There’s no way around it: AI is already embedded in the way we work. Whether it’s Microsoft Copilot in your inbox, AI-driven applicant tracking systems, or staff running side experiments in ChatGPT, this technology is everywhere.

As JP Browne, Practice Manager from our office in Auckland puts it:

“You can’t wait for your organisation to come up with the best practice for AI. Too many businesses are behind. You have to take responsibility for learning it yourself.”

In other words, burying your head in the sand isn’t an option. AI literacy is quickly becoming a must for every role, not just tech teams.

Why AI literacy matters

AI tools are moving so quickly that what felt advanced six months ago is already outdated and this pace of change has created both opportunity and risk. On one hand, AI can streamline tasks, boost productivity, and surface insights in seconds. On the other, uninformed use can put entire businesses at risk.

Jack Jorgensen, General Manager of Data, AI & Innovation at our project delivery arm, Avec, recalls a recent case where a senior executive uploaded an entire customer database into ChatGPT to “get insights”:

“It’s wild to think about now, but at the time it felt like just another platform. That kind of mistake has massive implications for security and compliance.”

This is the crux of AI literacy: understanding not just how to use AI, but also where the risks lie; from data privacy and compliance breaches to biased outputs and system vulnerabilities.

It starts with personal responsibility

AI literacy isn’t about becoming a machine learning engineer. It’s about being aware, informed, and responsible. This means:

• Knowing what happens to your data when you use AI tools.
• Understanding the difference between AI-generated and human-created content.
• Recognising the ethical and compliance risks before pressing “submit.”

JP stresses the importance of personal accountability:

“It’s not just about your organisation. Even in your own life, banking, personal data, family photos… You need to understand the implications of AI. That awareness is what protects you.”

Learning is not a one-off

One of the clearest takeaways from our latest AI survey was that training cannot be a box-ticking exercise. Jack recommends a rolling approach:

“AI training should be refreshed every three to six months. This technology is evolving too fast for a one-and-done course.”

This means creating a culture of continuous learning of online courses, hands-on experimentation, and knowledge sharing across teams to help normalise AI use and build the kind of muscle memory that keeps businesses secure and competitive.

Building AI literacy across the workforce

Where should you start? Here are three practical steps:

1. Baseline awareness. Run introductory sessions to ensure everyone knows what AI is (and isn’t), how it works, and why it matters.
2. Applied learning. Give employees the chance to try AI tools in controlled settings. Show them how these tools apply to their actual workflows.
3. Guardrails and guidance. Pair literacy with policy. Make it clear what’s allowed, what’s off-limits, and where to go with questions.

Jack suggests making this a cultural shift, not just a compliance exercise:

“The more people understand both the benefits and limitations of AI, the better they’ll be at spotting real opportunities to use it. That’s when AI becomes an enabler, not just another shiny tool.”

Beyond work: AI literacy as a social responsibility

AI literacy isn’t just about career development. It’s also about helping those around us adapt. As Jack points out, older generations often struggle to spot AI-generated content, while younger people may not yet grasp its risks.

“It’s not just a learning journey for you. It’s about helping your parents, grandparents, even your kids understand what AI is and how to navigate it safely.”

This makes AI literacy a broader social responsibility. The more people who can spot manipulated images, biased outputs, or fake content, the healthier our workplaces and communities will be.

AI isn’t going away. It’s already woven into the tools you use every day, whether you notice it or not. So, learning how it works, what to trust, and where to apply it responsibly is no longer optional.

The question is: will you be the person who waits for your organisation to catch up, or the one who gets ahead and helps lead the change?

Looking to build in-house AI capability into your workforce? Get in touch today.

Talent today has announced the launch of its new podcast, Not Just A…, a fresh, uplifting series that shines a light on remarkable people focusing on not just what they do, but who they are beyond the job title. Subscribe to listen to the episodes Here

Not Just A… invites listeners to discover the unexpected stories, passions, and sides of well-known figures and industry leaders that rarely surface in their professional bios. Across candid, conversation-driven episodes, guests reveal what drives them, the lessons they’ve learned, and the personal moments that shaped who they are.

Featured guests include:

• Mark Tanner – Founder & CEO of SaaS success story Qwilr (Not just a tech founder)
• Ash London – Author & Australian radio/TV personality (Not just an author)
• Emma Chow – Australian radio personality (Not just a radio announcer)
• Alex Williamson – Leading sports agent and champion of women’s sport (Not just a sports agent)

In the debut episode, Mark Tanner, CO-Founder and CEO, Qwilr, shares, “Many founders think they can’t balance both, but that’s not true. Kids forced me to set boundaries, delegate more, and raise my standards. I can’t just pull 80-hour weeks anymore. If something isn’t done properly, I hold people accountable instead of fixing it myself on the weekend. It’s made me sharper at prioritisation and more protective of my time. And honestly, I’m a better leader for it.”

Each episode blends insightful conversation with a lighthearted tone, offering listeners a behind-the-scenes glimpse into the diverse lives and passions of its guests.

Not Just A… will release new episodes fortnightly on Spotify, YouTube, and other major streaming platforms.

TikTok has become an unlikely oracle of work culture, and the latest buzzwords have been doing the rounds: “job hugging” and “quiet cracking”. More than just social media gimmicks, they’re signals of where the labour market is right now in Australia, New Zealand, and the US.

What is “job hugging”?

