.
Future focused : Richard pointed out the need to balance immediate performance with long-term planning. This dual focus helps organisations remain competitive and adaptive. But, he noted, new leaders often spend their time putting out fires. They need to learn to also prioritise future planning.

5. Preparing for regulatory changes

Finally, the panel explored upcoming regulatory changes and their implications for HR and HSE teams.

Deanna highlighted two areas requiring cross-functional collaboration:

Sexual harassment prevention plans: In Queensland, new requirements mandate safety-based prevention plans due by March 1st, while federal legislation approaches harassment through an HR lens with non-mandatory frameworks. Effective compliance requires both functions to work together to ensure comprehensive coverage.
“If you're not working together on that, you're not going to capture what you need to," she emphasised.
Expanded incident reporting: Recent Safe Work Australia proposals would significantly change incident notification requirements, increasing workloads for both People and Safety functions. The proposed changes would broaden reporting obligations to include lower-level bullying and harassment incidents, as well as worker suicides and attempts with any potential workplace connection.

Deanna expressed concern that these expanded reporting requirements could discourage open communication if not properly implemented and resourced. “There are legal risks, and it could negatively affect our people,” she cautioned.

Advice for HR and HSE leaders

In summary, to navigate the changing landscape, the panel recommended:

Prioritise cross-function collaboration : Foster a culture where HR and HSE work together seamlessly to address people and safety concerns in a holistic way.
Train emotionally intelligent leaders : Invest in programs that develop both technical and emotional intelligence skills, so frontline leaders can manage performance and wellbeing. Develop business acumen and strategic foresight skills, too.
Stay ahead of regulatory changes : Prepare for expanded reporting obligations and ensure that HR and HSE collaborate to meet these new standards.
Prioritise psychological safety : Create environments where employees feel heard, and follow-through with tangible actions.

Make time for your own personal development

The panel also stressed the importance of your own personal development, especially your emotional intelligence. Naomi used the analogy of learning to drive a manual car—moving from conscious competence to unconscious competence through practice and persistence.

She encouraged leaders to reflect on their own impact and seek regular feedback: “When was the last time you asked for feedback? And when did you actually do something about it?”

By modelling vulnerability and a commitment to improvement, leaders not only enhance their own capabilities, but create a safe, open environment where their teams can thrive.

Collaboration & connection is the future

As workplaces continue to transform, Human Resources and Safety leaders must adapt by fostering collaboration, and enhancing their leadership capabilities. Ultimately, the panel argued that those who work together will be best positioned to meet the demands of tomorrow.

If you'd like to be invited to events like this one, please sign up to our e-newsletter . And if you need to expand or strengthen your HR and HSE teams to help navigate these organisational changes, please get in touch with one of our specialist consultants who can connect you with top talent in these critical areas.

Event Pannelists:

Deanna McMaste r

Partner - Workplace, MinterEllison

A leading employment, safety and industrial relations expert, Deanna advises major organisations across resources, energy, transport and government sectors on complex regulatory challenges. With extensive experience managing high-stakes safety incidents, she regularly advises Boards and Executive Leadership Teams on their safety obligations.

Naomi Armitage

Director, Humanology Group

Naomi is a Registered Psychologist with over 20 years’ experience owning and operating a nation-wide private psychological practice, employee assistance and fitness for work company in the resources industry. She has extensive experience working with individuals and organisations to improve the mental health and wellbeing of workplaces and teams. Naomi utilises a systemic wholistic approach to assist in establishing cultures to foster not only productivity but workplaces free of psychosocial hazards.

Richard Coleman

Safety Executive & MD at Culturology

Richard is a distinguished health, safety and environment executive, with over 30 years of transformative leadership across major Australian corporations. He guides organisations in improving safety culture, wellbeing initiatives, and critical risk management while regularly supporting boards on due diligence obligations.

Ben Bradley

General Manager, Business Partnering at APA Group

Ben is a strategic human resources leader with extensive experience across the resources, construction and energy sectors. Now General Manager HR Business Partnering - Operations at APA Group, he specialises in organisational development, industrial relations, and safety culture programs, guiding organisations through complex workforce transformations and behavioral safety initiatives.

Six forces reshaping HR in 2025

Wed, 26 Feb 2025 03:08:37 GMT

Your executive team is asking for AI strategy. Your employees want more flexibility. And somewhere in between, you're tasked with maintaining the human touch that keeps your organisation thriving. Welcome to one of the most significant HR trends 2025 has brought: the challenge isn't just managing change—it's mastering it.

Global shifts demand local action

As we analyse HR trends 2025, your role in enabling organisational success has never been more vital. As Trump embarks on his second presidential term, the world waits to see what impact this creates in global economic and trade conditions—and how it flows through to employment trends in the Australian market. Against this backdrop of geopolitical tensions, rapid technological evolution and the ongoing transformation of work itself, your ability to navigate change has never been more critical.

Let's explore the key forces reshaping HR and how you can position your organisation for success in this dynamic landscape.

AI integration takes centre stage

Among the defining HR trends 2025 presents, AI sophistication stands out. While most organisations are already experimenting with AI tools, success this year will come from thoughtful implementation that solves real business problems.

AI will play a key role in People and Culture processes, from recruitment and onboarding to streamlining administrative operations and measuring engagement. Understanding your data will be essential in making informed HR decisions, identifying training needs, better managing workforce mobility and predicting where you might expect increased or decreased turnover.

The organisations leading the way are those that have moved beyond basic automation to create integrated AI strategies that enhance rather than replace human capability.

The hybrid debate evolves

This conversation isn't going anywhere in 2025. While hybrid work is here to stay, different organisations are on different paths—and one size doesn't fit all. Finding the common ground that accommodates both business and individual needs effectively will be critical.

Employer sentiment is trending towards more collaboration time, where colleagues come together to connect, learn and solve problems. Your challenge lies in effectively redesigning what is done when in the office versus remotely, providing better clarity for all parties—individual, team and business. The focus needs to shift from measuring productivity through presence to creating environments where employees can grow and develop the skills needed for tomorrow.

Perhaps the real question isn't about where work happens, but how we create the best learning environment for employees to develop future skills while delivering value today. This requires a fundamental rethink of how we measure and enable productivity in a transformed world of work.

Human-centric engagement

Looking at HR trends 2025, People Experience continues to be a key retention and engagement strategy. With an unprecedented age diversity spanning from Gen Z to Baby Boomers in today's workforce, it's a complex challenge to create workplace experiences that resonate across such different life stages and career phases.

Focus on creating cultures where employees feel valued and supported. You'll need holistic strategies encompassing flexibility, redefined benefits both financial and non-financial, and enhanced wellbeing initiatives. Mental health support is becoming non-negotiable, requiring both practical benefits and educated leadership capable of recognising signs of burnout and providing appropriate support.

DEI remains crucial

Despite Trump's stated position in the US, Australia's push towards diversity will continue. Your DEI initiatives need to be informed by improved data to monitor progress against identified gaps.

Balancing this with a merit-based approach remains front and centre. However, in areas such as gender diversity, the imbalance at senior levels remains glaring, with the vast majority of ASX listed CEOs male and minimal female representation in Chair roles for the ASX20. The focus needs to evolve beyond representation to place more emphasis on inclusion and belonging.

Change management evolution

As HR trends 2025 reveal, effective change management has become crucial in an environment of rapid transformation, tech disruption and increasing AI influence. Supporting employees through these changes while enhancing their expertise will be key to successful adoption.

HR plays a critical role in helping businesses redesign not just how work is done, but how it's organised and operates. Looking at structures that are leaner, flatter and better enabled by AI will likely lead towards more agile ways of working that enable better connectivity across functions and locations. This may mean a requirement for fewer 'middle managers', but what's certain is the need for managers to focus far more on adaptive and outcome-based leadership approaches.

Success in this transformation requires HR to look beyond traditional change management approaches. Your role extends to supporting the business in redefining operating models, enabling cross-functional collaboration and ensuring leaders at all levels are equipped to drive and sustain change.

Embracing the future

As we examine HR trends 2025, your organisation's resilience and ability to adapt has never been more challenged. The scale and pace of change continues to accelerate, and people have never been more important in shaping the right pathway forward.

Organisations and HR functions that can embrace these changes, remain agile in their thinking and execution, and strategically harness the opportunities that successful AI adoption brings—while remaining human-centric—will lead the way in what promises to be both a daunting yet exciting year ahead, full of opportunity.

HR Strategy Summit NSW 2025: Key Insights for Future-Ready HR Leaders

Tue, 25 Feb 2025 05:55:52 GMT

The HR Strategy Summit NSW 2025 brought together top HR leaders to unpack the trends shaping the future.

With shifting workforce expectations, AI advancements, and increasing complexity in employee relations, HR leaders must think differently. Let’s dive into the biggest insights from the summit and how you can apply them in your own organisation.

Employee Engagement: From Survive to Thrive

To build a thriving workplace in 2025, businesses must embrace adaptive leadership, AI-driven technology, and a holistic total rewards approach. Summit research revealed that 46% of Australian employees feel overwhelmed and undervalued, reinforcing the need to rethink engagement strategies. A meaningful total rewards approach goes beyond pay—it includes career growth, flexibility, and skill-building, showing employees they are valued. Providing opportunities for development fosters loyalty, while flexibility builds trust.

Key takeaway: Shifting from survival mode to a growth mindset enhances both employee wellbeing and long-term business success.

Rethinking Productivity: Beyond the Flexibility Debate

The debate over flexibility versus productivity isn’t going away. Hybrid work offers autonomy, but some leaders remain sceptical about its impact on performance. With a multigenerational workforce and AI reshaping roles, the need for new productivity measures is clear.

Instead of reverting to rigid models, businesses must redefine high performance beyond physical presence. Clear expectations, outcome-based metrics, and trust in employees are essential to making hybrid work successful.

Psychosocial Safety: Where HR, ER, and HSE Intersect

The rise of psychosocial safety claims is changing HR’s role in workplace health and safety. Some organisations are merging ER/IR and WHS functions , while others, like ANSTO, are driving reforms through OD.

The challenge? Embedding psychosocial safety into culture rather than reacting to claims. HR must balance proactive safety strategies with equipping leaders to manage performance effectively—without fear of legal repercussions.

Key takeaway: HR must be bold, strategic, and proactive in managing these evolving risks.

HR Transformation in Action

Keynote speaker Scott Dalby (CPO, Sydney Swans) and panellists Erika Takahashi (CPO, The Iconic) and Rowena Carter (HRD, Four Seasons Hotels) shared how they’re evolving people strategies.

The Iconic streamlined its approach to focus on culture, leadership, and operational excellence. Four Seasons reinforced the alignment between employee and guest experience—ensuring that the same level of care extends to their workforce. The Sydney Swans, meanwhile, reframed their people strategy as a ‘game plan,’ focusing on alignment, trust, and clarity. Instead of rigid objectives, they prioritised ‘mission clarity,’ ensuring every team member understands their role and contribution.

Key takeaway: Culture is the foundation of high performance, and great teams aren’t just built on star players—they’re made up of individuals who elevate those around them.

AI in HR: Adapt or Be Left Behind

HR leaders across industries—from manufacturing to law and media—agreed that AI is transforming work. Research presented at the summit predicted that AI will drive more change in the next five years than in the last decade. The real risk isn’t AI itself—it’s failing to leverage it effectively.

Key takeaway: AI isn’t a threat—it’s an enabler. Like spell check, it’s a tool that enhances talent acquisition, learning, and performance analytics. The HR leaders who integrate AI into their strategy will drive the future of work.

Leadership Development: Fostering Adaptability and Resilience

Organisations that thrive in uncertainty have one thing in common: strong leadership. Summit discussions highlighted the need to equip leaders with the skills to navigate ambiguity, break down silos, and build high-performing teams. Michelle Theophilou, Head of HR at Amazon, shared how their leadership principles drive accountability and encourage debate. Michelle Fichmann, Director of OD & LD at Ramsay Health Care, reinforced the importance of embedding leadership learning into daily work, rather than relying on one-off programs.

Key takeaway: Continuous learning and leadership accountability must come from the top down. For HR, this means shifting from delivering leadership programs to integrating development into business-as-usual practices.

Final Thoughts: Leading the Change

The key themes from the summit—balancing flexibility and productivity, prioritising psychosocial safety, embracing AI, rethinking engagement, and strengthening leadership—are redefining HR. These shifts bring complexity but also expand HR’s strategic influence.

The real opportunity? HR leaders aren’t just adapting to change—they’re driving it.

As Ali Hancock, CPO of Domain Group, emphasised, the key is listening. Understanding your CEO and executives at a deeper level allows HR to leverage its unique enterprise-wide perspective. By focusing on business outcomes, using data-driven insights, and aligning people strategies with organisational goals, HR can be the catalyst for transformation.

How We Can Help

With HR evolving rapidly, partnering with The Next Step can provide a competitive edge. Whether it’s finding leaders to drive cultural transformation, embedding AI into HR functions, or navigating psychosocial safety requirements, the right talent makes all the difference.

We understand today’s HR challenges and are passionate about connecting you with professionals who are shaping the future of work.

Your path to a people leadership role

Tue, 18 Feb 2025 22:27:52 GMT

You've developed strong expertise in people and culture. Your HR technical skills are proven and respected. But stepping into broader leadership requires new capabilities - moving beyond processes to become a strategic change agent and People leader. Are you ready to amplify your influence? Read on to learn more about how to chart a path to a People leadership role

The strategic opportunity

The pathway from HR specialist to influential business leader isn't always clear. Many professionals excel at core P&C functions but find themselves uncertain about developing the strategic and commercial capabilities needed for senior roles. Yet with organisations facing unprecedented people challenges, there's never been a better time to step up.

At The Next Step's recent Broadcasting Your Leadership Potential event, hosted at ARN Media, industry leaders shared insights about the evolving nature of HR leadership. While technical expertise remains valuable, organisations increasingly need leaders who can architect organisational systems, drive cultural transformation and translate people strategy into business outcomes.

Creating environments for success

While mastering HR domains is essential, true leadership demands a broader perspective. You need to understand how different organisational elements interconnect and influence overall business success.

"For us to do our jobs really well, we need to think about the organisational system," explains Angela Ewers , Chief People Officer at ARN Media. "You've got to have that system working well together, whether it's thinking about safety implications, employment law, psychosocial factors or health and wellbeing."

The key is understanding how different elements fit together to enable people to do great work. Look beyond individual HR processes to see how the whole organisational architecture supports business success.

Building commercial influence

When you understand business drivers, you can better shape people solutions. "It's not just about filling roles or managing performance," notes Katie Johnson , Director at The Safe Step . "What differentiates leaders is their ability to have business conversations and ask commercially-focused questions."

Start developing your commercial acumen by understanding revenue drivers, business models and strategic challenges. Frame HR initiatives in terms of business outcomes rather than just people processes.

Delivering drives credibility

Career progression starts with nailing the basics. Become known as someone who consistently delivers - who turns plans into action and solves problems effectively. When you reliably deliver solutions, people start coming to you with bigger challenges and opportunities.

This reputation for delivery creates opportunities beyond your immediate role. You'll find yourself invited into broader business discussions and trusted to lead major organisational initiatives.

Finding your authentic voice

Authenticity builds trust and creates lasting influence. Being genuine in your approach helps others connect with your message and understand your commitment to organisational success. Show vulnerability when appropriate - it's a strength that helps build deeper connections with your team and stakeholders.

While defensiveness towards feedback is natural, viewing it as an opportunity for growth is crucial. Share ideas openly, even if they're not fully formed. These conversations often spark important insights and demonstrate your willingness to learn and adapt.

Leading through change

From AI to evolving workplace expectations, People & Culture leaders must help organisations navigate constant change. Angela emphasises looking beyond immediate challenges: "You've got to think about how you future-proof the business, ensure you've got the right skills for where you're heading and bring it all together so people can do great work."

Read widely, ask intelligent questions and remain curious. Stay informed about emerging trends in technology, workplace culture and business models. Your role is increasingly about helping the organisation adapt while maintaining focus on people outcomes.

Cross-functional leadership

Modern leadership requires strong partnerships across functions. Josh Keech , Head of Employment Relations & Safety at ABC, exemplifies this trend. 'When we're talking about key issues like psychosocial risk, senior leadership expects a united voice,' he explains.

Building relationships across functions helps you see the bigger picture and navigate complex organisational challenges more effectively.

Ben Kirkbride , Head of Health, Safety & Quality at Gamuda, emphasises that success comes from understanding different business perspectives. 'Technical expertise only gets you so far. The real opportunity lies in connecting with people across the organisation and having conversations you probably wouldn't have had previously.'"

Embrace the journey

"Just jump in and take opportunities when they're thrown your way," advises Angela. "Even if you don't think you can do it, have a go - what's the worst that could happen?"

While having a career plan is valuable, progress isn't always linear. The biggest growth often comes from embracing unexpected challenges and stepping outside your comfort zone. Look for opportunities to expand your experience, whether through new projects, cross-functional initiatives or industry involvement.

Building your support network

Leadership growth thrives on strong professional relationships. Build connections with peers who challenge your thinking and mentors who've walked your path. Remember that mentoring is a two-way street - the more you contribute to others' growth, the more you'll receive in return.

"Understanding where you want to go in your career is crucial," notes Chloe Jones , Senior Consultant at The Next Step. "But equally important is building relationships with people who can help you get there. That's why we focus on being more than just recruiters - we're career partners who understand both your aspirations and the changing business landscape."

A specialist HR recruiter can help you understand emerging leadership trends, identify gaps in your toolkit and connect you with opportunities that align with your career aspirations. They're also an excellent sounding board as you develop your leadership voice and professional brand.

Ready for the next step in your career?

The journey to influential leader starts with seeing beyond People & Culture processes to organisational and business impact. Focus on building commercial acumen, driving change and creating environments where people and business thrive.

Why not start today? Whether it's reaching out to a potential mentor, joining a cross-functional project or updating your development plan, taking action now moves you closer to your leadership goals. Your future as a People leader awaits.

Antisocial behaviour management: A strategic HR guide

Wed, 12 Feb 2025 21:46:16 GMT

Australian workplaces need fresh HR approaches to manage increasing antisocial behaviour. From workplace bullying between colleagues to customer aggression, these challenges form a critical part of HR's broader psychosocial safety obligations. For HR leaders, this presents an opportunity: transforming behaviour management into foundations for cultural growth.

Rising challenges in workplace behaviour

Antisocial behaviour now affects organisations across all sectors, influencing culture and team dynamics. At a recent sold-out event hosted by The Next Step, industry leaders shared insights about this pressing challenge. What began as pandemic-related stress has evolved into new patterns - from workplace exclusion to team member intimidation, alongside increasing customer friction.

"Society is getting more impatient and wants stuff done 'right now'," explained Chan Sinnadurai, Head of Health Safety Security & Environment at Energy Australia, during the discussion. This shift in behaviour needs strategic responses from HR leaders, with 50% of customer interactions now involving some form of hostility.

Strategic HR approaches

Smart HR leaders see that managing antisocial behaviour needs more than security measures - it needs cultural transformation. Several speakers at the event shared practical approaches that deliver results.

Western Health's strategy shows this evolution in action. Their "Nine myths about healthcare worker obligations" education program tackled common misconceptions head-on - like the belief that staff must tolerate aggressive behaviour as "part of the job". Combined with their confidential reporting tool "The Vault", this comprehensive approach achieved a 95% positive behaviour change.

Energy Australia took a different path, developing a practical solution for their contact centre teams. Their 'wellness code' system lets staff take immediate breaks after difficult calls without complex approval processes - a simple change that significantly improved team wellbeing.

The key lies in creating what Russell Harrison, Western Health CEO, calls a "whole-of-organisation approach." This means:

Integrating psychosocial safety into recruitment and onboarding
Building psychological safety into team development
Creating clear reporting pathways for antisocial behaviour
Developing leadership capabilities around behaviour management

Measuring behaviour management success

Modern HR leaders find success by moving beyond traditional incident reporting. Greater Western Water demonstrates this through their integrated wellbeing dashboard, which helps them spot pressure points before they become problems. Their daily data reviews during critical periods let them adjust support measures in real time - from adding extra team leader support to implementing temporary role rotations.

Their integrated dashboard combines:

Daily operational metrics
Employee engagement data
Exit interview insights
Case management trends for internal conduct and customer interactions

Building resilience

Effective responses to antisocial behaviour create opportunities for cultural strengthening. 7-Eleven's approach shows how practical measures build team confidence - their combination of secure counters and immediate field manager support after incidents helps maintain staff wellbeing while managing security risks.

For HR leaders looking to strengthen their approach, key focus areas include:

Supporting middle management

Equip team leaders with conflict resolution skills through scenario-based training
Create clear escalation protocols with designated response teams
Provide regular coaching and support through peer learning groups

Enhancing team resilience

Build psychological safety through structured team dialogue sessions
Develop peer support networks with trained mental health first aiders
Create feedback loops through regular pulse surveys and action planning

The employer brand advantage

"We want to be an employer of choice because there's a lot of competition out there," explained Western Health's Harrison at the event. "Everything we do reinforces that Western Health is a great place to work - one that keeps its people safe and offers rewarding careers."

This connection between safety and employer brand resonates strongly with HR professionals. Through our work with HR leaders across Australia, we're seeing increasing emphasis on joining organisations that demonstrate genuine care for their people. HR professionals themselves seek employers who back cultural commitments with practical action.

Louise Meadows, Chief People Officer at Greater Western Water, demonstrates this approach in action. Their "whole of system approach" delivers measurable improvements in both safety metrics and talent attraction - exactly what today's HR talent looks for in potential employers.

Shaping tomorrow's workplace

Today's workplace gives HR leaders a unique chance to reshape organisational culture through their approach to safety and behaviour management. Those who succeed create more than safe workplaces - they build magnetic cultures that attract and keep the best talent.

Want to explore how your organisation can strengthen its approach to workplace behaviour and psychosocial safety? The Next Step can connect you with the right HR talent to tackle this growing challenge - whether you need permanent People & Culture professionals to drive long-term cultural change, or specialist HR and Health & Safety contractors to boost your immediate capability.

Let us know how we can help.

How to connect with HR hiring experts

Wed, 12 Feb 2025 07:40:46 GMT

Reaching out to a recruitment consultant can feel intimidating—but it doesn’t have to be. A strong first impression and a clear approach can set you apart in a crowded job market. Here’s how to connect effectively and make your conversations count.

Many junior HR professionals know they should connect with recruitment consultants but aren’t sure how to make the interaction valuable. From awkward first calls to vague follow-ups, small missteps can hinder your chances of standing out. The good news? A few simple strategies can turn your hiring conversations into powerful career opportunities. Let’s break it down.

As a consultant focused on the junior HR market, Lisa Hayes is passionate about helping people launch their HR careers. Building a connection with recruitment consultants is an important first step, and Lisa has collated some helpful tips to make these conversations work best for everyone.

First impressions matter

When calling, start by introducing yourself clearly. It may seem simple, but Lisa often receives calls where people just say, "Is this Lisa? I've applied for a role." While the enthusiasm is appreciated, this approach can leave both parties at a standstill. Remember, recruitment consultants are often juggling multiple calls simultaneously. Start by stating your name and the specific role you're interested in. This not only sets a professional tone but also allows the consultant to pull up your application and have an informed conversation.

Engage with purpose

Be proactive with your communication. Instead of waiting for others to guide the conversation, open with a clear purpose. You might ask about the status of the role or highlight your relevant experience: "I've reviewed the position description and my background in [specific areas] aligns well with what you're seeking." This approach demonstrates both preparation and professional initiative.

Be patient and polite

It's essential to remember that there is a high volume of applications for each role, and it can take time for recruitment consultants to sift through them. If you don't hear back immediately, don't be discouraged. A polite follow-up after a few days can keep you on the recruitment consultant’s radar without coming across as pushy.

How can we help?

Engaging with a recruitment consultants doesn't have to be intimidating. By introducing yourself properly, asking insightful questions, and remaining patient, candidates can establish a positive rapport that benefits both parties. Remember, recruitment consultants are there to support candidates on their career journey—making the most of that partnership is key!

The Next Step team offers comprehensive support for HR professionals at every stage of their career journey. We understand that finding the right HR role isn't just about matching skills—it's about finding an environment where you can thrive.

Lisa Hayes is an Associate Consultant based in Sydney, specializing in junior to mid-level HR recruitment. She brings valuable insights to help emerging HR professionals navigate their career journeys. Her approachable nature and deep understanding of the HR landscape make her an ideal partner for candidates taking their first steps in the field.

AI brings hidden talent into focus

Wed, 30 Oct 2024 03:15:30 GMT

The future of talent management isn't just about finding new hires – it's about discovering and nurturing the hidden potential within your organisation. At a recent panel discussion co-hosted by The Next Step and AHRI, industry leaders shared insights into how AI is transforming internal mobility and challenging traditional recruitment assumptions.

Why AI is revolutionising internal mobility

With Australia's unemployment rate hovering near historic lows and skills shortages persisting across industries, organisations are looking at their talent challenges through a new lens. While many focus their search externally, progressive companies are discovering that their best candidates might already be on the payroll – they're just out of focus.

This shift aligns with broader workplace transformations. The rise of skills-based hiring, coupled with increasingly agile ways of working, has created new opportunities for internal mobility. Yet many organisations struggle to identify transferable skills and match existing talent to emerging roles.

Artificial Intelligence is changing this by bringing hidden talent pools into sharper focus. By analysing wider and deeper pools of employee data – from formal qualifications to informal skills and interests – AI can illuminate unexpected matches between people and opportunities. This capability isn't just improving talent deployment; it's enhancing retention, accelerating career development, and importantly, helping to overcome unconscious biases and other blind spots that often obscure advancement decisions.

Beyond the traditional CV

The next time you fill a role it might not be through a job ad. Your person might not be looking, or might be hiding in plain sight… just a few desks away or in an interstate or overseas office. They simply haven't raised their hand, or their potential has been overlooked by traditional talent searches.

"We've identified amazing candidates for roles that we never would have considered in the past," shared Michael Kim, Head of HR at Spotify at a recent panel discussion at The Next Step offices in Sydney.

Spotify’s custom-built Internal Talent Marketplace, Echo , looks beyond conventional CV data to create rich talent profiles that capture employees' hobbies, passions, and self-declared goals. It is helping to democratise internal recruitment, go beyond traditional growth opportunities and enables global talent matching.

The impact of AI-powered matching technology is tangible. "We proactively tap people for jobs they haven't even applied for," Kim explains. "It's just like Spotify's music recommendations, but for careers."

The power of unbiased matching

When Spotify experimented with AI-powered screening tools several years ago that removed non-pertinent information like
names, addresses and institutions, focusing solely on accomplishments and skill sets, they saw a significant increase in female and diverse candidates. "That validates how powerful unconscious bias is" Kim noted. One notable change, was a significant increase in female engineers after implementing these tools.

These tools aren't just removing bias – they're bringing previously overlooked talent into sharp focus. Angela Lewis adds that organisations are increasingly using AI to identify skills that can be redeployed within the workforce. "Tools like Reejig[AL1] look at matching skills of employees in existing domains with opportunities in new areas. It's about finding where these skills meet and how we can retain our people who might be impacted by AI through redeployment."

Governance and trust are paramount

While Angela Lewis, Executive Transition Lead at Suncorp, has seen incredible benefits of introducing AI into the HR function, she recommends taking a measured approach. "Your governance mechanisms – what data you're using, how it's being used and how you're training your tools with it – are crucial," she highlights.

For those about to begin their AI adoption journey, Lewis suggests the Australian Government's National Artificial Intelligence Centre is a good starting point. She also stresses the importance of "working collaboratively and maintaining regular reviews of your AI systems. Be particularly careful with identifiable information and ensure you have clear use cases for your data."

Data-informed, not data-driven

While Artificial Intelligence excels at processing vast amounts of data and identifying patterns, successful organisations use it to enhance rather than replace human decision-making. "In HR, we have an incredible responsibility because it will have impact on people's lives. You have to use AI in HR to be more human," Kim emphasised. "Never be data-driven, be data informed."

He illustrates this with an example: "Poor performance data on its own tells one story, but add human elements like personal circumstances or trauma, and you might make a very different decision. If you want to retain and grow your people, AI can't do that for you."

Starting your AI journey

Clean your data: Before getting started with AI in HR , ensure your employee data is accurate and comprehensive. As Michael Kim notes, "The first part of AI isn't sexy at all. Our team chased down information, identifying gaps because we refused to plug in anything other than rich, accurate data."
Build trust through transparency: Communicate regularly about how you're using AI, when you're using it, and what you're using it for. This helps address workforce fears and builds confidence in the system. "There's an automatic assumption that AI will lead to productivity improvements," notes AHRI Research and Advocacy Specialist Gerwyn Davies. "But it won't, unless HR plays a critical role in both upskilling the workforce systematically and ensuring employees are empowered and feel consulted with, so they don't fear AI."
Maintain human oversight: Always have diverse groups review AI recommendations to spot potential biases and ensure decisions align with your organisation's values and goals. Regular spot checks are essential - look at who you're hiring, how they're performing, and whether you're achieving true diversity in outcomes. As Lewis notes when considering enabling AI transformation , "You have to constantly check yourself and think about what bias you're building into the system."
Embrace HR’s important role in leading workforces, building capability and supporting readiness for significant AI transformation.

The role of specialist recruiters

While AI is transforming internal mobility, partnering with specialist HR recruiters remains valuable. Merridy Thomas, Director at The Next Step, emphasises that the key to success in an AI-enabled world lies in "curiosity to use AI to inform, but not replace, human decision-making." She notes that with technology moving so rapidly, change management capabilities are becoming critical, as are the human skills needed for face-to-face interactions and leadership.

"The real value comes from helping organisations navigate this transition," Thomas explains. "It's about identifying where there are inefficiencies, creating opportunities, and most importantly, ensuring the human element remains central to talent decisions."

The Next Step’s specialist recruiters can help:

· Validate AI-driven insights with market intelligence

· Provide complementary external talent mapping

· Share best practices from organisations successfully implementing AI tools within HR functions

· Provide consultants and staff specialised in change management during AI implementation

· Find the right people to foster human-centered approaches to talent management

Embracing the future

As AI technology evolves, it's becoming an increasingly powerful lens for bringing hidden talent into focus. But success depends on getting the human elements right - from governance and transparency to employee consultation and upskilling.

Remember, the goal isn't to replace human decision-making but to enhance it. In Kim's words, "If you want to retain and grow your people, AI can't do that for you. We use it as a way to access more data quickly to make human decisions."

TIP! If you enjoyed reading this article, you might also like to read AI in HR: Insights from Industry Leaders and Ang ela Lewis' article Embracing AI in HR: 7 Top Tips to Enable Transformation Success .

NSW Event: Career Development & Networking

Wed, 30 Oct 2024 00:26:43 GMT

Networking Event

Broadcasting Your Leadership Potential

Just as great radio connects, influences and inspires, exceptional HR and Safety leaders need to master the art of making meaningful impact.

Join us at ARN Media's North Sydney broadcast hub - home to KIIS FM and other leading radio stations - where senior leaders will share how they found their authentic voice and amplified their influence beyond technical expertise. Like the best broadcasters, they've learned to read their audience, deliver compelling messages, and create lasting impact.

Why Attend:

Network with peers as we dive into 2025 with an impressive leadership panel across HR, Employment Relations, and Safety.
Tune in as we reveal how to create, curate, and showcase your own leadership style.
Listen in as industry leaders reveal their own journey in discovering their leadership voice.
Learn ways to read an audience and adapt your message for different stakeholders.
Discover ideas to help build influence and create opportunities leveraging more than just your technical expertise.

Event Details:

Where: ARN Media House | 40 Mount Street, North Sydney
Date: Thursady 13th February
Time: 5:30 PM - 7:30 PM
Format: Informal Networking & Panel Discussion
Light refreshments included

Featured Speakers

Angela Ewers

Chief People Officer, ARN Media

Angela Ewers CPHR, PPA, has extensive experience in human resources and leadership roles in large and complex organisations. Effective business partner and coach to executive teams, building leadership capability, leading complex change, and organisational design.

Josh Keech

Head of Employment Relations & Safety, ABC

An experienced employee relations and HR leader with extensive experience in senior roles across private, government, and human services sectors. A qualified employment law solicitor and specialist in employee/workforce relations.

Ben Kirkbride

Head of Safety, Environment & Quality, Gamuda

A proven HSE professional with 21 years of experience across iconic multi-site organisations in diverse industries, including civil construction, telecommunications, minerals and industrial, road infrastructure, logistics, and rail.

Katie Johnson

Director, The Safe Step

With over eighteen years' experience throughout Australia and the UK, Katie works with a diverse portfolio of leading organisations and has a real passion for identifying and developing integrated talent solutions within the HSE market.

This event has now concluded.

Event: Getting real on AI: Research, People and Practices

Wed, 02 Oct 2024 03:46:23 GMT

Networking Event: Getting real on AI in HR

A Sydney-based networking event, focussed on sharing learnings about AI in HR, has come and gone. HR professionals connected and dove deep into the world of Artificial Intelligence and its transformative effects on the People & Culture profession.

Co-hosted with AHRI, the expert panel featured voices from technology, talent acquisition, and research, offering insights into adoption of cutting-edge AI tools, the evolving skills landscape for HR professionals and emerging trends shaping the future of HR.

What was covered:

The latest insights from AHRI's research, including the Quarterly Work Outlook and high-performance work systems report
A clear picture of AI's current state across HR functions, from recruitment to employee experience
Practical examples of AI applications in HR, shared by those using them daily
Guidance on starting an AI journey, upskilling a team, and ensuring AI aligns with an organisation's needs
Strategies for assessing AI's impact on roles and managing workforce transitions

For more insights read our full key takeaways here: AI brings hidden talent into focus

Event: Antisocial Behaviour and the Impacts on Psychological Risk

Tue, 24 Sep 2024 23:30:09 GMT

Psychosocial Safety in an Era of Escalating Workplace Aggression

Antisocial behaviour in the workplace has seen a significant increase, challenging organisations to protect employees from the impacts of both internal and external aggression.

This panel discussion brought together leaders from diverse industries who had successfully navigated these challenges. They shared unvarnished experiences on effective strategies, what wasn't working, and how they safeguarded their people and organisations.

Whether experiencing increased incidents or looking to proactively address this growing concern, this event offered valuable insights and networking opportunities with peers.

What was covered:

Current trends in workplace behaviour across industries
Effective strategies to manage risks & enhance psychosocial safety
Insights on HR and HSE collaboration for a safer, more inclusive workplace
Data-driven methods to measure and improve interventions

For more insights read our full key takeaways here : Managing Antisocial Behaviour at Work

Breaking Stereotypes: Why Age is My Career Superpower

Mon, 09 Sep 2024 03:08:08 GMT

This month, I turned 60 and in between celebratory dinners and planning a European birthday getaway, I've found myself being asked about my career plans. "So, when are you retiring?," a well-meaning friend recently asked, and it got me thinking. Retire? While it's a natural question, I'm nowhere near ready to step away from a role that still ignites my passion every day.

At 60, I feel like I’m really hitting my stride. I not only get to enjoy the strong connections I’ve built over many years, but I’m still very much energised by the task of learning about different organisations, meeting new people, building successful teams and connecting HR professionals with fulfilling opportunities.

As I reflect on my own milestone birthday, I'm filled with a sense of accomplishment and excitement for what's to come. Yet, I can't help but notice a disconnect between how I feel and how many mature women in senior HR roles are often perceived in the workplace. It's time to challenge these perceptions and showcase how our age can be our greatest asset.

The view from here

With over 15 years working as a HR recruitment and search specialist, I've had the privilege of working with countless talented individuals at the peak of their careers. This vantage point has given me insights into the challenges and opportunities facing mature professionals in the HR field.

Many of the people I meet (especially women) express concerns about age bias in in the workplace. For others, imposter-syndrome looms as they start to wonder if they're still 'relevant' in today's fast-changing world of work. But believe that our age and experience are superpowers, not liabilities.

The experience paradox

In the HR world, we've seen strategies come and go, only to be repackaged and presented as the 'next big thing'. Remember when 'employee engagement' became 'employee experience', or when ‘HR management’ became ‘HR Operations’.

For many seasoned professionals, this cycle can lead to a sense of déjà vu, or even jadedness. But there's a flip side to this coin. With years of experience comes the wisdom to see patterns, anticipate challenges and navigate complex organisational dynamics. The trick is to harness this knowledge without letting cynicism and other people’s stereotypes creep in.

Leveraging age as your superpower

So, how can seasoned professionals navigate a business world that sometimes fixates on age rather than expertise? Here are some observations I've made over the years:

Embrace lifelong learning
Stay curious. Whether it's reading widely, reverse mentoring with Gen Z colleagues or diving into the latest HR tech, there's always something new to learn. Your experience provides the perfect foundation for integrating new ideas.
Energy is everything
We all know that enthusiasm is contagious. While it can be easy to feel jaded from time-to-time, it’s important to bring a sense of dynamism to your work (or job search). It's not necessarily about acting ‘young’—it's about showing that you're engaged, passionate and ready to tackle new challenges.
Look the part, feel the part
While we would like to think experience trumps looks, it‘s a fact of the business world that perception matters. Ensure your personal brand continues to inspire confidence. This isn't about chasing trends, but about projecting an image that says you're current, capable and ready to lead – in both appearance and vitality.
Flex your adaptability muscles
Change is the only constant in HR and business. Showcase your ability to navigate new technologies, changing workforce demographics and evolving business models. Your track record of successful transformations, whether company-wide or within your function, is a powerful narrative.
Reframe your experience
You're not 'old school'—you're a seasoned strategist. Use your experience to provide context, offer innovative solutions and mentor the next generation of HR leaders. Your ability to connect historical insights with future trends is invaluable, whether you're shaping organisational strategy or reimagining your department's approach.

Charting your own course

As you navigate the later stages of your career, it's important to take a planned approach. I suggest reflecting on what truly matters to you. Are you aiming for that top job, or are you looking to transition into consulting or part-time roles that offer more flexibility? There's no one-size-fits-all answer, but the key is to be intentional about your choices. Without this self-reflection, you'll find others steering the ship for you, rather than charting your own course.

In my role as a recruitment and search consultant, I often see people grappling with these decisions. Some are energised by the prospect of a high-powered executive position, while others seek fulfilment in a greater work-life balance, mentoring roles or consulting work.

A personal reflection

For me, turning 60 is about celebrating where I am and looking forward to what's next. I'm energised by the amazing professionals I meet, the transformative work I do and the constant learning that comes with being in this field. The fast pace of recruitment consulting, balanced with a rich personal life, keeps my mind fresh and my outlook positive.

As I prepare for a European holiday with family and friends, I'm not just marking a milestone—I'm gearing up for the next exciting chapter in my career and life. This break will give me time to reflect on my achievements, celebrate with loved ones and recharge for the challenges and opportunities ahead.

Here's to embracing every stage of our careers with enthusiasm, wisdom and a touch of well-earned confidence. After all, our age isn't just a number—it's the sum of our experiences, insights and potential to make a lasting impact in the world of work. It's our superpower, and it's time we owned it.

Your Next Step

If you're inspired to harness your own superpower and shape the next exciting chapter of your career, I'd love to help. Book a time in my diary for when I get back from overseas, or speak to any of The Next Step team who can assist you in navigating career decisions and planning your future moves.

AI in HR: Insights from Industry Leaders

Mon, 29 Jul 2024 02:38:32 GMT

AI is transforming HR at breakneck speed. But how can you harness its power responsibly and effectively? Industry leaders from Spotify, Accenture, and Anglicare share their insights on implementing AI in HR while maintaining authenticity, ethical standards and enhancing the employee experience.

The AI revolution in Human Resources

The Artificial Intelligence (AI) revolution isn't new, but it is now reshaping Human Resources at an unprecedented pace. While some organisations are just starting their AI journey, those already on the path face a different challenge. For these more advanced players, the question isn't whether to adopt AI, but how to continue adapting and leveraging it’s evolving benefits. How can you tap into AI's power without compromising your organisational culture, ethical standards, or your people's experience of work?

At a recent webinar on AI in HR hosted by The Next Step, HR leaders from Spotify, Accenture, and Anglicare offered valuable insights for organisations looking to navigate the advanced AI landscape in HR. Their experiences, complemented by industry-wide trends, provide a roadmap for those seeking to stay ahead in this rapidly evolving field.

HR applications for AI

Early AI adopters in HR have implemented chatbots for employee self-service, AI-powered recruitment tools for screening and interviewing, and predictive analytics for forecasting employee turnover. As technology advances, more sophisticated applications are emerging, such as natural language processing for analysing employee sentiment and machine learning algorithms for identifying high-potential employees and suggesting personalised development plans.

Vernon Griffith from Anglicare shared an example of using AI to streamline their recruitment process: "We started a pilot with Sapia AI in recruitment... That helped to cut time to hire down from 45 days to 13 days." This significant improvement demonstrates the potential of AI to enhance HR efficiency.

Looking ahead, we may see AI systems predicting team dynamics and suggesting optimal project team compositions, or virtual reality combined with AI creating immersive, personalised learning experiences. As AI evolves, it will continue to open new possibilities for more efficient, effective, and employee-centric HR practices.

Using proprietary data for custom AI solutions

While off-the-shelf AI tools can provide noteworthy benefits, organisations with more AI maturity are seeing great success in building proprietary AI products using their own data. Anne Constantinou from Accenture emphasises, "Where we're going to see the real value is organisations using the customised model. So the ability to really fine-tune with our own data, that's where we're going to really unlock the true benefits and efficiencies."

Michael Kim from Spotify adds, "Everything we built was proprietary, was built by our engineers and people just passionate about AI. So don't think your company can't do it because you don't have millions of dollars in budget."

Before diving deep into AI implementation, ensure your organisation's data is ready to support these initiatives. As Constantinou advises, "Step back and have a look at your data. The effectiveness and true potential of AI is very much dependent on us having the right technology infrastructure and tools in place."

Case studies: Accenture and Spotify

Accenture is leveraging AI throughout the recruitment lifecycle. Their AI-powered tools help screen applications, provide insights through dashboards, and even assist in generating position descriptions. This approach has significantly improved efficiency in handling the massive volume of applications Accenture receives - approximately 4.6 million resumes annually for over 200,000 hires.

Spotify has developed two bespoke AI tools transforming their approach to talent management and diversity. The first is an AI-powered internal mobility platform called Echo, which matches employees' skills and interests with internal project opportunities. The second is called Bounce. Bounce is a new HR platform, developed in-house by Spotify’s People Analytics team.

Through a sophisticated integration layer, Bounce is able to connect to applications across Spotify (e.g. Workday, Confluence) in order to receive & send information from these tools so that information can be consumed and tasks can be performed in one place: on the Bounce platform. This AI technology lets Spotify create enhanced employee experiences on the platform while interacting with HR related tasks and information outside the confines of these source systems.

Balancing innovation with ethics

While AI offers immense potential for HR, it's crucial to implement it ethically. HR professionals have a responsibility to ensure AI respects privacy, promotes fairness and aligns with organisational values. This involves carefully vetting AI tools for potential biases, ensuring transparency in AI-driven HR processes, and continuously monitoring the impact on employee experiences and outcomes.

Griffith emphasises the importance of a human-centred approach: "It's not technology that's going to make the change. It's going to be the people around it." This sentiment underscores the need to balance technological advancement with the human touch in HR.

Leadership's role in AI adoption

Engaging your executive leadership team is crucial for successful AI implementation. Their support can drive organisational buy-in and ensure alignment with overall business strategy. Prepare a comprehensive presentation for your leadership team, outlining the potential benefits of AI in HR, required resources, and potential challenges.

As AI takes over more routine tasks, it's crucial to invest in developing skills that will complement AI in the workplace. These include critical thinking, creativity, and emotional intelligence. Constantinou notes, "We've actually made a commitment to double AI talent and data talent by 40,000 people. And we'll do that through reskilling and acquisition and hiring as well."

Looking ahead: where to next for AI in HR?

As AI continues to evolve, so too must our approach to implementing it in HR. Stay at the forefront of AI advancements, keep pushing the boundaries of what's possible, and don't be afraid to innovate. Remember, the goal isn't to replace human judgment, but to augment it, creating more strategic, fair, and employee-centric HR practices.

By embracing advanced AI responsibly and strategically, you can position your organisation as a leader in the HR revolution, driving innovation while staying true to your core values and prioritising your people.

How we can help

As the HR landscape evolves with AI, The Next Step is here to support both organisations and professionals navigating this change. We may not be AI experts, but we're committed to understanding the future of work and helping our clients and candidates find their place within it.

Whether you're a professional looking to join an organisation at the forefront of AI adoption in HR, or a company seeking talent to drive your AI initiatives, we can help connect you with the right opportunities. Let's have a conversation about how AI is shaping your HR goals and how we can support your journey.

Getting started with AI in HR

Fri, 26 Jul 2024 04:51:26 GMT

Feeling overwhelmed by AI in HR? You're not alone. This practical guide breaks down how to start your AI journey, from cultivating curiosity to implementing your first AI tool. Let's make AI work for you, not the other way around.

