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Understanding Public Sector Salary Bands in Australia

Mon, 16 Mar 2026 00:59:39 GMT

For professionals considering a move into the Government sector, one of the first things they notice is that salary structures differ from those in the private sector.

Rather than individually negotiated salaries, most public sector roles sit within defined classification frameworks or salary bands. These systems are designed to provide transparency, consistency and fairness across agencies.

While the naming conventions vary across federal, state, and local government, the underlying concept is similar: roles are grouped by responsibility, expertise, and leadership scope , with salary progression built into each level.

Federal Government: Australian Public Service (APS)

The Australian Public Service uses a nationally recognised classification framework across federal departments and agencies.

Typical APS levels include:

APS1–APS3
Entry-level and operational roles providing administrative or technical support.
APS4–APS5
Advisory and specialist roles across policy, program delivery, administration and technical disciplines.
APS6
Senior advisors and team leaders with greater responsibility for decision-making and stakeholder management.
Executive Level 1 (EL1)
Managers responsible for leading teams, programs or major policy areas.
Executive Level 2 (EL2)
Senior leaders managing significant functions, projects or strategic initiatives.
Senior Executive Service (SES)
Executive leadership responsible for large divisions, national programs and organisational strategy.
Within each classification level, employees typically progress through incremental salary steps as they gain experience and capability.

State Government Classification Frameworks

Each state government maintains its own classification system, although many follow a similar progression from operational roles through to senior leadership.

For example:

New South Wales Government
Roles are commonly structured using Clerk Grades , such as:

Clerk Grade 5/6
Clerk Grade 7/8
Clerk Grade 9/10

These classifications generally reflect increasing responsibility, policy influence and leadership scope.

Queensland Government
Many roles fall under Administrative Officer (AO) or Professional Officer (PO) classifications.

Examples include:

AO3–AO4: operational and administrative roles
AO5–AO6: advisors and specialists
AO7–AO8: senior advisors and managers

Victoria Government
The Victorian Public Service uses the VPS classification framework , including:

VPS2–VPS3: operational roles
VPS4–VPS5: advisors and specialists
VPS6: senior management and program leadership

While titles vary between states, the frameworks all aim to align salary with responsibility, complexity and leadership scope.

Local Government (Councils)

Local councils typically use banded salary structures through enterprise agreements, rather than national classification systems.

Most council roles are grouped within bands that broadly align with the complexity and responsibility of the role.

Examples may include:

Band 3–4
Operational roles or technical support positions.

Band 5–6
Professional roles such as planners, analysts, project officers and specialists.

Band 7–8
Senior leadership roles managing teams, programs or strategic initiatives.

Because councils vary widely in size and structure, the exact banding and salary ranges can differ between organisations.

Understanding Salary Bands Matters

For professionals exploring careers in the public sector, understanding classification structures can provide valuable clarity.

Salary band frameworks help candidates:

Compare roles across different government levels
Understand progression pathways within the public sector
Set realistic expectations when applying for roles

While the terminology differs across jurisdictions, the core principle remains the same: public sector salary structures are designed to align remuneration with responsibility, capability and impact.

For many professionals, these frameworks also provide clear career progression pathways within government.

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8 Principles we can take from the Olympics to our workplaces

pedro@designandbuild.com.au (Joao Pedro Marins) — Fri, 10 Jan 2025 01:18:39 GMT

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Local Buy: The Benefits of Partnering With a Preferred Supplier

pedro@designandbuild.com.au (Joao Pedro Marins) — Mon, 19 Feb 2024 22:40:09 GMT

Do you know the benefits of partnering with a Local Buy pre-approved supplier? In Queensland's public sector, staffing solutions are crucial in ensuring smooth operations, and partnering with organisations through Local Buy can save you time and money.

As your trusted recruitment agency specialising in the public sector, with the privilege of being a Local Buy's Preferred Supplier, we understand the unique challenges and requirements that Local Government Councils, State Government Departments, Government Owned Corporations (GOCs), Water Authorities, and Not-For-Profit organisations face.

Being under Local Buy's label assures you of our quality standards and guarantees an easy mind when choosing PSP for recruitment services. Partnering with us offers numerous benefits that can streamline hiring processes and drive your organisation forward.

Who is Local Buy?

The Local Government Association of Queensland (LGAQ) created Local Buy in 2001 when councils sought procurement help. Access to Local Buy is a valuable component of LGAQ membership, and the profits are returned each year to the LGAQ, investing to help keep council membership fees low.

Local Buy helps Councils meet legislative, reputation and compliance needs, simplifying the process by connecting councils to pre-qualified local Queensland suppliers, big and small. This saves time and money and reduces councils' need to tender, advertise and prepare contracts.

What is a Pre-Qualified Supplier?

A Local Buy Pre-qualified Supplier refers to a company that has been thoroughly evaluated and deemed to possess the essential technical, financial, and managerial expertise required to deliver services or provide goods per specific standards. Once a company is appointed as a Local Buy Pre-qualified Supplier, it becomes visible to councils and other government organisations searching for the products and services offered through that arrangement.

Why Organisations Choose Local Buy

Local Buy is a trusted and efficient procurement partner for Queensland's public sector entities and beyond. They help organisations by reducing risk, saving time/money and improving governance, and buyers have spent over $1.9 Billion through Local Buy Arrangements over the past three years.

Reduce Risk: Mitigating risks associated with procurement is essential for any organisation. Government procurement is costly, and organisations need to manage fraud and corruption risks, complying with Queensland Audit Office standards. Local Buy offers a robust framework that ensures compliance with regulatory requirements and best practices, minimising the likelihood of legal or reputational issues.

Save Money: Maximising cost-efficiency is one of the top priorities for most government organisations. Local Buy facilitates cost savings through competitive pricing and streamlined procurement processes, often removing the necessity of opening a Tender process.

Improve Governance: Effective governance is essential for maintaining transparency, accountability, and integrity in procurement practices. Local Buy promotes good governance by providing a centralised platform for procurement activities, standardised procedures, and clear guidelines. By adhering to Local Buy arrangements, organisations can enhance governance frameworks, minimise procedural discrepancies, and ensure fair and equitable treatment of suppliers.

Access to Trusted Suppliers: Local Buy is a gateway for councils and other organisations to connect with a network of trusted suppliers who understand the unique needs and challenges of Local Government. With over 4,000 registered suppliers and a growing pool of 250 organisations utilising Local Buy, entities gain access to a diverse range of vendors offering quality products and services.

Conclusion

The statistics speak volumes about the effectiveness and popularity of Local Buy among Queensland's public sector entities. With 800 purchasers actively utilising the platform, including all 77 Queensland councils , a significant portion of Requests for Quotations (RFQs), approximately 60% , are processed through their VendorPanel.

Moreover, the consistent growth in the number of organisations leveraging Local Buy, coupled with a 12% usage increase in 2024, underscores its proven track record in delivering tangible results. Notably, the $850 million spent through Local Buy over the past year reflects its substantial impact on procurement outcomes and financial stewardship across the region.

As an approved Preferred Supplier, Public Sector People is proud to be part of Local Buy's proven success and continuous growth. This partnership reinforces our commitment to public sector excellence and the highest standards in providing our services.

Our tailored expertise ensures that we can efficiently source candidates who possess the requisite skills and align with your organisation's values and objectives. With our compliance assurance, streamlined processes, cost efficiency, and access to a diverse talent pool, we are here to help you overcome recruitment challenges. Contact our specialists today to learn more about us and how we can support your team's growth:

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10 Tips to start the year with a career strategy

pedro@designandbuild.com.au (Joao Pedro Marins) — Sun, 17 Dec 2023 23:17:45 GMT

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

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

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

1 - Defining Your Career Objectives

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

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

2 - Ask Internally

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

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

3 - The Promotion Pathway

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

4 - Approaching new offers

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

5 - Researching Opportunities Across Sectors

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

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

6 - Understanding Transferable Skills

Recognise the transferable skills from your current role that are applicable to the broader public sector or new position you are looking for. Highlighting these skills will strengthen your candidacy and demonstrate your ability to adapt to the specific demands of public service.

7 - Financial Planning

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

8 - Skill Enhancement and Training Opportunities

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

9 - Networking & Social Media Presence

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

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

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

10 - Utilising a Recruitment Agency

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

Conclusion

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

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

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

Click here to explore current positions available.

Queensland's IT Revolution: A Closer Look at the State's Mandatory Data Breach Notification Scheme

pedro@designandbuild.com.au (Joao Pedro Marins) — Mon, 13 Nov 2023 22:08:55 GMT

In a significant move towards bolstering data security and privacy protection, Queensland is set to join New South Wales as the only other Australian state introducing a mandatory data breach notification scheme. The state government's recent announcement regarding the Information Privacy and Other Legislation Amendment Bill 2023 marks a crucial step in developing Queensland's Information Technology industry within the public sector.

Introduced on October 12 , the legislation aims to enhance the accountability of government agencies and strengthen privacy protections to align with the demands of a rapidly evolving digital landscape. Mandatory data breach notification, a key recommendation from the 2022 Coaldrake Review of the Queensland public sector, is expected to pressure agencies to assume greater responsibility for data security and take proactive measures in managing breaches.

Key Provisions of the Bill

The cornerstone of the Information Privacy and Other Legislation Amendment Bill 2023 is establishing a mandatory data breach notification scheme, demanding government agencies promptly notify the Office of the Information Commissioner and affected individuals in the event of a data breach. The move aims to empower individuals with clear and consistent information, enabling them to take proactive steps to mitigate the risks arising from a data breach.

Additionally, the Bill includes amendments about the release of cabinet documents and reforms aligning Queensland's privacy laws with the Commonwealth Privacy Act, introducing a single set of privacy principles in line with the Australian Privacy Principles outlined by the Office of the Australian Information Commissioner (OAIC). The government sees this as a foundational step, setting the stage for further reforms in response to the ongoing review of the Privacy Act by the Commonwealth Government.

Implications for Queensland's Information Technology Sector

The legislative reforms extend beyond data breach notifications, encompassing the Right to Information framework adjustments. The government asserts that these changes will streamline processes, reducing red tape and delivering operational efficiencies for applicants and agencies.

As technology continues to reshape the information storage, access, and collection landscape, these reforms aim to ensure that Queensland's privacy laws remain contemporary and relevant, introducing new challenges for government agencies.

As agencies gear up to comply with the stringent data protection measures and meet community expectations, there is a potential need for skilled professionals in information security, data governance, and compliance, opening up a realm of opportunities for individuals with expertise in cybersecurity and data management.

Conclusion: A Progressive Leap Towards Digital Accountability

Queensland's Information Technology industry in the public sector is on the verge of a transformative period with the introduction of the Information Privacy and Other Legislation Amendment Bill 2023. As the state aligns its data protection measures with the demands of the digital age, these legislative reforms mark a significant step towards fostering accountability, protecting individual privacy, and ensuring that Queensland remains at the forefront of responsible data governance.

As a recruitment agency specialised in the public sector, we can play a key role in supporting government organisations in bridging the talent gap in this new scene. Our understanding of the evolving needs within the Information Technology sector positions us strategically to connect qualified professionals with agencies seeking to fortify their data protection measures.

If you need support from our specialised team to further understand the current trends within Queensland's IT sector or to grow your team during hiring needs, reach out to us by clicking here .

Search & Selection – The Solution For Critical, Senior And Hard-to-fill Strategic Hires

Wed, 17 May 2023 10:07:28 GMT

By Emily Harris

RLeadership & Strategic positions are often challenging to appoint across the wider Public Sector for a multitude of reasons. Although different in each case, it's often due to competition from the private sector as well as various government departments, demands of the candidate market coupled with salary and career expectations and pressure on salaries. Although you may think the easiest way to find those professionals would be to work with as many recruitment agencies as possible to cover a wider audience, the solution which offers a higher level of success is likely different.

Having multiple organisations working moderately to achieve your expected result is less efficient than working with one agency and a specialised team to find the right candidate for your organisation's needs. When we talk about the Public Sector context and specifics, it is highly recommendable to work with a specialist consultant who knows the market and features of government roles, sourcing the right profile for the available position.

In this blog article, we will break down some facts to show you why. For example, when you work with multiple recruitment companies, you have recruiters who are likely working with the same candidate pool, trying to secure them a job with multiple organisations rather than specifically taking the brief to the whole market with your interests at heart. In other words, filling your position will be among other opportunities they are working on simultaneously and not a priority.

Partnering with just one company and a specialised team, you will not only get preference with your request but will also work with an industry expert who can provide you with advice and guidance throughout the search process as they execute the brief.

What Is Search & Selection?

Search and Selection is a recruitment process that involves strategic hires within the search for suitable candidates for leadership and hard-to-fill positions and selecting the best ones among them. This process involves taking a detailed brief, researching and mapping the market, advertising campaigns, headhunting, candidate competency assessments, shortlisting, weekly steering meetings, interviews and references, offer management and feedback.

The goal of Search and Selection is to identify the most qualified candidates who fit the job requirements and the client's culture and values. It is a crucial process in ensuring that the organisation hires the right people for the job, which can lead to better performance, productivity, and growth.

Dedicated Search

When you work exclusively with one recruitment agency, you have a specialised recruiter working closely with you. Their focus and motivation will be entirely towards the request of filling your position, which will bring results quicker and more efficiently, not trying only to fill the role but aiming for the right candidate's profile described by you.

Talking with an expert in the industry you are looking for a new professional is also a great way to guarantee you will have the best candidates available. A recruiter with solid experience and access to a rich database will have the resources to bring you the top talents in the market, knowing where to look. At the same time, they will know what qualifications and requests to aim for when filling your organisation's requirements and conditions.

