Three specialist talent segments shaping utilities delivery.
A companion to Public Sector People’s Utilities Talent Insights 2026 report, examining infrastructure delivery, digital transformation and organisational performance through three selected workforce profiles.
From a sector-wide view to the workforces that deliver it
Utilities Workforce Capability Profiles 2026 explores three specialist talent segments shaping infrastructure delivery, digital transformation and organisational performance across the utilities sector.
Each profile considers talent supply, hiring demand, locations, role composition, skills, industry movements and employee priorities. Together, they are designed to help workforce leaders see where capability pressure is concentrated and where attraction, development and retention strategies can create more options.
The three perspectives are Projects, Engineering & Operations; ICT & Technology; and Commercial, Finance & Corporate Services. Their selected talent pools and functional classifications may overlap, so category totals must not be added together.
Select a workforce profile to explore
02 / Profile 01Projects, Engineering & Operations
Projects, Engineering & Operations
Projects, Engineering and Operations professionals sit at the centre of the utilities sector’s infrastructure, maintenance and transformation agenda.
This talent pool includes 5,456 professionals, having grown by a modest 2% over the past year.
Against this limited growth, hiring demand is classified as very high. During the measured period, 638 professionals changed jobs—approximately 12% of the identified talent pool—while median tenure data suggests professionals are most likely to move after around 2.1 years.
The result is a workforce segment in which attraction and retention must be addressed together. Employers are competing not only for additional capability, but also to retain experienced people through critical stages of project and operational delivery.
Attraction and retention are one workforce challenge: supply is growing slowly while professionals move relatively frequently.
03 / Talent at a glancePSP / 2026
A large pool under very high hiring pressure
5,456identified professionals
+2%annual talent-pool growth
638professionals changed jobs
40advertised job posts captured
458professionals classified as engaged talent—not active candidates
Very highhiring demand
2.1 yearsmedian tenure when professionals are most likely to change jobs
12%approximate share of the identified pool that changed jobs
Gender representation
21% women79% men
Representation remains a material workforce issue. Broadening participation depends on job design, flexible work, development pathways, inclusive leadership and access to senior project and operational opportunities.
Source: LinkedIn Talent Insights. Selected Projects, Engineering and Operations talent pool.
04 / LocationsPSP / 2026
Three metropolitan markets hold approximately 78% of the identified pool
Greater Melbourne is the largest location for this talent, with 1,728 professionals, followed by Greater Sydney with 1,596 and Greater Brisbane with 919. Together, these three metropolitan markets account for approximately 78% of the identified talent pool.
Greater Melbourne Area1,728
Greater Sydney Area1,596
Greater Brisbane Area919
Greater Newcastle Area117
Gold Coast87
Source: LinkedIn Talent Insights. Location counts for the selected talent pool.
05 / Leading employersPSP / 2026
Competition is strongest across major water, energy and infrastructure employers
Selected-pool professionals and annual growth by employer
Employer
Professionals
Annual growth
Sydney Water
389
+2%
ACCIONA
305
+8%
Transgrid
205
+27%
Melbourne Water
163
+4%
Origin Energy
161
0%
Source: LinkedIn Talent Insights. Employer counts describe the selected pool, not total organisational headcount.
06 / Role compositionPSP / 2026
Project leadership dominates the selected workforce
Project Manager and Senior Project Manager titles together account for more than half of the selected workforce. Utilities require more than technical engineering capacity: a substantial proportion of this workforce coordinates programs, manages stakeholders, controls costs and turns technical requirements into deliverable outcomes.
Project Manager2,124 39%
Project Engineer910 17%
Senior Project Manager736 13%
Program Manager327 6%
Senior Project Engineer324 6%
Asset Manager204 4%
Asset Specialist120 2%
Program Coordinator103 2%
Maintenance Manager85 2%
Major Project Manager69 1%
Emerging title signals
Most of the fastest-growing percentages come from very small underlying populations. They should be read as early indicators—not evidence of large-scale hiring growth.
