Issuu

Central Highlands Development Corporation Talent Marketing Strategy Research

Introduction

Why are we here?

The Central Highlands is facing a significant labour and skills shortage.

The Central Highlands Invest Concept Study Report, recently commissioned by the CHRR*, identified recruitment as a key priority and recommended that CHRR members undertake a consolidated recruitment advertising campaign.

The campaign needs to target both skilled and unskilled labour across major industries, including mining and agriculture, as well as support industries like healthcare and hospitality.

The following jobs need to be filled to secure the long-term economic prosperity of the Central Highlands now and into the future:

• Skilled labour and specialist trades all related to ongoing servicing and development of the mining industry.

• Skilled and general labour and specialist trades required for the sustainment of the community including essential workers (Doctors, Nurses, Police etc.), educators and childcare providers, retail workers and hospitality staff.

Critical to the success of the campaign will be participation from employers across all sectors in the region.

The current situation

The Region – Strategy

Workforce Development and Accommodation Strategy

The Central Highlands has a newly launched Workforce Development and Accommodation Strategy.

The strategy outlines 16 identified priorities:

1. Establish a Workforce and Accommodation Collective (WAC)

2. Work with Property portfolio holders to review housing stock and release surplus supply

3. Future Skills Facilitator to coordinate education systems, government and industry sectors

4. Expression of Interest to support the build 12 new builds in 12 months

5. Expand the Childcare Leadership Alliance into Central Highlands region

6. Capital Investment directed to areas of highest need

7. Review and consolidate current incentives and suggest new incentives

8. Work with airlines to reduce the cost of airfares, expanding regional

9. Talent Attraction Campaign to be considerate of the findings in this strategy

10.Discuss benefits of joining Small Business Friendly Program

11.Develop a Regional Build-to-Rent Scheme

12.Develop resources sector Shutdown Coordination Calendar

13.Develop real time occupancy of mining accommodation across the region

14.Coordinate Fit-for-Purpose accommodation across the region

15.Ensure representation in the Move to More campaign

16.Coordinate and promote access to funding for community groups in region

Note: priorities 1, 3, 5, 9, 10 and 15 all have direct impact on the success of the success of the Talent Marketing Strategy.

The Region – Owned Channels

The Employees – Survey Insights

Survey

A survey of employees in the region provided 406 total responses. Below is a snapshot of the respondents.

70% of respondentsare aged between 25 and 54 years, 23% over 55 years.

90% of respondentscurrentlylive in the CentralHighlands.

35% of respondentshave lived in the CentralHighlandsfor more than15 years, 29% for less than3 years.

66% of respondentswork in Emerald, 23% in Blackwater.

Roles

The Employees – Survey Insights

Survey

A survey of employees gave some useful insights about what's important to employees in the Central Highlands and how well employers in the region deliver on these. Therewere 382 responses tothis question.

Survey

Looking across different sectors we see that for those working in mining recognition and benefits are most important and employees feel their employer delivers to these needs. However, for Government employees said flexibility and development opportunities are most important with employers under delivering on these needs

Survey

For employees working in Education development opportunities and a collaborative team are key, with employees not fully delivering to these needs.

With those working in Healthcare learning opportunities and flexibility are most important, with employers delivering on flexibility but not opportunities.

Survey Insights

As part of the survey employees were asked what they found unique about working in the Central Highlands.

‘People are much more friendly, and you have to learn to think laterally due to shortages in lot of professions that you have to try to fill. Lots of opportunities for advancement due to the above reasons.’

‘Its a quiet place to raise kids and be outdoorsy, would like to see more community events and outdoor areas for them to enjoy like parks and rides.’

‘Worked in the highlands for over 30 years, people willing to teach you in the work force outside the mines.’

‘The CH is quiet. Leaving here has helped me appreciate being content with what I have and be a better planner. Because I have the option of company housing, I can invest in property elsewhere and better set myself up for retirement.’

‘Access to incredible natural areas like Carnarvon Gorge and the Blackdown Tablelands.

‘It has opened my eyes to the diverse range of employment opportunities in the area.’

‘Ability to work at a coal mine and be home every night in a good community with reasonable services. Alot of other coal mines require persons to stay in camps or live in small communities with limited services..’

Therewere 252 responses to this question.

‘The connections you build living and working in a small community, diversity of people and experience and the opportunity to be a part of a regional development strategy.’

‘Opportunities for people in the early stages of their careers to take on roles and responsibilities that people in larger centres would not be able to access.’

‘Small community offers opportunities to get to know families personally. It is unique not being able to go to the shops or get a service performed without knowing the person.’

‘There are multiple opportunities from the broad range of industries in the region. Pride in community & the willingness to participate in events.

‘Please are willing to have a crack at new things because they have to.... innovative thinking is in the water out here!’