Demystifying AI in HR: Your roadmap to getting started

Artificial Intelligence in HR isn't just a fad - it's quickly becoming an integral part of our everyday work and the way of the future. But for many HR professionals, particularly those in smaller organisations or at the beginning of their AI journey, it can feel overwhelming. Where do you start? How do you ensure you're using AI effectively and ethically?

Don't worry - we've got you covered. Here's your practical guide to getting started with AI in HR, based on the insights from industry leaders collated during our webinar: AI in HR

The urgency of AI adoption

"AI is here. If anyone's thinking that it's a technology of the future and we have time to not act, you're wrong," emphasises Michael Kim , Head of HR at Spotify. This sentiment underscores the critical need for HR departments to engage with AI technologies now.

However, Kim also reassures those just beginning their AI journey: "As long as you're moving forward and doing something, you're moving." The key is to start taking steps, regardless of your current AI maturity level.

1. Cultivate curiosity about AI

First things first - don't bury your head in the sand when it comes to AI. As Merridy Thomas , Director at The Next Step, pointed out, "AI won't take your job, but people with AI skills will."

What you might do:

Set aside time each week to read about AI developments in HR.
Join professional networks or online forums where you can discuss AI applications with peers.
Attend webinars and conferences focused on AI in HR.

2. Audit your current HR processes

Before jumping into AI implementation, take a fresh look at your existing processes. Anne Constantiou from Accenture suggests breaking down traditional HR roles into individual tasks and identifying areas ripe for AI assistance.

“AI can be daunting and complex,” she notes, “but just have a play. Look at roles and consider what consumable AI might be able to do some of those more menial tasks.”

What you might do:

Deconstruct traditional HR roles into their component tasks, then identify areas where AI could provide significant support or innovation.
For each process, identify potential productivity gains, efficiency improvements, or other benefits that AI implementation could bring.

3. Explore AI capabilities in existing tools

You might already have AI at your fingertips. Vernon Griffith from Anglicare advises, "If you look at the technology you have, there are probably hidden nuggets of AI within there that you can start to tap into and explore."

What you might do:

Review the features of your current HR software.
Schedule a call with your vendors to understand any AI functionalities you might not be utilising.
Research how other organisations in your industry are using publicly available AI tools like ChatGPT .

4. Start with a pilot project

Choose one area to start your AI implementation. This could be using AI for initial resume screening, chatbots for answering common HR queries, or AI-powered analytics for workforce planning.

What you might do:

Select one process for your AI pilot.
Set clear objectives and metrics to measure its success.
Start small and learn from the experience before scaling up.
Ensure your pilot aligns with enterprise-wide AI policies and plans

5. Keep it human-centred

Humans should form the backbone of every AI initiative that HR undertakes. Michael Kim from Spotify pointed out that HR professionals have been "handcuffed to laptops for too long." The goal of AI implementation should be to free up time for more meaningful human interactions.

What you might do:

For each AI initiative, clearly define how it will allow HR to be more "human" and improve employee interactions.
Use AI to handle administrative tasks so that HR can focus on building relationships and enhancing the employee experience.
Map out what could be done with the time saved if AI took over these tasks.

6. Implement robust change management

Successful AI implementation is as much about managing change as it is about technology. Be transparent about how AI is being used and how it benefits both the organisation and employees.

What you might do:

Prepare a comprehensive change management plan.
Develop a communication strategy to introduce AI initiatives to employees, addressing common concerns and providing regular updates on progress and impact.

7. Invest in upskilling

Ensure your team has the skills to work effectively with AI tools. This doesn't mean everyone needs to become a data scientist, but they should understand AI basics and how to interpret AI-generated insights.

What you might do:

Organise AI literacy training for your HR team.
Play, read, experiment and learn.
Consider partnering with local universities or online platforms offering AI courses tailored for HR professionals.
Develop a long-term skill development plan for your workforce, focusing on skills that complement AI, such as critical thinking and emotional intelligence.

8. Stay true to your values

As you implement AI, ensure it aligns with your organisational culture and values. AI should enhance your HR practices, not fundamentally change who you are as an organisation.

What you might do:

Develop an AI ethics framework for your HR department.
Regularly review AI initiatives to ensure they align with your organisation's values and culture.

Good luck on your AI journey!

Remember, starting your AI journey doesn't have to be daunting. Take it one step at a time, stay curious, and keep learning. As Michael Kim from Spotify said, "As long as you're moving forward and doing something, you're moving."

For additional insights, check out our article on AI in HR: Insights from Industry Leaders .

By following these practical steps, you'll be well on your way to harnessing the power of AI in your HR function, driving efficiency while keeping the focus on enhancing the employee experience. The future of HR is here - and with the right approach, it's an exciting place to be.

How we can help?

Do you need additional c apacity within your team to s upport AI adoption and change management? We can assist with temporary and permanent staffing needs.

Or, if you would like to build your HR teams capability, then we can assist with high-level consultancy as well as bespoke HR capability development programs. Let us know what you need and we'll tailor a solution to assist in taking you further on your AI in HR journey.

The Importance of the Employee Experience and Onboarding

Thu, 11 Jul 2024 02:20:49 GMT

The employee experience and onboarding are critical links to support a productive and engaged workforce. This article explores the role you, as a hiring manager, play in supporting effective onboarding and integration of new hires. Learn about common onboarding mistakes, strategies for success, how to measure the effectiveness of your efforts, and the importance of investing in this process for long-term success.

The importance of employee experience and onboarding

The employee experience begins with the first point of contact during the hiring process. An individual's journey through the interview process, the period between their notice period and their first day is crucial to ensure their new chapter is set up for success. As a hiring manager, your interactions represent the organisation and showcase its core values from the outset.

Investing in onboarding

It is imperative to invest in the short-term onboarding process to ensure long-term success. Let's face it – first impressions matter, especially when it comes to new employees. The way you welcome and integrate newcomers sets the tone for their entire journey with your company. Get it right, and you'll have engaged, productive team members who stick around for the long haul. Get it wrong, and you might as well leave a revolving door at the entrance.

An employee's decision-making process

Changing roles involves a significant decision-making process. Your new hire not only considers the role at hand but takes the time to assess the business, the leader, and the culture that continues through the critical phase of early integration to settlement, where employees continue to sharpen their view on the business and whether they have made the right long-term decision. Recent discussions With who? E.g. with a range of HR professionals/organisations indicate that almost half of new employees will decide within the first 30 days if their new workplace is the right fit for them.

It's interesting to see those that do stay in a role but resign from a position within the first 12 months also suggest that it was that their experience was not what they had expected from initial discussions. Where does 12-mth stat come from?

Common onboarding mistakes

In our role as consultants, we see firsthand the long-term effects poor onboarding can have on the employee experience. Probationary periods are not only an impactful period of decision making for you as the employer, but also a critical period for employees as they continue to assess their new environment.

Common themes that we see impacting a candidate’s experience poorly include a lack of preparation, such as not having a clear onboarding plan or agenda, and poor direction and accountability of support on the first day. Additionally, insufficient workforce introductions, issues with technology and/or desk setup, and lack of transparency about challenges during the hiring process can create negative experiences. Candidates have also shared they are keen to contribute early and have a sense of purpose through role clarity and opportunity, lack of this further contributes to employee dissatisfaction.

Employers often mistakenly believe onboarding only lasts for the first month and expect culture to be conveyed solely through policies, which can undermine the onboarding process and overall employee experience.

Effective onboarding strategies

Your role as a hiring manager is pivotal in facilitating a positive onboarding experience. Your involvement can significantly influence an employee’s decision to stay with the company long-term.

Successful onboarding hinges on four key pillars:

Begin early: Start the onboarding process as soon as the employment contract is signed. Develop a comprehensive plan that integrates across different departments, covering the first 90 days and beyond. If possible, arrange a brief call or informal meet-up with your new hire before their start date to build an early rapport and address any pre-start questions.
Create a welcoming environment: It's about more than just providing a desk, some logins and a computer. Make new hires feel like part of the team from day one. This could involve team lunches and 'get to know you' sessions. Consider assigning a buddy or mentor.
Build strong connections: Help newcomers forge relationships within the organisation. This includes introductions to key team members, networking opportunities, and clear communication channels.
Provide clear guidance: Eliminate guesswork by clearly outlining roles, responsibilities, and expectations. Offer resources, training, and regular check-ins across the first 90 days and beyond to ensure new hires feel supported and informed.

Measuring success

Regularly gather feedback from new hires about their onboarding experience and how they are integrating into the business. Track key metrics such as retention rates, time-to-productivity, and employee satisfaction scores. Use these insights to continuously refine and improve your onboarding program.

How we help support you

We know a lot of time and effort goes into finding the right fit. Working in partnership with a specialist HR consultancy like us, we take the time to also keep in close contact with the employee, especially during this critical period.

Transparent and open conversations, providing an opportunity for candidates to disclose any initial concerns and staying in touch allows us to continue our partnership with you and ensure we are doing our part to facilitate a welcoming and nurtured experience. Whilst our interactions play a part in this process, it is the environment you set which shapes this immensely.

Investing in the future

Remember, a thorough onboarding process is an investment in your company's future. It leads to higher employee satisfaction, increased retention rates, and a stronger overall company culture. By prioritising onboarding, you're not just filling a position – you're building a team that's set up for long-term success.

Victoria Triantis is a consultant, based in VIC. Her role at The Next Step focuses on supporting both generalist and specialist HR positions from early career to the mid-level market.

Webinar: AI in HR

Wed, 26 Jun 2024 22:33:55 GMT

AI is rapidly changing how HR operates, promising big productivity gains and enhanced employee experiences.

But actually making it work can feel daunting.

Where do you start? What's real vs. hype? How do you get your team on board?

To access the full webinar recording, please complete the form below:

This webinar brought together HR leaders who have gone through the journey of implementing AI.

They shared their unvarnished experiences - what's working, what isn't, and how they're navigating the challenges.

Whether you're just starting your AI journey or looking to expand its use across your HR function, this recording is for you.

What you'll learn:

A clear picture of AI's current state across different HR areas like hiring, employee experience, and automation
Practical examples of how companies are actually using AI in HR today
Advice on getting started, upskilling teams, and ensuring AI is the right fit for your org
The leadership mindset and skills needed to strategically guide AI adoption
How to assess AI's impact on roles and manage workforce transitions

You can read our key takeaways from the session in our latest blogs:

Clever job interview questions

Mon, 24 Jun 2024 07:18:26 GMT

Asking well-crafted questions can not only impress your interviewer, but also help you determine if the role is going to be right for you. In this article, we explore six strategies for crafting clever job interview questions. Read on to learn more...

The power of clever questions: your interview edge

When the interviewer asks, "Do you have any questions for us?", it's your chance to shine. As an experienced HR professional, you know better than anyone that the interview wrap-up isn't just a formality. It's an opportunity to demonstrate your knowledge, interest and critical thinking skills in the HR field.

Well crafted questions show that you've done your homework, understand the industry challenges and are already thinking about how you can contribute to the organisation. They also help you gather valuable information to assess if the role and company align with your career aspirations and professional values.

So when your interviewer asks, "Do you have any questions for us?", use these six strategies to develop clever job interview questions.

Go beyond the basics

The Next Step team will brief you on all the core elements of the role, such as salary, job description and benefits. Rather than focussing on logistics, use valuable interview time to explore areas that align with your HR career goals and aspirations. Ask about the company's HR strategies, challenges they're facing or upcoming initiatives. This approach demonstrates that you're thinking beyond the basics and are genuinely interested in the role's impact on the organisation.

Do your research

As an HR professional, you bring a unique perspective to the interview process. Your insider knowledge of what makes a great candidate is a powerful asset – now it's time to apply that expertise to your own job search. Thorough research is your foundation. Dive deep into the company's culture, recent initiatives and industry standing. This knowledge will help you craft clever job interview questions that demonstrate your strategic thinking and genuine interest in the role.

Open up deeper discussions

Impress your interviewer by asking about recent HR initiatives or organisational changes. For example, "I noticed your company recently implemented a new employee engagement program. How has this impacted retention rates?" This type of question shows that you've done your due diligence and are already thinking about key HR metrics. It also opens up a conversation about the company's approach to employee satisfaction and retention strategies.

Clarify expectations

Gain a deeper understanding key HR projects or deliverables. For instance, "What does success look like in the first 12 months," or "What are the main HR challenges the team is currently addressing?" These questions shows your proactive mindset and eagerness to contribute from day one. It also helps you understand the immediate priorities of the role and the HR department, giving you a clearer picture of what your day-to-day responsibilities might entail.

Personalise your questions

Tailor your questions to the interviewer's role. For instance, if the interviewer is the team manager, you might ask, “Can you tell me more about team culture and performance” or “what are some of common traits shared by the high performers in your team.”

If speaking with the CHRO, you could ask, "How does the HR strategy align with the overall business objectives?" This demonstrates your strategic thinking and understanding of HR's role in driving business success. It also shows that you're interested in the bigger picture and how HR contributes to the company's overall mission.

Explore growth opportunities

You might like to enquire about professional development. You might ask, "How does the company support ongoing learning?" This question shows that you're committed to continuous improvement and staying current with HR trends and best practices. It also gives you insight into the company's investment in its HR team and the potential for long-term career growth within the organisation.

Evaluating the opportunity

Remember, these questions aren't just about impressing the interviewer. They're also your chance to assess if the company's HR practices align with your professional standards and values. Listen carefully to the responses and consider how they fit with your career aspirations. Pay attention to how the interviewer responds - their enthusiasm, depth of knowledge and openness can give you valuable insights into the company culture and the importance placed on HR within the organisation.

How we can help

The Next Step team is here to support your journey. We can help you:

Refine your interview techniques
Provide valuable insights about organisations and roles
Offer mock interviews to boost your confidence
Share insider tips on what HR leaders are looking for in top talent

Approach each job interview as an opportunity to showcase your HR knowledge, learn about potential employers and find the perfect fit for your next career move. With thoughtful preparation and clever questions, you'll stand out as a candidate who aligns culturally and who is ready to contribute from day one.

Preparing for your new HR role: 7 essential steps

Thu, 20 Jun 2024 05:56:00 GMT

You've landed a new job - congratulations! Before your first day, take these 7 practical steps to mentally prepare, get organised and position yourself for a strong start in your new HR role.

Preparing for your new HR role

Whether you're early in your HR career or are a seasoned People and Culture professional, transitioning to a new job is a significant milestone. Even if you've experienced job changes before, it's always beneficial to refresh your approach and be intentional about starting on the right foot.

To help you navigate this transition period smoothly, we've created a checklist to take before your first day. Remember, investing time in preparation sets the stage for success as you start this next chapter of your career.

7 essential steps for a strong start...

1. Take time for yourself

You might find yourself busy tying up loose ends in your current job, but try to find some time for self-care. This will help you approach your new role with energy and a clear mindset. If possible, book a holiday or short break to disconnect and recharge the batteries. At the very least, form a planned exit strategy from your current employer and factor in some down-time. Remember, taking care of yourself is essential for showing up as your best self in your new position.

2. Start to get embedded

Deepen your understanding of the new organisation and the context in which it operates. Read up on the latest news, get a sense of key players within the sector, better understand competitors and key trends. This knowledge will help you to get up to speed and quickly add value. In addition to reading widely, follow the company on LinkedIn and review recent news and announcements. Get a handle on the culture, and values that come through. This research will help you grasp priorities and communication style, allowing you to align your approach from day one.

3. Craft questions & conversation-starters

As an experienced HR professional, you already know the value of asking the right questions. Prepare a list of thoughtful inquiries to learn more about your role, team dynamics and organisational priorities. These will help you to hit the ground running and demonstrate a genuine desire to understand the landscape you're entering.

4. Complete pre-boarding admin

Make sure you have completed and submitted any documentation required by your new workplace. This might include signed employment contracts, tax details, or health/security checks. This sets you up for a good start. The time between jobs is often a good opportunity to tie up loose ends and get your own life-admin in order too. Decluttering and ticking items of your 'to do' list helps with focus and a fresh start.

5. Be prepared

To reduce first-day stress, do a trial run of your new commute, taking into account potential traffic or parking challenges. Familiarise yourself with the route, estimate travel time and identify backup plans in case of unexpected delays. First impressions matter, so ensure you have a clear understanding of the organisation's dress code expectations. Plan (and if necessary, refresh) your wardrobe accordingly, considering how you want to present yourself to new colleagues and stakeholders.

6. Embrace the Journey

Career transitions can evoke a mix of emotions, even for seasoned professionals. Acknowledge any feelings of apprehension or uncertainty that may arise. Remember your motivations for making this move and trust in your ability to navigate new challenges. Embrace this opportunity for growth and learning, knowing that each experience contributes to your professional development.

7. Leverage your support system

As you prepare for your new role, remember that you have a strong support network to lean on. Stay connected with your peers through The Next Step's LinkedIn community of over 25,000 HR professionals. Sign up for our e-newsletter to receive occasional industry updates, webinars and networking events to keep your finger on the pulse of the HR world. Our team at The Next Step is also here to support you every step of the way - feel free to reach out with any questions or concerns.

Good luck!

Starting a new role is an important moment in your life. This transition will help shape your career trajectory, personal brand and professional relationships. While change can be daunting, remember that your skills and experiences have brought you to this exciting juncture.

Trust in your abilities and take proactive steps to prepare yourself mentally, logistically and professionally. By being intentional and organised, you'll be ready to hit the ground running and make a positive impact from day one. We wish you all the best in your new role!

Download your preparation checklist

Unlocking the Gender Diversity Edge

Tue, 21 May 2024 03:22:27 GMT

A recent insightful AIHS webinar, "Breaking Barriers: Progressing Gender Inclusivity in HR," featured a panel of experts who highlighted the compelling business case for prioritising gender diversity across human resources roles.

The panel included Angela Hucker from EPIC , Erin Flannery from Ventia, Keilee Armstrong from The Safe Step and The Next Step's own Anica Weereratne . Through thought-provoking discussions, they explored the importance of creating environments that are truly inclusive of all genders, addressing key challenges still faced by women in traditionally male-dominated HR fields and how fostering greater gender diversity unlocks benefits like increased innovation, higher profits, and improved organizational outcomes.

Anica Weereratne noted, the benefits of gender diversity go well beyond just being fair and ethical. Businesses with greater diversity produce up to 10% higher profits and drive more innovation. Companies with above-average gender diversity on their management teams outperform others by 25% on profitability (DDI, 2022).

However, the panel acknowledged that women remain significantly underrepresented in HR across male-dominated industries. Angela Hucker from EPIC explained: "The statistics around gender inequality in our industry are really quite shocking. Women often lack basic facilities and properly fitting workwear."

A cultural shift

Driving lasting change requires a top-down cultural commitment, starting with leadership.

Some practical steps for boosting gender diversity in HR teams:

Implement robust gender diversity and inclusion policies
Have transparent targets and accountability measures
Ensure equal pay through wage auditing
Offer flexible work arrangements and family support
Actively develop a pipeline of female HR talent
Showcase positive female role models

Female mentors from within the HR profession

As Erin Flannery from Ventia shared, having visible women in leadership roles makes it easier for others to see themselves progressing. Her own team is an impressive 60% female – the result of simply "hiring the right people for the job."

Breaking barriers in the workplace For those operating in more traditional workplace settings, basic requirements like having proper facilities should be a no-brainer. But there are more subtle barriers too, like archaic attitudes or a lack of mentors and sponsors.

Some ways companies are getting it right are:

Running women-only training programs to build competencies
Having clear pathways for career progression and development
Women in leadership training programs
Skills-based hiring, with a broad lens on what 'good' might look like

Gender diversity must be prioritized from the start of the hiring process. As Keilee Armstrong noted, "Inclusion for all genders needs to start before a new employee joins." Female human resources professionals bring unique skills and perspectives that drive innovation and enhance problem-solving within HR teams, ensuring organizations achieve the best results. Gender diversity introduces different ways of thinking and working together that are essential for avoiding groupthink and understanding a variety of perspectives critical to success in this rewarding profession.

At The Next Step, we use skills-based hiring to consider a wide range of qualified, diverse candidates. By partnering throughout the recruitment process - from inclusive job posts to fair interviews and hiring - we help build truly diverse, high-performing human resources teams.

Take the first step

Reaping the benefits of greater gender inclusion doesn't happen overnight – it requires an ongoing commitment from the top. But by taking proactive steps to create a supportive culture, organizations can drive real progress while improving HR performance. It's a winning formula that helps make great things happen in the world of work.

How can we help?

If you're an employer aiming to build a top-tier, gender-diverse HR team or a professional looking to grow your career in the HR field , our specialised consultants are ready to assist. We can guide you through proven strategies to attract diverse t alent and cultivate an inclusive culture

Key legislative changes for HR in 2024

Mon, 13 May 2024 05:09:38 GMT

The IR landscape in Australia is undergoing significant changes that will reshape how we work in the years ahead. As an HR leader, staying informed and proactively adapting to these developments is crucial for supporting your organisation's success. However, the true challenge lies not just in achieving compliance, but in implementing changes that create genuine meaning and value within your workplace culture. Read on to better understand how you navigate the evolving workplace landscape.

Wage compliance & underpayment prevention

New wage theft laws, set to take effect in 2025, introduce tough penalties for intentional underpayments, including up to 10 years imprisonment and $7.8 million in fines. At a recent HR leaders forum hosted by The Next Step, MinterEllison Partners, Leyla Dixon and Deanna McMaster emphasised the importance of HR leaders seizing this opportunity to fortify their compliance practices.

To reduce risks, Dixon recommends conducting thorough payroll audits, investing in robust systems, and keeping detailed records. She explained, "If an employee comes to you and says they've been underpaid and you don't have the records, then the presumption is that they're right, because you don't have the evidence to prove otherwise."

Dixon also highlighted that large organisations with complex entitlements, outdated payroll systems, and/or manual HR processes are particularly vulnerable to underpayment issues.

The right to disconnect

The 'Right to Disconnect' aims to help employees achieve healthier work-life boundaries.

McMaster advises considering a wide range of factors when determining if an after-hours refusal is reasonable. These may include the nature of the employee's role, whether additional compensation is provided for extra work (this can include non-monetary compensation), personal circumstances to the extent known, and the nature of the business. "There's no one thing that determines what is and isn't reasonable and every case will be different. Consider all these factors and determine whether it's reasonable or not," she says.

Implement policies like email delays and disclaimers that respect the right to disconnect. Train managers on the expanded dispute mechanism through the Fair Work Commission (FWC). While model terms are still coming, get ahead by identifying roles likely to require out-of-hours contact. This as an opportunity to spark meaningful conversations about workload, expectations, and mental wellbeing. This will go a long way to encouraging a culture where people feel valued for their contributions, not just their hours.

Flexible work

The COVID-19 pandemic fundamentally changed ways of working, rapidly accelerating the shift towards flexibility. As employees increasingly prioritise work-life balance and organisations recognise the benefits of agility, HR leaders must navigate this new landscape with care.

Recent amendments to flexible work request laws have expanded eligibility and placed more onus on employers to engage in meaningful discussions and propose alternative arrangements. Dixon advocates collaboration with employees to find mutually beneficial arrangements and warns that employers can only refuse on reasonable business grounds.

In a 2023 decision, Ambulance Victoria v Fyfe, the Fair Work Commission found that Ambulance Victoria lacked reasonable grounds for rejecting a paramedic's request for flexible night shifts to accommodate her childcare responsibilities. The decision emphasised that employers can only refuse flexible work requests on genuine 'reasonable business grounds' and must engage in proper consultation with employees before making a decision.

Educate leaders on expanded union rights

Unions have gained expanded rights to enter workplaces, including the ability to bypass notice for suspected underpayments and obtain evidence. Managers must exercise caution in workplace discussions as delegates also have increased protections.

Frame this not as an 'us vs them' battle, but as a chance to strengthen employee voice and collaboration. Invest in management training that emphasises active listening, good faith engagement, and win-win problem-solving.

Partner with a skilled recruiter

With all these changes, demand is high for up-to-date legal advice and IR/ER specialists generalists with a strong grasp of the evolving landscape. "In this environment, partnering with a specialist HR recruiter is one of the smartest moves employers can make," advises Geraldine Doyle , The Next Step’s QLD Director. "Whether you need to find the right permanent hire to guide you through the changes, or bring in contractors for short-term support, we can connect you with the expert talent to protect your business and people."

Importantly, a great recruiter will look beyond technical skills to find candidates who align with your values and vision for a positive, people-centric workplace. They'll help you build IR expertise that not only keeps you compliant, but actively enhances your culture.

If you're an HR professional looking to advance your career, Doyle adds, "There are fantastic opportunities out there for those with the skills to navigate the new normal. We'd love to help you take the next step."

Seize the opportunity

The workplace landscape may be shifting rapidly, but with the right knowledge, strategies, and partners, HR can confidently lead the way forward. Embrace the change as an opportunity to not just follow the law, but to truly put people first. In a world of flux, that's the one constant that will always give your organisation the edge.

How can we help?

At The Next Step, we aim to help HR professionals adapt to these workplace changes. Through industry events, recruitment services, and networking opportunities, we support People & Culture leaders in implementing meaningful changes within their organizations.

If you need career advice, market updates, or staffing assistance, feel free to contact our team

Land that Role - the Rule of 3

Fri, 03 May 2024 05:58:24 GMT

The professional employment market post Covid was in rare territory with all-time highs in demand. Since then, there has been some softening to a more normalised environment.

This just means that job seekers may have to be a bit more diligent and focused than in recent times. Craig Mason notes there are some simple, easy strategies he has seen work to improve job search outcomes. One of these is using 'The Rule of 3'.

Land that Role - The Rule of 3

The term, ‘The Rule of 3’ has many applications. Everything from goal setting to visual design in areas such as photography and landscaping. In literature and the spoken word, it can refer to a collection of three words, phrases, sentences, lines, paragraphs/stanzas, chapters/sections of writing and even whole books.

The use of the Rule of 3 is powerful as it creates a pattern. Patterns are recommended in structuring various forms of Communications such as in speeches where the basic pattern/plan is;

Tell them what you are to going to talk about;
Tell them; and finally
Tell them what you told them.

So what is the most important aspect of Job Searching? I would argue it is, Communication ! Job Searching is of course a combination of both verbal and written Communication. To get the best outcome, both have to be effectively delivered to ensure a recipient, who is usually under pressures of some description, receives the best version possible – job searching is competitive after all.

How then can The Rule of 3 be applied to improve the Job Search Communication process?

The spoken word

Tell me a bit about your career/ background? This is an example of the most obvious first question in most interviews. How do most people deal with this style of question?

Many people, in my experience, immediately snatch defeat from the jaws of victory by not having a simple plan to break their career into bit size chunks. The narrative is often long, meandering and not related to the specific role they are there to talk about.

A plan using The Rule of 3 can be applied to structure a response;

Foundation (Early Career) – “my early career gave me foundational experience in X, Y and Z working across a range of roles. (20% of time)
Intermediate (Mid Career) – “using this foundation, I was fortunate to be promoted and /or recognised to take on team leadership roles that also gave me exposure to various C Suites in a number of roles (in Aust/o’seas) as well as opportunities to lead projects in A,B and C. These roles were undertaken with the background of a major merger/ takeover/ cost reduction/ economic uncertainty etc” (30% of time)
Consolidation (Later Career) – “I have been able to bring together my previous X years’ experience in my recent roles and have reported to senior Business leaders whilst leading teams in large complex businesses nationally/internationally. I have on occasions been asked to manage significant Group wide projects and/or other functions such as Risk, Property etc etc. These roles have also provided the significant opportunity to work directly to Boards and their Sub Committees etc etc.” (50% of time)

Using the Rule of 3 plan in interviews;

It can be effectively employed no matter if someone has 5, 15 or 30 years experience.
The reader has your cv – they don’t need you to rehash it blow by blow. This is an opportunity to start to highlight experiences against the specific role/ organisation requirements.
If this opening response is planned well, it can be delivered in 5 to 10 mins tops. That in itself will be unique as many take this question as an open invitation to drone on for 20 mins. (talk about snatching defeat from the jaws of victory !)
Additional questions in the interview can be responded to by using the Rule of 3. This has been commonplace for many years in the format of ‘Situation, Action, Results’. Even if a question isn’t asked in this style, an efficiently delivered response in this format is literally GOLD !

The written word

LinkedIn is a great vehicle to position individuals for the roles you want moving forward before even meeting a prospective client and the Rule of 3 can be very effectively used. This can be done by highlighting how functional areas that individuals have led or worked within, have contributed to the organisations performance and therefore why someone would feel like they need to talk with you if they don’t know you.

The Rule of 3 plan for a solid LinkedIn profile (and/or CV) should be;

The organisation context - What does the organisation do, its scale/headcount, strategy, structure and its turnover. This can be done with a personalised approach e.g. “Leading (or part of ) a passionate HR/HSE teams that support 2500 colleagues in 58 locations deliver clinical outcomes that change lives across Australia. Our strategy is driven by an opportunity to be the best/largest/most ethical provider of services in Australia”.
How the function has added value –By demonstrating an understanding of the context, describe how the function has added value and what was that value? e.g. “Delivered a range of commercially focused programs/systems/ projects across a range of job families and client groups effectively and under budget with an internal average rating of 90”.
The results – Outline the contribution to the overall business results using whatever non-commercial-in-confidential data is available. e.g. “By ensuring that the organisation had the right capability, our team contributed to long-term contract extensions in 2 states and securing a new contract in X. These commercial successes will have a material impact on the future revenue of the company”.

Using the Rule of 3 plan in LinkedIn profiles and CV’s;

Like verbal communications, this can be employed by early career professionals through to C Suite executives;
The hardest profile or cv to write will always be your own – it’s the same for everyone, particularly people who are not natural self-promoters.
The value added and actual outcomes are often a missed opportunity in many people profiles.
LI profiles particularly should be viewed through the lens that this is a marketing document for the roles you want in the future i.e. Executive Leadership roles and “being proud of the organisation that I have been a leader of etc……….” and by definition will then be a passionate and quality member of the team that I work for and with, in the future ! (and please, in LI profiles have an appropriately professional headshot !)

The final word

By using a simple plan such as The Rule of 3 in interviews and LI profiles, Job Seekers can stand out and distinguish themselves from their peers in market by communicating more effectively and professionally.

By standing out and taking every advantage possible, the next right career opportunity is bought closer and whilst some time is required up front to prepare, this could save many hours down the track.

How we can help

If you're a HR professional looking to better communicate your value and land your next role, or an employer needing to build a top-tier HR team, contact us .

Our consultants can guide you through leveraging the "Rule of 3" approach to craft impactful written profiles and verbal interviews that truly set you apart.

Craig Mason is one of Australia's most experienced HR practitioners and talent resourcers. With over 30 years of experience across engineering, industrial relations, and executive HR roles, he specialises in recruiting top HR talent and building exceptional teams.

Overcoming job search challenges

Wed, 17 Apr 2024 07:53:34 GMT

Planning a career move can be a rollercoaster ride. The excitement of an interview, the anticipation of an offer, and the disappointment of a rejection phone call - it's a challenging part of the job search journey.

If you're an HR professional struggling to find your ideal role, you're not alone. In this blog post, we'll share practical strategies to help you stay resilient, adaptable, and focused on your goals, even when the road gets bumpy.

Overcoming job search challenges

Searching for an HR job in Australia can be a challenging and sometimes frustrating experience, especially if you're not seeing the results you want. It's easy to feel discouraged when your job search isn't progressing as quickly as you'd like or when you receive feedback that you don't have the right skills or experience.

It's important to remember that these setbacks are a normal part of the job search process and not a reflection of your personal or professional worth.

Prioritise self-care

Job searching can be emotionally and mentally taxing, so it's important to take care of yourself during the process. Make time for activities that bring you joy and help manage stress, such as exercising, spending time with loved ones, or pursuing hobbies. Maintaining a healthy work-life balance will help you stay focused and energised in your job search.

Seek feedback and reassess

If you're consistently being told you don't have the right experience or you're not making it past the interview stage, it's time to seek feedback and reassess your approach. Reach out to recruiters, like The Next Step team, hiring managers, or trusted mentors for constructive feedback on your applications and interview performance. Additionally, practice your personal elevator pitch with people you trust to refine your delivery and identify areas for improvement.

Consider your target roles

Are you applying for the right roles? Take a step back and evaluate whether the positions you're pursuing align with your skills, experience, and career goals. If you find that you're consistently applying for roles that are a stretch, consider focusing on opportunities that are a closer match to your current skill set. Alternatively, look for ways to bridge any skill gaps through learning and development opportunities.

Reposition yourself

If you're struggling to find success in your current job search, it may be time to reposition yourself. Consider highlighting transferable skills or exploring HR roles in different industries or sectors. Contracting is a good way to get exposure to new systems, processes and skills. Consider whether a short-term assignment might help you build connections in a new business or sector. Make yourself more visible by attending industry events, join professional associations, and engage with the HR community online to expand your network and learn about new opportunities.

Invest in your professional development

If your lack of skills or experience in a particular area are holding you back, consider investing in your professional development. Look for courses, workshops, or certifications that can help you build the skills employers are looking for. Not only will this make you a more competitive candidate, but it will also demonstrate your commitment to your career growth.

Seek support

Remember, you don't have to navigate your job search alone. Reach out to your network, join job search support groups, or work with a career coach for guidance and support. Surrounding yourself with positive, supportive people can help you stay motivated and focused on your goals.

Persistence is key

In a competitive job market, persistence is essential. Don't let rejections or setbacks discourage you from pursuing professional ambitions. Keep tailoring your applications, reaching out to your network, and applying for roles that align with your skills and experience. Remember, each application is an opportunity to learn and grow.

Good luck!

Searching for an HR job can be a challenging, but every setback is an opportunity to grow, reassess, and refine your approach. Stay focused on your goals, celebrate your strengths, and believe in your ability to find the right HR role for you.

Spotting AI-generated job applications

lcraddock@thenextgroup.com.au (Laura Craddock) — Tue, 09 Apr 2024 04:50:10 GMT

As AI tools like ChatGPT become more commonplace, HR professionals face a new challenge: distinguishing between human-created content and spotting AI-generated job applications. In this article, we'll explore how to identify when ChatGPT has heavily influenced a job application, assess genuine candidate skills, and navigate the use of AI in hiring.

The rise of AI in job applications

As Artificial Intelligence become popular among job seekers, Talent Acquisition professionals face a new challenge: distinguishing between human-generated and AI-generated content.

Excessive use of AI in resumes and cover letters can obscure a candidate's genuine skills, experiences, and unique perspectives, leading to a less effective recruitment process and potentially missing out on top talent.

To ensure your organisation continues to attract and hire the best candidates in an AI-driven world, it's essential to understand how to identify AI-generated content and assess genuine skills.

Identifying ChatGPT-Generated Content

When reviewing job applications, keep an eye out for these telltale signs of AI-generated content:

Generic phrases: AI-generated job applications often contain phrases like "I am a highly motivated individual" or "I possess excellent communication skills." Human-written applications typically include more specific, personal examples.
Overly formal, Americanised words: AI-generated content tends to use more formal words and phrases, such as "utilized" instead of "used" (note ChatGPT uses American English, rather than Australian English which is another give-away). "proficient in" instead of "skilled in," or "demonstrated ability to" instead of "showed I can."
Inconsistent writing styles: If the writing style varies significantly between the resume and cover letter, or within the same document, it may indicate AI involvement.
Suspiciously polished: Applications that lack the human touch may be a red flag. AI-generated cover letters often feature flawless grammar and vocabulary but may lack the genuine enthusiasm and personal voice of a human-written letter. If it seems too good to be true, it might be.

AI detection tools

Fed up by weeding out job applications written by Artificial Intelligence, some employers are now burying AI prompts within their job ads . Others are simply trying to use human intuition to decipher authenticity vs artificial intelligence.

As the use of AI in job applications grows, so does the market for AI detection tools. Some current options include:

GPTZero : Scores the likelihood of AI involvement in a text.
Originality.AI and Copyleaks : Compare text against databases of AI-generated content.

While these tools are a useful first step, they are not fool-proof. Use them alongside your own judgement, considering the content's relevance, specificity, and alignment with the candidate's background.

As AI continues to evolve, stay informed about the latest detection tools, but remember that the most effective approach combines technology with the expertise of seasoned HR professionals.

Assessing true HR capabilities

To best understand a person’s genuine skills, conduct thorough interviews that require specific examples and detailed explanations of their experiences. Assigning practical tests or discussing case studies can help differentiate between AI-assisted knowledge and genuine understanding.

Verify claims made in the application through background checks and references to ensure the candidate possesses the skills and experience they claim.

Arm yourself with knowledge

To effectively navigate the age of AI in job applications, consider providing training your Talent Acquisition team and hiring managers. Arm them with the knowledge and tools to identify AI-generated content, assess genuine candidate skills, and make informed hiring decisions.

While the excessive use of ChatGPT in job applications can be concerning, AI tools can be useful for refining resumes or generating ideas when used appropriately. Establish guidelines for acceptable AI use in your hiring process, and communicate them to candidates.

Embracing AI in recruitment

While some HR professionals are wary of AI in job applications, forward-thinking companies (particularly those in the tech sector) are embracing it. Employers are starting to recognise that AI skills are crucial for current and future success across all roles, including HR.

Consider Canva's innovative approach. The popular design platform has integrated AI into its hiring process, as explained by Melanie Anderson, their Head of Talent Acquisition:

Canva's AI-friendly recruitment strategy includes:

AI-driven assessments : Final-stage candidates complete tasks using Canva's AI tools, demonstrating practical skills.
AI-enhanced applications : Applicants are encouraged to use AI in creating their application materials and presentations.
AI utilisation insights : Candidates explain their AI usage, from idea generation to visual creation, showing their thought process.

This approach helps Canva identify candidates who can effectively incorporate AI into their daily work.

For HR managers, evaluating a candidate's AI literacy could be increasingly important. Assessing how applicants leverage AI in their roles might uncover innovative thinkers. The ideal person will likely combine traditional HR expertise with an understanding of emerging technologies, positioning your organisation for future success.

How can we help

Collaborating with a specialist HR recruiter like The Next Step can help you navigate the challenges of AI in hiring. With over 25 years of experience and the most comprehensive network of Human Resources professionals in Australia, our expert consultants have screened countless resumes and are attuned to identifying genuine talent.

Our team goes beyond filtering resumes by digging beneath the surface to interrogate HR capabilities and validate candidate skills before presenting them to you, saving you time and ensuring you interview qualified, authentic applicants.

To further enhance the hiring process, we offer optional capability and skills testing, not only to remove unconscious bias but also to benchmark HR capabilities against the wider Australian HR community. Our proprietary tools and deep industry knowledge help you make informed hiring decisions, adding rigour to your Talent Acquisition process.

Conclusion

As AI tools like ChatGPT become more sophisticated, HR professionals must continue to adapt their practices for evaluating job applicants. By understanding how to spot AI-generated content, assessing true HR skills, and partnering with specialist recruiters, you can ensure that your organisation continues to attract and hire the best human talent in an increasingly AI-driven world.

Our experienced recruitment consultants can guide you through the hiring process, ensuring you access genuine, qualified candidates who will drive your company's success.

Assessing Culture & Leadership

Wed, 03 Apr 2024 23:56:55 GMT

Finding the right culture and leadership style that aligns with your working preferences is crucial for success and job satisfaction in a new role, especially during the start of your career.

Your early career is all about learning and development, and by working in a positive culture under good leaders, not only will you feel more fulfilled, but you will also receive more opportunities for mentorship, guidance and growth.

Why culture & leadership matter

Finding the right work culture is key to happiness and success, especially early in your career.

A good fit helps you feel fulfilled, get guidance, and grow. Here’s how to find it:

Self-Assessment:

Reflect on your own work style, values, and preferences.

Consider what environments you have thrived in before, what leaderships styles have motivated you, and what cultural elements are important to you.

For example, does having a hands-off manager who you don’t speak to everyday sound ideal, or scary?

Knowing your preferences is the first step to finding the right fit.

Research:

Before interviewing, ensure you have researched the company’s culture and leadership. Do this by looking beyond the ‘about us’ page on their website through methods such as.

Using website such as Glassdoor and Linkedin to check employee reviews and review company turnover figures
Reaching out to current or former employees of the company
Asking recruiters within the industry what the company’s reputation is

Interview insights:

Now the real fun begins! Use the interview as a fact-finding mission:

Questions (and the answers that follow) such as ‘can you describe the company culture / leadership style / opportunities for support and growth’ will give you an excellent insight into the company.
Observing and paying attention to interactions throughout your interview, you will soon see if you can see yourself working in this environment. Notice how employees communicate with each other and you and take note of any red flags or behaviours that do not align with your preferences.

Instincts:

Trust your gut when assessing a workplace. If something feels ‘off’, don’t ignore it. Examine your feelings.

Listen to your intuition
Distinguish nerves from red flags
Use a 2 ^nd interview to clarify
Choose a workplace that feels right

In conclusion:

Finding the right culture and leadership style may take time and exploration, but investing effort in this process is essential for long-term satisfaction and success in your new role.

Through following the stages outlined of self-assessment, research, and using the interview process as a fact-finding mission, you will soon be able to tell if your next employer has the right culture and leaders for you to thrive in.

How can we help?

With dedicated specialists, we can leverage our expertise to guide you through assessing cultural and leadership fit, matching you with employers whose values and work environment align with your preferences and goals.

If you are a Human Resources professional wanting to connect for a career discussion, market update or support for your team, please contact us for a further discussion.

Ffion Williamson is a associate consultant, based in VIC. She serves as a dedicated ally to clients and stakeholders, with a focus on enhancing business and people objectives in Melbourne's early to mid-level HR market.

The Contractor Cure: Solving Healthcare's Workforce Woes

Mon, 01 Apr 2024 05:23:29 GMT

Healthcare and social assistance organisations are facing a perfect storm of workforce challenges. Skill shortages, soaring demand, and the lingering impact of COVID-19 are stretching teams to their limits. Many HR leaders are struggling just to keep their heads above water, let alone drive strategic initiatives.

At the same time, budget constraints and headcount freezes are making it difficult to bring on much-needed full-time staff. This is where engaging HR contractors can be a lifeline, providing critical support to help organisations stay afloat during turbulent times.

The Benefits of HR Contractors

The Benefits of HR Contractors HR contractors offer a flexible, cost-effective way to boost capability and capacity. In the health and allied sectors, they can provide critical support such as:

· Managing demand surges during peak periods

· Providing expertise in infection control and patient safety

· Implementing and training staff on new EHR systems

· Developing wellness programs to support employee resilience

· Workforce planning and talent pipelining for hard-to-fill roles

· Navigating complex IR issues and enterprise bargaining

· Covering parental leave or extended absences

· Driving DEI initiatives to foster a positive culture

· Leading digital transformation change management projects

· Offering fresh perspectives to drive innovation

By engaging contractors on a flexible basis, healthcare and social assistance organisations can access high-calibre support to address their most pressing people challenges, while carefully managing costs and headcount.

Partnering with purpose-driven professionals

Many HR contractors are attracted to working with healthcare and social assistance organisations because they offer the opportunity to make a meaningful difference. Purpose-driven roles that improve lives and communities are a major drawcard.

At the same time, contractors value the flexibility and variety that interim work provides. They can take on challenging assignments that expand their skills and experience, while maintaining work-life balance. Competitive pay rates are another key benefit.

By offering appealing short-term opportunities, health and allied organisations can tap into a rich pool of HR talent that may otherwise be inaccessible.

The way forward

Recent data shows that health and social assistance is the 3rd biggest employer of HR professionals in Australia. However, with HR ranking 11th on the government's Skills Priority List, many organisations are struggling to find the specialised expertise they need.

Similarly, demand for Health and Safety professionals is a record-levels and is often hard to recruit and retain, especially when healthcare is often unable to match the budgets, resources and capabilities offered by other employers.

With the healthcare and social assistance workforce projected to grow 25% by 2033, and $140 billion in government investment planned by 2025-26, demand for HR expertise will only intensify.

Savvy leaders will develop agile talent strategies that blend permanent and interim resources to flexibly meet the sector's evolving people needs. Selective use of expert HR contractors will be key to keeping organisations' heads above water in the years ahead.

How can we help?

To discuss your workforce challenges and opportunities, contact The Next Step today.

Our team can connect you with highly qualified contractors who combine a passion for purpose with deep sector knowledge - an ideal fit for your organisation.

Learnings from the HR Strategy Summit

Sat, 24 Feb 2024 02:48:08 GMT

It's always interesting to hear what is happening in other organisations – the successes, lessons learnt and thoughts for the future. As sponsors and attendees of the HR Strategy summit NSW 2024, The Next Step team gained valuable insights from some of Australia's leading People and Culture professionals . Here Caroline Diek shares some of our key takeaways.

Steering our workforce towards the future

Some interesting learnings were shared at the HR Strategy Summit NSW 2024 where leaders explored strategies for building our future workforce. In the first panel discussion of the day, a group of accomplished panellists addressed the topic of 'Building the Future Workforce: Embracing Technology and Adapting for Success'.

Deborah Yates, the Global CPO of Lendlease, emphasised the importance of upholding core organisational values such as trust, integrity, and collaboration while striving for economic performance. She advocated for a shift from 'nice' to 'kind' leadership and fostering a culture where respectful disagreement is encouraged and fuels innovation.