A response to a tighter labour market, rising costs of living, and waves of layoffs across industries, job hugging is the latest phenomenon defined as employees holding onto their jobs for security, even if they’re disengaged.

On the surface, job hugging can look like stagnation, but employers are benefiting; fewer resignations mean lower recruitment costs and more certainty for long-term planning.

In Australia, job mobility has slipped from 9.5% in 2023 to just 7.7% in 2025, while SEEK reports job ads are down 4.8% year-on-year. It’s not surprising that many are clinging tightly to a role that feels safe.

What is “quiet cracking”?

“Quiet cracking” flips the script. It’s about employees pushing for growth in spite of limited upward mobility. This means side hustles, passion projects, or going the extra mile in their current role.

Another reaction to the broader reality, as Gallup reports 77% of people are globally disengaged at work. And when promotions or pay rises are thin on the ground, workers are finding ways to crack open new growth pathways on their own.

Gen Z and the broken entry-level market

Much of the conversation around job hugging overlaps with old narratives about Gen Zs “job hopping.” The youngest generation in the workforce, Gen Z carries a reputation for being quick to move on or staying for only 1-3 years before seeking something new.

But here’s what the headlines often miss: this isn’t about disloyalty. It’s survival in a systematically broken entry-level market.

According to Jobs and Skills Australia, entry-level jobs postings are down significantly. While in Australia, the unemployment rate is holding steady at 4.2%, the rate for young people – which is typically higher than the overall rate – has risen slightly to 9.5%.

At the same time, the pay-off for switching roles has largely evaporated. In 2023, job hoppers were gaining 7.7% salary increases compared to 5.5% for those who stayed. Now, job hoppers see a measly 0.2% gap in salary bumps of new roles offering 4.8% compared to 4.6% for those who stay put.

Candidates: Reframe the narrative

Instead of internalising this behaviour as flighty or fickle, rethink how you want to position yourself:

• Don’t apologise for being strategic. Job changes can be intentional career design. Rather than saying “I know it looks like a lot of moves,” frame it as “Each role was chosen to build specific skills for my long-term goals.”
• Skills growth over tenure. Loyalty is no longer measured in years. What matters is the growth, skills and capabilities you can point to.
• Make every move count. Random job hopping is over; strategic career construction is the new norm.

What these trends tell us about the market

Together, job hugging and quiet cracking reveal a workforce caught between caution and ambition:

• Risk aversion is high. Workers are reluctant to leave without a compelling reason.
• Retention is fragile. People may stay, but disengagement looms unless employers create pathways for growth.
• The talent pool is selective. Candidates want roles that feel both secure and has opportunity for growth, and they’ll pass on jobs that don’t offer either.

Employers: The takeaway for leaders

If you’re hiring in Australia, New Zealand, or the US, understand the balance employees are trying to strike: stability on one hand, and growth on the other. “Job huggers” need reassurance that your opportunity is safe. “Quiet crackers” need to see how it will help them grow.

In other words, you aren’t just selling a role, you’re selling everything that goes along with it: security, skills, growth, culture, and the list goes on.

Want to understand how these workforce signals could impact your hiring strategy? Our team can help you plan your next move. Get in touch.

In today’s job market, the first “reader” of your resume is usually software.

Applicant Tracking Systems (ATS) parse (read, break down, and map) your resume into structured data so recruiters can search, sort, and rank candidates fast. When the parsing goes wrong, strong applicants can get lost in the shuffle, and another caveat? Since job seekers are also using AI to game the system, we’re in a hiring landscape where both sides are optimising for efficiency, and the result is anything but.

What is parsing and why does it matter?

Parsing is how an ATS interprets your resume and turns it into searchable fields like name, job title, dates, skills, and education. If your resume formatting confuses the parser, your experience might not show up correctly in recruiter searches even if you’re highly qualified and fit for the role.

There are a few types of parsers out there:

• Keyword-based: Looks for common section headers and formats. Deviate too far and you might break it.
• AI/NLP-based: More advanced systems can extract skills and infer meaning from context but they aren’t perfect.
• OCR-based: Kicks in when resumes are uploaded as PDFs or images without a proper text layer. Accuracy here drops sharply.

For job seekers: Format for humans and machines

• Stick to 12pt fonts that every system recognises like Times New Roman, Calibri or Arial.
• Avoid design extras: Tables, columns, images, logos, and text boxes might look nice but can trip up parsing.
• Use clear section headers: Experience, Education, Certifications, Skills.
• Pack it with keywords: Think of your resume like SEO for job boards. Search “<your job> keywords” and use those in context and tie them to outcomes. Don’t list them in a block.
• Save and upload in .docx, not PDF. PDFs often require OCR to extract your text, and that’s where things break down.

As JP Browne, Practice Manager from Talent Auckland, explains:

“Some organisations are moving away from AI screening tools, because applicants can just copy-paste job ads into AI prompts and generate amazing cover letters. But if the CV doesn’t match the substance, it’s game over. Your resume has to actually contain the right data and not just sound impressive. I call it CV-for-dummies because I need everything spelled out. Don’t assume your title tells the story. Put in more detail, not less.”

For employers: Efficiency is not effectiveness

AI and ATS tools help filter thousands of applicants but over-relying on automation can hurt you. Especially in a market where candidates are leveraging generative AI to write polished CVs and cover letters, many hiring managers are finding that what looks good on paper doesn’t hold up in interview and that’s slowing the process down.

