Welcome
Welcome to the 2024/25 Talent Guide
We know data for decision making is critical and we love this quote from Carly Fiorina, ex-CEO of Hewlett Packard and the first female to lead a Fortune Top 20 company; “The goal is to turn data into information, and information into insight.” That’s exactly what we’ve done in our 7th edition of the Talent Guide on the back of over 1000 respondents across the Australian workforce
This year, we weren’t dealing with turbulent change, the global pandemic has left a mark but it’s no longer causing chaos. We are ‘living’ with the cost-of-living crisis that fundamentally impacted how we were making career choices last FY. We’ve experienced a period of moderation regarding global and local crises. This year, people aren’t influenced by fear, panic, or uncertainty. Instead, their responses have a sense of stability and calm and it’s been a real joy to dissect and collate those responses for you.
Even though there was more stability over our survey period, it’s no surprise there’s yet another shift in talent priorities. We’re seeing a noticeable rise in job mobility, especially among Gen Z and men, suggesting a growing desire for new opportunities and possibly a response to evolving workplace conditions and expectations. The shift in generational preferences continues to shape workplace strategies, making it clear that a one-size-fitsall approach is no longer viable.
Additionally, flexible work hours and locations continue to be top priorities for employees, highlighting the ongoing shift towards achieving work-life balance and greater autonomy. Significant progress has been made in this area with the passing of the Right to Disconnect law, which was approved by Parliament on February 12th. This law will be implemented for non-small business employers starting August 26th. Be sure to read our piece for insights on how this law may affect you.
Be sure to explore our Learning and Development (L&D) Spotlight, where we highlight opportunities for both employees and employers to enhance their skills and strategies. With the skill gap widening every year as technology advances, now more than ever it is essential to invest in your L&D program. Instead of competing against technology, we and our respondents say, embrace it! Moving forward, we are excited to integrate more AI into our internal Talentpath L&D program to produce personalised, bite-sized learning at scale for all our team.
We are not only revamping our L&D strategy but are also preparing to move into a brand-new office! Relocating to an iconic Fortitude Valley location as part of a transformative commercial project, the custom built fit out design will integrate the rich history of the space and its location. We’re counting down the days until our move-in date!
This exciting move offers a perfect opportunity to pause and reflect on how far we’ve come in the past 17 years. Connecting top talent to their career aspirations and simultaneously supporting organisations to secure key people essential to their success, never fades for us. Recruitment is and always will be about more than just filling roles; it’s about transforming lives and businesses. We couldn’t achieve this without the support of our incredible clients and candidates—you are at the heart of everything we do.
It goes without saying, but it truly takes a village to bring the Talent Guide to life, and it’s no secret, that we wouldn’t be able to do it without the incredible talent profiled in each division. Gathering thought-provoking insights is one thing, hearing them firsthand is another. So, this year we have more than doubled our featured talent to bring you even more career journeys, perspectives and ideas. Huge thank you to our impressive talent!
Before you dive into the 2024/25 Talent Guide, one last thing from us! Let us introduce…
Talent Guide Events!
We are thrilled to bring the Talent Guide to life with events! We will be sharing even more findings beyond those in this guide, providing practical and useful tips to help you embed talent management processes, strategies and new ideas into your business. Stay tuned for more details!
On that note, we think it’s time you get stuck in the 24/25 Talent Guide!
Get ready for real people, real stories and real insights.
Jody Fazldeen & Dionne Sharp Directors at Talentpath
Survey Insights
“What are the top things respondents think have the most impact on company culture?”
Diversity & Inclusion
81% of all respondents agree with the statement:
“My workplace is inclusive and respectful of people from different cultures, backgrounds and abilities” of those who identify as having a disability agree. Among all respondents: of those who identify as gender non-conforming agree. 74% 40%
“In the last 12 months, has your ability to perform your best in your role been impacted by any of the below?”
Fatigue (41%)
Burnout (40%)
100% of gender non-conforming respondents have been impacted by anxiety. Gen Z are twice as likely as Gen X to leave a role due to their mental health.
Lack of motivation (38%)
Anxiety (35%)
Other mental health condition (15%)
“To feel supported and inspired by my leader, I need . . . ”
“Regular catch ups, honest communication and clear direction . ” Planning Coordinator
“Understanding that I need flexibility even though I’m not a parent . ”
Talent Acquisition
“Respect, flexibility to WFH, being able to take a mental health day when needed and requesting leave without feeling guilty . ”
QA Officer
81%
“Genuine care and respect for me as a person inside and outside of work . ”
Customer Experience Team Lead
“To see them genuinely caring about me and also leading and living the organisational values by example . ”
HR Manager
of respondents say their direct manager/s contributed to them leaving their last role .
of respondents expect to change jobs within the next year .
Top three factors that contributed to respondents leaving their last role:
29% of respondents are currently job hunting
Lack of career progression Feeling unfulfilled
Top three ways respondents like to be rewarded for their work:
After salary, the top three benefits respondents value are: * Last year, salary was the top contributing factor.
of respondents say no benefits are more important than salary.
Top three factors that would attract respondents to a new organisation:
Baby Boomer
1. Culture
2. Values alignment
3. Purpose & vision
Gen X 1. Culture 2. Values alignment
3. Senior leadership
Top three factors that would attract respondents to a new role :
Recruitment Feedback
Culture remains the top priority for all generations when choosing an organisation to work for.
Tips from our respondents on how to improve hiring processes .
General Manager
Executive Assistant
Finance Manager
Senior Officer
Associate
Intake Consultant
“Be candid and kind. Provide people with honest and constructive feedback.”
“Keep the candidate updated and always communicate the final outcome with reasoning if not successful.”
“Be open and honest about salary opportunities and role expectations.”
“Ensure that the process is robust and everyone has equal opportunity.”
“Clear communication is all it takes.”
“Ensure they are accessible. So many large corporations aren’t getting the basics right and missing out on so many wonderful employees that have disabilities.”
Learning & Development
Top things respondents think their organisation could do better to assist with their career progression:
Mentorship & coaching programs
Provide a development plan
Opportunities for challenging projects / Provide training & learning modules (tied third)
“Does
your employer provide flexibility or financial support to undertake additional external study?”
Financial assistance - 7%
Flexibility - 16%
Both flexibility and financial assistance - 20%
Neither flexibility or financial assistance - 31%
Unsure - 26%
A quarter of respondents would like to see their current organisation offer financial support for further education
“What steps are you taking to progress your career?”
On the job learning (54%)
Networking (51%)
Performance reviews and/or career discussions with direct line manager (32%)
Additional study (28%)
Applying for external roles (27%)
Participating in a mentoring and coaching program (18%)
None of the above (8%)
Men are more likely to be networking to progress their career, whereas women and gender non-conforming are more likely to be participating in on the job learning
45% of respondents say that professional learning & development opportunities are very important to their job satisfaction.
Only 10% of respondents say that professional learning and development opportunities are not important to them.
“In the last 12 months have you been contacted by your manager or colleague, for work purposes outside your contracted work hours?”
Right to Disconnect
Steve Sharp
Steve is a well-known expert in leadership, organisational culture, and psychological safety diagnostics With nearly two decades in senior corporate roles, he now helps organisations enhance workplace environments to boost employee engagement, retention, and commercial performance His work also spans executive culture programs, strategy development, and keynote speaking
Can you explain the key principles behind the Right to Disconnect legislation and why it’s essential for modern workplaces?
The Right to Disconnect was legislated in response to the ever increasing ease at which people can remain engaged in work-related matters after hours through technology like, email, video calls and work chat apps. While these communication methods were instrumental in allowing many businesses to stay connected and productive during COVID, the boundaries have been blurred between what is now acceptable access and what is not acceptable.
Many employees feel obligated to check messages after hours, fearing ramifications if they don’t. The Right to Disconnect legislation is a step to ensuring those boundaries are made clear so both employers (or leaders) and employees can switch off from work, enjoy their personal time and recover effectively. It is designed to protect individuals’ health and well-being and enhance long-term organisational productivity.
At its very foundation, this is a leadership issue. The Right to Disconnect does not attempt to stipulate rigid guidelines, but it does expect leaders to discuss and set reasonable after hours contact boundaries with employees.
“It is designed to protect individuals’ health and well-being and enhance longterm organisational productivity”
What practical steps should employers take to effectively implement the Right to Disconnect within their organisations?
1. Create an organisational policy to reflect the legislation and its importance to the organisational culture.
2. Clarify the work hours and non-work hours for each role.
3. Create a top-down culture of role modelling the behaviours that promote and respect work-life balance and the importance of downtime for long-term performance and productivity.
4. Train leaders to establish clear team agreements on reasonable contact hours.
5. Implement feedback and review systems to monitor and adjust the policy’s effectiveness.
Are there specific tools that you recommend for ensuring employees can genuinely disconnect outside of working hours?
The best tools that I have seen used are:
1. Scheduling emails - If people deem it necessary to send emails outside of hours, they can schedule those emails to be delivered during work hours.
2. Creating auto reminders during non-work hours, clarifying when people can expect you to reply to the email.
3. Downtime functions used on work chat apps.
4. Leaders role modelling the right behaviours!
HR & Talent Acquisition
The matchmakers and culture champions of your organisation, HR & Talent Acquisition talent are naturally people-oriented and personable . They consistently strive to cultivate meaningful conversations and drive impactful change . Their ability to foster a supportive environment where talent thrives, and culture flourishes makes them invaluable assets in achieving success .
To keep your HR & Talent Acquisition stars shining bright, offer them clear career paths, plenty of professional development opportunities, a flexible work arrangement and a salary package that makes them feel rewarded for all they do—because they’re ready to take their careers to the next level and beyond!
Top three ways HR & Talent Acquisition talent like to be rewarded for their work:
of HR & Talent Acquisition talent think it is reasonable to be contacted by their employer outside of working hours.
of HR & Talent Acquisition talent feel supported and have a clear understanding of their career pathway
“In the last 12 months, has your ability to perform your best in your role been impacted by any of the below?”
48% of HR & Talent Acquisition talent expect to change jobs in the next year with 24% currently job hunting.
*Both have increased from last year.
28% of HR & Talent Acquisition talent are happy with the career progression support provided by their organisation .
*This is the highest of all divisions.