The wider panel, featuring representatives from Koala, Hilton and HUB24, also spoke extensively about the transformative role of technology in shaping the future of work. By leveraging AI to automate administrative or repetitive tasks, organisations can carve out space for critical thinking, innovation, and meaningful human connections. The importance to be 'human' in a tech-led world was heavily emphasised. Leaders also highlighted the need to reinforce leadership capabilities to help ensure that technology continues to enhance, rather than replace human capabilities.

An organised debate by Anna Cheney and Ali Davies from Bendelta centred on whether organisations should prioritise addressing immediate skill shortages or focus on future-proofing strategies. They captured our interest with humour and introduced us to a new skill which will no doubt become the next HR buzz word, “ anti-fragility .” More than resilience, it’s the ability to not only withstand challenges but thrive and grow from them. A key takeaway from this interaction being the importance of balancing present needs with long-term sustainability.

At an interactive workshop facilitated by The Next Step, Malcolm Dore, AMP's Director of People Services, emphasised the need for bespoke operating models to future-proof organisations. Discussions touched upon the importance of stakeholder alignment and engagement, the use of workplace data and forecasting tools, detailed activity analysis and effective change management. We were honoured to have Malcolm lead this session on behalf of The Next Step.

Leveraging technology to enhance culture and wellbeing

It's clear most organisations attending the HR Strategy Summit are exploring how to leverage technology to enhance employee growth and satisfaction in a personal, yet scalable way.

At a discussion on 'Cultivating Wellbeing & Resilience in the Face of Change', panellists talked about the importance of fostering a people-centric culture of gratitude and recognition for attracting, retaining, and motivating top talent to deliver their best work.

O.C Tanner delved into this topic, emphasising the significance of expressing appreciation in both small and significant ways. Nadia Beedeison, Lead Advisor Workplace Culture and Experience, cited research showing that 80% of the workforce needs to feel valued in order for an organisation to be successful. Key strategies discussed included encouraging efforts consistently, rewarding results, and celebrating significant career milestones.

It was interesting to hear how a leading beverage company utilised generative Artificial Intelligence (AI) to deliver a personalised learning solution for a large, highly dispersed workforce of 10,000+. By immersing employees in realistic AI-generated scenarios, they not only observed best-practices but also experienced decision making while feeling the physiological effects of being in a simulated stressful situation. While many would question the relevance of high tech on the shop floor, this example showcased how virtual and augmented reality could train employees on resolving customer conflicts, leading to remarkable success rates in handling cases thereafter.

Embracing AI to promote engagement, leadership development & performance

The day’s final keynote speaker Mike Kim, Head of HR JAPAC & SAMEA at Spotify, delivered an impressive address on embracing AI within the HR profession. He emphasised that you can embrace technology, while still having a human-led culture and without diminishing intrinsic HR skill sets.

To prepare for the future of AI, organisations should first understand the technology and tailor it to their needs, recognising the irreplaceable value of human leadership. Embracing a growth mindset and prioritising trust and safety measures are also vital, ensuring ethical use and employee confidence. Real-life examples from Spotify illustrate how AI can personalise experiences and facilitate career progression, reinforcing Kim's message to lead with empathy, compassion, and effective communication.

In addressing fears of job displacement, Kim reminded us of AI's historical evolution and its current role in making work more purposeful and engaging. From the advent of machine learning to today's generative AI, technology has consistently augmented human capabilities rather than replacing them. By embracing AI as a tool for creativity, critical thinking, and problem-solving, organisations can empower employees to focus on meaningful tasks while emphasising the enduring importance of human leadership qualities such as empathy and effective communication.

How can we help?

By staging, sponsoring and reporting on industry events such as the HR Strategy Summit, we aim to create a platform for People & Culture professionals, providing spaces where they can come together to learn, listen, share ideas and collaborate.

If you are a Human Resources professional wanting to connect for a career discussion, market update or support for your team, please contact us for a further discussion.

Caroline Diek is a principal consultant, based in NSW. She has deep domain experience in assisting senior HR professionals with their career journey and is passionate about building strong teams for her clients.

Human Resources in Healthcare

Mon, 05 Feb 2024 21:40:02 GMT

Job opportunities for Human Resources professionals working in health and allied services saw a significant rise following the initial outbreak of COVID.

While pandemic-related challenges led to a temporary decline in hiring, a notable surge in demand followed afterwards. By February 2023, the HR job market sat at an all-time high. HR job opporuntities softened in the second half of the year, but remain above pre-pandemic levels.

Talent challenges in healthcare and social assistance are well documented. The sectors’ critical workforce includes many ranked highly on the government’s 2023 Skills Priority List*, such as nurses, GPs, and aged/disability carers.

HR people are also in limited supply (11th on the Skills Priority List). This dual shortage underscores the complexity of managing Human Resources in health. People challenges in health and allied services will persist in 2024.

* Jobs and Skills Australia, 2023 Skills Priority List.

On the Horizon

Record investment in heath and allied sectors, while necessary and positive, stems from a previously low base of funding. As these sectors mature, driven by investment in systems and digital transformation, HR professionals must upskill to manage the evolving workforce and technological advancements effectively.

In 2024, HR/P&C teams will also need to focus on employee wellbeing amidst burnout concerns,
while also navigating a raft of legislation changes and industrial relations reforms. Pay pressures and skill shortages will continue to affect the sector.

Attracting and retaining people, whilst future workforce planning will be top of mind for many.

Author: Craig Mason Date published : 22-Aug-2023

Human Resources trends in 2024

Tue, 30 Jan 2024 23:35:52 GMT

What will the year ahead look like for the Human Resources profession in Australia? We break out the crystal ball and offer some observations and predictions for 2024. Read on to understand some of the drivers of the HR talent market and the broader Human Resources trends that will influence levels of HR demand in the year ahead.

Human Resources trends in 2024

HR job market strong & active

2024 is in it’s infancy, but demand for Human Resources professionals is already strong. We’re seeing significant opportunities for HR people across all regions and career stages, but particularly at senior levels of the profession.

There are promising prospects for career progression, but expect increasing competition if you are looking for a new role. According to LinkedIn, job-search activity for all professions is up 16% so far in 2024.

Another LinkedIn survey indicated that 76% of Australian professionals are considering a job change this year. This figure is up 15% on the previous year. Heightened job search activity stems from a softening economy and a yearning for change (see ‘Use by Date’ below).

Fortunately, the HR job market is immensely resilient, particularly in an economic downturn. Our most recent HR Job Opportunities Index shows that while HR demand dropped late last year, it continues to out-perform the national job market.

Increased ‘Use by Date’ churn

In recent years, the pace of churn in senior HR appointments slowed dramatically as HR leaders stood alongside their respective CEOs and fearlessly led the way in responding to the pandemic. At such a demanding, challenging and rewarding time many personal plans for change were put on hold.

The average tenure for HR leaders to remain in a single role has ballooned by an extra two or three years (or even more). After an extended period in the same position, there is now a pent-up desire for change. In 2024 an increased number of senior HR professionals will reach their own ‘Use By Dates’ and seek fresh perspectives and challenges elsewhere.

Changes in leadership will have a cascade effect. Expect to see impacts on the organisation design of HR functions, extending to change at all levels of the profession. In 2024, HR will also need to grapple with increased churn rates in other parts of their organisations, if the survey data reported above, extends to its logical conclusion.

HR is the ‘meat in the sandwich’ when it comes to ways of working

Has there ever been a larger divide in expectations of work attendance between management and staff than currently exists?

The majority of HR leaders couldn’t care less where people work, but it seems many senior leaders do. In 2023, the AFR’s workplace section was dominated by stories of leaders declaring ‘return to office’ mandates. Who’s job is it to clean after that? And what are the consequences of ignoring a mandate?

Already, this year The Fair Work Commission has ruled that an e-commerce company unfairly dismissed a staff member after finding that working from home instead of attending the office was not a valid reason for dismissal.

In 2024 there will be plenty of HR leaders tasked with creating an environment that entices workers back to the office, or blamed when they don’t.

Technical roles are ‘Back in Black’

Specialist capabilities and technical HR skills are in demand in 2024, as the People and Culture profession is required to deal with a broad range of pay issues and legislative demands.

Industrial Relations

Is the significant and materially damaging dispute between DP World and the Maritime Union of Australia (MUA) indicative of a larger level of industrial disputation around Australia?

Possibly not at this level but with a raft of new legislation, even in small business, Industrial Relations is one of the top 5 challenges for 2024 for 2024, As a result, IR expertise will be in strong demand.

Remuneration

An increase in investor and public activism in an environment of lacklustre economic growth and stalled productivity will result in CEO and executive remuneration being at the forefront in 2024.

Combined with reputational damage being inflicted by risks and events in areas such as sustainability, workplace safety, employee rationalisation and the environment mean that remuneration plans will need to balance a growing range of competing agendas. As per the IR environment, there will be no shortage of work for high quality remuneration specialists.

Payroll remediation

How many companies really set out to carry out ‘wage theft?’. A very small number. How many are guilty of having legacy systems in the past that missed tracking small changes in allowances, shift roster conditions and award changes? Who knows? But it’s a lot.

Organisations that have self-reported to date can be described as consciously incompetent. There is a raft that could be still described as unconsciously incompetent with demand for project people to jump in through 2024.

AI creates disruption & opportunity for HR

The media is keen to speculate about the impacts of Artificial Intelligence (AI) on the workforce with headlines such as “Is AI coming for your job?”. Time will tell whether they are creating a storm in a tea cup, or actually reading the tea leaves accurately. Either way, expect to see unabated speculation to continue.

The International Monetary Fund’s CEO Kristalina Georgieva noted that “in advanced economies, about 60 per cent of jobs may be impacted by AI” but that 50% of these would benefit from enhanced productivity. The UK Financial Times ran a survey of global companies and indicated that admin heavy sectors such as Banking and Insurance will of course be at the forefront of AI-related changes. Media, logistics and other sectors were also mentioned as sectors likely to be impacted.

So what is the likely impact/benefit for Human Resources roles? Time will tell but AI is already being used in areas such as Talent Acquisition where it can assist in scanning candidate data and shortlisting the most relevant candidates for a role. Potential AI applications in L&D, IR, remuneration and payroll remediation are also obvious.

In 2024 HR professionals will occupy a unique dual role, evaluating productivity improvements for the broader workforce, as well as their own functions. They must build awareness of AI’s impacts on roles within the organisation and potential transitional needs. This applies to their own function too, regardless of whether the impacts are adverse or positive.

In summary

Human Resources functions are primed for some timely changes in 2024. Between some ‘Use By Dates’ expiring and creating churn, the increased impact of AI and technology, the challenges of balancing workplace cultures whilst improving productivity and balancing technical requirements and capabilities, there will be significant demand in many HR categories in 2024.

How can we help?

2024 will no doubt be an interesting year for the HR function. Expected changes are likely to affect capability and employment requirements.

If you are looking to hire a Human Resources professional or are searching for a new HR role please reach out to Craig, your Next Step consultant , or contact us and one of the team will be in touch for a further discussion.

Craig Mason is the founder of The Next Step. Craig is one of Australia's most experienced recruitment consultants and talent resourcers.

Pivotal Advisory Appointment: Julie Honore

Tue, 28 Nov 2023 21:43:15 GMT

Pivotal Appointment to The Next Step’s Advisory Board

We are thrilled to announce the appointment of Julie Honore to our advisory board.

Julie is highly experienced in working with boards and executives and is known for her strategic insights, passion for business excellence and lateral thinking. She brings deep domain expertise from a range of professional services, management consulting and business advisory roles. Following a successful consulting career, she founded, grew and divested three specialist search firms before working in the board space.

"We are excited to be partnering with Julie” said The Next Step’s CEO Aaron Neilson. “Her integrity, fresh thinking, and commitment to excellence further strengthens our leadership team. We look forward to leveraging Julie's invaluable experience and insights, as we continue to grow the business and make great things happen in the world of work.”

In addition to her highly relevant experience within the Human Resources and Health and Safety professions, Julie has more recently been involved in various board positions and coaching roles, reflecting her commitment to making a meaningful impact at executive and board levels. She will act in an advisory capacity for both The Next Step and our sibling brand, Health and Safety search specialists, The Safe Step (both owned by The Next Group). Her appointment to The Next Group's advisory board is a testament to her confidence in the future and standing of the Group.

Julie said she is looking forward to contributing to the strategic initiatives and success of The Next Step and The Safe Step. "I am energised and committed to the opportunity to contribute to the future direction of a dynamic organisation that has a 20 plus year history of offering highly respected professional services. “What can be more rewarding than working with a business that helps people find their people," she said.

Personal brand: Crafting HR career success

Wed, 25 Oct 2023 11:35:44 GMT

Personal brand: Crafting HR career success

Having a strong personal brand is important for a successful HR career. It’s the key to standing out. building credibility and making a lasting impression. As entrepreneur and best-selling author Chris Ducker put it, "Your personal brand is what people say about you when you are not in the room."

In this article, we capture insights shared at a recent panel discussion hosted by The Next Step and featuring experts from diverse professional backgrounds such as The Iconic, Taronga Zoo, a2 Milk and Boral. We help you explore the critical elements of crafting a personal brand and better understand how it relates to achieving success in your Human Resources or Health and Safety career.

Take a planned approach

Your personal brand is closely tied to the narrative you create for yourself. It's vital to maintain a positive self-image and the right mindset throughout your career. Curate your brand from day 1. Colleagues, managers and others in the industry will be watching with interest.

The power of self-awareness and continuous improvement cannot be underestimated. If you don’t spend time shaping the right narrative for yourself, others might step in and shape it for you. Don’t leave your career up to fate. Think about where you what to end up, and map out key steps, experience or milestones that might help you get there.

Be comfortable being ‘you’

Identify what motivates you in order to move forward in your career. Passion will fuel dedication and enthusiasm, becoming integral to your personal brand.

Reflect on your ‘uniqueness’. Recognise what makes you special. Don't underestimate your natural talents, or what you can achieve.”

Boral’s Executive GM People & Culture, Sam Toppenberg believes authenticity is the key. “Be yourself, don’t try to be anyone else. Work out what you’re really good at and focus on those things,” she said at a recent career development event held by The Next Step.

A2 Milk’s Chief People and Culture Officer, Amanda Hart, supports the notion of staying true to yourself at work, but also highlights the importance of tailoring a message to your audience. “Work on your mental agility and ability to flex. Know when and how to deliver a message,” she says.

Seek and embrace feedback

Seek and embrace input from others, even when it's not entirely positive, and use this as an opportunity for self-reflection and growth.

Being kind to yourself is also key. “We all make mistakes, it’s what you learn from them that matters”, says Taronga Zoo’s Stuart Marshall, Divisional Director, People, Culture & Safety. He recommends stepping back from the initial sting a criticism can create, look for truth in what’s been said and step into action.

The Iconic’s Chief of People and Culture Vesna Garnett agrees that while nobody enjoys receiving criticism, setbacks and challenges tend to make you stronger in the long-term. “Battle scars teach you valuable lessons,” she said.

Be present

Enhancing your personal brand often involves being physically present at the office. It's essential to make yourself visible and heard so that you leave a lasting impression. Being present in the office allows you to interact with colleagues, learn from your peers, glean important information and demonstrate your skills effectively.

Simple things like speaking up in meetings, greeting people in the lift, connecting with senior staff in the hallway, and spending time with colleagues from various departments can boost your visibility in your workplace.

Embrace being uncomfortable

Exploring diverse roles, industries, and challenges can broaden your network and enhance your personal brand. Each experience builds confidence, commercial acumen, and resilience.

Of particular value, are HR roles that help you develop your commerciality and inform you about how the business ticks. Financial literacy and operational knowledge will put you in good stead to navigate and partner with the business, thereby increasing your influence and trust.

Of course, success doesn't have a one-size-fits-all approach. While some may thrive in a non-linear career, a traditional trajectory can also pay dividends if you take a planned approach.

Seek to gain exposure within your current organisation by taking on new projects and engaging with senior management (even if it’s just in the lift to begin with!). Embrace the uncomfortable and put your hand up for new challenges.

Put yourself on the map

Demonstrating resilience, adaptability, and a positive attitude often sets you apart and can lead to promotions.

To really elevate your personal brand, Amanda Hart recommends thinking about how you can raise yourself up and become the first amongst equals. “Think about what you can do to be more visible within the team or broader organisation. Be proactive, instigate something new and leave a legacy.” she suggests.

Hart recommends raising your profile by leading something and really owning it. Don’t just follow traditional work cycles or wait to be given an opportunity. Seek ways to make improvements (even if they are only small) and take action. Even simple steps like setting up a new process, nominating to lead a new initiative or project group, or finding ways to bring people together can help you make your mark.

Take a planned approach

Don't wait for opportunities to come your way. Consider work environments where you thrive, what sort of organisation you’d like to end up in and aspirational roles for the future. Map out a clear plan for your career with clear steps, and don't be afraid to adjust it when necessary.

When looking for, or accepting, a new role, make deliberate choices. Don't just chase money and titles. While they might be nice in the short-term, they are less likely to provide long-term satisfaction. Think about what truly motivates you and what you need to be fulfilled.

Don’t forget that the more money you’re making, the more responsibility and worry you have to take on. And remember that compensation isn't just about salary. Evaluate whether a company's culture aligns with your values and supports your growth and career goals.

Remain curious

Being curious and constantly building your sphere of influence is likely to pay dividend in the long-run of your career. “Read deeply and widely. Build your networks. Put yourself out there. Give to others and you’re going to get back two-fold.,” says Marshall.

Expanding your knowledge and skills keeps you current and competitive. Stay up-to-date by exploring resources like podcasts, LinkedIn Learning, and professional development courses.

Attend events and networking opportunities to connect with potential mentors, sponsors and peers. Offering assistance to others fosters goodwill and opens doors.

Sell yourself effectively

Specialist HR recruitment consultant, Lorainne Winterstein believes that a successful job search often comes down to how well you market yourself online, through your resume and during meetings with recruiters and potential employers. Everything from your headshot photo to your LinkedIn commentary and how clearly you present your ability to make an impact during interviews.

“When searching for a new roles, shape an image that showcases your unique qualities, skills/experience, and what makes you an attractive choice for potential employers.” Winterstein says. “When matching for a role we assess how a personal brand best aligns with a job opportunity. We not only consider if you have the right background, but also whether you will align with the company’s values and culture.”

She also warns that a negative impression can often outlast a positive one. “Ghosting an employer, not showing up for a job interview, or pulling out of a role at the last minute is something that might come back to bite you later-on in your career”.

How we can help

Remember, your personal brand is a dynamic asset that can have a deep impact on your career success. It is something you need to think about, curate deliberately and consider - and that can be empowering. But achieving something great is rarely done alone. To really make your mark, you need others by your side.

Forming a relationship with an experienced HR recruitment consultant is a great way to stay in the know and take a planned approach to your career. With industry insights, salary advice and knowledge of what’s happening in the broader profession, we’re well-placed to keep you connected and informed.

To practice your personal brand pitch, or discuss your short or long term career goals, please feel free to reach out to one of our friendly consultants at The Next Step.

Elevate your career: Crafting an Iconic Personal Brand - Photo Gallery

Fri, 20 Oct 2023 03:44:19 GMT

We had a blast at "Elevate Your Career: Crafting an Iconic Personal Brand" - Hosted at THE ICONIC's Sydney photography studios. Vesna Garnett from The Iconic, Stuart Mashall from Taronga Zoo, Sam Toppenberg from Boral, and Amanda Hart from a2 Milk spoke openly to our early to mid career HSE and HR professionals about their career journeys and shared some tips on creating your own personal brand. It was a great night of mingling & making new connections.

Strategies for making progress in diversity, equity and inclusion

lcraddock@thenextgroup.com.au (Laura Craddock) — Wed, 23 Aug 2023 01:33:51 GMT

Despite best efforts, many Human Resources professionals are only seeing incremental improvements in workplace DE&I. Read on to discover effective strategies for making progress in diversity, equity and inclusion efforts.

The value of diversity, equity and inclusion

Diversity, equity, and inclusion are not just buzzwords or ‘nice to haves’; they are essential for building thriving workplaces that harness the power of different perspectives, backgrounds, and experiences.

As Secretary for Digital, and the NSW Department of Customer Service Emma Hogan shared at a recent Next Step webinar on DE&I , "We know that diverse teams drive better results. We know that they drive innovation. We know that they drive creativity."

Most importantly, Hogan believes that creating environments where people can thrive and do their best work has a profound impact on both culture and outcomes. "Remember that this is a very human journey," she says.

“An inclusive culture where there is strong sense of belonging is a game changer for companies, trying to retain their people,” agrees The Next Step Director Geraldine Doyle.

The changing landscape of DE&I

Many organisations have made great strides in improving diversity, equity and inclusion (DE&I), reshaping our workplaces for the better. That said, the consensus is that there’s still a long way to go.

Female board ASX100 board representation in Australia, for example, rose from 8.3% in 2009, to 38% in 2023. Gender diversity shows progress, yet underrepresentation in leadership roles and a significant 22.8% gender pay gap persist.

New and ongoing efforts are needed to help to level the playing field, dismantle biases and create equitable and inclusive workplaces. Workplace cultures must be designed to actively seek out, listen to and act upon perspectives of different ages, races, ethnicities, abilities, responsibilities, sexual orientation, neurovariance and more. Addressing gaps requires a continued and concerted commitment to DE&I.

Strategies for shifting the DE&I dial

To reap the benefits of diversity, equity, and inclusion and to really shift the dial, it's important to focus on actions that drive meaningful change. Below we capture insights from our recent webinar and highlight practical ways for making real headway in the DE&I space.

1. Lead with head and heart

Diversity Partners CEO, Dr Katie Spearritt recognises that strong, courageous leadership is essential for challenging the traditional status quo and that the greatest progress can be achieved when CEOs set bold aspirations and are genuine in their commitment. “We need leaders who can really stand up, set metrics, set clear expectations and consistently communicate the importance of DE&I,” she says.

Spearritt notes that Boards are becoming increasingly involved in this space (something she wasn’t seeing 10-years ago) and says that while executive leadership is essential for making SE&I headway, we all play a role in creating fair, inclusive and equitable workplaces.

2. Steer clear of tokenism

Beware of falling into the trap of tokenism, where efforts to foster diversity and inclusion feel performative rather than authentic. As D&I specialist Harleen Oberoi notes, "I think we need to move beyond the window dressing." She warns that tokenistic initiatives often miss the mark by not addressing deeper structural changes needed for meaningful progress. Targets, for example, risk ‘othering’ underrepresented groups, creating a fear that there is only one seat at the table and everyone must compete for it.

To shift the DE&I dial, Oberoi suggests looking beyond basic quotas and not only recruiting the right people, but also giving them a voice that is heard and counted. She also recommends being very clear about your ‘why’, aligning with core business goals and ingraining diversity, equity and inclusion across all aspects of the business.

3. Use data as a driving force

Data-driven diversity efforts hold great power. Metrics provide insights into where diversity is thriving and where gaps persist. However, be cautious. Data is not just about dashboards and percentages; it's about understanding and valuing people's stories and experiences.

While traditional DE&I metrics have centred around quotas and lag indicators, Harleen Oberoi recommends measuring the entire DE&I lifecycle of employees. This might include recruitment data, pulse surveys, employee feedback mechanisms, listening groups, performance evaluations, exit interviews, churn rates etc.

Setting key performance indicators for line managers, identifying other meaningful metrics and monitoring lead indicators can significantly advance your diversity, equity and inclusion efforts.

4. Prioritise culture ‘add’, not culture ‘fit’

Organisations typically seek to make a merit-based hires but should be careful about how they define merit. It’s easy to fall into a trap where ‘best fit’ is just a mirror of what’s come before. This unconscious bias simply reinforces the status quo. As Harleen Oberoi shared, the opposite of belonging is ‘fitting in’.

Rather than simply looking for people who "fit" the company's culture, it's better to find those who "add" to it. Dr Katie Spearritt encourages HR professionals and hiring managers to consider expand their notions of ‘best fit’. "I think we make great headway if all of us start talking about culture and how different people can add to the mix of the organisation," she advises.

5. Seek feedback & truly listen

Genuine DE&I progress requires a workplace culture that encourages employees to share their experiences and perspectives openly, knowing their opinions are valued and can make a difference.

Significant progress can be made by actively listening to employees, recognising their diverse needs, and adapting strategies accordingly. Such an approach fosters a sense of belonging, enabling organisations to create policies that truly cater to their workforce's needs. "Diversity is not just about bringing people in, it's about the experience of people," Dr Spearritt says.

At the NSW Department of Customer Service, Em Hogan sets the right tone by personally chairing the Diversity & Inclusion Advisory Council, which brings together the organisation’s twelve employee resource groups (ERGs). These groups, whether focused on indigenous and cultural diversity, LGBTQ+ inclusion, disability awareness, or other aspects of diversity, provide an opportunity for lived experiences to be shared and heard by Executive leaders and inform practices that impact the broader workforce.

6. Get your policies and procedures right

To make real headway in diversity, equity, and inclusion (DE&I) efforts, organisations must evaluate and adjust their policies and procedures, or as Dr Katie Spearritt calls it, their "hardwiring". She emphasises the significance of carefully assessing and adapting recruitment practices, performance evaluations, succession plans, and career development strategies to seamlessly weave DE&I into the core fabric of the organisation's operations.

Harleen Oberoi suggests delving into the 'so what?' aspect of policy implementation. By asking the tough questions and examining the impact of policies, it’s possible to deliver DE&I initiatives that are backed by real commitment.

Tapping into the knowledge and expertise of employee resource groups can be useful for identifying potential problem areas. “If we've got new policies coming out, we will often send them to colleagues and ask for the feedback,” Em Hogan says. “We ask: Have we missed any opportunities here? Should we be thinking differently? Is this policy too narrow?” Feedback is essential for constantly raising the bar. “Just when I think I'm getting somewhere, I realise I've still got so much to learn,” admits Hogan.

7. Harness the power of education & connection

Education plays a pivotal role in driving progress. Start with your leadership teams and frontline managers. This helps them recognise their role in embedding diversity and inclusion in the corporate strategy. Education should extend to all employees, promoting respect and understanding across the organisation.

Personal stories often have the most impact, serving as a bridge, fostering empathy and sparking conversations that move beyond data and statistics. When organisations share real stories of progress, achievements, struggles and human experiences, they create connections that resonates deeply. "The importance of storytelling cannot be underestimated,” says Dr Spearritt. “It highlights why someone feels they belong in an organisation; their success, when they've spoken up." These narratives illustrate the impact of DE&I efforts through relatable experiences, helping individuals better understand the significance of inclusion and equality.

8. Acknowledge privilege

An important aspect of diversity, equity and inclusion is recognising how advantages can shape perspectives. By acknowledging the privilege certain individuals hold due to their background or socioeconomic status, organisations can start conversations that lead to meaningful change.

Creating environments where employees can openly discuss privilege can be a powerful step toward promoting inclusivity. By confronting privilege, organizations can address biases and systemic barriers that impede inclusivity.

Are you ready to shift the dial?

Making real headway in diversity, equity, and inclusion requires more than just incremental change. Move beyond ‘cupcake days’ and seek-out other courageous people within the organisation. Influence leaders, seek-out culture "add" rather than culture “fit”, leverage the power of data and feedback, continue to refine policies, and share impactful stories across the organisation. Importantly, celebrate the progress you are making and keep human beings at the heart of it all.

All of us play an important role in fostering workplace environments where people can thrive and do their best work. Are you ready to help shift the DE&I dial?

How can we help?

To make significant progress in your DE&I efforts, having the right people in your HR function is crucial. Whether you're looking for DE&I specialists or HR generalists with a genuine passion for diversity and inclusion, we have the expertise to connect you with the right candidates.

"As a HR Recruitment specialist, we understand the importance of measuring not only skills and experience but also 'culture add'," says The Next Step Director Geraldine Doyle. “With our assistance, you can build a team of experts who are dedicated to driving positive change and fostering an inclusive workplace.

___

Glossary

Diversity in the workplace refers to the presence of a wide variety of individuals with distinct characteristics, backgrounds, and perspectives, such as differences in age, gender, race, ethnicity, sexual orientation, abilities, neurovariance and more.

Inclusion involves fostering an environment where all individuals, regardless of their differences, feel a sense of belonging, are valued for their contributions, and can fully participate and engage in all aspects of the workplace. It's about creating a culture that appreciates and actively seeks out diverse perspectives.

Equity, in a workplace context, is the commitment to ensuring fairness by recognising that different individuals have different needs and barriers. It involves providing the necessary support and resources to address those unique needs, enabling every employee to have equal access to opportunities, advancement, and success. Unlike equality, which treats everyone the same, equity considers the varying circumstances of individuals.

Workplace Relations Employment Report - November 2023

Tue, 22 Aug 2023 01:41:40 GMT

Workplace Relations high on the agenda in 2023

Global headwinds and the lingering effects of the pandemic have seen Australia’s economy slow. Businesses are grappling with increased cost pressures, talent shortages and strong wage growth. Alongside economic pressures, a wave of federal industrial relations (IR) reforms have been introduced, sparking new tensions, media headlines and shifting priorities for employers.

Periods of concern about job security, flexibility, fair wages and workers’ rights have traditionally presented unions with opportunities to gain influence and membership. Now, traditional employment relationships, not just unionised ones, are becoming blurred. Changing ways of working, the rise of the gig economy, and technological advancements are adding extra layers of complexity.

As a result, Workplace Relations is a key priority in 2023. Advertised demand for IR/ER specialists is now at an all-time high and HR generalist roles with an IR/ER focus are highly sought-after. 45% of all Human Resources job ads now request some level of IR/ER capability.

IR/ER outperforming the general labour market

Compared to the corresponding period 3-years ago, there has been a significant increase in demand for IR/ER expertise. Some of this uplift can be attributed to a post COVID rebound of the HR job market, but even so, Workplace Relations is outperforming.

In the last 12 months alone, growth in demand is up 30% for the IR/ER National Index, with similar high levels of demand also seen in the previous 12 months. Organisations across the board have shown the confidence to hire capability on an ongoing permanent basis. This implies that solutions being sought to resolve immediate challenges are not short-term fixes.

With a relatively small supply of IR/ER specialists, it also demonstrates that employers who are unable to meet the market with competitive salary packages are losing Workplace Relations capability and are scrambling to replace it.

In the past three years, demand has also been strong for contract and interim support to help bolster IR/ER capability gaps within HR teams.

Annual agendas impacting job market dynamics

In both 2022 and 2023, we saw demand jump in the first 6 months before settling in the 2nd half of the year. This could be attributed to Government, business and employee representative organisations focusing on the calendar year for their agendas rather than the financial year.

The desire would be to start the year strongly before settling into the cycle in Jul-Dec. Furthermore, as the year comes to a close, the significant workload placed on many Workplace Relations functions can take a toll. Having been under the pump, many IR/ER professionals get to year end and decide to exit stage left!

Profile of the profession

According to the most recent ABS Census, specialist IR Advisors currently make up 4.3% (approx. 3,500) of Australia’s HR workforce and the median age of IR/ER professionals is 45 years.* This figure surpasses the average age of employees in all jobs, which is 40 years, and is notably 8 years higher than the average age within the broader HR community.

It could be inferred that maturity and experience are of particular value in the Workplace Relations profession, or that earlier career level HR professionals are not as interested in specialising in the Workplace Relations space.

Demand by sector for IR/ER skills

An increased need for Workplace Relations expertise can be seen across a wide variety of industries. It’s no real surprise that sectors like Healthcare, Mining, and Education are at the forefront of heightened demand. These sectors, characterised by large, geographically dispersed workforces operating under award systems, have collectively fostered a surge in demand. Given the scarcity of HR professionals with IR/ ER capabilities seeking new roles, the contest between employers has been competitive.

The deserved demands for better wages and conditions in Health and allied areas such as Aged Care has seen industrial action pickup. While the public health sector has generally maintained a steady level of scaled IR/ER capability, the private sector, which has traditionally not been under-resourced, is now needing to bolster its Workplace Relations workforce.

Regional demand for IR/ER skills

Across all the major employment regions, demand for Workplace Relations capability has been strong. South Australia and Queensland are the stand outs, but growth has been noticeable across the board.

Regions with a robust Resources sector are certainly the strongest performers, especially when coupled with rising demand in industries like Education and Health, which are facing nationwide pressures.

Author: Craig Mason Date published : 22-Aug-2023

The Next Step Celebrates 25 Successful Years in Business

lcraddock@thenextgroup.com.au (Laura Craddock) — Wed, 16 Aug 2023 06:43:36 GMT

The Next Step Celebrates 25 Successful Years in Business

The Next Step, Australia's premier and longest serving HR talent development, recruitment and search consultancy,
is thrilled to announce its 25th anniversary. Established in Sydney in 1998 by Founding Director Craig Mason, the organisation has grown to serve the HR profession and broader business community across Australia.

"We are immensely proud. There have been many highlights over the last 25 years, but it is particularly rewarding to
be so deeply connected to the People and Culture profession and witnessed the natural evolution of the function and
its growing impact in all sectors. We have also had the opportunity to watch our own business develop and grow
whilst supporting the careers of a wide range and number of talented HR professionals and our own team members," said Craig Mason.

Current CEO Aaron Neilson expressed admiration for Craig's achievements, stating, "Craig's vision, specialist knowledge and dedication have been instrumental in The Next Step's success over the past quarter-century. We owe our position as Australia's leading HR specialist to his passion for the function."

Over the years, The Next Step has played a pivotal role in shaping and growing the careers of countless Human Resources professionals. The company's genuine desire to play a role in positive change has been evident in its various endeavours, from staging webinars, forums and networking and sponsoring HR internships and awards.

Other notable achievements include the 2011 launch of sister brand, The Safe Step (leaders in WHS recruitment),
the building and delivery of a wide range of capability development programs for both HR and WHS and a recent brand refresh earlier this year, celebrated with hundreds of customers and colleagues around the nation.

"What's made The Next Step such a success is the talent, passion, and genuine care shown by former and current employees. It's fabulous to work amongst so many talented pathfinders, door openers, problem solvers, team builders, and skill seekers," added Aaron Neilson.

The Next Step operates on the principle that greatness is achieved through collaboration, bringing together the right mix of minds - a carefully considered collective of skills, ideas, care, and character. This philosophy has enabled the company to help HR professionals find their people, fostering an environment where great things can happen.

"Countless times over the past 25-years we’ve witnessed the magic that happens when people find their people. When the right minds are brought together we see ideas come to life, ventures succeed, strong cultures are created, ambitions get fulfilled, diversity thrives, and breakthroughs happen," said Aaron Neilson.

The Next Step looks forward to celebrating its 25th silver anniversary and continues to work towards a future where great things happen through fostering a strong and vibrant HR community.

For more information, please contact:

Aaron Neilson, Chief Executive Officer, The Next Step

aneilson@thenextgroup.com.au

The Next Step is Australia's longest serving HR recruitment and search consultancy, operating at the forefront of the industry for 25 years. With a deep passion for helping people find their people, the company collaborates with businesses to create better ways for them to build and grow successful teams, and connects quality talent with new opportunities where they can pursue their own personal and professional ambitions. Through collaboration, trust, and care, The Next Step creates positive change and a better world of work for all

Webinar: Game changing for Diversity & Inclusion

Wed, 16 Aug 2023 04:48:22 GMT

Despite best efforts, many DE&I metrics are only making incremental positive change.

We spoke to three Diversity, Equity and Inclusion ‘game changers’ who shared their learnings and successes to help us to collectively drive the moment forward.

Our expert panel included AHRI’s 2022 ‘CEO Diversity Inclusion Champion Award’ winner Emma Hogan, DE&I specialist Dr Katie Spearritt and Community and Talent representative, Harleen Oberoi.

BY WATCHING THIS RECORDING YOU WILL:

Explore strategies for driving effective change in diversity, equity & inclusion.
Learn from expert panellists, who will share their best practice advice and lessons learned.
Emphasise the crucial role of leadership, particularly the C-Suite, in driving DE&I efforts.
Better understand the metrics that can help you track headway
Receive actionable insights that you can implement within your own organisation or role.

Insights from the recording will help you develop or refine DE&I initiatives, foster a more inclusive workplace, and contribute to driving meaningful change.

WHO SHOULD WATCH?

This webinar would be beneficial for those who are interested in DE&I efforts within organisations:

HR Professionals: Who are responsible for developing and implementing DE&I strategies within their organisations.
HSE Professionals: Who value and want to build psychologically healthy workplaces and diverse, inclusive teams.
Business Leaders: Who want to take a step-up in their initiatives to foster a more inclusive and diverse workforce.

Finding a new job, while planning for parenthood

Mon, 14 Aug 2023 05:56:35 GMT

Finding a new job, while planning for parenthood

Are you stuck at a crossroads, unable to move forward with life plans as you struggle to choose between career advancement/happiness at work and possible parenthood? It’s a position that many women find themselves trapped in, unable to choose the right road ahead.

Don’t give up hope on finding a happy solution. There are man y wonderful, open-minded employers out there. We work with many of them and have come up with the following suggestions to help you succeed in your job hunt, without giving up on your family plans.

Balancing personal and professional ambitions for aspiring parents

Starting a family is an exciting decision, but it can be made difficult if you’re seeking a new challenge at work.

In the face of this decision, some women will choose to put up with job dissatisfaction and stick it out in their current role, while waiting to fall pregnant. Others put their family plans on hold while trying to find and establish themselves in a new organisation. There are downsides to both options.

A lucky few will connect with an open-minded employer during their job hunt. By being open and up-front Connecting with an employed professional ambition, hiring for long-term potential. In this article we discuss how to find a new job while planning for parenthood. Read on to learn more.

1. Be Brave

There is no perfect time to make a change, so don't let the fear of starting a family hold you back. Take a chance and your bravery may be rewarded.

There are many organisations out there… employers who value diverse perspectives and who will see beyond short-term road bumps (or belly bumps!) to appreciate the long-term skills and experience you can bring to the organisation.

2. Be upfront and honest

Honesty is the best policy when it comes to your career. If you are planning to start a family in the near term, it’s best to be upfront about this during the interview process. Secrets will only add to your stress.

After all, you want to work for an organisation that aligns with your values and supports you on the journey. By sharing your intentions, you know that will be working for an organisation that respects you for who you are.

You will also be able to openly discuss issues such as workplace flexibility and what policies they have in place to support working parents.

3. Focus on the short and long-term benefits

Showcase your enthusiasm and dedication to the role you're applying for. Express your desire to make a long-term commitment to the organisation's success. As with any good job interview, remember to highlight what makes you unique. Make it clear that, regardless of future plans you are the best candidate for the role.

Instead of simply stating that you plan to start a family soon, frame it positively by discussing your long-term commitment to both your career and personal life. Emphasise how you plan to balance responsibilities and contribute effectively to the organisation.

By understanding and supporting your plans, an employer has the opportunity to generate long-term good will and loyalty.

4. Consider contracting

Contracting can be an excellent option for HR professionals who want to experience a variety of different organisations, or who are thinking about a family. A short, mid or long term contract allows you to try a new working environment if you are no longer feeling challenged whilst still exploring other career opportunities. The best part is, that in a contract role, you get to set the timeframes and can work these around your parenthood plans.

Interim work offers flexibility in terms of working hours and can be a great way to gain experience working with various leaders, processes/technologies and industry sectors. Many companies hire contractors to fill temporary positions or to assist with specific projects.

5. Partner-up with a skilled recruiter

Working with a recruiter who understands your needs and goals can make a significant difference in your job search. A skilled recruiter, especially one with deep knowledge of the HR profession, can effectively highlight your skills and experience, showcasing your value to potential employers.

They will not only find suitable opportunities but also educate and advocate on your behalf so that employers see your unique value. A good recruiter acts as your ally, ensuring you find a job that aligns with your style, as well as your personal and professional aspirations.

Good luck in your job search

Remember, there's no right or wrong time to make a change, and while some organisations may shy away from a challenge, there will be others who will embrace your honesty and see the long-term value you can provide. As you embark on this exciting journey, stay positive, be true to yourself, and trust that the right opportunity awaits you. Happy job hunting!

Standing Out as an Employer of Choice: Navigating "The Big Stay"

Wed, 09 Aug 2023 00:31:16 GMT

Standing Out as an Employer of Choice: Navigating "The Big Stay"

As economic conditions soften and Australia attempts to stare-down a recession, we have seen some HR professionals take a more measured approach to changing jobs. This phenomenon, we are calling "The Big Stay," has made it challenging for employers to find high-quality candidates for some advertised roles. However, by adopting strategies that set themselves apart as preferred employers, businesses can thrive in this evolving landscape.

Why ‘The Big Stay’?

During periods of economic uncertainty people tend to be less inclined to change roles or take career risks. High inflation and rising living costs increase the desire for a secure, stable job. The refrain of “last one in, first one out” makes some stay in their current positions, even if they’re not entirely happy.

With less people actively looking for work, candidate pools begin to shrink and employers have their work cut out for them. To overcome this, employers may need to rethink their recruitment strategies, offer appealing incentives or benefits, and provide reassurances of stability to entice cautious candidates.

Strategies for success

In an era, we characterise as "The Big Stay," where candidates are more cautious about switching jobs, organisations must go the extra mile to position themselves as preferred employers.

Here are our tips for standing out from the crowd:

Make the interview process engaging: Make the application and interview process smooth and efficient. During interviews engage candidates and allow them to engage with you. This interaction should be a two-way street.
Demonstrate your influencing power: Highlight how your team is valued across the organisation, emphasising their influence and representation of your business culture.
Highlight stability and job security: In uncertain economic times, people are often wary of taking risks. Assure potentials hires of the stability and security of the position and organisation, highlighting any long-term plans or measures taken to mitigate risks.
Connect on a personal level: Use every opportunity during the recruitment process to demonstrate you and your organisation's personality and openness, as candidates are often attracted to great leaders as much as they are to the role itself.
Offer competitive compensation: Providing an attractive salary and benefits package can make the prospect of switching jobs more appealing for candidates. Ensure you are up to date with current market expectations. Your Next Step recruitment consultant can guide you on this.
Highlight a positive company culture: Showcase a supportive and inclusive work environment that values work-life balance, employee wellbeing, and a strong sense of community. A positive company culture can be a significant draw for candidates seeking a change.
Prioritise career growth and development: Emphasise opportunities for learning, advancement, and skill-building within the organization. Showing a clear path for professional growth can motivate candidates to consider a career move.
Promote your employer brand: Your employer brand is a vital asset. Ensure it accurately represents your company culture, values, and benefits. Working with a recruiter who protect and accurately promote your EVP.
Offer flexible work arrangements: In today's world, flexibility in working arrangements is highly sought after. Providing options for remote work, flexible hours, or other flexible policies can attract candidates who prioritise work-life balance and adaptability.
Partner with the experts: With more than 100,000 HR professionals on our books, The Next Step have deep connections across Australia’s Human Resources community. Our expert consultants know the right questions to ask and will invest time in understanding your organisation's unique attributes and help you showcase them effectively to attract top talent.

How can we help?

Contact us to learn how a specialist recruitment consultancy can support you in navigating "The Big Stay" and succeeding in your talent acquisition strategy.

Our team of experienced consultants can help you to engage candidates in meaningful ways, showcase the value of your team, and protect and promote your employer brand to attract and retain top talent.

Half-time in 2023: What’s impacting HR?

Fri, 21 Jul 2023 13:00:54 GMT

Half-time in 2023: What’s impacting HR?

As we enter the second half the year, Australia’s business landscape and the role of Human Resources (HR) is undergoing significant shifts. In this article we take a closer look at some of the prevailing trends that are shaping the People/HR function. These developments have far-reaching implications for organisations as they navigate the challenges and opportunities that lie ahead. Read on to learn more about the trends impacting HR in 2023.

Trends impacting HR in 2023

We have just ticked over into the 2 ^nd half of the calendar year (and the start of the new FY), which is always an opportunity to take pause and review.

2023 started with a range of known, unknowns. In January we were asking : Where would interest rates land?; What impacts would rising inflation have on business and consumer confidence? and; Would unemployment jump significantly? These questions remain current.

In addition, we have seen new themes come to light, with some big-ticket items having distinct implications for People/Human Resources functions. Read on to learn more about the trends impacting HR in 2023.

Do more with less

As interest rates bite, consumers are starting to close their wallets. It’s become ‘crunch time’ for some consumer-driven sector margins, with input costs including wages rising. External cost pressures are requiring HR to support organisations with resourcing adjustments. Essentially the messaging is ‘do more with less’.

Even previously booming sectors, such as technology, are starting to consolidate. Tech sector Talent Acquisition teams are being slimmed-down. Even some of the tech heavyweights are focusing much more on performance.

For example, the Rear Window in the AFR hilariously reported that it was “ mesmerised by news of Canva’s new performance ranking system . ” In what looks like a relabelling of a circa 1990’s GE/ Jack Welsh five tier performance ranking system Canva are ranking performance, from worst to best as: “Missing. Approaching. Thriving, Excelling and Redefining.” Given the cryptic nature of these labels, one can only imagine the cynical tech-types at Canva having a blast ribbing each other. Or, as the AFR said, “We welcome any reader attempt to explain that taxonomy”.