This in-depth knowledge of the industry they recruit added to a large candidate pool, and the focus of an exclusive request will guarantee you more options and quicker results. For example, when working for a renowned recruitment agency, such as Public Sector People (700,000+ candidates database and several years of experience), these recruiters have the tools and resources to Search and Select the professionals you are looking for after an entire briefing session involving all stakeholders to define and agree on the parameters of the search and process.

The Agency

As well as important in reaching out to an experienced recruiter is to make sure that, in their corner, there is a renowned company you can trust, providing the resources needed to succeed.

At PSP, for example, beyond the database of more than 700,000 candidates, there is also over 14 years of experience recruiting for the Public Sector and more than 18 years in overall recruitment (together with Design & Build).

During this time, PSP has reached excellent numbers, with over 2,500 government placements. Regarding the Public Sector, PSP has worked with 136 councils across Australia and obtained a 98% client return rate, as well as a 99% success rate within the Search & Selection special service.

Divided into five stages, this Search Strategy is a rigorous and thorough process, committing to working closely with clients until reaching a result. The entire process is based on and designed after the briefing session with the client, comprising Full role profile, Functional and Behavioural competencies, Geography, Target Companies, Off-limits, Timeline, Process and the organisation's Employee Value Proposition (EVP).

Marketing & Advertising

Another great reason to invest in a specialised service such as Search & Selection is simply getting your name out there. When working exclusively with a recruitment agency, they will invest in cobranded advertising and raise awareness of your organisation across their network.

For instance, we have over 100,000 combined connections at Public Sector People on LinkedIn. So, when advertising a role for local government, for example, it will not only reach a great audience with the opportunity and position details but also carry further information about the Council, its policies and values, and what it is like to work or live in that area.

This information, along with Seek premium advertising, will raise awareness of your local Council's brand, arousing interest from candidates to know more about their local community and career progression within.

Possessing an extensive database, such as PSPs, also is an excellent opportunity to run e-mail marketing campaigns and reach specific professionals according to the briefing requirements. For example, our candidates are segmented by job title, seniority, industry, discipline, salary expectation, location, software & skills and employer. With this level of coding and information, we can easily reach out to candidates living in a specific area, within or close to a particular Council, and those who match the experience criteria.

Conclusion

Search & Selection is a crucial process in the Public Sector for identifying and attracting top talent to work in government agencies. The success of the Public Sector relies heavily on its ability to hire competent and skilled employees who can effectively manage public resources and deliver quality services to citizens.

Effective search and selection processes are critical to attracting those high-skilled professionals and the best talents. In addition, government agencies are responsible for providing a wide range of services, such as healthcare, education, transportation, and law enforcement, among others. These services are essential to citizens' well-being and require competent, qualified, and experienced employees.

Work With Us

Does the situation described above of hard-to-fill positions or multiple hires within the Public Sector seem familiar to you? We are here to help. We know that getting the right professional for a government leadership role might be challenging, but that's why we have specialised consultants doing so.

With our Search & Selection service, we have desks/industries specialists who will work closely with our clients and understand all their needs. With the proper market knowledge and experience and after a quick briefing session, they will be able to efficiently assist you in finding the candidate you are looking for while providing all the support and feedback you need.

Queensland's Expected Growth For The Following Years

Mon, 31 Oct 2022 10:20:27 GMT

By Emily Harris

Now is a great time to consider taking an opportunity within the Public Sector in Queensland. The Sunny state is growing.

Hosting the 2032 Olympic Games is obviously a contributor, but on top of that, we must consider the following:

The great resignation – thousands of people who have left their jobs looking for a different way of life

More people working from home – workplaces are increasing flexibility so you can keep your dream job and seek out the lifestyle you want

Tourism opening back up – post-COVID, more visitors will continue to flood into the country.

But with growth comes a significant gap for Queensland, and it causes a shortage of workers for infrastructure projects.

This pressure will only increase with the Olympic Games creating 91,600 full-time equivalent jobs in Queensland and 122,900 nationally.

In this blog, we’ll look at the current state of architecture, construction and engineering jobs in Queensland.

We’ll also break down where the biggest opportunities will be over the next five to ten years.

Employment In Queensland

Queensland expects an additional 281,000 workers by 2025 to fill all these new opportunities becoming available. That is an increase of 10.9 per cent.

Skills shortages in a particular industry can mean job opportunities and those can increase even further due to replacement demand. Turnover due to people leaving jobs means a potential 500,000+ total job opportunities will be on offer in Queensland over the following years.

To prepare yourself for the future, you can check employment and labour market data, such as employment and unemployment rates, participation rates and employment growth at Labour Market Insights (LMI) .

Commercial Construction Jobs In Queensland

Construction is the third-largest employer in Australia and accounts for one in ten jobs. Nationwide, this stat is likely to grow by 3.4% in the next three years alone.

Zooming in on Queensland, since 2017, the number of workers in construction has dropped by 20,000.

But construction will not slow down — thanks to the upcoming Olympics and the rise of tourism post-COVID.

In fact, in Queensland, the construction sector is determined to lift productivity by 20% — compared to before the pandemic.

With $13 billion worth of projects in the pipeline, a smaller workforce means employers will be searching for qualified people in this sector.

Planning And Environment

Around 200,000 people could be moving to Queensland over the next five years, whether it's a result of the great resignation or work-from-home flexibility.

That will directly impact the state's strategic and transport planning, urban design, and open space. This demand will open many opportunities in the councils' Planning and Environment industry.

Professional And Business Support

All these migration and factors mentioned before, along with the Olympics coming by 2032, will also make many Professional and Business support roles available.

Along with this growth, Queenland's public sector is expected to need a massive number of new professionals to fill roles such as administrators, office supporters, human resources, information technology, finance and much more.

Engineering Jobs In Queensland

Of all the sectors discussed so far, engineering is the most exciting. Thanks to engineering jobs hitting a 10-year high.

The biggest growth was in Queensland, which grew by 67%, followed by New South Wales and Victoria.

“This will only continue to grow”, says Engineers Australia’s Chief Engineer , Jane MacMaster. “If we don’t do something to address this significant skills challenge, I think the impacts will be felt really hard across many sectors.”

The State Of Growth

The great resignation, work-from-home, migration, tourism and, of course, the 2032 Olympics. These are all factors contributing to the growth we’ll see in Queensland over the next 10 years.

For those looking for a change in lifestyle or simply a change of scenery, Queensland is a strong option with long-term benefits. Especially for those looking for roles in construction, engineering or architecture.

Where You Can Find Public Sector Jobs In Queensland?

Are you a skilled professional and want to start exploring the opportunities developing in Queensland's Public Sector?

PSP's search feature is up to date with current and emerging openings.

The job search feature is simple to use, allowing you to filter jobs based on location, job roles and business sectors.

When you find a role that fits you, it’s incredibly easy to upload your resume and add a cover letter. Then, after filling out a few fields, you’re done with the application.

Australia’s Most In Demand Jobs And What That Means For Those Working In The Public Sector

Mon, 10 Oct 2022 09:54:07 GMT

By Emily Harris

In the lead up to Australia’s Jobs and Skills Summit for 2022 (the Summit), the Federal government have revealed the country’s most in-demand jobs based on the government’s Skills Priority List, current data on job vacancies, current employer demand and the projected growth in employment over the next five years. These ‘hottest’ occupations included construction managers, civil engineers, ICT business and systems analysts and software and application programmers.

For employees, this information presents a unique opportunity for career development and job security – especially for those currently working within these industries. Furthermore, recent data from the Australian Bureau of Statistics revealed that by May 2022 the number of job vacancies within the public sector had increased by 9.4% since February, with a total of 41,000 vacancies . This growth within the public sector is expected to continue over the coming years – with sectors like ICT, Engineering and Construction being the biggest areas of growth. So, for those currently working within the public sector and considering a career move, or even trying to do some future career planning, this latest information from the government is a useful guide.

The goal of the Summit (held in Canberra on 1 -2 September) will bring together unions, employers, civil society and governments to address the shared economic challenges Australia is currently facing and develop strategies that can help build a bigger, better trained and more productive workforce while also helping to create opportunities for more Australians to get ahead and reach their aspirations.

It's believed that the nation’s immigration restrictions during COVID-19, combined with Australia’s 48-year low unemployment rate of 3.4% have been the key causes of the shortfall in Australia’s skilled workers – particularly in key industries like Construction, ICT, Engineering and Health Care which played such a prominent role for communities during the pandemic; either trying to boost the economy or support the vaccine roll out.

Which is why the Summit is happening; Australia’s prime minister Anthony Albanese said in a statement in July that the Summit will focus primarily on ways of keeping unemployment low, improving migration settings and ensuring women have equal opportunities and pay.

The themes and outcomes from this Summit, will apparently then be used to create an Employment White Paper the Government plan to release; a document aimed at helping to shape the future of Australia’s labour market. The official top 10 list of jobs the government predicts will need an influx of trained workers is below:

Construction Managers
Civil Engineering Professionals
Early Childhood Teachers
Registered Nurses
ICT Business and System Analysts
Software and Application Programmers
Electricians
Chefs
Child Carers
Aged and Disabled Carers

Interestingly, earlier this year LinkedIn released its own in-demand jobs list for 2022, to help both job seekers and employers see where the workforce is headed and where the opportunity lies – especially in terms of future job prospects.

According to Linkedin, their in-demand jobs list uncovers the fastest-growing job titles over the past five years and was created to be used as a resource, to help people identify where long-term opportunities lie and the skills these opportunities require for those either looking to make a career pivot, get back into the workforce or invest in skills that will prepare them for the future.

The job titles on this list were calculated by looking at the job titles experiencing the highest growth rates from January 2017 through to July 2021 on Linkedin. To be ranked, jobs needed to see consistent growth across our membership base, as well as have grown to a meaningful size by 2021.

To see a full list of Linkedin’s 15 Australian Jobs on the Rise in 2022, you can click here :

How do you Develop These Skills?

For those looking at these in demand roles and thinking they might need to brush up their skills, or even acquire some new ones, the good news is that there are plenty of opportunities to do so. E-learning has made developing and discovering skills and competencies more accessible. According to a recent Linkedin Learning report, there was a significant spike – 130% increase - in the amount of time employees globally, spent learning on the Linkedin Learning platform. That’s an additional 4.8M hours- equal to 454 years - of learning since the pandemic was declared in 2020. Linkedin learning offers over 16,000 online courses taught by real-world professionals, many of which focus on the in-demand skills listed in their 2020 global learning reports. But Linkedin isn’t the only option for online learning. During the pandemic Universities, tafe’s and training providers across Australia offered numerous short courses that could be completed online and were heavily discounted as part of the Federal Government’s coronavirus relief package.

In addition to online learning options, experts also recommend observing professionals and colleagues around you, especially when trying to hone a soft skill like creativity or emotional intelligence as these are steeped in a person’s behaviour. Things like completing tasks efficiently, interacting well with others or leading a team requires many soft skills, so being able to observe how your manager or coworkers do this and taking note of their actions, can be a great learning process for the individual. It’s also a great way to see soft skills in action, rather than reading about them from a textbook or course material.

Finally, experts recommend jobseekers or employees looking to develop their skills, embrace teamwork. As mentioned previously, teamwork is intrinsically linked to collaboration however, the majority of soft skills require individuals to be able to work well and communicate effectively with others. When you engage in teamwork, you open yourself up to learning opportunities from your coworkers while improving your own skills, so giving yourself the opportunity to engage in it as much as possible- team meetings, group presentations, multi-discipline projects- will only help you to practice and develop these skills.

Public Sector People also have a number of roles currently available within the sectors identified by the Federal Government as most in demand, particularly in Construction, Engineering and ICT. If you’re looking for a new challenge or interested to see what else is out there, you can look at our Jobs list here or alternately reach out to us at info@publicsectorpeople.com.au

How Your Onboarding Process Can Improve Employee Retention

Mon, 03 Oct 2022 10:24:10 GMT

By Emily Harris

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

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

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

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

Organisational Onboarding

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

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

Technical Onboarding

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

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

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

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

Social Onboarding

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

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

Remote Onboarding

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

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

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

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

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

Aftercare

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

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

Melbourne:

Email: info@publicsectorpeople.com.au

Phone: (03) 8535 3111

Sydney:

Email: info@publicsectorpeople.com.au

Phone: (02) 9376 8200

Brisbane:

Email: info@publicsectorpeople.com.au

Phone: (03) 8535 3111

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

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

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

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

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

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

How Public Sector Organisations Can Build Culture Within A Hybrid Work Model

Mon, 03 Oct 2022 10:07:17 GMT

By Emily Harris

The Hybrid Work Model emerged after the pandemic first hit, where many employees were forced to work remotely for an extended period of time to adhere to COVID-19 restrictions. It’s important to note that in 2019 before COVID-19 was detected in Australia, about a third of the country’s working population was regularly working from home (Siebert,2020). However, at the height of COVID restrictions in 2020, 56% of all Australian Public Service employees were working from home (Australian Public Service Commission, 2020). This is significant, as traditionally due to the sensitive nature of the information Australian Public Service Workers often deal with and the requirements of the services they provide (e.g. emergency services) those working within Local Councils or Government agencies have always been required to work predominantly in the physical office.

