The Australian telecommunications sector never sits still and August brought no shortage of moves that will shape how the industry looks heading into 2026.

From multi-billion-dollar acquisitions to subscriber shocks, record penalties, and accelerating tech adoption, telcos are navigating a high-stakes balancing act between growth, compliance, and talent.

Network moves and market shifts

Vocus’ $5.25 billion acquisition of TPG Telecom’s enterprise and fixed-line assets marks one of the biggest infrastructure reshuffles in years. With access to around 20,000 buildings nationwide, Vocus now sits as one of Australia’s largest underground fibre owners.

Steve Dybacz, Account Director from our Talent office in Sydney, notes:

“This deal cements Vocus as a serious infrastructure heavyweight. The integration piece is going to be complex but it also opens significant opportunity for skilled contractors in areas like integration, network planning and optimisation.”

Meanwhile, Telstra is facing turbulence on two fronts, announcing a 2% workforce reduction (around 550 jobs) in its enterprise division as part of a broader business reset, and leadership was quick to clarify the cuts were not AI-driven.

At the same time, Telstra reported its first-ever decline in postpaid mobile customers, shedding 132,000 subscribers. Yet, average revenue per user is up 2.5% and earnings climbed 4.6%, buoyed by a $1 billion share buyback.

“The subscriber decline has raised eyebrows, but the revenue numbers tell a different story. The real question is whether this is a blip or a sign of changing customer behaviour,” says Steve.

Regulatory and consumer pressures

If the market news wasn’t enough, the regulatory spotlight is burning brighter. Optus has agreed to a $100 million penalty for unethical sales practices targeting vulnerable customers – the largest penalty of its kind in Australian telco history. And the government is simultaneously toughening industry codes, with fines of up to $10 million for breaches.

“The regulatory mood has shifted. Compliance and governance are now boardroom-level priorities, not just risk team conversations,” says Steve.

Consumer and tech trends

Beyond the boardroom, consumers are voting with their wallets and 5G home internet is gaining traction, providing a faster alternative in areas where the nbn® remains patchy. Plans ranging from $40 to $99 per month are seeing strong uptake, and momentum is expected to continue.

But while consumer adoption accelerates, telcos’ ambitions around AI and automation are hitting roadblocks. Leadership alignment and skills shortages are slowing down projects in areas like network disaggregation and AI-driven network optimisation.

“There’s no shortage of ambition, but the talent gaps are real. Without the right people in integration, RAN delivery, and automation, these transformations stall quickly,” notes Steve.

Why this all matters

For industry leaders, these moves are more than just headlines:

• Infrastructure consolidation creates demand for highly specialised talent to ensure integration success.
• Regulatory heat is reshaping sales conduct, governance frameworks, and corporate strategy.
• Shifting consumer patterns, from postpaid churn to 5G broadband growth, are forcing telcos to rethink their market priorities.

Australia’s telco sector is evolving at speed with plenty of opportunity and risk in play. As Steve puts it:

“The sector’s competitive tension is intensifying. Whether it’s subscriber churn, fibre consolidation or regulatory reform, the winners will be the telcos who align strategy with the right people on the ground.”

If you’re navigating these shifts and need a recruitment partner to help with workforce planning, contractor deployment, or specialist hiring in telco, get in touch with our team today.

What would you take a pay cut for?

It’s the kind of question that sparks a quick gut response but, when you sit with it, the answer gets complicated. For workers across Australia and New Zealand, the trade-offs between salary, wellbeing, flexibility, and values have never been sharper.

According to LinkedIn’s latest Workforce Confidence Index, nearly one in three Australians (32%) say they’d be willing to compromise on their salary if it meant more flexibility. The same number (31%) would do it for stronger values alignment, while 29% would accept less money for a more reasonable workload.

The story slightly shifts when we look at our own survey of 760 professionals. Flexibility ranked lower, with just 23% saying they’d take a pay cut for it. A bigger share of 35% said they’d do it for work-life balance and to avoid burnout. Only 4% cared enough about values alignment to trade salary, while a blunt 38% made it clear: “Pay cut? Hard pass.”

The reality check

The comments from our survey tell a bigger story about trust, trade-offs, and the limits of compromise. A few standouts:

• “Do the top brass ever get asked this question?”
• “I have taken a pay cut when I could get a better work-life balance… but most people need the money as cost of living is not reducing.”
• “I’ll take values alignment, work life balance and flexibility — and expect a pay rise because my productivity will be higher.”
• “Why would anyone take a cut in pay… when you know the CEO and most of the C-suite are still making bank off your personal efforts? Wake up people and demand what you are worth.”