Top three factors that contributed to HR & Talent Acquisition talent leaving their last role:
Top three factors that would attract HR & Talent Acquisition talent to a new role: Feeling unfulfilled
A quarter of HR & Talent Acquisition talent say brand reputation is in their top three attractions to a new organisation .
“Do you feel
comfortable
in your
to do any of the following?”
48%
workplace
60% of HR & Talent Acquisition talent say professional learning and development opportunities are very important to their job satisfaction.
of HR & Talent Acquisition are networking to progress their career
*This is the highest of all divisions.
37%
of HR & Talent Acquisition talent say verbal one-on-one recognition is in the top 3 ways they like to be rewarded for their work.
HR & Talent Acquisition talent are twice as likely to accept a role based on the management team over professional learning & development opportunities
“What could your organisation do better to assist with your career progression?”
HR Business Partner
ABORIGINAL AND TORRES STRAIT ISLANDER LEGAL SERVICES
What’s the best career advice you’ve received?
The best advice I’ve received is to take the jump even when it’s scary. Taking risks has always advanced my career. If I hadn’t taken these leaps, I wouldn’t be where I am today.
When you feel too comfortable, it’s a sign to seek a new challenge. Moving from the fast-paced mining industry to a law firm was daunting, but it has been crucial for my personal growth and aligns more with what I want to pursue in the future.
What unique benefits or initiatives in a workplace do you value?
For me, culture is critical. People stay in an organisation for a number of reasons, but if you don’t like your work environment, it affects your job performance and overall well-being. I’ve experienced a deteriorating culture, making coming into the office uncomfortable despite loving my colleagues.
Open communication in a supportive environment is key; being transparent with co-workers builds strong relationships and a positive atmosphere.
What work environment allows you to thrive in your role?
Definitely a hybrid, flexible work environment. I have two young children so having flexible hours and the option to work from home allows me to perform at my best. Without this flexibility, I would feel restricted in balancing my role and family life effectively. It is important to me to fulfil both my responsibilities as a mother and as a professional without feeling like I’m compromising on either.
Do you feel AI has a place in HR initiatives?
I see AI playing a role in certain aspects, particularly in streamlining talent acquisition processes and tasks that don’t require much human oversight.
“It is revolutionary in its ability to enhance efficiency . ”
However, for HR initiatives that require foresight, human judgement and personal interaction, human input is and will always be essential. AI can complement HR, but I believe it cannot replace human decisionmaking or connections vital for effective HR management.
Greg Mack Chanel Foe
General Manager, WHS and Wellbeing ENDEAVOUR
What would surprise people about your role?
What might surprise people about my role is that only about 10% of my focus is on compliance. Many people view Workplace Health & Safety (WHS) as highly compliance-driven, but compliance is much less of a concern for me.
I prioritise fostering culture and developing behaviours and beliefs that naturally support compliance without needing to focus on it explicitly. This cultural approach ensures that compliance becomes an inherent part of our operations.
What do you enjoy most about your day-to-day role?
What I enjoy most about my day-to-day role is the confidence and trust people have in me. Despite being here for just six months, I appreciate that colleagues come to me for decisions, suggestions, improvements, or input, knowing they will get reliable solutions.
This role allows me to act as a subject matter expert, offering pragmatic solutions and simplifying our complex, compliance-focused system. I love providing options that others hadn’t considered, making processes more accessible and effective.
Tell us about a time when company culture impacted your career.
Certainly, there was a pivotal moment in my career around 2012, during my previous role. I realised that the negative connotations of safety— like “don’t do this” and “don’t do that”—were counterproductive. This insight led me to shift towards a proactive, positive approach, focusing on what to do instead.
This change in language and system implementation has had a consistent positive impact across various industries and cultures. It has enabled me to influence organisational culture, improving performance and outcomes across the board.
What do you believe is the biggest impact HR teams have on overall business performance?
I think HR has the biggest impact through the recruitment, development, and engagement of people. These core functions are where HR truly excels and can make a significant difference. When HR focuses too much on business strategy and finances, it can open gaps in providing necessary support. By maintaining a strong focus on their core responsibilities—such as supporting employee well-being and fostering a positive work culture—HR can deliver the outcomes businesses need most.
Michelle Kelly
Talent Acquisition Lead SHINE LAWYERS
If you had the chance for a career do-over, would you change anything in your journey?
I really reflected on this, and I wouldn’t change a thing! Not even my first role as a telemarketer at 19 years old, selling alarm systems to people while they were eating their dinner. Every role, including that one, has led me to the next opportunity, either through the skills I developed or the connections I made, in particular the connections. So, I wouldn’t change a thing because if I had, I don’t think I would have ended up where I am now, in a role that I love.
In your opinion, what benefits are essential for attracting and retaining top talent in your industry?
Flexible work options are key to attracting quality talent acquisition people nowadays – it’s a high-energy industry. I’m fortunate to have a regular out-of-office day to recharge, which has been one of the best things for my mental health, and also my work outcomes – I can bring my best, most energised self to work every day.
To retain talent, it’s also crucial to provide the right resources to recruiters, including up-to-date tools, and coordination support. You could be the best recruiter on the planet but working off an Excel spreadsheet without support will hold you back.
How can organisations improve on attracting and retaining talented people?
Organisations should consider candidates who have the potential to learn, even if they don’t have all the required skills. One of my internal clients has recently hired for a specialist IT position, and I was delighted that he was not just willing, but eager, to mentor someone with only the necessary foundational skills. This not only attracts but retains talent, by offering continuous learning and improving engagement.
I’m also seeing candidates prioritising job security over other benefits and valuing supportive leadership and a great work environment over flashy perks.
If you had an unlimited budget in your TA team, what is on your resources wish list?
If I had an unlimited budget, my top priority would be enhancing candidate experience through personalised engagement. Automating processes like reference checks is great, but nothing beats the personal touch in recruitment where it really counts. So, I would hire a dedicated team member to make contact and proactively engage with top talent. Secondly, I’d focus on enhancements to our internal mobility processes to offer better growth opportunities for current employees. Interestingly, all my wish list items are people-focussed, not technology!
Chief People Officer
Paula Holden
THE ROYAL AUSTRALIAN COLLEGE OF GENERAL PRACTITIONERS
How do you stay motivated and continue to grow professionally?
There are two key things that keep me really engaged. Firstly, in HR, the evolving workforce demands and legislative changes are constant, driving our need to actively participate and continually grow and adapt.
Secondly, I’m driven by my ambitious career goals—I aspire to a CEO position and ultimately a board portfolio career. This ambition fuels my commitment to continuous improvement. I thrive on exploring innovative HR concepts, integrating them into our strategies, and expanding my skill set.
Can you share an example of a development program or initiative, at any stage of your career, that impacted your progression?
Whilst I was already an executive general manager at the time, pursuing an MBA allowed me to transition into larger companies with more opportunities. Balancing study, full-time work as well as parenthood was challenging, but it was an amazing achievement.
Reflecting earlier in my career journey, the support I received when moving from management to my first executive role greatly influenced my progression. Despite my initial self-doubt, the belief from our executive nudged me to take the leap. Sometimes, all it takes is someone believing in you.
What is your advice for candidates who are early in their career journey?
My advice for candidates early in their career journey is to believe in yourself and be curious. Don’t shy away from lateral moves; they often build valuable transferable skills. Throughout my career I’ve moved from mining into disability, child safety, and education to now health—I’ve learned that strategic lateral moves can shape a diverse and fulfilling career path. Every role offers unique learning opportunities and can lead to significant advancements in the long run.
Attracting talent in a candidate-tight market is challenging, what do you believe organisations must have in their talent attraction strategy?
Organisations must focus on two key elements in their talent attraction strategy. Firstly, a compelling Employee Value Proposition (EVP) that authentically connects with prospective employees, highlighting why they should choose your organisation over another. It’s about delivering a genuine, balanced message that reflects both the challenges and rewards of joining the team.
Secondly, you need to have a capable team and aligned partners to effectively execute the EVP promises.
Business Services
Business Services talent, often the unsung heroes of many organisations, excel at ensuring businesses run like clockwork From data administrators to executive assistants, they are jack-of-all-trades tackling a diverse range of tasks, often at the same time!
You can always rely on them to think five steps ahead and solve problems on the spot Offer them clear career paths, top-notch mentorship, enticing salaries, and flexible work options, and they’ll stick around to keep everything running smoothly while they ace every challenge
Top three factors that contributed to Business Services talent leaving their last role:
Top three factors that would attract Business Services talent to a new role:
Top three factors that would attract Business Services talent to a new organisation:
58% of Business Services talent have been contacted by a manager or colleague for work purposes outside of their work hours in the last 12 months.
“In the last 12 months, has your ability to perform your best in your role been impacted by any of the below?”
One in five Business Services talent say being taken for lunch or drinks is in the top three ways they like to be rewarded for their work .
41% of Business Services talent feel supported and have a clear understanding of their career pathway
Top three ways Business Services talent like to be rewarded for their work:
1 2 3 35%
35% of Business Services talent say that professional learning and development opportunities are very important to their job satisfaction .
Only 9%
of Business Services talent are participating in mentoring or coaching programs whilst 37% think mentoring & coaching programs would assist with their career progression .
The gap between low mentorship participation and its high rating of importance highlights a major missed opportunity
Mobility Administrator
SUPER RETAIL GROUP
What’s the best career advice you’ve received?
The best career advice I’ve received was from Meg Salisbury at Talentpath. Fresh out of university and applying for full-time roles, I worried about my lack of experience in a workplace setting. She said to me,
“Just because you weren’t getting paid doesn’t mean that it’s not experience ”
Those 10 years of study, were effectively a full-time job, where I gained valuable skills. Her advice shifted my perspective and significantly boosted my confidence.
What unique benefits or initiatives in a workplace do you value?
Flexibility is important to me, especially since the Super Retail Group office isn’t in the city and is around an hour’s commute from my home. Working from home most of the week and being able to go into the office for a day or two to collaborate with my team is definitely beneficial. Other initiatives that prioritise work-life balance are also really important.
Tell us about a time when company culture impacted your career.
I’ve had some experiences with negative culture, particularly in university settings where it can be very isolating, especially during postgraduate study. Working alone with minimal support beyond brief feedback from supervisors was challenging.