Instead of streamlining hiring, AI on both sides is creating a new bottleneck: CVs that look right but don’t deliver, and shortlists that fail to surface the best fit.

“It is not unusual for our team in Sydney to still receive 750–1500 applications per role,” says Matthew Munson, Managing Director of Talent Sydney. “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.”

This is echoed in South Australia by Vimal Venugopal, Senior Consultant in Technology & Project Services Recruitment in Talent Adelaide:

“Public sector jobs are seeing the highest number of applicants per job ad. 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. This data is completely in line with what we’re observing in the Adelaide market. For example, we listed a Data Migration Analyst role and an ICT Support Analyst role and received 299 and 342 applications respectively.”

Keep a human in the loop

ATS tools are useful but they can’t replace human judgement. We recommend keeping a hiring professional involved in reviewing any final shortlist. Take a second look at ‘near miss’ candidates whose resumes may not have been perfectly formatted but show potential and revisit your role briefs and consider re-advertising with clarified requirements or alternate job titles. Most importantly, ensure interviews are being used to assess capability, not just alignment to the AI-generated CV.

Final tips for both sides

Job seekers: Format simply, write clearly, and tailor your resume for the role without ChatGPT doing all the heavy lifting.

Employers: Review your ATS setting, make sure your job ads are written clearly (without keyword stuffing), and don’t delegate shortlisting entirely to automation. The right candidate may be hiding just behind the algorithm.

If you’re a job seeker looking for your next exciting opportunity, head to our jobs board. And if you’re a hiring manager looking to find top talent who can hit the ground running, get in touch today.

When it comes to hiring and career growth, the debate between skills and degrees continues to spark conversation. With industries evolving rapidly and technology reshaping how we work, what really matters most? Should job seekers focus on building practical, hands-on skills, or does earning a formal degree still hold the key to long-term success?

To explore this, we sat down with two of our recruitment experts from Perth; Kristen Stewart and Jon McCahon. Their insights shed light on how universities are adapting, what employers truly value, and why the best approach might be finding the right balance between both.

The case for: The value of a degree in today’s market

“At their core, degrees still provide foundational knowledge – complex theories, frameworks, and structured learning that encourage teamwork, research, and formal communication,” Kristen says. These skills transfer well to the workplace, helping new hires meet deadlines, collaborate effectively, and grow professionally.

Kristen shares that universities are increasingly integrating practical experiences into their degree programs. “We’re seeing more work-integrated learning like internships, placements, and hands-on projects across fields like engineering, IT, science, and business,” she explains. These real-world applications help students gain the skills that employers want, boosting their employability.

Despite the growing popularity of skills-based hiring, Kristen believes degrees still deliver essential value. “The foundational knowledge you gain – understanding complex frameworks, learning how to research, communicate formally, and work collaboratively -those are things that really transfer into the workplace,” she says. “It sets people up with the discipline to meet deadlines, present ideas, and operate in a structured way.”

When it comes to long-term career growth, Kristen notes that degrees often open doors to senior positions. “In many organisations – especially those with formal HR requirements or structured hierarchies – a degree is still a box that needs to be ticked. That’s less of an issue in your twenties, but it can become more important later in your career. And once you’ve got a mortgage, a family, and a full-time job, it’s a lot harder to go back and study.”

She also highlights partnerships between universities and industries, especially in sectors like mining, engineering, and health, driving innovation and collaboration. This connection ensures that degrees don’t just deliver theory but also prepare graduates with relevant, practical skills.

The case against: Soft skills are king

Jon believes that skills-based hiring gives employers access to a broader and often more capable talent pool. “When you remove degrees as a filter, you instantly open the door to candidates who may have taken non-traditional paths but still bring the technical skills, mindset, and real-world experience needed to thrive,” he explains. Jon points out that this not only speeds up the hiring process by removing unnecessary screening criteria but also brings down recruitment costs. “You’re not spending weeks shortlisting based on pieces of paper. You’re actually evaluating who can do the job.”

He adds that hiring for skills often leads to better performance and retention. “When people are hired based on what they can do – rather than what they studied – they’re usually more aligned with the work. They’re in roles that match their strengths, which often translates to more passion, better results, and longer tenure.” Jon also notes that relying on skills can be more cost-effective. “There is no tuition fees involved, and candidates might not demand the same salary premiums that degree-holders often expect – especially when they’re still early in their careers.”

Jon points to research that shows companies like Google and IBM have removed degree requirements for many roles, especially in tech and digital. “In digital marketing, for example, the tools and platforms change so quickly. A marketing degree from 10 or 15 years ago wouldn’t have included anything about social media, influencer marketing, or platform analytics. But someone who’s grown up building audiences on TikTok or managing brand accounts on Instagram might actually be more relevant, and those are skills you can’t always teach in a classroom.”

He also argues that skipping university can give job seekers a head start. “Instead of spending three or four years studying, they’re already working, building networks, and getting promoted. That fast-tracked experience can really compound over time.”

The verdict: A mixture of both

Ultimately, the skills vs degree debate isn’t about choosing one over the other – it’s about balance, relevance, and long-term value. As Jon and Kristen highlight, what matters most is context: the role, the organisation, the career stage, and the individual. A degree can open doors and offer structured learning, while practical skills demonstrate adaptability and impact from day one. Employers today aren’t looking for one or the other, they’re looking for the right mix. As hiring needs evolve and workplaces shift, finding that sweet spot between qualifications and capability is where the real magic happens.