The other darling of the Australian IT sector, Atlassian, has also suddenly embraced a five-tier system (but retained the orthodox 1990’s labelling)… and still they pump their own tyres for being “the best place to work”.

Culture wars

Organisational culture has received a great deal of press attention recently, with a particular spotlight on partnerships and PwC. The extraordinary unravelling of the largest accounting firm in Australia has been compulsory viewing. Reports indicate that PwC is likely to end up smaller than it’s three main competitors Deloitte, EY and KPMG (who all have their own issues).

The Senate shows no sign of letting up, but when the dust does finally settle, it will be fascinating to see what the culture of ‘profit before ethics’ has cost the Big Four. Certainly, the financial damage and the cost to people’s careers has been extraordinary. It’s likely that shockwaves will extend to a broader assessment of the partnership model too. A lack of oversight of the Big Four and their consulting services has cost taxpayers billions of dollars. There are now calls for a Royal Commission.

Is this a cautionary tale that HR can leverage? Hopefully the PwC case-study can be used to influence business leaders across Australia, teaching them that ill-gotten short term gain can create long-term pain. Or, put more simply… just do the right thing.

AI and productivity

Many organisations expect the HR profession to sit at the forefront of productivity improvements and operating model changes due to AI. That said, AHRI reported in July, that most HR professionals are approaching the use of AI technology with trepidation .

These findings are supported by a Gartner survey which revealed that just five per cent of HR leaders had already implemented generative AI with another nine per cent looking at pilots. Notwithstanding this small initial take up, they made the point that HR expects to take a leading role in the evolution of generative AI. Underscoring this, the majority of respondents saw AI as an unavoidable part of HR’s future and were participating in enterprise-wide discussions around their organisations overall take up.

The banking sector is an early adopter, driving AI uptake and innovation. ANZ has long been ahead of the pack when it comes to offshoring jobs and is now further increasing it’s investment in India. National Australia Bank (NAB) and CBA are following suit, with plans to dramatically increase the size of their own Indian operations.

The banks are hiring highly-skilled engineers, architects and business analysts. They are particularly keen to tap Indian expertise in emerging areas like artificial intelligence. The NAB’s Chief Technology Officer, Patrick Wright said proudly , “We have tap into global capabilities to find the skills we need.”

The reality is that where the banks lead, other sectors will soon follow. HR will be required to manage transformations and must be ready for the change.

Executive reward, boards and public perceptions

It seems that boards are becoming sensitive to public and shareholders. They are asking: How much is enough?

Despite average realised pay for ASX 100 CEOs falling to the lowest level recorded in nine years , executive reward could become a lightning rod of discontent, given current cost-of-living pressures. After all, CEO salaries remain a very healthy $5.3 million per annum (compared with $5.7 million in the 2017). Surely they are not crying poor are they?

This year’s list of best paid CEO’s was led by  Resmed boss Mick Farrell , who took home realised pay of $47.1 million in 2022, just ahead of  Goodman Group’s Greg Goodman  ($44.3 million, who is always up there and goodness knows what he does with it all) and News Corporation boss Robert Thomson ($35.2 million).

As mentioned previously, PWC, Deloitte, KPMG and EY are already in the pay spotlight. When speaking to the Senate Deloitte CEO, Adam Powick, couldn’t defend his pay packet which is seven times more than the Prime Minister (not including the trailing long term pensions retiring partners achieve every year).

Look at any ASX listed companies annual report and its clear Executive Reward and Compensation Strategy is high profile. For instance, the Remuneration Report in the NAB’s current Annual Report runs to 34 pages long – all pretty tables, graphs and pie charts. It’s obviously a big deal for companies to explain the quantum’s offered to C Suites.

With the mid-season earnings reporting season just starting and the potential for some notable profit downgrades resulting in unhappy shareholders, executive compensation will remain as high profile as any time in the past. Remuneration is always a peak responsibility for HR and yet time and again, this crucial function is very often under resourced by CPO’s and over pressured by the business. This is constant feedback from Remuneration professionals.

Pay remediations

The list of organisations to self-report underpayment of employee’s minimum pay rates and entitlements is starting to get very long.

On top of this, in 2022 alone, the Fair Work Ombudsman performed over 4,000 investigations in Australia. These reviews resulted in the recovery of approximately $532 million of unpaid wages and entitlements, of which $279 million related to 267,000 employees of large corporates. Media initially focused on large retailers and hospitality but now the issue of wage underpayment appears to impact businesses of all sizes and sectors of the economy. The latest to take centre stage is the tertiary sector. Are there still some Uni’s to fess up?

Most firms that have self-reported are large and have sophisticated systems which can be used to untangle underpayment. However, there are many, many organisations that have antiquated systems at best. Goodness knows how they will ever get to the bottom of the issue. HR and payroll teams are no doubt busy in the background!

Workplace cadence and place

When it comes to hybrid ways of working, the HR community is performing a delicate balancing act between delivering what executive teams and employees want. Even within the same sectors, there are differences in approach.

CBA was amongst a wide range of organisations to publicly mandate office attendance. They haven’t even begun to implement the mandate yet, but already the FSU has challenged the decision with the Fair Work Commission . CBA is insisting that more than 20,000 non-customer-facing staff spend at least 50 per cent of their time in the office each month.

On the flipside, NAB have a draft EBA that enshrines work-from-home conditions which could set a precedent for the wider financial services sector. (You can almost hear a collective groan from the property sector).

HR job market… time to manage expectations

Current interest rate hikes would suggest a downturn in CBD housing prices. That hasn’t happened. Why? For a start, owners are nervous about listing property in the current market, resulting in a third less stock on the market than normal. As such, demand continues to outstrip supply.

Just like the property market, unless really required, candidates aren’t emboldened to take a brave career decision and change jobs when the economy is looking shaky. Instead, they are hunkering down and staying put… unless temped by a compelling offer.

On the flip side, hiring managers think because it’s a slightly softer market, they will have their choice of HR professionals. Some even believe they might even get a bargain. They’ll have to think again. Our latest HR Job Index shows that Human Resources professionals are still in strong demand in the 2 ^nd half of 2023.

Meanwhile at the big end of town in the plus $1 million market, some moves include; Qantas are in the market for hire their new CPO; Susan Ferrier has retired from her $1.3 mil CPO role at NAB; and Deborah Eckersley has recently finished as People & Culture at Bank of Queensland. More to follow we suspect. Some are wondering how substantial the rumours are, of a search in progress for Westpac?

How can we help?

The landscape for Human Resources (HR) continues to evolve, shaped by a myriad of factors impacting organisations and their workforces.

If you are looking for more details on how and where we’re seeing these trends play out, or you would like a more detailed update on the evolving HR job market, please get in touch with Craig or any of The Next Step team.

10 characteristics of a HR trailblazer

Fri, 23 Jun 2023 09:36:40 GMT

10 characteristics of a HR trailblazer

In the fast-paced world of Human Resources, trailblazers are the individuals who navigate new territories and lead the way for others. They deliver significant value and are in high-demand from employers.

In a recent webinar for The Next Step Human Resources General Manager, Fiona Hocking , spoke about what it takes to become a HR trailblazer, touching on the need for strong commerciality, a curious mind and a willingness to say ‘yes’. It’s these characteristics and more, which empower HR professionals to shape the future of the field, advance their careers and make a lasting impact. Read on to learn more about the top 10 characteristics of a HR trailblazer.

1. Nails the basics

While it sounds boring, mastering ‘HR essentials’ is a key part of being a trailblazer. Build trust and credibility with seamless BAU activities. For example ensure payroll, systems, communications and recruitment activities are running flawlessly.

At a recent Next Step webinar, Human Resources General Manager Fiona Hocking warned that it’s much harder to lead change or get a seat at the table if you haven’t nailed the basics. “When the fundamentals run smoothly, you create the stability and get the buy-in to take-on new challenges,” she said.

2. Develops strong commerciality

Commercial acumen is a characteristic seen in many successful HR professionals. This involves knowing an organisation inside-out… and not just from a people perspective.

“Look at it from different angles. Learn how operations work. Understand the financials. Who are your customers? What’s the broader market you’re working within?” recommends Fiona Hocking. “With this commerciality, you can better enable the business,” she adds.

Maintain commercial focus, by considering not only ‘what’ you’re doing, but also ‘why’. Firmly anchor your work to the organisation’s focus and priority areas. Aligning (and realigning) your efforts to support strategic goals creates stability amidst uncertainty and help trailblazers navigate change.

3. Supports their thinking with data

HR trailblazers typically value high-quality data and know how to use it to full effect. “Great HR partners have accurate information to share with their leaders. Strong data builds credibility and opens-up the conversation,” says Fiona Hocking. “There's a lot of information to get your head around. Think about what it means in your own part of the business. Look for connections, translate into future strategies and begin influencing,” she adds.

Having the right data only forms part of the story. Trailblazers also need to know how to interpret information tell a compelling story with numbers.

4. Has a curious mind

Having a curious mind opens doors to new possibilities, fuels continuous learning, and fosters innovative thinking.
Build creative time into your work schedule and find ways to stimulate your curiosity including:
Reading widely on a broad range topics
Reviewing research and case studies e.g. Gartner surveys
Keeping up with global news and trends
Networking across different sectors
Connecting with HR colleagues and discussing what’s happening on the ground.

Fiona Hocking recommends starting a new organisation (or a new project) with an open mind. “Be proud of your craft but explore all ideas to understand which theory or framework is right for the business context,” she suggest.

5. Says ‘yes’ to the unknown

Expand your horizons and open new doors by saying ‘yes’ to opportunities, even when they push you out of your comfort zone. “Don’t close down ideas too quickly or be limited by what you don’t know. Show you’re willing to try new things,” says Fiona Hocking.

Embracing different opportunities will broaden your skillset, expand your network, and demonstrate your capability to take on challenges, paving the way for personal and professional growth. “Bigger isn’t always better. Don’t be afraid of a sideways step if it adds to your toolbox of tricks,” says Fiona Hocking.

The Next Step’s Associate Consultant Alex Jennings agrees. “A career move might not bring more money, but it could give you a new title, cross-sector experience or different skills and capabilities,” he says.

New experiences build resilience and adaptability. Even setbacks offer a valuable lesson. Even when things don't go as planned, there is an opportunity to gain insights and grow.

6. Cares for themselves as well as others

You can’t show up as a leader if you’re not looking after yourself. “We see successful HR trailblazers leaving roles and derailing their careers because they’re caught up in politics or burnt-out,” says The Next Step’s Managing Consultant, Anica Weereratne. “Self-care isn’t selfish… it’s crucial for those wanting to last the distance and lead by example.”

While Fiona Hocking acknowledges the pressure to “keep delivering”, she says targeted delivery is more likely to get you a seat at the table. “Be great at the basics, then be focused. Choose two or three things that really count and do them well. In time this will give you licence to do more,” she says.

She also recommends ‘sacred time’ which preserves favourite activities, even during busy periods. “Be confident to set your own boundaries,” Fiona Hocking says.

7. Understands & interprets global trends

As a trailblazer you should scan the horizon for future trends, but also maintain focus on what you need to achieve in the here and now.

“Long term planning is needed for talent, leadership, development and a whole host of other areas, but don't get so far ahead of the game that you trip yourself up,” warns Fiona Hocking.

Global trends currently impacting HR include:

Global uncertainty and fiscal instability
AI, big data and analytics
the rising prominence of ESG
Human wellbeing
The future of work (incl. making hybrid a success for everybody)

Having a global outlook is an important part of being a HR trailblazer, but Fiona Hocking warns that trends should be translated to ensure they are fit for purpose. Sometimes “big, shiny and new” isn’t necessarily better, she says.

8. Is a strong influencer

As a HR trailblazer, you will be expected to help the business navigate transformation and change. Key to this is communication and influencing skills. “Yes, you've got the technical expertise, but it's how you leverage it and how you build those relationships to actually make an impact,” explains Fiona Hocking.

Achieving outcomes and getting things done involves building relationships across the business, but particularly amongst your leadership peers.

9. Are self-aware

Strong self-awareness allows HR trailblazers to leverage their core strengths and work on areas for improvement.

“People who self-reflect and know where they want to go are at a distinct advantage in their career,” says Anica Weereratne. “Connect what you’re great at, with your ‘must haves’, but be aware that your ‘must haves’ will change over time” adds Fiona Hocking.

Self awareness will also help you navigate the problems and politics that exist within all workplaces. “Don't become the noise,” Fiona Hocking says. “Try and build out of it. On the personal front, it means you are coming to the table with solutions, you're not coming to the table with politics.”

10. Strives for progress over perfection

Instead of aiming for flawless results, HR trailblazers seek to get runs on the board and continuous improvement. These characteristics help them to adapt to changing challenges, learn from experiences, and achieve tangible outcomes.

Fiona Hocking recommends the 80/20 rule. “Just get on and do it,” she encourages “Get runs on the board and execute.”

Qualities of a HR Trailblazer

Openness to opportunities: Say 'yes' to every opportunity, understanding that it can lead to unexpected paths and new avenues for growth and development.
Embrace the unknown: They are not limited by what they don't know. Instead, they demonstrate a willingness to learn, explore, and embrace new challenges and experiences.
Avoid premature closure: They keep an open mind and avoid shutting down ideas too quickly, recognizing that there is value in diverse perspectives and unconventional approaches.
Diverse experiences: They understand that career progression doesn't always have to be upward and are open to sideways moves or different environments to broaden their skill set and knowledge base.

How we can help

Becoming a HR trailblazer doesn’t involve rocket science, but it does require self-awareness and intention. Those wanting to be future leaders should take a planned approach to their career. Map out where you want to go, and consider what it will take to get there.

As well as saying ‘yes’ to opportunities that arise, invest in your own professional growth and development. Volunteering for new projects, gaining cross-sector experience, undertaking formal study, or seeking mentoring/coaching are some of the options for growth available.

Forming a long-term relationship with one of The Next Step’s specialist HR recruitment consultants will also be beneficial for your career.

We’ll listen carefully to what you are looking for and help you plan the right steps to support your short and long-term ambitions.

Success for your first 90 days: A guide for HR professionals

Mon, 19 Jun 2023 01:36:37 GMT

Joining a new organisation? The first 90 days are critical for establishing credibility and influence. This guide provides a roadmap for HR professionals to ensure they start strong, take ownership of a role and set themselves up for long-term success.

Success for your first 90 days in a new HR role

As an experienced HR professional taking on a new role, the first 90 days present both exciting opportunities and potential pitfalls. How you handle this transition period can make or break your ability to get the most out of the role, drive meaningful change and cultivate trust within the organisation.

Day 1: Start off strong

Arrive early to start your day calmly.
Dress for success according to company culture.
Come prepared with questions about your role, team & key priorities.
Be an active listener and take notes during onboarding sessions.

Week 1: Learn the ropes

Clarify immediate expectations and goals with your manager
Start building connections by introducing yourself to colleagues.
Pay attention to names, interests, responsibilities & reporting lines.
Ask for access to key documentation, processes & systems.
Observe group dynamics, communication styles, and decision-making.
Review company handbook and policies.
Look for small ways to contribute by asking "How can I help?"

Month 1: Find your groove

Schedule 1-on-1s with any core team members you haven’t met.
Check in regularly with your manager to gather feedback.
Study the company culture, values and ensure goal alignment.
Attend team meetings or events to build working relationships.
Review practices and look for areas to add value.
Be kind to yourself. It’s tough settling into a new role.

Month 2: Increase your impact

Gain a deeper understanding of strategic objectives & HR’s supporting role.
Look for ways to increase efficiencies or improve processes.
Identify quick wins to demonstrate your capabilities and work ethic.
Seek out valuable resources, tools or partnerships to support HR initiatives.
Identify any skill gaps and create a professional development plan for yourself.

Month 3: Solidify your standing

Reflect on your progress over the first 90 days & acknowledge achievements to date.
Reset your goals and priorities based on your deeper understanding.
Celebrate wins and keep building positive momentum.

90 days +: Ongoing success

Build deeper connections through knowledge sharing, volunteering for tasks, projects or committees.
Seek out stretch opportunities to expand your skill set.
Take on a high-visibility project to increase influence

The first 90 days can be both energising and overwhelming. It's important to maintain connections with your professional community during this transition. This includes leveraging The Next Step team as a sounding board.

It's also critical to stay plugged into the broader HR dialogue. This keeps you abreast of new trends, best practices and innovative approaches to support your leadership. Remain engaged through broader networking opportunities and resources like signing up for The Next Step's webinars and e-newsletters . A vibrant professional network fosters continuous learning and development.

The first 90 days establish the foundation, but your professional progression is an endless pursuit. Cultivate a growth mindset, intellectual curiosity and adaptability to drive continuous improvement. The world of HR is constantly evolving - be a force for positive change.

The first 90 days allow you to shape lasting perceptions through the actions and presence you bring to your HR role. By preparing diligently and taking ownership of the process, you demonstrate your calibre and lay the foundation for making a profound impact in this new organisation.

Mastering the first 90 days: A guide for HR

Download your copy of the guide

How to Get the Most Out of Your ChatGPT Query as a Human Resources Professional

lcraddock@thenextgroup.com.au (Laura Craddock) — Mon, 29 May 2023 06:02:10 GMT

As a Human Resources (HR) professional, you understand the importance of leveraging technology to streamline processes and enhance productivity. ChatGPT, a state-of-the-art language model, can be a valuable tool in your HR toolkit.

By knowing how to get the most out of your ChatGPT queries, you can tap into its capabilities to drive efficiency, gain insights, and provide enhanced support to your organisation.

Below are some tips to help you maximise the HR benefits of ChatGPT:

1. Clearly define you query

When formulating your query, be clear and specific about the information or assistance you are seeking. Clearly state the context, include relevant details, and be concise in your question. This helps ChatGPT understand your query accurately and provide more relevant responses.

Example: "What are the best practices for conducting remote performance evaluations for a hybrid workforce?"

Example: "How can we improve diversity recruitment efforts to attract a wider range of candidates?"

2. Ask for practical strategies & advice

ChatGPT can provide practical advice and strategies for various HR processes. Instead of seeking theoretical information, ask for specific recommendations, tips, or step-by-step guidance that you can implement in your organisation.

Example: "Can you suggest effective strategies to promote employee engagement and well-being in a remote work environment?"

Example: "What are some cost-effective ways to enhance employee training and development programs?"

3. Leverage industry-specific insights

No matter what sector you work in, ChatGPT can provide you with targetted industry-specific insights. Maximise your queries by including relevant industry keywords, or specify the sector in your query to obtain more tailored and relevant responses.

Example: "What are the key compliance requirements for HR professionals in the healthcare industry in Australia?"

Example: "What are the emerging trends in talent acquisition for the technology sector?"

4. Seek guidance on HR policies & procedures.

ChatGPT can assist in clarifying HR policies, procedures, and best practices. Ask specific questions about policies or seek clarification on HR-related matters to ensure a better understanding and implementation of HR guidelines.

Example: "What are the key elements to include in a workplace harassment prevention policy?"

Example: "Can you provide guidelines for implementing a flexible work arrangement policy?"

5. Get creative with training & development

ChatGPT can provide innovative ideas for training and development initiatives. Seek suggestions on interactive training methods, tools, or platforms that can enhance employee learning and skill development.

Example: "What are some creative ways to deliver diversity and inclusion training to remote teams?"

Example: "How can we design an interactive onboarding program for new hires?"

6. Incorporate ChatGPT into employee support systems

Integrate ChatGPT into your employee support systems to provide quick and accurate responses to frequently asked questions. This can help alleviate HR workload and offer employees instant access to information, policies, or resources.

Example: "How can ChatGPT be integrated into our intranet platform to provide self-service HR support to employees?"

Example "What are some best practices for creating an HR knowledge base using ChatGPT?"

Maximising your ChatGPT query

Remember to approach ChatGPT responses as a starting point and supplement them with your expertise and independent verification. ChatGPT is a powerful tool, but it's essential to critically evaluate and cross-reference information when making critical HR decisions.

By following these tips, you can harness the power of ChatGPT as an HR professional, streamline processes, access valuable insights, and provide enhanced support to your organisation. Embrace this technology, combine it with your expertise, and unlock a world of possibilities to revolutionise HR practices.

Watch Outs: What HR Professionals Shouldn't Use ChatGPT For

While ChatGPT is a powerful tool, there are certain limitations and considerations HR professionals should be aware of:

Business data & confidential information: Entering private business information or confidential data into ChatGPT poses significant risks, including potential data breaches, loss of sensitive information, and violation of privacy regulations. It is essential for HR professionals to prioritise data security and use secure internal systems or consult with data management experts to safeguard confidential information.
Employee relations & sensitive matters:
ChatGPT is not suitable for handling sensitive employee relations issues or confidential matters. These situations require individual consideration, a human touch and the expertise of HR professionals to handle them appropriately.
Legal & compliance issues: It is essential to consult legal professionals for complex legal matters. ChatGPT can provide general information, but it should not be solely relied upon for legal advice or compliance-related queries.
Bias & fairness: ChatGPT learns from the data it is trained on, which can inadvertently introduce biases. HR professionals should be cautious when using ChatGPT in decision-making processes to ensure fairness and avoid perpetuating biases.
Individual circumstances: Analyse and filter AI recommendations, considering factors such as your current business context, organisation size and objectives, industry sector, values, culture and unique HR requirements. By refining the information to suit your individual circumstances, you can ensure that the insights gained from ChatGPT are practical and applicable to your specific operational environment.

Navigating Australia's Evolving Employment Landscape: What HR needs to know

Fri, 26 May 2023 00:29:36 GMT

Recent changes to Australia’s employment landscape have left many workplaces scrabbling to keep up. Human Resources and Legal teams are being tasked with advising the business and adapting workplace practices and policies to align with evolving regulations.

In a recent HR leader’s forum held at The Next Step in Brisbane, Deanna McMaster and Leyla Dixon from MinterEllison discussed significant industrial relations reforms, new Respect@Work legislation, an increased focus on psychosocial health and safety and imminent Privacy Act reforms. Below are our key takeaways from the event and a good summary of what’s keeping many on their toes in 2023.

Industrial relations

Australian workplaces currently face a multitude of regulatory reforms. Employers and their HR teams are busy understanding and implementing changes.

Industrial Relations changes (2023) in brief:

Limits to fixed term contracts: Only one consecutive term for similar work; No terms greater than 2-years; some exceptions available.
Prohibiting pay secrecy: Employees can disclose (or ask others about) their remuneration and terms of employment. Penalties apply for breaches.
Flexible work considerations & dispute requests: Formal process for considering and responding to requests, including a dispute process (commences 6 June).
Bargaining: Employers can be forced to bargain; changes to agreement making process; changes to Better Off Overall Test (BOOT). Fair Work Commission can arbitrate.
Public Holiday: Employers must request, not require, employees to work a public holiday and properly consider refusals. Penalties apply for breaches.
Other potential changes lie ahead:

o Federal wage theft regime

o ‘Same Job, Same Pay’ principles to match wages between direct hire and labour hire workers

o Common law definition of casual employee

o Good faith bargaining guidelines

o Consultation about portable entitlement schemes for insecure work

o Expanding the Fair Work Act for the gig economy

o Inclusion of superannuation in the NES

o Long service leave?

While the scale of changes may feel daunting, MinterEllison Special Counsel, Leyla Dixon says that it’s important get across the raft of changes and make a start. “The key is to do some planning and get your documentation right, and then it’s going to be achievable,” she told us at a recent Brisbane HR leaders forum.

“If you’re in Enterprise Bargaining, make sure you have you’ve got your bargaining strategy worked out before changes start on 6th June,” suggests MinterEllison Partner, Deanna McMaster.

Respect@Work

Imposes a positive duty on employers to eliminate (as far as possible) sexual discrimination and harassment in the workplace.
Requires a proactive, not reactive approach: identity risks, assess, implement controls, review measures.
Expanded Australian Human Rights Commission powers to investigate and enforce.

Psychosocial health & safety

Regulations vary between states and territories, but overall there is an increased imperative to address psychosocial risks in the workplace.
Common psychosocial hazards include high/low job demands, low job control, poor support, poor workplace relationships, low role clarity, poor organisational justice, poor organisational change management, low recognition and reward, poor environmental conditions, remote/isolated work, exposure to violence/traumatic events, bulling, harassment, sexual harassment, working patterns (long hours, shift work, on-call work)
Employer responsibilities include identifying and assessing risks (consultation important), identifying and implementing control measures, reviewing systems and process, monitoring and reporting.
Officers can be personally liability for not exercising due diligence.
Regulatory responses exist e.g. requests to see assessments/consultation details, scrutiny of workloads (inc. staffing levels), notices to produce documents, improvement notices.

“HR and WHS functions must work together to address psychosocial health and safety, gather data, manage risks and renovate board reports,” said MinterEllison Special Counsel, Leyla Dixon.

Privacy act

Tranche 2 reforms aimed at strengthening protection of personal information and control individuals.
Far-reaching privacy reforms are expected later this year (likely to align the Privacy Act more closely with Europe’s General Data Protection Regulation (GDPR)).
Employees should undertake an information mapping & consider data retention requirements.

How we can help

Don't get caught off guard (or caught short-handed!) when it comes to navigating these significant regulatory changes. If you don’t have the time or the capabilities within your team, we can help.

As specialist HR recruitment and search consultants The Next Step have extensive networks of HR professionals with employee and industrial relations experience (ER/IR) and WHS specialists on-hand to support you in managing the complexities of new legislation. Available on either a permanently or short-term basis, they'll provide invaluable support during transition periods.

Seasoned consultants with expertise in industrial relations, psychosocial health and safety, and broader work health and safety can not only enhance your HR team's effectiveness but also build a stronger foundation of skills within the team.

Geraldine Doyle is The Next Step’s QLD Director. She has been supporting QLD businesses and HR professionals for 18+ years.

She focusses on long-term relationships, quality connections and exemplary service.

Please note: This article includes a general overview for information purposes. For more details please seek specific legal advice that considers your specific circumstances.

Enhancing Psychosocial Safety in the Workplace: A Practical Guide for HR Professionals

lcraddock@thenextgroup.com.au (Laura Craddock) — Tue, 16 May 2023 03:22:42 GMT

Creating a well and psychologically safe workplace has become an imperative for employers and their Human Resources teams. Organisations now have a much stronger obligation to manage hazards and prevent harms associated with bullying, burnout, and a broad range of other risks.

As our understanding of psychosocial safety in the workplace evolves, HR teams, together with the WHS counterparts, are playing a pivotal role in fostering positive mental health and well-being at work. In this article, we capture key takeaways from a recent Next Step webinar and share practical steps for how you can enhance psychosocial wellbeing and safety in your workplace.

Educate yourself about psychosocial safety

Safe Work Australia’s Model Code of Practice: Managing psychosocial hazards at work is a useful resource for understanding workplace hazards and the impacts work can have on mental health.

At the time of publication, various regions are developing their own codes and regulations, with NSW , WA , QLD and TAS the first to finalise.

Comcare’s Work Demands series provides a suite of information for employers, managers and workers themselves to identify and manage the risks of work demands.

Create trusted channels of communication

Create channels for employees to report incidences, express their concerns, provide feedback, and share suggestions. Actively listen to their input and address their needs to foster a culture of trust and psychological safety.

In a recent webinar , Psychologist David Burroughs advised that employees must have access to trusted mechanisms that enable them to easily speak up. Information must not just be sought, but acted upon. He sees the training and education of front-line managers as a key aspect of a bottom-up approach. “Are we equipping our leaders with the capability to actually listen to and understand that information; and somewhere to report those psychosocial hazards or issues?” Burroughs asks.

Managers and supervisors must be trained on how to have supportive conversations about mental health and address concerns proactively. Supervisors also need support to understand new WHS laws and likely psychosocial hazards in the workplace.

More broadly speaking, you can enhance mental health literacy within the organisation by providing education on common mental health conditions, signs of distress, and available resources.

Conduct a comprehensive psychosocial risk assessment

Implement a thorough psychosocial risk assessment to identify potential stressors and hazards in the workplace. Consider factors such as workload, job demands, organisational culture, remote or dangerous work and interpersonal relationships. Use the findings to develop targeted strategies and interventions that address these risks and promote employee wellbeing.

Psychosocial risks vary greatly from one organisation to the next (and within different parts of each organisation. No one tool will hold all the answers, but experts recommend using evidence-based tools such as the Copenhagen Questionnaire , the Thrive at Work Framework and the People at Work Framework

WHS team-members will be essential in helping you to effectively understand, assess and mitigate potential hazards.

Implement effective controls

Focus on implementing controls that address the root causes of problems. Look at up-stream stressors and think about a multi-factorial approach.

Solutions that are too simplistic have been shown to be largely ineffective and, in some cases, have the potential to cause more harm than good. While it might not be easy, peel back the layers to look at underlying problems within the workplace, rather than band-aid solutions.

Recognise that different cohorts of employees may face unique challenges and risks.

Develop profiles or employee personas to better understand these diverse groups within your organisation. This approach allows you to tailor interventions and support systems to specific needs, ultimately creating a more inclusive and supportive workplace.

Track & measure efficacy

Implement a system to track and measure the control measures put in place. Regularly evaluate their impact on psychosocial health and employee wellbeing to understand efficacy.

Metrics such as absenteeism rates, turnover, employee satisfaction surveys, and incident reports form part of the picture, but should be considered lag indicators. As you evolve your approach, consider if you can identify and report on lead indicators and the efficacy of the work that you’re doing.

“Employee sentiment surveys might indicate that a hazard exists, but without detail around the duration, intensity and impact, they are insufficient to assess psychosocial risk.” explains David Burroughs.

This data-driven approach will enable you to refine and improve interventions over time, ensuring continuous progress.

Take an integrated & collaborative approach

Recognise that effectively managing psychosocial risk requires a collaborative approach across the whole of People and Culture (including recruitment, talent acquisition and management), as well as work health and safety, injury management and operations teams.

Establish a shared ownership model to ensure comprehensive governance and a holistic approach to addressing psychosocial risks.

Industry bodies and advocacy groups are another point of call. The Corporate Mental Health Alliance , for example, is a business-led, expert-guided member organisation dedicated to providing mentally healthy workplaces for all people.

Design jobs effectively with psychosocial safety in mind

Effective job design plays a crucial role in managing and improving psychosocial safety in the workplace. By carefully structuring and organising job tasks, responsibilities, and roles, employers can reduce stress levels, enhance employee engagement and help to prevent harm before it occurs.

A well-designed job considers factors such as workload, autonomy, skill variety, and opportunities for growth and development. It ensures that employees have a sense of control over their work, experience a reasonable balance between challenges and skills, and feel valued for their contributions. The SMART work design model is an evidence-based framework that can be used when designing meaningful and motivating work.

Effective job design not only minimises the risk of psychological harm but also creates opportunities for employees to thrive and flourish in their roles.

Making a difference is within your grasp

As a HR professional, you have the power to create positive change and foster a mentally healthy workplace. By fostering open communication, conducting comprehensive risk assessments, enhancing leadership capabilities, promoting work-life balance, and providing training and education, you can improve psychosocial safety for the long-term.

Remember, addressing psychosocial risks is a complex journey, and continuous improvement is key. The best way to make a difference is to make a start.

Resources

Identification & assessment:

Recent research:

Job design:

The SMART work design model

For more information to improve psychosocial safety, watch our webinar in full .

How well are you managing psychosocial risks in the workplace? | Webinar

Thu, 11 May 2023 02:51:40 GMT

Employers now have a much stronger obligation to manage hazards and prevent harms associated with bullying, burnout and a broad range of other risks. There is a burning imperative to create psychologically safe workplaces, but is your organisation getting it right?

In part 1 of this webinar series , expert panellists introduced us to strategies for managing psychological hazards at work and discussed the In this session (part 2) workplace psychologist David Burroughs, EIRS lawyer Steve Bell and Director of Safety, Health & Wellbeing, Jane Bourke reconnect with Aaron Neilson to review the latest regulatory changes and reflect on what we’ve learnt so far.

BY WATCHING THIS RECORDING YOU WILL:

- Receive accurate, up-to-date, advice about the impacts of new regs/codes of practice.
- Explore strategies used by leading organisations to manage psychosocial hazards.
- Learn to avoid common mistakes and pitfalls associated with workplace wellbeing.
- Understand the benefits of taking a multifactorial approach to this complex issue.
- Get ahead of the curve in finding the right people to help you create positive workplace mental health.

WHO SHOULD WATCH?

This session is ideal for Human Resources wanting to comply with new codes of practice, whilst improving the working experience of their people.

Catching a HR unicorn

Mon, 01 May 2023 00:41:15 GMT

Discovering a remarkable candidate, often referred to as a "unicorn," remains the ultimate aspiration for organisations seeking to hire exceptional talent.

These extraordinary individuals possess an extraordinary blend of qualities that distinguish them from their peers, elevating them to a league of their own. They not only possess the necessary HR skills and knowledge but also seamlessly align with the organisation's culture.

Moreover, "unicorn" candidates possess the exceptional ability to wield influence throughout the company, bridging the gap between numbers, data, legislation, and tangible real-world outcomes. A human resource "unicorn" contributes immeasurable value to an organizsation, solidifying their position as an indispensable asset within any team.

As Anica Weereratne , Principal Consultant at The Next Step and her colleague Ramtin Parvar from The Safe Step , highlighted in their conversation, the bidding war for top talent exists, and companies need to think outside the box to attract the best candidates.

Tips to help you find that HR 'unicorn':

Stop Looking for Perfection: Perfection is a myth, and the perfect candidate may not exist.
Instead, focus on finding someone who aligns with your values, has the right skills, and is a good cultural fit for your team.
Offer Flexible Working Options: Flexible working options are becoming increasingly popular, and candidates are actively seeking companies that offer them. Consider different types of flexibility, such as compressed working weeks, job sharing, and remote working options.
Be Clear on Your Organisational Values: Your company's values and purpose should be at the forefront of your recruitment efforts.
Seek out candidates who align with those values and can articulate their own values and purpose.
Articulate Your EVP: Your Employee Value Proposition (EVP) is what makes your company unique and attractive to potential candidates.
Be sure to communicate your EVP to candidates, so they understand what they can expect from working with you.
Focus on Must-Haves: When creating a job description, be clear on the must-haves for the role. Focus on the skills and experience that are essential for the job, rather than creating an unrealistic wish list of desirable attributes.
Provide a Positive Candidate Experience: A positive candidate experience can set you apart from other companies and help you attract top talent. Be responsive, communicate clearly, and provide a smooth and efficient recruitment process.
Offer Development Opportunities: Candidates are looking for opportunities to learn and grow in their roles. Offer development opportunities, such as training and mentoring, to help your employees reach their full potential.
Embrace Diversity and Inclusion: Diversity and inclusion should be a priority in your recruitment efforts. Embrace diversity and seek out candidates from different backgrounds and experiences to bring new perspectives and ideas to your team.

While the search for the perfect candidate may seem daunting, by focusing on the essential skills and values, offering flexibility and development opportunities, and creating a positive candidate experience it can be achieved.

Although the pursuit of an ideal candidate may appear challenging, it can be accomplished by prioritising crucial skills and values, providing flexibility and growth prospects, and ensuring a positive candidate experience.

How can we help?

While the mythical "unicorn" remains an exceedingly rare and elusive find, it is crucial to thoroughly assess your entire Employee Value Proposition (EVP) before embarking on a quest for these extraordinary individuals.

Fortunately, exceptional HR professionals do exist in reality, and we are here to assist you in locating the perfect fit for your team.

P: 1800 573 366

E: info@thenextstep.com.au

Workplace mental health: 2023 pulse check

Fri, 31 Mar 2023 04:30:10 GMT

We surveyed a range of Australian HR and HSE professionals to gauge their workplace mood and to better understand how organisations are building mentally health teams. It is very clear that challenges remain.

Priorities identified in The Next Step's latest Mental Health at Work Moodometer include better ways to measure and cost poor mental health, alongside training and support for managers, who are seen as key to improving workplace culture. Read on to learn more.

Cost of workplace mental health unknown

Only 8% of leadership teams were rated ' very good ' at monitoring and costing the factors that indicate poor mental health, such as absenteeism, presenteeism, employee turnover, stress claims etc.

Ringing alarm bells, 40% were judged ' poor ' at measuring indicators of poor mental health within the workforce.

Mental health advocate, Graeme Cowan believes that having systems and processes to track key indicators is essential for managing risk. "We can't manage, what we don't measure." he explains.

Managers not up to the task

An alarming 44% of people say that most managers within their organisation don’t know how to build a mentally healthy team.

Providing specialist training and support to managers is considered to be one of the key ways organisations can improve positive mental health in the workplace. "There needs to be a consistent experience amongst staff of how managers deal with stress. Some are excellent but some are terrible," one respondent said. Another recommended, "Invest in building people leader capability, specifically inclusion and early intervention."

Genuine care was seen as curtail for making a difference. “Check in on a personal level. Rather than focus on the numbers at all costs,” one commented.

Listening was also seen as being very important. “Listen, work with the people & understand with empathy,” suggests a survey respondent. Improving the culture of feedback, two-way team communications and 360 reviews were also highlighted, with one professional suggesting. "Regularly seeking out the views, opinions and feelings of all employees on their mental health status. Checking in to ensure employees are mentally well and give them a chance to have a voice - especially if they are feeling vulnerable, concerned for a colleague or not travelling well in themselves."

Support for managers is top of mind for HR professionals looking to engage and retain their workforce. "Many organisations are investing in HR people who can help them shift mindset and develop modern middle managers, capable of building, coaching and caring for healthy, productive teams,” says Jo Skipper, Managing Director of The Next Step.

Leadership missing

Only 18% of C-suites are very committed to improving mental health. One in four C-Suites (25%) don't regularly discuss improving workplace mental health.

When asked to identify ways that organisations could do to support and/or improve positive mental health, strong alignment and prioritisation from executive leadership was seen as key.

“Board and CEO to set it as a priority. Equal to client care, is the safety and wellbeing of our people who deliver that care,” was the advice from one survey respondent. “Take a holistic top down approach and drive ownership further into operations rather than rely on the HSE team,” said another.

Stigma remains

Nearly a quarter of people (24%) encounter mental health stigma at work . Just over one in ten believe they have virtually eliminated stigma.

It's no surprise then, that communication, education and resources were identified as one of the top three ways organisations can improve workplace mental health.

“Talk about it! Says it ok to not feel ok,” says one survey respondent. "Understand it is a priority and invest in education and prevention rather than just paying for psych support to pick up the pieces at the end!” explains another.

Facilitating authentic, focused and guided discussions was seen as key for early intervention and mitigation. “Communicate that mental health matters and on practical level [provide] the supports and assistance available - opening up the channels on what is available for employees and who many need further help or support. [Provide] a consistent reminder to [people] on how and where they can get help," suggested one respondent.

12 ways to improve workplace mental health

Survey respondents identified a number of ways organisations can support and/or improve mental health in the workplace. Top priorities are:

Listen to their workforce / seek 360 degree feedback
Provide fair, manageable, sustainable work
Communicate, educate & resource mental health initiatives
Mental health training for managers & staff
Remove toxic behaviour/influences from the organisation
Take a planned, systematic & scalable approach to tackling mental health
Provide mental health/wellbeing leave
Approach the issue with a genuine care/make it personal (not about numbers)
Measure & analyse mental health indicators
Make it a priority for C-suite & ensure leadership alignment
Provide flexible, autonomous work
Create more quality face-to-face time for teams

Poor work culture

Nearly one third of people surveyed say that their workplace culture does not make them want to remain in their current job.

Jo Skipper, believes this is a challenge that can be turned into an opportunity with the right mindset. "What is more alarming? That 1/3rd of HR & HSE professionals say their workplace culture does not make them want to remain in their current job. Or that HR & HSE have the ability to influence and change culture in their roles – but that 1/3 ^rd don’t see that as a possibility?" Skipper says.

Ringing warning bells for employers, one third of employees (34.4%) gave their organisation a rating of 50 or below on the Workplace Moodometer. The average mood of organisations was 59 out of 100, with 5% of all respondents saying their organisation was toxic, dysfunctional and ineffective.

“In the year ahead, many HR professionals believe that organisations must become as obsessed about employee experience as they are about customer experience,” says Jo Skipper.

Team mood

The Team Moodometer average rating sits at 65 , placing it about ‘meh!’ status, but a long way from highly engaged and effective.

Whilst many teams indicated strong alignment with each other, just under a quarter of respondents (22.5%) believe their team mood is 50 of less, with 4.3% reporting they worked in a dysfunctional, toxic team environment.

Toxic behaviour and negative influences were key issues identified as damaging to workplace mental health.

“Since the new CEO came into the business the culture has changed, turnover has doubled and engagement dropped. Until there is change at the top this will continue,” one respodent reported.

The solutions proposed within the survey include, “Hold all Leaders accountable and not accept poor behaviours,” and “Be prepared to walk away from profitable workplace partnerships that create negative mental health stresses.”

Personal mood

Whilst many employees are feeling upbeat and productive, a concerning number of people currently experience low personal mood.

11% of respondents rated their mood at 40 or below, with 3% feeling hopeless and depressed.

About this survey

The Mental Health at Work Moodometer surveyed 416 Australian Human Resources and Work Health, Safety & Environment professionals in February/March 2023.

Survey respondents came from a variety of industry sectors. 26% identified as organisational leaders/C-suite executives, 27% were senior managers, 39% were mid-level managers/individual specialists, 4% were early career/mid professionals and 4% other.

The survey was conducted by The Next Step, in partnership with leading HSE recruiters, The Safe Step and WeCare365 who offer simple, scalable eLearning to prevent mental health issues.

Download Report

How to find and keep people in a competitive job market

Tue, 28 Mar 2023 06:01:58 GMT

Never before has the human resources job market been so tight. Low unemployment and record-high job ad are creating an abundance of opportunities. It’s become increasingly hard not only find good people to join your team, but also to keep them.

Those considering a career move, won’t just settle for any old job. They want a role that they will enjoy, whilst achieving great things for themselves and the company. A streamlined hiring process, meaningful work and compelling EVP are essential. Read on to learn more.

Leadership

Direct leaders

Employees are looking for modern leaders, who have adapted to new ways of working.
People seek a high degree of care and trust from their leaders.
They desire a manager who works for the team, not be part of a team that works for a manager.

TIP: Invest in development of middle management and give concrete examples of teams empowered by leaders during the hiring process.

Board & C-suite

Communication is paramount. Employees want c-suite to be authentic and share the vision.
People are attracted to organisations where values are spoken about and clearly demonstrated.
People want to feel like they are contributing to a greater purpose.
Diversity, gender equality, ESG principals, ‘giving back’ and other purpose-led causes must be genuine (not just lip service) and carry through to all parts of the business.

TIP: Remember to communicate the ‘why’ behind strategic direction and highlight how individuals contribute to overall strategy and purpose.

Recruitment process

Treat your candidates like they are your most valuable customers. You must ‘sell’ the role more than ever before. Build strong engagement at all stages of the process.
Advertise for competencies (not years of experience) and cultural fit.
The interview processes have changed. It’s now seen as a two-way street, with both parties interviewing each other.
Many jobseekers are looking for ‘chemistry’ early in the interview process. Engage them from the first interview. Talk about values, big-picture strategy and how the role your recruiting for feeds into a higher purpose.
Have two people present at a second interview. Consider advance questions or a simple task, which can help you take a deep dive into capability.
Third interviews are usually with a senior leader and team member. Have clear criteria for each person to measure.
We are seeing high drop-out rates during the recruitment process. Candidates feel insulted by long, convoluted processes. The more streamlined your approach, the more successful you’re likely to be.
Organisations are using strengths profiling to be able to hit the ground running with new hires and for development opportunities.

TIP: Condense your hiring process. Panels can sometimes be used to shorten & deepen the interview process. Ensure middle management are driving enthusiasm, and that EVP comes through naturally in hiring conversations.

Flexibility

Flexible work is the expected norm.
Be flexible and about flexible work. One size does not fit all.
Leaders must consciously and publicly follow new norms themselves.
Teams are co-design different approaches to flexibility, to ensure models are fit for purpose.
Hybrid work, flexible start/finish times, 4-day weeks, job shares, additional leave (parental, carers, mental health, school holiday) are just some of the solutions being considered by organisations.

TIP: Train and support managers about how they can unlock the potential of flexibility.

Salary

Salaries have accelerated in recent years, but are now plateauing. Those in the job market may have expectations that are higher than your benchmarks.
Your salary offering must be competitive. Remember that people’s perceptions can differ from reality and must be carefully managed. Transparency can help.
Changing economic conditions will likely introduce financial stress into salary conversations in 2023.
A step-up salary requires step-up duties. Have conversations around expectations.

TIP: Ensure your salary benchmarking is current and consider hiring for potential to broaden your talent pool.

Career progression

Broaden your talent pool by hiring for potential and investing in development opportunities.
People want around what’s coming next. Speed of progression has become increasingly important.
Clear progression pathways are now more important than ever.

How we can help?

Would you like help building your team, developing your own capability or being connected to new career opportunities? Get in touch and one of our team will be pleased to help.