‘The opportunity to work 10 minutes away from my home. Easy to save for your future. contribute to the community.’

‘I think this region does a really good job of having a large impact, disproportionate to the population.’

‘The general work environment here seems more supportive and is made up of small towns; it's generally a friendlier vibe. I enjoy the proximity to locations and varied work unique to the region.’

‘Close knit community , and willingness to share resources and learnings. A higher level of an ability to engage a wide range of collaborators.’

Top drivers to work in the Central Highlands are learning opportunities, role recognition, perks and benefits. 23% of respondents believe being able to work well as a team and communication is what makes a successful candidate.

The Employees – Focus Group

The focus groups proved to be a great source of insights and the information gathered during the sessions will be very useful in the development of your talent marketing.

Duringeach session, we discussed differentareas oftheemploymentexperienceandtalkedaboutthe bestattributesof employers inthe region as wellas thetypes of qualities theylookforin theperfect job.

Wethendiscussed whatinitially attractedpeopletoworkintheCentralHighlandsandwhattypes ofpeople theyfelt wouldbe successful here. The session ended witha conversationaroundrecruitment,thoughtsabout howyou couldadvertisemore efficiently, andwhichchannelsmightattract better quality candidates.

NeonLogiccategorised therelevant highlightsintoGartner’sfiveKey Attribute Categories. NB given thisproject is fora region Organisation has been replaced withlocation.

Focus Groups – Strengths

WORK“workingwithina close community”.

OPPORTUNITY“growthopportunities, less competitive work environmentso more opportunities to gain experience and exposure”.

LOCATION“moretimebackin myday as I'm notdrivinglong commutesand stuck in traffic”.

PEOPLE“the teamIwork with and the feeling of community”.

REWARD –“slower paced relaxed lifestyle, less of a rush”.

Focus Groups – Challenges

REWARD –“thereis a big differencebetweenemployers. Some like mining offer subsidisedhousing, relocation costs and flexibilityothers like childcaredo not”.

OPPORTUNITY“Dishearteningto know you are being used a steppingstonefor the start of someone’scareer.”

WORK“Medical Graduates get their experiencein the region– it’s cheaper to livehere-but they stay for a couple of yearsand thenleave.”

PEOPLE“Lifestage– younger demographicdon’twantto be here. Peoplein their30s withkidssuits them better.”

LOCATION“Pharmacy/Health/Hospital pain point– kidsmovingawayto gettheir degrees,butnot comingbackto workin the region”.

Central Highlands

Focus Groups – Unique

During each of the focus groups we asked employees to describe, in their own words, what they believed were the most unique aspects of working in the Central Highlands region. The common themes are outlined below and through your employees’ comments.

EDUCATION AND OPPORTUNITIES. Education;“Growyourown”;More opportunitiesforeducationandwork.Miningindustrybooming.Betterconnectionto ourjobs andeducation.Mathsandsciencestrongfieldsat school.Arts/dramanot sostrong(kidsmoveaway).

WORK LIFE BALANCE. – whatdoesthisactuallymean?Itdependsonthe individual.Beingregionalgivesyouthatopportunityto domoreofwhatyoulove.

AFFORDABILITY. costoflivingis less;incomeis high.It’s thewholepackage.

PERCEPTION VS REALITY. therearemanygoodschoolsthatpeopledon’trealise

Focus Groups – Career Pathways

We asked employees to share their career pathway to working in the region. Below is a representative selection of their different experiences across a variety of industries. statements:

Hospitality whilst at school 2017 (Brisbane)

Years in Region: 2 years

Sector: Health & Social Assistance

Years in Region: 3 years

Sector: Government

Bachelor of Psychology

Diploma of Psychological Science

Bachelor of Urban Development 2014 (Brisbane)

Worked as a Town Planner Student & Graduate 2012

Event Management Degree

Years in Region: 4 years

Sector: Childcare

Partner offered a 4 year contract 2022 (Emerald)

Disability Support Worker 2020 (Brisbane)

Senior Town Planner 2020 (Brisbane)

Senior Town Planner 2018 (Sunshine Coast)

Moved to Australia to travel settled 2015 (Quilpie) Local Government 2016 (Quilpie)

Bachelor of Early Years 2018 (Quilpie)

PR Small Business 2017 (Quilpie)

Support Worker 2022 (Emerald)

Principal Planner 2021 (Emerald)

Husband offered a role as a teacher 2021 (Emerald)

Childcare Educator 2020 (Emerald)

Centre Manager 2019 (Quilpie)

Childcare Director 2021 (Emerald)

Support Coordinator 2023 (Emerald)

Coordinator Development & Planning 2021 (Emerald)

Centre Director 2023 (Emerald)

Focus Groups – Career Pathways

We asked employees to share their career pathway to working in the region. Below is a representative selection of their different experiences across a variety of industries. statements:

Cert IV Youth Work School based trainee 2007 (Emerald)

Years in Region: 31 years

Sector: Mining

Years in Region: <1 year

Sector: Agriculture

Various Admin Roles

Reception & Recruitment Admin

Health & Safety Coordinator 2013 (Bangladesh)

Bachelor Business Admin 2012 (Bangladesh)

Teaching Degree (Townsville)

Years in Region: 20 years

Sector: Education

Recruitment Coordinator 2017 (Emerald)

Cert IV Business Administration 2017 (Emerald)

Diploma Business Management 2015 (NZ)

Head of Operations 2014 (Bangladesh)

Retail Manager 2016 (NZ)

Field Supervisor 2015 (NZ)

Master Education (Alice Springs)

Recruitment Advisor 2020 (Emerald)

Business Centre Manager 2019 (Emerald)

Talent Acquisition Business Partner 2023 Current (Emerald)

Teacher (Cardwell/Bowen)

Education Officer (Alice Springs)

Orchard Manager 2019 (NZ)

Horticulture Contractor 2017 (NZ)

Special Education Officer (NT Region)

Harvest Manager 2024 Current (Emerald)

Diploma Fruit Production, Agriculture 2022 (NZ)

Masters Business Admin & Management Current (NZ)

Early Intervention & Learning Support Teacher (Dysart)

Community Services/Early Intervention Director (Mudgee/Gulgong)

Advisory Teacher & Guidance Officer (Emerald)

Focus Groups –

Sales Pitch

These quotes are a selection of the ‘sales pitch’ we asked the focus group participants to write. When asked ‘if you were to sell a career in the Central Highlands to a prospective employee, what would you say?’. Employees chose to highlight the following:

Comefor a changeof pace or scenery and stay for the great community,job opportunitiesand laid-back lifestyle.There are so many opportunitiesto expand your career in an environmentthatis supportiveand less intimidatingthana corporatecity job. The pay and perks are great, and you can use your holidaysto explore some great parts of Queenslandlike CarnarvonGorge, Gemfields,Longreach,YeppoonFar North Queensland.Give it a go – it will grow on you!

More time back in yourday. More available time for yourself.Great community.Weekly community activities.Access to a range of differentcareer paths. Flexible work arrangements.Opportunitiesto volunteerand participate in communityevents.

Career progressionopportunities. Opportunitiesfor teens withcareer movementand less competition thanthe city. Team/familyfeeling in workplaces. Work life balance. Flexibility. Beautifulregion. Communityexperience. Great facilitiesincludingmanyfor sport.

Fresh air and open spaces. Relaxed lifestyle.More opportunitiesdue to less competition.Family orientated culture,to a degree.

Fast tracked career growth,slower pace countrylifestyle.Muchbetter commuteand no traffic!Work life balance, likemindedpeople and professionalsin a similar situation. Work cultureand friendlier communityvibes. Travel opportunitiesto explore Queensland, Emerald is the central hub to neighbouringtownsand the coast is nottoofar away. The weather is great!

Access to great outdoorand camping activitiesincluding MaraboonDam. Lotsof social activitiesincludingraces, rodeos, balls every otherweekend. Access to theatregroups, art classes, dance, and gymnasticsas well as sport. Lowcrime rate, great schools, kindy’s and daycares. So many job opportunities.Cheap housingto buy (notrent).

Safe community.Low crime rate.

Great climate.Good quality schools.

Work life balance. Close knit group. Above award wages. Salary sacrifice. Personal/professional development.Goodlocationand staffsupport.Central to a lot of amazing sites like Carnarvon, Tablelands, camping and fishing.

Slower paced lifestyle,quiet environmentand peaceful. Amazingsunrises, sunsetsand you can see the starts at night!Opportunitiesfor camping, adventure and outdoorlovers. Amazingopportunityfor personal growth.Improvementsin mentalhealthdu to relocatingfromBrisbane where it was fast paced, always go, go, go to nowa 5-minutedrive to work. Opportunityto meet newpeople.

Accelerate your career with developmentand progression opportunities.Amazing communityand work life balance. Affordableliving, 3 hoursdrive from the coastand 90 minutesby plane to Brisbane. Fast track career. Communityfeel. More time with family.Housing affordability.Better work life balance.

Mackay – Isaac - Whitsunday Region Websites

Social Media

Market References – Competitors

Data – Mackay – Isaac - Whitsunday Region

RDA Greater Whitsundays provides some valuable data and insights for the region.

There are 97,000 plus people working in the greater Whitsunday region, 56% in Mackay, 26% in Isaacs and 18% in Whitsunday.65% are between the age of 25 and 54, 83% live in the region.

The region attracted128,952 new residents fromother parts of Australia in the last 5 years, 67% from other parts of Queensland.