So, whether you’re a candidate shaping your next move or an employer making a call, it’s not either/or, it’s both, in balance. And if you’re unsure? That’s where we come in. Get in touch.

At Talent, we’re all about building a better world of work and that includes helping our customers understand how AI is shaping it.

To help us do that, we recently ran a survey asking business leaders and tech professionals to share their thoughts on AI in the workplace. As a thank you, respondents had the chance to go in the draw to win a prize valued at $500 in the form of either:

• A Visa gift card, or
• A donation to a charity of their choice

Congratulations to our winner Bronwyn W.

Thanks again to everyone who completed the survey.

The pandemic didn’t just change where we work, it shifted how we think about work altogether. Dining tables and spare bedrooms became our offices, Gen Z entered the workforce with fresh expectations, and a booming tech market sent salaries soaring. With remote work removing geographic barriers, job-hopping became more common and, in some circles, more accepted. But as employees embraced flexibility and opportunity, employers started to question the growing trend of short tenures. For some, it’s a sign of agility and ambition. For others, it’s a red flag.

To unpack both sides of the debate, we sat down with some of our recruitment experts to hear their take: Is short tenure a problem or simply the new normal?

Short tenure isn’t a bad thing

Georgia Townsend, a Candidate Manager at Talent who has worked with tech and digital candidates, argues that short tenure isn’t necessarily a red flag especially in today’s evolving workforce. She sees career movement as a strategic way for candidates, particularly younger generations, to accelerate growth.

“There are real advantages to moving roles more frequently,” Georgia says. “For candidates, short tenure can mean faster career progression, better pay, and broader exposure across industries and tech stacks.” She explains that staying too long in one company can sometimes slow down advancement, especially in fields like data and AI where hands-on experience with emerging tools is critical and often only gained through diverse, fast-paced environments.

Georgia also points out that the rise of remote and hybrid work has reshaped how people engage with companies. “Gen Z, for instance, entered the workforce just before or during COVID. Many haven’t had the chance to build strong in-person connections or feel a strong sense of loyalty to one employer,” she explains. “If companies haven’t nailed the ‘stickiness’ of culture in remote settings, you can’t blame young talent for moving on.” According to Yahoo Finance, Gen Z workers typically stay in a job for approximately 2 years and 3 months which is shorter than Millennials and significantly less than Gen X and Baby Boomers.

She believes employers need to consider the context. “Short stints shouldn’t be immediately disqualifying. Was it a toxic environment? A mismatch of values? A candidate with a few short roles but strong reasons and good reflection can still bring a lot of value.”

Georgia also highlights that short tenure can offer breadth of experience that longer stints might not. “Someone who’s worked in multiple environments might not have depth in one area, but they’ll have seen different ways of working and bring a broader toolkit to the table.”

Long tenure is best

Dylan Cohen, Director – Microsoft & Cloud Solutions, at Talent New York, who has been in the recruitment industry for nearly a decade, takes a more traditional stance, especially from the perspective of clients making long-term hiring decisions. As a recruiter who often works with consulting firms and high-stakes placements, he believes short tenure can – and often should – raise red flags.

“When I see four jobs in six years, I pause,” Dylan says. “Clients pay us a premium to find stable, long-term hires. They’re not going to shell out thousands in fees for someone who looks likely to leave in 12 months.”

He acknowledges that in early careers, especially post-COVID, some movement is expected. But past a certain point, he argues, repeated short stints can indicate a lack of depth. “A candidate may have breadth, but if they’ve never stayed long enough to see a project through or take on leadership responsibilities, it’s hard to judge their impact.”

Dylan also points out the salary inflation that short tenure can drive. “Candidates who hop around often demand more money with each move, but they’re not always bringing the seniority or experience to match. Some clients just won’t pay someone $130K because they had two short gigs – they want to see consistency and growth.”

Ultimately, short tenure should always come with an explanation. “COVID and economic disruptions are valid reasons. But if it’s a consistent pattern without context, it’s risky – for us as recruiters, and for our clients.”

Does location matter?

Dylan argues that whether short tenure is a red flag depends significantly on regional and industry contexts. He explains that in areas with more job opportunities, such as New York, short tenure may not be as concerning because of the fast-paced, high-risk, high-reward environment. “In places like New York, if someone has moved between companies every two to three years, it’s not that uncommon because the volume of opportunity is so high,” Dylan notes.

He believes the industry also plays a crucial role. For example, in sectors like sales, moving every 12 to 18 months is a red flag, but in software engineering, where projects may last several years, shorter stints may be more acceptable. Dylan also points out that the ability to explain why someone left a job can make a significant difference. “If someone can explain that they left because they outgrew the role or the company wasn’t able to provide new challenges, it helps.”

Georgia emphasizes that geographic location can influence how short tenure is viewed. For instance, in other markets, three years may seem like a relatively short tenure because of the slower pace of local industries. However, in cities with more dynamic job markets, such as New York or London, shorter tenures may be more acceptable. “In places like New York, three years in a role might be the norm before a person moves on for better opportunities,” Georgia explains. “In other markets, though, it could be more of a six-year game.”

She suggests that employers in regions with fewer job opportunities may be more inclined to view candidates with shorter tenures as flight risks, whereas in global hubs with constant industry shifts, the perspective on tenure might be different. Additionally, she highlights that even within a region, industries like mining, where growth is slower but more structured, may not align with candidates who are used to more fast-paced work environments.