The Top 15 Developments - Celebrating 15 years with The Next Step

Thu, 23 Mar 2023 05:14:50 GMT

I have loved working with the best team of people (past and present) who make my job fun and rewarding and full of joy. I have learned from the people and businesses I have supported. I have watched HR/People and Culture functions lift to become the right hand to CEOs and business leaders across all industries.

I have followed the careers of junior HR people taking their firsts steps into the discipline to now sitting as HR executives in leadership teams. And I have seen the trends that have shaped Human Resources today. The years have certainly changed the HR profession along with the world we live in.

The top 15 developments I have seen over these 15 years:

The range of titles of people led functions and roles have grown and developed enormously.
Self-service HR technology, social media and comprehensive data analytics are a small sample of the developments in technology ultilised to better support and engage with employees.
Learning and development teams are taking a broader blended approach with interactive and employee-led programs using multimedia tools to increase capability, productivity and engagement.
Future of work design, organisational design and development, workforce planning and capability uplift are working together to build resilient organisations adapting to market changes.
Companies are developing their values and purpose as members of the broader community and society, and empowering employees to “give back”.
Talent acquisition and talent management functions have become proactive in using EVP, targeted selection models and talent pipelining to manage the employee experience and better onboard and retain people.
Remuneration has grown beyond just the financial benefits to include sophisticated reward and recognition tools for attracting and retaining talent.
Companies are offering flexibility, hybrid working models, remote working, part time, compressed 4-day weeks and 9-day fortnights rather than a cookie cutter approach to the way we work.
A more proactive approach is being taken in supporting the mental wellbeing and Workplace Health and Safety of both individuals and organisations.
With an increased acknowledgment of employees as customers, the connection between EX, CX and DX strategies to deliver improved outcomes across the business is enhanced.
A greater requirement is placed on commercial acumen as a key capability in P&C leadership.
A brighter light is shining on the diversity, equity and belonging opportunities in our multi-faceted organisations.
The ongoing simplification and clarification of Industrial and Employee Relations frameworks in a collaborative and inclusive manner is driving for mutually beneficial outcomes.
Business partnering has evolved to being a specialty in its own right, working with centres of expertise (COEs) to provide tailored solutions within organisations to capture and consult in a more meaningful manner.
Clear, purposeful change plans and communications are delivering effective strategic solutions that engage an organisation’s people.

I would like to say thank you to The Next Step and to my HR community for allowing and encouraging me to continue to do what I do.

I truly love being part of this ever changing, improving and evolving HR function, and I still love helping HR people find their people.

Insights from HR Strategy Summit

Thu, 16 Mar 2023 04:52:20 GMT

The HR Strategy Summit (NSW) was a great opportunity for HR leaders to share experiences and ideas. The Next Step team enjoyed hosting a round-table on the day and have shared their key takeaways from the event below.

Creating clarity

Consolidate and simplify your tech stack. Aim for seamless integration, greater automation and deep personalisation. This is currently a stretch for many.
Data is important, but it’s what you do with it, that really counts. Invest in analytics and transform numbers into meaningful insights.
We value what’s measured, but do we measure what’s valuable? Set KPIs around what holds genuine importance to your people.
Make sure your foundational HR services work seamlessly (particularly payroll) and stand the test of time.
AI is becoming more prevalent, but even the big players have a long way to go on this front.

Developing managers

Invest in middle management to help them build, coach and care for their teams.
Teams no longer work for managers; managers now work for teams.
Aim to build capacity, not capability and create leaders who can transform, inspire and create a strong collective.
Set clear criteria for who your leaders are and what you want to deliver. Organisations like Commonwealth Bank Australia are distinguishing between ‘leaders of people’ and ‘leaders of work’.

Empowering teams

Don’t need new skills, but need to shift mindset to empower teams.
Behaviours follow mindset, not skillset.
Connect every single person/position-description within the organisation, back to it’s central purpose.
Safety Culture’s immersive customer-themed meeting rooms are a strong reminder of the real-world impact of the business.

Ways of working

The new world of work continues to create workplace tensions.
Strong demand for flexibility needs to be finely balanced with opportunities for quality connection.
Remain flexible about what flexibility means. Personalise where possible and remember that being treated fairly, doesn’t necessarily mean being treated the same. Find pockets of flexibility that fit with business requirements.
When trialling new forms of flexibility allow. Unilever undertook an in-depth 2-year study in partnership with UTS to determine the success of a 4-day work week.

Employee experience

Whilst talent shortages persist, economic headwinds mean the focus is starting to shift towards energising, engaging and retaining existing workforce.
Employee experience is an essential part of the recruitment process. Focus on this through every touchpoint of the recruitment and onbaording process.
During the recruitment process, look for people who provide ‘culture add’, not just ‘culture fit’.
Ensure you are as obsessed about your employee experience as you are about your customer experience.

The road ahead

HR needs to have one eye on the telescope and one eye on the microscope.
Many organisations are struggling with the imperative to cut costs, whilst still delivering results/growth. The consensus is that many will have to learn how to do more with less.
Overall mood is improving, yet we are still 10 points below pre-pandemic levels. While many are no longer in distress, the vast majority of us are operating in stress.
The velocity of change means that it’s an incredibly challenging (but also very rewarding) time to be a leader. Use this opportunity to add value and make an impact.
A deep understanding of people, operations and strong business acumen will help you to build credibility at all levels of the business.
Spend time aligning your strategy, planning and implementation. Centre it all around core business priorities and values. Sounds simple, but this is often where things start going wrong.

How we can help?

Would you like help building your team, developing your own capability or being connected to new career opportunities? Get in touch and one of our team will be pleased to help.

Celebrating with our NSW HR & HSE communities

Thu, 09 Mar 2023 23:33:04 GMT

Some of our Sydney HR & HSE community came out in force to help us celebrate our fresh new brand look. There was a fantastic energy in the room as old friends reconnected face-to-face and new friendships were formed. With many of us sharing common ground, it was a true reminder of why we love helping people find their people.

Bringing our QLD HR community together in celebration

Fri, 03 Mar 2023 06:11:41 GMT

Laughter rang out over the Brisbane River as we launched our new brand look and celebrated with some of our QLD HR community. It was great to see people we've worked with across two decades all come together in the same room... a true reminder of why we love helping people find their people.

Bringing our HR community together in celebration

Wed, 01 Mar 2023 06:10:44 GMT

It was wonderful to be able to bring together our Melbourne HR community together to help us celebrate the relaunch of The Next Step brand. With many of us sharing common ground, it was a true reminder of why we love helping people find their people.

Managing Psychosocial hazards in the workplace

Wed, 01 Feb 2023 11:06:55 GMT

New WHS legislation is placing a greater emphasis on employers’ responsibilities to prevent and manage psychosocial hazards in the workplace. Psychosocial hazards involve the design or management of work that increase the risk of stress and which can lead to psychological or physical harm.

Read on to learn how Human Resources professionals can better understand and improve the management of psychosocial hazards within the workplace.

What are workplace psychosocial hazards?

Psychosocial hazards are factors in the design or management of work that increase the risk of work-related stress and which can lead to psychological or physical harm. They can include:

Role-related hazards – These might include low job control, poor role clarity, high or low job demands.
Management-related hazards - Poor supervisor support and low levels of reward and recognition.
Site-related hazards - Poor environmental conditions, or remote/isolated work.
Organisation-related hazards - Inadequate organisational justice, or poor organisational change management.
Relationship-related hazards - Poor workplace relationships including interpersonal conflict, bullying, harassment (including sexual harassment),
Incident(s)-related hazards – Exposure to traumatic incidents, exposure to violence and aggression

Many workplace hazards may be interrelated. Impacts can vary according to individual people and/or can change over time.

How can employers manage psychosocial hazards?

The OHS Act requires employers to provide a safe work environment, which includes managing hazards and risks associated with both physical and psychological health.

Different frameworks exist, but often include pillars such as:

Intervene early
Mitigate illness
Promote the positive
Prevent harm

Safe Work Australia has a freely available code of practice for managing psychosocial hazards. Australia’s states and territories also have guidelines and resources to support mentally healthy workplaces including the NSW , WA , VIC , TAS and QLD governments.

Acheiving impact

TIn a recent Next Step webinar on psychosocial risk , industry experts recommended looking beyond legislated requirements and seeking meaningful improvements with impact.

Demystifying psychosocial risk, using plain language to talk about mental health and asking simple questions can be a good way to start.

Here are some practical questions to help you manage psychosocial hazards in your workplace:

Where do you hold data relating to the psychological health of your organisation? Collaborate across functions to consolidate WHS and HR data.
What are the recognised risks across your organisation? Start with common, well-known risks, or those which have the potential to cause significant harm.
How can you start to filter and prioritise these psychosocial risks? Put a framework in place and have a clear set of priorities.
What can you do to mitigate these risks? Use evidence-based resources that not only identify, but also evaluate and respond to risks.
Will your proposed measures genuinely improve people's experience of work? Let genuine care drive you. Put people first and strive for real impact.
How can you scale up your response and manage risk at an enterprise level? Can you identify risks by persona groups? Support line leaders as a first line of defence. Seek impactful and repeatable changes.

For more practical steps and resources read 10 steps for managing psychosocial risk written by our sister organisation, specialist HSE recruitment agency The Safe Step.

Take a sophisticated approach to job design

Role related hazards can influence whether people feel bored and apathetic; stressed and fatigued; or engaged and highly motivated at work. These factors can be enhanced as the way we work changes.

The SMART work design model is one of many resources available to guide the design of motivating and meaningful work.

To help mitigate psychosocial hazards in the workplace Human Resources teams should invest in training to improve their job design capabilities within Human Resources teams.

Employees can also be involved in the process. Support them to engage in role crafting to improve their own experience of work.

Assessing & improving psychosocial safety

There are a large number of commercial tools available to help you manage psychosocial safety. Simplistic approaches focus on identification and awareness. More sophisticated approaches evaluate impact, then implement and review control measures. Seek expert advice to understand the different metrics and approaches available.

Resources include the Copenhagen Psychosocial Questionnaire (COPSOQ), the Thrive at Work and People at Work frameworks and Flourish DX .

How can we help?

Do you need professional help developing or implementing a wellbeing strategy in your workplace? We can recruit HR professionals with wellbeing experience, or specialist wellbeing health and safety professionals (either on a permanant or consultant basis).

Or, if you yourself are feeling burnout or working in a toxic culture then it may be time to make a move elsewhere. We have a range of HR job opportunities available including a number that are not advertised on the open job market. Please get in contact with our team to discuss the next step in your career.

Date published : 09/11/2022

Looking for a new role? Search HR jobs

Need help filling a position? Contact Us

HR in 2023! A busy year ahead

Fri, 13 Jan 2023 06:09:40 GMT

Predictions at the start of the year are always fraught affairs. Realistically, the talking heads have no idea what unemployment, GDP or inflation will be by the end of the year. Apart from expecting volatility, the economic conditions are hard to pin down. What’s certain, is that the economy will impact the HR job market. Read on to discover Craig Mason's predictions for what will be keeping HR professionals busy in 2023.

HR in 2023... expect a busy year ahead.

Notwithstanding the many unpredictable economic and global factors that will come to bare in 2023, and putting the big picture aside (if that can be done), there are some reasons to think that the HR profession and HR talent markets will have another busy year in 2023. In no particular order, these reasons include the following;

Executive Reward under the spotlight

ASX companies continue to be scrutinised on their reward practices. Twenty top ASX 300 companies received a strike vote in 2022 on their reward practices including Downer, Blackmores, ASX, Star, Goodman Group, Cleanaway and Santos. Executive reward practices are always under pressure to get the balance right and momentum is growing for a stronger alignment to company performance. In 2022, Australia’s top 50 highest paid CEO’s pay rose a collective 16% at a time when wages have stagnated for the vast majority of workers. Executive reward will be front and centre and skilled experts will continue to be in demand.

A changing IR landscape

Irrespective of your views on Tony Burke and the IR legislation that passed parliament in late 2022, it won’t just be the waterside workers and the train drivers having a barny this year. The legislation will have some widespread ramifications. Relatively small businesses that have travelled under the radar will be caught up in industry-wide pattern negotiations, along with larger organisations. Much IR capability has been lost over the last 10-15 years in corporate Australia. Companies that don’t want the black and white solutions offered by their lawyers may struggle to find the right talent.

Continued talent shortages

Even in a potentially softening economy, there are still talent shortages – the unemployment rate still has a 3 in front of it! Some shortages are well publicised, but others are not. For instance, just before the break, Richard Marles, the Defence Minister said that the ADF was 3000 servicemen and women below requirements and the department was 1000 public servants below its budgeted amount. Who knew? He said that we have a “defence personnel crisis”. The range of sectors that are equally impacted are many and varied. Whilst some heat is coming out of the employment markets, TA professionals will still be in be in significant demand.

Cost cutting & change

Due to the softening economy, there will be some sectors where cost outs and redundancies will need to be managed. Technology companies including FinTechs are at the front of the queue and most likely to be slimming down in 2023, (hopefully they won’t be as high profile and messy as Twitter’s much publicised meltdowns). Having said that, you’d imagine the extra demand and expenditure in the cyber security world will mop-up a lot of excess technology capability. Either way, change and restructuring will take up a lot of HR professionals time in a whole range of sectors this year.

Fixing inequality

Just one example is the law. Law firms have led the way with gender parity but last year, the number of females who made partner in Australia slumped to its lowest level in 3 years. There is a 60/40 spilt female to male graduates in the law but only 16% of the top 50 firms have female leaders. It’s not just the liberal party that has a gender diversity problem. Boards and senior executive teams are still struggling for something that approaches gender balance and it’s a continuing conversation for HR.

Executive behaviour

There were some high-profile sudden departures of CEO’s and senior executives in 2022. Mostly they go without explanation and are paid out to keep things quiet. McDonalds has been charged by the US regulator for a lack of disclosure about their former CEO’s involvement in a scandal. As reported by the media in Jan 2023, even a conservative adoption of similar standards by Australian regulators would require companies to fully disclose if an executive is removed for inappropriate conduct. Pressure will be placed on Australian companies who in the past have hidden executive misconduct for a fear of reputational damage. For instance, ASX-listed shopping centre group, Vicinity Centres is the one of the latest to lose their CEO after a harassment complaint. Two investigations found a high degree of dysfunction stemming from the CEO, Grant Kelly’s behaviour and multiple examples of his harassment of a former senior executive. The Board didn’t terminate him ….. just accelerated his departure ! Seriously? You can’t make this stuff up. The AFR called his exit “a shocker”. One would think that the riot act will need to be read to executive teams that still have an issue with behaviour and HR will lead the continuing education process in 2023.

The rise of AI & use of analytics

ChatGPT could very well dominate the conversation by the end of the year on work outsourcing. The text generating AI bot is being looked at by a range of professions to replace work from Software Engineers to digital marketers. It reached a million users in its first 5 days after its release. This is way faster than any previously released technology including Instagram which took 2.5 months to reach the same number of users. HR could and should be at the front of these discussions along with the continued focus on data to inform people strategies.

Managing psychosocial risk in the workplace

With a greater emphasis on organisational obligations to manage mental health, HR have to collaborate with Health, Safety and Environment professionals to respond to changes in legislation. As testimony to the interest and focus in this area, our organisation hosted a webinar in late 2022 that over 1300 people attended. This is not just a key area of risk to manage but also a true proactive opportunity for HR to support a positive culture around mental health. Learn more about this hot topic here .

Some HR job market hotspots

In the last HR Job Index for 2022 we saw that there are some clear hotspots that will continue to drive overall demand for HR in 2023. These are;

A rise in the range of interim/contract opportunities. In a softening economy, work and projects will still need resources but organisations are looking at shorter term solutions. A good many HR professionals have also indicated that they are favouring the interim assignments as a portfolio approach.
Construction/Mining and Utilities along with Health Services are areas of strong HR activity. Demand in Financial Services has dropped off significantly.
Queensland and Western Australia are both strong markets with Victoria and New South Wales maintaining their overall demand.

Anecdotally, there will also be turnover in the executive levels of HR. CPO’s/HRD’s have been at the forefront since the pandemic started in March 2020. Many are now looking at their next challenge as they navigated their organisations through the past extremely demanding years. A change at the top of the function inevitably brings changes in structure and team make up so could be a busy time HR functions recalibrate.

How can we help?

So with just a small sample of areas of potential demand, 2023 is looking like another busy year in HR and the HR talent market.

If you are looking to hire human resources professionals or are searching for a new HR role please reach out to Craig, your Next Step consultant or contact us to speak to a team member in your region for a further discussion.

Craig Mason is the Founder and Director of The Next Step. Craig is one of Australia's most experienced HR practitioners and talent resourcers, having specialised in the HR field since 1992.

Looking for a new role? Search HR jobs

Need help filling a position? Contact us

How to execute strategy successfully

Mon, 28 Nov 2022 11:07:05 GMT

Strategy, execution, success. It sounds like a simple receipe for success, but all too often organisations fail to execute their intended strategies.

Competing priorities, differing views of success and poor communication are just some of the ways a well-planned strategy can become derailed. In this article, we outline common pitfalls and provide pra ctical tips on how to executre strategy successfully.

Strategy. Execution. Success.

Implementing strategy is surprisingly difficult to do successfully. According to research, 1 in 2 strategy initiatives fail to be properly executed.* Unaware of these terrible odds, many organisations embark on new strategic initiatives without looking for ways to close the gaps on the many things that might delay or derail their strategies.

Without awareness and forethought about the reasons plans commonly fail, there is a good chance of not being able to execute strategy successfully.

Common reasons for your strategy execution to fail

While every organisation has unique context and challenges, common reasons for failure to execute strategy properly include:

Unclear or competing priorities
Misalignment amongst leadership / differing views of success
Governance, systems and structures don't align with aspirational goals
Measuring the wrong metrics for success
No time or space to learn and experiment
A lack of buy-in from leadership and other key stakeholders
Poor communication

Before executing your own strategic initiatives, reflect on past experiences and try to identify any gaps. “Consider a time when strategy execution went well,” suggests leadership coach Jono Brent, at a recent Next Step forum. “What conditions were present? When things haven't gone well, what conditions were missing?”

Focus on alignment and aspirational goals

Have you ever been confronted by competing priorities or different views of success? Misalignment is a recipe for disaster when it comes to strategy execution.

When executing strategy, it’s crucial for leadership teams to be united in their vision. Resistance, objections, or a lack of context can be damaging and will filter-down throughout the organisation. Leaders often underestimate the time needed to plan effectively. Instead they want to jump straight to the action stages of a project. Take the time to think about and agree your long-term (10+ years) vision. What’s required to get you there?

“Strategy execution is hard, you can’t get away from that,” explains leadership coach Jono Brent. “It’s made harder if you’re not clearly aligned on the aspirational future you want. If you’re struggling with strategy execution, have a look to your future and make sure you’re all singing from the same song sheet.”

Be clear about the ‘why?’

Ever wondered why people say they are committed to strategic initiatives, but when it comes to taking action, they respond with apathy or resistance? The answer could be misaligned context.

Understanding the ‘why’ behind your vision for the future keeps everyone aligned and committed. “Context shapes action and behaviour”, explains leadership coach Greg Lazzaro.

“A team must create regular time and space to establish a shared context,” agrees Jono Brent. “This happens best through ongoing conversation.”

Enrol, don’t broadcast

The best laid plans are useless if they fall upon deaf ears. Instead of simply broadcasting your vision, invest time in enrolling others within the organisation.

Greg and Jono’s tips for enrolment

Communicate your vision clearly, so others can easily understand, remember and repeat it.
Enrol others in your vision by presenting it in a way in which each person sees it as a compelling personal opportunity (compelling to them)
Invite each person to freely commit personally to the realisation of the vision. Enrolment ends with a request.
Enrolment involves on ongoing process of recommitment.

Match your operating model to your aspirational goals

When driving change, have you ever been confronted by a gap between the behaviour you want and the behaviour you get? Have you considered whether your operating models match your aspirational goals?

Measurement drives behaviour. People who are labelled ‘change resistant’ are often being measured on metrics that don’t support change.

Review your governance, systems and structures. Do these support your long-term vision? A business that wants to innovate should encourage people to take calculated risks and it’s systems should be free of red-tape, for example.

Build learning cycles into your strategy execution

Acknowledging imperfections and striving for constant improvement is a recipe for success. Many high-performing teams have a learning cycle built into their processes.

Jono Brent sees the value of learning from mistakes and constantly refining plans. Instead of the standard ‘ready, aim, fire’, he suggests shifting to a ‘ready, fire, aim’ approach. “Too often we focus on completing an action, rather than learning how to adapt to remain on right path,” he says.

Build-in time to experiment. Allow people time to reflect, review and learn. Embrace a philosophy of ongoing learning to support breakthroughs.

How can we help

Iuman Resources teams are critical for the successful execution of strategies. Having the right people and capabilities within the organisation will be an essential ingredient for success.

As a specialist HR recruitment and search consultancy, we make great things happen in the world of work by helping businesses build successful teams, and connecting quality talent with new opportunities.

In Your Corner is a team of advisors, coaches and subject matter experts including Jono Brent and Greg Lazzaro, who support leaders to design and deliver breakthroughs. Their approach to high-performance includes four key components: shifting mindset, establishing a stand, developing strategy and enhancing capability.

Date published :

Need help filling a HR position? Contact Us

Looking for a new role? Search HR jobs

Achieving impact in Diversity and Inclusion

Tue, 22 Nov 2022 11:07:01 GMT

Diversity, equity and inclusion should be lead from the heart, as well as the head believes Akhil Palta, a Learning & Organisational Development Leader.

To learn more, The Next Step’s Daniel Ladd-Hudson spoke to Akhil about his experience's with diversity projects in Saudi Arabia and his passion for inclusion within the workplace. Watch the video below or read on to learn more.

Why have you made diversity & inclusion your focus?

I was inspired by my father, add name if comfortable doing so, who travelled extensively around India for work. He encouraged me to take an interest in different people and places.

Over the years, I have lucky enough to work in many corners of the globe including the Philippines, America, Sri Lanka and South Africa. My time abroad taught me one key thing: People may differ; Cultures may differ, but being human unites us all.

I learnt that if you respect people and their culture, you will be respected in return. This philosophy guides my career.

How did your time in Saudi Arabia influence you?

Arriving in Saudi Arabia with only limited language, I was tagged ‘Ajnabi’ (meaning an ‘An Outsider’). I knew this perception would limit my professional opportunities, and I set out to change it.

Working alongside locals, I learnt to love their food, customs and culture. I could also see that Saudi Women really wanted career opportunities.

Having the lens of both ‘outsider’ and ‘insider’ helped change my cultural prism.

Tell us about the D&I project you implemented in Saudi Arabia

The organisation I worked for at the time, strategically decided to pioneer a female-operated call centre. The objective was to create opportunities for Saudi women.

Saudi Arabia is a conservative society governed by Islamic laws. Life and career opportunities for women are highly restrictive, limited mostly to schools and hospitals.

Right from inception I knew it was not going to be an easy ride. As an organisation we were committed to breaking down barriers, however, on the ground there were significant cultural, socio-political, and infrastructural challenges. For example, potential employees had to obtain written approval from their family; male and female sections of the building had to be kept entirely separate; and we had to undergo approvals and audits from religious and moral government agencies.

Despite significant cultural barriers, I was able to set up an exclusive female training team to pilot the project. We went live with 20 women. An overwhelmingly positive response from customers strengthened our business case and we scaled up to almost 900 women during my tenure. Currently the organisation employs over 1500 women.

I learnt that barriers can be overcome and that it’s important to focus on creating possibilities. Piloting the project was a great way for all parties to experience what those possibilities would look like.

What’s your advice for creating D&I impact?

We all make mistakes, but we can make a difference by making an active commitment to diversity. Remember that ‘Inclusion’ and ‘Exclusion’ can happen in momentary interactions.

I believe the best way to make a difference is to:

Be intentional about Diversity & Inclusion
Drive it from the heart, not by metrics. Measurements are just a guide.
Small steps, like pilot programs, are fantastic at showcasing future possibilities

How we can help

Are you a Human Resources professional with a passion for diversity and inclusion? As HR recruitment and search specialists we can help connect you with a like-minded employer..

Do you want help with a new diversity inclusion initative in your workplace? As Australia's longest serving specialist HR recruitment consultancy we can connect you with permanent or temporary Diversity, Equity and Inclusion specialists.

Daniel Ladd-Hudson is a Principal Consultant with The Next Step. He supports HR leadership appointments in the Victorian and Queensland regions. With 25-years experience working in recruitment, Daniel is well-recognised for assisting executives across Asia, Europe and the US to create positive candidate experiences.

Date published : 22/11/2022

Looking for a new role? Search HR jobs

Need help filling a position? Contact Us

Managing Psychosocial Risk in the Workplace | Webinar

Tue, 11 Oct 2022 11:06:50 GMT

How well does your business understand psychosocial risk?

Providing a workplace that enable people feel safe, secure and supported at work is essential for a stable and motivated workforce.

In this webinar on psychosocial risk, we discuss legislation and what this will mean for employers. Expert panellists will share best-practice advice, providing ideas to take back to your workplace. This session is ideal for aspiring and established HSE leaders, as well as other leaders in an area where collaboration across functions will be imperative.

By watching the above recording you will:

-Better understand the impacts of new psychosocial risk regulations
- Explore evidence-based strategies to support positive workplace mental health
- Get practical advice for designing, implementing and evaluating psychosocial risk strategies
- Learn how HR and Safety teams can better work together to increase effectiveness

Want more information?

Get a list of useful tools and resources and read our key takeaways from the webinar here.

About the speakers:

David Burroughs, Principal Psycholgist, Australia Psychological Services
Dave has had a 20-year international career as a psychogist and strategiest who specialises in psychological risk management. he supports and advises leading organisations in their Psychogical Health and Safety activities and is also Chief Mental Health Officer, Westpac Group.

Jane Bourke, Director - Safety, Health & Wellbeing at Woolworths
Jane is a globally accomplished health and safety professional with extensive leadership experience working for several of Australia’s ASX Top 20 companies and other global organisations with varying risk profiles.

Steve Bell, Managing Partner, EIRS at Herbert Smith Freehills
A leading work health and safety lawyer, Steve advises and represents businesses on all aspects of safety regulation. He is an expert in health and safety issues and workplace injury related litigation.

Aaron Neilson CEO, The Safe Step and The Next Step
Aaron is expert in the search and selection of executive leadership and management positions within the work health and safety. He helps shape careers, deliver business impact and influence broadly across the profession.

Date published : 11/10/2022

Workplace Mental Health Moodometer

Mon, 10 Oct 2022 11:06:43 GMT

The October 2022 Mental Health at Work Moodometer survey reveals concerns for workplace mental health. The research uncovers employee sentiments about workplace mood, access to mental health programs and the top barriers for creating mentally healthy workplaces. Click on the image below to download your copy of the report, or keep reading for more information.

Download the Mental Health at Work Moodometer report

Workplace mood improves slightly

The mood in Australian workplaces has improved slightly in the last 3 months, up from 58% in June to 63% in September according to the 2nd Mental Health at Work Moodometer.

It also shows that while people’s personal good mood has declined from 66% in June to 60% in September, 56% see their mental health improving over the next 3 months.

3 top barriers to creating WELL workplaces

When employees were asked to nominate the No 1 barrier to building a mentally healthy workplace, 27% said their workplaces were too busy to focus on mental health, 23% believed mental health was not seen as a priority at work and 18% think that leaders lack the necessary skills to deal with mental health issues.

Removing these 3 barriers is the key to ongoing improvement in workplace mental health.

"Managers are the key to building mentally healthy teams, which then lead to robust organisations. They can do this by promoting a sense of connection and care, having each other's back, and involving colleagues in key decisions." said Graeme Cowan, WeCARE365's co-founder.

Great investment in workplace mental health

In reponse to rising concerns about workplace mental health Aaron Neilson, CEO of specialist HSE recruitment agency The Safe Step has seen organisations increase their investment in wellbeing. “Organisations are increasingly developing enterprise-wide strategies and hiring specialists to drive a more informed, evidence and risk-based approach," Neilson said.

Demand for more specialised skills is also increasing within the wellbeing space "Organisations are starting to steer away from employing ‘passionate advocates’ in the wellbeing space and are moving towards a stronger demand for specialists with a clinical or organisational psychology background and experience,” explains Neilson.

Sunnier outlook

76% of employees say they are able and willing to support a colleague in distress.and 62% say that they feel they can talk to their manager about a personal mental health problem.

"It's wonderful that employees feel confident in being able to support a colleague in distress, however stigma and neglect of mental health issues still exist at an organisational level," explains Jo Skipper Managing Director of The Next Step. "Employers can support, retain, and attract workers by creating ‘well’ workplaces with strong cultures that engender trust and demonstrate care," she said.

In positive news 1 in 2 people surveyed believe that their mood was likely to improve in the next 3-months.

About the Moodometer

The October 2022 Mental Health at Work Moodometer study surveyed 1000 employees across Australia.

Conducted by The Next Step in conjuction with mental health expert Graeme Cowan, the study looks at mood on a personal, team and organisational level, addressing issues such as stress, psychological safety and access to support.

The results of the earlier June Mental Health at Work Moodometer survey can be viewed here

How can we help?

We can assist with providing subject matter experts on a permanent or temporary basis to support HR and Workplace Health and Safety teams develop or execute wellbeing strategies.

You may also wish to sign up to receive invites to participate in future Moodometer surveys and to receive updates on Mental Health at Work research.

Date published : 10/10/2022

Looking for a new role? Search HR jobs

Need help filling a position? Contact Us for assistance.

Mental Health at Work: Are we firing on all cylinders or feeling 'Meh'? | Webinar Recording

Tue, 02 Aug 2022 11:06:33 GMT

In this webinar we discuss the results of the first ever ' Mental Health at Work Moodometer ” survey. This research uncovers employee sentiments about workplace culture, psychologically safety at work and their outlook for the future.

Our expert panellists share their knowledge and experience to unpack the data, providing ideas and actions for individuals and leaders to take back to the workplace.

By watching this recording you will:

• Gain insight into the wellbeing crisis currently affecting Australia's workforce

• Better understand workforce wellbeing needs, now and in the future

• Learn strategies to reduce stigma around mental health in the workplace

• Understand how wellbeing can act as a differentiator for talent attraction and retention

Watch this highly informative webinar recording designed to help you better understand "How WELL are Australian workplaces?"

Panelists:

- Graeme Cowan: Resilience expert & mental health advocate

- Gary Martin: Workplace expert & CEO AIM WA

- Aaron Neilson: HSE recruiter & CEO The Safe Step

Facilitator:

- Jo Skipper: Managing Director The Next Step

Date published : 02/08/2022

Boosting wellbeing at work

fdf6b806@Shazamme.com (Shazamme System User) — Tue, 02 Aug 2022 11:06:28 GMT

Anxiety, depression and burnout are taking a high toll on our workplaces, costing workers their sense of wellbeing and employers billions of dollars each year.

In this blog we look at ways boost wellbeing at work and improve the response to mental health concerns in the workplace. Read on to learn more.

The high cost of mental health in the workplace

Alongside the high personal costs of mental health, a recent Productivity Commission report estimates that mental illness costs the Australian economy between $200 billion and $220 billion a year, with workplaces causing up to $17.4 billion dollars of that cost. Poor mental health can prevent people from joining the labour market, finding and keeping a job, attending work, and performing to the best of their abilities.

Employers can help support, retain and attract workers by creating ‘well’ workplaces with strong cultures. Recent Mental Health at Work research highlighted that only half of Australian employees say their culture makes them want to stay in their current role, posing a considerable risk for employers. “With record low unemployment, people have no reason to remain in a toxic environment,” says Jo Skipper. Measurable wellbeing initiatives are important for retaining and attracting staff.

Reducing stigma in the workplace

In a recent Mental Health at Work Moodometer surve y only 55% of people felt comfortable speaking to their manager about a mental health challenge, revealing the strong stigma that remains in many Australian workplaces.

To reduce stigma, mental health expert Graham Cowan recommends using a ‘traffic light’ system to discuss mood at work. Rather than asking “Are you anxious or depressed?”, take away some of the heat by asking “Are you in the red, amber or green zone.” Adjusting the language can help open new avenues of conversation.

Sharing lived experiences is another way to help people feel they will be understood and supported in the workplace. Leaders who reveal their own vulnerabilities can create an environment of trust. “You don’t have to have all the answers,” explains Graeme Cowan. “Being vulnerable and admitting your own struggles helps open the door for others in the organisation.”

Speaking to a mentor or mindset coach, may help senior leaders to recover from knockbacks themselves, to be open about vulnerabilities and lead with empathy.

10 tips for improving wellbeing in your organisation:

Promote fairness, flexibility, clarity and balance.
Encourage and support people to be their authentic selves at work
Steer clear of double standards and contradictory behavior e.g. don’t say ‘look after yourself’ then increase workload.
Allow room for uncertainty, fear or sadness. Authentic feelings get smothered in an environment where only positive vibes will do. Toxic positivity stops people from expressing low mood. Non-judgmental listening is key to helping supporting people with low mood. Help by encouraging them to take action and by providing practical support.
Develop an integrated, evidence-based wellbeing strategy with measurable objectives and a tangible return on investment. Engage a specialist if you don’t have the right skills in-house.
Ask: Do we feel connected? Do we have each other's back? And do we share a future? According to Graeme Cowan these 3 elements are key for psychologically safe teams.
Provide support services for all levels of the business including managers and staff e.g. mental health first-aid training and EAP services. Promote these and make them accessible.
Don’t be a ‘wet noodle manager’ who flips and flops, making popular decisions rather than the right decisions.
Combat corporate numbness. Jargon and buzz words create apathy and are ‘mood killers’.
Provide opportunities for teams to connect/reconnect, especially in remote or hybrid work environments.

Psychosocial hazards contributing to poor mood

Despite a growing awareness of psychological hazards, mental injury claims have grown significantly in recent years. In VIC, for example, mental injury claims are expected to account for a third of all workers’ compensation claims by 2030.

The OHS Act requires employers to provide a safe work environment, which includes managing hazards and risks associated with both physical and psychological health.

Work Safe Victoria defines psychosocial hazards as factors in the design or management of work that increase the risk of work-related stress and can lead to psychological or physical harm. Examples of psychosocial hazards might include poor supervisor support, low job control, bullying, sexual harassment, or high job demands such as long hours and high workloads.

In 2022 new regulations are being introduced in VIC to better protect workers from mental injury, helping to elevate the issue. Other states and territories are expected to follow suit.

The elevation of wellbeing in the workplace

Organisations are increasing their investment in wellbeing, developing enterprise-wide strategies and hiring specialists to drive a more informed, evidence and risk-based approach.

In recent years The Safe Step CEO Aaron Neilson has witnessed a move away from passionate advocates in the wellbeing space, towards a stronger demand for specialists with a clinical or organisational psychology background. “Those with scientific training are pivotal in assisting business to clearly understand the tangible return an investment that strategic wellbeing programs can deliver,” says Neilson.

There has also been a shift in the way wellebing is throught of. A more wholistic view now being taken by many as the lines between work and home life have become increasingly blurred during the COVID pandemic. Workers now want their employers to enable them to thrive both at work and at home.

“In the past, we rearranged our lives around our jobs,” explains workplace expert, professor Gary Martin. “Now people want to arrange their jobs around their lives… they want to connect more.” Graeme Cowan agrees, saying care, connection, support and a shared vision for the future are key elements of a high-functioning, psychologically safe team.

Businesses responsible for avoiding burnout

Record-low unemployment and the current skills shortages are adding to the potential for stress and burnout. The July 2022 Mental Health at Work Moodometer revealed that Australian workers reported feeling ‘meh’ and 25% of people felt their stress at work wasn’t manageable.

Gary Martin says that burnout is about people being overloaded and exhausted by work. He believes the onus is on business to relive stress in the workplace and there’s more that can be done beyond simply recommending a few days off or advocating for worker ‘self-care’. “A few days away to recharge might help, but the reality is only your boss keeps your burnout.”

Tips to relieve stress and avoid burnout

Avoid overloading people with too much work
Allocate workloads across a team in equitable way.
Make priorities clear.
Match projects/tasks with an individual’s knowledge and expertise.
Avoid micro-managing people – this creates a lack of autonomy.

Having support networks and resources readily available is also important for a supportive workplace culture. As a first point of call Graeme Cowan recommends referring to eMHprac’s evidence-based digital mental health tools which include videos, fact-sheets and online training.

How can we help?

Do you need professional help developing or implementing a wellbeing strategy in your workplace? Working with our sister organisation, The Safe Step, we can recruit HR professionals with wellbeing experience, or specialist wellbeing health and safety professionals (either on a permanant or consultant basis).

Other resources to help support wellbeing at work

Mental Health at Work Moodometer

eHMprac’s mental health resources guide

R U OK? at Work resources

LifeLine

Beyond Blue

Date published : 02/08/2022

Looking for a new role? Search HR jobs

Need help filling a position? Contact Us for assistance.

Talent Shortages: Business or HR problem?

Tue, 26 Jul 2022 11:06:24 GMT

Talent shortages are causing a crisis for Australian businesses. Employers are crying out for workers and many have jobs they can't fill. The problem is huge in scale, yet many organisations are leaving HR teams to shoulder the crisis on their own. In this blog Craig Mason considers the impact this is having on HR teams and looks at the merits of taking a whole-business approach to dealing with our workforce crisis. Read on to learn more.

Some things are undisputed. Climate change is a thing; Putin is mad; and we currently have record levels of unemployment, with associated Talent shortages.

The current Australian jobs market

As reported by all streams of the media, Australia is facing a “great jobs boom”. Employers face the stiffest competition for workers in almost half a century and there is a battle to fill roles…any roles.

The Australian Financial Review reported on the 30th of June that Australia has 400,000 jobs that can’t be filled. On the 23rd, the AFR reported that two-thirds of large businesses in Australia were reporting difficulty in securing staff.

There is no shortage of anecdotal evidence of the challenges faced by most industries and organisations but the Australian Bureau of Statistics has particularly pointed out building trades, clerical workers, labourers, sales, hospitality and health workers as being the hardest to find.

Clearly the impending Jobs and Skills Summit in September demonstrates there is recognition of this issue. (this will include unions, employers, civil society and governments “to address shared challenges”).

No quick-fix on the horizon

Dealing with the current backlog of visa applications will assist, but won’t solve, the immediate problem. Of the current backlog of 961,016 (as at 20th July AFR), there are 57,906 skilled visa applications and another 13,806 temporary visa applications. Even if they all arrived in the next 12-months, (which they won’t), that still means a shortfall of 330,000 vacancies (using June’s numbers).

Houston we have a problem!

Employment is a time lag indicator of the economy (or so I was told by Mike McGrath in Eco 1 @UTS many moons ago). Even if there is cooling of the economy later this year and into 2023 with rising interest rates, there will be a fair way to go before a normalised employment market is achieved.

Talent shortages are an existential business problem for many organisations and there aren’t any easy fixes

The HR job market

The Next Step's HR Job Opportunities Index demonstrates record-high levels of demand for HR generalists and specialists alike. At the start of this year the HR job opportunites were growing 2.5 times faster than the national employment market. No question, there are some areas of critical demand that reflect the overall jobs market including, of course, roles in Talent Acquisition.

Those who specialise in sourcing, attracting, recruiting and onboarding people in the current market are under pressure and in demand . In the past 24-months TA job opportunities have risen by a massive 360%. In many cases organisations are having to deal with longer fill-rates, pay more and/or compromise expectations to secure TA talent.

One big problem - two schools of thought

In conversation with HR Executives there appears to be two camps when it comes to organisations and their leaders’ attitudes when it comes to addressing Talent shortages.

For one camp, there is a clear level of appreciation that talent shortages are a major business problem.

On the flip side and in the second camp, there seems to be a large percentage of organisations that still seem to think that the current Talent challenges are a HR problem.

Big difference. Particularly when it comes to business support and resources.

If you accept that there is no magic way of ‘just adding water’ and making instant high-quality candidates, then it becomes a matter of what are the many things that can be done to mitigate the situation.

Its extraordinary to hear that many HR functions and TA leaders are under intense pressure to deal with the current environment without a change of attitude from the business. For instance, maintaining BAU KPI’s of open jobs and/or time to fill. (e.g. an Asia Pac HR team with a KPI of 2% of sales roles open at any one time – thanks McKinsey & Co… love your work).

Nobody expects that HR shouldn’t be at the front and centre of the Talent response, but this has to be recognised for what it is!

Talent shortages are a business problem, not a HR problem

Once companies recognise talent shortages as a business problem, there is much that can be done. Making talent acquisition a company priority is essential. Appropriate actions for all business leaders with associated SLA’s is a start.

You would also expect Boards to be weighing in and asking some hard questions (if they aren't already) about Talent shortages and their material impacts.

The pressure shows no signs of letting up. Turnover in HR and TA teams will continue to increase without proper recognition of the challenges they face. Dealing with the problem is a whole-business issue is the answer.

C raig Mason is the Founder and Director of The Next Step. Craig is one of Australia's most experienced HR practitioners and talent resourcers, having specialised in the HR field since 1992.

Author : Craig Mason Date published : 26/07/2022

Want help building your HR team? Contact us

Looking for a new HR role? Search jobs

Mental Health at Work Crisis: Moodometer Survey Results

Mon, 25 Jul 2022 11:06:09 GMT

Mental health concerns are on the rise, with the latest Census data revealing that 10% of Australia's population have a chronic mental health issue. Reduced wellbeing creates problems for workforce health, motivation, productivity and stability.

The first ever Mental Health at Work Moodometer survey reveals a crisis in the workforce. The research uncoverss employee sentiments about workplace culture, psychologically safety at work and their outlook for the future. Click on the image below to download your copy of the report, or keep reading for more information.

D ownlo ad the Mental Health at Work Moodometer report

About the Moodometer

The Mental Health at Work Moodometer study is revealing a crisis in the workforce. In conjuction with mental health expert Graeme Cowan, The Next Step study looks at mood and mental wellbeing in Australian workplaces employing 10 or more people.

The questionnaire looked at mood on a personal, team and organisational level, addressing issues such as stress, psychological safety and access to support.

This is the first quarterly survey of mental health at work and sets a baseline for future Moodometer results.

Employees are feeling 'meh'

When asked to rate the mood in their workplace from “dysfunctional and toxic” to “highly engaged and competent” the Mental Health at Work Moodometer landed at 58% which means almost more than half feel “meh” about their workplace. This is a concern for employers given that the latest Census data reveals 10% of Australians have a chronic mental health issue.

Respondents feel a little better about the teams they work in with the Moodometer swinging to 63% believing those teams are “engaged, aligned and competent.”

The personal mood rating was even higher with 66% believing they are “firing on all cylinders”

Furthermore, the outlook for many employees remains gloomy. 45% of respondents revealed they don’t believe their mental health will get better in the next 3 months.

Untethered workforce

Only half of Australian employees surveyed say their culture makes them want to stay in their current role, posing a considerable risk for employers.

“With record-high job opportunities available at the moment, employers are risk losing employees who don’t feel safe, secure and supported,” says Jo Skipper, Managing Director of The Next Step.

Making people feel safe at work and fundamentally cared for is important if we are to see a more stable and motivated workforce. Mental health expert Graeme Cowan agrees and believes this unfortunate combination of unrest and poor communication is today’s leadership challenge.

Mental health stigma remains

67% of people believe that their manager cares about them, but mental health stigma is high with only 55% feeling comfortable speaking to a supervisor about a personal mental health challenge.

While the majority of people have access to practical mental health programs within the workplace, open discussion with supervisors proves a challenge for many.

A recent Atlassian study found mental health was the #1 societal issue employees care about*, with many placing wellbeing above climbing the career ladder. In response, organisations are increasing their investment in wellbeing, hiring specialists to drive a more informed, evidence and risk-based approach and these results suggest that is prudent.

How we can help

If you would like to know more about this report please reach out to your Next Step consultant or contact us .

We can also assist with providing subject matter experts on a permanent or temporary basis to support HR and HSE teams develop or execute wellbeing strategies.

You may also wish to sign up to receive invites to participate in future Moodometer surveys and to receive updates on Mental Health at Work research.

Atlassian 2021 Return On Action report (Australia)

Date published : 25/07/2022

Looking for a new role? Search HR jobs

Need help filling a position? Contact Us for assistance.

Living the dream: Meet a HRD who travels, while working 100% remote

Tue, 19 Jul 2022 11:06:04 GMT

Remote work has become increasingly prevalent over the last 2-years, with many Human Resources professionals transitioning to hybrid (and in some cases fully remote) ways of working. While many of us may be happy to work a couple of days a week from home, some HR professionals are dreaming of bigger horizons.

The Next Step’s Daniel Ladd-Hudson recently spoke to Brenton Bright who is working as a Director of HR while travelling around America. Read on to hear more about Brenton’s take on the benefits and pitfalls of working 100% remotely, as a senior HR professional.

A fully remote HR role

Picture this... you wake up to the sound of crashing waves and spend the day working from your beach-side hammock. Sounds like a dream, doesn’t it? Well, for Aussie HR Director Brenton Bright, this is a commonplace affair.