26% of workers earn more than $100,000 per year. Comparedwith 30% in Central Highlandsand 18% in Queensland.

The top industriesare mining, healthcare& social assistance, and construction.

51% of workers work more than 38 hoursper week. Miningand manufacturingsectors work the longesthours.

62% have a tertiary qualification.

39% of Mine workers and 26% of Constructionworkers do notlive in the Greater Whitsundays. 87% of workers wholive outsidethe Great Whitsundays commutefrom regional Queensland,11% from capital cities.

47% of workers are consideredblue collar, with the largest occupation being technicians& trade workers accountingfor 20%.

Source:RDA Greater WhitsundaysRemplan.

Rockhampton Region

Market References – Competitors

Data – Rockhampton Region

Rockhampton Regional Council provides some valuable data and insights for the region.

There are 37,000 plus people working in the Rockhamptonregion, 62% are between the age of 25 and 54.

The region attracted10,266 new residents fromother parts of Australia in the last 5 years, 84% from other parts of Queensland.

10% of workers earn more than $100,000 per year. Comparedwith 30% in Central Highlandsand 18% in Queensland.

The top industriesare healthcare& social assistance,educationand trainingand retail. Thosein healthcare & social assistance in Rockhampton make up 20.8% of the populationas compared with 16.2% for Queensland.

Of the 20% of workers who live outsidethe Rockhamptonregion 80% live in Livingstondirectly north.The remaining20% all commutefrom regional Queensland.

37% of workers work more than40 hoursper week. The construction sector work the longesthourswith 60% of workers loggingmore than 40 hoursa week.

Source:RockhamptonRegionalCouncilidcommunity.

60% have a tertiary qualification.37% of workers are considered blue collar, with the largest occupationbeing professionalsaccountingfor 17%.

20% of workers do not live in the Rockhamptonregion. All workers who commutefrom outsidethe region live in Queensland.Less that 1% live in theCentral Highlands.

Wide Bay Burnett Region

Social Media

Market References – Competitors

Data – Wide Bay Burnett Region

RDA Wide Bay Burnett provides some valuable data and insights for the region.

The region attracted21,446 new residents fromother parts of Australia in the last 5 years. There are 113,000 plus people working in the Wide Bay Burnett region, 50% are males, 58% are between the age of 25 and 54.

Less than10% of workers earn more than$100,000 per year. Compared with30% in Central Highlandsand 18% in Queensland.

The top industriesare healthcare & social assistance,retail, educationand training.

6.7% of workers who live in the region travel outsidethe region for work. 20% of thesework in mining.

36% of workers work more than 40 hoursper week. Miningand agriculture,forestry& fishing sectors work the longesthours.

61% have a tertiary qualification.34% of workers are considered blue collar, with the largest occupationbeing professionalsaccountingfor 16%.

Just4.3% of workers do notlive in the Wide Bay Burnettregion. All workers whocommutefromoutside the region live in Queensland.Only 16 workers live in the Central Highlands.

Climate and Market Insights

Commentary

After years of volatility there’s a sense of growing stability, optimism and adaptation to the new working landscapes. Skills shortages remain in some industries and are predicted to impact the effective operation of businesses, however these impacts have reduced in severity over the past 12 months.

Employers are becomingmore optimisticwith 64% believing thatbusiness activitywill increase in the year ahead. This growth relates specifically to productivitywith intentionsto increase temporary workers is up by 7% YoY, however permanentemployees will onlysee an increase of 3%.

Extreme shortagesexperienced over the last year have eased with 47% of employers reporting noor onlyminorskills shortages.One in five reported shortageseasing, led by the constructionindustrywhohad the highestlevel of easing. However notall industrieshave been so lucky with extreme shortagesstill being experienced in educationand architecture.

Despite skills shortages81% of employers reported either steady or increased productivityover the past year. Someindustriessuch as construction, banking,logisticsand procurementreported a significantincrease. Whilst policy, strategy,architectureand officesupport reported decreases in productivity.

The easing of skills shortageshas had an impact on salaries. In the comingyear 25% less employersare planningon offering salary increases above 3% and there has been a 30% drop in employees reportingsalary increases due to skills shortages.

Hybrid work environmentsare here to stay with97% of employers reportingthatthey offer a hybrid working model and 74% saying theyexpect their offeringto stay the same for the next year. When lookingat remote vs onsitedays worked 70% of employeesare happy with theway they are currentlyworking.64% say thatcontinuedremote or hybrid workingis the reason they stay with their employer.