The sentiment is clear: while people want balance and flexibility, they’re not naïve about the financial pressures they’re under, nor the inequities they see in executive pay. Salary remains a non-negotiable foundation and in today’s economy, many feel they shouldn’t have to choose between being paid fairly and working in a way that sustains them.

Flexibility is still king, but context matters

Since COVID, flexibility has stayed firmly in the “candidate need” category. But our teams see nuance emerging across regions:

• In Canberra, Managing Director Rob Ning notes: “While flexibility is still a number one priority, we’re seeing more people being open to full-time office work if all other conditions are right.”
• In Auckland, New Zealand Country Manager Kara Smith adds: “Remote work and work flexibility is still a strong preference. But employers are increasingly requesting 3-4 days in-office. The hybrid tension is back.”

In other words, employees are still prioritising flexibility but it isn’t an automatic “work from home or bust” equation anymore. The conversation is shifting toward how flexibility is structured, and whether it actually helps people live and work better.

Enter: the four-day workweek

This is where the four-day workweek lands. Despite some companies retreating from their experiments, a new Resolve Political Monitor poll shows two-thirds of Australians (66%) support the idea of moving to four days. An almost equal share (64%) back the idea of enshrining flexible work rights in law.

This tracks closely with the priorities we heard in our own survey. Workers are open to new models if it means more balance and less burnout, but they don’t want to see their pay packets shrink to make it happen.

Employers toying with a four-day week as a cost-saving exercise (by trimming pay alongside hours) risk missing the point entirely. As one respondent put it: “If I am asked to take a pay cut, what’s your trade-off?” Workers are watching for genuine investment in wellbeing, not sleight-of-hand productivity hacks.

What employers should take away

The lesson here isn’t that employees are unwilling to bend as many already have; taking lower-paid NGO roles for values alignment, or trading salary for more sustainable workloads. The lesson is that pay cuts are not the lever to pull if you want to win trust, loyalty, and discretionary effort.

Instead, forward-looking employers should be asking:

• How can we offer flexibility that truly supports work-life balance, not just “two days at home”?
• What structural changes, like a four-day workweek, could reduce burnout without reducing pay?
• Are we listening to employee sentiment and closing the perception gap between what workers want and what leaders assume they want?
• How do we address the equity issue when employees see executives rewarded while they’re asked to sacrifice?

In short: workers aren’t against change. They’re against compromise that feels one-sided.

The bottom line

Australians are clear about what they’d like to see: balance, flexibility, and fair workloads. They’re also clear about what they won’t accept: sacrificing pay while living costs rise and executives continue to profit.

The four-day workweek is part of that bigger story and not just a headline trend, but a signal that employees are hungry for smarter ways of working that don’t come at the expense of their wallets.

If you want to know what else our teams on the ground are seeing in the market, get in touch with our experts.

Australian salaries in 2025

From 1 July 2025, the national minimum wage rose by 3.5%, following the Fair Work Commission’s 2024-25 Annual Wage Review. The new rate will be $948.00 per week, or $24.95 per hour. While this increase provides a boost to lower-income earners, most professionals across Australia and New Zealand are seeing little to no change in salaries compared to last year.

Despite ongoing skills shortages in areas like tech, healthcare, and engineering (and cost of living), wage growth has remained sluggish across the broader workforce. So, what’s really happening in the market?

Economic stability leading to salary correction

The rapid wage hikes that emerged post-pandemic, particularly in high-demand industries, are now flattening. Employers who once felt pressured to offer inflated salaries to secure talent are recalibrating to more sustainable pay structures.

As Katie Kemp, Senior Consultant at Talent Wellington, explains:

“I would suggest that salaries are self-correcting. The pandemic and the perception of people scarcity has passed as the market turns to favour employers; so, rather than flattening, we are seeing salaries come to be more realistic and in line with the expectation of the role and a candidate’s experience.”

At the same time, economic stability is starting to return. The Reserve Bank of Australia (RBA) expects inflation to settle back into the target range of 2–3% by 2025–26. While positive for stability, businesses remain cautious as higher borrowing costs and tighter budgets limit room for generous pay rises.