As COVID-19 restrictions began to ease and employees were once again allowed to return to the office, many found that there were aspects of working from home they enjoyed and consequently wanted to continue. A recent global survey conducted by PwC found that only 10% of respondents wanted to return to a traditional work environment (100% of time spent in the office). PwC also found that in relation to Australia specifically, 74% of respondents wanted a mix of face-to-face and remote working of differing degrees (Goldstone & Narayanan, 2021). Furthermore, in a literature review published for Home Affairs and the Australian Tax Office (two key services within the public sector) they found from numerous studies conducted during the pandemic, that workers actually reported improved productivity at home (Graham, 2021). Considering this data, organisations across the public sector have to consider a new way of working…enter the hybrid work model; a concept designed to provide the best of both worlds. A hybrid work model aims to blend virtual and in-person work arrangements. What this hybrid work model looks like, will depend on the individual organisation as they try to determine where employees want to be to do what tasks and consequently what physical and non-physical elements will be required to cater for this. For example, better technology or devices might be required for solo virtual work while more collaboration hubs might be required for the physical office.

ACT Government public servants were some of the first to trial a hybrid work approach when Chief Minister of the Australian Capital Territory Andrew Barr announced in December last year that ACT public servants would not be returning to the office five days a week, nine to five. Instead, they would be investing time looking into more flexible strategies like new work hubs in town centres, cloud software etc. (Bushnell, 2021).

Whatever balancing act/strategy the individual government agency decides to take, it’s imperative that it has been based on both qualitative and quantitative data; the feedback you get back from your employees through both surveys and general conversations as well as behavioural data that reveal how the physical office is being used. This data could be how many employees are swiping into the office and how frequently they are (every day, twice a week) or at what capacity an office’s meeting rooms are at – are they often full or remain empty for significant periods? For those in government agencies, it’s also worthwhile considering the activities that have to be carried out in a physical office or on-site (perhaps building inspections or cyber security tasks). Using this information will help the organisation determine what combination of practices (both remote and in-person) will work best for them.

How To Maintain Culture Within Hybrid Work Models

While there are some things that no one misses about working in an office (sitting in traffic on your commute to work would have to be top of the list) there have been many workers who have said remote work has meant a lack of spontaneous interaction and connection with colleagues, which they miss. Indeed, one of the biggest challenges – both when offices were working 100% remotely and now when employees work remotely at least one or two days a week – has been how organisations can maintain their workplace culture and cultivate a sense of belonging for their employees. Psychological research has consistently shown that when employees feel they belong to a team or organisation – in the sense that it aligns with their values and allows them to feel comfortable being themselves – they will not only perform better, but also experience higher levels of engagement and well-being (Berg & Chamorro – Premuzic, 2021). Consequently, it’s in a company’s best interest to cultivate and maintain a workplace culture where each employee feels valued and included, however this is much more of a challenge in an environment where organisations are relying on video calls and screen activities to stay connected with their remote colleagues.

Considering remote work is here to stay, many organisations are now exploring the strategies they can employ to overcome the issues around fostering and maintaining workplace culture within a hybrid work model. According to a recent article by Human Resources Director (HRD) there are five key pillars organisations should focus on to foster culture: Trust, Expectations, Accountability, Accessibility and Community. These same pillars can be applied to Local Councils and Government agencies.

Pillar 1: Trust

Trust – is a value very close to Public Sector People’s heart. According to Scott Stein, author of Leadership Hacks, it’s easy to trust a colleague when you can see them working right next to you in the office. However, when everyone is working remotely the trust between colleagues or within teams can start to break down. Trust is instrumental to productivity within a working environment, as without it, people stop working collaboratively and communication falters (White, 2022). Making ‘trust’ a priority within your organisation will enable staff to feel comfortable to speak openly and share honest feedback with each other – and when people are proactive at sharing information like this consistently, it builds trusting relationships. Indeed, in Public Sector People’s own workplace, our biggest priority is to build trust with our key stakeholders (our clients, our candidates and of course, our colleagues). We know that if we’ve fostered an environment where our colleagues trust each other and have trust in the company overall – to not only do the right thing by them but other PSP stakeholders – they’ll be more engaged at work.

How can you foster trust? For our organisation trust is built when we provide honest feedback and communication, show care to those around us and focus on the interests of our stakeholders. From a remote perspective, honest feedback and communication can still be cultivated through a number of online IM and video tools like Microsoft Teams, Slack and Zoom. It might also be worthwhile to schedule regular check-ins, and if you’re in a senior role ensure these check-ins are maintained even if there aren’t too many things to update the team on. Having the routine in place-even if it’s just for five minutes – ensures people feel a connection to one another. Another suggestion to help foster trust within teams and ensure feedback is being regularly provided to all team members. It’s important not to assume that everyone in the team will know about an update or the great work an individual is doing purely because they are in the same team or the same office. Especially because people will be working remotely at different times, the key way colleagues can find out about what each other is doing is through virtual communication. This is especially important within a Local Council or Government agency as they will often collaborate with different departments on particular projects, so having that knowledge and free-flowing communication across the organisation enhances the progress on these projects. Shining a spotlight on particular achievements or milestones made, also means everybody can feel good about everybody else’s work, identify resources and support each other. Individual members of the team will have faith in the competence and hard work of their fellow team members, which fosters a trusting environment (Cooks-Campbell, 2022).

Pillar 2: Expectations

Expectations also play a big factor in remote working. The challenge with expectations is that they can differ slightly depending on the individual, and determining what a team member’s expectations are, can be even more challenging when communication is done virtually. Unfortunately, teleconferencing doesn’t always pick up on the nuances of an individual.

Consequently, it becomes increasingly important for managers and those in leadership positions to clearly state and clarify expectations and targets, as otherwise, staff won’t know what is expected of them. To ensure that everyone knows what is expected– in regards to working hours, start times, attending meetings, when people are working from home and communicating/updating team members – managers and those in leadership positions will have to think carefully about how they can effectively communicate these expectations. Otherwise, these same managers can risk falling into the pattern of constantly asking people for updates and coming across as micromanaging. To avoid this, a common strategy is to have your team work together to create a working agreement – where everyone contributes to a list of expectations (for example team members will check in at 9:00 am daily, or all team members are required on-site for their monthly team building session) that is then written up and sent to everyone, so all team members clearly know where they stand, even when working remotely.

An emerging trend in hybrid work models and one that helps to manage expectations is asynchronous communication – where teams communicate with one another without the expectation of needing to respond immediately. Asynchronous communication negates the need to ‘always be on’ which can be a risk for those working at home. Rather, team members will be given all the information they need to complete a task by a certain deadline. Managers can encourage teams to send daily or weekly updates on these tasks, so everyone can be transparent in what they’re working on day-to-day, but ensure that the pressure is off for people to respond to or provide status updates 24/7 (Kim, 2022). Having asynchronous communication in place also demonstrates that managers are instilling trust in their team to get their work done when outside of the office.

Pillar 3: Accountability

This pillar is fairly straightforward – ensuring everyone within a team has a designated role and that every task has been allocated and accounted for. It is when there is a crossover with responsibilities or a brief is unclear that confusion occurs and overall productivity is halted. A hybrid and remote workplace can make accountability more challenging as it can become difficult to see who is completing which tasks and who to go to for specific tasks.

Accountability becomes important for overall workplace culture as when people are held accountable they deliver results because they don’t want to let others in their team down. They also hold others responsible for their actions in a supportive way and often work together to develop solutions for problems, regardless of their title or position (White, 2022). Creating accountability can be as easy as having regular catch-up sessions with the team regarding particular projects and even regular performance catch-ups with individual employees so they are clear on their responsibilities, KPIs and how these relate to the wider team and company.

Pillar 4: Accessibility

How much access employees have to other employees – especially when working remotely – becomes a balancing act. Working remotely takes away the ability to have casual conversations with individuals on an ad hoc basis like you would if your colleagues were in the same physical office as you.

On the flip side, some employers might think that they have greater access to their employees when working remotely and will start calling/emailing you at any time of the day or night. This isn’t an ideal scenario either.

The advantage when working in an office is that you can easily see when a colleague is accessible or not – if they’re not at their desk or you see them having lunch or in a meeting room you know they’re not available and ultimately will wait for a better time to ask them something. This is of course harder to determine when working within a hybrid work model and trying to contact a colleague who is working remotely. Consequently, accessibility needs to be clarified. Many teams have guidelines in place about contact hours – some email signatures even have their contact hours included – which say something like “although I am sending this email outside of office hours I do not expect a response outside of the hours 9:00 am to 5:00 pm”. These guidelines can differ from team to team, as long as everyone agrees on them and clearly understands them.

In regards to accessibility, it’s also imperative that those in leadership roles lead by example – that they try and make a habit of sending emails or asking for things inside of work hours and make a big show of ‘logging off’ on time. This ensures team members don’t feel pressured to stay online 24/7 or get back to requests straight away no matter what and promotes a culture that values wellbeing and balance.

Pillar 5: Community

The final pillar for fostering a positive workplace culture within hybrid working models (and potentially the most important) is creating a community. When you take out the daily interactions employees have with each other over five days a week in the office, you basically have strangers interacting.

To make sure that colleagues still feel connected with one another and part of a ‘team’ even when working remotely, a company needs to work hard to schedule regular interactions between their employees no matter if these interactions are physical or virtual. This can be achieved in a number of ways – over the last two years, many organisations have started to schedule virtual social events as well as in-person events (online trivia or virtual workshops which include break-out rooms where colleagues get the chance to chat with each other). Many organisations have also created employee resource groups – spaces for employees from underrepresented backgrounds to connect with one another. Encouraging these spaces give employees a place to talk and share their experiences openly. They also reinforce a company’s commitment to diversity and are invaluable in creating a culture of belonging (Cooks-Campbell, 2022).

Ultimately, these pillars can be built into the culture of any organisation, by increasing employees’ awareness of each pillar and ensuring that the organisation’s leaders are communicating and clarifying how important they are overall. Sometimes focusing on these individual pillars rather than workplace culture overall, can make improving workplace culture more achievable, especially for organisations embarking on a hybrid work model.

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[1] Siebert, B. (2020). Coronavirus Has Forced Australians To Work From Home, But What Are The Impacts On CBDs? ABC News. Retrieved from: https://www.abc.net.au/news/2020-08-18/coronavirus-working-from-home-impact-on-australian-cities/12435248

[2] Australian Public Service Commission. (2020). State Of The Service Report 2019-20: Learning Through Change. Australian Public Service Commission. Retrieved from: https://www.apsc.gov.au/sites/default/files/2021-02/aps_state_of_the_service_report_2019-20_0.pdf

[3] Goldstone & Narayanan. (2021). Rewriting The Future Of Work With Hybrid Workplaces. PwC Australia. Retrieved from: https://www.pwc.com.au/digitalpulse/report-future-of-work-hybrid-working.html

[4] Graham, Jackson. (2021). Hybrid Work Here To Stay In APS But Will Office Access Determine Opportunity? The Mandarin. Retrieved from: https://www.themandarin.com.au/171523-hybrid-work-here-to-stay-in-aps-but-will-office-access-determine-opportunity/

[5] Bushnell, I. (2021). The World Has Changed: Barr Sets Hybrid Work Course For ACT Public Servants. Riotact. Retrieved from: https://the-riotact.com/the-world-has-changed-barr-sets-hybrid-work-course-for-act-public-servants/517960

[6] Berg & Chamorro-Premuzic. (2021). Fostering A Culture Of Belonging In The Hybrid Workplace. Harvard Business Review. Retrieved from: https://hbr.org/2021/08/fostering-a-culture-of-belonging-in-the-hybrid-workplace

[7] White, L. (2022). How To Build Cultural Pillars For A Successful Hybrid Workforce. Human Resources Director (HRD). Retrieved from: https://www.hcamag.com/au/specialisation/employment-law/how-to-build-cultural-pillars-for-a-successful-hybrid-workforce/411581

[8] Cooks-Campbell, A. (2022). The New Hybrid Culture You Need And How To Build It. BetterUp. Retrieved from: https://www.betterup.com/blog/hybrid-culture

[9] Kim, P. (2022). Why Great Culture Is Essential For A Hybrid Workplace. Wrike. Retrieved from: https://www.wrike.com/blog/great-culture-essential-for-hybrid-workplace/

Congratulations Marcel Lafontaine, Psp's 2022 Building Trust Award Winner

Fri, 30 Sep 2022 11:32:06 GMT

By Emily Harris

Today, we wanted to congratulate Marcel Lafontaine who during Public Sector People’s recent End of Financial Year celebrations, walked away with two awards; the Top Biller Award and the Building Trust award. The Top Biller award is fairly self-explanatory; it’s the award given to the consultant who has made the most sales for the business (which in itself is an amazing achievement). However, the Building Trust award is decided on by the PSP leadership team and is awarded based on the recipient’s ability to live out Public Sector People’s overarching vision and values.

Since joining the business a little over a year ago, Marcel has been a force to be reckoned with. Not only has he helped PSP’s search & selection team grow from strength to strength and achieved repeat business from a number of established clients in that relatively short time, but in everything he does he demonstrates a level of care and focus – whether that be in helping a local council find the best fit for their team or helping a newer colleague learn the ropes at PSP. It’s this commitment to doing the right thing by others, that made him the perfect candidate for PSP’s Building Trust award for 2022.

We caught up with Marcel to learn what winning these awards mean to Marcel, and his goals at PSP moving forward. Read his answers below:

Congratulations on being the PSP Building Trust and Top Biller Award winner for 2022! What does winning these awards mean to you?

Winning this award really does mean a lot when I consider and reflect on the team that works across PSP. To be recognised in front of the broader business for more than the financial results at the end of the year, I really have to pinch myself. It’s right up there with one of my proudest professional achievements.