In contrast, my current workplace fosters a collaborative environment where teamwork is highly valued. I find it refreshing to work as part of a team where I can seek help when needed and support others in return.
What are key transferable skills that you’ve found beneficial in Business Services?
Key transferable skills that have benefited my career include selfreliance, initiative, and a deep understanding of my skills and strengths. Knowing how to leverage my strengths and confidently resolve problems independently, or collaborate with others when needed, has been beneficial. These skills have been really valuable in navigating career transitions and overcoming challenges with resilience and adaptability.
Kirsty Hughes Liam Barnsdale
Head Office Team Administrator / Legal Assistant BMI
What’s the best career advice you’ve received?
The best career advice I received was to prioritise choosing a role you enjoy. When you love what you do, your quality of work improves, and you’re less stressed and more motivated. I think some people focus too much on salary and forget the importance of feeling good about their work. You should enjoy getting up in the morning, a job shouldn’t be a burden.
What do you enjoy most about your day-to-day role?
Definitely that it’s varied, BMI can be super busy!
“Each day is different, and I appreciate the challenge of continuously learning and adapting to new situations . ”
Some days I’m busy coordinating meetings and helping out the legal team and other days I could be helping with events. At the moment we’re working closely with Larapinta Equestrian for The Australian Open Polo. And I can’t leave out that I enjoy having a chat and a laugh with my colleagues, they’re a great bunch!
What work environment allows you to thrive in your role?
I truly appreciate BMI’s work environment where I can voice my thoughts and opinions openly and freely. Teamwork is a big thing here and there’s no such thing as a silly question. Everyone is here to help and get the job done.
Another advantage is the flexibility management provides to complete tasks, which allows me to thrive in my role. There’s nothing worse than being micromanaged.
What are some common misconceptions about a career in Business Services?
There are misconceptions, such as the belief there’s no room to grow and it’s just basic administrative tasks. In reality, these tasks are essential for the day-to-day running of the business, and you can be the go-to person at times. And no day is ever the same, there are lots of opportunities to learn! For instance, I helped with administrative tasks in the legal team and discovered I enjoyed the legal aspect. So much so, BMI offered to put me through a paralegal course, which I’m incredibly grateful for.
Executive Assistant GRANT THORNTON
BelindaJohnston
What would surprise people about your role?
The role of an executive assistant comes with a lot of diversity that’s for certain! I’ve been extremely fortunate that Grant Thornton has allowed me to use my strengths in assisting in events and business development/networking. It’s a dynamic role that requires versatility and a broad skill set; my day-to-day is always different.
What unique benefits or initiatives in a workplace do you value?
I place value on the importance of a strong and supportive workplace culture where encouragement, recognition, and a sense of belonging are key.
“Leadership and follow-through from CEO to all levels is crucial to this, where actions speak louder than words . ”
What work environment allows you to thrive in your role?
I love the fact that we have a supportive culture and that I can openly communicate with any leader, partner or team member for assistance and support.
Our flexible work policy, including the opportunity to work from home one or two days per week, supports this dynamic. We also have office hub days that encourages the team environment and a sense of community.
What are key transferable skills that you’ve found beneficial in Business Services?
Communication is key - not only for learning and development but positive working relationships and the growth of the business. In a role as an executive assistant, it really is necessary for that connection. It can make your day run so much smoother!
Stephanie Jones
Workplace Experience Coordinator AURECON
How do you stay motivated and continue to grow professionally?
To stay motivated and continue growing professionally, I set personal and professional goals for myself. Even when facing obstacles, I strive to better myself every day. I challenge myself continuously and focus on networking. Aurecon is a huge company, so I’m always interested in learning about other people’s roles and career journeys. In doing so, I can look for ways to further my career and develop new skills in areas I’m passionate about beyond workplace experience, such as marketing.
What do you enjoy most about your day-to-day role?
I enjoy engaging with people and making a positive impact every day. Throughout my career, from 14 years as cabin crew to working as a customer relationship manager, I’ve thrived on connecting with people and making a difference.
“There’s something truly rewarding about putting a smile on someone’s face . ”
Knowing I’ve delivered exceptional service, through positive feedback from customers, colleagues, or clients, brings me great satisfaction.
Tell us about a time when company culture impacted your career.
A supportive workplace culture has made a real difference to my career. Beyond the support of my manager, I’ve had the opportunity to receive mentorship from our workplace experience partner through fortnightly check-ins. This additional support has helped me stay motivated and feel valued. This experience highlighted to me how important a positive and supportive culture is in my professional growth.
Did you always aspire to build a career in Business Services?
I knew from a young age, around twelve, that I wanted to work in cabin crew. So my journey began with roles in retail and as a florist before becoming a flight attendant. I’ve always been passionate about delivering excellent customer service and satisfaction. I believe customer experience is innate—you either have it or you don’t—and it’s something I truly love and am extremely passionate about.
Customer Experience
They’re the ultimate problem solvers with a heart of gold . Your Customer Experience talent have the power to turn unhappy customers into lifelong brand advocates . With an uncanny ability to connect, adapt and empathise, they navigate challenges with a smile, leaving customers feeling heard and valued To give them the ultimate experience, lay out a career path that’s as clear as their customer service, reward them with salary boosts, bonuses, and promotions, and create a work-life balance so smooth, they’ll be thriving both in and out of the office
“In the last 12 months, has your ability to perform your best in your role been impacted by any of the below?”
Top three factors that contributed to Customer Experience talent leaving their last role:
Most common three factors that would attract Customer Experience talent to a new role:
three factors that would attract Customer Experience talent to a new organisation:
*This is the highest of all divisions.
Could there be a link between out of hours contact and wellbeing?
Top three ways Customer Experience talent like to be rewarded for their work:
One in five Customer Experience talent say that verbal one-on-one recognition is the top way they like to be rewarded for their work .
“Do you feel comfortable in your workplace to do any of the following?”
Customer Experience talent are twice as likely to be attracted to professional development and training than incentives .
35% of Customer Experience talent are unsure if their organisation provides financial support to undertake external study
*This is the highest of all divisions.
57% of Customer Experience talent expect to change jobs in the next year with 35% currently job hunting.
56%
of Customer Experience talent say professional learning and development opportunities are very important to their job satisfaction
*This is the highest of all divisions.
of Customer Experience talent feel their direct manager or someone in a leadership position ALWAYS genuinely cares about their wellbeing and mental health .
40% of Customer Experience talent feel supported and have a clear understanding of their career pathway.
Customer Experience Manager
ODYSSEY
If you had the chance for a career do-over, would you change anything in your journey?
I’d focus on authenticity, particularly being gender diverse. Only in the last 5-6 years has this taken shape in my life. There is a bit of grieving over what my career could have looked like if I had shown up authentically from the start. Back then, it was a different time, and I didn’t have the courage or the accepting environment to show up as my true self. Now, I leverage that experience and aim to influence change by creating spaces and platforms that embrace authenticity, regardless of identity.
In your opinion, what benefits are essential for attracting and retaining top talent in your industry?
I believe attracting and retaining talent isn’t linear. Today’s strategies can look very different, tomorrow. As society’s needs shift, organisations must adapt their employee value propositions and benefits. A key example is COVID-19 and the rapid shift to flexible and hybrid models into the mainstream.
This adaptability is key. My friend’s company even offered her the opportunity to work remotely in Bali for three months, which really hit the mark in both attraction and retention.
How can organisations improve on attracting and retaining talented people?
Organisations need to be innovative with recruitment strategies. We need to ask why we do things a certain way, how candidates feel during the process and if the environment sets the interviewee up for success.
Interviews can be especially challenging for neurodivergent people, so how do we create an inclusive space that will attract talent and set the tone for their career with the organisation?
Removing as much bias as possible is key. Organisations need to focus on experience and skills, minimising personal information to support reducing unconscious bias.
Did you always aspire to build a career in Customer Experience?
Radio was actually my initial calling; I was adamant about being a radio presenter! However, my path shifted to customer service.
My first job in the industry was at Capital One when I was 18, since then, I’ve come to see customer experience like hairdressing –bear with me - it’s an essential need that won’t disappear. Despite technology advancements, human interaction will always remain essential in delivering exceptional service. Understanding this, I’ve found real fulfilment in influencing and enhancing customer experiences, recognising its potential to differentiate businesses in competitive markets.
LucasFreitas Da Silva KadeSmith
Claims Management Officer
RACQ
What’s the best career advice you’ve received?
The best career advice I’ve received is to always take notes, no matter how small the task. This helps you understand the job better and prepares you for future scenarios. Another valuable piece of advice is to support your team. I make it a point to offer help and share my insights while also being open to receiving help and collaborating. Taking ownership of your tasks is important, but so is working together as a team.
What unique benefits or initiatives in a workplace do you value?
As I touched on earlier, I value companies that encourage knowledgesharing and support through buddy systems or mentorship programs. Unfortunately, not all companies prioritise this, and some people aren’t keen on passing on their knowledge.
Another benefit I appreciate is recognition, not just for KPIs but also for contributions like helping colleagues or contributing to the team’s success. Recognition for these efforts really makes a difference.
Tell us about a time when company culture impacted your career.
I believe culture and receiving a fair salary are equally important for a fulfilling work environment. I’ve had to leave companies where the culture turned negative because my mental health always comes first.
“It’s imperative to feel welcomed and valued at work . ”
Micromanagement, for example, can be detrimental. When hired for my skills and experience, I expect trust from my manager.
A positive culture is about trust, support, and fair recognition, which makes a huge difference in staying motivated and happy at work.
What do you think the core foundation of a great customer experience is, from the customer’s perspective?
The core foundation of a great customer experiences is always evolving, but fundamentally, it’s about going beyond empathy. While being empathetic is important, especially when customers are going through tough times, it’s not enough on its own. Customers need action and solutions. For example, in my current role, when people call in distress, I need to listen and understand their situation, but it’s even more critical to take immediate action to address their issues, like fixing their house or resolving their claims.
KathSaunders Michael Leane
Contact Centre Manager SUNCORP Director AUSTRALIAN FEDERAL GOVERNMENT
What would surprise people about your role?