Alan Dowdall, Practice Lead at Talent Sydney, adds:

“While niche tech skills remain in high demand which calls for competitive rates, overall, salaries remain flat. Clients are consistently asking for salary and market insights to ensure they’re getting value for money, and that seems to be the attitude for most employers who need to stick to their budgets.”

Australian wage growth slowing across the board

According to the Australian Bureau of Statistics, public sector wages rose by only 0.8% in the December quarter of 2024 — a significant slowdown compared to recent years. The Australian Industry Group also forecasts wage growth to ease from 4.1% to 3.9% by the end of 2025–26.

This slowdown is mirrored in private industry. As Edwin Foo, Principal Account Manager at Talent Perth, explains:

“I don’t foresee IT salaries decreasing despite the measured slow-down in annual wage growth. More notably rather, IT roles and positions that become less in demand during the course of 2025–26 will likely remain stagnant, whilst in-demand skill sets within areas of Cybersecurity, Data Science, Artificial Intelligence and Machine Learning for example, will continue to trend upwards due to ongoing shortages, and so depending on the IT specialisation, the wage growth experienced will be relative.”

Another factor at play is the shift from contract to permanent and fixed-term hiring. During the pandemic, contract roles offered lucrative salaries. In today’s market, many professionals are moving back into permanent roles — often with steadier but lower pay.

As Jacaleen Williams, Senior Consultant at Talent Wellington, puts it:

“There’s a mix in the market in terms of expectation and reality. Some areas saw salaries inflated/over-inflated around COVID times, and there is some flattening happening now. The decrease in contracting opportunities has seen people need to switch back to permanent or fixed-term positions.”

What professionals can do

For employees facing stagnating salaries, the lesson is clear: adaptability is key.

Edwin highlights the importance of staying ahead:

“The lesson here, is for IT candidates to remain on the front foot when it comes to upskilling themselves, and pivoting pathways if need be, in order to ensure that they are future-proofing their careers and maximising the salaries that they earn.”

If you’re looking to boost your career prospects in 2025, consider:

• Upskilling in high-demand areas such as data analytics, cybersecurity, and cloud computing

• Negotiating perks like bonuses, professional development budgets, or additional leave

• Exploring roles where demand remains high and skills shortages persist

While headline salary growth may be slowing, opportunities still exist for those who are proactive, adaptable, and skilled in the right areas. The 2025 wage landscape may not deliver the dramatic increases of recent years, but with the right approach, professionals can still position themselves strongly for future growth.

For more of the latest information on the hiring market, top salaries, skills in demand, and more, head to our More than Money Salary Guide 2025.

Almost half of the organisations we surveyed (47.6%) say their current stage of AI adoption is “experimental” or “pilot”, and our experts say this is more a sign of progress than it is of failure.

Despite the hype, AI isn’t a plug-and-play solution. The jump from running a prompt in ChatGPT to deploying AI in a secure, production-ready environment is huge. As Jack Jorgensen, Data, AI & Innovation General Manager at our project delivery arm Avec, puts it:

“There’s a big difference between punching in a search query and building something deterministic and robust enough to run in production systems.”

In other words: it’s easy to experiment with AI, but much harder to operationalise it.

The pilot phase: What’s really going on

When AI went mainstream, business leaders rushed to explore how it might improve productivity, automate tasks, and reshape work. But most quickly hit a wall. Why? Because the magic wears off when you move from ideation to implementation.

Jack assures business leaders, “Having organisations stuck in that pilot stage isn’t a bad thing. It means they’re going out and finding the limitations of the technology and where it can be applied really well.”

This experimental period isn’t just about proving AI works. It’s about learning:

• Where it doesn’t work
• Where your data isn’t good enough
• Where processes aren’t ready, and
• Where your people need upskilling

This discovery stage is critical to uncover what needs fixing before scaling, and will help businesses avoid wasting time and budget building the wrong thing.

The risks of skipping this step

In the rush to “not fall behind,” some organisations are pushing AI into production too fast. That often leads to:

• Tool sprawl and shadow AI
• Security breaches (like the now-infamous CRM upload into ChatGPT)
• Oversold outcomes with underwhelming results, and
• Burnt-out teams working with systems they don’t trust or understand

As Jack puts it, “If you’re jumping in without looking, you’re probably going to break your ankles on the way into the pool.”

The smart move is to slow down, run your pilots, and get clear on the problem you’re trying to solve.