This last Financial Year (F2021 – 2022) posed some challenges – what were your goals coming into this financial year and how did you keep on track with these goals despite the challenges?

Coming into 2021/2022, I was a new face in the organisation, so I was really focused on doing the right things by my clients, candidates and colleagues on a consistent basis. My goals were to learn, connect and try and get the most out of every day. Recruitment moves quickly and the days can disappear, so keeping myself accountable for what I was looking to achieve on a daily basis was the key to staying on track.

The key mission for PSP is to ensure we’re doing the right thing by our clients, candidates and colleagues -it’s also a key criterion for the Building Trust award. What do you think is the most important thing you can do as a recruiter to live out this mission?

I think the most important thing you can do as a recruiter is identify where you can offer value for each of the 3 stakeholder groups (clients, candidates, and colleagues). For clients, think about what you are offering in terms of market information, advisory on recruitment process,feedback on organisation reputation etc. Candidates can get so much from a recruiter IF they are getting genuine value for the future of their career- understand the relationship from their perspective, give genuine advice, go and get them information and most importantly, connect and be a human being. Internally, we get so much more satisfaction on a daily basis by sharing knowledge, offering support and celebrating success.

What’s your favourite part about working within recruitment?

I’m an extrovert and a people pleaser (it’s just who I am!). Recruitment covers my natural traits and tendencies in spades. My favourite part is being able to assist clients in solving resourcing issues and hiring excellent people. On the flip side, I get genuine satisfaction from giving someone the good news that they’ve been successful in an opportunity they REALLY wanted or after they’ve been there for a year and thank me for the role I played in their career.

On the flipside, recruitment is a very changeable industry; while there are many highs there can be moments of frustration when variables change last minute. Do you have any coping mechanisms that help you when you feel discouraged?

The coping mechanism that 99% of successful recruiters have is resilience. It’s talked about a lot and ultimately takes time to learn. Looking back and reflecting on where something has gone wrong will only make you better and able to deal with it differently next time.

The Australian job market is busier than ever right now! What opportunities does this pose for recruiters and how do you aim to utilise these moving forward?

The job market is certainly buoyant at the moment, but we can’t expect it to be this way forever. Although it presents an immediate opportunity, I aim at providing a consistent level of value and service to clients and candidates which will result in a longer-term relationship when the unemployment figures shift.

What does career success look like to you?

Career success to me is simple. I love what I do- If I continue to love what I do, I`ll have success and ultimately be happier in my personal life.

Tom (PSP’s Managing Director) said something to me that resonated with me this year, and that was as soon as you REALLY treat recruitment as a career, it changes the way you look at success.

What motivates you to work hard – and what do you think helps to motivate your colleagues?

There are two parts to my own motivation for working hard. The first being the people I’m surrounded by daily within my own organisation. As a group, everyone brings a high level of drive to be successful which is contagious. If everyone shares that same level of motivation, it becomes extremely difficult to not show up with your best effort.

The second part is my family. I’ve just started to share that my wife and I are expecting our first child in December!

What do you like to do outside of work to switch off?

I have to put my hand up and say that this is something I’m working on. I’ve previously enjoyed playing ice hockey (competing is hard!) and doing crossfit (it’s a not cult!) but have put them both aside recently. Golf is something that I’ve always been interested in playing more- maybe that will be part of the solution.

Living so close to the beach, my wife and I spend most Saturday and Sunday mornings walking from Aspendale to Mordialloc and having breakfast at a local café. Being near the water instantly helps to switch off.

Looking forward, what are your goals heading into the new financial year?

My goals for the new financial year are to be better than the previous year. Not just from a financial perspective, but from a broader professional point of view. I`d like to refine my own process, assist others in their own career development, and become an advocate for Government talent attraction across Victoria.

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To find out more about the current opportunities Marcel is working on, particularly in relation to senior/management roles within the public sector, you can contact him at:
marcel@publicsectorpeople.com.au
0423 668 753

Benefits Of Working Remotely In Australia – For Regional And Metropolitan Councils

Fri, 30 Sep 2022 10:33:07 GMT

By Emily Harris

Local councils have embraced working remotely in Australia.

And with this, candidates can apply for jobs at any local council, no matter where they live in Australia.

In this article, we’ll examine why (and how) local councils offering remote work will positively affect candidates and the local councils employing them.

First, why do local councils see working remotely as a positive way forward?

Why Are Local Councils Going Remote?

Since the beginning of COVID-19, businesses have had to adapt rapidly, and are still adapting.

But as a result, it’s a common belief that many Australian jobs should offer remote work.

Now, in 2022, 41% of the Australian workforce regularly works from home .

Having seen the benefits, local councils have realised that letting employees work remotely across Australia addresses the following concerns:

It’s an opportunity to develop new pathways for the future
It increases the chances of local councils being able to recruit and retain an experienced and skilled workforce
Going remote means they can operate under a purpose-led management style instead of a task-based management style
Agility is essential to local councils
Regional councils find it harder to attract younger graduates , creating an imbalance of genres, backgrounds and influences from which any organisation can benefit.

Let’s look at the benefits of working remotely in Australia for candidates.

Benefits Of Working Remote: Candidates/employees

LLocation Is No Longer A Restriction

When Applying For Council Jobs, You’re Not Limited To Only Applying In Your Local Area.

And, You’re Not Obliged To Relocate For A Job Opportunity.

More Options, Projects, Influences And Resources

Applying To Other Regional Or Metropolitan Councils Means You Can:

Pursue Job Opportunities Working On Projects You’re Passionate About

Find Opportunities Where Your Skill Sets Flourish

Work With A Variety Of Stakeholders, And Collaborate Across Different Departments.

Learning And Development

Even Without A Remote Working Policy, Working For A Local Council Is Appealing Because Of The Access To Mentoring, Study Assistance And Reward And Recognition Programs.

They Offer Cross-training And Skill Set Development, And The Style Of Projects Will Vary From Council To Council. For Example, Regional Councils Could Offer More Agriculture Projects Than City Councils.

Reduced Commuting

Working From Home Eliminates The Need To Commute, Which Means More Time With The Family — More Time To Focus On Things Outside Your Job.

It Will Also Lessen Your Carbon Footprint.

Flexibility Around Other Life Commitments

And It’s Not Just More Time At Home.

Working From Home Means You’re More Likely To Be Able To Do Things Like Attend Your Kid’s School Function Or Meet A Friend For Lunch.

All Of Which Increase Happiness And General Well-being.

Working From Home Saves You An Average Of $10,000 Per Year

When You Add Up The Fuel And General Commuting Costs, Food And Entertainment, Most Australian Workers Save An Average Of $10,000 Per Year.

The Average Savings Increase Is 15.5%.

You’re More Active

It Could Be As Simple As Using The Time You Typically Commute To Do A Workout Instead.

For Some, It’s Taking The Dog For A Walk During Your Lunch Break.

And For Others, It’s Clocking Off At 5 Pm And Kicking A Ball With Your Kids Before The Sun Goes Down.

Whatever It Looks Like For You, Working From Home Helps Keep You Active.

Opportunities For Workers With Disabilities

Without The Need To Commute, Those With A Disability Can Have More Access To Local Council Jobs.

And Those Councils Will Benefit From Employing A Variety Of People With Skills They Would Not Usually Have To Access.

Sea Change Potential

It Used To Be That If You Wanted A Sea Change, You’d Be Giving Up Your Job.

Now, Working Remotely In Australia For A Local Council Means You Can Move Around Without The Fear Of Having To Give Up A Job You Love.

Councils Are Renowned For Job Stability

Councils Are Traditionally Seen As A Long-term Employment Option. They Offer More Job Stability And Career Pathways.

Going Remote Means Local Councils Won’t Risk Losing Highly Skilled Individuals To Other Businesses.

But The Benefits Of Remote Working Aren’t Exclusive To Candidates Or Employees.

Local Councils [or Any Employer] Have A Lot To Gain.

Our Brisbane Base Is Growing - Watch This Space!

Wed, 28 Sep 2022 10:49:05 GMT

By Emily Harris

Our Public Sector Queensland division are prepping for a busy September, as the Brisbane office welcomes 3 new associate consultants to join the existing team! The timing couldn’t be better as our Queensland division try and meet the growing demands off the back of our involvement with the Queensland Government’s Temporary and Contracted Workers Preferred Supplier Panel.

As part of Queensland State Government temporary and contractor workers panel, Public Sector People have been provided with the opportunity to engage with all services and organisations within the Queensland Government umbrella and help support their resourcing needs.

The Temporary and Contracted Workers Preferred Supplier Panel covers the engagement of temporary and contracted workers in the following categories:

Administration
Community
ICT
Infrastructure, Construction and Maintenance
Scientific and Technical

This aligns perfectly with Public Sector People, who not only recruit for the Built Environment Industry (focusing on Construction and Engineering like our sister company Design & Build) but over the years have expanded the industries we work in to include ICT, Professional and Business Support, Finance and Planning and Environment. Being a specialist recruitment agency that focuses solely on serving the Australian public sector, our consultants have been able to build a database of 650,000 candidates across these particular industries, all with previous public sector and government experience. This database also attracts 2,500 new applicants every week.

Having this database on hand is a great asset when recruiting specifically for contract and temporary workers, as it allows our consultants to easily search, identify and secure relevant candidates who have the necessary government experience at short notice. Furthermore 30% of our total database are candidates actively seeking contract roles, again making identifying eligible candidates to clients as part of the Temporary and Contracted Workers Preferred Supplier Panel, an efficient and effective process.

In addition to our extensive and specialised database, we have a team of consultants who are industry experts and have extensive experience recruiting within the public sector. On top of having a unique understanding of government requirements, each consultant specialises in their own industry vertical (whether that be Finance, Business Support or PM and Civil Engineering) for contingent and temporary roles. As a result, each consultant is highly knowledgeable in their industry area for any role type.

Another unique offering Public Sector People provide is our aftercare service. Along with our comprehensive Work Health & Safety Policy, our aftercare program is monitored on a weekly basis. Staff are categorized into 3 different risk levels, low, moderate and high. The risk level determines the aftercare frequency and requirements. All aftercare is logged on our internal database and reported on a weekly basis. This system allows us to flag concerns and take the appropriate course of action. It is also a vital part of our aftercare process to check in on our clients to ensure they are happy with the worker we have placed. Regular check ins with the client allows us to remain one step ahead, manage any quality issues and ensure we are constantly improving on our service delivery. This process along with the unique database and experienced consultants we have on board, ensure we can maintain a strong relationship with all the clients we engage with via the Temporary and Contracted Workers Preferred Supplier Panel and our networking efforts – both in the short and long term.

Contact Us

To learn more about the services we offer in Queensland or to get in contact with us either to help with your own organisation’s recruiting needs or the current opportunities we’re working on, feel free to contact our Queensland State manager Paul Johansen. With over 10 years recruitment experience in both Australia and the UK, Paul’s appointment as State Manager has helped Public Sector People as part of Design & Build Recruitment Unit Trust PTY LTD capitalise on the great opportunities happening across the Queensland public sector.

Reach out to Paul at:

Email: pjohanson@publicsectorpeople.com.au

Phone: 0401 857 515

Automation And The Future Of Administrative And Business Support Roles Within The Public Sector

Mon, 26 Sep 2022 10:42:35 GMT

By Emily Harris

Advancements in automation and artificial intelligence (AI) are drastically reshaping the job market by enabling machine and SMART technology to perform key functions within the workplace- particularly within administrative and business support roles. Such advancements include enabling organisations to offer digital self-service to clients, gathering and analysing key business data and preparing company documents and contracts. We've already seen these transitions occur across the public sector over the last two years when many services had to be shifted online due to the pandemic and resulting lockdowns.

While automation can make particular tasks more efficient, what impact do these advancements have on the employees originally responsible for performing these tasks? In this blog, Public Sector People explore the emerging trends in AI and the opportunity they create for government agencies and employees alike, especially those within the professional and administrative space.

What Is Artificial Intelligence (ai)?

When hearing the term artificial intelligence, you’d be forgiven for envisioning hi-tech robots like something out of the terminator, but what exactly does it mean and how does it apply to the job market?

The term was originally coined in the 1950s when the US Department of Defence began training computers to mimic basic human reasoning and refers to the ability of a digital computer or computer-controlled robot to perform tasks commonly associated with intelligent beings. Over the last decade, the concept has gained popularity as advancements in technology have allowed computers to automate manual processes and develop formal reasoning which can complement and augment human abilities.

Most AI examples that you hear about today – from self-driving cars to virtual assistants and chatbots like Apple’s Siri – rely heavily on deep learning and natural language processing. These computers can also be ‘trained’ or ‘wired’ to perform certain tasks by processing and filtering through large amounts of data, to identify particular patterns. The potential of AI technology is significant and far-reaching. In healthcare, AI applications are providing personalised medicine and x-ray readings. Patients can also access ‘virtual’ personal health care assistants who remind them to take their pills, exercise or eat healthier. In regards to cyber security (across the private and public sector) AI is being used to help identify which transactions are likely to be fraudulent and warn against potential scams, as well as automate manually intense data management tasks. And finally, services across the public sector (the myGov app is a great example of this) have utilised AI capabilities to offer personalised recommendations and discuss relevant options for customers enquiring about government services (booking vaccines, applying for funding etc).

However, while the developments in AI technology provide great advantages it also changes the current ways of working; if a computer can be trained to process data management tasks or interact and serve customers, what happens to the people that originally performed these functions? Do their roles become obsolete?