Fastest-growing titles and their underlying populations
Title
Growth
Professionals
Regional Maintenance Manager
+300%
4
Contract Project Engineer
+100%
4
National Project Manager
+50%
6
Principal Project Engineer
+40%
7
Senior Maintenance Manager
+33%
4
Associate Project Engineer
+33%
4
Project Engineering Intern
+25%
5
Engineering and Maintenance Manager
+25%
5
Maintenance Lead
+22%
22
Associate Project Manager
+20%
6
Source: LinkedIn Talent Insights. Percentages for small professional populations may fluctuate significantly.
07 / SkillsPSP / 2026
Technical knowledge is converging with commercial and delivery discipline
The most common capabilities combine engineering knowledge with project planning, commissioning, estimation, contract management, stakeholder management, scheduling, cost control and delivery accountability.
Engineering1,668 31%
Project Plans1,445 26%
Project Commissioning1,309 24%
Project Estimation1,292 24%
Contract Management1,285 24%
Project Engineering1,278 23%
Stakeholder Management1,197 22%
Planning and Scheduling1,185 22%
Cost Control1,144 21%
Project Delivery1,134 21%
Engineering appeared in 30 captured job posts and Contract Management in 19. Skills may overlap and must not be added together.
Fast-growing capabilities
Standard Operating Procedure+100%491 professionals
Several overlapping collaboration and coordination skills appear among the fastest-growing capabilities. Their collective direction suggests that project delivery is becoming more integrated across engineering, operations, commercial teams, technology functions and external delivery partners.
Control and value remain central
Growth in cost reduction, operational efficiency and project tracking reflects pressure to deliver greater value, control and transparency.
The strongest net inflows came from Environmental Services, Civil Engineering and Engineering Services. The movements are small relative to the total pool, but they identify potential pathways for transferable capability.
Industry← LostGained →Net
Construction2529+4 net
Electric Power Generation1820+2 net
Civil Engineering1521+6 net
Government Administration1610−6 net
Business Consulting and Services1510−5 net
IT Services and IT Consulting610+4 net
Engineering Services49+5 net
Water, Waste, Steam and Air Conditioning Services58+3 net
Environmental Services210+8 net
Services for Renewable Energy660 net
Source: LinkedIn Talent Insights. Net equals professionals gained minus professionals lost.
09 / Employee value propositionPSP / 2026
Flexibility is the strongest employment priority
For project, engineering and operational positions, flexibility is broader than remote work. It can include hybrid planning and design days, flexible start and finish times, roster options, predictable travel and time off in lieu.
Flexible work arrangements59%
Excellent compensation and benefits46%
Opportunities to learn highly desired skills41%
Company values that match the individual’s values38%
Job security38%
Organisational support for work-life balance36%
Collaborative company culture33%
Clear goals and direction from senior leadership33%
Helpful and supportive direct managers31%
Challenging and impactful work28%
Opportunities for career growth within the company26%
Inclusive workplace for people of diverse backgrounds26%
Opportunity to work on innovative projects21%
Highly talented employees8%
Happy and inspired employees3%
Learning outranks traditional progression
Employers should communicate access to varied projects, technical development, professional accreditation and emerging delivery methods—not only internal promotion pathways.
Innovation is not enough on its own
Innovation is more effective when connected to flexibility, compensation, learning, security and workplace culture.
Source: LinkedIn Talent Insights. People may value more than one factor, so percentages are not mutually exclusive and must not be added together.
10 / Workforce implicationsPSP / 2026
Five actions for workforce leaders
01
Act before the two-year retention threshold
Retention conversations, development planning, remuneration reviews and internal mobility should begin before professionals reach the point at which they are most likely to move.
02
Recruit for transferable capability
Civil engineering, construction, environmental services and engineering consultancies provide credible sourcing pathways. Separate genuinely essential utilities experience from knowledge that can be developed after appointment.