What might surprise people the most about my role is the significant leadership and vision needed to drive technological innovation and transformation in the public sector. As a leader in a multidisciplinary IT team, I set the strategic direction, foster a culture of innovation and experimentation, and empower my team to deliver cutting-edge solutions. It’s a challenging but rewarding role that requires strong leadership, technical expertise, and a deep understanding of the organisation’s goals and objectives.
What do you enjoy most about your day-to-day role?
I enjoy the leadership aspects of my role, particularly mentoring and coaching my team members to help them grow and develop in their own careers. I also value the opportunity to collaborate with senior executives and stakeholders to align our IT strategy with the organisation’s overall vision and the goals of the Digital Transformation Agency.
Additionally, I find it fulfilling to drive innovation and transformation through technology, knowing that our work directly impacts the organisation’s success.
What work environment allows you to thrive in your role?
I thrive in a work environment that values leadership, innovation, and collaboration. The organisation, and the Australian Public Service, encourage experimentation, learning, and growth, which allows me to continuously develop my skills as a leader.
The flexible work arrangements and modern workplace design also enable me to work effectively with my team and stakeholders, both in-person and remotely.
What do you think the core foundation of a great customer experience is, from the customer perspective?
From a customer’s perspective, the core foundation of a great customer experience is feeling heard, understood, and valued. It’s about timely and effective communication, empathy, and a genuine desire to help.
As a leader, I prioritise building a customer-centric culture that empowers our team to deliver personalised and efficient services. We leverage technology, data analytics, and continual feedback to improve our services, ensuring that we exceed customer expectations, build lasting relationships, and deliver exceptional value that positively impacts our customers’ lives.
How do you stay motivated and continue to grow professionally?
Staying motivated stems from my passion for people and immersive experiences. Continuous learning drives me, and coaching others to surpass my own growth is particularly rewarding. The more I immerse myself in learning and coaching, the more inspired I become. This contagious passion for growth keeps me energised and committed to my professional development.
Can you share an example of a development program or initiative, at any stage of your career, that affected your progression?
I took the Advanced Career Resilience course at work, and it was amazing. Alongside classroom learning, we had a one-on-one mentorship, and I can’t begin to describe the value I got from it. The cohort of learners and the facilitators were exceptional. It empowered me and changed how I approached conversations at work. If I could, I would do it every year because of how valuable it was for my development.
What is your advice for candidates who are early in their career journey?
“Don’t let one piece of feedback or moment define your career journey . ”
Early on, I received feedback from a leader who believed data was the primary measure of success in leadership. Data is not my superpower and I let his opinion influence my path unnecessarily. Remember, it is just one aspect among many qualities of a leader. Learn from feedback, but don’t dwell. Keep moving forward and focus on developing your strengths.
Did you always aspire to build a career in Customer Experience?
Not initially, I started in retail at David Jones, where I loved the energy and helping customers in the fashion industry. But over time, I realised it wasn’t my long-term path. As my career progressed, I witnessed the impact of excellent service and became more motivated to shape it. I believe in paying it forward and driving positive change. Being part of the solution really fuels my passion for customer experience.
Learning &
Matt Kershaw’s Strategies for Employers
Matt is an Executive Leader passionate about igniting potential and boosting performance in individuals and teams Formerly the Global Head of Talent and Capability at Domino’s Pizza Enterprises, he led a team of 27 to support over 100,000 ‘Dominoids’ across 12 countries in Asia-Pacific and Europe .
Prior to joining Domino’s, Matt served nine years as the CEO of yLead - an independent non-profit that delivers leadership development experiences to 30,000+ young people in Australia and New Zealand annually
1
What are some of the most effective learning and development strategies you’ve seen companies implement recently? How have these strategies evolved in response to current trends?
One of the most effective learning and development strategies I’ve observed recently is the shift towards personalised learning plans. These plans tailor learning content to the unique needs and aspirations of individual employees, fostering a more engaging and relevant learning experience.
Another key trend is the delivery of learning content in more concise and interesting formats - breaking down information into bite-sized modules that are easier to digest and can be accessed on-demand. Additionally, the integration of interactive and multimedia elements, such as videos, gamification, and virtual reality, has significantly enhanced engagement and knowledge retention.
A study by PwC confirms this with 67% of Gen-Z employees expecting flexible learning opportunities that they can access anytime and anywhere.
These strategies have evolved in response to the growing demand for flexibility and personalisation in professional development.
2How do you measure the success and impact of learning and development programs?
To measure the success and impact of people development programs, it is crucial to align program outcomes with the overall business strategic direction. This involves setting clear, strategic goals that reflect the organisation’s KPIs or OKRs. These could reflect things such as retention, sales growth, or customer satisfaction (NPS) scores. By doing so, we can quantify the tangible benefits of learning initiatives.
I would also suggest that providing dashboards for visualisation is powerful. These dashboards offer real-time insights into engagement and impact of learning programs. They facilitate data-driven decisionmaking by business leaders to easily track and analyse the impact of development programs.
3
What are the best practices for engaging employees in continuous learning? How can companies create a culture of learning that not only enhances skills but also boosts employee retention and satisfaction?
Fundamentally, it’s essential for senior leaders to really champion a culture of continuous learning and feedback. When leaders actively promote and participate in learning initiatives, it sends a strong message about the importance of development and sets a positive example for everyone.
Secondly, I think learning ‘in the flow of work’ is important; however, this should not take away from leaders ensuring there is intentional time set aside for employees to invest in their learning. By doing this, we show our commitment to their growth.
Empowering managers and coaches to support their teams in their learning journeys is also crucial. When managers are trained to identify learning opportunities and provide constructive feedback, it creates a supportive environment where employees feel valued and motivated to improve their skills.
Finally, it’s important to ask employees what they want more of and less of in their learning programs. Being open to continuous improvement and regularly soliciting feedback ensures that programs stay relevant and effective. These practices help build a dynamic learning culture that not only enhances skills but also boosts employee retention and satisfaction.
“Fundamentally, it’s essential for senior leaders to really champion a culture of continuous learning and feedback . ”
Development
Amanda Brennan’s Strategies for Employees
Amanda, Head of Learning & Development at Cornerstone Medical Recruitment (CMR), boasts over 26 years in recruitment and HR, with 14 years focused on learning and development .
Prior to CMR, she founded and operated two training businesses and served as a speaker and trainer for the Recruitment Consulting & Staffing Association (RCSA) .
Amanda is known for her innovative approach to learning and enhancing organisational productivity
How can employees personally maximise learning and development for their career satisfaction and progression?
When it comes to advancing in your career through learning and development, there are several key strategies that can make a significant difference, even if you’re facing obstacles like limited training opportunities or time and financial constraints. These challenges are common, but they don’t have to hinder your professional growth. Here are my top tips for taking ownership of your learning:
Explore non-academic avenues
One of the most exciting trends today is that traditional academic qualifications are no longer the sole measure of competence in many industries. Employers increasingly value practical experience, diverse skill sets, and a proactive growth mindset. Online platforms and social media have democratised learning, where you can learn anything from coding to digital marketing without stepping into a classroom. These avenues not only help you acquire new skills but also keep you competitive in a rapidly evolving job market. Imagine spending time on socials and YouTube, with the intent of changing the algorithms to educate rather than entertain?
Embracing AI skills
Artificial intelligence (AI) is revolutionising industries across the board. A recent report from LinkedIn & Microsoft highlighted that 71% of leaders are more likely to hire candidates with AI skills, even if they lack extensive experience in other areas. This trend isn’t just theoretical; it’s practical. For instance, in my own team, we’ve integrated AI into our training programs, from converting text to voice and video, to designing interactive simulations. It’s not just about keeping up with trends; it’s about using technology to enhance productivity and innovation.
Strategically address skill shortages
According to PwC’s “Talent Trends 2023” report, CEOs in the Asia Pacific region are deeply concerned about skill gaps. This concern presents a golden opportunity for employees who can identify and acquire in-demand skills proactively. By aligning your personal learning goals with industry needs and leveraging the resources your employer provides, you position yourself as an invaluable asset. This approach delivers personal growth and places you as a critical contributor to your organisation’s future success.
Navigating your career journey through proactive learning and development requires a mix of foresight and resourcefulness. Whether you’re exploring alternative learning paths, diving into AI courses, or strategically honing in on skills that are in high demand, each step contributes to your professional value. These efforts not only benefit your career trajectory but also contribute to the growth and resilience of your organisation in a fast-paced global economy.
In essence, it’s about seizing opportunities, staying adaptable, and continuously evolving. By taking charge of your learning journey, you’re not just investing in yourself but also ensuring that you remain a key player in shaping the future of your industry.
“Employers increasingly value practical experience, diverse skill sets, and a proactive mindset . ”
Sales
Sales talent have an extraordinary ability to sway even the most stubborn individuals into becoming loyal customers . Beyond hitting targets, closing deals, and driving profits, they are passionate about cultivating relationships that foster long-term growth
In the high-stakes world of sales, keep your talent fired up with a salary that turns heads, recognition that makes them shine in the spotlight, and a mix of mentorship and flexible working arrangements that keeps their energy levels as high as their sales numbers
Top three factors that contributed to Sales talent leaving their last role:
Top three factors that would attract Sales talent to a new role:
Top three factors that would attract Sales talent to a new organisation:
Top 3 things Sales talent think their organisation could do better to assist with career progression:
&
of Sales talent say they are never contacted for work purposes outside of their standard hours
of Sales talent think it is reasonable to be contacted by their employer outside of working hours
Top three ways Sales talent like to be rewarded for their work:
43%
After salary, the top three benefits Sales talent value are:
Flexible hours
Career development 1 2 3
Flexible locations
48% of Sales talent say professional learning and development opportunities are very important to their job satisfaction.
43% Only 10%
A quarter of Sales talent say business growth is in their top three attractions to a new organisation . of Sales talent feel supported and have a clear understanding of their career pathway.
“In the last 12 months, has your ability to perform your best in your role been impacted by any of the below?”
40% of Sales talent strongly agree they feel included, respected and safe to be their authentic self in their workplace . of Sales talent say no benefits are more important than salary. of Sales talent are participating in a mentoring or coaching program.
Sales talent are the only division that prefer recognition in front of their peers over one-on-one recognition .
40%
Sales Consultant
ST VINCENT’S CARE SERVICES
What would surprise people about your role?
The number of conversations I have each day. People think admissions is largely an administrative role, however, it is about supporting and navigating people to the care that is right for them. Every conversation matters. It’s what I love the most about my role.