Dylan’s final thoughts:

“I think the key takeaway here is that the answer depends on the industry and region. In my market, for example, I’d love a candidate with three jobs over 10 years who can speak specifically about migration projects. However, in other markets, that might not work. Long tenure typically signals loyalty, commitment, and the ability to see a project through, but it doesn’t always equate to experience across different job functions. Someone with long tenure in an end-user role might not be suitable for consulting clients because they’ve only seen one way of doing things. So, longer tenure is often better, but not always. It’s important to remember that more tenure doesn’t necessarily mean more diverse experience.”

Georgia’s final thoughts:

“The real debate comes down to what clients want out of a role. For example, in a complete transformation, you wouldn’t hire someone who’s been at one company for seven years, because they’ve only seen things done one way. That’s where someone with three jobs in six years might be favored. I agree that less than 12 months in a role is a red flag, and having multiple stints under 12 months is also concerning. But in rapidly changing industries like data, AI, or coding, the shorter learning curves and evolving technology challenge traditional thinking about tenure.”

Building a diverse workforce isn’t about ticking boxes or hitting targets—it’s about bringing together the best mix of people to make your business stronger, smarter, and more successful. Here are six top tips to help you create a hiring strategy that’s diverse, inclusive and, ultimately, effective.

1. Consider ditching the degree: Open up your entry points

Rigid entry requirements can be a diversity killer. Companies are waking up to the idea that you shouldn’t be so picky about where people have studied. But can you take this further and open your organisation to some incredible talent you would’ve otherwise missed? As one example, consider rethinking your grad program(s) and instead explore bringing on apprentices, trainees, and interns. You don’t have to reinvent the whole scheme from scratch, but consider opening up new avenues through which high potential young people with skills and enthusiasm can join.

2. Design work to fit a diverse workforce

Creating a more diverse workforce starts with how you design jobs. We’ve seen examples where a traditional demanding and multi-faceted role was split into two distinct ones, so that people with different needs, wants, and circumstances—like caregivers—had more chance of finding a job they’d love within the company.

Take a look at your job descriptions and the way you currently dictate how work gets done. Are you rigid or adaptable? And why is it that way? Offering part-time roles, condensed hours, job shares, or different shift patterns could help you attract talent that might have otherwise not even bothered applying.

3. Kick out the bias in your hiring process

We get it. This is easier said than done, but there’s a great return on investment. If the challenge of removing bias seems daunting, start by breaking it down into two categories: the things talent acquisition can control, and the things that are reliant on the rest of the business.

Talent acquisition is in control of removing jargon or gendered language from job ads and job descriptions. Look at the questions you’re asking and methods you’re using to screen, interview and assess candidates—are you assessing them fairly?

Then, of course, the biggest decision-maker in the hiring process is the hiring manager. They are the critical fork in the road on the diverse hiring journey. So, make sure they’re well-trained (and continually coached!) to spot and stop any sneaky biases—conscious or unconscious—from creeping in.

4. Tie DEI efforts to business goals

Diversity initiatives that are seen as “nice-to-haves” never get far. The best DEI efforts solve a business problem. If you don’t know the problem you’re ultimately trying to solve, go back and find out. And, no, “not enough female technology professionals” likely isn’t the problem. But, “we’re losing market share because a lack of intellectual diversity in our teams is holding back our ability to solve critical customer problems” might just be.

Flexing your commercial muscle might be new to some People and Talent leaders or it might seem unnecessary in the face of such a strong moral and ethical argument. But especially when economic times are tough or uncertain, doing the “right” thing, might start to mean different things to different people. You need to demonstrate that the “right”—as in, the fair, equitable, inclusive, and morally sound thing—is also the right thing in a financial sense.

If you want your DEI work to stick, make sure it’s solving a real business challenge. When it’s tied to the bottom line, it’s much more likely to get the backing it needs.

5. Get personal with your hiring campaigns

Trying to attract a diverse talent pool with generic ads? Unlikely. But you can crack the code by spotlighting a few of your employees in recruitment campaigns—the ones who represent the audience you’re aiming to connect with. Invest in tailoring the language and visuals used and places you advertise to ensure you’re being seen and heard by specific communities of candidates.

The key to a persona-based recruitment marketing approach is to use authentic, relatable stories that make people feel like they can belong in your team.

6. When it comes to benefits, one size doesn’t fit all

Perks and benefits should be as diverse as your candidate pool. To start with, if you’re not offering flexibility in how, when, or where work gets done, you’re probably shutting out some great candidates. Look at your benefits package, too—does it appeal to different family setups, cultures, or lifestyles?

Flexible work, different leave types for caregivers, or culturally inclusive holidays are initiatives used to good effect. If diverse candidates keep dropping out of the process, it might be time to tweak what you’re offering.

Conclusion

We could’ve called this article “6 top tips to be a better business”. Because, arguably, that’s what this is about. Diverse hiring isn’t about keeping HR happy—it’s about building a better, more competitive company. If you want to attract the best and brightest, you’ve got to rethink the way you hire. Be open, be flexible, cut the fuss, and make sure you’re solving real business problems.

If you’d like more information on how to design and implement practical diverse hiring strategies in your company, please get in touch with our team at Solve or click here for more information about the ways in which Solve can guide you and your teams toward a world-class TA function.