03
Make flexibility specific and credible
Define the actual options available for office-based, field-based and site-intensive positions.
04
Build integrated delivery capability
Connect technical expertise with commercial, stakeholder, collaboration and operational-delivery skills.
05
Address representation as a workforce priority
Women account for 21% of the identified pool. Broadening participation requires attention to job design, flexible work, development pathways, inclusive leadership and access to senior project and operational opportunities.
Final takeaway
Highly competitive, modestly growing and shaped by a short retention window
Projects, Engineering and Operations is a highly competitive workforce segment with modest supply growth, frequent talent movement and a comparatively short retention window.
The strongest workforce strategies will not focus exclusively on finding more engineers. They will build and retain professionals who can integrate technical knowledge with project governance, commercial discipline, stakeholder management and operational delivery—and provide an employment proposition grounded in flexibility, learning and credible career experiences.
11 / Profile 02ICT & Technology
ICT & Technology
Digital capability is moving to the centre of utilities operations.
Utilities are becoming increasingly dependent on technology professionals who can connect data, systems and digital platforms with operational and commercial outcomes.
The selected ICT and Technology talent pool includes 2,834 professionals and has grown by 3% over the past year. Despite that growth, hiring demand is classified as very high, indicating that utilities are competing for capability that remains difficult to secure.
During the measured period, 373 professionals changed jobs, representing approximately 13% of the identified pool. Professionals are most likely to move at around 1.8 years’ median tenure, giving employers a comparatively short window in which to establish career momentum and retain specialist knowledge.
This is not solely a competition between utilities employers. Technology professionals can transfer their skills across industries, making career progression, flexibility and access to modern technology environments central to the employment proposition.
Utilities need technology professionals who can connect specialist capability with enterprise transformation and operational outcomes.
12 / Talent at a glanceICT & Technology
A specialised, mobile workforce under very high demand
2,834identified professionals
+3%annual talent-pool growth
373professionals changed jobs
28advertised job posts captured
22professionals classified as engaged talent—not active candidates or active jobseekers
Very highhiring demand
1.8 yearsmedian tenure when professionals are most likely to change jobs
13%approximate share of the identified pool that changed jobs
Gender representation
35% women65% men
Representation is stronger than in some technical disciplines, but the selected pool remains male-dominated. Flexible work, transparent progression and inclusive development opportunities can support broader attraction and retention.
Source: LinkedIn Talent Insights. Selected ICT and Technology talent pool. Category populations may overlap with other functional profiles and must not be added together.
13 / LocationsICT & Technology
Melbourne contains almost half of the identified workforce
Greater Melbourne is the largest location for this talent, with 1,261 professionals—approximately 44% of the identified pool. Greater Sydney follows with 665 professionals, while Greater Brisbane contains 509. Together, the three metropolitan markets account for approximately 86% of the selected workforce.
Greater Melbourne Area1,261
Greater Sydney Area665
Greater Brisbane Area509
Port Macquarie32
Greater Newcastle Area31
Source: LinkedIn Talent Insights. Location counts for the selected ICT and Technology talent pool.
14 / EmployersICT & Technology
Utilities are competing in a cross-industry technology market
Selected-pool professionals and annual growth by employer
Employer
Professionals
Annual growth
AGL
164
+3%
Origin Energy
141
+9%
Australian Energy Market Operator
108
+2%
Sydney Water
108
+10%
Energy Queensland
102
+1%
Directional attrition context
EnergyAustralia
14%
AGL
12%
Origin Energy
9%
Sydney Water
2%
These are LinkedIn estimates within the selected pool, not audited company workforce or attrition figures.
Captured job-post activity
5 posts
were captured for the Australian Energy Market Operator—the highest among the ten largest employers—while 3 posts
were captured for Sydney Water.
Employer-specific career structures, technology environments, leadership and flexibility can materially influence retention.