What unique benefits or initiatives in a workplace do you value?
Initiatives that let me connect across the workplace and create support and understanding so great things grow and excellent service happens. I also value a diverse team - it is interesting and rewarding to work with a mix of expertise, from receptionists to hotel services to care managers who bring a wide range of work and life expertise.
And in this role, I work in a lovely physical location. The aged care service I support is a welcoming place, situated across the Brisbane River from the botanical gardens. The view is great for taking a moment to recharge.
Tell us about a time when company culture impacted your career.
Many of my roles have been in communications in organisations supporting older Australians. I was keen to be customer-facing so discussed a career change with my leader. Such conversations can be challenging but I had a supportive mentor and leader.
“A workplace with a positive culture fosters trust and respect . ”
You feel valued and confident to connect when you would like support or guidance, or have an idea or issue. For my career now, a great organisational culture motivates me.
What do you love most about the sales cycle?
Exceeding expectations. In this role, it is when someone moves into our home and feels safe, happy and cared for; where they feel connected and can be themselves. They and their family become part of our community and being part of their journey is a very rewarding privilege.
Caroline Holland MichaelIngham
National Sales Manager BREMWORTH CARPET & RUGS
How do you stay motivated and continue to grow professionally?
My motivation comes from bringing a new team on board and leading them to success. Day-to-day, I’m driven to get the company back to where it was. We’ve had a massive change in the last couple of years, so I’m really focused on getting us back to the top end of the market. I’m also motivated by growing the business and ultimately leaving a legacy for the next generation.
Can you share an example of a development program or initiative, at any stage of your career, that affected your progression?
I think the most recent and impactful development program for me has been one-on-one mentoring with our CEO. A couple of years ago, he mentioned in an off-the-cuff conversation that he was happy to mentor anyone interested. I thought,
“I’ve got a nutritionist, a personal trainer, but I don’t have a business coach . ”
That mentoring supercharged my career and shaped my growth. He’s been a big supporter, and now I try to pass on what I’ve learned to the new people coming through.
How can organisations improve on attracting and retaining talented people?
Using a recruitment agency for the first time really improved our process. Ari, our recruiter, is awesome, almost an extension of our brand. In hindsight, not using an agency earlier might have cost us some talent. Now, it’s crucial our onboarding process is just as slick and professional.
I’ve onboarded four people in four states over five weeks, creating a strong, cohesive team. We’ve learned a lot, especially about maintaining clarity and building a great culture from the start.
When you think about building high-performing sales teams, what habits or traits do you think identify a high-performing sales individual?
Resilience is number one. We’ve intentionally shifted our titles from sales reps to brand ambassadors to change how we approach customer relationships. Self-motivation and a sense of pride are essential; pride shows in how they communicate, learn, and listen. Ultimately, they must have a desire to win, whether in personal growth, happiness, or meeting sales targets. I find a balanced, happy salesperson tends to excel across the board.
Commercial Director
LAAMP THIESS
What’s the best career advice you’ve received?
The best career advice I’ve received is to be honest with yourself and your capabilities. This applies across the board, from crafting your resume to client interactions. Overselling your value might land you the job or win the project initially, but the truth will come out eventually. Integrity and transparency is key.
“Knowing your strengths and limitations and presenting yourself genuinely goes a long way . ”
What do you enjoy most about your day-to-day role?
The opportunity to innovate and create something new excites me. As an engineer by profession, I’ve spent most of my career developing and founding software systems. Now, in my current role at Thiess, I’m essentially running a start-up within the business. My challenge is to guide the company through commercialising a new product, which is quite a departure from Thiess’s traditional mining services-based sales. Creating a new path and tackling such a significant challenge is truly exciting for me.
What work environment allows you to thrive in your role?
In this role, having easy access to every part of the organisation, regardless of the management level, is invaluable. As the best organisation I’ve worked with in my over 30-year career, Thiess excels in culture and people management. As a 90-year-old organisation, they’ve honed their approach to valuing people and safety, which is integral to their mission. This culture provides an open environment where approaching executives or managers for insights or collaboration is encouraged.
What do you love most about the sales cycle?
What I find most fulfilling has little to do with closing deals and everything to do with solving business challenges for our clients. As an engineer, I’ve always been driven by building solutions that serve a purpose. For me, sales is about delivering solutions that genuinely improve our clients’ processes and operations. It’s not just about selling a product; it’s about providing tangible value and making a meaningful impact.
DonPeters AlanBones
General Manager, Commercial WOODHOUSE
If you had the chance for a career do-over, would you change anything in your journey?
Not hugely. I’ve been fortunate that my career has evolved relatively organically. Although it took me 11 years to get my degree, with more discipline and focus, I could have completed it faster. However, I contrast that and say the benefit of working and studying simultaneously was applying theory to real-life situations, which was valuable in providing a solid foundation for my career growth.
In your opinion, what benefits are essential for attracting and retaining top talent in your industry?
I’ve thought a lot about this. Flexible work environments and worklife balance became important as the pendulum swung towards the candidate side. The need for “bells and whistles” perks is less; instead, I think people are valuing intangible benefits like having a voice, making a difference, and being part of a team. People want to feel connected, and while working from home one day a week can be healthy, more than that can form cracks in team culture.
What is your advice for candidates who are early in their career journey?
I have a theory that success in your career hinges on two things: doing a good job and being seen as doing a good job. This means going above and beyond—don’t ‘watch the clock’, and take initiative. Make yourself visible to senior managers and grab onto opportunities to interact with them. The gap between organisational layers is wider now, so it is important to think about progressing horizontally, not just vertically, to gain a broader skill set.
When you think about building high-performing sales teams, what habits or traits do you think identify a high-performing sales individual?
A top sales performer knows sales is process-driven, they don’t rely on “pixie dust” to make things happen. It’s about territory management and maximising face-time with customers because that’s where the magic happens. Businesses don’t do business with businesses, people do business with people, so it is essential to understand customer needs, overcome objections, and spot buying signals.
And naturally, every high-performing salesperson needs tenacity, robustness, and competitiveness while prioritising win-win outcomes.
Marketing & Digital
With an innate talent for storytelling and a sharp eye for the latest trends, Marketing & Digital talent are the heartbeat of your brand . They seamlessly blend creativity with strategy, turning insights into captivating campaigns . Masters of social media, copywriting, branding, and data analytics, they are the driving force behind your brand’s visibility and growth .
Often experiencing burnout, Marketing & Digital talent need adaptable flexibility, a culture that fuels their creativity and a salary that’s as dazzling as their campaigns to truly shine
Top factors that contributed to Marketing & Digital talent leaving their last role:
Top three factors that would attract Marketing & Digital talent to a new role:
“I feel included, respected and safe to be my authentic self in my workplace” of Marketing & Digital agree with the statement:
of Marketing & Digital talent say they are never contacted for work purposes outside of their standard hours
*This is the lowest of all divisions.
of Marketing & Digital talent think it is reasonable to be contacted by their employer outside of working hours.
of Marketing & Digital talent say their organisation can better assist career progression by providing a professional development template
A quarter of Marketing & Digital talent say their mental health contributed to them leaving their last role .
of Marketing & Digital talent do not have a professional development plan, and also do not have an understanding of their career pathway
“In the last 12 months, has your ability to perform your best in your role been impacted by any of the below?”
Only 14% of Marketing & Digital talent say they have been affected by ‘none of the above’.
Could there be a link between out of hours contact and wellbeing?
Anxiety Burnout Fatigue
Communications Officer
What’s the best career advice you’ve received?
A university lecturer once emphasised the value of aligning your career with your passions and talents.
“He encouraged us to seek out what we love and excel at, and if a career path doesn’t already exist, to create it ourselves . ”
This advice resonated with me, especially since I’ve always been drawn to a non-traditional, dynamic career path. It has inspired me to continuously pursue opportunities that allow me to grow, utilise my skills, and follow my passion.
What work environment allows you to thrive in your role?
I find a flexible hybrid work environment helps me stay productive and engaged in my role. During the planning and collaboration phases, I prefer being in the office with the team to bounce ideas off one another. However, when it comes to tasks like writing or editing, working from home provides the ideal environment I need for focused work.
Tell us about a time when company culture impacted your career.
I’ve experienced various workplace cultures, but it wasn’t until I joined a company with a genuinely positive and supportive environment that I saw the real impact of culture. Finding a collaborative and encouraging culture gave me the reassurance I needed to continue to pursue the career path I was on. The mutual respect and emphasis on both positive and constructive feedback have been pivotal in my growth as a communications officer.
What drew you to a career in Marketing?
Graduating with a master’s in writing, editing, and publishing, I wasn’t sure which direction to take. Initially, I had a misconception of marketing as a field for extroverts, which didn’t seem fit for me. However, I soon realised that modern marketing overlaps significantly with communications and PR, involving much more than traditional methods. This intrigued me, particularly since I enjoy reading wellwritten content and saw gaps in many brands’ communications. I started with a role in social media, which quickly evolved into digital marketing and led me to discover a passion for marketing communications. It has been an unexpected but fulfilling journey.
CharlieSpalding Amy Hyslop
Fundraising & Development Manager CHERISH WOMEN’S CANCER FOUNDATION
If you had the chance for a career do-over, would you change anything in your journey?
If I could go back to when I was appointed CEO of the Brisbane Writers Festival, I would have pursued an MBA. Although I have experience in leadership roles, I believe an MBA provides the essential grounding in leadership and the fundamentals and strategies that are otherwise learned on the go. It’s something I’m considering for the future, but I wish I had done it sooner!
In your opinion, what benefits are essential for attracting and retaining top talent in your industry?
In my opinion, flexibility is is an essential benefit, especially postpandemic. It’s proven that we can work efficiently from home, and I’m fortunate to work remotely in my current role. The ability to collaborate in the office or work from home as needed is something prospective employees now expect from many workplaces.
Having a strong vision and values is incredibly important. So is offering competitive salaries aligned with market standards and providing opportunities for professional development.
How can organisations improve on attracting and retaining talented people?
I believe there is always room for improvement in fostering a positive team culture. People don’t leave jobs; they leave managers.
Again, offering competitive salaries and benefits is a must, especially in industries like fundraising where pay has historically been lower. Additional benefits, such as salary packaging, gym memberships, and covering networking event expenses, can make a big difference.