Salaries across the board are steadying out as the hiring market continues to favour employers as revealed in Talent’s ‘More Than Money Salary Guide 2025’ which was released today. Tech and digital salaries continue to steady out but remain strong for key skillsets such as cybersecurity and AI. The report features key salaries, roles and skills that are in demand for the Australian market. Please find the report HERE.

The report features salaries and contract rates for key tech positions in 2025, the most in-demand tech skills for 2025, market insights from Talent’s Managing Director team and experienced recruiters, as well as hiring trends and predictions across the regions in which Talent operates across ANZ and the US. Further insights include the representation of women within the tech and IT sector.

Key findings include:

• Cyber Security and Data experts remain to be high in demand across ANZ, with salaries continuing to sneak upwards but there have been no significant increases across the board.
• Contract rates have mainly decreased, as companies move away from contract hiring and are prioritising FT and permanent.
• According to Talent data of over 1,900 workers, when asked for their preference in working models, a majority of 49% stated they preferred fully remote work, closely followed by 45% who preferred a hybrid model.
• A Talent poll of over 800 permanent workers revealed a significant 54% are open to making the switch to contracting in 2025 and two-thirds of those open to contracting (66%) are currently actively looking for a contract role. The makeup of Australia’s workforce is shifting, with 7.5% of Australians working as independent contractors.
• With L&D opportunities coming in many forms for different businesses, a Talent survey discovered that Conferences & Workshops are highly valued (37%), followed by In-House Training Programs (28%). Online Learning Subscriptions came in third at 20%, lastly followed by Tuition Reimbursement at only 15%.

Demand remains high for the following skills:

1. Artificial Intelligence
2. Cybersecurity
3. Data Analysis
4. Cloud Architecture
5. Microsoft Systems

Top salaries* for 2025 vs 2024 are as follows:

2025:

1. Enterprise Architect – $231k
2. Big Data Architect – $220k
3. Program Manager – $210k
4. Cloud Architect – $209k
5. Engineering Manager – $208k
6. SOC Manager – $205k
7. Cybersecurity Manager – $202k
8. Applications Solution Architect – $200k
9. Cybersecurity Architect – $200k
10. Technical Salesforce Architect – $200k

2024:

1. Enterprise Architect – $234k
2. Cybersecurity Architect – $222k
3. Cloud Architect – $212k
4. Programme Manager – $210k
5. SOC Manager – $205k
6. Cybersecurity Manager – $202k
7. Business Intelligence Architect – $195k
8. Infrastructure Architect – $190k
9. Solutions Architect – $189k
10. Senior Data Scientist – $186k

*Excluding C-Suite roles. Permanent salaries are exclusive of superannuation.

Matthew Munson, Talent Managing Director NSW, weighed in, “We anticipate that the market will start to pick up again. 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.”

Simon Yeung, Talent Managing Director VIC, said, “The IT hiring market for 2025 will improve on 2024, which slumped mid-year and has been increasing since then. Many enterprise and mid-large organisations will pursue programs to achieve a data governance maturity uplift, as high-quality high-volume data is increasingly a competitive advantage. Cybersecurity challenges will increase as organisations face increased attacks that are partly AI-driven, while they balance increased demand for IT resources for AI and data.”

* Figures are based on data provided to Talent from our clients, with additional sources cited.

Artificial Intelligence (AI) is revolutionising the automation and software development landscape with advanced tools like GPT-4 now capable of generating code and offering solutions to intricate problems. All of which prompts the question: Is the role of automation experts becoming obsolete? Declan Cavanagh, Technical Consultant for AI at Avec, shares his insights.

The strengths of AI in automation

AI’s capabilities in automation are truly impressive, and this Microsoft 365 Life Hacks article highlights how AI is significantly accelerating coding and problem-solving by automating repetitive tasks and streamlining workflows. For instance, AI tools can generate boilerplate code, perform basic debugging, and offer recommendations for improving efficiency. Declan shares, “In my own work, AI tools like GPT-4 achieve success about 80% of the time, allowing my team and our clients to accomplish more in less time and focus on higher-value tasks. This productivity boost is one of the most significant advantages of incorporating AI into automation workflows.”

However, even with this seemingly impressive 80% success rate, the remaining 20% highlights a critical limitation. According to Declan, “AI tools struggle with nuanced or ambiguous tasks. They are only as good as their training data and algorithms, which means they often fail to adapt to unique or complex requirements. While AI can handle routine problems with remarkable efficiency, it lacks the contextual understanding and creativity needed for bespoke solutions.”

The myth of ‘AI as a replacement’

The idea that AI will entirely replace programmers and automation experts is not a new one. Supporters of this perspective frequently highlight AI’s capability to write code, yet they often neglect the complexities inherent in software development. Writing code is just one aspect of a broader process that encompasses design, deployment, debugging, and long-term maintenance. As Declan points out, “Clients often underestimate these complexities, assuming that AI tools can manage an entire project autonomously. While GPT-4 can draft a functional application, it cannot deploy the solution, ensure compatibility with existing systems, or maintain the software as requirements evolve. Moreover, AI-generated solutions may appear correct but often falter under real-world conditions where integration and scalability are crucial.”

The case for human expertise

Working with human experts ensures the success of automation projects where AI alone might falter. BP-3 highlights that automation experts play a pivotal role in navigating complex systems, identifying misaligned processes, and ensuring that solutions are scalable and adaptable. AI tools lack the capability to comprehend the broader organisational context or effectively address edge cases.