Source: LinkedIn Talent Insights. Employer counts and directional attrition estimates describe the selected pool, not total organisational headcount or audited company workforce metrics.
15 / Role compositionICT & Technology
A broad role mix with no title above 10% of the workforce
No single title represents more than 10% of the identified workforce. The selected market is made up of multiple specialist pools rather than one dominant role.
Data Analyst271 10%
Data Specialist162 6%
Digital Specialist157 6%
Data Engineer142 5%
System Engineer118 4%
System Specialist95 3%
Marketing Manager90 3%
Marketing Specialist89 3%
Data Scientist88 3%
System Analyst88 3%
Emerging title signals
Most fast-growth percentages come from small underlying populations and should be treated as emerging signals, not evidence of large-scale workforce expansion.
Growth rate shown beside the underlying professional population
Title
Growth
Professionals
Artificial Intelligence Consultant
+100%
4
Lead System Engineer
+67%
5
Cyber Security Engineer
+45%
32
Information Technology Lead
+43%
10
Artificial Intelligence Engineer
+36%
19
Manager of Artificial Intelligence
+33%
4
Senior Technology Specialist
+33%
4
Data Entry Specialist
+27%
14
Marketing Lead
+26%
24
Director of Information Technology
+25%
5
Cyber Security Engineer
+45% across 32 professionals
is the strongest signal among the growing titles because it combines a high growth rate with the largest underlying population in the group.
Artificial Intelligence Engineer
+36% across 19 professionals
indicates an emerging population, but AI-related titles are not yet present at scale.
Source: LinkedIn Talent Insights. Small populations can generate volatile percentage changes.
16 / SkillsICT & Technology
Data capability forms the technical foundation
The most common skills are concentrated around data, analytics and systems. Utilities need professionals who can collect, structure, interpret and communicate complex operational and customer data.
Information and Communications Technology+35%205 professionals
ITIL Implementation+33%269 professionals
Enterprise transformation partners
Growth in planning, operational efficiency, stakeholder management and data-driven decision-making shows technology professionals increasingly participating in enterprise delivery rather than operating as an isolated support function.
Modern data environments
Data Architecture and Azure Databricks point to continuing investment in modern data environments. Azure Databricks appeared in six captured job posts.
Source: LinkedIn Talent Insights. Skills may overlap and must not be added together. Job-post counts reflect only the captured dataset.
17 / Education pathwaysICT & Technology
Education pathways reinforce Melbourne’s position
Leading institutions
Monash University
223
RMIT University
147
University of Melbourne
117
Queensland University of Technology
99
Swinburne University of Technology
96
Leading fields of study
Information Technology
398
Computer Science
237
Electrical and Electronics Engineering
227
Computational Science
205
Marketing
168
University partnerships, graduate pathways and targeted early-career programs may help utilities establish talent relationships before professionals enter the wider cross-industry market.
Source: LinkedIn Talent Insights. Education categories may overlap.
18 / Industry talent movementICT & Technology
Adjacent technology industries provide the strongest sourcing channels
IT services, software development and higher education represent the clearest external sourcing opportunities. The movements are small relative to the full selected pool, but they reveal credible pathways for transferable capability.
Industry← LostGained →Net
IT Services and IT Consulting916+7 net
Higher Education17+6 net
Software Development510+5 net
Government Administration35+2 net
Business Consulting and Services35+2 net
Technology, Information and Media56+1 net
Telecommunications550 net
Banking87−1 net
IT System Design Services43−1 net
Services for Renewable Energy63−3 net
Source: LinkedIn Talent Insights. Both directional values are shown; net equals professionals gained minus professionals lost.
19 / Employee value propositionICT & Technology
Career growth and flexibility are equally important
Career growth and flexible work arrangements are tied as the strongest employer value propositions, each selected by 54% of professionals. The employment proposition should demonstrate that professionals can progress without sacrificing flexibility.