More than77% of employeesare currentlylookingor planningto lookfor a job in the next year. The top 3 reasons employees are lookingfor a new role are rising cost of living (64%), lack of promotionalopportunities(60%) and poor managementor culture (60%). 71% of employees have said thata pay rise is themost importantfactor in the year ahead, followedby learningand developing technicalskills at 63%

Audience Snapshot

The people we need

• 18,524 talent pool (ANZ)

• 90/10 Female/Male

• 15% changed jobs in the past year

• Top 3 drivers;

– Flexible work arrangements

– Job Security

– Organisational support for WLB

Childcare Government

• 68,419 talent pool (QLD Regional)

• 59/41 Female/Male

• 9% changed jobs in the past year

• Top 5 drivers;

– Flexible work arrangements

– Excellent compensation and benefits

– Job security

– Company vales that match my own

– Organisational support for WLB

– Career growth within the company

• 39,287 talent pool (QLD Regional)

• 83/17 Male/Female

• 9% changed jobs in the past year

• Top 5 drivers;

– Organisational support for WLB

– Excellent compensation and benefits

– Job security

– Career growth within the company

– Flexible work arrangements

• 265,869 talent pool (ANZ)

• 53/47 Male/Female

• 13% changed jobs in the past year

• Top 5 drivers;

– Excellent compensation and benefits

– Job security

– Flexible work arrangements

– Career growth within the company

– Helpful & supportive direct managers

• 239,916 talent pool (QLD & Regional NSW)

• 70/30 Female/Male

• 12% changed jobs in the past year

• Top 5 drivers;

– Flexible work arrangements

– Organisational support for WLB

– Company vales that match my own.

– Excellent compensation and benefits

– Job security

Manufacturing

• 70,322 talent pool (QLD Regional)

• 57/43 Female/Male

• 8% changed jobs in the past year

• Top 5 drivers;

– Career growth within the company

– Excellent compensation and benefits

– Job security

– Flexible work arrangements

– Organisational support for WLB

• 94,639 talent pool (ANZ)

• 65/35 Male/Female

• 6% changed jobs in the past year

• Top 5 drivers;

– Excellent compensation and benefits

– Company vales that match my own

– Flexible work arrangements

– Challenging & impactful work

– Organisational support for WLB

• 232,061 talent pool (QLD & Regional NSW)

• 69/31 Male/Female

• 10% changed jobs in the past year

• Top 5 drivers;

– Excellent compensation and benefits

– Flexible work arrangements

– Clear goals & direction from senior leadership

– Organisational support for WLB

– Helpful & supportive direct managers

Those with Childcareand Constructionskills have been identifiedas priority talentaudiences as they will enable otheraudiencesto start a career in the region, whetherthey are already living in region or lookingto move.Differentdrivers will be leveraged across all audiencesdepending on where talentis currentlylocated.

Research Commentary

Summary considerations

There are several considerations that should inform the strategy:

• CentralHighlandsemployers are competingacross markets for highly soughtafter talent.

• There is no currentpropositionto market. Connectingto candidates' needs is critical in engaging relevant talentnomatter where they are in their journeyor aroundthe country.

• The power of a clear propositionis a key driver for candidates.Leveraging the variety of career opportunitiesin the region and makinginformationas simple as possible to find will assist in attractingthe right talent.

• There are opportunitiesto promotetalentmessaging across employer marketingassets, such as social channelsand individual employercareers pages. Ensuringcandidate needs are being addressed at all stages of the decision-makingcycle is key.

• The Jobs Hub website has minimalcontent,considerationshouldbe given to retiring this site.

• A well thoughtoutcandidatejourneyis lacking. Buildingthat outand articulatingthingslike the applicationprocess and what life is like in the CentralHighlandsare critical to any campaign success.

• Optimisingcontentfor mobileand allowing better connectionwith social media for amplificationcan increase success.

• There is also an opportunityto build sector talentpipelines and connectemployers withthosewho are notquite ready to make a career change.

• Considerationshouldbe given to ‘growing your owntalent’througha campaign showcasingthe industrysectors,pathways and their career potentialfor entry level candidatesand thoselookingto returnto work.

• Benefitsneed to be articulatedin line withvarying talentaudiencedrivers. Communicationof these benefitsneeds to be consistentand considered as an aid to retention.

July 2024 Central Highlands Development Corporation

Marketing Strategy

Objectives

Defining success

The talent marketing strategy requires objectives that will drive thinking and planning. They are;

To create a talent marketing strategy that;

1. Helps Central Highlands employers to promote careers in the region to relevant talent both currently living in the region and looking to move.

2. Considers what drives the different talent audiences that the region needs to attract and provides messaging that engages these groups.

3. Offers direction and support for employers, allowing them to build a qualified pipeline of engaged candidates.

4. Provides support to employers in retaining talent in the region by improving communication between sectors around opportunities and key benefits such as career development and flexibility.

Ultimately, the Central Highlands needs to be seen as a place where you can do interesting work and where your career can grow and flourish, in a safe and prosperous community.