Human experts also bring creativity and judgement to the table. As Declan notes, “When AI-generated solutions fall short, experts can evaluate alternative approaches, customise solutions to meet unique needs, and ensure that ethical and business considerations are integrated into the process. These tasks require a level of critical thinking and domain expertise that AI cannot replicate.”

The collaborative future of AI and experts

Rather than replacing automation experts, AI tools should be seen as co-pilots. By handling routine tasks, AI allows experts to focus on higher-level challenges, such as strategic decision-making, system architecture, and user experience, creating a collaborative future where productivity and innovation thrive. According to Declan, “Clients who believe they can bypass experts entirely often learn the hard way. While tools like GPT-4 are powerful, they are not substitutes for nuanced skills required to implement and maintain robust applications. Automation experts bridge the gap between AI-generated outputs and real-world solutions, ensuring that projects meet business goals and long-term requirements.”

So, where does Avec come in?

Avec is a specialist IT project delivery company under Talent, providing technology agnostic implementation solutions across Australia and New Zealand. Combining decades of project management experience, Avec helps clients across all industries achieve their business objectives by delivering IT projects with precision and an unwavering commitment to delivery to make life easier for our clients through Automation, Architecture, Business Analysis, Data, PMO, Testing and beyond.

While AI is a transformative force in the world of automation, it cannot replace the expertise of human professionals. Tools like GPT-4 can achieve impressive results, but their limitations become apparent in complex or context-dependent situations. Automation experts provide the critical thinking, creativity, and strategic oversight necessary to ensure that AI solutions are seamlessly integrated and effectively maintained. Reach out to the Avec team today to learn more about how AI and automation solutions can propel your projects.

If you’re a jobseeker looking for your next exciting role in automation, head to our jobs board. Or if you’re a hiring manager looking to build a team of skilled tech experts, learn more about our services here or which industries we’ve helped before here.

Don’t Settle for Less: Elevate your Hiring Strategy with Talent as your IT Employment Agency of Choice

When it comes to selecting the best tech talent to join your organisation, you need IT experts that can bring your hiring strategy to the next level. Using Talent as an IT employment agency brings together global experts in tech, transformation, and beyond. With over 25 years of experience and a people-first approach, we’re committed to creating the most rewarding experiences for candidates, clients, and company culture. By leveraging Talent’s combined years of tech expertise, you can ensure that your hiring strategy is supported by professionals who are dedicated to building a better world of work for all.

We’re not just an IT employment agency – we’re a global team of specialist recruiters, equipped with in-depth market insights, providing a streamlined hiring process to our global reach of clients. 

IT employment agency specialists at your service

With over 25 years of industry and recruitment experience, Talent has established itself as a leading IT employment agency. Our team of IT employment specialists spans across various industries, including cybersecurity, government affairs, to Microsoft and cloud technologies. 

Talent’s team is dedicated to understanding your organisation’s needs and streamlining the hiring process. Our commitment is evident in our approach, highlighted by Georgia Hynes, Senior Recruitment Consultant at our Talent office in Wellington. She explains,  “Each week everyone on our team spends at least 15 hours sitting in front of government leaders, business owners, or senior hiring managers. The knowledge we gain from these meetings makes us some of the most qualified people in the market!”

Talent takes pride in providing exceptional support to our contractors, going above and beyond to match them with the right roles that truly resonate with their expertise. As expressed by Roopesh Golluru, an IT Project Manager at Hewlett Packard Enterprise, “I am incredibly grateful for the outstanding support I’ve received from the team at Talent. Their expertise in matching me with suitable project management roles is exceptional. Throughout the process, they demonstrated a deep understanding of my skills and career goals. Thanks to their efforts, I have always secured roles that align perfectly with my profile. Talent International’s commitment to excellence is evident through their dedicated team. I highly recommend their services to anyone seeking professional and personalised recruitment assistance.”

Our specialised approach is designed to power projects and drive business success. See what a specialised recruitment approach will bring you in our latest blog which dives into our industry expertise and how we can power your projects.

Mapping the market how we do it best

         It’s no secret that the future of the IT industry, and tech as a whole, is constantly changing. That’s why you need an ear to the ground on all the hiring happenings. Here at Talent, we have tenured specialist IT recruiters that know the ins and outs of all things tech. Whether it’s digital transformation, cloud migrations, or IT implementation projects, we have the recruiters and the candidates to power your teams. Their expertise, combined with our extensive candidate network allows us to be the go-to resource for building and powering high-performing teams.

“We want to ensure we bring value to our clients and candidates, and by sharing market insights that are not only useful, but industry-specific, empowers organisations to stay one step ahead of the game.” – Georgia Hynes, Senior Recruitment Consultant, Talent Wellington, New Zealand

Our dedication to sharing valuable market insights and IT industry knowledge makes us more than an IT employment agency – it creates a strategic partnership to power clients towards growth and innovation. From industry-specific whitepapers, to in depth salary guides, Talent provides the insights to keep our clients in the know so they can make the best hiring decisions for their business. 

For more detailed insights into the hiring market and technology jobs trends, you can explore our 2024 More than Money Salary Guide. 