The Impact Of Ai On Administration And Professional Services

One of the first groups of people to be impacted by and utilise AI were those in administration and coordination roles. Often referred to as the backbone of a business, a team’s business support, coordination and administration personnel are responsible for keeping business operations on track and are often in charge of managing and processing key company data, depending on what department they work in; marketing, finance or HR for example.

However, their involvement in sorting and organising business data has made them a prime candidate for AI technology. Tasks like data entry, the drawing up of key documents and contracts and even candidate screening in recruitment processes, can now be performed through machine learning and automated tools. Furthermore, the creation of online help services and chatbots - software applications that can simulate and process human conversation – means computers can now deal with basic staff and customer enquiries. All of these previously manual tasks were often time-consuming, repetitive and occasionally prone to human error. But while AI technology ensures these functions are done more efficiently and can delve deeper into data patterns, does its potential eradicate the need for human staff; particularly in front-of-house or administrative roles?

A recent study conducted by PwC analysed over 200,000 jobs in 29 different countries to explore the economic benefits and potential challenges posed by automation and the uptake of AI. In summary, their research found that by the mid-2030s, 30% of jobs would be at risk of potential automation (replaced by machines). They then specified that the industry’s most at risk would initially be those that have an element of ‘process’ to them; tasks that can be written down and sequenced and don’t rely heavily on social interaction. AI’s current capability allows computers to overtake humans in simple computational and information processing tasks. However, technological advances mean that in the future machines could be used for more complex tasks - for example autonomous, contactless driverless vehicles which could then see drastic changes in the transport industry.

What does need to be considered, however, is that while some current tasks are being displaced by machines, technology advancements will also create new opportunities for workers. In a 2019 Harvey Nash/KPMG CIO survey that asked 3,600 IT leaders around the world their thoughts on AI’s impact on the future of work, the typical response was that up to 10% of their workforce would be replaced by technology over the next 5 years. HOWEVER, 69% of respondents also said that new jobs will appear to compensate for these losses.

With every wave of technology- from the automatic weaving looms of the industrial revolution to the computers of today, jobs are re-imagined or created to adapt to our new way of working. Twenty or thirty years ago, working as a social media marketer didn’t exist as a profession whereas today it’s one of the most commonly searched job titles on Seek. Yesterday’s secretaries are today’s database administrators. Yesterday’s milkmen are today’s Uber Drivers.

A Global consulting firm, McKinsey & Company also predicts that in addition to new technology creating new roles, roles will also be recreated from the general boost to productivity, incomes and wealth that AI technology will bring. As these additional incomes are spent, this will generate additional demand for labour and new jobs, as such technologies have done throughout history.

The Opportunities Ai Can Present To Office Workers

McKinsey & Company also predict that within 60% of jobs, 30% of the tasks conducted by people could be automated. This indicates that the way we work will shift, no matter the industry or the occupation. But shifting or transitioning doesn’t have to be a negative thing. Partner at MGI, Susan Lund tells the story of the introduction of ATM machines to elaborate on this point. Back in the 1980s, bank tellers spent a large portion of their time collecting cash from customers to deposit into accounts or handing out cash, however the introduction of ATM machines automated these tasks. Rather than causing a decline in the number of bank tellers, the introduction of ATMs caused an increase in tellers. This was primarily because ATMs made bank branches a lot less expensive to operate. This caused a surge in bank branches across the country which required more tellers, even though there were few bank tellers in each branch.

What this example highlights, is that while automation will replace particular tasks, the opportunities it presents to both employees and organisations are just as significant. The public sector in particular has embraced technology in recent years, embarking on their own digital transformation with many departments looking into AI technology and how it can be used to benefit both employees and improve the overall services provided to the general public.

However, when integrating AI technology into business processes it's important to also look at the activities that machines are less capable of; particularly those that require more cognitive functions, problem-solving and social interaction- like managing taskforces/teams or dealing with customers.

This will also mean that the skills and capabilities required for these roles will shift from what was traditionally needed; particularly in terms of soft skills (emotional intelligence, creativity, communication, and problem solving). What this means for individuals is that a greater focus will have to be placed on their own career development and learning; especially if they are in roles that are already using or most likely to use automation for key tasks. Now is the time to prepare for a rapidly evolving future; for staff to start doing their own research on the new skills that will be required/in demand within their industry over the next few years. It’s recommended to ask work colleagues or mentors for their advice and enquire about the potential career opportunities/development plans they have in place for their staff. There will always be a demand for human labour, but professionals everywhere will need to rethink the traditional notions of where they work, how they work and what talents and capabilities they bring to that work.

On the flip side, a greater responsibility will now fall on government organisations to focus on providing job retraining (especially as they leave legacy systems behind) and enable individuals to learn marketable new skills throughout their careers. In particular, mid-career training will become more important as the skill mix needed for successful career changes. Being able to offer employees on-the-job training- especially in how to work and utilise new technology- and providing regular opportunities for workers to upgrade their skills will be essential for an organisation’s overall productivity.

Ultimately, while automation will significantly impact the majority of occupations, it will enhance many roles and make some of the most tedious and time-consuming tasks more efficient and effective. Rather, the public sector as a whole will need to learn how to work alongside these new technologies and learn how they can be utilised to help local councils and government agencies serve their local communities as best they can.

How Contract Workers Can Help Public Sector Workloads In The New Financial Year

Wed, 21 Sep 2022 11:44:57 GMT

By Emily Harris

The pandemic’s impact on workloads over the last two years has varied significantly depending on both the individual and the different industries they worked in. During the height of the pandemic, numerous individuals and particular industries like hospitality and tourism suffered greatly, with many individuals’ workloads being reduced significantly. However, workloads for those within industries like health and critical infrastructure almost doubled, as Australia worked through the COVID-19 crisis. One industry, in particular, that was put under extensive pressure was Australia’s public sector which was at the forefront of navigating and rolling out the country’s recovery efforts. From the onset of the COVID-19 pandemic crisis in early 2020, Australian Public Service organisations had to adapt within a short timeframe to a new operating environment (with so many employees forced to at least temporarily work remotely) and position themselves to handle a surge in demand for government services – from the vaccine roll out to providing Centrelink and other financial aid for individuals and small businesses.

According to the Australian Public Service Commission, during the height of COVID-19 in 2020, APS employees took fewer breaks from work than usual and unscheduled absences were 25% lower per employee compared with the previous year [1] (Nuance Communications, 2022). However, while many industries are beginning to return to similar workloads prior to COVID-19, the pressure for public sector employees - and particularly government agencies - isn’t getting any lighter. Many organisations are still managing the effects of the pandemic while tackling the unique challenges faced by the public sector; tightened budgets, limited resources and a growing demand from the general public. In fact, in a recent survey of professionals within the public sector conducted by the computer software technology company Nuance Communications, more than half of the respondents reported to have taken on additional responsibilities since the pandemic to help support their organisation, and 92% of these respondents still had these additional responsibilities under their belts two years on, which increased their overall workload (2022). Furthermore, nearly three-quarters of respondents reported experiencing work-related stress – especially over the last two years.

There’s no doubt that the Public Sector shows no signs of slowing down, as indicated by the federal budget delivered in March this year. The majority of initiatives outlined, like the Government’s $120 billion 10-year infrastructure investment pipeline and the $2 billion Regional Accelerator Program that promises to create jobs across Regional Australia, will require significant involvement from state government and local councils [2] (Australian Government, 2022). Furthermore, the public sector overall is currently in the midst of a digital transformation where organisations are in the process of transitioning many key services to an online environment, upgrading back-office systems to make organisations more agile and upgrading their cyber security and cloud software [3] (Brockhoff, 2022). However, with these recent reports of overworked and stressed employees, public sector organisations will need to think carefully about how they can maintain productivity levels. In order to maintain their talent, both state and local government agencies will need to consider how they can better support their employees in their day-to-day roles, ensure workloads are manageable and reduce the risk of burnout.

Luckily, the start of a new financial year poses a unique opportunity for many public sector organisations. Traditionally the end of June/start of July is when organisations reassess their priorities and goals for the next fiscal year (2022 -2023), prioritise what projects need to be delivered for the year ahead and allocate the budgets for these projects [4] (Johnson, 2021). If your organisation finds that you have leftover funds from the previous financial year or have been provided with a bigger budget for an allocated project, this could be the perfect time to relieve the workloads of fellow team members and hire additional staff.

Alternately, for those that don’t have a big budget to play with in the new financial year, yet a number of tight project deadlines to be delivered in 2022/23, a compromise could be looking into employing a number of contract workers:

The benefits of hiring independent contractors

Temporary and contract work provides numerous benefits to both the organisation and the individual contractor. In light of the turmoil and rapid rate of change across the workforce over the last few years, many organisations’ original hiring forecasts were derailed. In periods of uncertainty, being able to hire contractors rather than permanent employees can be a great solution for organisations looking for an agile way of managing headcounts and budgets. Consequently, while organisations continue to manage the constantly changing COVID-19 position and resources on a tight budget, contract roles are a viable option.

Contract workers also bring with them a very diverse and varied skill set, as they’ve had experience working across multiple organisations and systems. Their varied experience indicates that they’re equipped to identify and resolve a greater range of issues and have developed an outside-in approach to problem-solving. This can be advantageous to an organisation, as a fresh pair of eyes can observe ways to make frameworks and systems more efficient. A contract worker - especially in a specific or specialist area – brings particular expertise that is difficult to find and not necessarily required on a daily basis. This means they can fill any knowledge gaps a team might have while offering greater flexibility as the organisation doesn’t have to commit to a contractor long-term and can release them at short notice without financial penalty.

How to attract & appeal to contractors

The challenge for organisations and companies looking for contract and casual workers moving forward is to gain traction in the marketplace as demand in the contract space grows. Differences in the needs and wants of temporary workers vs. permanent workers are subtle but still distinctive. Consequently, it’s important that organisations are aware of these needs and know how to meet them in order to effectively appeal to and attract the desired market. Because as in any form of recruitment, the aim is never just to fill a role but to fill it with the right person.

According to Linkedin data the key factors contractors value when considering a job are similar to that of a permanent worker; strong compensation and benefits options, a good work-life balance and positive workplace culture. In a recent Linkedin survey that spoke to U.S contractors, 64% of respondents voted for strong compensation, 59% voted for work-life balance and 44% voted for workplace culture. A Harvard Business Review Talent Trends survey found similar results, claiming that contractors were more invested in salary than full-time workers and rated company culture and learning new skills within a role, highly. Consequently, for a contract role to appear more desirable to candidates, it’s recommended that organisations ensure they can meet these requirements; do they offer flexible working options to their contract workers? Can they offer competitive rates? Will contractors be entitled to professional development resources or networking opportunities with the wider organisation?

According to Linkedin’s data, contractors are also more engaged on Linkedin than the average worker; they are 1.6 times more likely to respond to InMails and 1.8 times more likely to engage with content. This makes sense as contractors need to keep a regular eye on the job market so they’re ready to pounce on their next gig. For an organisation, this insight suggests that putting a bigger focus on Linkedin as opposed to other platforms could be beneficial in reaching a bigger pool of candidates. Linkedin also suggests that if an organisation is trying to demonstrate thought leadership, their data has shown contractors engage the most with topics revolving around career growth, self-improvement, employee engagement and social media marketing.

Finally, if organisations have specific recruitment needs in regards to their contract work, it can be beneficial to reach out to a recruitment organisation that specialises within your particular industry or deals with contract roles. For example, because Public Sector People focuses solely on recruiting within the public sector, a significant portion of contract roles we work on are contract roles. This focus has ensured our consultants have built strong relationships with a number of candidates and are well versed in what will and won’t draw talent to a contract role.

If you’re looking to fill a particular contract position in the new financial year or advice on whether contracting would work for your organisation, don’t hesitate in reaching out to our specialised consultants.

You can reach us at:

Email: info@publicsectorpeople.com.au

Phone: (03) 8535 3111

[1] Nuance Communications. (2022). Report: Public Sector Strategies For 2022. Nuance Communications. Retrieved from: https://www.nuance.com/content/dam/nuance/en_au/collateral/dragon/brochure/dr-hc-nuance-dragon-survey-gov-en-au.pdf

[2] Australian Government. (2022). Budget 2022-23. Australian Government. Retrieved from: https://budget.gov.au/

[3] Brockhoff, A. (2022). These Are The Challenges Hindering A Digital Shift In Australia’s Public Sector. BusyContinent. Retrieved from: https://busycontinent.com/new-study-reveals-digital-shift-challenges-in-australias-public-sector/

[4] Johnson, C. (2021). Public Sector Winners In Big Spending Budget. The Mandarin. Retrieved from: https://www.themandarin.com.au/156464-public-sector-winners-in-big-spending-budget/

Introducing Psp's Nsw State Manager: Alex Scott!

Mon, 19 Sep 2022 11:51:16 GMT

By Emily Harris

Public Sector People are excited to announce a new appointment to our growing Public Sector People team- the appointment of our NSW State Manager, Alex Scott! While Alex is not entirely new to the organisation (he's worked for partner company Design & Build for 10 years!) he's decided to make the transition from private to public sector recruitment and will be focused on developing the PSP brand in NSW.

While Public Sector People has long serviced the NSW market across Local and State Government, having an experienced and dedicated leader like Alex at the helm, will allow us to further capitalise on the great opportunities within New South Wales, help to cement our vision of being the most trusted recruitment agency in Australia and grow our brand across Australia's East Coast.

We caught up with Alex this week, to learn more about Alex's move to Public Sector People, his new role and his goals for the Sydney PSP branch moving forward. Read his answers below:

Congratulations on your new role with PSP Alex! You’ve come on board as our NSW State Manager. Can you tell us a little bit more about the role and the key things you’ll be working on?