Finally, more organisations should offer opportunities for employees to work with colleagues outside the organisation and stay connected to best practices.
What are some of the most important skills that have served you well in your Marketing career?
The number one skill is effective relationship management. Building healthy relationships across various business areas, like finance and admin, is important since marketing can’t be siloed.
Secondly, staying competent with different tech platforms and keeping up with their changes is vital. The fast-evolving nature of technology means marketers need to be quick adopters. For example, understanding how to leverage AI for increased productivity is now an expectation.
Lastly, being a good storyteller is fundamental. At its core, Marketing is about persuasively telling the story of a brand or charity.
Creative Director
MEGT
What would surprise people about your role?
When people hear that I’m a creative director, they often think my role is solely about art, but it’s much more complex than that. I mentor graphic designers and manage everything creative with a strategic approach.
My work includes visual communication strategy, advertising, and shaping brand perception. It’s about creating a strong first impression for clients, using a blend of colour theory, psychology, and visual strategies. So, while making things look beautiful is part of the job, it’s really about detailed visual psychology and strategic thinking.
What do you enjoy most about your day-to-day role?
I enjoy the variety of work that comes my way. Our company spans many different sectors, so there’s always something new and different to work on, keeping me on my toes.
“I also really enjoy mentoring, sharing my knowledge and helping other graphic designers improve their skills . ”
It’s incredibly rewarding to support them on their journey and see them grow professionally.
What unique benefits or initiatives in a workplace do you value?
I definitely value flexibility. My role has an ebb and flow, with busy periods followed by quieter times. Being able to manage my time and work from home is incredibly beneficial. Sometimes I need to be offsite for photography shoots or conferences, and other days I’m in the office. The ability to work from home and take a break to go for a walk and recharge is something I really appreciate.
What drew you to a career in Marketing?
Since I was a child, I always had a sketchbook in hand, so I knew I wanted to do something creative. I was encouraged to pursue a more stable path, but I was determined to follow what I loved. In Year 8, I came across a career book that outlined the role of a graphic designer and its progression to a creative director, and I knew that was the path for me. I loved the idea of combining my passion for art with working with people and the variety of the field, including photography, print, packaging, digital animation, and more.
NeodiaMoodley Phillip Hay
Chief Marketing Officer
How do you stay motivated and continue to grow professionally?
It’s a combination of ingredients. It’s important to live a balanced life; a healthy body and mind sets the tone for a great week. And to stay motivated, you’ve got to believe in the vision, your leaders, your team, and the outcomes you’re trying to achieve. That’s the difference between hitting snooze when your alarm goes off in the morning and tackling the day with a ‘let’s go get it’ mindset.
Can you share an example of a development program or initiative, at any stage of your career, that affected your progression?
Two experiences come to mind. I’ve worked in a few university roles and took advantage of their comprehensive free internal professional learning courses, including Transitioning to Supervision and Managing Teams. This was pivotal in my progression from team member to team leader.
Completing the Company Directors course with the Australian Institute of Company Directors was another game changer. It gave me a deeper understanding of how everything in an organisation is interconnected, rounding out my decision-making and opening up career options.
What is your advice for candidates who are early in their career journey?
Network as much as possible. Stay curious and get comfortable being uncomfortable because growth often comes from challenging experiences. As I’ve learned, everyone you meet has something to offer, so every encounter is an opportunity.
Attitude, humility and hard work go a long way but remember, success also requires good people skills and an understanding of your work environment. Don’t wait for opportunities—go after what you want and trust your gut; it’s never let me down.
What are some of the most important skills that have served you well in your Marketing career?
Resilience, emotional intelligence, and adaptability go a long way, and whilst these qualities didn’t come overnight; they grew with experience and maturity. Networking skills are important for both opportunity and insights. You also don’t need a manager or leader title to take ownership and inspire others.
And, it still amazes me how much proofreading I need to do in my career, so don’t underestimate the importance of excellent writing, grammar and spelling!
Accounting & Finance
Forget the stereotypes - your Accounting & Finance talent are much more than just number crunchers; they oversee all business activities . They have a knack for spotting trends, Excel in managing budgets, shine in solving problems, and can untangle any financial complexity to maintain a healthy bank account .
Invest in them by offering a paycheck that reflects their expertise, flexible working arrangements and robust career development opportunities
Top three factors that contributed to Accounting & Finance talent leaving their last role:
Top three factors that would attract Accounting & Finance talent to a new role:
42% of Accounting & Finance talent expect to change jobs in the next year with 28% currently job hunting.
Top three things Accounting & Finance talent think have the most impact on company culture:
Top three factors that would attract Accounting & Finance talent to a new organisation:
20% of Accounting & Finance talent say their directmanagercontributed to themleavingtheirlastrole.
“In the last 12 months, has your ability to perform your best in your role been impacted by any of the below?”
Top three ways Accounting & Finance talent like to be rewarded for their work:
1 2 3
*These numbers have slightly decreased from last year.
57%
57% of Accounting & Finance talent have been contacted by a manager or colleague for work purposes outside of their work hours in the last 12 months.
51% of Accounting & Finance talent say professional learning and development opportunities are very important to their job satisfaction.
22% of Accounting & Finance talent do not have an understanding of their career pathway in their current organisation. of Accounting & Finance talent think it is reasonable to be contacted by their employer outside of working hours .
69% of Accounting & Finance talent would like to be provided with better mentorship & coaching programs.
39%
After salary the top three benefits Accounting & Finance talent value are:
Over half of Accounting & Finance talent say professional L&D opportunities are important to job satisfaction but less than a quarter understand their career pathway.
28%
of Accounting & Finance talent say no benefit is more important than salary.
Tax Specialist, Tax Risk Management
RIO TINTO
How do you stay motivated and continue to grow professionally?
I thrive on being challenged, especially in tax, which is a field that constantly throws complex and interesting problems my way. While there’s a routine aspect, each case brings unique scenarios that keep things interesting and challenging.
“I believe the only way to really grow professionally is by staying uncomfortable, doing new things, and constantly learning . ”
Can you share an example of a development program or initiative, at any stage of your career, that impacted your progression?
During my previous role, I helped run internal tax training, which greatly contributed to my professional development. This experience deepened my understanding of the topic, which was essential for my advancement from supervisor to manager in corporate tax. Presenting complex concepts in more digestible ways for colleagues without a background in the area also helped improve my public speaking and teaching skills.
Tell us about a time when company culture impacted your career.
At my last employer, company culture played a crucial role, which was especially important during my developmental years. Starting a career in public practice can be quite overwhelming, so having a supportive team helped me persevere and stay positive. People genuinely enjoyed coming in to see each other. Everyone from the accounts staff to the partners were very encouraging, and this culture was a big driver in helping me progress my career in tax.
How do you maintain a work-life balance in a demanding field like finance?
Maintaining a work-life balance in finance is definitely a challenge. For me, it comes down to prioritising physical activity. I try to go to the gym in the morning, but it can be tough when work is busy. So at a minimum, I make sure to get out for a walk around the block at lunch. Even a short walk can help me recharge and refocus. Just trying to do something active every day makes a big difference.
Becky Hu JoshWilson
General Manager, Finance VEOLIA
If you had the chance for a career do-over, would you change anything in your journey?
I’ve really enjoyed my career path, especially in the commercial space, which I’m passionate about. I’ve been fortunate to work with several supportive teams, where I’ve grown and learned a lot. I had some amazing mentors over the years including my current manager, our CFO David, who always backed me and was willing to share this knowledge.
If anything, I would have focused more on networking earlier. I’ve been with Veolia for 15 years and whilst I’ve made lots of connections in the company, I could have expanded my network externally.
How can organisations improve on attracting and retaining talented people?
Organisations should prioritise building a positive and inclusive workplace culture. At Veolia, the environmental mission deeply resonates with me, boosting my engagement and underlining the importance of purpose for many employees.
Promoting diversity and work-life balance is also essential, especially for working parents like myself. I think organisations should invest more in people development by offering clear career paths and encouraging open communication both top-down and bottom-up to ensure genuine employee engagement and retention.
What unique benefits or initiatives in a workplace do you value?
In addition to traditional benefits like competitive compensation, I value flexible work arrangements. The ability to work from home a couple of days a week helps me manage my responsibilities as a mum.
I also appreciate professional development opportunities, like the internal training programs and conferences at Veolia. Recently, our finance team launched a secondment program, which is beneficial for both personal growth and talent retention.
What achievement are you most proud of, and how has it shaped your finance career?
I’m proud of two key achievements. First, overcoming the challenges of moving from overseas as a foreign student with English as my second language, and completing my Master of Accounting and CPA in Australia. This experience taught me resilience and adaptability. Second, I take pride in leading my current team at Veolia. Building a close-knit, collaborative team and mentoring them has been incredibly rewarding.
Credit Manager
LACTALIS
What would surprise people about your role?
This takes me back to when I first started in my previous role. Somebody wrote on a whiteboard before my presentation referring to our team as sales prevention officers, which is not what we are. We are sales protection officers. A lot of people also think working in the credit industry is just about chasing the money, but we are actually very caring in nature and truly want to help people.
What do you enjoy most about your day-to-day role?
I’m passionate about credit; it’s in my blood and runs through my veins. I’ve been in this job for a long time and have never even considered a career change.
“It combines everything I love—making a difference to the bottom line for the business and positively impacting people’s lives ”
Most of all, I love people management: figuring out what makes people tick, getting the best out of them, and making a real difference in their lives.
What work environment allows you to thrive in your role?
I thrive in a challenging work environment where there’s always something different to do, which is a given in credit! I really value the autonomy and flexibility to navigate challenges on my own and ensure my team has the space to find their own solutions. It’s about support, not micromanagement. This way, we all learn by getting stretched, especially in today’s fast-paced world.
How do you maintain a work-life balance in a demanding field like finance?
This is really dear to my heart because I have worked in challenging and stressful environments. I work extended hours when I want to, not because I have to. My view is that if people have to continuously work long extended hours, it is symptomatic of an underlying issue.
As a leader, it’s important for my team to know that overworking isn’t an expectation, that’s unfair to them.
I firmly believe if people love what they are doing, and are happy in their role, they will exceed expectations.