What good looks like in the experimental phase

Here’s what leading organisations are doing right now:

• Running small pilots with clearly scoped outcomes
• Auditing internal AI usage to assess risk and opportunity
• Building foundational data and security infrastructure
• Educating teams on prompt design, ethics, and governance
• Documenting learnings to shape future strategy

This time is your opportunity to build AI capability without breaking things.

Final thought: Pilot is not a plateau

Staying in pilot mode doesn’t mean you’re behind. It means you’re taking it seriously. Rushing to production with shaky data, no security posture, and no clear goals? That’s what real failure looks like.

As JP Browne, Practice Manager from our branch in Auckland, states: “Pilot mode isn’t the problem. It’s the companies skipping this step who are going to run into trouble.”

If your organisation is experimenting with AI right now, you’re exactly where you should be.

Want to find out what else our AI survey revealed? Access the full report.

If you’re looking to build internal AI capability or make your first AI hire, get in touch with our team. Or if your business is ready to kick off a data, AI or innovation project, drop a message to Jack’s team at Avec.

AI isn’t optional anymore. It’s here, it’s moving fast, and the pressure to act is growing. But what’s the reality inside organisations across Australia and New Zealand?

We asked 864 business leaders and technology professionals how their teams are preparing for AI. What we found was revealing: while belief in AI’s potential is high, true readiness is rare, and strategy is the missing piece.

Only 1 in 20 say their organisation is responding “extremely well” to AI

Just 4.9% of survey participants feel their organisation is responding to the changing AI landscape “extremely well”. While nearly a third say their company is doing “quite well,” the most common response was neutral. A lack of clarity and ownership is holding many back.

“There is an executive urgency,” said one respondent, “but our leaders lack vision and strategic thinking.”

Despite AI dominating conversations, only 16.7% of participants say it’s treated as a high strategic priority. In fact, nearly a quarter aren’t sure how AI is prioritised at all.

These numbers paint a clear picture: most organisations are still in reactive mode, watching the hype unfold and unsure how to move forward.

Experimentation is happening, but often in silos

While some teams are getting hands-on with AI, few have an organisation-wide strategy. Only 30.2% of respondents say their company has a dedicated team working on AI initiatives. The rest either don’t, aren’t sure, or are still in the planning stage.

“With only 36% of organisations currently dedicating teams to AI initiatives,” says Tom Mackintosh, Managing Director of Solve by Talent, “this leaves a huge opportunity for the other 64% to catch up and leverage its potential. Building the right AI teams can transform businesses from improving efficiency to driving innovation, the opportunities can be endless.”

When we asked who’s currently driving AI adoption, the responses were scattered:

• 31% said IT or tech departments
• 18.4% said individual departments are experimenting independently
• Just 16.7% said executive leadership is leading the charge

The result? A lot of isolated activity, but little cohesion. AI is being tested, but not yet scaled.

As Cameron Robinson, Head of Enterprise Solutions at Solve by Talent, puts it:

“The leaders making the greatest inroads implementing AI are the ones who’ve educated themselves about the opportunity it presents and are firmly glass-half-full about a future where AI is commonplace.

“They also aren’t sitting waiting for someone else to make a decision. They see the opportunity to bring a change for good in their own job, team and department, let alone the whole company, and they are taking action to capitalise on it.”

The strategy gap is stalling transformation

We asked what areas companies plan to transform with AI in the next 12 months. Nearly half of respondents (47.8%) said they “aren’t sure”. That uncertainty stands in stark contrast to the 90% of business leaders who believe AI will positively impact their teams in the next two years.

It’s not that organisations don’t care, it’s that many seem to not know where to start.

“The hype drowns out the noise,” one business leader told us. “I need an AI strategy like I need a stapler strategy or an office chair strategy. These are tools to achieve aims, not aims in themselves.”

Workforce planning is lagging behind

Despite growing headlines about AI-driven change, most organisations aren’t yet integrating AI into their workforce strategies:

• Only 12.3% plan to hire a dedicated AI specialist or leader
• Only 12.1% are actively using AI to evolve roles or reduce manual work
• 22.9% say AI isn’t impacting their workforce planning at all

But for those starting to explore the shift, the focus is turning to skills, particularly in data, infrastructure, and platform engineering.

“Implementing AI doesn’t mean you need to immediately go and hire a team of people who know how to build AI agents,” says Cameron Robinson, Head of Enterprise Solutions at Solve by Talent. “To start with, you can implement AI well by simply ensuring you’ve got a good handle on what AI-enabled features and functionality your current (and future) tech vendors and advisory partners are already capable of delivering for you.”