Strategic Approach

Building a story

The talent marketing strategy for the Central Highlands is one of positioning the region as a place where people can have rewarding careers without compromising on lifestyle or financial independence. The regions diverse workforce enjoys some of the best working conditions in Queensland. Its people are able to live a balanced life enjoying fulfilling careers in a close-knit community that offers a slower paced lifestyle. Demonstrating the breadth of career opportunities in the Central Highlands will be a key part of the talent campaign story.

Processes for marketing of roles need to be clearly defined, articulating which channels and tools are to be used at each step of the candidate journey. These processes will need to adjust based on different roles and different needs. A matrix will be created to articulate this. A broader mix of channels will be leveraged, which will require marketing support.

Employee stories are critical. In a remote region, competing against often larger well known regions, Central Highlands must use its understanding of its community and the people working in it to strengthen its own brand. It needs to position its strengths as a prosperous region where both individuals and families can thrive. It will need to ensure this story is consistent, authentic and well told. Using the talent campaign as a foundation and leveraging its employers' channels, Central Highlands will show the talent market its unique culture of community and prosperity, building out content that celebrates this story. This will support engagement of passive candidates as well as active candidates both in and out of region.

Discover why so many people are making the smart move to the Central Highlands.

Talent Proposition

Smart Move - Rationale

The ‘smart move’ theme carries a dual relevance, appealing both to newcomers and current residents of the Central Highlands.

For those considering relocating, it highlights the intelligent choice of moving to a region rich with career opportunities, natural beauty, and a supportive community. For locals, it underscores the wisdom in seizing the abundant professional and personal growth opportunities right where they are.

Thus, ‘smart move’ encapsulates the benefits of relocating to and thriving within the Central Highlands, making it a compelling message for all.

Talent Proposition

Smart Move - Promise

Discover why so many people are making the smart move to the Central Highlands.

The Central Highlands is not just a destination; it’s a smart career move for those seeking professional growth and a balanced lifestyle.

With thriving industries such as mining, healthcare, education, and more, the region offers unparalleled career opportunities with competitive salaries and clear paths for advancement. Your skills are in high demand here, making this the perfect place to leverage your expertise and achieve your professional goals.

Choosing the Central Highlands means opting for a region that supports both your professional and personal aspirations. Enjoy an affordable lifestyle with excellent amenities, recreational activities, and a vibrant community.

Experience the ideal combination of career success and quality living. Discover why advancing to the Central Highlands is the smartest decision for your professional future.

Audiences

Who do we speak to

Employees

Employees are people that work in the Central Highlands region or may be interestedin moving to the region for work in the future.

It will be vital to demonstrate to these audiences that the Central Highlands offers a breadth of career opportunitiesand that they can have meaningful careers in the region.

Current Employees

Defined by the skills they have and the sector they work in, so Childcare, Construction, Health & Aged Care, Mining Operations & Engineering Maintenance, Government, Agriculture,Retail & Hospitalityand Manufacturing,current employees can also be segmented based on their seniority, so leadership, team leaders or supervisors.

Mining as a sector account for 35% of the regions workforce and 48% of those live outside the region.

Future Employees

Future employees can be grouped into primary and secondary audiences. Childcare and Construction are the primary audiences as their recruitment will enable other audiences to take up work in the Central Highlands. In the case of Childcare, more workers in these roles will unlock critical availability of childcare spaces to allow parents to return to work and young families to move to the region. For Construction roles to be filled would mean an increase in pace and quantity of accommodation in the region.

Health & Aged Care and other roles in Education are also important audiences due to national skill shortages, meaning it can often take longer attract workers requiring more forward planning.

Secondary audiences are those looking to work in Mining Operations & Engineering Maintenance, Government, Agriculture, Retail & Hospitality and Manufacturing.

Doing what, how

To deliver the talent marketing strategy, there are five key areas to focus on:

Content

Content is the component that engages and informs audiences through The Candidate Journey.

Channels

Appropriate channels will be required to engage audiences. These will be mostly digital channels with some traditional.

Audience Specific

Tactics, content and channels will need to be developed for each of the primary audiences.

Reporting

A reporting framework is vital so that we can measure success, and take learnings into future activity.

Implementation

Finally, there is an implementation plan. This will require an overview of the work needed and a schedule for implementing it.

Content Types

What to create Various types of media should be deployed to answer the content questions.

Infographics

Photography

Featuring your regions people.

Employee Insights

Personal opinions and insights.

To show information like the many different types of careers in a visual way.

Short Form Copy

To celebrate culture and employee successes, such as for social. Share open roles.

Video

Candidate engagement, training, and employee testimonials.

Long

Form

Copy

Typically, website copy and employee blogs.

Person to Person

Interviews and employee reviews.

Webinar

Online sector and employer level information sessions.

Job Ads and Position

Descriptions

Information about specific roles and responsibilities.

Liveability Pack

Short, informative take away documents for employers and new starters.