Antoinette Ferguson BenKennedy
CEO SANA HEALTH GROUP
What’s the best career advice you’ve received?
The best advice I received was about 10 years ago from my line manager. He told me, “Don’t follow your passion, follow your talent. Your talent will lead you to success. Don’t worry too much about the future; just focus on the now.”
That advice has stuck with me, and I wish I had heard it 25 years ago. It’s easy to get caught up in the idea of following your passion but understanding and honing your talent can be the real key to success.
In your opinion, what benefits are essential for attracting and retaining top talent in your industry?
In our specific industry, I believe we attract and retain talent through the environment we’ve cultivated. It’s not only about creating wonderful places to work but also providing a sense of purpose in people’s lives. At Sana Health, we aim to make our facilities enjoyable and fulfilling to work at. This approach is especially important in the health sector where retaining talent can be challenging due to typical supply issues.
What is your advice for candidates who are early in their career journey?
My advice is similar to what I received: follow your talents and work hard at them. Don’t worry too much about gaps in your qualifications, focus on your strengths, put in the hard work, and good things will come your way.
Another piece of advice I’d add is to take a moment to put yourself in the other person’s shoes when you’re challenged on something. I’m not suggesting you always have to agree but considering their perspective can help you achieve the right result.
What achievement are you most proud of, and how has it shaped your career?
The achievement I’m most proud of is actually still in progress. I’m currently building something that I believe will be incredibly special and beneficial to many people in the future. It’s exciting to be in the early stages of this project, and I’m very driven to make it successful.
Reflecting on my past achievements, there have been numerous projects, acquisitions, and asset disposals that were significant wins along the way. But what stands out the most is building and maintaining strong, engaged teams.
Projects & Technology
Projects & Technology trailblazers are strategic visionaries who are wired to translate ideas into impactful solutions . They thrive on leading teams through periods of growth and transformation, tackling challenges head-on while streamlining processes to make everyone’s workday a breeze These individuals seamlessly blend technical expertise with a human-centric approach, ensuring your business stays ahead of the curve . Give them the tools they need to keep innovating by offering salary raises, a top-notch development program and flexible hours to let their creativity flow and their solutions shine
three factors that would attract Projects & Technology talent to a new role:
of Projects & Technology talent expect to change jobs in the next year .
* This is the highest of all divisions
are currently job hunting.
of Projects & Technology talent say professional learning and development opportunities are very important to their job satisfaction.
Top three factors that would attract Projects & Technology talent to a new organisation:
1 2 3
“In the last 12 months, has your ability to perform your best in your role been impacted by any of the below?”
“Do you feel comfortable in your workplace to do any of the following?”
31% of Projects & Technology talent are always or often contacted for work purposes outside of standard hours . 65% of Projects & Technology talent think it is reasonable to be contacted by their employer outside of working hours . of Projects & Technology talent do not have a professional development plan .
*These numbers have slightly decreased from last year.
* This is the highest of all divisions. of Projects & Technology talent say their organisation can better assist career progression with mentoring & coaching programs .
Project Manager, Talent Acquisition GOODSTART
EARLY LEARNING
What would surprise people about your role?
People might be surprised by the complexity and scope of my role. While many see talent acquisition as just hiring, I manage strategic planning, compliance, migration activities, oversee recruitment for the centre support office, and drive continuous improvement across our TA vertical, which services over 650 centres across Australia. Collaboration with diverse stakeholders, from centre directors to migration lawyers, is a big part of my role. Handling up to 1700 vacancies at once shows how essential our enablement services are.
What do you enjoy most about your day-to-day role?
I enjoy the collaborative nature of my work the most, working with high-achieving teams, solving complex problems and identifying gaps to improve existing processes for optimal efficiency gives me great satisfaction. I thrive in a dynamic environment where every day brings new challenges and opportunities. I also enjoy mentoring my team, ensuring we deliver high-quality outcomes, and seeing the direct impact of the work that we do on the lives of our people, children and families.
What work environment allows you to thrive in your role?
A flexible work environment with hybrid options and flexible hours is key for me. As a single mom for four days each week while my husband works away, flexibility allows me to maintain productivity and a good work-life balance. Remote work combined with inperson collaboration provides the perfect balance for me in terms of productivity, creativity and staying connected with my team and stakeholders.
Do you have a dream project, past, present or future that you would love to be involved in?
I’ve had the opportunity to work on many impactful projects, but a dream project for me would be leading a transformative initiative to enhance our talent acquisition strategies using advanced analytics and AI. Imagine if we could accurately predict future talent needs, optimise sourcing strategies, and personalise candidate experiences. Elevating our recruitment practices to this level would significantly contribute to our mission of providing the best start in life for every Australian child.
MansiSingh Kavita Andrews
People Systems, Compliance and Reporting Manager EAGERS AUTOMOTIVE
What’s the best career advice you’ve received?
The best career advice I’ve ever received is that “kindness isn’t a strategy; it’s a way of life.” This advice taught me the importance of showing empathy, integrity, and building trust in every interaction. As a leader, being kind means genuinely caring about others and trying to understand their needs and perspectives. This approach has profoundly impacted my career, helping me focus on serving others and creating a supportive work environment where everyone feels valued and motivated to do their best.
Tell us about a time when company culture impacted your career.
Ensuring everyone feels heard is crucial. I found that leaders who prioritise employee well-being foster positive organisational cultures where everyone feels supported. This environment not only boosts productivity but also sparks creativity and collaboration, leading to a more fulfilling professional experience. A purposeful leader is the key factor in shaping the quality of workplace culture.
How can organisations improve on attracting and retaining talented people?
To keep top talent engaged, organisations need to think beyond just pay and benefits. It’s about creating a workplace culture that values empathy, respect, and inclusivity. This means truly listening to employees, offering support when they face challenges, and celebrating their successes. By building a culture where everyone feels valued and understood, organisations can attract and retain talented people who are looking for a fulfilling and supportive career experience.
What’s the most powerful impact you have seen technology have on an organisation?
One of the most powerful impacts of technology I’ve seen is how it transforms communication and collaboration within an organisation. Advanced communication tools bridge geographical gaps, allowing teams to work together seamlessly no matter where they are. This not only boosts productivity but also fosters a more inclusive and diverse workplace. Plus, technology streamlines processes, making information more accessible and decision-making more datadriven, which enhances the overall efficiency and effectiveness of the organisation.
Executive Director, Optimisation & Transformation Program
BRISBANE CITY COUNCIL
If you had the chance for a career do-over, would you change anything in your journey?
No, all the things that happened along the way have got me to where I am today. I strive to make the best decisions with the information I have and prefer to look forward, not back. I believe in seeing opportunities in missed chances, as they can lead to better outcomes in the end. I’ve learned the power of positivity, grabbing opportunities, and zooming out for some perspective.
Looking back though, one thing I would change is trusting myself sooner and making decisions about my career with more confidence. What unique benefits or initiatives in a workplace do you value?
I value initiatives that foster connections and collaboration. While flexible work arrangements and other typical benefits are great, what truly matters to me are initiatives that build relationships. Considering the significant time spent with co-workers over a lifetime - an average of 90,000 hours - social events, sporting teams, and structured programs like mentorship and formal coaching are invaluable. They contribute significantly to creating a more engaged workplace.
What is your advice for candidates who are early in their career journey?
My advice is to prioritise networking as much as building technical expertise. Use both formal and informal networking opportunities, whether it’s asking for introductions from friends or colleagues, participating in mentoring programs, or reaching out to people on LinkedIn. I’ve never had a no asking someone for a coffee! Remember, success often hinges on relationships with individuals and teams. Deliberately cultivate connections with people and companies you aspire to work with. Relationships truly matter in your career.
Do you have a ‘dream’ project, past, present or future that you would love to be involved in?
My dream project would be centred on problem-solving—a moonshot challenge that tackles the seemingly impossible. It would focus on enhancing people, culture, resilience, and adaptability. The ultimate goal is to create fundamental and lasting changes in people and culture, which would impact every project thereafter. I would love an A-team of passionate people who are good at what they do, all with different perspectives.
KylieHansen IyanBarry
General Manager, IT SAFE PLACES FOR CHILDREN
How do you stay motivated and continue to grow professionally?
Staying motivated in leadership and management requires a deep connection to one’s core values. For me, it’s my family. They are my anchor and the driving force behind my professional journey. Every milestone I achieve in my career is a step towards providing a better future for them. This personal mission fuels my continual growth and development.
Can you share an example of a development program or initiative that significantly impacted your career progression?
Taking the first step in any development program can be daunting, but it’s often the most transformative. Early in my career at Suncorp, I was unexpectedly offered a team leader position. This opportunity arose not because I was the most senior but because I had proactively engaged in self-paced online leadership courses. This commitment to self-improvement paid off, positioning me for leadership. Currently, I am pursuing an MBA, which has broadened my professional network and equipped me with the skills to attract and integrate top talent into our organisation.
In your opinion, what benefits are essential for attracting and retaining top talent in your industry?
In the IT sector, flexible working arrangements have evolved from a perk to an expectation. Additionally, innovative employee rewards programs are of great benefit. At Safe Places, we recently implemented Rewards Gateway, a platform offering retail discounts and peer-to-peer recognition/rewards. Since its launch, we’ve observed a noticeable increase in engagement rates. Beyond financial incentives, recognising and appreciating employees through public acknowledgments or all-hands meetings is vital. Genuine appreciation fosters a positive and engaging work environment.
What’s the most powerful impact you have seen technology have on an organisation?
The true power of technology often lies in its seamless integration. When technology functions smoothly, it becomes an invisible enabler of efficiency and innovation. However, when poorly implemented, it can hinder progress. My focus has always been on simplifying user experiences to minimise frustration. In our industry, maintaining up-to-date patching and robust cybersecurity measures is paramount due to stringent data retention requirements. Additionally, automating routine tasks and integrating AI, where appropriate, can dramatically enhance operational workflows and overall efficiency.
Property & Construction
A new addition to Talentpath’s repertoire, Property & Construction talent have an impressive toolbox filled with commercial and technical skills, innovative thinking, and a continuous improvement mindset
From property managers and building site supervisors to estimators, high-performing talent deliver the best possible return on investment While the path to success is always under construction, keep your Property & Construction talent motivated by building a vibrant culture, helping to construct their career growth, and offering a salary that’s as impressive as their skills—because they’re ready to turn every challenge into a masterpiece
Women are three times more likely to leave due to lack of career progression, men are twice as likely to leave due to salary
48% of Property & Construction talent expect to change jobs in the next year, with half of those currently job hunting .