“Embracing AI is not optional,” said one respondent. “You will be putting yourself at a disadvantage if you don’t.”

This isn’t a tech problem, it’s a leadership one

AI is a tool, but it’s a tool that forces change. The challenge now is strategic: aligning teams, clarifying goals, and leading with intent.

Leadership means:

• Setting a clear direction and aligning AI with business priorities
• Empowering teams to experiment safely and share learnings
• Investing in foundational skills, not just flashy tools
• Creating space for ethical, thoughtful AI adoption, and not just speed

The organisations doing this well are already seeing momentum build. The rest have an opportunity to catch up, but time is a factor.

If you’re wondering where your team sits in all this, our full report dives deeper into the data from 864 professionals across Australia and New Zealand. You’ll find insight into what’s really happening in workplaces and how to lead the way forward. Access the findings here.

Market Overview

Market Overview

Market Overview

Sydney market overview

The first half of 2025 has been mixed with some industries showing signs of recovery but others still facing challenges. Recruitment activity is on the rise in certain sectors, but the growth outlook has stagnated. The combination of Federal elections and geopolitical uncertainty created elsewhere have tempered our expectations on what will happen for the remainder of 2025

We are still seeing large volumes of applications across Project Services, Support, and Corporate Services. It is not unusual for us to still receive 750-1500 applications per role. Responding to this volume of applications is hard for agencies and employers and so the levels of candidate service is suffering, leading to a lot of frustration in market. Recruitment agencies and internal recruitment teams continue to operate very lean with a laser focus on productivity. At Talent we have maintained our full teams, as we take a long-term view and are prepared for when the market turns.

Permanent hiring remains stagnant with some salaries on some roles returning to levels not seen since 2019. We continue to see redundancies and a move towards “profitable growth”. We experienced the cooling of salaries across many job families, although hard to find niche talent will always test the top end of what the market has to offer. We have yet to see the true impact of AI. Companies hiring for Software Engineering and Data roles are now expected to have experience in or an understanding of Generative AI, LLM’s or Machine Learning.

Despite all this, there are some green shoots as the macroeconomic outlook shows moderate growth. Economic growth surpassed market expectations with GDP growing in the final quarter of the financial year. The RBA has again cut the cash rate, and further cuts are projected. Inflation is predicted to be 2.9% by the end of 2025, which sets us up for a brighter start to FY26.

Business critical projects can only be postponed for so long, so the need to invest in technology & transformation combined with some positive signs the economy is finally improving, suggest that investment and hiring is starting to recover. With a high volume of candidates still competing for jobs, the advice to candidates is to be flexible and think holistically around what matters most when considering an opportunity. Companies are becoming fussier with an expectation of an 80%-90% match to the job profile, whereas throughout the COVID period, candidates with a 60%-70% match were being hired. Advice for clients would be that the best candidates are still hard to attract. There is a reservation to jump ship in a market as unpredictable as ours, so when you find a great candidate make your offer competitive and move fast to secure them.

The NSW Government continues to look to make savings through contingent workforce cuts. This does seem to be slowing down with some departments (especially in IT), at breaking point so hopefully will bottom out over the next 3-6 months. In Labors first term, inflation was been the dominant challenge so the government’s room to maneuver on policy was been constrained. With the recent more positive inflation figures the risks that will be most front of mind will be different: namely now the risk of a slowing economy and the need to maintain stability and confidence, particularly given what else is happening in the world should come to the forefront of Labors actions. Hopefully now they can look to releasing some funds for projects which will have the need and appetite for the expertise of the white-collar contingent labor market.

While the re-elected Labor government has promised contingent workers better access to benefits this has yet to eventuate and the significant decrease of contingent opportunities in the tech and white collar continues to put pressure on rates.

When it comes to technology sales roles, we have also seen the market revert to pre-COVID levels in terms of hiring for many go-to-market roles i.e., sales, sales leadership, and for some roles we have seen demand drop well below pre-COVID levels, i.e., customer success, channel/partner and pre-sales.

Candidate needs in Sydney

• Flexible working arrangements
• Progression and professional development opportunities, including improved access to online learning from their employer or third parties
• Rewarding work – stable, long term large project/BAU work will often be preferred

Business needs in Sydney

• The expectation of 3-5 days per week working in the office
• Opportunity to leverage the rapidly developing opportunities with AI
• Stable workforce with stable predictable costs
• Cybersecurity skills and experience

The year ahead for Sydney 

What can we expect as we head into FY26?