Working for a US-based digital marketing agency, Brenton has the flexibility to work wherever he wants. His role is 100% remote and modern technologies mean he is just as effective working from his motorhome, than he is working in a traditional office. As long as he has access to a good internet connection, the world is his oyster.

Since committing to a fully nomadic work lifestyle 5-months ago, Brenton has travelled 15,000 kilometres across 16 US states. On any given day he can be taking a work call on the top of a mountain, in the middle of a forest or while driving to his next exciting destination.

Brenton made the transition to full-time worker and traveller by starting out slow. He began his remote role working exclusively from home, but soon saw the advantages of venturing further afield. “I picked up an RV and started making a lot of short trips... weekends to the snow or the desert. And one of those trips I just didn't return,” Brenton explains.

Is remote work an option for you?

The idea of combining travel with remote work might seem like an unattainable goal for many HR people (especially those working at a senior level). While it’s certainly not common, it is possible.

At a time when many organisations are finding it difficult to sources HR professionals, many employers are sharpening their offering to include hybrid or flexible ways of working . Beyond that, progressive employers and those recruiting for particularly hard-to-fill roles are looking for candidates who are based interstate, or even internationally.

Tips for making a remote role a success

Manage distractions

Distractions are a big challenge for those who work remotely. Maintaining focus while out on road requires great discipline, but even distractions around the home can interfere with productivity.

Brenton explains that a good home-office set-up and setting clear boundaries to help you keep focused on the task at hand. “You really need to be able to clearly define what is home time and what is work time. Maybe that's a separate room. Maybe that's time of the day, whatever that looks like for you to make that a success,” he says

Maintain connections

People who work 100% remotely may find themselves starting to feel lonely with only themselves for company. Isolation can impact mental health and reduces opportunities to collaborate with and learn from others. “Many ideas and conversations spark up around the office in informal meetings,” explains Brenton.

He warns that remote workers benefit from being proactive about connecting with others. “Maybe it's a Friday get-together. Maybe it's an all hands. It’s important to participate in different types of meetings, with different people throughout the organisation.”

A change of scenery is another good way of avoiding isolation. Brenton recommends working from a local coffee shop and scheduling regular activities with friends and family to get a daily dose of human interaction.

Define limits

Clearly defining work and leisure hours can help to maintain a remote worker’s equilibrium. Determine a way of working that works for you as an individual, but also works for your team and the business as a whole. Use digital tools to help colleagues understand when you are online can also help set limitations.

“Not only does it help set expectations for your management team, but it helps settle you knowing that you have a timeframe that you will be able to go out and explore,” says Brenton.

Have the right tools for the job

Working while on the road, Brenton has gone to great lengths to ensure he is properly equipped and prepared for any eventuality. Solar panels and battery packs help keep his technology running and plans with multiple Internet providers keep him connected while travelling.

For a more conventional remote arrangement connectivity and collaboration are equally important. Having a good internet provider, investing in collaboration tools and having an ergonomic desk set-up are all important for long-term success as a remote worker.

Want to learn more?

How we can help

Are you a Human Resources professional interested in flexible work options? We can help connect you with a like-minded employer and unveil unexplored avenues.

Do you want help tapping into a broader talent pool? The Next Step collaborates with organisations to keep them informed on and connected to today’s geographically mobile talent.

Author : Daniel Ladd-Hudson Date published : 19/07/2022

Looking for a new role? Search HR jobs

Need help filling a position? Contact Us

Interview Preparation Techniques for HR professionals

Wed, 01 Jun 2022 07:27:26 GMT

Successful interviewing is a skill that can be practised and improved like any other. The two most prevalent types of interviewing used by organisations today is behavioural interviewing and traditional interviewing. Most organisations structure their interviews to incorporate the questioning techniques of both.

The below information is designed to assist you in understanding both interview styles and provide you with sample questions to assist with your preparation.

Behavioural Interviews

Behavioural interviewing is based on the assumption that past behaviour is the best predictor of future behaviour and performance. This style of interviewing can also be known as competency-based or situational interviewing. Employers identify skills, competencies or success factors that they are seeking and ask for detailed examples that will provide insights into your thoughts, feelings and actions in past situations to see whether you match the qualities they are seeking. Instead of asking how you would behave, they will ask how you did behave.

In answering behavioural interview questions, the CEO technique is the advised method:

C ircumstance – What was the circumstance or situation that YOU faced?
E volution – How did YOU evolve or move that circumstance forward?

O utcome – What was the outcome or result of YOUR intervention?

How to prepare:

Prepare yourself with a small number of examples that could be adapted to a range of behavioural questions.
Try to align them with the competencies of the role and the company that you have identified through your research. Think in terms of examples that will exploit your top selling points.
Go through your resume to refresh your memory about your professional history.
Aim for half of your examples to be totally positive, such as accomplishments or meeting goals. More recent examples will score more favourable.
Responses may also be scored on scale and impact.
The other half should be situations that started out negatively but either ended positively or you made the best of the outcome.

Sample behavioural questions:

Competency: Performance Standards

Tell me about a project that demanded very high performance standards. How did you ensure those standards were met?
Sometimes our own standards are even higher than those imposed on us. Give me an example of standards that you have set for yourself and how that compares to organisational expectations?

Competency: Operational Leadership

Tell me about a complex operational problem you had to work on. What research did you undertake before reaching a decision?
Walk me through an example of an operational decision you had to make. How did you communicate your decision to stakeholders?

Competency: Strategic Leadership

Tell me what you think it means to be a visionary leader and give me an example of when you had the opportunity to implement such a strategy?
Sometimes experienced employees remain reticent to change. Can you tell me about a time that happened to you and how did you deal with the situation?

Competency: Managing Human Capital

Tell me about a major human capital issue you had to get involved in recently?
Tell me how you select a team to achieve an outcome for a specific project? Give me an example?

Competency: Building Teams

Tell me about the most dysfunctional team you have worked with. What made the team dysfunctional?
Tell me about a team that you formed in response to a specific task or project. How did you select team members and what was the outcome?

Traditional Interviews

Traditional interview questions tend to focus on your beliefs, professional or management style, your preferred ways of interacting and how you would handle hypothetical situations. The interviewer will ask open-ended and broad-based questions.

The key to successfully responding to these questions is to ensure that you are giving the level of detailed information to demonstrate your skills and experience without rambling.

Sample traditional questions:

Tell me about your career journey?
What are your career achievements to date that have given you the most satisfaction?
What would key stakeholders in the business say about you?
Is there anything about your style that you need to be aware of so that it doesn’t become an issue?
What are your short and long term goals?
How would you evaluate your ability to deal with conflict?
How do you determine or evaluate success?
In what kind of work environment do you feel most comfortable and productive?
What interested you in this role and our organisation?
How would you go about driving HR in our organisation? How would you measure success?
How would you deal with a manager or senior executive who is not on board with safety?

HR Job Market Report: May 2022

Thu, 26 May 2022 11:05:53 GMT

Impending elections typically shake business confidence and slow employment, but 2022 has bucked this trend. After a slowish start to the year, we saw the HR job market gallop into March and April unconcerned about the spectre of rising interest rates, global instability and Australian federal elections.

To learn about HR job market trends download the resources below or keep reading for more information.

Download HR job market report

Download HR job market snapshot

Nothing slows phenomenal HR job market

Normally a federal election will put the brakes on the HR job market (and most other forms of investment). This time around, the reality of an unemployment rate with a 3 in the front of it and talent shortages in a wide range of categories creates its own dynamic. The strength of the national employment environment as a result of labour shortages is exerting pressure on the HR market.

24-months ago the HR job market dropped off a COVID cliff. Since then, the rise and strength of the HR job market has been phenomenal. We have seen strong demand in all categories and geographies. There are some particular hot spots in the market and these emphasise the challenges that the vast majority of organisations are experiencing to secure and attract talent.

Human Resources Job Opportunities in Australia

2022 saw a slower than usual start to the period, probably due to the uncertainty created by the Omicron variant. Once momentum started to build, however, there was no stopping it and The Next Step HR Job Opportunity Index rose a net 18.1% in the 3 months to April. Current opportunities are sitting just shy of the record achieved in November last year. There is a good chance on current indicators that we will see a new record in the not-too-distant future.

The permanent market which is the backbone of Human Resources job opportunities continues to perform well and is 14.1% stronger than for the corresponding period in 2021. The job market shows no resemblance to the employment catastrophe that we were experiencing in April/May 2020. The pace and the strength of the recovery is breath taking. Only the most optimistic observer would have predicted such a stellar rise.

Strangely enough, employers and/or jobseekers are stubbornly focused on the Permanent market (which includes fixed term assignments). Contract assignments have increased over the past three months by almost 6% which is 1/3rd of the strength of the demand in the permanent market and they are line ball on this time last year. Sooner or later, organisations will need to look at more flexible solutions to their HR talent problems.

HR Job Opportunities by Region

The State HR Job Opportunity Index has seen strong growth across the larger markets but the standout performed was VIC. The southern state has enjoyed a remarkable turnaround in fortune after prolonged lockdowns, a welcome relief for HR professionals looking for new opportunity. Compared to the corresponding period last year, HR opportunities are up more than 31%. This compares to QLD which is up 15.1%, and NSW over 10%. The heat is on for talent in Victoria!

Whilst the other states have strong demand, results are more modest. Even though Mining & Resources as a sector is performing strongly nationally, the hangover of extended isolation in WA resulted in opportunities actually going backwards by 14% over the year. With their borders finally opening, we may see more opportunities being presented to the market. The question is - what is the appetite to relocate compared to years past?

Human Resources Job Opportunities by Job Title

Surprise, surprise. Talent Acquisition roles went nuts over the last 3 months. They are now back at the peak of the recovery in the market mid last year. As is normally the case, there was a seasonal downturn in jobs late last year but once the market hit March, the volume of TA opportunities went into overdrive.

Another area of strong demand is in Reward. For many companies seasonal periods of remuneration review are now over. This usually signals an uptick of movement in the Rewards space. With pressure on talent retention strategies also playing a role, demand for Reward professionals is acute. Job opportunities for Reward professionals are now at all time Index high, up 23% compared to the corresponding period last year.

Generalist HR Consultants are consistently in strong demand. Roles in this segment of the HR market are currently at an all-time high having increased 20% since 2021.

HR Job Opportunities by Industry

Once again, there are some clear winners in sector demand for HR professionals. Roles in the broad category of Professional, Scientific and Technical (incl IT) have reached an all-time record and show no sign of tapering off. Opportunities for HR professionals to support predominantly white-collar professional organisations is more than 50% stronger than for the same period in 2021.

Other sectors that are performing extremely well in regard to opportunities for HR professionals are Health Care and Mining and Resources. Neither of these outcomes are surprising and are in line with what is occurring in the broader employment market.

The sector that is dragging back the market for HR opportunities is the continued poor performance of Financial & Insurance Services. This once powerhouse of employment opportunities in HR has declined substantially over the past year. Given this sector traditionally paid well above other sectors (and still does), it can make it hard for HR professionals to transition to other areas of the market.

Download your copy of the latest HR Job Market news

Download HR job market report

Download HR job market snapshot

Author : Craig Mason Date published : 26/05/2022

Looking for a new role? Search HR jobs

Need help filling a position? Contact Us for assistance.

Hybrid Work 2.0 & flexible ways of working

fdf6b806@Shazamme.com (Shazamme System User) — Wed, 11 May 2022 11:05:47 GMT

Flexibility is the number one requirement for HR professionals seeking work. Almost 90% of job seekers we speak to expect access to hybrid ways of working and are highly attracted to wellbeing and business agility.

Employers are having to sharpen their EVP and champion flexibility in order to attract and retain staff. Download our new ways of working snapshot below or read on to learn more.

The rise of hybrid work models

The pandemic has transformed the way we work. fast-tracking hybrid ways work models. Over the past 2-years face-to-face meetings and office-based work have largely been replaced by video conferences and digital collaboration tools. In 2021 41% of Australian employees regularly worked from home , up from 30% in 2015*.

Productivity has in many respects thrived in an online environment, but organisations are carefully balancing business agility and employee wellbeing with waning culture and opportunities for innovation.

Whilst many employers are offering flexibility as a way of attracting and retaining staff, not all workplaces are able to offer hybrid work models. In some cases the gap between employer and employee expectations is creating tension.

Hybrid work is here to stay

In 2022 hybrid work has become a ‘must have’ for jobseekers. Having got used to working from home during the early years of the pandemic, many are now reluctant to give up their new-found freedoms.

9 out of 10 HR professionals we speak to are now expecting hybrid work opportunities. A Swinburne University study recently found that 43% of workers say flexible work arrangements are a deal breaker when it comes to accepting a new job.^

“Job seeker are expecting hybrid work arrangements. Without this offering employers are significantly narrowing the talent pool they have access to,” explains Workplace Health and Safety Recruitment Consultant Matthew Thomas.

Workplaces will need to continue to adjust to changing needs. HR departments will be in the driving seat of this transformation, they need to be one step ahead of the curve.

“Employers are meeting workforce needs by providing a better work-life balance, greater autonomy, and allowing employees independence to focus on quality over quantity,” says The Next Step’s Senior Consultant Vicki Treeby.

Hybrid 2.0 - how hybrid models have changed

In 2020 and 2021 we saw relatively strict hybrid models. A common offering was a clear 60/40 split (with 60% of time spent in the office and up to 40% spent working from home).

In 2022 workplaces have taken a more fluid approach. Business leaders are remaining open to people’s changing circumstances and are working around local outbreaks, health concerns, school shutdowns and cost of living expenses.

Instead of short-term reactionary measures, Employers are considering how to get hybrid right for the long-term. Hybrid 2.0 must be thoughtfully designed to suit individual needs and the new world of work. Everyone is different.

Organisations are focusing on ways of incentivising, rather than ‘forcing’ staff back into the office. A focus on social activities (Thursday is the new Friday), a move to revitalise office spaces and subsidised travel expenses are some activities designed to attract workers back to the workplace.

Be clear about your offering

To attract and retain top talent in an extremely tight job market, employers need to promote their hybrid offering. In the past year, we’ve seen job advertisements mentioning ‘work from home’ rise 58%# , but despite this increase many organisations still aren’t highlight the benefits they offer clearly enough

Job seekers are currently looking for the ‘complete package’ Flexible ways of working, development opportunities and culture are so important that they often trump salary in importance. We have even had experience placing people in ‘difficult to fill’ roles by offering 100% remote work – something that would have been unheard of a few years ago.

Paint a picture that attracts and retains workers... are you a stable blue-chip, an exciting start-up or a have a clear environmental and social governance policy? Highlight what differentiates your organisation and makes it a good place to work.

Remain flexible about flexibility

Flexbile working models should be designed to meet individual needs and 'ideal flexibility' will vary between organisations. A co-design process can help give employees a voice in designing a workplace that works for them.

Not every employer is able to (or wants to) offer hybrid ways of working. Industries such as manufacturing, transport, hospitality and health require employees to be on-site, operating equipment or face-to-face with customers.

Operational constraints may limit work from home opportunities, but other forms of flexibility can be offered in place.

8 ways to offer workplace flexibility when hybrid work isn’t possible

1. Varied Hours of Work

A standard work day doesn’t have to be strictly 9 to 5. Allowing flexible start and finish times can allow pet owners to walk dogs during daylight hours, accommodate a hobby or help working parents with school drop-offs or pick-ups.

2. Compressed Work Week/Fortnight/Month

Employees work the same number of hours across a shorter period of time e.g. a forty-hour week could be broken into four 10-hour days instead of five 8-hour days. A condensed 9-day fortnight is another popular alternative.

3. Flexitime

'Flexitime’ allows employees to meet fluctuations in workload and balance them with personal needs. Extra hours can be

accrued over a period of days or weeks and reclaimed as time off in lieu.

4 . Drop-Down Periods

Businesses can support working parents by allowing them to drop-down to part-time hours during school holidays or pandemic-related shut-down periods.

5. ‘Work From Home’ Duties

Even when the bulk of a role requires a worker to be on-site, there may still be occasional duties that can be carried out

remotely e.g. scheduling, reporting or ongoing professional development.

6. Varied Location of Work

Can an employee based in your QLD office support form a part of your NSW team? Flexibility of workplace location can open-up a broader pool of talent for new roles and provides support for existing staff who wish to move.

7. Part-Time & Job-Share Opportunities

Whilst not necessarily flexible in their own right, the availability of high-quality, well-paid part time or job-share roles can help your workforce to achieve a greater work/life balance.

8. Extended Leave

Some people may benefit from taking a sabbatical from work to attend to personal needs. Employees may wish to undertake further study, re-charge their batteries with a career-break or take extended leave to care for a loved-one. Providing employees with extended paid or unpaid leave can help retain existing staff. .

How we can help

We are well placed to advise organisations about how to position a role in order to attract top HR talent. If you are looking for support in this area, please feel free to give your Next Step consultant a call to discuss.

Merridy Thomas is Director of The Next Step, NSW. She specialises in senior HR talent acquisition across generalist and specialist streams. She supports Executive HR professionals in finding the best opportunities across Sydney and NSW with a particular focus on change and transformation roles.

Sources

* Working Arrangements (August 2021), Australian Bureau of Statistics

^ Hybrid working 2.0: Humanising the Office , Swinburne University (December 2021)

# Working From Home – The New Normal’ - HR02 Research (April 2022)

Author : Merridy Thomas Date published : 11/05/2022

Need help filling an HR position? Contact us

Looking for a new HR role? Search jobs

Virtual Interviews - how to prepare

Tue, 10 May 2022 03:34:52 GMT

With many businesses now utilising teleconferencing apps like teams and zoom to conduct their interviews.

The Next Step Recruitment have put together a list of points to assist you in the lead up to your virtual interview.

Do Your Research
Research the company’s values and goals by studying their website. Draw up a list of potential questions that may be asked during the interview. Practice answering these questions with a trusted friend or your Safe Step consultant.
Dress Appropriately
Select interview appropriate attire. Keep your outfit fairly neutral. Avoid bright colours and patterns that may be distracting. Present yourself neatly, as you would for a face-to-face interview.
Mute Notifications
Turn off / mute all notifications on the computer that you are using for the interview. Put your mobile phone on silent. This will avoid any interruptions and give an overall appearance of professionalism.
Charge your Device
A virtual interview may last longer than an hour. Make sure your device has enough charge to last the duration of the interview. Position a charger nearby, out of frame, just in case.
Set the Scene
Find a place in your house that can provide a neutral and pleasant background for the interview. Select a room with a door to avoid unnecessary disturbances. Clear the area of any clutter. Avoid conducting interviews in a car.
Set your Camera
Set up your interview with a pen, a notepad and water. Position your computer camera at a flattery distance and height. You should be able to easily make eye contact with the person interviewing you. If you only have a mobile phone or tablet available ensure you use a tripod or stand. Avoid holding your device in your hands, interviewer’s report that is is a source of distraction.
Test Audio & Video
Set up the teleconferencing app on your device the day before your interview. Test the app, either with the automated test or with your Next Step consultant. Ensure that the internet connection is stable, the audio is clear, and the camera provides a high-quality image.
Take Interruptions in your Stride
If the interview is interrupted by something out of your control, such as street noise or an issue with the internet connection be sure to take it in your stride. Remain light-hearted and move through the interruption as smoothly as possible. Do not try to shout over an interruption - If it is momentary, pause and wait for it to subside.

10 benefits of employing a veteran

Fri, 22 Apr 2022 11:05:43 GMT

Veterans are very disciplined, highly adaptable and extremely resilient. Employers can benefit from the time and effort spent training and vetting our Veterans. They make excellent employees for a number of reasons. Here are ten of them...

10 benefits of employing a veteran:

They are well vetted - Every Defence person has undertaken an extensive vetting process. This involves aptitude tests, medicals, psychological assessments, physicals, police checks and security clearances. Most of the work is already done for you!
They are resilient - Even making it through basic recruit training is grueling mentally and physically. Most operate in high stress environments, with lives or millions of dollars worth of equipment on the line. They are comfortable with being uncomfortable.
They are disciplined - Mentally and physically, they are used to working in a structured environment, following processes and procedures, and following instructions. One of my favorite quotes seen at an Army gym was ‘Obsessive is the word lazy people use for the dedicated’.
They are problem-solvers - Conversely to the previous point, they are trained to respond and problem solve on their feet. Quickly. They are used to constantly evolving and changing environments and will routinely assess risk as they go along.
They are respectful - They are used to being held to a higher standard of behaviour with military law.
They are well presented - Shoes will be polished, shirts ironed, and they are used to taking pride in their appearance
They are experienced with administrative processes - Regardless of the role, they are working for a large organisation that uses a large enterprise system for any personnel changes like applying for leave, new uniform, when getting a new posting etc
They have received constant first-class training- Every year their training is updated and involves highly transferrable skills like workplace behaviors, mental health and leadership.
They are adaptable to change - Not every workplace calls you up and says ‘wheels up tomorrow 6am, pack your stuff’ and sends you. . . anywhere!
They have a good sense of humor- It’s a great survival tool.

Giving back to those who help us

ANZAC Day is the nation’s opportunity to stop, reflect and acknowledge the sacrifices of our diggers in both past wars, recent conflicts and peacekeeping operations. Recently we’ve seen how adaptable our Defence force personnel can be with vast numbers supporting flood events across QLD and NSW.

One thing that can often be forgotten is the career path of these incredible personnel once they decide to transit out of Defence. This ANZAC day, take some time to consider if there is a place in your organization for a Vet.

How we can help

If you would like to know more about how you can engage with veterans or find the right employee for your next HR position please reach out to your Next Step consultant.

Gemma Tilly is a Senior Consultant in The Next Step's Brisbane office. Making a difference to personal and professional lives inspires Gemma to go the extra mile. With strong ties to Australian Defence she is particularly passionate about placing veterans into civilian work.

Author : Gemma Tilly Date published : 22/04/2022

Need help filling an HR position? Contact us

Looking for a new HR role? Search jobs

Human Resources Trends in 2022

Fri, 01 Apr 2022 10:06:00 GMT

Wouldn't it be nice to have a crystal ball and see what lies ahead for HR? While we can't predict the future, we can shed light on Human Resources trends in 2022 by looking elsewhere around the globe.

Watch the video below or read on to learn more about the HR trends emerging from the northern hemisphere.

The world of work is moving at break-neck speed, posing huge challenges and exciting opportunities for Human Resources professionals. Organisations around the world are addressing talent shortages, embracing new ways of working and leveraging technology to reshape their business models.

To better understand global HR trends The Next Step’s Managing Director Jo Skipper spoke to HR Executive Marianne Roux to discuss some of the trends emerging in the northern hemisphere.

Marianne runs Roux Consulting , a global niche consulting firm based in Ireland, servicing Europe and the Middle East. She is passionate about Future of Work strategy and regularly teaches at Business Schools around the world.

1. Hybrid work models

Hybrid ways of working are the new normal. Organisations are exploring different models and using hybrid to attract and retain people. “You get double or triple the applications if you have flex or remote opportunities in your in your ads,” says Roux.

In the current environment organisations are trying to reframe work and identify which tasks are better done at home, which tasks are better done in the office and how to achieve a balance that works well for all. "We are calling it 'flexible' here [in Ireland] and not hybrid because so many people have to be in the office five days a week and then all of a sudden inequity starts to form."

Flexible ways of working are key, but Roux warns that the future of work is bigger than just hybrid. "I'm really cautioning clients against taking hybrid as the only issue they need to think about," says Roux. She highlights belonging and connection as the current focus for many employers.

How can we help?

If you’re looking for a new HR role or want to learn more about developing your HR capabilities, please reach out to your Next Step consultant or contact us.

J o Skipper is Managing Director of The Next Step. She partners with the executive HR community to source exceptional talent across contract and permanent positions. Jo has a deep understanding of, and interest in, change management and total reward specialisations.

Marianne Roux has 30 years’ global experience as an HR Executive, Future of Work Strategist and Professor of Leadership. She runs Roux Consulting, a global niche consulting firm based in Dublin, Ireland and teaches regularly at Business Schools around the world.

Author : Jo Skipper Date published : 29/06/2022

Looking for a new role? Search HR jobs

Need help filling a position? Contact Us for assistance.

HR Job Opportunities: February 2022

Mon, 28 Feb 2022 11:05:37 GMT

The HR job market is smoking hot and will remain aflame for much of 2022. Given such scorching conditions, Human Resources professionals will be difficult to attract and retain in the year ahead.

As organisations seek solutions to chronic talent shortages, significant demands will be placed on HR teams. Talent attraction, retention and remuneration will enjoy a high profile and be under pressure for much of the year. L&D specialists are also needed to enhance existing workforce capabilities.

To learn about HR job market trends download the resources below or keep reading for more information.

Download HR job market report

Download HR job market snapshot

Talent shortages keep Human Resources in demand

Job ads on SEEK set a record high in January 2022 and are up 39.6% year-on-year (and 36.6% compared to 2-years ago). Alongside this increased demand, SEEK has reported drastically low levels of job applications. Response rates per job ad are now 50% lower than 2019 levels*.

Whilst borders start to reopen, visa applications are now taking 3-times longer than prior to the pandemic. The trickle of international workers means relief is still a way off for sectors such as technology, health and consulting/professional services.

Human Resources (and particularly talent attraction, retention and remuneration) will be high profile and under pressure in many sectors/organisations. Therefore, the HR market is expected to stay busy through 2022 as organisations look for solutions to chronic shortages of talent.

HR Job Opportunities in Australia

Over the past year there has been strong demand for Human Resources professionals. Demand rose steadily in the first six months before subsiding during lockdowns in Q3. The HR job market then took-off again in October and November.

The Next Step's National HR Job Opportunities Index achieved a record high level of 151.2 in November 2021. The rise was driven predominantly by permanent opportunities, demonstrating business confidence during this time.

The HR job market softened in December due, in-part, to the usual holiday season slow-down as well as the impact of Omicron. January rebounded (even with the Omicron hangover) and finished on an index level of 128.2, once again being pushed by a surge in permanent opportunities.

It’s reasonable to expect that the Human Resources job market will be pushed even higher in the months ahead. Keep an eye out for record levels of opportunities as organisations continue to grapple with the prospect of continued talent and skill shortages. Reported high levels of ‘role changing’ are exacerbating these shortages.

Where demand exceeds supply, prices go up. Labour rates are expected to increase across the board and organisations will need to respond, including within the Human Resources sector.

Human Resources Job Opportunities by Region

Over the last twelve months the State HR Job Index has seen some notable increases in market growth.

Victoria has bragging rights having experienced the highest year-on-year growth (15.9%). Following the world’s longest lockdown, there was a massive bounce back once restrictions were eased. Victoria now makes up a quarter of all opportunities in HR, comprising 25.5% of the national market.

The states with the smaller Human Resources markets all grew through 2021. Queensland finished on 16.6% and Western Australia on 13.5%. These strong results were due to a number of factors including:

Post lockdown bounce-backs
Limited movement across state and territory borders
New needs for some local markets to attract HR talent
Increased openness for roles to be located anywhere nationally

New South Wales, has the largest proportion of national HR opportunities (30.2%), down slightly when compared to January 2021. This minor drop can probably be attributed to Omicron disruptions.

Hopefully as we learn to live with COVID, business confidence will increase and will be able to maintain a strong employment market throughout 2022.

HR Job Opportunities by Industry

The net decrease in HR job opportunities within Financial Services is highlighted by the relatively small percentage of opportunities in the sector - only 3.4% of the market. This former powerhouse of the Human Resources market has been on a steady decline since early 2021. Productivity measures and an overarching focus on compliance, risk and governance is delivering leaner centralised models with less head count deployed in business units.

On the flip side, opportunities for HR professional in the Mining, Construction and Utilities sectors went from strength to strength in 2021. Demand continued unabated in January 2022 when opportunities within the sector hit an all-time high. Many HR jobs in the mining sector are based in QLD and WA. These sectors often have a requirement for site-based locations and/or visits and so virtual working isn’t always a viable option. This has further challenged resourcing these roles.

The only other sectors to exceed the national norm for year-on-year growth were Public Administration (up 8.4%) and Healthcare (up 13.5%). The public sector increased opportunities in HR during the pandemic at both State and Federal levels. Also, many areas of the Healthcare sector have seen their business demands expand during the pandemic. HR job opportunities in Healthcare were already at a high level in early 2021 and we are confident growth will continue this year.

Human Resources Job Opportunities by Job Title

Skills and talent shortages have contributed to an increased need for a range of HR capabilities. Talent Acquisition is the obvious discipline to “benefit” from these challenges. Job opportunities ballooned in the first half of 2021. Whilst they slipped back during lockdowns in Q3 as hiring slowed, they overall made up 35% of all opportunities in HR.

2021 was a good year for HR Generalists / Consultants. Job opportunities rose 34.6% in the last twelve months. This category represents a wide range of HR professionals, arguably the backbone of the profession. The pandemic has generated a range of challenges. Smaller businesses that may not previously have had a HR function may have seen the need to build some capability. Those with an established HR function may have found it stretched and therefore a need to further enhance capability.

Both the L&D and Reward specialisations saw impressive results. L&D rose 8.6% year on year whilst Reward rose 7.3%. Both are expected to perform strongly again in 2022.

A number of Human Resources positions featured prominently in LinkedIn’s list of fastest growing roles within Australia ^, taking out three of the top fifteeen spots. Chief Human Resources Officer was LinkedIn's fastest growing role in the nation. Other HR jobs on the rise included Talent Acquisition Specialist, which took 6th spot and Workforce Specialist, which came-in at number 13 on the list of fastest growing jobs.

* SEEK Employment Dashboard – January 2022 ^ 2022 LinkedIn 'Jobs on the Rise' list

Download your copy of the latest HR Job Market news

Download HR job market report

Download HR job market snapshot

If you require specialist HR recruitment support or Human Resources job market advice please reach out to your Next Step consultant .

Author: Craig Mason Date published : 28/02/2022

Need help filling an HR position? Contact us

Looking for a new HR role? Search jobs

What a good HR candidate looks like in 2022

Thu, 10 Feb 2022 11:05:31 GMT

This is a subtitle for your new post

A good HR candidate is hard to find in 2022. Demand for HR support is at a real high, with record numbers of job ads being listed, yet fewer people are currently looking for work.

If you are an employer or a manager looking to hire a human resources professional in 2022, you may need to be more flexible than you may have been in the past.

Finding HR people in a tight job market

Remain flexible

Try to keep an open mind as to what a good HR candidate looks like. While they may not tick, every single box they may be excellent for the role in almost every other way. In 2022 good candidates…

May have excellent skills... but their experience is from a different sector
Are a great fit or perfect for the job... but are based in another city
Will give 100% to the job... but can only work part time.
Have a great deal of on-the-job experience, but not all the formal qualifications
Are ready to step-up into their next role, so are an 80% fit
Need a role that will be functional as a hybrid role in the long term
Are perfect for your role but have a 3-month notice period
Has some of the skills needed – can some of the role be done as a project ?

Sell the opportunity effectively

With stiff competition amongst employers, good quality HR candidates have their pick of jobs in the current cliimate. In 2022 good candidates...

Are ideal for the position, but want the opportunity sold to them directly from you
Are a great fit for you, but want to know what your Employee Value Proposition is
Care about the money... but also care about your Environmental and Social Governance policies

Act quickly & prepare for changing circumstances

One thing COVID has taught us, is not to rely on solely on pre-made plans. Acting quiclly and being able to pivot is essential when trying to attract HR people. In 2022 good candidates...

May plan to change jobs... but could be tempted by a strong counter-offer when they try to resign
Want to work with you... but may be snapped up by a competitor who acts quickly and has a firm offer on the table

How we can help

We hope this has given you some insight to what to expect a good HR candidate to look like in 2022.

If you need to know more, contact one of our team in an office near you. We look forward to working with you in the year ahead.

Author: Vicki Treeby Date published : 10/02/2022

Need help filling an HR position? Contact us

Looking for a new HR role? Search jobs

5 ‘must haves’ for your next HR job

Fri, 28 Jan 2022 11:05:27 GMT

Changing jobs can be unsettling. The job search process may throw up all sorts of doubts and fears. Is now the right time to make a move? Will I be happy in my new role? Will my new employer live up to their promises? Is this the right step for my long-term career?

Being clear about what’s important to you is a great first step when looking for a new role. Identifying your priorities ensures that your new job matches who you are and what you want from your career.

To help you create your own job search checklist we’ve identified 5 key attributes to look for when search for a new HR job. Read on to learn more...

1. Opportunities for Career Development

We recently placed an HR Advisor in a new role. Her title and salary stayed the same, but the opportunity excited her. Why? Her new employer offered clear development opportunities. During the interview process the hiring manager agreed to tailor an 18-month career plan that would take her from Advisor to Business Partner.

Consider opportunities for personal and professional growth. A new job might expose you to different HR practices, help you develop new skills, provide invaluable project experience or plug a gap in your resume.

Be crystal-clear about your own strengths and weaknesses. Knowing the gaps you need to fill will help you plan your next step. Partner with a specialist HR recuiter who will advocate for your needs and match you with the right organisations.

During the interview process have open conversations with your recruiter and hiring manager. Explain what you’re looking for and explore the opportunities that are available. Some organisations will support self-directed learning, while others may have more structured career development programs. Work closely with management to identify areas of development and growth.

2. Strong Leadership and Mentorship

It’s often said that people quit bosses, not companies. A change in workplace is an opportunity to seek out an inspirational leader or mentor. This might be a key differentiator when choosing between roles.

Look for people who are interested in providing long-term support. This will add the greatest value to your career. An excellent leader is crucial for tapping into your motivation and drive.

Do your research. What do trusted contacts say about the leadership team and the organisational culture as a whole? Most important is the connection you feel when you meet a potential new leader. Did you build a repour and feel ‘seen’ and inspired by them.

Ask about mentorship programs provided by the organisation. You might also like to explore alternative mentor opportunities through an industry association, organisations such as Mentor Walks or by tapping into your own network. Don’t forget that the best mentoring relationships are a two-way street. Make the association more fruitful by thinking about what skills you might bring to the table in a reverse-mentor arrangement.

3. Wellness and Support Programs

Stagnation, burnout and fatigue are key reasons why people move jobs. These are compounded by the challenges created by the pandemic.

A new role allows you to tackle new tasks with renewed energy. It’s also an opportunity to break bad work habits and reclaim a better work-life balance. We are seeing a rise in the number of roles advertising flexible and hybrid working arrangements. This may be promoted in the job ad, position description or can be broached during the recruitment process. Be upfront about your needs from the outset.

Top of many job wish-lists right now is a genuine focus on wellness and employee support. Increasing numbers of organisations have formal Health & Wellbeing programs which encompass both physical and mental support. Look into which prospective employers offer these.

A strong, supportive workplace culture is also in high demand. Probe hiring managers about how values are ‘lived’ and reinforced within the organisation. Research shows that businesses who understand and care for their people are more productive and successful

4. Clear Purpose and Opportunities to Give Back

People often search for greater purpose and meaning when they make a career change. During the interview process it’s worth highlighting where organisational values align with your personal principles. This will help to establish a good fit.

If working for a purpose-driven organisation is a priority for you, flag this to your recruiter. When applying for a job look at an organisation's Environmental and Social Governance commitments. Having clearly documented policies, goals and timelines in place is a sign of a strong ESG commitment.

You might also wish to ask about opportunities to ‘give back’. Does the organisation have ties to a not-for-profits or community group for example? If none exist already, probe a little further. Find out how open they are to getting a passion-project up-and-running within the organisation.

5. Increased Salary $$$

Salary remains a key talking point in any new job search. People want to be paid fairly for the value they offer.

With job openings at a record high , HR professionals are in a great position to reflect their worth and negotiate with strong influence. Keep in mind that the scope of many HR roles has expanded beyond traditional duties to encompass strategic and commercial alignments. It’s important to highlight your value proposition ahead of salary discussions.

Job market conditions continue to change rapidly in 2022. To get up-to-date information, it’s best to talk to your Next Step consultant about current market rates. These can vary according to region, industry sector, responsibilities and size of organisation.

With the pandemic creating a shortage of talent and rumours of The Great Resignation circling, we’ve seen many businesses offering benefits and bonuses to attract staff.

Not all industries are in the position to offer increased salaries so it is important for you to reflect on the attributes discussed in this blog to consider what is important to you. Understanding your priorities and motivations will help you to take the next step in your career.

How we can help?

Let us know which, if any, of these attributes are on your job-search checklist. Has the past couple of years altered what’s important to you? We are here to support your goals in 2022!

At The Next Step we take the time to understand motivations and help align individuals with their career goals.

Victoria Triantis is a Senior Consultant at The Next Step. She recruits for generalist and specialist HR positions in the early career to the mid-level market.

Author: Victoria Triantis Date published : 28/01/2022

Looking for a new HR role? Search jobs

Need help filling an HR position? Contact us for assistance.

Bounce Back & Move Forward: Resilience for HR

Thu, 02 Dec 2021 11:05:22 GMT

It's been a long, stressful year and people everywhere are feeling drained. This relentless pressure has derailed countless plans and put the HR community at risk of burn-out.

Resilience is intrinsic within many HR professionals, but there are techniques that can help you raise your resilience levels and boost your inner-strength. Read on to learn more.

Why is resilience important for HR?

When people problems crop up, HR professionals must put their own plans aside and dig deep to help others. The daily job is enough to wear us down, but throw in pandemic-related challenges and many can be pushed to breaking point.

Having the capacity to deal with problems and then bounce back again is critical for HR professionals. Wholistic resilience can help you cope with pressure and empower you to take ownership to move forward with your strategic plans.

Your resilience levels aren’t fixed. They can bounce around and change… sometimes at a moment’s notice. A poor night’s sleep or an unexpected spanner in the works can throw you off-balance. On the plus side, however, there are effective ways to build your resilience.

Bounce back quickly

In a recent Next Step webinar ' BEing Resilient' People and Culture Strategist Vanessa Porter defined resilience as “Having the inner resources to bend, flex, and come back to normal in the face of adversity without being overly disrupted from your focus.”

It’s natural to have strong emotions, but they aren't meant to dominate. You need to “ask them to leave” so that you can return to normal. Remaining too long in a state of overwhelm can have damaging effects. The faster it is for you to ‘bounce back’, the easier it is to move forward with your plans.

Allowing stress to build over the day can negatively impact you, your colleagues, your productivity, and sleep patterns.“If we have a poor, disturbed sleep during the night, we don't recover to our baseline, and the next morning we are already showing early warning signs of returning to a state of overwhelm,” says Stress Scientist Chris Wilson. The bandwidth between our base line and high stress state can be increased by knowing and recognising your body's internal early warning signs.

Holistic Resilience

The traditional view of resilience is relatively narrow, centering on mental toughness, but HR people can benefit from taking a more holistic approach. Consider how you feel when stressed and overwhelmed. Often there are physical and emotional aspects too... you might have tension headaches, get snappy or experience chocolate cravings.

Pay attention to your body’s ‘early warning signs’. When you feel yourself entering a high-stress state make a conscious effort to downregulate and come back to a healthy space. If you ignore the signs, you may reach a state of overwhelm, which begins to deplete your natural resilience. “Raise your resilience by raising the bandwidth between the [stress] baseline and the early warning signs,” explains Chris Wilson - Stress Scientist.

The good news is our body’s cells are able to adapt to cope with the stress hormone cortisol, so that we can build inner-strength over time. “Resilience is like a muscle,” Chris Wilson explains, “The more you practice using it, the stronger it gets.”

Techniques for building resilience

Learn to tolerate more stress and build resilience by working on three key areas:

Physical – Pay attention to your body’s early warning signs. Take active measures to reduce stress to help you get a good night’s sleep. Poor sleep affects our resilience levels.

Emotional – Allocate time in your day to reset and recover after periods of high-stress. This could be as simple as taking a walk, finding time to eat properly, or try meditating. If your brain doesn’t downregulate your resilience will suffer. Shine a spotlight on positive thoughts. Consider using a gratitude diary. Find things that re-energise and engage you.

Mental – Instead of endless worry, write your problems down on post-it notes. Prioritise those you can do something about and take practical steps. For bigger problems try scheduling official ‘worry time’. Limit how long you will worry for, then let the worry go at the end.

“ I schedule worry time now... I answer these questions: What am I worried about? What's the worst thing can happen? Is there something I can do? “ - Vanessa Porter.

Resilience & recruitment

Resilience for HR job-seekers

Searching for a new HR job can be demoralising. Resilience is needed to cope with ongoing applications and knock-backs. You can’t control which organisations are hiring, or who you are going up against. Worrying about this causes unnecessary stress and dents your resilience.

Regain control of the process by keeping your LinkedIn profile looking smart and fresh and your resume up-to-date. Research tips for interviews and seek constructive feedback about your interview performance. Try to ascertain what differentiates you in a hiring manager’s eyes and understand any gaps. Invest in professional development, ongoing learning or reading to help address these issues. Practical measures will help you feel in control and keep your resilience levels high.

Resilience for hiring managers

With the Great Resignation expected to hit Australian shores in 2022 hiring manager may find their resilience levels are further-tested. There is no way to control what talent is available in the market, but you can control the quality and quantity of HR people you have access to.

A exclusive relationship with a quality recruitment consultant gives hiring managers quality service and peace of mind. Rather than blindly posting job ads and hoping for the best, The Next Step can tap into 20+ years of relationships with the HR community and conduct a tailored and rigorous search. This removes complications from your day and finds people who can solve your problems, not add to them.

Bouncing forward

We all know resilience is important, but we often overlook the signs of stress and let our inner-strength suffer. By employing tools and techniques to boost resilience job-seekers, hiring managers and HR professionals can all improve their growth, wellbeing and capacity.

Hopefully the information and techniques in this article help to elevate your inner-strength and empower you to take ownership to move forward with your personal and professional plans.

Want to learn more about staying focused? Watch our ‘ BEing Resilient’ webinar where Vanessa Porter and Chris Wilson from Change Fit guide you through a series of tools and techniques to achieve resiliency.

Lisa Hammond is Director of The Next Step, Victoria. She specialises in senior HR talent acquisition across generalist and specialist streams.

Author: Lisa Hammond Date published :02/12/2021

Need help filling an HR position? Contact us for assistance.

Looking for a new HR role? Search jobs

How to achieve focus: a guide for HR professionals

Thu, 02 Dec 2021 11:04:09 GMT

As a busy HR professional you work at a 100-miles an hour and rely on multitasking. The role is a demanding one - constantly pulling you in different directions.

Despite a long ‘to do’ list of your own, you must remain open and available to other people’s problems and emotions. The best laid plans evaporate whenever a new crisis looms.

So how do you maintain focus when your job is to support others? Read on to find out why focus is important and what you can do to achieve clarity and boost productivity.

What is focus

Focus is a clear state of body and mind that allows us to produce our best work. People and Culture Strategist Vanessa Porter describes it as ‘flow’ – a rhythm that allows your imagination and productivity to thrive. “You need to consciously control your thoughts and your attention or someone or something will steal them,” Vanessa explained in a recent Next Step webinar on achieving focus .

On average we have 50,000-70,000 thoughts a day. 90% of these are repeated. Focus is required to hone-in on the small proportion of new thoughts you have each day. Blocking out the noise and narrowing down to what’s most important is key. This allows you to get to the cutting edge of thinking to be able to deal with new problems and change.

Why is focus important for HR professionals?

It is easy to confuse being busy with being productive, but a lack of focus stops HR professionals from achieving strategic goals.

“Clarity of thought, the ability to prioritise and be highly present are highly sought-after skills by employers,” says The Next Step NSW Director, Merridy Thomas. “These skills are best achieved through focus.”

The ‘people’ aspects of human resources require you to always be switched ‘on’. Demand for empathy and support are non-stop. This is not only draining, but also a perfect recipe for losing focus.

How to achieve focus

According to Change Fit’s stress scientist, Chris Wilson, it is important to understand how your body works in order to achieve clarity. “Look at the physiology and how that can impact your ability to focus. We can give you tools and techniques to put you in the best possible state to make sure you are focused and productive throughout your day.”

Change Fit’s top tips for HR Professionals to achieve focus:

Get the timing right. Be tactical about when you try to focus. If you are a morning person, don’t try to focus at the end of the day when you are frazzled and your ‘to do’ list has been hijacked. Understand your body’s rhythms for getting best work out of you.

Reduce the ‘noise’. Getting rid of the noise and reducing mental load creates space to focus on what is most important. Don’t waste headspace overthinking problems or worrying about things outside your control. Obsessing about the details can slow you down, lead to self-doubt and procrastination.
Starve distractions. No phones. No alerts. No interruptions. The world will continue in your absence for a short time. Explain to colleagues why you are incommunicado for short periods and why this is important.
Get biophysical. Put your body in best possible state to be focused. Control spikes in blood sugar by eating regularly and well. Allow time (at least an hour) before bed for your brain to process thoughts. 3-days of poor-quality sleep has the same effect as being drunk and significantly impacts your ability to perform well at work. Concentrate on your breath and practice mindfulness to help reduce stress and improve clarity.
Run, don’t walk. A few short, connected work sprints can be highly productive. Based on the Pomodoro Technique, ‘sprints’ create an hour of power where you do your best work. Watch this video to learn more about this technique.
Work with purpose. Be crystal-clear about your end goal. Identify one important thing you need to achieve each day, then hone-in on your target. Be disciplined. This gives you intent and allows you to aim for something important.