Thanks, the focus of the role is to help build on the great work the PSP guys have done in Sydney and continue to establish the brand across public sector recruitment in NSW. We’ll do this by having a bought-in team who all individually share the same values as the company does; building trust.

You’ve actually worked at our partner company, Design & Build for over 10 years. What made you make the switch to working within the Public Sector space?

When I first joined, Matt Larner (PSP Associate Director) was always one of the high performers and seeing the work both he and Tom Dumper (PSP Managing Director) have put in over the years, especially since Public Sector People became a separate entity, has been really impressive to watch. I think there are some great opportunities within the Public Sector space, so I wanted to get more involved with this. I've also recruited Engineers into Government projects for 10+ years individually and desk wise it’s a seamless move. Also, the values that underpin Public Sector People and Design & Build are the same, so from a personal perspective it doesn’t feel like a big move, I'm still working within the same company just taking a different step forwards. In terms of the business plan, I went through with Tom and the training program the guys at PSP go through with Matt and Leanne (PSP's Learning & Development Manager), I was really impressed and think there is a great opportunity for both experienced and associate recruitment consultants within PSP so it’s a great time to join!!

You have extensive recruitment experience in engineering roles and therefore have worked very closely with a lot of councils and public sector organisations – how do you think this experience will help you in your new role?

I think it will help me considerably! I will be focusing on Senior to Executive roles on a retained search basis and the process doesn’t change whether I'm recruiting for these roles within D&B or PSP. Added to that, a lot of candidates and clients I know have made the jump from the private sector to the public sector - be that at Councils or at State Government level - so for me I don’t see a difference in what I need to do day-to-day.

This is an exciting role for Public Sector People as it’s establishing our first State Manager in NSW. When recruiting within a new market or location, what do you think is most important when reaching out to new clients and candidates?

Communication; being able to get out there and tell people who we are and what we do. What’s important is that it doesn’t matter who from PSP calls or goes to a meeting, but our overall message must be consistent, and our values (honest communication, focus, feedback and care) must shine through.

What do you find unique about working with clients and candidates within government agencies/local council?

There’s more of a process to follow but that’s a positive as it should mean there are no hidden surprises! Government agencies are also more driven by outcomes than costs or fluctuations in the market. Again, the basics of recruitment don’t change as we’re dealing with people at the end of the day. Every person is an individual - be that a client or a candidate - so it is important you take your time to get to know what outcomes they are looking for so you can deliver and build trust with them.

Why do you think it’s such an exciting time for job opportunities in NSW at the moment – especially within the Public Sector?

Government jobs always offer stability and tend to offer greater degrees of flexibility and care for their employees when compared with the private sector. Given the past 2+ years and all that has happened and how busy the market is now, being able to offer your candidates greater flexibility and work-life balance is critical and always comes back to the top of the list in terms of what candidates want. So, I think there has never been a better time to work in the public sector!

What are your key goals moving forward both in your new role and for the PSP Sydney office?

For the PSP Sydney PSP office, we want to achieve sustainable growth and we also want to incorporate our learning and development scheme into this growth, so that we can be a one-stop-shop for all government recruitment. The nature of recruitment means your goals are always moving and growing so for me what is most important is having a motivated and engaged team that knows what they are doing and why they are doing it. This then motivates them to achieve their individual goals which feed in turn feeds into the broader team's goals.

When you’re not at work where are we most likely to find you?

Walking my dog, shanking it on the golf course or a pub!

What does prioritising people mean to you?

Literally what it says, when working in recruitment it is all about people. We don’t have a product or a physical service to provide we are there to create opportunities for people. If you don’t put people at the heart of your service, you won’t be successful. You can only achieve the right outcome if you have done right by all people involved along the way.

Interested in finding out more about Alex's new position and the opportunities he'll be working on in the NSW space? He can be contacted on:

Email: ascott@publicsectorpeople.com.au

Phone: 0424 150 589

A Big Welcome To Paul Johanson, Our New Qld State Manager!

Thu, 15 Sep 2022 12:01:53 GMT

By Emily Harris

Public Sector People are very excited to welcome Paul Johanson to the team, who will be joining PSP as our Queensland State Manager! While we have always operated within the QLD job market, acquiring an experienced and dedicated leader like Paul was the next logical step in helping Public Sector People to capitalise on the great opportunities happening in Queensland currently and in the future (especially with the Brisbane Olympics incoming!). It will also help to further cement our vision of becoming Australia's most trusted recruitment agency.

Read below to learn more about Paul, his new role at Public Sector People and his goals for the Brisbane office moving forward:

Welcome to Public Sector People Paul! You’ve come on board as our Queensland State Manager. Can you tell us a little bit more about the role and the key things you’ll be working on?

Super excited to be on board! I will be looking after anything and everything within government in QLD. Working closely with local councils, State Government departments and Government owned corporations.

It’s an exciting time, we are looking to grow a team of passionate consultants focusing on recruiting the best talent for Queensland’s public sector.

What was it about the company and the role that made you want to work for Public Sector People?

From my first interaction with Public Sector People they shared really honest and realistic values. Everyone involved in the recruitment process shared the same enthusiasm for the company, which I found a powerful message.

PSP have a strong and exciting plan to grow the business, with a huge emphasis on establishing thorough training programs and creating trust, being at the forefront of everything they do.

This is an exciting role for Public Sector People as it’s establishing our first State Manager in QLD. When recruiting within a new market or location, what do you think is most important when reaching out to new clients and candidates?

Its all about establishing our brand and forming relationships based on a foundation of trust. We want to share and display our values in everything we do. This means providing a strong and reliable service to both our clients and candidates and to be someone they can turn to for all of their recruitment needs.

What do you enjoy most about recruiting within the public sector, and what do you find unique about working with clients and candidates within government agencies/local council?

The sheer scale and power of Government. The public sector allows you to get involved in a huge variety of opportunities and some really exciting up-and-coming projects.

I also enjoy being able to establish long lasting relationships with clients and candidates who are drawn to the industry. The longer you work in the industry, the more you come across people who you have met in some capacity earlier in their career and it’s amazing to watch those candidates and clients develop and grow their careers.

Why do you think it’s such an exciting time for job opportunities in Queensland at the moment – especially within the Public Sector?

We are in such a unique time of growth that we are experiencing in the market right now. There are multiple exciting projects kicking off not only in SEQ but all over Queensland, along with the Olympics in years to come. I see QLD as being one of the strongest markets in Australia.

What are your key goals moving forward, both in your new role and for the PSP Brisbane office?

Establishing the PSP brand within QLD market
Attracting, nurturing and training a team of passionate and hardworking consultants.
Being a hands-on manager who can help build strong relationships with clients/candidates across QLD.

When you’re not at work where are we most likely to find you?

I’m an eager traveller! I love jet setting around the globe whenever I get the opportunity. I have recently returned from a trip to Europe, so I don’t think I will be going any where for a while now!

Outside of travelling I love spending time at the beach, socialising with friends over a beer or two or anything to do with sport….Go the broncos!

What’s the best piece of advice you’ve received? (Professional or personal)

You need to crack a few eggs to make an omelette...hang on I’m not sure that’s really advice?

More seriously, the best advice came from a previous manager of mine earlier in my career and it was to “have a go, back yourself. Trust your gut instincts. You need to fail in order to succeed”.

I know personally, I have failed many times whether it be in sport or in my professional career and stuck at it, learnt from mistakes and turned this into some of my greatest achievements.

Interested in finding out more about Paul's new position and the opportunities he'll be working on within Queensland? He can be contacted on:

Email: pjohanson@publicsectorpeople.com.au

Phone: 0401 857 515

Time Management Skills At Work In The Public Sector

Mon, 12 Sep 2022 11:25:11 GMT

By Emily Harris

Time management is a crucial skill for any human to master.

But when it comes to time management skills at work in the public sector, there are many moving parts. It’s easy for external stresses to create a time vacuum around your day.

And when we asked our LinkedIn network how they rated their time management skills at work, here’s what they said:

5% – not great
45% – there’s room for improvement
50% – are very competent with time management

That means 1 in 2 people working in the public sector can do with some help. So let’s unpack 15 tips that will help you cross more off your to-do list and achieve more every day.

15 Tips For Managing Your Time At Work In The Public Sector

Say “no”: If a task, conversation or anything else comes to your attention but doesn’t fit your point of focus, pass on it. Not rudely, of course.
Be selective with meetings: Before you book or accept another meeting, ask yourself (or the organiser) if this can be dealt with over email.
Maintain a single focus: Instead of multitasking , focus on one task at a time. A common misconception is that multitasking helps you achieve more. It doesn’t. It only floods your workflow and increases stress.
Set dedicated ‘work’ time in the diary: Block out time in your diary and your team’s diary — the same time every week — and enforce a ‘no meeting’ rule during that time slot.
Take deadlines seriously: Fluid deadlines teach you and your team that it’s ok not to meet a deadline. In turn, projects blow out, and less important tasks cause even more time wasting.
Set easy-to-reach goals: Unrealistic and unachievable goals make you feel overwhelmed and disappointed when you miss them. Before starting a task, think about the last time you did something similar and consider how long it actually took you to complete it.
Learn to delegate: Time can suffer because we believe delegating meagre tasks is somehow unfair to others, or it means we aren’t as capable as we think. But delegating can be the catalyst for project breakthroughs as less important activities do not bog you down.
Take frequent breaks:
More breaks mean more creativity, higher energy levels, and healthy mental well-being. At a minimum, take a full lunch break and encourage your team to do likewise. Try different break structures to see what works best for you. Go for a walk, read a book, or call your loved ones.
Use a to-do list: Write down your tasks and order them in terms of importance. Do the most important and simple tasks first or in the morning .
Shut off technology: Turn on the “do not disturb” mode on your phone, computer or other smart devices. Don’t check your email during this time. Feel free to set up an auto-reply or voicemail letting people know when you’ll be back online and will reply.
Keep a time record: During your day, keep a record of how long it takes you to complete each task. Then, at the end of the week, perform an audit of how you spent your days. You can then use this information to help with tip 6: set easy-to-reach goals.
Schedule downtime: Different to taking more breaks, this is dedicated time to relax and refresh your mind. A common time to do this is at the end of the day. It can involve anything from reading a book to a debrief of the day with your partner.
Use alarms and reminders: To ensure you don’t miss the start of meetings, or get caught up in mundane tasks, set alarms and reminders for yourself. This will protect your reputation and keep you on mission until the end of the day.
Set deadlines for your tasks: When you commit to finishing a task by a set time, you increase the probability of succeeding in your goal (remember to keep this realistic — as per tip 6).
Avoid time wasters: These can be people, tasks, habits etc. A great way to avoid time wasters is by implementing the 4 Ds :
1. Delete: does this really need to be done at all?
2. Delegate: can someone else do this task?
3. Defer: Can this task be pushed back?
4. Do: Is it important enough to do right now?

Would you like to know what impact these time management tips can have on your day? Read on.

The Difference Time Management Makes

How much can you gain by planning and following better time management practices? As it turns out, a lot:

Multitasking lowers productivity by up to 45%
Employees spend 80% of their day working on tasks with low impact
A 10-12 minute planning session each day saves two hours of your time
The average person is interrupted around 60 times each day
Most people spend 10 Minutes on a task before they’re interrupted. (Think about it, since you started reading this, how many times has something or someone drawn your attention away from the screen?)
Poor communication equals 280 hours of lost time every year
On average, professionals check their email every six minutes. After checking, it takes around 23 minutes to regain focus.

Imagine everything you and your team will achieve with the hours gained.

Is It Easier To Manage Your Time In The Private Or Public Sector?

While there is little research on this topic, one study from 2011 compared the state of time management between the private and public sectors.

Here is a summary of the discoveries:

Both private and public sectors struggled with time management
When managers are promoted and educated, time management becomes more important to them
Private sector managers are more careful about how they spend their time
Whether you work in the public or private sector, time management directly impacts your efficiency in your job.

Do you have thoughts on time management? Some ideas for best practices in public sector roles?

Maybe you know some time management tips not mentioned above and feel others would benefit from knowing them.

As you read at the beginning of this blog, in one of our infamous LinkedIn polls, we asked our network how they rated their time management skills.

While the poll is now closed, you are welcome to add your comments and tips and see what others are saying.

Click here to join the conversation on time management in public sector roles.

Welcome Clara, Our New Head Of Marketing

Mon, 12 Sep 2022 10:58:52 GMT

By Emily Harris

This week we welcomed Clara Braunger De Vasconcelos to both Public Sector People and Design & Build, who has joined the business as our new Head of Marketing. Clara has extensive experience in strategic marketing across a range of industries and has a unique understanding of the role e-commerce plays in growing an organisation's market share. Clara's knowledge and experience are a great asset to PSP and D&B's overall marketing efforts and will help cement our position as the most trusted agency in Australia. To find out more about Clara’s new role and her goals for the marketing team moving forward, read her answers below:

Welcome, Clara! What was it that attracted you to join Public Sector People?

I love the company values and culture- especially the emphasis they put on doing the right thing by everyone they interact with (colleagues, candidates, clients)! Although I’ve never worked in recruitment before, I am a big fan of the industry. My friends always ask for my help with job hunting, interview and CV preparation and I always love to help them.

Can you tell us a little bit more about your new role as Head of Marketing?

As Head of Marketing, my main objectives will be to develop the Marketing Strategy and the future growth of the Marketing team. There are many opportunities in terms of Marketing automation, database segmentation, new marketing channels and content and I am super excited to start my journey here.