Employer Pack

Practical information, such as what employers are in the region in each sector, how to contact them and what they offer.

Guides and Handbooks

All you need to know when moving to the Central Highlands for work.

Channels and Themes

Where to say it and what to say

Specific channels and themes are used and specific points along the Candidate Journey.

Who are Central Highlands Employers

• Website – about Central Highlands as a place to work and its employers

• SEO – keywords specific to Central Highlands hard to fill skills

• Organic social – LinkedIn, Meta –Working in the Central Highlands

• Paid social – LinkedIn, Meta – What do people who work in Central Highlands do

• Job boards – SEEK, Indeed – current vacancies

• Industry platforms – Childcare Association – Central Highlands as a place to work

• YouTube

• Paid search – Central Highlands talent proposition

• Webinars – sector information sessions e.g.; Childcare

What

Would I Do if I Worked in Central Highlands

• Website - Employee testimonials,‘day in the life’.

• Website – Employer profiles

• Organic social – Facebook, LinkedIn –Employee career path blogs

• Paid social – LinkedIn, Meta –Employee career path blogs

• YouTube - Employee ‘day in the life’

• Content shared by employees

• Podcasts – leader interviews

• Webinars – Q&A with employers

Awareness and Acquisition Investigation and Engagement

Why

Work in the Central Highlands

• Website – Employer profiles showing benefits - flexible work, lifestyle, learning programs

• Website – Case Studies – From individual employers

• Website – Career Progression, Learning and Development Programs, Traineeships

• Organic social –LinkedIn, Meta - content shared by employer and employees

• Paid social – LinkedIn, Meta - Employee testimonial videos

• YouTube – Work + Life in the Central Highlands testimonial videos

Audience Considerations

Focusing on their journey

Message and Content

Current Employees

These are people already working in the region and as such have a unique insight into what its like to work in the Central Highlands. 35% of this group are in Mining. We want to engage them with the new talent proposition so we can retain their skills, encourage them to be ambassadors and leverage their stories for attractingnew employees.

This is your opportunity to share the new Central Highlands talent proposition, ‘smart move’, and what it means to employees in the region. Highlighting the benefits of a career in Central Highlands in line with the relevant drivers for each audience.

Key to this theme is showcasing the diversity of roles within the region and the innovative work that employers do. Using people stories to celebrate achievements and improve understanding across the region.

This is where we engage around opportunities for advancement, learning and development and career pathways. We look to reinforce why they moved to the Central Highlands and ensure their needs are being met so they stay.

Audience Considerations

Focusing on their journey

Message and Content

CandidateChildcare

Childcare talent has skills in early childhood education and development, learning, working with children, first aid, preschool, curriculum development, child development and consumer services.

They are in very high demand, particularly in regional areas. Build a story featuring people in similar roles working with children who have good work life balance. Reaching them as they are completing their studies is also recommended. They are located in Australia and New Zealand. Remarketing can also be used for those not yet ready to apply.

This is your opportunity to share the new Central Highlands talent proposition, ‘smart move’, we introduce the different employers and what it means to work in the region. We focus on the key drivers of flexible work, job security and organisational support for work life balance.

Key to this theme is showing child educators what a typical day would entail using employee stories from both the campaign and existing videos . How this would fit with their life outside work and how they would make a meaningful impact in the community.

This is where we showcase the benefits of working in the Central Highlands. Information about career pathways and the diversity of opportunities the region has to offer. The short commute and affordable cost of living. A great place to raise a family.

Who are Central Highlands Employers

What Would I Do if I Worked in Central Highlands

• Industry platforms (MBQLD, MPAQ)

• YouTube

Channels

• Central Highlands websites

• Employer websites

• Organic social (shared by employers)

• Paid social

• Blogs

• Employee review sites

• YouTube

This is where we showcase the benefits of working in the Central Highlands. Information about career pathways and the diversity of opportunities the region has to offer from construction to council or mining. The great natural environment and local activities like sport.

Why Work in the Central Highlands

Channels

• Central Highlands websites

• Employer websites

• Organic social (Facebook)

• Paid social

• YouTube

• Employee review sites

• Radio

• Move to More website

Awareness and Acquisition Investigation and Engagement Articulating Culture

Strategic Approach

Candidate Journey

Creating a positive experience

Deliver relevant and captivating content in diverse formats throughout every step of the candidate decision-making process.

Reputational awareness

‘Shootsta are an organisation of experts who are passionate about the work they do.

The candidate journey Activitiesinclude:

• Social media.

• YouTube.

• Word of mouth / referral.

• Activityundertaken at the primary brand and marketing level also supports talent marketing.

Channel Purpose

Channel purpose

Some channels used for talent marketing are the same as those used for general marketing. How they are used depends on where a candidate is in their Candidate Journey.