We continue to remain optimistic about the market outlook as upgrades and business-critical projects need to be completed. The Manager Services Providers and Consultancies are slowly starting to rebound off the back of these projects. The caveat to this is that they are now competing primarily on cost, which in a tight labour market brings into question the ability to deliver over an extended period.

The Financial Services industry continues to show resilience with the Big 4 reporting strong half-year results despite competition and rising costs. Despite the positive financial results, we are in a period of consolidation. Headcount reductions and offshoring have continued into the first half of 2025 and most likely through to the end of the calendar year. We have yet to see the full impact of Agentic AI on the industry, FY26 is when we expect to see this being rolled out.

In terms of working arrangements, from the job seeker’s perspective, there is higher demand for more working from home options and general flexibility – but although this is the case, we are finding that the majority of companies are enforcing a return to the office (3-5 days per week). In a tougher market this may work, but Australia still has a skills shortage, so when the market lifts, we suspect employers that offer less flexibility will suffer. Fully remote work only seems to be available to candidates who are willing to take pay cuts to work from home entirely.

Looking at top skills right now, cybersecurity is in high demand. As Australia is a wealthy country and a fast adopter of new technologies, it’s an attractive target for cyber criminals. The government wants Australia to be “a world leader” in cybersecurity by 2030. State government agencies will have to scale up to address (and get in front of), an increase in frequency and complexity of attacks, and as such, cybersecurity will be an area to watch out for over the next few years. The Albanese government’s Clare O’Neil (Minister for Home Affairs and Minister for Cyber Security) has already described cyber threats as, “the fastest growing threat that we face as a nation”. Part of the funding allocated will be invested in a threat sharing platform for the health sector which will drive some demand in eHealth for skilled contingent labor in 2024. $586.9 million has been announced for the “action plan”, which runs until 2030. Local government agencies and universities are already working on the implications highlighted in the Security of Critical Infrastructure Act and planning investment accordingly. This includes hiring in this space.

If you’ve been applying for jobs and hearing nothing back, you’re not alone. And if you’re a hiring manager wondering why great candidates are vanishing mid-process? It’s the same story.

SEEK’s latest Employment Trends Quarterly Snapshot (July 2025) confirms what many in South Australia are already feeling: competition is heating up. Application volumes are up, hiring delays are costing good candidates, and businesses that move fast are winning.

“Public sector jobs are seeing the highest number of applicants per job ad,” says Vimal Venugopal, Senior Consultant in Technology & Project Services Recruitment from our Talent office in Adelaide. “According to SEEK, that index now sits at 220, and Professional Services roles are close behind at 187. That’s a huge amount of competition.”

And it’s not just the data, it’s what’s happening on the ground.

“The SEEK data is completely in line with what we’re observing in the Adelaide market,” Vimal adds. “For example, we listed a Data Migration Analyst role and an ICT Support Analyst role and received 299 and 342 applications respectively.”

Here’s what this means for both sides of the hiring equation and how to stay ahead.

Employers: Why hiring in South Australia is slower and riskier than you think

With more people applying per role, it might look like there’s no shortage of options but volume doesn’t always equal quality. Many hiring managers are finding that while applications have spiked, top candidates are accepting other offers well before interviews are locked in.

“The biggest risk right now is hesitation,” Vimal warns. “If you wait too long for the ‘perfect’ candidate, you’ll likely miss out on someone great who’s already in market and motivated.”

Here’s how smart employers are adapting:

• Shortlist fast, schedule faster. Cut delays wherever you can. A recruitment partner can help by doing the initial shortlisting and managing the candidate experience end-to-end.
• Communicate early and often. “Even a short message helps,” Vimal says. Candidates notice when they’re left in the dark.
• Reframe your ideal candidate. Capability, availability and drive should take priority over ticking every box.
• Think long-term. A strong, respectful candidate experience builds your brand and keeps your talent pool warm for future roles.

Job seekers: How to stand out while job hunting in South Australia

High application volumes mean job seekers need to be sharper than ever. If you’re applying for roles in SA, assume you’re one of hundreds. The key? Speed, tailoring, and follow-through.

Here’s Vimal’s advice:

• “Apply early. Don’t wait for the closing date as hiring decisions often happen before then.”
• Tailor everything. Your resume and cover letter need to speak directly to each job. A generic approach won’t cut through.
• Do your homework. Learn what you can about the company and team before applying and use that insight in your cover letter or follow-up.
• Keep moving. Stay in the loop through networking, skill-building, and following up on applications. The more proactive you are, the more control you have.