How we can help

Free-up your day and focus on what is most important by outsourcing non-essential tasks to the experts. Recruitment, especially in the current candidate-short market, requires a great deal of time and energy. Resume reading, candidate screening and negotiations can eat up the day and stop you from achieving strategic goals and supporting the business.

“HR leaders of today are impressive,” says Merridy Thomas. “They must straddle daily operational issues with organisational design and people plans. This is a difficult role to do well. It requires a detailed lens, business acumen, an open mind, strong values and clear focus on organisational strategies and objectives.”

Partnering with a specialist HR recruiter like The Next Step connects you with a specialist HR Talent and reduces the amount of time required to hire new staff. What could you achieve with that extra time and focus?

Want to learn more about staying focused? Watch our ‘BEing Focused’ webinar where Vanessa Porter and Chris Wilson from Change Fit guide you through a series of tools and techniques to achieve focus.

Lisa Hammond is Director of The Next Step, Victoria. She specialises in senior HR talent acquisition across generalist and specialist streams.

Author: Lisa Hammond Date published : 02/12/2021

Need help filling an HR position? Contact us for assistance.

Looking for a new role? Search jobs

How to find HR Jobs in Australia

Wed, 01 Dec 2021 07:41:53 GMT

Are you an experienced HR or People & Culture professional considering a move to Australia? You're not alone. With its strong economy, varied job opportunities, and high quality of life, Australia is an attractive destination for many in the HR field.

In this guide, we'll share practical tips and insights to help you find HR jobs in Australia and make your transition to working here as smooth as possible. Read on to learn more.

How to find HR jobs in Australia

With many organisations looking to strengthen their culture and plan for the future of work, People and Culture professionals are in well demand and are well respected. Strong opportunities for experienced HR professionals exist across a wide range of industries.

However, it's important to note that employers often prefer candidates who already have working rights, local experience, and familiarity with Australian workplace legislation and practices. To stand out as an international candidate, you'll need to demonstrate something special or hard to find, such as substantial HR experience, specialist skillsets, or a proven track record of success in your field.

While securing an HR role in Australia as an overseas candidate may be challenging, particularly if you require sponsorship, there are still avenues available for those with the right qualifications and experience. By understanding the local market, tailoring your application, and engaging with specialist HR recruiters, you can increase your chances of finding the right opportunity and making your move to Australia a reality.

Obtaining the right visa

Before you try to find HR jobs in Australia, you must first have the right to work here. To work in Australia, you'll need to be a citizen or resident, or to have a valid visa. The most common visa types for skilled professionals are the Temporary Skill Shortage (TSS) visa (subclass 482) and the Skilled Independent visa (subclass 189). Head to the Department of Home Affairs website for more information on visa options and requirements.

Keep in mind that some visas, like the TSS visa, require sponsorship from an Australian employer. This means you'll need to secure a job offer before applying for the visa, which can be tricky unless you possess in-demand capabilities, are highly qualified or have a specialist skillset.

Having transparent plans and timeframes

When you're planning your HR career move to Australia, it's important to have clear timeframes and plans in place. This includes setting realistic goals for when you want to arrive in Australia, when you'd like to start working, and how long you expect your job search to take.

Keep in mind that the visa application process can take time, so factor this into your planning.

Communicate timeframes honestly with recruiters and potential employers. Being transparent about your plans and availability will help them better understand your situation and determine if they can support your job search and relocation. You don't want to risk misleading anyone and burning bridges.

Understanding the Australian HR landscape

Before embarking on your job search, take some time to get to know the HR landscape in Australia. The Australian HR Institute (AHRI) is a great starting point, offering a wealth of resources, industry news, professional development opportunities and networking events.

It's also worth tuning in to Australia's mainstream media and specific HR media outlets, such as HRM Online and HR Daily , to stay up-to-date with the latest trends and discussions shaping the industry.

The Next Step's HR Job Market Report is another valuable resource, providing insights into the demand for HR skills across different industries and regions.

Learning about Australian Workplace Rules and Regulations

Australian employment law can be complex, with a mix of federal and state legislation governing various aspects of the employer-employee relationship. Different states and territories will have different workplace rules and regulations, but a good place to start is:

The Fair Work Ombudsman (FWO) is an independent statutory agency that provides information and advice about Australia's workplace rights and obligations. Learn about minimum entitlements, awards, and agreements, as well as handling workplace disputes.
The Fair Work Commission (FWC) is Australia's national workplace relations tribunal. It is responsible for maintaining a safety net of minimum conditions, managing industrial disputes, and approving enterprise agreements.
Safe Work Australia develops national policy relating to work health and safety (WHS) and workers' compensation. Learn about WHS laws, codes of practice and guidelines.
Australian Human Rights Commission (AHRC) offers resources on workplace discrimination, harassment, and diversity & inclusion.
Workplace Gender Equality Agency (WGEA) provides information on gender equality reporting requirements, best practices, and tools for employers.

By exploring these resources and understand the nuances of Australian workplace rules and regulations, you'll be better prepared to transition from abroad and embed yourself in an Australian workplace.

Tailoring your resume and cover letter

When applying for HR jobs in Australia, it's essential to tailor your resume and cover letter to the local market. Australian resumes tend to be more concise and achievement-focused than their international counterparts. Use action verbs, quantify your accomplishments, and highlight any experience that's relevant to the Australian context.

Don't forget to include any professional certifications you hold (particularly local ones, such as those offered by AHRI or similar), as these are valued by Australian employers.

Building your network

Networking is a powerful tool in any job search, and it's no different in Australia. Start by reaching out to your existing connections to see if they have any contacts in Australia or know of any opportunities.

LinkedIn is another fantastic platform for building your professional network. The Next Step's LinkedIn page , for example, has an active community of 25,000+ HR professionals.

Also consider joining other Australian online HR groups, participate in discussions, and connect with HR professionals in your target companies or industries. You never know where a simple conversation or connection might lead!

Engaging with The Next Step

If you are new to the Australian job market, it's worth connecting with The Next Step team. Our specialist consultants can provide valuable guidance on the local job market, help you refine your application, and connect you with leading Australian employers.

In addition to reviewing newly advertised roles on our HR job board , it's worth submitting your resume for consideration. Our consultants will carefully review your background and experience to identify opportunities that align with your skills and goals

Being realistic in your expectations

Please keep in mind that as a recruitment consultancy, we work closely with our clients to fulfil their specific job requirements. Many of our clients place a strong emphasis on pre-existing working rights, local market knowledge and experience, as they believe this helps new hires quickly integrate into their teams and navigate the unique aspects of the Australian workplace. Familiarity with Australian workplace legislation and practices is also considered important.

While this preference for local experience can make it more challenging for international candidates, it's not an insurmountable obstacle. By showcasing your transferable skills, highlighting your international perspective, and demonstrating clear value and enthusiasm you can still catch the attention of potential employers. Be patient, stay positive, and keep refining your approach based on the feedback you receive.

Preparing for interviews

If you land an interview for an HR role, congrats! Your Next Step recruitment consultant will help guide and support you through the interview process. This is your chance to showcase your skills and experience. Be prepared to discuss your understanding of Australian workplace laws and how your international experience translates to the local context.

If you're interviewing remotely , make sure you have a quiet location, stable internet connection and professional background. Dress the part, even if the interview is via video call, and be mindful of time zone differences.

Good luck with finding HR jobs in Australia!

While moving from overseas to work as an HR professional in Australia comes with its challenges, it also presents incredible opportunities for growth, both personally and professionally. By showcasing the things that make you special as a People and Culture professional (think specialist expertise and a proven track record of success), you can set yourself apart as an international candidate and catch the attention of potential employers.

Remember, the key to success lies in understanding the local market, tailoring your approach, and tapping into local networks . Be realistic about the challenges you may face, but stay positive and persistent in your pursuit of the right role.

As you take the next step in your HR career journey, know that you are joining a co mmunity of respected and valued professionals who are making a real difference in the lives of employees and the success of organisations Down Under. Embrace the opportunity, stay focused on your goals, and good luck in finding a HR job in Australia.

HR Job Opportunities Index: October

Wed, 17 Nov 2021 11:05:14 GMT

HR job opportunities have risen a massive 48% in the last 12-months, creating some enticing prospects for job-seekers. Employers, on the other-hand, are grappling with people-shortages.

In the October edition of The Next Step HR Job Opportunity Index we look at trends in the HR job market. Access the full report below, download a 1-page snapshot , or keep reading for more information.

Download the The Next Step HR Job Opportunities Index

The Next Step HR Job Opportunities Index

As we approach the closing weeks of 2021, the Reserve Bank along with all the other observers of the national employment market, are seeing strong increases in hiring intentions, particularly in Victoria and New South Wales. This is supported by anecdotal feedback from HR professionals across many sectors.

In its latest Statement on Monetary Policy, the RBA said forward-looking indicators of labour demand point to a strong recovery in the labour market over coming months well into the new year.

This increased demand, in the general employment market is being reflected in The Next Step HR Opportunity Index. HR Job Opportunities are rising as organisations grabble with crippling shortages of talent which looks set to continue in 2022

HR Job Opportunities Nationally

The Australian HR market has made a strong “post lockdown” recovery and The Next Step Job Opportunity Index rose 5.7% in the October quarter. The National Index now sits on 133.0 and is up almost 48% compared to the same period in 2020.

Interestingly the Index is also up 22% compared to the corresponding period 2-years ago pre-covid in 2019 underscoring the strength of the current national HR market.

Similar patterns of demand have been demonstrated throughout the last 12 months although contract opportunities peaked in demand at the start of the financial year. Historically contract demand tends to accelerate in tight markets as companies need to look at short term solutions for talent gaps and we saw the overall volume of contract roles increase from 17.6% to 22.3% of the market during this year.

Continued short falls of talent in most geographies and categories of HR would indicate demand remaining strong into the final weeks of 2021. It’s expected that this demand will pick up quickly in 2022 after a longer than normal holiday period recognising the expected pause over Christmas while leaders take a well-earned break.

HR Job Opportunities by State

The State HR Job Opportunities Index reinforces the National outcome but there are clearly some states that are over-performing. VIC is experiencing a significant bounce-back from the impacts of the pandemic. This is also supported with strong results in the other major east coast markets.

In VIC, the State HR Job Opportunities Index moved from 90.6 to its highest point in the Index’s history of 182.6. This is a 101.5% increase in demand year on year and an increase of 71% for the corresponding period pre covid in Oct 2019.

Whilst not at the same dramatic levels, the NSW and QLD markets are also manifestly more buoyant than 12-months ago and have experienced a 48.5% and 47% improvement respectively.

Whilst experiencing a strong market, the growth in NSW hasn’t been anything like VIC’s. NSW is only 2.5% better compared to the corresponding period in 2019 and so line ball on pre-COVID levels. On the other hand, QLD has fully recovered and has 16% more active than 2-years ago.

NSW and VIC represent 57% of all job opportunities nationally in the HR market and their combined strength is a major catalyst for the national market position.

HR Job Opportunities by Industry

There are some clear winners and losers in the HR Job Opportunities by Industry. The overwhelming dominate performer was Mining, Construction and Utilities. These heavier sectors saw a substantial 124.5% rise over 12-months and currently employs 15.6% of all HR professionals.

At the other end of the spectrum, the Finance and Insurance sector saw a reduction over the 12-months by 21.6%. This accords with anecdotal evidence as banks and insurance companies are in restructuring cycle resulting head count and costs reductions in HR. Traditionally job opportunities in the finance sector were more than 20% of the market, but currently they are reduced to just 13.7%.

Other substantial winners in the sector race over the past 12-months have been Professional, Scientific and Technical (inc. IT) up 71.4%, Health Care up 63.9% and Manufacturing up 55%.

HR Job Opportunities by Title

The past 12-months have seen strong growth in all role types, except for Remuneration roles. The overall number of opportunities in this space is only 1.5% of the market and demonstrates a very stable segment.

The stand-out performer was the increase in advertising of Talent Acquisition opportunities. They grew over the past 12-months by 55.2% and now make up 37% of all HR job opportunities. This marries with the intense pressure to acquire talent in sectors as diverse as Healthcare, IT, Mining, Construction as the post COVID economic recovery is creating significant demands and challenges.

Other role types that have seen strong growth in the opportunities include HR generalist and HSE roles which grew 52.1% and 51.8% respectively.

Click to download infographic

If you require specialist HR recruitment support or advice please reach out to your Next Step consultant.

Author: Craig Mason Date published : 17/11/2021

Looking for a new HR role? Search jobs

Need help filling an HR position? Contact us for assistance.

Being Resilient : A Guide For HR

Wed, 03 Nov 2021 11:05:10 GMT

BEing Resilient : A Guide For HR

Holistic resilience is vital for your wellbeing and growth. It can improve your capacity, elevate your inner-strength and empower you to take ownership to move forward and cope with pressure.

In this Next Step webinar recording People & Culture strategist Vanessa Porter and stress-scientist Chris Wilson help you to increase your inner resources and give you that much needed boost.

By watching this recording you will learn how to:

Use tools and techniques to become more self aware
Recover quickly and manage your emotions
Accept what is happening, own it and take action; and
Develop strategies to regulate your inner resources

The Next Step is a National HR recruitment consultancy with over 20-years experience. Our HR consulting team our trusted partners assisting businesses to attract and develop HR talent to meet the demands of changing work.

Speakers

Vanessa Porter

Managing Director | All Of You

Vanessa has over 25 years of leadership experience. She is known for clearly articulating strategy, cultivating positive workplace cultures and developing talent to deliver tangible outcomes.

Vanessa is joint-created of the Change Fit program. ChangeFit gives business leaders practical strategies, tools and techniques to build a team that can thrive in an ever-changing environment. It allows those who are experiencing change overwhelm to be as productive as possible and maximise their output.

Chris Wilson

Stress Scientist

By using data and the right systems, Chris drives the development of the physical, mental and emotional capacity of people with the ultimate goal of improving their performance.

Chris co-created the ChangeFit program in response to observing that leaders were experiencing change overwhelm, resulting in cognitive fog, physical exhaustion and emotional numbness.

Lisa Hammond

Director | The Next Step, VIC

Lisa specialises in the recruitment of senior HR professionals across generalist and specialist streams. She has spent 16+ years working with some of Australia’s largest and most renowned businesses.

With in-depth knowledge of the human resources sector, Lisa provides invaluable personal and career development advice to HR professionals. She is interested in working within the industry to establish mutually beneficial relationships that extend beyond recruitment.

Date published : 03/11/2021

Vaccinations: Are you armed and ready for 2022?

fdf6b806@Shazamme.com (Shazamme System User) — Wed, 27 Oct 2021 11:05:06 GMT

As the economy reopens and Australia moves towards ‘living with COVID’ employers are taking a range of measures to keep their workplaces safe and prepare for pandemic-related challenges in 2022.

Vaccination has so far been our ticket to freedom, but the issue of jabs is thorny and complex. Different approaches exist, but most organisations agree it’s important to be armed with a clear roadmap.

Alongside voluntary and mandated vaccines, businesses are also looking at sector-based collaboration, customer vaccination incentives, rapid antigen testing, booster shots and other complimentary measures to support workplace safety and business continuity. Read on to learn more…

Encouraging voluntary vaccination

Vaccination in the workplace is a complex and contentious issue. Rules and mandates vary across regions and sectors, with public sentiment shifting at rapid speed throughout the year. In many cases businesses have been left without a clear steer from Canberra. HR and HSE professionals have been required to unpack the risks and requirements, then implement new policies and procedures.

Many employers have adopted a ‘carrot’ approach to encourage voluntary uptake. Incentives include paid leave to get vaccinated and sick leave for people suffering the ill-effects of the jab. Telstra is giving fully vaccinated staff 200 ‘appreciation points’ (worth approx. $200) to use in an internal online store. National Australia Bank is going down the charitable route, matching employee vaccinations with jabs donated to children in neighbouring countries like Fiji and Papua New Guinea.

Many Australian businesses such as Virgin Australia and Transurban are running compeitions to incentivise customers to vaccinate.

Making vaccinations mandatory at work

Having already experienced significant disruption to their Port Botany facility due to COVID, Stevedores DP World recently announced that it would require 1800 employees and contractors to have received their first vaccine by mid-October and a second dose no later than 15 November. Speaking to the Financial Review, CEO Andrew Adam said the company need to ensure employee safety and maintain business continuity “as a critical part of the Australian supply chain”.

Qantas has opted for a staged approach to compulsory vaccinations (mid-Nov for frontline workers and 31 March for the remainder of employees). They have provided consideration for individual circumstances by allowing for documented medical exemptions. In a 360-degree approach, they are also incentivising their customers to vaccinate by offering discounted flights and free Qantas Points.

Whilst still seen as risky, blanket mandates have started to become more common in the latter half of 2021. SPC was one of the first to issue vaccine deadlines to workers and has recently made their Mandatory Vaccination Response Plan readily available for others to learn from and adapt.

Cross-sector cooperation is important for positive outcomes. Our sibling company and HSE recruitment specialists The Safe Step , are currently facilitating sector-based working groups to share thinking, coordinate approaches and ensure alignment across a broad industry-based approach.

Many Australian businesses such as Virgin Australia and Transurban are running compeitions to incentivise customers to vaccinate.

The value of HR & HSE during COVID

In 2021 we have seen a noticeable increase in the demand for Human Resources (HR) professionals to implement policies and manage compliance.

The HR job-market has hit record highs in 2021, with particularly strong demand for those with Industrial Relations (IR) and Employee Relations (ER) skills. Employees needs have been paramount during the pandemic and HR professionlls have been essential for navigating the new world of work, taking care of people and reinforcing culture away from the office.

Talent Acquisition roles have also sky-rocketed as businesses try to deal with the massive workforce fluctuations caused by the pandemic.

What lies ahead in 2022?

Business continuity – Learning to live with COVID will certainly have it’s challenges. Employers will have to grapple with the impacts of periodic shut-downs, waning compliance of safety measures, the need to replace infected workers at speed, changing consumer habits and a range of other complex factors.

Workforce instability – In the USA, the latest JOLTS report (Job Openings and Labor Turnover Survey) indicates 4.3 million workers left their jobs in August 2021. Many expect ‘The Great Resignation’ will soon hit Australia and come at a great cost to employers who have not taken appropriate measures to engage, retain and develop their people in 2021.

Legal challenges & compensation – Many are waiting to see how test-cases against vaccine mandates play out in court. The issue of compensation for a positive COVID-19 diagnosis is directly attributable to work, or an adverse reaction to a work-mandated vaccination is likely to arise in the coming year.

Rapid Antigen Testing – Quick to administer and suitable for high-frequency workplace screening, but not as accurate as laboratory PCR tests. Long-term use of rapid antigen testing in the workplace is expensive and onerous for employers to maintain.

Booster shots – In 2022 large organisations are likely to host on-site or near-site vaccination hubs offering booster shots to ensure COVID-protections remain at the highest levels and account for new variations of the virus.

Changing sentiment & advice – Businesses will have to continue adapting at break-neck speed as government and health advice changes across States, Territories and global regions. Sentiments of staff and customers are also likely to evolve over time. Ongoing consultation and communication will be key for employers to keep their finger on the pulse.

World vaccination – New COVID variants are expected to develop in unvaccinated populations, so some Australian businesses have pledged financial support to GAVI to provide COVID vaccinations to low-income countries. In doing so, they will help boost global protections and ramp-up Asia-Pacific’s economic recovery.

What’s your path?

Throughout 2021, businesses have taken a range of different approaches to minimise risk and keep workplaces operating safely and profitably during the COVID pandemic. Some are forging the way with mandatory vaccinations, while others are watching on with interest. All are trying to cope with the speed of change, while responding sensitively and carefully to the importance and complexity of the situation.

What path has your business chosen to lead you out of COVID? Are you armed and ready for the challenges that lie ahead? We’re keen to hear more.

Author: The Next Step Date published : 27/10/2021

Looking for a new HR role? Search jobs

Need help filling an HR position? Contact us for assistance.

Useful links

When dealing with the issue of COVID vaccinations and work helth and safety, it’s important to refer to the latest government advice, seek legal guidance and consider your individual circumstances.

Fair Work Ombudsman
Safe Work Australia
The Therapeutic Goods Administration
Australian Human Rights Commission
COVID-19 vaccine claims scheme
SPC's Mandatory Vaccination Response Plan
Relevant State and Territory governments governing your workplace(s)

HR Job Market Update: Oct 2021

Mon, 18 Oct 2021 11:04:58 GMT

The past six-to-nine months have been consistently busy across the HR job market, with an increased appetite for value-add Human Resources (HR) from almost every industry sector. Watch the video below for our latest HR job market update or continue reading for the key out-takes.

Lots of jobs for early-career HR

The market continues to prove competitive at the early career space with a huge volume of demand for HR Administrators, HR Co-ordinators, HR Advisers and junior HR Business Partners.

Strong demand for ER & IR skills

Vaccinations and the re-opening of workplaces has led to a rise in need for Employee Relations (ER) and Industrial Relations (IR) skills, either within specialised roles or as part of a generalist HR Business Partner role that encompasses a strong leaning towards ER/IR.

Wages rise for Talent Acquisition

Talent Acquisition professionals of all levels are in hot demand . There is a massive amount of movement in the TA market with a range of roles being advertised from Recruitment Coordinators through to TA Managers. We have seen significant wage growth in this space and a real shift towards permanent hiring.

A shift towards building capability

With businesses not always having success with finding talent in the current candidate-short market there has been a renewed focus on building internal capability. This has lead to an increased demand for Organisational Development (OD) along with Learning and Development (L&D) professionals.

Modest movement at HR's top end

Over the past 18-months senior and executive-level HR professionals have been consumed by the huge demands of delivery and strategic planning. To date, this has resulted in modest movement at the top of job market, but we are beginning to see an increased level of opportunity in this space, both from a permanent and contract perspective. Overall there is a recognition from business leaders that strong HR capability is essential for their leadership teams.

Momentum continues into 2022

After a busy 2021, the momentum is set to continue well into 2022. Normally the job-market tends to slow between November and March, but this year we’re expecting a busy period right through the summer period.

If you require any support or would like some further information about the market, please reach out to your Next Step consultant.

Author: Anica Weererante Date published : 18/10/2021

Looking for a new HR role? Search jobs

Need help filling an HR position? Contact us for assistance.

Talent Acquisition: Under Pressure and In Demand

Tue, 21 Sep 2021 11:04:49 GMT

I've been keen on buying some CBA shares for awhile… 12 months actually.

I finally decided to jump in and was prepared to pay $68 a share. Unfortunately that was the purchase price from 12-months ago. More recently the going-rate is closer to $103. The market has shifted and the price has gone up with the increased demand. So do I pay the new price, or do I miss out?

So how does my little share market dilemma relate to Talent Acquisition? Read on to discover why Talent Acquisition is in demand and under pressure.

The talent market in Australia is going gang busters

The economic recovery post the initial impact of COVID in 2020 is well known. Fuelled by government stimulus and record low interest rates, business confidence quickly recovered. After hitting bottom in mid-2020, hiring levels rebounded dramatically.

Interestingly, the start of the bounce-back happened to coincide with the finalisation of a large number of layoffs, further fuelling a surge in demand in many sectors. Companies had to turn around and rehire, (particularly in some well documented examples in IT and Professional Services).

Compounding the issue has been the not inconsequential matter of closed national and state boarders. This has added fuel to the talent fire. This year, Treasury has forecast a net 77,400 migrants to leave the country after the departure of almost 100,000 in 2020-21. In March of this year, Assistant Secretary of the Treasury, Steven Kennedy said Australia had experienced “one of the largest changes” compared to other advanced economies due to lower net overseas migration caused by COVID-19 disruptions.

The net effect of the closed boarders and a strong economy is clear with the July 21 seasonally adjusted unemployment rate of 4.6% as reported by the Australian Bureau Statistics.

The strength of the talent market was also demonstrated by March and April this year being the largest number of opportunities posted in SEEK’s 23-year history with corresponding low levels of applicants. The high number of postings on SEEK has been maintained since March even though SEEK has significantly increased its prices. (potentially those posting levels would have been even higher without the price rise).

If you still don’t believe the figures, Alan Kolhar, elegantly summarises the state of the talent market since the pandemic period started.

In summary, the shortage of Talent isn’t a HR problem, for many organisations, it’s a massive business problem.

A lack of supply increases demand for Talent Acquisition

There are some really impressive initiatives and strategies being devised to attact talent but with such major shortages of people, a natty new EVP isn’t going to solve the problem. The national Health sector, for example, has an estimated gap of 45,000 people. Other sectors such as supply chain, technology, professional services, resources, and agriculture are also clearly under pressure.

So what has been the result of this demand? A significant increase in the number of open vacancies. This has put pressure on Talent Acquisition teams (as well as the whole HR function), and we have seen a subsequent increase demand for TA professionals.

"Job vacanies have put pressure on Talent Acquisition teams (as well as the whole HR function). This has seen TA job opportunities balloon and TA salaries rise."

What does that increase in demand look like for TA professionals?

The Next Step has been running our HR Opportunities Index since 2014. The index measures overall volume of opportunities in HR as well as sub-areas of the profession such as the TA/recruitment market. The index provides an insight into the current demand;

Prior to 2021, the TA index had never broken through an index value of 100 and its all-time high point was in April 19 with a value of 89.91;
Before the pandemic, in Feb 2020, the TA Index sat at a value of 40 (39.62);
In June of this year, the Index sat at 120.43. This is 25% higher than at any time in the previous 7 plus years

A random sample of 150 HR opportunities posted on SEEK recently demonstrates this demand. Traditionally HR generalist roles make up 50% of all opportunities in HR and COE roles share the other half with L&D normally in the 22-25% space. Not anymore. In the sample, more than a third of all roles were TA/Recruitment roles with pure generalist roles being less than 30%.

The price for TA talent is being driven up

What has happened to salary levels for experienced TA professionals? It’s certainly not what it was 12 months ago – just like my prospective CBA shares.

How much has it moved? Unfortunately, there is no real-time way to determine this. The function is so small in most organisations (except for a few notable exceptions) that a lack of scale makes it hard to compare. In these situations, salary data is usually mixed, very broad and out of date in a fast-moving market.

In addition, TA professionals have historically been underpaid when compared to other COE areas in HR. Recent circumatance mean this disparity has now shifted. Expect to pay more for HR professionals in 2021 , but especially for Talent Aquisition roles.

A scarcity of talent is clearly a major business problem for many companies. To secure TA professionals, businesses will have to either pay more or compromise their expectations until the heat is out of the market.

Just like the price for CBA shares, the TA market is more expensive than it was a year or two ago. The real value is determined by what a company is prepared to pay and what it might cost to miss out on securing an experienced Talent Acquisition professional.

Download a 1-page Talent Acquisition flyer here.

C raig Mason is CEO of The Next Group of businesses, including The Next Step. Craig is one of Australia's most experienced HR practitioners and talent resourcers, having specialised in the HR field since 1992.

5 key learnings that helped me become a CEO

Wed, 15 Sep 2021 11:04:43 GMT

Like all careers, mine has had it’s ups and downs. I have worked with some fantastic people, had loads of fun, enjoyed success and made plenty of mistakes.

The journey to CEO hasn’t always been plain-sailing but my missteps have been critical learning opportunities. After all, the only real mistake in life, is the one from which we learn nothing.

Read on to learn about the mistakes that have had an impact on my career and discover the 5 key learnings that helped me become a CEO.

Be yourself

Early in my career I was surrounded by some big, inspiring personalities. I set out to impress them and became a sponge... listening, learning and copying other people’s formula for success. I took-on new ways of working and in doing so, began to feel like a fish out of water. Before long, my motivation was sapped and I started questioning my choice of career.

The light-bulb moment came when I realised that I was pretending to be someone else at work (and damaging my ‘real’ self in the process). I made a conscious effort to stay true to my personality, values and ways of working. When I did, the dynamic with colleagues and customers improved, my confidence increased and my engagement lifted. Success quickly followed.

This lesson continues to resonate strongly today. As a senior leader it is critical for me to remain authentic. This encourages others in the workplace to be authentic too, and thereby encourages diversity and psychological safety within the business. Staying true to myself also helps me to maintain the energy and drive needed as a CEO.

Achievements can come in many different forms. Finding your own path is the true key to success.

Questions before answers

As I progressed into more senior roles, I aimed to not only be one of the highest performers, but also manage a team of high performers. To begin with, I thought leading meant having all the answers. Being a manager was about solving problems, right? Wrong.

Reflecting on my own career, I realised my biggest opportunities for growth came from leaders asking questions. What do I think of Y? What would happen if we did X? Through careful questioning they got me thinking differently and helped me find my way to a solution... far more satisfying and illuminating than being given the answer on a plate.

In applying this same ‘question before answer’ approach with my team, I found that we came up with a greater variety of new ideas, process improvements and efficiencies. We embedded learnings and effected change far more efficiently than a top-down approach.

“Give a person a fish, you feed them for a day.

Teach a person to fish, you feed them for a lifetime.”

Focus on culture

In a sales-based environment like recruitment we often place a heavy emphasis on numbers and financial results. No doubt these are an important, if somewhat easy measure of success. What’s harder to define, but more crucial to achieve, is a culture of care .

For me, culture is about the intangible elements of the business. The invisible stuff that glues us all together... shared values, ways of working and a clear, collective purpose. Culture is hard to map-out and measure, but get it right and magic happens!

Within a fun, safe, collaborative and trusting environment people will thrive. From there, ideas flow, strategies form, executions land and results follow as a matter of course.

Try jumping straight to the finish line and you may well deliver great results... but only here or there. Focus on culture and people and you will create a highly engaged team that deliver results consistently. This has been a key learning that helped me on my path to CEO.

Complement, not clone

In my younger years I was drawn to working with people like me. Somehow it seemed easier to collaborate with like-minded individuals who shared similar ideas, processes and ways of working.

Over time, however, I realised that this narrow view was limiting my success. As I began to encourage more diversity within my teams, I came to benefit from a broad range of capabilities and viewpoints.

Now when the business is looking to hire, we don’t seek a clone of what’s been successful in the past. We look for an individual who complements the existing team, aligning with our values, but bringing a unique set of skills and experience all of their own. We consider how a new team member will bring new ideas, new energy and new ways of working. We do this because we know we can learn as much from them, as they can from us.

When working with other senior business leaders, I encourage them to surround themselves with people who will in turn enable them to grow and achieve their goals.

“My team has skills that complement my own.

Their strengths fill my gaps,

enabling us to succeed together"

Seek broad horizons

II am proud of having strong connections to people from all walks of life. It keeps my thinking fresh, exposes me to innovations in other sectors and stops me getting stuck in a rut. Best of all, it gives me greater empathy and understanding of others.

My network extends from former students and disadvantaged kids, to leading CEOs of multinationals. I talk regularly to people working in agriculture, education, professional services and elite sport to name a few... we all have something to learn from each other.

I didn’t always think this way. Initially I was more concerned with what my network could do for me, than what I could do for my network. Who would make a good contact? Who could teach me something?

Later, I realised strong and lasting networks come from helping others, without expecting anything in return. I recall watching a video (yes video!) called ‘Pay it Forward’ which cemented this way of thinking and continues to remind me that small acts of kindness can accumulate and grow to make a big difference. ‘Paying it forward’ might be as simple as connecting like-minded souls, offering to mentor someone, or volunteering for a worthy cause. Look to the horizon and see where it takes you.

The lessons continue...

Becoming a CEO isn’t about being ‘right’ all the time. I’m certainly not perfect (as my kids often remind me). Admitting that we’re fallible and being open about our errors is a powerful way of fostering growth and psychological safety.

We all make mistakes. It’s how we respond to them and what learn from them that is a true measure of our success. My missteps have certainly helped make me a better person and helped me become the CEO I am today.

I look forward to continuing my learning journey and I would love to hear from others about their own learnings. What has and hasn’t worked for you?

Aaron Neilson is CEO of The Next Group of businesses including The Safe Step, The Next Step and The HR Space. As a highly regarded business leader, Aaron provides search and talent acquisition services to many of Australia’s leading corporations.

Author: Aaron Neilson Date published : 15/09/2021

Need help building the leadership capability within your team? Contact us for assistance.

Looking for a new leadership role? Search jobs

Strategic Workforce Planning

Mon, 30 Aug 2021 11:04:39 GMT

Organisations are struggling to understand the size, shape and skills needed for their workforce of the future. In a recent Next Step webinar 81% of participants weren’t clear on size, shape and skillset needed by the business in the next 3 to 5-years. This is where strategic workforce planning can help.

While none of us has a crystal ball, there are approaches that can help provide clarity and consensus around the staffing needs of the business. Dynamic modelling can help predict future outcomes and provide a strategic approach to workforce planning. Read on to learn more.

The time is right for strategic workforce planning

The COVID crisis has led many organisations to make rash, short-term decisions to cut staff. A lack of strategy behind these decisions has the potential to cause future ‘chaos’ for the business, reducing access to people and skills needed in the future.

In 2020, for example, many HR departments dramatically reduced their Talent Acquisition teams. A year on, they are now seeking to rehire those very same roles at 10-15% price increase . Reducing costs in the short-term, has created a competitive disadvantage in the long-term.

Reactive measures are not only expensive in terms of wage costs, but can also cause irreparable damage to culture, corporate knowledge and your employment value proposition (EVP).

Future skills forecasting continues to be such a big gap for organisations, but few are aware that the bigger this gap, the harder it’s going to be for them to really achieve their purpose and strategy.

What is strategic workforce planning?

According to Alicia Roach, joint CEO of strategic workforce planning SAAS platform eQ8, the most fundamental question for any organisation is: “What is our purpose and what's it going to take to achieve it?”

Sounds simple, but there’s a complex recipe for employing the employing the right people, with the right mix of capabilities at the right place and time. Get the mix right and you have got a serious competitive advantage. Get it wrong, and the organisation suffers. “Your workforce is your key execution vehicle for delivering your purpose,” says eQ8 joint-CEO Chris Hare. “The mix of capability and capacity will be what makes or breaks you.”

All too often, however, businesses make short-term decisions, rehiring or firing staff and backfilling positions, without really considering whether workforce requirements align to long-term goals.

Staff profiling, analysis of trends and dynamic modelling can all help to achieve clarity. With an agreed vision of how the future can be achieved, the organisation can develop policies and strategies to BUY, BORROW or BUILD the workforce needed.

Dynamic scenario modelling

None of us can precisely predict the future, but by modelling different scenarios it’s possible to remove some of the guess-work.

Scenario planning can identify different workforce requirements depending on the shape of Australia’s COVID recovery. Proactive forecasting can examine workforce requirement if output needed to be doubled, tripled (or halved). It’s also possible to overlay transformation drivers within modelling. How will accelerating a technology initiative or delaying a project impact staffing needs for example?

With several possible pathways on the table, leadership teams can more easily identify the best plan to achieve the organisation’s purpose. While predictions aren’t guaranteed to pan out, they do give a clear indicator of potential trade-offs required and allow C-suite to discuss implications of different scenarios and achieve consensus on the option that best aligns with long-term strategic priorities.

“Modelling may show a shift in workforce requirements,” says Alicia Roach, “but imagine if you could let employees know well in advance and help them prepare for transition in a compassionate and honest way. Or even better, identify that they actually have 60-80% percent of the capability you need in a growing and emerging role and bring them on the upskilling, reskilling revolution with you.”

Dynamic scenario modelling by eQ8 provides clarity around future workforce requirements.

How to begin dynamic scenario modelling

If you haven’t developed strategic workforce plans before, it’s reasonable to feel daunted.

It’s best to start simple. Look at just a hand-full of major factors that might influence the future of the business, then consider two or three of your most critical skill sets connected to these factors. Often a major pain-point is a good place to begin.

Build-out some simple scenarios showing variations in these and use your modelling to help executives to have informed ‘trade-off’ conversations. The most successful planning requires input from finance, strategy and people and culture.

Over time you can build to greater levels of sophistication, modelling for different workforce segments, business initiatives, transformation projects and varying market demands.

For larger businesses, or those with more mature modelling requirements, analysis and planning tools such as eQ8, can help to produce complex dynamic modeling involving multiple real-time variables.

Making short-term decisions about workforce, without knowing whether they really align to long-term goals can cause serious damage. “The costs of not having the bandwidth to do this strategic planning is highly alienating your customers and disengaging employees,” says Chris Hare. “You need to ensure your organisation doesn't make short-term decisions that destroy your long-term viability.”

How can we help?

As a specialist Human Resources recruitment consultancy, The Next Step, can provide your business with the right HR leaders to help shape the skills, size and shape of your workforce for the future.

Whether you are looking to BUY, BORROW or BUILD the right capacity and capabilities in your organisation, please speak to your Next Step consultant for assistance.

Start planning now for the competitive advantage your organisation needs in the next 3-5 years.

Jo Skipper is Managing Director of The Next Step. She partners with the executive HR community to source exceptional talent across contract and permanent positions. Jo has a deep understanding of, and interest in, change management and total reward specialisations.

Author: Jo Skipper Date published : 30/08/2021

Need help planning your workforce? Contact Jo or your Next Step consultant for assistance.

Looking for a new role? Search HR jobs

BEing Optimistic: Creates meaningful connections to elevate your wellbeing

Tue, 24 Aug 2021 11:04:33 GMT

Generate A Self-Assured Mindset And Have Confidence In Your Capability

Optimism is essential for good mental health and wellbeing. Having a positive mindset can benefit your self-confidence, productivity and connections with others.

The Next Step is thrilled to again be partnering with Vanessa Porter, MD and People & Culture Strategist at All of You , and Chris Wilson, Stress Scientist, who together have created Change Fit, for module three of their ‘BEing Your Best Self’ development program. This program will give you practical strategies, tools and techniques to allow you, and your teams, to thrive in an ever-changing environment. The program will allow those who are experiencing change overwhelm to be as productive as possible and maximise their output.

In this recording of a Next Step webinar People & Culture strategist Vanessa Porter and stress-scientist Chris Wilson help HR professionals to combat damaging thoughts, and instead to focus on the silver linings.

After all, we could all do with a bit of optimism at the moment!

By watching this recording you will learn how to:

Combat negative thoughts that lead to negative outcomes
Use tools and techniques to become more self-assured
Create meaningful connections to elevate your mental health and wellbeing
Develop greater confidence in your own capabilities
Understand strategies to regulate yourself and others

The Next Step is a national HR consultancy firm, and with over 20 years experience.

Our HR consulting team are trusted partners in assisting businesses to attract and develop HR talent to meet the demands of today's organisations.

Speakers

Vanessa Porter

Managing Director | All Of You

Vanessa has over 25 years of leadership experience. She is known for clearly articulating strategy, cultivating positive workplace cultures and developing talent to deliver tangible outcomes.

Chris Wilson

Stress Scientist

By using data and the right systems, Chris drives the development of the physical, mental and emotional capacity of people with the ultimate goal of improving their performance.

Chris co-created the ChangeFit program in response to observing that leaders were experiencing change overwhelm, resulting in cognitive fog, physical exhaustion and emotional numbness.

Lisa Hammond

Director | The Next Step, VIC

BEing Focused: Positively impacts your visible wellbeing

Tue, 24 Aug 2021 11:03:45 GMT

In this insightful webinar Stress scientist Chris Wilson and People & Culture Strategist Vaness Wilson guide HR professionals on “BEing Focused”. Vanessa and Chris will explore how being focused positively impacts your visible wellbeing, and provide some tools on how to stay focused to achieve your inspired goals.

The Next Step is thrilled to again be partnering with Vanessa Porter – MD and People & Culture Strategist at All of You, and Chris Wilson – Stress Scientist, who together have created Change Fit, for module two of their ‘BEing Your Best Self’ development program. This program will give you practical strategies, tools and techniques to allow you, and your teams, to thrive in an ever-changing environment. The program will allow those who are experiencing change overwhelm to be as productive as possible and maximise their output.

Want to know more about the benefits of focussing? Read our blog to find out more about the art of achieving focus for HR professionals .

Date published : 24/08/2021

Expect to pay more for HR professionals

Tue, 17 Aug 2021 11:04:29 GMT

HR salaries are on the rise, with many employers missing out on quality staff, due to sub-par salary offers. Is it time to sharpen your pencil? Read on to find out what your organisation can do to access the best HR people in the business.

Why are HR salaries rising?

In this period of social and economic uncertainty, HR talent is in demand. HR professionals have never worked harder within organisations, and as a result are struggling to find the time to invest in their own career aspirations outside of their own company. Many are staying in their current role rather than looking for greener pastures elsewhere as they are unwilling to risk the uncertainty of changing jobs.

Jobseekers are invariably assessing the culture of an organisation, and looking to join industries that are growing and can offer career advancement and competitive salaries with bonus opportunities. The preference is for security, which creates a dearth of talent available for the market generally, but particularly in the contract market. Add to this a lack of international migration and you are left with a very small pool of active jobseekers.

Simply putting up a job ad or doing searches on LinkedIn isn’t enough to find good people for the positions currently being advertised. In this climate advocacy of roles is really important to get HR professionals to engage with opportunity.

High-quality HR professionals are moving quickly in market so fast recruitment processes are essential. They currently have their pick of roles and are often getting multiple job offers. This is where renumeration becomes an important differentiator.

Since the start of 2021, we have seen HR salaries increase by an average of around 10%. Some of the remuneration data that businesses are utilising is becoming outdated very quickly.

More than money

Even with a good salary offer on the table alone is not enough to attract the right person to the role. Here’s how to make your job-offer more appealing:

Security – People are looking to work for a stable business with deep pockets and the ability to ride-out the COVID storm. They want to feel confident that next year, no matter what happens, their job will be safe.

Development – Mentoring and structured professional development are a great way to differentiate your employment brand. Strong leadership and development opportunities are just as important as the right pay.

Value – HR professionals are drawn to businesses that genuinely believe-in the importance of the Human Resource function. They are looking for environments where they will be valued and supported.

Opportunity – HR professionals ideally want to work in growth industries where there is the potential to hire people, influence direction and grow professionally.

How we can help

We are finding that some of the remuneration data that customers are utilising is becoming rapidly outdated. As we are working with jobseekers to understand their skills and motivations, we are well placed to advise organisations about how to position a role in order to attract top HR talent. If you are looking for support in this area, please feel free to give us at The Next Step a call to discuss.

Author: Merridy Thomas Date published : 17/08/2021

Looking to BUILD or BORROW HR capability for your team?

Contact Merridy or your Next Step consultant for assistance.

Powerful team performance insights from caring CEOs

Tue, 10 Aug 2021 11:03:55 GMT

Powerful team performance insights from caring CEOs

In this webinar recording Graeme Cowan, Director of R U OK? and host of The Caring CEO podcast shares valuable insights from proven leaders who strive for a culture of high performance AND a culture of care. We also hear directly from Pat Grier, former CEO, Ramsay Healthcare.

By watching this webinar you will learn:

The 5 qualities of caring leaders who get amazing results
3 brilliant one on one questions every leader should be asking
How Ramsay Healthcare built a culture of care that outperformed the ASX 15x in total shareholder returns

We also share insights from CEOs like Mike Schneider, CEO, Bunnings, Amanda Yeates, Deputy Director General, Department of Main Roads and Emma Hogan, Secretary, Department of Customer Service.

About the speaker - Graeme Cowan

Graeme Cowan helps future-ready leaders build more caring and resilient teams, who enjoy growing together. This year he has been interviewing CEOs for The Caring CEO podcast. He shares some of their insights in this webinar. Graeme is a Board Director of R U OK?, a professional speaker and the author of 5 books.

About the speaker - Pat Grier

Pat Grier grew Ramsay Healthcare from 12 to more than 100 hospitals during his 20-year tenure. Pat introduced and developed a very special culture called the Ramsay Way, that became one of the main reasons for the success of Ramsay Healthcare.

About the host - Jo Skipper

Author: Jo Skipper Date published : 10/08/2021

How to be a caring leader who gets amazing results

fdf6b806@Shazamme.com (Shazamme System User) — Mon, 09 Aug 2021 11:04:25 GMT

A culture of care is key for high performance

The pandemic has turbo-charged digital disruption meaning organisations have had to learn and adjust at a rapid pace.

Fostering care and connection is paramount. Teams must feel properly supported to successfully navigate unprecedented change.

High performance teams are best created by taking a humanistic approach. This means creating a safe psychological environment where your can flourish and be the best that they can be.

If just one person is hampered by unhappiness or uncertainty, then the whole team, in fact the whole organisation, can be compromised.

Qualities of caring leaders

Caring leaders tend to be humble. They share the credit and talk about team members, not staff or employees. Believe the whole is bigger than the sum of it’s parts.

Empathy is another key trait in a caring leader. Many high-performance CEOs are personally involved in wellbeing teams within their organisations. Amanda Yeates, Deputy Director General. Dept Main Roads and Transport QLD is so passionate about the wellbeing of her team members she chose to become the Chair of their Wellbeing Committee.

In a recent Next Step webinar, Powerful Team Performance Insights From Caring CEOs , Graeme Cowan identified three key areas of 'care' that leaders needed to invest in. Leaders must care for themselves (this is easier said than done), their crew and those in the ‘red zone’.