Channel Purpose

The CHDC and CQH websites will act as hubs for all key campaign information. They will provide entry points to Jobs Hub CQH and individual Employer websites across all steps of the candidate journey.

Email is used to communicate with employers about the campaign and how they can get involved.

LinkedIn is to be used to engage professionals and passive candidates.

Facebook is used to reach a broader group of candidates who are unlikely to be on LinkedIn.

Instagram is all about showcasing the Central Highlands community including employees at work.

Digital paid media has two roles: in an ongoing basis as Paid Search for hard to fill skills and for campaigns.

YouTube serves as a media channel across all steps of The Candidate Journey.

Webinars should be treated as information sessions for more remote groups like Childcare, Health and Agriculture.

Industry sites can help Central Highlands to extend its marketing reach to key talent e.g., Childcare and Construction.

Traditional paid media includes several types, but its focus is on conversion e.g., job boards.

Print collateral covers things like posters and flyers as well as welcome packs.

Write new job ads to showcase the Central Highlands proposition, ‘smart move’, focus on key drivers.

Data is a powerful tool for talent marketing to gain better insights.

Central Highlands

‘Smart Move’ Campaign Rationale

Talent Campaign

The talent campaign for the Central Highlands is one of positioning the region as a place where people can have rewarding careers without compromising on lifestyle or financial independence. Its about finding candidates with the right skills willing to move to the region now as well as engaging with those who may take longer to decide. Its about reminding locals of the opportunities that the Central Highlands region has to offer.

Campaign Objectives

• Create a bespoke campaign for the Central Highlands region to identify and recruit critical talent, along with a pipeline of talent to fill future vacancies

• Attract suitably qualified candidatesto apply for roles, register their interest and build employers in the Central Highlands profile as Employers of Choice.

• Drive people to a website/landingpage to apply for jobs

Target Audiences

Primary

• Locals with Childcare qualifications not currently working.

• Those with Childcare (ANZ) or Construction (Gold Coast and Sunshine Coast) skills looking for the next step in their career.

Secondary

• Teachers, Nurses, Allied Health Professionals and Water Operators.

• People with skills in mining operations, engineering maintenance, retail, hospitality, manufacturing, agriculture and aged care.

• People approaching retirement age looking for a greater connection to community through their career and a more affordable lifestyle.

• Young people with the relevant skills looking to fast track their career.

Media Objectives

• Direct targeting and prospecting via social media, search, display industry specific advertising. Target a wider audience, looking at talent that have desirable skills such as healthcare, mining and education.

• Include mass reach channels in order to effectively reach a wider pool of talent with transferable skills such as hospitality, operations, agriculture and retail.

• Build maximum, affordable reach levels within the target audience group as quickly as possible.

• Increase awareness of the Central Highlands within the talent market.

Smart Goals

Doing what, how

A viable way of measuring success is using SMART goals.

The SMART stands for Specific, Measurable, Achievable, Relevant, and Time-Bound. Defining goals to these parameters ensures that the objectives are attainablewithin a certain time frame.

Specific

For a goal to be effective, it needs to be clear and specific.

Measurable

A goal should also be measurable so progress can be tracked.

Achievable Make sure the goal is achievable and within our control.

Relevant

A goal must support the larger strategy. Time-bound Goals require time to achieve them.

On the following pages we have outlined a set of metrics.

Action Plan

Implementation

Pre-Campaign Campaign Weeks 1 - 2

• Set up employer email template.

• Communicatestrategy and channelapproach to employers.

• Provide employers with necessary assets and messaging guides for their channels.

• Setupemployer profiles on landing page with links to employer websites.

• Set reporting framework includingtracking for all media.

• Setupjob alert and EOI formson landing pages

• Ensure employer jobs are on JobsHubCQH

• Launchtalentmarketing campaign.

• Followup with employers to ensure they are sharing contenton their socials.

• Monitorand optimise campaign channelsand budgets.

• CHDC to engage in PR activitieswith local publishers.

• Identifyindustry associationsfor future partnerships.

Campaign Week 2 - 4

Campaign Week 5 - 8

Post Campaign

• Encourageemployers to share their own employee/talent content on socials.

• Set up and promote sector/employer informationsession webinars.

• Bring partnerships onboard.

• Ensure CHDC and CQH channelsare sharing employer content.

• Refine strategy and look for new opportunitiesand optimisations.

• Conductplanningsession for post campaign next 6 monthscontentand campaigns. Includealways on type activitye.g. paid search, contentcreationand webinars.

• Review and plan updates/redevelopmentof CH assets to best practice standards.

• Provide results to employers and WAC.

• Make strategy updates based on successes.

• Ensure ‘Smart Move’ messaging continuesto be used on bothCH and employer channels.

• Lookto continuously improve the candidate journeyto CH jobs.

• Actionstrategy for next 6 months.

• Update CH assets.