“Today’s job market moves fast,” Vimal adds. “Those who act quickly and smartly win. Let’s not lose good people or good opportunities because of delays.”

How employers and job seekers can win in a competitive job market

The takeaway for both employers and job seekers is: speed and communication are your best assets right now.

Good candidates are available and they’re watching how businesses manage their hiring process and how they treat prospects. Strong roles are being advertised and hiring managers are looking for those who show intent.

If you need help navigating South Australia’s job market, head to our jobs board or get in touch with our team today. Let’s move fast and make it count. 

If you’re feeling behind on AI, you’re not alone. According to our latest survey, nearly 48% of organisations say they’re still in the experimental or pilot phase of AI adoption. This figure might sound like a red flag but according to our experts, it’s a natural and necessary step.

In our most recent webinar, ‘What’s next: How is AI really changing the way we work?’, we unpacked the realities of AI adoption with two sharp minds in tech and recruitment: JP Browne, Practice Lead from Talent Auckland, and Jack Jorgensen, General Manager – Data, AI & Innovation at Avec, our IT consultancy arm. Together, they explored the real blockers, risks, and opportunities leaders need to wrap their heads around in 2025.

1. Most companies are still figuring it out

The gap between AI hype and delivery is wide, and tinkering with tools like ChatGPT doesn’t mean your business is ready to run AI in production. As Jack points out, “There’s a big difference between punching in a search query and building something deterministic and robust enough to run in enterprise systems […] Having organisations stuck in that pilot stage isn’t a bad thing. It means they’re finding the limitations of the tech and discovering what it can actually do well”

The main takeaway both experts emphasised were: Don’t rush to a “full rollout.” Use the pilot phase to build guardrails, clean up your data, and decide what AI is actually for in your business.

2. Executive urgency doesn’t equal ownership

Our recent AI survey found that for 31% of organisations, IT or technology departments are seen as the primary drivers of AI adoption. Alternatively, Jack has observed that, “IT isn’t driving AI, they’re just putting up the guardrails. However, because execs don’t know who should own it, they’re lumping it in tech’s lap.”

According to JP, “For the first time ever, I’ve got IT leaders saying, ‘We can’t implement what you want until we’ve fixed security and infrastructure.’” 41% of leaders say their biggest blockers are lack of strategy and unclear goals. Execs want AI yesterday but, without a clear owner or roadmap, most strategies stall.

The result? IT teams are stuck between enabling the business and playing the bad guy. And without a cohesive plan, budgets dry up fast.

3. People are nervous

In the webinar, JP stated, “You can’t bury your head in the sand. AI’s affecting workflows and job design, and people are understandably unsure where they fit.” However, in the midst of such concerns, Jack reassured, “I’m seeing less job displacement and more evolution. But we need to be honest about where AI changes the game.”

The fear around AI is real, and it isn’t just about job losses. Our AI survey showed:

• 60% are concerned about ethics or compliance risks
• 58% fear loss of human oversight
• 57% worry about inaccuracy and hallucinations

Business leaders need to address these fears head-on, not just with reassurance but with transparent, actionable education.

4. Security is the #1 barrier – and that’s a good thing

46.2% of leaders said security concerns are the top reason they’re cautious about AI, and our experts say that’s the right instinct. Between real-world data breaches and shadow AI usage, the risks are everywhere.

“If I could rate that 46% stat above 100%, I would. Security and compliance should be front of mind. Full stop,” shared Jack.

From accidental uploads of entire CRMs into ChatGPT (yes, that really happened) to AI-generated code opening up backdoors for attackers, this is not the time to “move fast and break things.”

5. AI is quietly changing workforce planning

The shift is subtle, but it’s coming. One in four leaders say they’re actively exploring how AI might reshape the roles they hire for and 12.1% surveyed are already using it to reduce manual work.

As a longtime recruiter in New Zealand, JP shares his observations, “We’re not seeing mass hiring of AI engineers, but we are seeing increased demand for system engineers and data people.” While AI isn’t replacing people yet, it is changing the kind of people you need.

Conclusion: AI readiness is a journey, not a silver bullet

From security fears to strategy gaps, the state of AI in business today is still murky, but that’s not a reason to stall. As Jack puts it, “If you’re jumping in without looking, you’re probably going to break your ankles. But if you plan, pilot, and build velocity? That’s the win.”