We are currently working within a candidate-driven job market. From a marketing perspective, what opportunities and challenges does this present to recruitment companies moving forward?

I believe one of the key Marketing strategies will be around mapping our potential candidates’ journey and their professional needs. Once this picture is clear we can deliver highly relevant content to them and provide accurate and honest communication to them, which contributes to building a relationship based on trust.

What does building trust mean to you?

For me, building trust means showing people that you are genuine, especially when helping clients and candidates. For example, showing genuine care towards candidates means not only investing time into helping them find a job but also support them during the whole recruitment journey. That includes checking in once they’ve started a new role and seeing how they’re doing.

How do you think a recruitment organisation can effectively demonstrate trust – especially with their clients and candidates?

I think recruitment organisations can demonstrate trust on a daily basis through every piece of communication they produce and every interaction they have. Our communication needs to be consistent, frequent and focused on the needs of our stakeholders in order to effectively demonstrate trust.

Do you have any key goals for the D&B marketing team over the next year?

Develop and implement a winning Marketing strategy for both Design & Build and Public Sector People. This includes hopefully growing our own marketing team, as we develop our content and client and candidate database further and expand the business overall.

What’s one food item you can’t live without?

Brazilian cheese bread (Pão de queijo)- if you’ve never tried it, you’re missing out. It’s just amazing!

When you’re not at work, where can we expect to find you?

Usually at home cooking with my friends or at the park with my dog.

Congratulations To Psp's 2022 Consultant's Consultant Sarah Kettlewell

Wed, 07 Sep 2022 11:40:37 GMT

By Emily Harris

A big congratulations are in order for our Business Support and Professional Team Leader Sarah Kettlewell, who took home the Consultant's Consultant award for Public Sector People last Friday at PSP's End Of Financial Year awards. The Consultant's Consultant award is a very special award to receive as it is voted on by the entire PSP team and based on who they believe best lives out the Public Sector People mission of doing the right thing by their clients, their candidates and of course, their fellow colleagues.

While the competition this year was close, Sarah Kettlewell's work ethic, positive personality and amount of time she gives to her colleagues - especially new associates - made her PSP's Consultant's Consultant for 2022.

Read below to learn about what this achievement means to Sarah and her goals at PSP moving forward:

Congratulations on winning the PSP Consultant’s Consultant Award for 2022! This award is decided on based on votes from the PSP team. What does winning this award mean to you?

I think I speak on behalf of many in the business, but this is a super special award to win! It is a super special feeling to know that your colleagues and peers notice the work and contributions you provide!

A big factor of the Consultant’s Consultant award is the recipient’s ability to positively influence and support their team members. What do you think is the key to good teamwork and being able to motivate your colleagues?

I think teamwork is all about being open, honest, approachable & available. Some days are harder than others no matter what you do, but I think being a team player means being someone that your colleagues feel safe to lean on in their times of need, leading by example & celebrating team success big and small.

This last Financial Year (F2021 – 2022) has posed some challenges – what were your goals coming into this financial year and how did you keep on track with these goals despite the challenges?

Last year certainly had its challenges with so many of us in lockdown for extended periods of time. The uncertain and changeable nature of the pandemic not only made recruitment difficult at times, but also impacted a lot of people's mental health. Consequently, an important coping mechanism for me became making sure both myself and the people around me were in the right headspace and understanding that there will always be lows in recruitment when things don’t work out your way. Key goals over the last year became trying to take the positives out of the process, learn as much as I could, not letting the negatives affect me (for too long!) and being able to bounce back with a positive approach, as it’s not the end of the world!

What made you decide to pursue a career in recruitment?

In all honesty I fell into recruitment about 10 years ago, and I honestly think it has been the most successful fall I have ever had!

What’s been the biggest highlight for you over the last financial year?

Developing and learning who I am and who I can be as a leader within Public Sector People. The biggest highlight though is seeing the individual success of everyone in the PSP team. The drive, commitment, and dedication that they all show every day motivates and inspires me in turn.

"Sarah is the ultimate team player. She helps everyone in the team with questions, provides excellent advice, and puts the team before herself, being completely selfless with her time. PSP wouldn't be the same without her!"

For anyone considering a career in recruitment, what do you think are some valuable skills to learn and develop?

Resilience for sure! Recruitment can be full of highs and lows. A little like life, the highs are incredible however it is how you manage and persevere when things may not go your way that will define you!

The Australian job market is busier than ever right now! What opportunities does this pose for recruiters and how do you aim to utilise these moving forward?

Well, considering a big focus for Public Sector People over the next year is to grow the team, the busy job market is a great opportunity for us to secure more aspiring and experienced consultants to join the team! There are a number of job opportunities available across all industries at the moment, so I think from our perspective when looking for new people to join PSP, it's about focusing on promoting and living out our value and mission; becoming Australia's most trusted agency and ensuring we are doing the right thing by our clients, our candidates and especially our fellow colleagues.

What does career success look like to you?

I define career success as everyone around me being happy & successful and that they are smashing their goals & targets - because this means I have done my job as a leader!

What do you like to do outside of work to switch off?

I like to keep fit with boxing, spending time with my friends, getting out in nature with my bestie (my dog) & I am also currently on the hunt for Melbourne’s best Vanilla Slice, so recommendations are welcome.

Looking forward, what are your goals heading into the new financial year?

I truly believe we have a great team of people here at Public Sector People, who are all destined for great things. Therefore, my goal is to become a better leader for my team & PSP overall by supporting, motivating, leading and driving success for each individual.

To find out more about the current opportunities Sarah is working on, especially within the communications , governance and policy space, you can contact her at:

sarah @publicsectorpeople.com.au

0481 746 030

Building A Return To Work Program For New Parents

Mon, 08 Aug 2022 12:30:11 GMT

By Emily Harris

Last week, we explored the steps individuals can take when returning to work within the public sector after parental leave. But what about their employers? What processes and structures can government agencies and local councils take to ensure as smooth a transition as possible for employees returning to work after an extended break and especially for new parents? Today, we break down the key steps to a successful ‘returner’ program:

What Is A Returner Program?

Supported returner programs provide support for individuals wishing to re-enter the workforce after an extended career break – typically two years or more. The programs are paid and often follow a structured process where the ultimate goal is to re-integrate the individual employee back into the workforce through expanding their professional networks and bridging any skill gaps through training and mentorships. So, who are considered ‘returners’? There are several situations that lead individuals to take an extended career break; dealing with an illness, caring for a family member, starting their own family, undertaking study etc. However, within this blog, the focus will be on those who are returning to work after parental leave, especially new mothers.

Interestingly, the need for returner programs could become more popular than ever for the public sector as we emerge out of the pandemic. While covid caused many businesses to close and others to downsize, the public sector actually experienced a significant demand for talent as a number of their service offerings were put under pressure to roll out covid initiatives like jobseeker, vaccinations and testing clinics, check – ins etc. Meanwhile, within other industries, pandemic-related closures drove record numbers of workers into unemployment, while record numbers of workers – disproportionately women – took leave of their jobs entirely or dropped down to part-time in order to take care of children after school and other support systems closed [1] (Cohen, 2021).

While the majority of restrictions lifted earlier this year with schools and daycares in particular re-opening, there are a number of employees and especially mothers) ready to return to work, while there remains a number of government agencies looking for talent as workloads remain high. Consequently, organisations that offer structured ‘return to work’ programs have a unique opportunity to widen their talent pool.

The Benefits Of Implementing A Supported Returner Program

There are numerous benefits to developing and maintaining a ‘return to work’ program, but the biggest benefits relate to diversity, attracting new talent and retention, which ultimately all contribute to improved performance for an organisation.

In relation to new talent pools, returner programs offer organisations the opportunity to widen their recruiting to groups that are often underrepresented. Mothers looking to get back into the workforce is a very common group, however returner programs also provide opportunities for older workers and more economically and racially diverse job seekers. According to learning and development specialist, Suzanne Rohan Jones, generally candidates that are attracted to these types of programs are super motivated, with a broader range of ages and abilities and with different educational and skill backgrounds, which adds to and strengthens the employer [2] (Beaudry, 2021).

In addition to attracting new talent, back to work programs are also a great pathway for retaining loyal employees, especially those that do decide to go on parental leave. There’s a reassurance for employees that go on parental leave, that they’ll be properly supported and cared for when they decide they want to come back and thus are less likely to consider other options when they decide to re-join the workforce. Furthermore, because of the design of returner programs which include mentorships and a range of work experience, returning individual employees have a better chance of finding a permanent or ongoing role that best suits their skills, experiences and lifestyle by the end of the program, which again minimises the chances of them leaving the organisation down the track.

Finally, returner programs are a great way to increase diversity in hiring – which is a key goal and driver across the public sector. There are many older individuals who are out of the workforce, and because some jobs tend to be skewed toward younger workers – returner programs are a great tool for older candidates to re-join the workforce. And considering that 89% of out-of-paid workers who are caring for family or the home are female, returner programs are a great strategy to enable greater gender diversity [3] . So many women can not only feel daunted by the prospect of returning to work after the time spent away to start their family, but being the primary carers of their children (more often than not), women can also find it difficult to return to the workplace, while also juggling their new family commitments. Having a carefully structured returner program, can ensure these mothers re-join the workforce at a rate that feels comfortable to them and build on any gaps in their skillset that may have occurred during their time away.

As the majority of us are well aware, having a diverse and inclusive workforce is hugely beneficial to an organisation’s overall performance. The variation in experiences and skills a diverse group of people bring when coming together improves problem-solving and innovation, as these employees will be able to approach problems/situations differently. Furthermore, employees that feel like they ‘belong’ and are part of the team, are going to be more engaged, which again positively contributes to the organisation’s overall productivity. Consequently, the implementation of return-to-work programs within government agencies are a win-win- both for the organisations and the returning worker [4] .

Returner Requirements

According to the Department of Education, Skills and Employment there are 6 requirements government agencies need to consider when designing their return-to-work programs [5] (2021):

Technical Supports

While many individuals work hard to maintain their skills and knowledge while on a career break, many value time and support to bring them up to speed. Business support might include pre-interview coaching, mentoring, internal training, and regular interaction with the returner program manager (or similar) to rebuild confidence.

Flexible Work

Research has shown that the majority of women returning to work desire flexibility. They may wish to work part-time, alternate start and finish times, participate in a job-sharing arrangement or work condensed hours. Thankfully these options are readily available across the public sector and thanks to many months of lockdown where departments across government agencies were forced to embrace remote working, the public sector have now embraced working from home and it has become a common and popular workplace flexibility arrangement for staff.

Financial Consideration

Financial need is an important factor for women returning to work. Returners should be paid at a competitive rate, which is consistent with their skills, experience, and level of work undertaken.

Job Design

Returners may have had successful careers before taking leave. This should be reflected in the program, with opportunities for accelerated development and promotion beyond completion of the returner program.

Acknowledgement Of Skills

Programs should acknowledge the prior professional experience and skills of people returning from a career break. Without stimulating work there may be a risk that returners will be less likely to perform well or stay on at the end of the period.

Supportive Ecosystems

While Technical support is important, returners also crave social support in the form of networks, buddies and sponsors. Returners who have previously joined the business can provide a highly valuable source of support to new returners. As well as acting as buddies, they can promote the Returner Program to the broader business.

For organisations considering implementing a return-to-work program, or to further develop a program already in place, Career Revive offers a number of initiatives and advice, and is an Australian Government pilot designed specifically to help Australian businesses attract and re-train skilled women following a career break. You can learn more about the organisation here:

[1] Cohen, C. (2021). Return-to-Work- Programs Come of Age. Harvard Business Review. Retrieved from: file:///C:/Users/EmilyHarris/Downloads/Return%20to%20Work%20Programs.pdf

[2] Beaudry, J. (2021). Returnships: What They Are and Why You Should Offer Them. Lattice. Retrieved from: https://lattice.com/library/returnships-what-they-are-and-why-you-should-offer-them

[3] Returners To Work. (2019). Why You Should Support Returners. Gov. Uk.

[4] Career Revive. (2020). Returner Program Starter Pack. Department of Education, Skills and Employment. Retrieved from: file:///C:/Users/EmilyHarris/Downloads/Returner%20Program%20Starter%20Pack%20Toolkit%20(1).pdf

[5] Department of Education, Skills and Employment. (2021). Returner Requirements. Australian Government. Retrieved

from: https://www.dese.gov.au/employing-and-supporting-women-your-organisation/supported-returner-program/returner-requirements

The Common Mistakes Made When Job Searching- And What You Can Do To Fix Them

Thu, 28 Jul 2022 12:07:56 GMT

By Emily Harris

Looking for work but failing to find jobs that are relevant to your skillset? Or struggling to get a response from all the applications you’ve sent out? Sometimes the process of finding a job- or the next opportunity- can feel like a job in and of itself. While preparing resumes and sending off applications isn't always a straightforward process, it’s important not to become disheartened, especially if you’re yet to see results from your efforts.

For those currently looking or about to embark on their job search, we’ve listed the common mistakes people can make in the early recruitment stage and have provided some tips on how to make your search more effective, get unstuck and build your confidence at the same time.

1. You’re Limiting The Means In Which You Apply For Roles

Many of us have been trained to submit online job applications and then wait to hear for prospective employers to contact us. While online job searches are one of the most popular and convenient ways to learn about new opportunities within the public sector, they’re definitely not the only way to learn about new and upcoming roles.