Opportunities for career growth within the company54%
Flexible work arrangements54%
Excellent compensation and benefits46%
Job security35%
Opportunities to learn highly desired skills35%
Helpful and supportive direct managers35%
A collaborative company culture35%
Organisational support for work-life balance30%
Alignment with company values27%
Challenging and impactful work27%
Happy and inspired employees24%
Opportunity to work on innovative projects24%
Clear goals and direction from senior leadership22%
Highly talented employees16%
An inclusive workplace for people of diverse backgrounds11%
Progress without sacrificing flexibility
Career messaging should explain specialist and leadership pathways, access to contemporary platforms, exposure to transformation programs and opportunities to develop sought-after capabilities.
Lower ranked does not mean unimportant
The percentages show relative selection within this dataset. Innovation can support the proposition, but visible career progression, flexible work, compensation, management quality and culture remain central.
Source: LinkedIn Talent Insights. People may select more than one priority, so percentages are not mutually exclusive and must not be added together.
20 / Workforce implicationsICT & Technology
Six actions for workforce leaders
01
Intervene earlier in the retention cycle
Professionals are most likely to change jobs at around 1.8 years. Career and retention conversations should begin during the first year rather than waiting until a specialist has started exploring the market.
02
Create visible specialist and leadership pathways
Career growth is the joint-leading employment priority. Show how data, systems, cyber and digital professionals can progress without leaving technical practice or moving to another industry.
03
Recruit beyond direct utilities experience
IT consulting, software development and higher education provide credible talent channels. Secure systems, complex data environments, stakeholder management and regulated-organisation experience may matter more than previous utilities employment.
04
Combine technical capability with enterprise delivery skills
Planning, operational efficiency, stakeholder management and data-driven decision-making are among the fastest-growing capabilities. Development should connect technology expertise with transformation, communication and adoption.
05
Plan emerging capability deliberately
Cyber security and AI are growing but remain relatively small talent pools. Decide which capabilities to build internally, recruit permanently, engage through contractors or access through specialist partners.
06
Continue broadening participation
Women account for 35% of the selected workforce. Flexible work, transparent progression and inclusive development opportunities can help widen attraction and retention.
Key takeaway
Career progression and credible flexibility must sit beside technical opportunity
ICT and Technology is a relatively small, highly specialised and mobile workforce segment. Demand remains very high, professionals are most likely to move before completing two years, and utilities must compete with employers across the wider technology market.
The strongest strategies will combine visible career progression and credible flexibility with access to contemporary data environments, meaningful operational challenges and supportive management. Utilities need professionals who can connect data, systems and emerging technologies with enterprise transformation, stakeholder adoption and better operational decisions.
The workforce connecting commercial strategy with organisational delivery.
Commercial, Finance and Corporate Services professionals provide the commercial judgement, financial control and organisational coordination that enable utilities to operate effectively.
This workforce manages contracts and suppliers, supports executives and teams, controls costs, improves business processes and connects operational activity with broader commercial objectives.
The selected talent pool includes 5,216 professionals and has grown by 2% over the past year. Despite this growth, hiring demand remains classified as very high.
During the measured period, 665 professionals changed jobs, representing approximately 13% of the identified pool. Professionals are most likely to move at around 2.2 years’ median tenure, giving employers a relatively limited period in which to establish progression, recognition and organisational commitment.
This is a broad workforce rather than a single professional discipline. It includes commercial management, finance, procurement, business development, administration and executive support. Employers therefore need differentiated attraction and development strategies within the overall category.
Commercial judgement, financial control and organisational coordination connect strategy with day-to-day delivery.
22 / Talent at a glanceCommercial, Finance & Corporate Services
A broad, highly mobile workforce under very high demand
5,216identified professionals
+2%annual talent-pool growth
665professionals changed jobs
48advertised job posts captured
142professionals classified as engaged talent—not active candidates or active jobseekers
Very highhiring demand
2.2 yearsmedian tenure when professionals are most likely to change jobs
Gender representation
57% women43% men
This is a female-majority workforce segment. Aggregate representation should not be assumed to mean balanced participation across commercial leadership, finance, procurement and corporate-support roles.