So, the real question isn’t whether AI should be part of your business because it already is, but do you know where, how, and why it’s showing up?

Want to find out what else our AI survey revealed? Access the full report.

If you’re looking to build internal capability or make your first AI hire, get in touch with our team.

Or is your business ready to kick off a data, AI or innovation project? Drop a message to Jack’s team at Avec.

August 2025 – Leading recruitment company Talent today announced the evolution of its decade-old social enterprise, now operating under the name Rise by Talent, to address the rapidly changing entry-level employment landscape and critical skills shortages in the technology sector.

The rebrand from Talent Rise to Rise by Talent coincides with a strategic shift to meet growing demand for diverse tech talent as artificial intelligence transforms traditional career pathways. With Australia requiring 1.2 million additional tech workers by 2030 and education gaps in New Zealand, the initiative scales proven approaches to unlock untapped potential in underrepresented communities.

Proven track record of impact

Over the past decade, the program has demonstrated measurable success in bridging diversity gaps in technology careers:

• Australia and New Zealand combined: Thousands of lives changed through comprehensive employment pathways
• New Zealand specifically: 136 rangatahi graduated, achieving a 93% employment success rate
• Industry recognition: 2025 NZ Hi-Tech Award winner for Best Contribution to the Tech Sector

“The landscape is changing and so are we,” said Mark Nielsen, CEO of Talent Global. “After 30 years in recruitment, we know talented people get locked out just because they don’t have the right connections. Rise by Talent takes everything we’ve learned about what employers actually need and applies it where it’s needed most.”

Addressing critical skills gaps

Rise by Talent specifically targets the intersection of three major workforce challenges:

1. Skills shortage crisis: Australia’s need for 1.2 million additional tech workers by 2030, with proportional shortages across New Zealand
2. Entry-level transformation: AI reshaping traditional career pathways, requiring new approaches to workforce development
3. Diversity deficit: Systemic barriers preventing Indigenous, Māori, and Pacific Islander talent from accessing technology careers

In New Zealand, where only 30% of the population holds bachelor’s degrees or higher, Rise by Talent sees 70% untapped potential in communities historically underrepresented in tech sectors.

Innovative Program Design

The initiative goes beyond traditional diversity programs by providing:

• Skills-based training focused on capabilities AI cannot replace
• Real work experience with technology companies committed to inclusive hiring
• Cultural confidence development alongside professional skills
• Genuine career pathways rather than short-term placements
• 6-month fully funded internships leading to permanent employment opportunities

Kara Smith, Managing Director of Talent New Zealand, emphasizes the cultural authenticity of the approach: “We are a local Aotearoa business with a diverse team and the resources of a global market leader. This combination allows us to provide deep understanding of local talent markets while fostering genuine pathways for rangatahi in both recruitment and technology industries.”

Scaling proven success

Unlike traditional corporate diversity initiatives, Rise by Talent is backed by Talent’s unique funding model where the company covers all operational overheads, ensuring 100% of external funds raised directly support participants. This approach has enabled consistent program delivery and measurable outcomes over a decade.

The program’s flagship Hawaiki Tech initiative in New Zealand exemplifies this comprehensive approach, providing 12-week employment readiness programs with over 200 hours of training, 80 hours of work experience, and direct placement support with technology companies.

Industry partnership model

Rise by Talent works exclusively with employers committed to authentic diversity rather than quota-filling exercises. Partner companies gain access to:

• Motivated talent with proven work ethic and cultural confidence
• Diverse perspectives that drive innovation and improve profitability
• Skills-ready candidates prepared for roles AI cannot replace
• Ongoing support ensuring successful long-term placements

“Traditional grad programs are stuck on repeat – same schools, same networks, same surnames,” noted Megan Woodbury, COO of Talent. “We’re using our position in the industry to create real pathways for people who have the talent but not the networks.”

Future expansion plans

Building on proven success, Rise by Talent plans continued expansion across both Australia and New Zealand, with particular focus on:

• Regional program delivery beyond current Auckland and Wellington operations
• School pathway programs introducing technology careers to younger students
• Enhanced industry partnerships with technology companies committed to inclusive hiring
• Knowledge sharing initiatives to inspire sector-wide change

The evolution to Rise by Talent represents more than a rebrand – it signals a strategic commitment to scaling impact as the technology landscape continues its rapid transformation.