52% of Property & Construction talent say they are only sometimes contacted for work purposes outside of their standard hours . 52%
After salary, the top three benefits Property & Construction talent value are:
52% of Property & Construction talent feel supported and have a clear understanding of their career pathway .
*This is the highest of all divisions.
of Property & Construction talent strongly agree they feel included, respected and safe to be their authentic self in their workplace . 34%
“In the last 12 months, has your ability to perform your best in your role been impacted by any of the below?”
“What are Property & Construction talent doing to progress their careers?”
Men:
ș Applying for external roles
ș Networking
ș Additional study
Women:
ș On the job learning
ș Career discussions with direct line manager
ș Networking
Architecture & Design Draftsperson PLANTATION HOMES
What’s the best career advice you’ve received?
The best advice I received was to trust your gut. Even if a role offers a high salary, it’s not worth it if you’re unhappy.
“A good culture and getting along with your team are equally, if not more, important than higher pay . ”
If the environment changes and it’s no longer suitable, don’t be afraid to leave. I’ve stuck around in jobs before with promises of improvement, only to be let down. So, trust your gut feeling and don’t ignore it.
What unique benefits or initiatives in a workplace do you value?
A proper breakout space in the office is a huge plus for me. It might seem small to some but being able to step away from your desk and fully unwind during lunch is essential for me. Working in places that expect you to have lunch at your desk is an immediate red flag. And free coffee is always a winner!
I’m also lucky to work for a company that prioritises mental health with initiatives like mental health days and monthly lunches to connect with my team.
What work environment allows you to thrive in your role?
I value the flexibility to choose my hours. Being able to start earlier lets me avoid traffic and start my day in a good mood. It’s a small thing, but it makes a big difference.
Currently, I am full-time in the office for training which works well for me, but my workplace offers two days a week from home. After experiencing lockdown in the UK, I realised full-time remote work isn’t for me, so I appreciate having the choice.
What would be a dream project, past or future, that you would love to be involved in?
While I’ve enjoyed designing commercial buildings and schools throughout my career, helping a family design their forever home is a dream project.
On a more personal note, I’d love to be part of a project that supports mental health, something very close to my heart. Perhaps being part of a community group to provide support that I know I would have benefited from.
Rebecca Anderson MesumHussein
Estimator AUSBUILD
What would surprise people about your role?
People might be surprised to learn just how broad and intricate the role of an estimator is. It’s not just about being good with numbers or using software to count off plans. To be a truly effective estimator, you need a deep understanding of the entire construction process, including the components and their uses. This background knowledge is essential and often underestimated, which is why estimating is such a high-demand role in the construction industry.
What do you enjoy most about your day-to-day role?
I enjoy the variety and constant learning being an estimator offers. Each day brings new plans, different sites, various materials, and unique challenges, which keeps the work interesting and helps me continuously expand my knowledge. Working with different companies over my career has also introduced me to new software and technology, which I really enjoy learning about.
How can organisations improve on attracting and retaining talented people?
Organisations should focus on creating a great workplace environment where employees feel valued and looked after. When a company has a positive reputation, like Ausbuild for example, it naturally attracts people. Word of mouth is important—when employees speak highly of their workplace and leave positive reviews, it sparks the interest of others.
And ensuring a professional atmosphere where employees are respected and have clear pathways for growth can really boost an organisation’s retention rates.
What has been the most interesting change in the industry over the past two years?
The most interesting change in the industry over the past two years has been the ongoing impact of COVID-19. We’ve seen material shortages and a significant shift towards remote work, which has improved technology adoption across companies. This flexibility has been beneficial, allowing companies to adapt quickly if a similar event occurs.
Additionally, the introduction of new NCC rules without proper testing has been causing considerable issues on-site. These rapid changes and the need to revisit and revise these rules have been a significant challenge.
General Manager
GEYER AND VALMONT
If you had the chance for a career do-over, would you change anything in your journey?
If I had the chance for a career do-over, I wouldn’t change my career path but I would have taken the opportunity to do some project management training at university. Project management has been a significant part of my role for many years and having more training in those formative years would have been beneficial. It would have given me additional skills, which I believe would have enhanced my experience in my current and past roles.
Can you share an example of a development program or initiative, at any stage of your career, that impacted your progression?
Less so a formal initiative but rather the mentorship I received. When I started at Valmont, I was the fourth employee and second designer. The head designer at the time became my mentor and as she was promoted to a director role, I naturally progressed behind her, following in her footsteps. Her mentorship was invaluable and when she relocated, I was offered the opportunity to step into the general manager position I’m in now.
How can organisations improve on attracting and retaining talented people?
I think employee retention comes down to the relationships between leaders and their teams and creating a collaborative environment. A leader should provide space for team members to take accountability and make decisions, even if it means taking a risk.
This approach allows employees to grow beyond their perceived capabilities. For instance, early in my career, I was trusted to present to a client down in Melbourne just three weeks into my job, which was a game-changer for my confidence and growth.
What would be a dream project, past or future, that you would love to be involved in?
A dream project for me is actually working with a past client, to build on our successful partnership. One standout project was for Pitcher Partners, a financial advisory firm, where we designed and delivered their workplace about eight years ago. The idea of working with them again in the future is exciting. Long-standing client relationships and repeat business are very rewarding. It truly allows for a deeper understanding of their journey and the chance to help shape their future.
KateTuffley Jaimee Wilson
Associate Director, Asset Management Services QLD KNIGHT FRANK
How do you stay motivated and continue to grow professionally?
To stay motivated and committed to my career path, I take a proactive approach by setting clear goals, visualising my success and surrounding myself with good people.
A healthy work-life balance is equally as important and Knight Frank provide a very supportive environment, which allows me to manage my professional responsibilities while being fully present for my young daughter.
In your opinion, what benefits are essential for attracting and retaining top talent in your industry?
Attracting and retaining top talent within the property industry starts with offering competitive salary and compensation packages. Recognising and rewarding strong performers is key to staff retention, as well as ensuring employees are provided continuous professional development opportunities, such as mentorship programs, industry relevant courses, and clear career progression paths.
What is your advice for candidates who are early in their career journey?
Don’t expect to learn commercial property management from a textbook. Focus first on mastering the fundamentals, such as lease agreements, tenant relations, and maintenance processes.
I also feel that there is too much emphasis on digital communications these days; a personalised phone call, meet and greet and making the effort to get to know a client or tenant, will often allow you to catch any concerns, problems, or opportunities well in advance. There certainly seems to be a current trend toward avoiding telephone or face-to-face contact, which in my opinion adversely affects customer experience and outcomes.
What has been the most interesting change in the industry over the past two years?
Whilst it may not come as a shock, the biggest impact on the industry has certainly been the COVID-19 pandemic. It has influenced not only property management strategies but has also led to a shift towards resilience planning and risk management within assets. The pandemic prompted a re-evaluation of tenant space requirements and fit-out design due to the shift to remote work and the subsequent challenge of enticing staff back into the office.
Salary Guide
HR & Talent Acquisition
Customer Experience
Business Services
Business Services 24/25
Office Manager
Admin Manager
Executive Assistant
Personal Assistant
Legal Admin/Secretary
Team Assistant
Administrator
Facilities Office Coordinator
Receptionist
Sales
Sales
General Manager of Sales
Head of Sales
National Sales Manager
Sales Manager
BDM
Sales Executive
Relationship Manager
Account Manager
Internal Account Manager
Internal Sales Representative
Marketing & Digital
$75 - 120k
$80 - 105k
$75 - 125k
$75 - 120k
$70 - 95k
$70 - 90k
$65 - 90k
$68 - 80k
$68 - 80k
24/25
$220 - 350k
$180 - 250k
$150 - 210k
$120 - 190k
$90 - 160k
$95 - 140k
$85 - 120k
$75 - 115k
$65 - 80k
$65 - 120k
* All figures are base salaries and exclusive of commission
Marketing Brisbane
CMO/CDO
Head of Marketing
Marketing Manager
Marketing Coordinator
Marketing Executive
Digital Marketing Manager
Brand Marketing Manager
Campaign Manager
Campaign Coordinator
Search Engine Marketing Specialist
Search Engine Optimisation Specialist
Event Manager
$160 - 250k
$140 - 185k
$105 - 170k
$65 - 85k
$75 - 105k
$95 - 120k
$100 - 145k
$90 - 140k
$65 - 85k
$80 - 100k
$65 - 85k
$75 - 130k
Marketing & Digital cont .
Communications
Communications
Communications
Content
Content
Social
Social
Accounting & Finance
Accounts
Accounts
Accounts
Accounts
Our salary banding is based on national data and considers the following factors:
Projects & Technology
Projects & Technology
Change Manager
Project Manager
Program Director
Change Analyst
Business Analyst
Data Analyst
Reporting Analyst
IT Manager
Enterprise Architect
Solutions Architect
Systems Administrator
Systems Developer
Property & Construction
Property & Construction
General Manager / Asset Manager - Commercial
24/25
$160 - 220k
$130 - 250k
$210k+
$120 - 160k
$120 - 160k
$90 - 160k
$90 - 140k
$100 - 140k
$140 - 200k+
$130 - 200k+
$70 - 100k
$80 - 140k
24/25
$150 - 200k
Project Manager - Commercial $180 - 200k
Development Manager - Commercial $200 - 250k
Construction Manager - Commercial $195k
Contracts Administrator - Commercial
Facilities Manager/Co-ordinator - Commercial
Property Analyst - Commercial
Contracts Administrator - Commercial
Property Valuer - Commercial
Quantity Surveyor - Commercial
Tenant Broker/ Leasing Agent - Commercial
Contracts Administrator - Civil
Project Coordinator - Civil
Development Manager - Multi Residential
Production Estimator - Residential
$150k
$115k
$100 - 130k
$150k
$140k
$100 - 120k
$150 - 200k
$170k
$80 - 100k
$150k
$110K
Draftsperson - Residential $85k
Site Supervisor - Residential $120 - 135k