Ultimately, Graeme believes, people need to know that a supervisior or someone in their workplace appreciates and supports them.

Case study: ‘People Caring for People’ - The Ramsay Way

Pat Grier grew Ramsay Healthcare from 12 to more than 100 hospitals during his 20-year tenure. Pat and the Ramsay team developed a very special culture called the Ramsay Way.

By focusing on People not Revenue, he improved staff satisfaction, transformed the industry, reduced injury rates and over time and created a business that outperformed the ASX 15x in total shareholder returns. Commercial success came from valuing strong relationships, striving to conslantly improve and through sustainable growth.

Pat Grier’s top tips for creating a caring culture:

The 80% rule . Focus on the best 80% (not the worst 20%) of a person. “It’s what you concentrate on, that you become good at,” says Grier. “We look for goodness, rather than gaps.”
Have a vision . This brings everyone together and maps-out the way forward. Ramsay Health Care came up with a slogan everyone could relate to: ‘People Caring for People.’
Focus on people . By making Ramsay’s people the product, the organisation got better and better at helping each other. “It’s amazing to see how this flourished,” says Grier.
Culture takes time . Don’t expect a culture of care to develop overnight. Use tough times and channel them into growth. Long term investment is key.
‘We’ organisation . Talk about ‘we’, not ‘I’ to recognise everyone’s efforts and make people feel a part of something bigger.
No fear . Rotten apples can demotivate others and should be encouraged to move on to an environment that better suits them.

3 questions caring leaders should ask

R U OK? Director Graeme Cowan helps future-ready leaders build more caring and resilient teams. According to Graeme, there are three questions caring leaders should ask all the time:

- Do we feel connected? Do team members feel like they have each other’s backs and belong.

- Do we feel safe? Can your people be themselves at work? Are they able to try new things safe in the knowledge that they won’t be punished or sacrificed.

- Do we share a future? Can your teams work together to co-create our future.

"If we get this right, we get growth, resilience and reduced risk," says Graeme.

Building high-performance teams

Pat Grier, the ever-so-humble CEO, never proclaimd to be the smartest person in the room. For him it is far more important to be surrounded by great people. In these VUCA times it is proving to be even more essential that leaders surround themselves with the best team they can.

The HR and HSE recruitment market is experiencing a significant upswing in demand to respond to the VUCA challenges ahead (volatility, uncertainty, complexity, and ambiguity). It is therefore even more critical organisations hire the right talent to meet these opportunities head on.

If you are looking to for HR & HSE talent or thinking of exploring career opportunities come and speak to the specialists. We have 23 years understanding organizational needs and matching the best candidates.

Jo Skipper is Managing Director of The Next Step. She partners with the executive HR community to source exceptional talent across contract and permanent positions. Jo has a deep understanding of, and interest in, change management and total reward specialisations.

Author: Jo Skipper Date published : 09/08/2021

Looking for a new role? Search HR jobs

Need help filling a position? Contact Jo or your Next Step consultant for assistance.

Dynamic Scenarios in Strategic Workforce Planning

Mon, 09 Aug 2021 11:04:19 GMT

Amid uncertainty you can navigate a path through to the 'next' normal by connecting your People with your Purpose.

In this timely webinar specialist strategic workforce planners Chris Hare and Alicia Roach (joint CEOs from eQ8) help you to avoid short-term decisions that may destroy competitive advantage.

By watching this recording you will:
• Better understand the long term impacts of shocks on organisations
• Articulate what change means for your various functions over time
• Engage in true agility by looking forward instead of merely reacting

The Next Step is a national boutique HR consultancy firm, and with over 20 years experience. Our HR Consulting team are trusted partners in assisting businesses to attract and develop HR talent to meet the demands of today's organisations.

eQ8 is a Strategic Workforce Planning SaaS that accelerates achievement by connecting customers' people to their purpose. That purpose is defined by the strategy needed to realise the organisation’s value proposition. People are the vehicle for its achievement, not an afterthought.

Speakers

Chris Hare

Co-Founder | Joint CEO @eQ8

Chris has provided strategic advice to Boards and senior executives across the US and Australia. He creates solutions and challenge assumptions in order to align leadership and influence action. Chris is responsible for eQ8’s customer acquisition and successful delivery of eQ8 products and services. Chris is committed to elevating HR through the adoption of the SWP discipline. He advocates for grounded conversations on purpose to gain clarity on workforce issues

Alicia Roach

Founder & CEO @eQ8

Alicia is a leading voice in the world of Strategic Workforce Planning and Analytics. She has spoken at events around the globe and is a key content contributor for Insight222 and PAFOW. Alicia is responsible for designing eQ8 and our approach combining Strategy, Finance and HR. Alicia is particularly unique in her combination of analytic and artistic skills. She believes strongly that visualisation of data is necessary to unlock better decisions.

Jo Skipper

Managing Director @The Next Step

Jo is Managing Director of The Next Step. She partners with the executive HR community to source exceptional talent across contract and permanent positions. Jo has a deep understanding of, and interest in, change management and total reward specialisations. Jo is responsible for developing the strategic business plans and leading initiatives through to execution. As a Recruiter, Jo likes to work in an open and transparent manner. Jo ensure's her customers are provided with all the information they require to make the best possible decisions for them and their business. Drawing from her experience across three overseas markets, she has the additional advantage of bringing a level of international insight to the table.

Date : 09/08/2021

Resilience & adaptability: How to show you've got what it takes

Fri, 06 Aug 2021 11:04:15 GMT

Change. It’s happening faster than ever before and many businesses struggle to keep up. HR professionals need to think on their feet and pivot at increasing speeds.

Organisations want HR leaders who are resilient and can provide direction during times of ambiguity and change. Recent times have shown that the ability to work in a changing environment is a highly sought-after skill for most, if not all HR roles.

Read on to learn how you can develop and promote your adaptability and in doing so, make yourself a desirable HR leader of the future.

Why is adaptability important for HR?

All workplaces have stakeholders with competing agendas at some time or other, regardless of organisation size, industry, culture or stage in life cycle.

Start-ups or businesses that expand quickly often require Human Resources to grow and adapt with them, responding to changing needs at pace. Whether it be about organisational structure, roles, recruitment, policies and processes. The list goes on.

Organisations that grow through acquisitions will often inherit multiple systems, processes and subcultures that inevitably lead to layers of complexity and ambiguity. This makes it difficult to work towards business and people objectives.

Businesses like these need HR leaders with the ability to see through the fog, untangle the mess and provide clear, streamlined way forward.

The ability to work within a changing environment is essential for success in all these examples.

Demonstrating HR experience with change

When preparing your resume include references to ‘Greenfield’ or ‘set up’ situations you have been involved with. Keywords to highlight include ‘implement’, ‘design’, ‘streamline’ and ‘ways of working'. Share your experience with creating and implementing new systems and processes.

Demonstrate your involvement in mergers, acquisitions or change projects. Highlights would include how you helped the business or HR team in the transformation, build resilience and provide clarity.

At interviews, resist the urge to dive straight into a detailed description of your functional responsibilities. Take a moment to provide your interviewer with some context on the organisation at the time you joined them. For example, was the industry undergoing significant changes that impacted your company or a merger and acquisition?

Think about how these circumstances required resilience and adaptability to overcome challenges. How did you help the business or stakeholders move forward when the path wasn’t established or clear? Give concrete examples to back this up.

Gaining experience with change

What if you don’t have a great deal of experience with change? Don’t worry. There are lots of things you can do to fill this capability gap.

Put your hand up for a project. Step outside your comfort zone in order to grow. System and process implementations are a great example. Might not sound as sexy as that culture or EVP project you had your eye on, but they can be a game changer for the business. It’s also not just about processes, it’s about taking people on a journey, managing different stakeholders and understanding the nuances of leading people through change.

If these sorts of projects aren’t available in your current role you consider taking a change management methodology course or moving to a different company to gain new experience. Sometimes a strategic side-step will eventually help you climb up the career ladder.

How we can help

If you are adaptable and have experience working in a changing environment you may well be ready for a change yourself. At The Next Step, we can provide expert advice about career progression and support you in taking a ‘step-up role’.

Caroline Diek is a principal consultant at The Next Step, NSW. She provides high quality HR recruitment services to some of Australia’s leading organisations. HR professionals working with Caroline receive a wholistic view of the organisation they are meeting with and are well-prepared for interviews. She is considered to be a trusted partner and advocate.

Author: Caroline Diek Date published : 06/08/2021

Looking for a new role? Search HR jobs

Need help filling a position? Contact Us for assistance.

How to work out if an HR role is pitched at your level

Mon, 19 Jul 2021 11:04:05 GMT

There are a huge amount of HR job ads out there at the moment, many with the same job title. In a recent study of job ads we saw 144 HR Business Partner jobs advertised over a one-week preiod in Melbourne, VIC alone.

Remuneration for HR Business Partner roles can range anywhere from $80,000 to mid $200,000, yet salary is listed only on a handful of advertised roles. So if salary isn’t advertised, how do you narrow-down which HR role is pitched at your level?

In this video Anica Weererante , Senior Consultant at The Next Step, provides tips on how to work out if a role is pitched at your level, or read on for top tips and tricks.

Research the organisation

Start with a little bit of light ‘online’ stalking of the organisation advertising the role.

Tools like Glassdoor can provide salary insights and help you gauge if the role is right for you.

You should also conduct research on the company website and Linkedin accounts. Look at the scale and structure of the organisation – are they global, or a SME with a national footprint? This may indicate the breadth of their service offering and identify some of the complexities that the advertised role may entail.

Find recent news articles about the organisation. Look into the key challenges they have faced in recent time. Are there any upcoming changes that will likely impact the business or the role?

Consider the HR team's experience

Dig a little deeper to try and figure out the structure of the team and where the role sits.

What is the background of the leader? What level of experience does the rest of the team have?

Measure how this stacks up against the brands you have worked for yourself. Would you be a good fit?

Get expert help

If you're still unsure your Next Step recruiter is another excellent point of call when it comes to industry intelligence and salary information.

Our experience working across a wide range of organisations and HR role types means we have our finger on the pulse.

A good recruiter will be able to share these insights and help you to consider how salary fits into your longer-term career aspirations.

Anica Weereratne , Senior Consultant at The Next Step. Her approach is focused on building long term relationships, working closely and collaborating with Australian organisations and HR professionals alike to provide a tailored service to reach the desired outcomes.

Author: Anica Weereratne Date published : 19/07/2021

Looking for a new role? Search HR jobs

Need help filling a position? Contact Anica or your Next Step consultant for assistance.

A new way of leading: The opportunity post COVID

Wed, 30 Jun 2021 11:03:50 GMT

We all know someone who, prior to COVID, felt work burnout and used that to fuel a radical life change. They left their corporate careers and chose less possessions, more meaning. But this was generally a minority group. The rest remained committed to climbing the corporate ladder, happy to take on more accountability and bigger pay cheques. Since COVID, this trickle of people has turned into a tidal wave.

2021 has seen a wave of introspection, with many HR professionals questioning what they want in a role and more holistically from their life. The drive to be at the top of the corporate structure does not seem to be as attractive as it once was perhaps.

Many of us are facing challenges that can be stressful, overwhelming, and cause strong emotional responses making us re-think things. Once, a society addicted to information is choosing to permanently turn of the news to reduce anxiety in the household. People are more vulnerable and to keep people engaged we need to reset how we do things.

So, what should companies be doing to lead in this new era?

If Maslow was designing his pyramid from scratch today to explain what motivates people at work, what would it look like? The majority of current HR leaders have been trained to communicate with respect for hierarchy. Is that the best way now? Respect for your boss is still key, but now it must be balanced with a significant up-take in self-care.

Given the magnitude of the shock and the challenges that the COVID crisis represents, companies/leaders are starting to think differently. They are starting to consider the full breadth of their employees’ needs as people. Safety is essential, of course, but it’s also important to address higher-level needs such as the want for truth, stability and meaning.

Across a wide range of industries, we are starting to see increased support for workplace psychological health and safety. An Industrial Manufacturer based in QLD, for example, has recently employed a dedicated mental health specialist in response to increased cases of mental health and anxiety within it’s workforce. Other organisations, such as a national telco, are engaging psychologists to help struggling staff, but also to take a proactive approach to mental wellbeing. In this environment leaders are seeing the value of showing their own vulnerabilities.

Organisations need to master a new leadership style that produces healthy, productive and engaged employees. Hybrid work and flexible conditions are being adopted by many. A large financial institution has given it’s employment brand a boost by allowing employees to manage their day to best suit them. Time required in the office has dropped from 95% to 50%, demonstrating a big shift in thinking since pre-COVID days. Businesses are seeing the value in repositioning themselves in order to talent onboard.

Here at The Next Step we’ve seen a similar shift. Employees have the choice to work a compressed work week, can work from home when needed and enjoy extra leave for long tenure. Measures like these help to support work life balance and retain valued staff.

Organisations now have an opportunity to redefine their approach, internally and externally, to ensure they continue to build engagement in vulnerable times. COVID has given us the opportunity to do things differently. Now it’s time to consider what different looks like for you….

Geraldine Doyle is Director of The Next Step Brisbane office. With extensive networks across Queensland, Geraldine supports the middle management and executive HR market.

Author: Geraldine Doyle Date published : 30/06/2021

Looking for a new role? Search jobs or contact us to discuss your career plans.

A Eulogy: Farewell to my old way of working

Sat, 26 Jun 2021 11:03:59 GMT

A new world of work has arrived at warp speed. This is not a blog to debate the pros and cons of remote working vs. the office. It is a eulogy to my old ways of working.

No, it is not because I have not been able to adapt. I have successfully placed numbers of HR professionals in new career opportunities using only Zoom. I have learnt to facilitate webinars, coach team members and even co-authored and delivered a 2-year business strategy to a virtual audience. But is this my preferred working style, No. I am someone who after ticking off 150+ days of lockdown is craving the additional stimulation, energy, and information absorbed when I did my job the old. I am not alone.

I am a fairly high rating extrovert (MBTI scale) so the busier the day, the more meetings I had, the more pumped with energy I was. I love nothing more than meeting candidates face-to-face. My interviews went for an hour as we explored their career and the future. The conversation also meandered to places beyond the polite icebreaker about traffic and weather to family, holidays, politics, leadership gurus and Financial Review tidbits. It was all this additional information that gave me the moniker of “Elephant Brain”. It is the extras that assisted me to remember so many people over the years. A colleague would ask “do you remember interviewing Joe Bloggs?” They would get not only Joe’s career history but also career highlight, partners job and AFL team they barracked for.

A face-to-face client meeting was the best! The tram ride up Collins Street was spent preparing. Waiting in the reception area, I would survey the scene and pick up cultural indicators of the business. How did the front of house team present? Were team members relaxed and engaged, or did they scurry along with purpose avoiding eye contact at any cost? Did my host keep me waiting 5 to 10 minutes or 20 minutes plus? Did they value my time and apologise when they greeted me, or was it expected that I would just wait? These small incidental and perhaps insignificant moments all stimulated my thinking, my questioning, and my approach to the work. They helped me establish that all-important match between the HR professionals I work with and culture of an organisation.

Working in the CBD I felt part of a big community. I would notice the changing fashion in the windows and plan a shopping trip. I read new restaurant menus and taste buds tingled as I dreamed of future nights out. All the while, keeping one eye on the pavement so as not to get a heel jammed in a crack. It was a full sensory overload and it was heaven.

I recently ticked off 150+ days working from home due to Victorian lockdown restrictions. It was this milestone and the subsequent feeling of flatness that led me to. Why was I feeling this way should I have not mastered it all by now? I have in fact mastered the process of working remotely but I am mourning being part of something bigger, a CBD community.

As time passes I hope it is au revior, but for now adieu.

Jo Skipper is Managing Director of The Next Step. She partners with the executive HR community to source exceptional talent across contract and permanent positions. Jo has a deep understanding of, and interest in, change management and total reward specialisations.

Author: Jo Skipper Date published : 29/06/2021

Looking for a new role? Search HR jobs

Need help filling a position? Contact Jo or your Next Step consultant for assistance.

Why do I love my job?

Fri, 28 May 2021 11:03:40 GMT

Believe it or not, I found myself asking this question the other night in bed?

No, I’m not saying this on a public forum to score points with Managers or my CEO, I can honestly say I love my job.

I haven’t been able to say this for a very long time and even considered leaving recruitment due to my level of dissatisfaction in the last 4 or 5 years.

What has changed? What was missing before? Hitting 40, was I over the “corporate machine" and needing a more creative outlet or more meaningful goal outside of the bottom line?

Upon reflecting on this, I came to realise that I am no long experiencing the “Sunday blues” or the “I live for the weekend" and "everything in between is just a means to an end”. The main reason for this boils down to the fact that my workplace allows me to be myself.

The word "authentic" and buzz words like “courageous conversations” have been thrown around so much it has almost lost its meaning. But when I break it down, my work allowing me to be an individual, not edited or diluted, not needing to “fit the mould”, is at the core of my job satisfaction.

Of course is it not only this. Since Covid, there have been other factors in combination with this that have led to me being happy with a lot in my life.

Our business has changed dramatically to adapt to the new landscape of work. I now work a compressed 9 day fortnight, giving me time to feed the more creative side of my personality, develop interests and spend time on things outside of my core job.

We work on outcomes, not set hours and working in one way. I’m still easily doing my 40 hours but this suits my personality so much more as I struggle to sit at a desk under neon lights for 9 hours straight without feeling like I’m in a cubic prison cell. I like working late from home while I listen to the news, then reconnecting again when I am in the zone. Having the freedom to go for a run outside when I feel that lull and the need for fresh air.

Lastly, I’m in a job and company that has enabled me to be successful. I feel competent in what I do and I’m not suffering from the dreaded “imposter syndrome” where you fear being exposed for being out of your depth.

In prior years when I was younger, had you asked me “What would make you move?”, the answer was crystal clear, it was MONEY. More money, better bonuses. It was my driving force. This of course is still important, but now being older, no matter how much you threw at me, if it was an environment where I couldn’t be myself, with zero flexibility, or in an area I have zero interest or knowledge in, it would a be confident no.

So, the ability to be you, have flexibility, and feeling competent, is where I landed before I fell asleep as to why I now count myself as one of the lucky ones who loves their job.

Employers who are yet to get on the new flexible post covid work train will struggle to attract talent.

Candidates have reflected during this pandemic and realised what it is that truly offers them well-being in and outside of work and they are not afraid to be honest in asking for it and are no longer accepting the status quo. Working from home, in a style and way that works for them, without impeding on precious family time is no longer negotiable if you want a happy and productive workforce.

What is important to you when making the next move?

Author: Bo Campbell Date published : 28/05/2021

How does your organisation stand out in a talent short market?

Tue, 11 May 2021 11:03:36 GMT

In case you haven't heard: the job market is currently booming with HR opportunities across all industry sectors. In the last seven days, there have been nearly four hundred HR roles advertised in Melbourne on Seek alone. March 2021 saw the highest number of ads posted in Seek’s twenty-three-year history whilst also having the lowest applications per ad since 2012. The candidate market is extremely passive at present which is demonstrated in the low numbers of ad response that us, our competitors and our clients are all experiencing.

With this in mind, the candidates that are active in the market currently have a broad range of opportunities and can be very selective about what they pursue, and almost every candidate we are meeting is interviewing for multiple roles or already fielding multiple offers.

With all of these factors creating a true war on talent, it's now more important than ever to think about what differentiates your opportunity and your organisation.

Why work for "us?"

The concept of an Employee Values Proposition is not new, but it is now more important than ever to think about your unique internal offerings that attracts, engages, and retains top talent for your business. When done well, an EVP can also elevate your employment brand, thereby making your business a more desirable place to work.

This can be a big drawcard for potential new employees — especially as many candidates are prioritising a business whose goals and values align with theirs. Before even putting through an application for a role, candidates will do their research on the company, leader, and team so having a solid and defined EVP means that you are making a first impression that will last.

Benefits — more than just a number!

While the market is becoming tight for talent, salaries are certainly creeping up to try and pip the competition at the post. However, salary is not the only motivator for great talent. Candidates are wanting to know more about the broader benefits that an organisation will offer: for example, supplementary compensation (eg. gym memberships, health insurance), Diversity and Inclusion initiatives, parental leave, volunteer days, and more. What stands out even more are organisations that can demonstrate their offering of clear, structured development pathways and training opportunities. I have spoken to many stand-out candidates who are willing to take a sideways step if an organisation will empower them to learn, provide them with opportunity, and nurture their careers.

Feedback is fab!

A candidate’s experience while going through your company’s recruitment process always matters, but now more so than ever. The impact of COVID-19 on the job market in 2020 has reignited the conversation around the importance of the candidate experience in engaging talent. The biggest pain point always comes back to feedback — or rather lack thereof. Candidates will always recall a poor experience where they didn't hear back from an application, or even worse, have been ghosted after completing a face-to-face interview. By providing timely, meaningful feedback, candidates are more likely to apply for different roles in the future and speak highly of their experience to their friends and networks. The Circle Back Initiative was launched last year and asks its members to commit to responding to every application in 2021. This is a fantastic pledge taken by over fifty organisations (including The Next Step!).

With the current market challenges, it's important to also keep the candidates who are progressing along informed and engaged with regular contact points as this could be a key differentiator while they are interviewing for multiple roles.

While I'm sure that nothing I have highlighted in this blog is ground-breaking, getting the basics right can be a great starting point and will make an impact in hiring the best talent for your organisation.

What is your organisation doing to be bold and different to stand out in this talent short market?

Author: Anica Weereratne Date published : 11/05/2021

Pregnancy in the Workforce

Tue, 06 Apr 2021 11:03:30 GMT

As a Recruitment Consultant, I often have conversations with women who are returning to the workforce after maternity leave, which often ignites a range of thoughts and emotions. Soon to be going on maternity leave for the first time myself, I have been reflecting on these conversations even more as I navigate this uncharted territory. Some of stories that women have shared with me have been very positive, and others, not so unfortunately.

The journey itself of pregnancy can be a daunting experience with so many factors coming into play; add work into the mix and it can present a whole other range of potential concerns such as finding the right time to tell your employer, managing your pregnancy symptoms at work, and discussing your return-to-work plan.

More often than not, I have heard from professional women that informing their workplace about their pregnancy was usually fuelled by anxiety around the unknown of how their employer will react, sometimes coupled with a sense of guilt for taking time out of work. Australia today, has come far with pregnancy in the workforce, however, there certainly is still a way to go, especially in some industries. The fact that there is still this trepidation surrounding pregnancy in some workplaces is something that needs to change.

In my daily conversations with clients, I am hearing more and more businesses implementing some excellent parental leave policies. Interestingly and encouragingly, an increasing number of these businesses that are stepping up to the plate are more blue-collar environments consisting of a typically higher male-dominated population, in the bid to bridge the gender gap in the workforce. These parental leave policies are empowering both women and men, ensuring that a safe and transparent environment is fostered in relation to pregnancy. We should be celebrating new life, not fearing it!

I recently read a small personal account from a woman in the workforce on LinkedIn who is a civil engineer with two infant children. She describes her demanding work schedule, which begins mostly at night after she puts her children to bed and heads off to work. She explains various opinions that people dished out, advising she should be home at night with her children and essentially should give up her career. She states that the reason why she does what she does is purely because she loves her children and wants the best for them. She wants to be an example for her children, especially her daughter, showing her that nothing should be off limits as a woman and mother. Workplaces should be applauding this mentality and creating an environment where it makes balancing work and personal life easier.

Returning to the workforce after maternity leave can be an overwhelming experience for mothers, and so you would hope for your employer to orchestrate and nurture a smooth transition back into the business for you. I personally have a support network at The Next Step who are dedicated in maintaining a strong connection with me throughout my leave, which I am grateful for. They want to ensure that I am kept abreast of the business’ activities and that I continue to feel connected to my colleagues and the business, so that my return will be as seamless as possible. My advice to any woman who is soon to embark on their own maternity leave is to enquire about their employer’s plan whilst you are away from the business and prepare questions that you would like to ask with confidence, rather than with worry and doubt. Seek support from your employees – if you have other women in your workforce who have previously gone on maternity leave, you could ask for any tips and advice so that you feel more comfortable with any discussions that takes place.

I hope to see more businesses adopt inclusive environments to remove any negativity and discrimination in the workforce when it comes to pregnancy and parental leave. Bringing new life into the world is bringing new generations into the workforce who will become our future leaders, so let’s embrace pregnancy in the workforce and support each other on every individual’s unique journey.

Author: Melissa Forwood Date published : 06/04/2021

Zoom Fatigue: zaps energy & dulls your interview shine.

Sun, 07 Mar 2021 11:04:54 GMT

Tired after a day of Zoom catch-ups and video meetings? You may be suffering from Zoom Fatigue.

Recent studies show that the intrusion of video calls and the constant need to be ‘on’ is contributing to the burnout many of us a feeling right now

Throughout the global pandemic, technology such as Microsoft Teams, Skype or Zoom have proven extremely useful and kept colleagues, clients and customers connected. Virtual hangouts have become the default way many of us work, learn, socialise, celebrate, interview for jobs and even exercise.

They have even provided some very funny moments (who can forget the “I’m not a cat” line when a lawyer gets stuck on a zoom kitten filter during a court case - see video below).

Yes, we can do it all from the comfort and convenience of our desk, but spending the majority of our days on video calls can be particularly draining, and it’s not immediately apparent as to why. This is especially damaging when it comes to creating a good impression at work, or performing well at a job interview. Read on to learn more about Zoom Fatigue and how to prevent it causing you problems.

The famous "I'm not a cat" video is amusing, but highlights the pitfalls of using video for work

Why video calls are so draining

Stamford University have discovered four main reasons that may be contributing to your exhaustion:

Eye contact – Within a zoom call, everyone is looking at everyone and often faces appear much larger than they are in real life. Our brains are designed to interpret this as a situation that could lead to conflict, meaning zoom calls can put us in a state of high alert.
Seeing yourself – Constantly having to see your own reflection staring back at you can lead to a range of negative emotions including making you more self-critical.
Reduction Mobility – video chats keep us in one spot for a long time which can degrade our mental performance.
Increased cognitive load – video chats can put additional demand on the brain that is not usually experienced during a "real life" face to face conversation. We need to exaggerate our social cues and work harder to interpret the cues of others which all chews up mental calories.

How to combat Zoom Fatigue

So, how can you mitigate the worst of these fatiguing forces. According to experts:

Where possible, reduce the size of your zoom window and leave space between your face and the screen.
Hide your own zoom window to avoid the distraction of looking at yourself.
Turn your camera off completely every so often to give yourself a break.
Finally, if a phone call will suffice, consider having an audio only catch-up.

Don’t let Zoom Fatigue dull your interview shine

Presenting your ‘best self’ during a video interview can be particularly challenging.

The barrier of technology can make it difficult to form a genuine connection with a prospective employer. The ability to translate through screen can hinder your chances of making a positive impression, particularly if you fall prey to any technology difficulties, have unintended background noise or a much-loved pet makes an unplanned appearance.

Avoid falling victim to some of the more common virtual faux pas and perform at your best at interview, by following these tips for a successful job interview video:

Set-up any new software required and check that your tech is working well. Log in ahead of time, do a sound check, and sit somewhere quiet with a stable internet connection. As with any interview... be early, not late.
Avoid distractions by placing your phone on silent. Turn off notifications and close any unnecessary programs on your computer.
Use a blurred or professional background and avoid busy patterned clothing which can look distracting on screen.
Ensure you can be clearly seen and heard. Good lighting makes a big difference – sit near a window or if the room is dark use a desk lamp to project more light onto your face.
Position your web-cam at eye height and look directly into the camera when talking to help simulate eye contact. While listening, you can look at the screen to pick-up visual cues from your interviewers.
Focus on facial gestures as most of your body language will be hidden from view. You may need to dial-up your energy levels a little to help overcome the barriers of technology.
Don’t panic if things go wrong. Instead, think of this as an opportunity to demonstrate your resilience and problem-solving skills. Get back-up contact details for your interviewer so that you can continue the interview by other means.

Bo Campbell is a Senior Consultant at The Next Step, based in Sydney with over 12 years’ experience in both the Sydney and Melbourne market. Bo specialises in the Mid to Senior HR space.

Author: Craig Mason Date published : 21/09/2021

Want help or advice building your team? Contact us

Looking for a role? Search jobs

BEing Intentional: Unlock your wellbeing power | How To Create A Meaningful ’21 That Inspires You In To Action

Thu, 04 Mar 2021 11:03:26 GMT

In this webinar recording, stress scientist Chris Wilson and People & Culture Strategist Vanessa Porter guide you in improving your wellbeing and “BEing Your Best Self”.

Chris and Vanessa began observing in 2018 that leaders were experiencing change overwhelm, resulting in cognitive fog, physical exhaustion and emotional numbness. This is precisely why, they created ChangeFit to build mental, physical and emotional capability so that you have cognitive clarity, you are energised and fully present.

Date published : 04/03/2021

Step into 2021

Wed, 24 Feb 2021 11:03:21 GMT

We hope that you enjoyed a period of rest and relaxation over the summer period and, despite some stop/starts — particularly in Victoria — are ready to step into the new year.

2020 was undoubtably a challenging year for most. It was a year of words that included unprecedented, ZOOM, covid, remote, quarantine, lockdown, home-schooling, — and who could forget "Karen"?

2020 also gave us the platform to put HR centre-stage as businesses navigated the pandemic. Through partnering with and leading businesses through the crisis, facilitating remote and different ways of working, focusing on employee experience and wellbeing, and an uplift in leadership capability, HR professionals found themselves in the thick of it all. Despite working incredibly long hours, HR leaders have told us that they enjoyed the pace, the type of work, and genuinely having the ear of their CEOs and Executive Teams.

So, what does 2021 look like so far? Victoria has experienced a slower ramp up to the new year compared to other states. We are referring to this as the "2020 hangover," but we continue to be optimistic about what lies ahead. Businesses are proactively planning for their futures, and confidence (and action) is returning to the HR market. From the many conversations that we have with business leaders every day, their feedback is that strategic plans and projects that were revised or put on hold last year are very much back on the radar. This has resulted in some great opportunities at all levels of the HR market.

Similarly to 2020, the majority of opportunities to-date have continued to be at the early and mid-career level of the market. However, we have seen an increase in both permanent and contract/interim management senior opportunities throughout the last three months. Hopefully this is a positive sign, and this trend will continue. Despite the reports from some media channels highlighting the industries that have thrived or remained relatively unscathed by the pandemic, we've seen HR activity across all industry sectors. This is no doubt attributed to HR playing a critical role when businesses face any level of change.

Although business confidence has certainly returned and job activity continues to be on the rise, there still seems to be a level of caution from candidates. We often hear questions like, “Is this the right time to move?”, “Am I jumping from the frying pan to the fire?”, and “Is it a case of better the devil you know?". However, as the market stabilises and continues to open up, there are many great opportunities for HR professionals with organisations having a true appetite for value-add HR.

The key areas of demand continue to be:

ER/IR (at all levels of the market);
Organisational Design | Organisational Development | Change Management; and
Strong commercial Business Partners and Managers.

From a Next Group perspective, we are pleased to welcome Joshua Meadows to our Melbourne team, and Jackson McDonald to our Sydney team, and welcome back Jane Ryan to our Queensland team. We are also excited to be launching the 2021 Adaptive HR programmes in partnership with Marianne Roux as well as four modules through AmplifyHR. These AmplifyHR modules include: Strategic Business Partnering, Lead Change Management, Business and Commercial Acumen, and the much asked about Insights Through Business Analytics. Further information about these programs can be found here .

Whether you are seeking The Next Step in your career or are looking to resource new talent to join your team — either on a permanent basis, when you need additional resources to help you through a busy period, or are looking to plug capability gaps in your team — The Next Step is here to assist you.

For further information, please visit our website at www.thenextstep.com.au, or contact one of our team. Here’s to a fabulous 2021!

Author: Lisa Hammond Date published : 24/02/2021

What to include on your Linkedin Profile

Sat, 20 Feb 2021 22:52:41 GMT

Use LinkedIn to improve your career opportunities

Linkedin has became an essential tool for professional networking, job searching, learning and development. To get the most out of this powerful platform, you must have a high quality profile. In this article we answer your key questions to help you create a powerful profile.

Do I need a Linkedin profile?

First question is easy, the answer is YES. Why? Because Linkedin is the largest professional networking platform globally. There are currently more than 850 million members on Linkedin and the AsiaPacific region accounts for the biggest share of users.

Linkedin is a go-to tool for Recruiters; both in-house talent teams and external recruitment consultants. By keeping your profile up to date you will ‘visible’ for potential job opportunities, networking opportunities and discussion topics to come to your way.

How is my Linkedin profile different to my CV?

Linkedin requires less detail but more personality than a resume.

Feel free to incorporate more casual tones and phrases in the language used e.g. ‘I live and breathe analytics’ verse ‘I’m an expert in Analytics’

Help to convey your personality and interests by including Associations…..‘Life Member of the Spanish Club’ verse ‘Associate Member, Statistics Society’ and don't forget to add what keeps you busy such as voluntary activities – ‘Rural Fire Brigade’ and 24x7 Parenting!!

Do I need a professional headshot?

Yes! There are certainly plenty of ‘iphone’ profile pictures used on Linkedin, but the reality is a professional photo receives 14x more views.

You might also like to consider customising the wallpaper behind your profile picture, for extra visual impact. Align it to either your current employer or a visual that compliments the message of who you are and what you do.

Is the headline important?

Yes! Capture people's attention and draw them in with a short, sharp, enticing headline e.g.

Talent Acquisition | Executive Search | HR&HSE Consulting | Victoria

The headline is highlighted in key word searches that Recruitment Consultants and Talent Partners run when searching for talent. It's a great way for hiring managers and recruiters to find you.

What should I include in the 'About' section?

The ‘About’ section is like your Profile Cover Letter. You have 2000 characters to tell readers about you and what you do.

Before crafting your compelling “About Section” think about:

Who is your target audience?
Why are they looking at your profile? What are their goals? Eg Recruit you, Sell to you, Buy from you?
What are their pain points and challenges?
What can you offer to address these pain points and challenges?

The “About Section” is particularly important for people who have limited experience or aspire for a career change. This is your chance in a couple of paragraphs to share all the things you have been doing to make the transition into a new role.

Showcase your credibility on your topic and share your accomplishments. Let them know what you can offer.

Finally end the “About Section” with a clear call to action. E.g. Send me a Linkedin invitation to connect, or message or feel free to call me.

How do I convey my experience?

Don’t simply download your CV into this section! Keep it relevant. Write short, to the point sentences. Entice the reader to want to learn more about you.

If your organisation doesn’t have its own Linkedin page add a description of the company you have worked with. This helps the reader to find context and common ground.

Importantly, as it is a less formal document you don’t need to include all employment, just the most relevant. Make sure your role title is understood by the majority of readers. If “Scrum Master Employee Journeys” isn’t a standard role title, feel free to amend on your Linkedin profile.

Is it important to include education?

It's time to show off. List as many details as possible, include Qualifications and Certificates as well as completed professional courses. You might just have the expertise in a particular course or programme that a potential employer is looking for.

Don't forget to consider Alumni when planning your networking activities.

Are recommendations important?

Don’t be shy! Recommendations are your online testimonials are are very important for building trust.

Endorsements can cover a period of time that you have work with an individual or Manager. They can also be for a specialist experience or project or partnership. Think broadly about which managers, co-workers or suppliers can comment on a skill or experience that you have.

How else can LinkedIn help my career?

Linkedin was built as a networking tool – think of it as a giant spiderweb. It works more effectively for you if you use it to build your own network through multiplying connections.

You don’t need to personally know someone to invite them to connect. Just add a short polite note when you request a connection. Suggest why you thought they could be a good connection ie: You are both attended the same course, are certified OHS professionals or have an interest in a particular area.

Don’t be afraid to reach out to people in organisations you would like to work for. A little bit of research to find some common ground or link to a relevant leader will build you an exceptional network.

Still not 100% happy with your profile?

As specialist HR recruiters we see a lot of Linkedin profiles (good and bad!) each week. As part of assisting you with your job search, a Next Step recruiter can provide constructive feedback on your profile. With a deep understanding of the human resources sector, we are adept at distilling your skills and experience.

Develop a “leadership mindset”

Thu, 11 Feb 2021 11:03:17 GMT

A leader is someone who can see how things can be improved and who rallies themself and people around them to move toward that better vision.

Cathy Burke understands leadership. For 20 years she was the CEO for The Hunger Project Australia, and then Global Vice President, working to end hunger across South Asia and Africa.

In this webinar recording Cathy shares provides valuable insights and provides practical tips on how to develop a leadership mindset.

Cathy will share how her past experiences have lead her on her new path of consulting and coaching to create ‘leadership’ mindsets.

Cathy was an integral member of a visionary team who developed leadership at scale in villages all over the world. Through her work, millions of the world’s poorest people stepped into their leadership, and were able to feed themselves and their families.

Cathy learned about the power of mindsets, and the innate capacity people have to address difficult circumstances and overcome them. She believes the potential for powerfully expressed leadership is available to everyone, and that it’s never been more important to activate this ability in organisations and communities worldwide.

Date published : 11/02/2021

Supporting HR in an Evolving New Normal

Thu, 11 Feb 2021 11:03:12 GMT

Welcome to February 2021! Already, we are finding lots of our customers are back in the office even if only for a few days of the week. The office environment feels busy, fun, and we are delighted to see a positive upswing in recruitment activity. This bodes well for a healthy year ahead!

Throughout 2020, we saw businesses adapting to working remotely, and our HR teams were working harder than ever to create a sense of safety and stability for all employees. In 2021, we are now navigating the nuances of hybrid working. Whilst we all agree that it’s still important to have face to face interactions with our colleagues and customers, leaders are questioning the necessity of doing this a hundred percent of the time and looking into ways that long-term team productivity can be sustained in this “new normal.”

Companies continue to rethink organisational structures and models to optimise performance in this new working world. Over the last year, we have witnessed accelerated transformation and digitisation as organisations maximise current revenues to respond to the never-ending challenges, demands, and opportunities created in this changing world.

2021 is the year for laser focus on capability development around up-skilling: “Tell me and I forget; teach me and I may remember; involve me and I learn” goes the quote apocryphally attributed to Benjamin Franklin — whatever their origin, these words turned out to be a big theme of 2020.

The Next Group has launched our Adaptive HR 2021 program beginning on the 3rd of March. This contemporary learning programme helps our customers get ahead of the curve by developing impactful HR teams who thrive in the new virtual/hybrid work environment. The programme will run fortnightly on a virtual basis as we work through ten focused and powerful modules. It’s enhanced by global guest speakers who will support industry expert Marianne Roux in her mission to create adaptive organisations with future-fit HR strategies and modules, thereby driving business outcomes with qualified and capable HR professionals ready to support their organisations.

The Adaptive HR brochure is included here alongside registration details for those who are interested in joining this exciting series.

We’re excited to work with our HR community throughout 2021 to share our value-add programs with you all. For more information about us, please check out our website.

Author: Merridy Thomas Date published : 11/02/2021

How Can Employers Best Support Victims And Perpetrators Of Domestic And Family Violence

Tue, 03 Nov 2020 04:21:50 GMT

How can employers best support victims and perpetrators of Domestic and Family Violence

In this Next Step webinar Elisabeth Shaw, CEO of Relationships Australia and Rebecca Doyle, EGM People, Culture & Learning reflect on how employers can best support victims and perpetrators of domestic and family violence.

All people deserve safety at home and in the workplace, but unfortunately Australia has reported a growing problem with Domestic and Family Violence. However, thanks to the effort of advocates, we know that workplaces, colleagues, and leaders can play an important role in supporting victims. Many workplaces have implemented Family Violence policies and have frameworks in place in the event that a victim seeks help and requires support from their employer.

However, as HR and HSE practitioners, would you be prepared to have a conversation with a perpetrator of Domestic or Family Violence about their behaviour? This is an incredibly challenging area, but as society looks to minimise abusive and violent behaviour, it is a challenge colleagues in workplaces need to be prepared for, especially those in a HR or HSE function.

Watch this webinar to better understand how employers can support perpetrators in a sensitive way, encouraging accountability while also supporting and ensuring the safety of victims.

Can't make this event.
Please keep me updated.

Wed, 01 Jul 2020 23:36:57 GMT

Don't worry, we'll keep you updated!

Just submit your email address

and we'll send you a summary of the key takeaways!

VIC event: Can't make this event.

Tue, 17 Mar 2020 10:27:56 GMT

Don't worry, we'll keep you updated!

Just submit your email address

and we'll send you a summary of the key takeaways!

QLD event: Can't make this event.

Wed, 01 Jan 2020 03:25:10 GMT

Don't worry, we'll keep you updated!

Just submit your email address

and we'll send you a summary of the key takeaways!

744bff1e

Ten years of data and one clear message: HR's value is no longer up for debate.

10 years of job market data shows the strategic value or HR

The decade in numbers

What the discipline data tells us

The commerciality question

Where the market is heading

Human-Led, AI-Enabled: What HR Leaders Took Home from Melbourne

On a busy Melbourne morning, HR and people & culture leaders gathered for The Next Step's Human-Led, AI-Enabled breakfast event. The panel conversation and networking opportunity was designed to move well beyond the hype and into the practical, the principled and the human. ﻿

Start with the Problem, Not the Technology

Trust is Built Before Launch, Not After

Where AI Is Making a Real Difference

The Skills HR Leaders Need to Build Now

Key Takeaways for HR Leaders

10 Year Edition | Human Resources Job Market Report

A Decade of HR History

10 years of the HR Opportunity Index

Inside this edition, you'll discover:

Essential insights for employers and professionals

Download the 10-year Anniversary Edition

Australia's HR job market: 10th Anniversary Edition

What Boards really need from HR and how leaders can step up

Last week, HR and safety leaders gathered at MinterEllison's Brisbane offices for an evening of frank conversation about one of the most pressing challenges in the profession: how do people leaders communicate in a way that actually resonates at Board level? ﻿

The Star Entertainment fallout

The 'What, So What, Now What' formula

The commercial credibility gap

What separates operational from strategic

A profession at a turning point

Why HR Contractors Are Your Secret Weapon (And Why Now Is the Time to Use Them)

Need flexibility in your HR team? Someone who can jump in and deliver results from day one? Fresh perspectives without the commitment of a permanent hire? This is where HR contractors shine.

The Changing Face of HR Careers

What Makes HR Contractors Different

When HR Contractors Make Sense

The Breadth of Contractor Expertise

Think of It as "Try Before You Buy"

The Reality Check: What to Expect

Why Now?

Making the Decision

Ready to explore how an HR contractor could support your team?

QLD Event - HR & Safety: Speak to the Board

HR & Safety: Speaking to the Board

Wednesday 25th March | 04:30pm to 06:30pm

Event Details:

Why Attend:

This is a unique opportunity to connect with peers, reflect on your own boardroom influence and walk away with practical insights you can apply immediately.

Our Panel of Speakers:

The HR Manager's Interview Toolkit

The HR Manager's Interview Toolkit

HIRE RIGHT THE FIRST TIME

Inside this toolkit, you'll discover:

Built for the complexity of today's HR hiring landscape

G et your toolkit today:

Human Resources Job Market Report

Human Resources Job Market Report

Exclusive data reveals in demand skills & jobs data

Inside this report, you'll discover:

Essential insights for employers and professionals

Get the First 2026 Edition of our HR report

Australia's HR job market: 2026 Edition #01

Why Contingent Recruitment Falls Short When the Stakes Are High

Over two decades in HR recruitment, I've watched organisations make the same costly mistake: choosing contingent recruitment for roles that genuinely matter, including senior People & Culture leaders, ER managers, IR specialists, then finding themselves back at square one within months.

The Hidden Costs that are worth calculating

Why Retained Search Delivers Better Outcomes

What Success Actually Looks Like

The Candidate Experience Factor

A Different Approach for Roles That Matter

The question becomes: can you afford to get this wrong again?

Ready to make your next HR appointment count?

Contingent vs Retained Search: The Reality Check

References

Navigating the realities of People & Culture in 2026

1. The 'Right to Disconnect' is now lived, not debated

2. Retention matters, but it's measured

3. A "sticky" and risk-averse candidate market

4. HR as a strategic enabler: AI, transformation and productivity

5. Salaries stabilise and the four-day office becomes the norm

6. Recruitment cycles return: in-house first, agency second

The way forward

Six Workforce Truths CEOs Can No Longer Ignore in 2026

HR is no longer a support function. It's a strategic imperative.

On a busy Melbourne morning, HR and people & culture leaders gathered for The Next Step's Human-Led, AI-Enabled breakfast event. The panel conversation and networking opportunity was designed to move well beyond the hype and into the practical, the principled and the human.

Last week, HR and safety leaders gathered at MinterEllison's Brisbane offices for an evening of frank conversation about one of the most pressing challenges in the profession: how do people leaders communicate in a way that actually resonates at Board level?

Your HR & HSE hiring decisions reveal whether you're building teams for today's integrated workplace challenges or yesterday's siloed approach. Most organisations are still recruiting the same way they did five years ago, while others are adapting to new realities.