Source: LinkedIn Talent Insights. Selected Commercial, Finance and Corporate Services talent pool.
More than three-quarters of the workforce is concentrated in three cities
Greater Melbourne contains the largest share of this talent, with 1,667 professionals, followed by Greater Sydney with 1,410 and Greater Brisbane with 927. Together, these three metropolitan markets account for approximately 77% of the selected talent pool.
Greater Melbourne Area1,667
Greater Sydney Area1,410
Greater Brisbane Area927
Greater Newcastle Area114
Gold Coast91
Source: LinkedIn Talent Insights. Location counts describe the selected talent pool.
Commercial capability is distributed across utilities and delivery partners
Selected-pool professionals and annual growth by employer
Employer
Professionals
Annual growth
Origin Energy
288
+2%
AGL
251
+3%
ACCIONA
186
+5%
Sydney Water
150
+4%
EnergyAustralia
113
−5%
Growth varies by employer
ACCIONA recorded the strongest growth among the five largest employers at 5%, followed by Sydney Water at 4%. EnergyAustralia’s selected pool declined by 5%; these findings are directional rather than audited employer workforce figures.
Captured job-post activity
ACCIONA had four captured job posts, compared with three at AGL and two each at Origin Energy and Sydney Water. These counts describe the captured dataset, not the entire employment market.
25 / Role compositionCommercial, Finance & Corporate Services
The role mix spans commercial growth and organisational support
No single title represents more than 9% of the selected workforce, demonstrating the breadth of the category.
Business Development Manager465 9%
Administrative Assistant383 7%
Executive Assistant294 6%
Commercial Manager287 6%
Administrative Officer254 5%
Account Manager244 5%
Administrator208 4%
Office Manager192 4%
Finance Manager182 3%
Procurement Specialist120 2%
Growth at both entry and senior levels
High percentages from small underlying populations should be read as emerging signals rather than evidence of large-scale demand.
Fastest-growing titles and their underlying professional populations
Title
Growth
Professionals
Finance Intern
+100%
14
Payroll Lead
+75%
7
Group Commercial Manager
+67%
10
Senior Procurement Manager
+55%
31
Legal Assistant
+50%
9
Finance Graduate
+32%
25
Payroll Coordinator
+29%
9
Commercial Lead
+24%
62
Account Executive
+22%
55
Senior Risk Manager
+22%
11
Future pipelines
Growth among Finance Intern and Finance Graduate populations suggests continued investment in early-career capability.
Experienced oversight
Commercial Lead has the largest growing-title population at 62 professionals, while Senior Procurement Manager grew by 55% across 31 professionals.
Business and finance education provides the foundation
Leading institutions
Monash University
175
RMIT University
146
TAFE NSW
132
University of Melbourne
131
University of Queensland
128
Leading fields of study
Accounting and Related Services
364
Business Administration and Management
349
Accounting
284
Accounting and Finance
227
Business and Commerce
214
Source: LinkedIn Talent Insights. Education categories may overlap.
28 / Industry talent movementCommercial, Finance & Corporate Services
Consulting is the strongest external source of talent
Talent-flow data shows movement between utilities and adjacent industries during the measured period. Both directional values are shown; the movements are small relative to the full selected pool.
Industry← LostGained →Net
Business Consulting and Services218+16 net
Real Estate27+5 net
Environmental Services69+3 net
Construction68+2 net
Financial Services46+2 net
Government Administration67+1 net
IT Services and IT Consulting56+1 net
Civil Engineering660 net
Software Development105−5 net
Electric Power Generation115−6 net
Source: LinkedIn Talent Insights. Net equals professionals gained minus professionals lost.