Over time, and especially once you become more established in your career, you can learn about new opportunities through referrals, networking and important contacts. If you feel you aren’t getting much traction through your online searches and especially if you work in a relationship-based role marketing or communications, it might be worth reaching out to your network, or consider attending networking events to ensure others in your industry know you’re either actively looking or interested in new opportunities. Professional platforms like Linkedin or Australian Local Government Association, are a great place to start when looking for networking opportunities as they’ll provide a ready-made network of like-minded professionals you can reach out to.

Alternately, if you have an ideal job in mind or a specific organisation you want to work for, you could choose the most direct approach and contact the organisation directly. While the company in question may not have any positions currently available, if you tailor your communication to them effectively, you’ll suddenly be on their radar, and might be front of mind for them when faced with future job opportunities.

Finally, if you haven’t already, reaching out to a recruiter within your industry can be a beneficial exercise. Not only can recruiters keep you in the loop with relevant job opportunities and industry news thanks to their extensive contact list, they can provide advice regarding your resume and future job interviews, as they have an accurate idea of what organisations within the public sector for example, are looking for in their ideal candidates.

2. You Don’t Know Your Value

When starting your job search it can be hard to determine your worth, especially if you’ve been in the one organisation or role for a long time. How do you determine what salary bracket you should aim for or what jobs or experience level you’re qualified for? Many job-seekers can aim too low or be too modest about their talents. Or perhaps due to external factors weighing on them, consider roles that they wouldn’t normally.

To gain a better idea of both your salary and job potential, both HR and career consultants recommend reaching out to a third party to determine what your skills can command in the talent marketplace. Using compensation platforms like PayScale and Salary.com can be a great way to determine what salary bracket you can use as a benchmark when looking for potential jobs or in interviews. It can also provide insight into whether your current salary is above or below industry standard.

Reaching out to recruiters within your particular industry can also be worthwhile in terms of salary and general career advice as their relationships with a number of diverse organisations gives them a unique perspective on competitive salary rates and the current opportunities available. They’ll be able to help you identify realistic job and salary expectations based on your experience, location and overall career goals.

It’s also important to remember – even amidst a very competitive job market- that every job search provides an opportunity to set a new course and reinvent yourself, especially if you’ve experienced dissatisfaction in your current or previous role. Recruiters and prospective employers are looking for the best candidates to fill their roles so in order to grab their attention, you need to be able to sell yourself. While this doesn’t mean lying or embellishing your knowledge or experience, you shouldn’t be afraid of ‘toning down’ your achievements. It might be worthwhile to also consider your soft and transferable skills when writing your resume and looking for potential roles. Transferrable skills refer to the qualities, behaviours and attributes that are considered key competencies across a number of industries, including interpersonal skills, teamwork, time management and productivity. Factoring these skills into your job search will help open yourself up to more opportunities.

3. You Haven’t Tailored Your Qualifications & Resume To The Job

When you’re applying for jobs, it can be tempting to apply to as many advertisements as possible (within your relative field) to increase your chances of getting a response or call back from potential employers. However, this isn’t necessarily the most efficient use of your time. Organisations hiring are inundated with hundreds of resumes and only have a finite amount of time to scan each one; if your resume doesn’t include the key skills or attributes specifically mentioned in the job advertised or their key selection criteria, it will automatically be dismissed. Consequently, the generic resume you’ve fired off to every job advertisement with ‘finance’ in the title isn’t going to register with even half of the HR managers you were hoping for. To ensure you’re catering to job requirements, it’s a good idea to give your resume a onceover after looking at each job advertisement. Ask yourself the following questions: does my work experience and knowledge correspond with what has been highlighted in the job description? For example, if you’re applying for a financial administrator role, your part-time experience working at your local chicken shop isn’t necessary to include, but your experience with accounting software is. Does the job advertisement mention anything about company culture and is this reflected in my own resume? For example, if a job advertisement states they are looking for a ‘team player who likes to collaborate’ but your resume mentions that you like to be ‘self-directed and independent’ in your work, the role might not be a good fit.

Job advertisements will also have a number of ‘keywords’ scattered through their key capabilities and responsibility sections- words like ‘HSEQ’ or ‘compliance’ for example. Being able to match these keywords within your own resume (where applicable) will demonstrate to HR professionals and recruiters that you’ve taken the time to digest what the role will entail. It will also help to visually convey your suitability to the role in question.

Ultimately, adapting your resume for each individual job you apply for might seem like a time-consuming exercise in the short term, but it will ultimately yield more effective results in the long term.

4. You Haven’t Put Enough Thought Into Your Cover Letter

Some consider submitting a cover letter as an optional part of the application process, but the majority of career and business consultants advise job seekers to include one unless specifically told otherwise. HOWEVER, if you are going to submit a cover letter, it must be done properly.

Like tailoring a resume, each cover letter should be customised to suit the particular role and organisation you’re sending it to. Instead of starting the letter with a generic ‘Dear Sir/Madam’ ‘Or To Whom it May Concern’, being able to use the organisation’s name or better yet, research who is in charge of the hiring process and address them personally, will not only grab their attention but demonstrate a level of effort and dedication that will stand out against other cover letters.

Similarly, the body of your cover letter should be different for every job you apply for. Not only will this prevent you from making embarrassing mistakes (like referring to the wrong company) but it will help you to focus on that specific role and the ways in which you are compatible.

Finally, some people can get confused on the purpose of a cover letter and use it to repeat all the points they’ve made in their resume. As previously mentioned, those reading your applications only have a finite amount of time and won’t look favourably on having to read the same information twice. Instead, think of your cover letter as an executive summary; summarising only the most important points of your resume and relating it back to the specific organisation and key selection criteria. Mentioning things like your familiarity with the organisation or government agency's values and mission statement and how you align with these core values, not only demonstrates your knowledge on the organisation but further highlights your compatibility.

Job searching is a time-consuming process and at times overwhelming and fatiguing, so ultimately the biggest mistake you can make is giving up on your search! Be patient and go easy on yourself and if you feel like you’re struggling to cut through, it may be worthwhile considering the tips above.

Alternately Public Sector People specialise in helping candidates in the next step in their career within the public sector and know what government agency's are looking for when hiring. If you’re wanting to seek advice on how to ‘cut through’ within the current job market, reach out to our team of consultants at: info@ publicsectorpeople.com.au

Ready to find your next role? Start the search today!

Utilising A Swot Analysis For Your Career Planning

Thu, 23 Jun 2022 12:14:39 GMT

By Emily Harris

Many of us are familiar with a SWOT analysis; a popular tool to help an organisation's strategic direction. BUT did you know that you can also conduct a personal SWOT analysis to help prepare you for future job interviews, or to help guide your future career direction?

Today, we examine how the SWOT analysis can be applied to your own career planning, especially when you’re considering a new public sector job. See below:

What Is A Swot?

A Swot Analysis Is Divided Up Into Four Key Sections; Strengths, Weaknesses, Opportunities And Threats. It’s A Common Evaluation Tool People Use When Strategic Planning, Especially Within Business And Military Situations. It’s Designed To Help Users Identify The Strengths And Opportunities An Organisation/institution Or Individual Has Which Will Aid In Their Further Growth And Development. Furthermore, The Analysis Will Also Highlight Any Weaknesses Or Threats Facing The Organisation Or Individual Which Could Be Detrimental To Them Or Give Their Competitors The Upper Hand.

As a general rule, strengths and weaknesses are made up of internal factors; things that your organisation has some element of control over like their service offering or their website. Opportunities and threats on the other hand are made up of external factors; things that are outside of the organisation’s control but can still have an impact, like political, environmental or economic factors.

How To Apply A Swot To Your Career Planning

The Key To Creating A Personal Swot, Is Firstly To Be Honest With Yourself, When Listing Your Strengths, Weaknesses, Opportunities And Threats. Listing What You Would Like To Think Are Your Strengths Or Ignoring Certain Weaknesses, Won’t Be Useful In Helping You Identify The Areas You Can Improve On, Or The Areas You Should Pursue In Your Career Development. So Ultimately, If You Feel You Can’t Provide An Honest Analysis Of Yourself, Seek Out Friends And Ideally Other Professionals In Your Field Who Can Provide Constructive Feedback In Regards To Your Strengths And Weaknesses (or Areas To Improve). It Can Also Be Useful To Look Over Past Appraisals And Performance Reviews To Help Inform Your Judgement. External Feedback Might Even Be Able To Point Out A Strength You Hadn’t Considered Yourself.

Stepping Through the SWOT Process

When conducting a SWOT analysis to help determine your next steps within your career – whether that be deciding to pursue a new job or shift the focus of your career goals etc. – it’s important to identify your strengths and weaknesses within a professional context first. Once these have been established, you can then consider how these strengths can be utilised within your work environment. For example, having negotiation skills/experience could present great opportunities within local council as so many roles within this space require negotiating/managing different stakeholders. Alternately, once your weaknesses have been established, you can consider the risks they pose to your professional environment. For example, not being digitally confident could pose a threat to your job, if your entire department within your local council is shifting processes from one legacy system to a newer online platform.

Strengths

While it can be difficult or cringeworthy to list all of your professional strengths, this is not the time to be modest. A great way to start if you’re struggling is to consider the responsibilities/tasks within your current or most recent roles that you have enjoyed doing, as we’re usually good at the things we enjoy. You can also list two or three quantifiable things that you’ve achieved in your recent roles – maybe you were the lead on a particular community project, or implemented a new system to help with responding to customer/community enquiries. Once you’ve thought of two or three quantifiable tasks, consider what it took to achieve those things. List all the skills and experience that were necessary for these tasks to be completed.

When listing your professional strengths, it’s also worth considering the following:

The skills, knowledge, and abilities you have that make you indispensable to your employer. For example, are there tasks you do that others come to you for guidance or help on doing?
Your skills which have been highlighted as valuable in your job performance reviews.
The skills that are in demand currently in the marketplace (e.g cloud-based software knowledge, emotional intelligence) – do you possess any of these skills?
What are your ‘hard’ and ‘soft’ skills relevant to your job?

Weaknesses

Identifying your own weaknesses can be difficult, but it’s important to be honest with yourself and identify any skill gaps, as this gives you a clear understanding of what you can work on to further develop your career prospects.

To start with, try thinking of a mistake you’ve made and what you did, or are doing to try and correct it. This could be as simple as realising your time management is lacking, as you are always working to the last minute of a deadline and don’t have time to plan for future tasks. Another way to identify weaknesses is to look over past evaluations during formal performance reviews or general feedback from supervisors, mentors etc. Perhaps you can identify a pattern in some of the feedback you’ve received – maybe it centres around working on your communication skills or gaining more experience in managing budgets.

If one of your career goals requires you to be proficient in a certain skill that you’ve identified in your SWOT as a weakness e.g managing budgets, you then have more understanding of what you need to do to achieve that career goal; become more proficient in excel, take an accounting course etc. Anything to help close this budgeting skill gap.

When considering weaknesses, asking yourself the following questions can also be quite revealing:

Is anything happening in your work environment (your employer, you industry, or your work/profession) that makes you feel vulnerable or unprepared?
Do you avoid any part of your work because you feel you don’t have the appropriate skill level or you don’t like to do that work?
Do you feel you are less effective in doing some things than you would like to be?

Are new projects or initiatives being considered?
Do you see any areas where new projects or initiatives should be considered, but aren’t yet?
Are there any classes or Certifications you would like to take/complete that you think will be advantageous to your career long-term?
Is anything new happening within your government agency that looks fun or interesting to you?

Threats

As an employee and especially within the public sector (where there are a number of external political factors impacting how things are run) you face all sorts of threats. Your job could become redundant, your contract might not be renewed, budgets for projects might be minimised or there becomes minimal areas for growth. Outside of that, if you’re applying for new roles, you also face the threat of other qualified candidates competing for the same roles, all with their own set of unique skills and experiences. Consequently, when interviewing for jobs and when overcoming threats to your professional development, you’ve got to become your own advocate and build your brand should anything happen.

To help identify the potential threats that could impact you and your career, consider the following:

Are there opportunities for growth, training or advancement in your current job?
Is your industry or field ‘in decline’?
Is a shift in management pending or currently occurring?
Are the budget cuts on the horizon?
Is your organisation starting to outsource more and more?
Are you finding a lot of candidates with more experience in a particular area within the job market?

The answers to these questions can help highlight potential threats to your current career plans or even your job search. Ultimately, knowing this information is invaluable because it can help you to prepare and strategise ways to mitigate the risk or threats long term. For example, if you feel like your industry is in the decline, you can brainstorm ahead of time another avenue to transition into, before being threatened with redundancy. Or if you find you’re coming across candidates for the same jobs that you’re applying for with more customer service skills, you can then work on building these skills in yourself so you become more competitive.

Make Your Plan

Now That You Have A Pretty Good Grasp On What Sets You Apart, The Things You Can Work On, What Your Ideal Role Looks Like, And Some Of The Factors That Might Threaten Your Career Advancement, It’s Time To Put That Knowledge To Good Use. This Is Where The Real Work Begins—figuring Out What To Do With That Information.

But self-awareness can go a long way. Once you know the things you do well, you can strategise the ways/opportunities that allow you to do more of that. Knowing your shortcomings means you can figure out ways to close your identified skill gaps; whether that be taking a class or changing up your processes.

Take advantage of resources at your current disposal. Consider approaching your manager and working out a plan that could involve job shadowing, mentorship, or additional feedback to help you improve. Or alternatively, if you’d like to utilise potential opportunities identified in your SWOT and look for a new role elsewhere, you can reach out to a specialist recruiter within the public sector to discuss your options.

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