29 / Employee value propositionCommercial, Finance & Corporate Services
The employment proposition is practical and security-focused
Flexible work arrangements lead at 57%, followed closely by compensation and benefits at 56%, job security at 50% and supportive managers at 44%.
Flexible work arrangements57%
Excellent compensation and benefits56%
Job security50%
Helpful and supportive direct managers44%
Opportunities to learn highly desired skills34%
Alignment with company values31%
Happy and inspired employees31%
Opportunities for career growth within the company31%
Clear goals and direction from senior leadership31%
Organisational support for work-life balance30%
A collaborative company culture29%
Challenging and impactful work23%
Opportunity to work on innovative projects14%
An inclusive workplace for people of diverse backgrounds11%
Highly talented employees3%
Lead with practical employment benefits
Employment messaging should explain flexibility, remuneration structures, job stability and manager support clearly rather than relying on broad cultural statements.
Innovation is not the lead message
Innovation can support the proposition, but its lower relative selection does not make it unimportant. Career growth, values and leadership direction remain relevant.
Source: LinkedIn Talent Insights. People may select more than one priority, so percentages are not mutually exclusive and must not be added together.
Six commercial and corporate actions for workforce leaders
01
Address retention before the two-year point
Professionals are most likely to move at around 2.2 years. Remuneration reviews, development discussions and internal opportunities should occur before employees enter this higher-risk period.
02
Differentiate strategies by professional discipline
Commercial leaders, finance professionals, procurement specialists and corporate-support employees should not be treated as one homogeneous audience.
03
Lead with practical employment benefits
Flexibility, compensation, job security and supportive management are the strongest attraction factors. Explain these conditions clearly rather than relying on broad statements about culture or innovation.
04
Develop commercial and analytical capability together
Development programs should combine procurement, contract and commercial knowledge with data interpretation, process improvement and evidence-based decision-making.
05
Recruit from adjacent industries
Business consulting, real estate, financial services, government and construction provide credible talent pathways. Assess skills and operating-environment experience alongside direct utilities tenure.
06
Examine representation by function and seniority
Women represent 57% of the overall pool. Employers should assess progression and representation within each discipline and level rather than assuming aggregate representation means balanced participation.
Key takeaway
Practical employment conditions and differentiated pathways support this essential enabling workforce
Commercial, Finance and Corporate Services is a broad and highly mobile workforce segment connecting commercial strategy with day-to-day organisational delivery.
Demand remains very high, approximately 13% of the selected pool changed jobs during the measured period, and professionals are most likely to move after around 2.2 years. The strongest strategies will recognise the differences within the category while strengthening commercial judgement, stakeholder management, analytical thinking, process improvement and cross-functional coordination.
Employers that combine credible flexibility, competitive remuneration, security and supportive management with clear professional pathways will be better positioned to attract and retain this essential enabling workforce.
Public Sector People
Turn workforce insight into practical workforce planning
Public Sector People supports public, regulated and essential-service organisations with workforce planning, search and recruitment across specialist professional capability.
Findings are based on selected LinkedIn Talent Insights search parameters and should be treated as directional rather than as a complete measure of the Australian utilities workforce.
LinkedIn Talent Insights is based on LinkedIn member profile information and activity. Counts, demand classifications, job-post volumes, industry movements, employer figures and growth rates reflect the measured reporting period and are limited by each selected search definition. Employer and industry-movement findings are directional rather than audited workforce figures.
The three talent pools, titles, skills and functional classifications may overlap. Category totals must not be added together, and skills within a category should not be added together.
Percentage growth for titles with small professional populations can fluctuate significantly and should be interpreted as an emerging signal rather than evidence of large-scale demand.
“Engaged talent” describes professionals whose activity meets LinkedIn’s engagement classification. It does not mean they are active candidates or currently seeking a new role.
Primary data source: LinkedIn Talent Insights. Report interpretation: Public Sector People.