Taking care of business

Having Talent as your IT employment agency of choice ultimately benefits both employers and employees. Talent’s team of specialised IT recruiters will take care of your hiring strategy while you focus on the important things to run your business. Whether it’s interview preparation, onboarding processes, to contractor care, Talent can manage all the various hiring headaches that keep you from day-to-day tasks. 

Our world class contractor care services also provide exceptional opportunities for current and past candidates. In Australia and New Zealand, Talent’s ENGAGE platform offers a different approach to the contractor experience. It combines all the practical requirements of being a contractor with access to a unique and exclusive wellbeing and benefits program. For employers, it’s an easy and convenient tool for managing your contractors including paperless contract management and seamless timesheet approval. 

Contractor care is at the forefront of what we do. “Our dedication to candidate care led to the invention of Contractor Care Manager roles who are there to ensure our contractors feel like they’re part of a family,” says Georgia. “They’re invited to Talent events,  and generally just well looked after, ensuring we know when we need to get their current contracts extended or line up another placement elsewhere!”

When it comes to candidate care, we want our contractors to feel like an extension of our team. From interview prepping, onboarding experience, through to weekly payroll and benefits, we’ll handle all things contractor care so you can focus on business-critical projects. 

“Over the years, Talent has been a great partner when it comes to finding the most qualified candidates in the market. Their expertise within the IT space has been very beneficial to us and we have been able to place amazing candidates sourced by Talent. The work that we do with Talent is both for full-time and contract roles, and we are always satisfied with the qualified and experienced candidates they present. The Talent team is friendly, open to discussion, and quick on their response. When working with Talent, we don’t need to worry about following up because we know that everything is being taken care of by them!” – Aurora Valiente, Global Talent Acquisition Manager, Accelalpha, United States

A global reach that goes beyond

         With a global company comes our global network of qualified candidates, connecting professionals from various locations and industries. Talent’s extensive network empowers us to access a diverse pool of talented individuals who can drive projects and deliver results.

“In New Zealand, Australia and the US, our branches have a #OneTeam philosophy, meaning that we like to think outside the box and come up with solutions together for our clients recruitment problems,” Georgia shares. 

“We don’t just ask about their hiring plans or their vision. We want to know their ‘why’. We then head back into the market to find capable people who want to contribute to that client’s ‘why’.” – Georgia Hynes, Senior Recruitment Consultant, Talent Wellington New Zealand

As Georgia puts it, this is the start of building strong, high-performing teams that help organisations thrive. Our approach to recruitment is not about filling vacancies – it’s about creating powerful teams that are aligned with our clients’ vision and goals. 

Our global network of candidates is a direct reflection of the better world of work we’re on a mission to build. Having this network goes beyond placing candidates in the right roles; it means taking the extra step to ensure they’re thriving in their roles. 

“I have never before had an agency follow up with me about how I am going, if everything is OK and care about whether I have submitted a time sheet or not.” Mechan Rapp, SAP Functional Expert at QLD Health shares while being on contract with Talent. “It’s a personal touch that is different and appreciated as it’s nice to know that there is an element of care and the engagement is not just about making a margin on my rate.”

Building a better world of work

Building a better world of work is at the core of Talent’s mission. We strive to create genuine value for both individuals and organisations to foster an environment where both candidates and clients thrive. At Talent, we’re dedicated to empowering people to shape an inclusive world of work. 

Adeline Le Bris, our Senior Recruitment Consultant in New Zealand, shares the unique approach that sets Talent apart from other IT employment agencies. 

“Talent is not like any other agency I know. I have been blown away since day one on how they care for their people. From my experience onboarding and the warm welcome to all the meaningful benefits that show they value me as a person. This means I can bring the best of myself to work everyday.” – Adeline Le Bris, Senior Recruitment Consultant, Talent Wellington New Zealand

At Talent, we believe that by prioritising the well-being of our people, we’re not only enhancing the workplace, but also creating positive change in the world of work, for everyone. Our commitment is reflected in the global network that we’ve grown, the specialist support we provide, and opportunities we create for both businesses and professionals.

Partner with a premium IT employment agency today

Don’t just work with any IT employment agency – partner with the best. By choosing Talent, you’re not just investing in IT recruitment services, you’re investing in a better world of work. 

Contact or get in touch with our specialists today. 

Streamlined success: The power of working with a specialist IT recruiter

Choosing between a recruiter with general tech knowledge and a specific tech expert may seem straightforward, but it’s not always that simple. With constant innovations in technology, and the ever-changing job market, it’s no secret that staying ahead of the competition requires more than just a basic understanding of the industry. To truly succeed in this market, it involves staying on trend with advancements in both digital and technology. That’s why having a specialised team of IT recruiters, who are immersed in the candidate market, and equipped with industry-specific knowledge, is the key to unlocking a successful hiring strategy. 

The Value of a Specialist IT Recruiter

While tech trends evolve, you need a dedicated recruitment partner that can assess your needs amidst ongoing digital advancements. As Colin Etheridge, CEO of North America shares, “Our specialist IT recruiters are immersed in their specific markets and know their market intimately. They know who the best candidates are, have relationships with them and are able to provide the right solution efficiently and at the right cost. A generalist recruiter can offer nothing close in terms of value, speed or relevance.”

Working with a specialist IT recruiter takes you beyond typical hiring practices- it enables you to have a strategic hiring approach while not taking away from business-critical projects. Your team of specialised recruiters will be able to identify crucial skills, technical experience, and cultural fits in candidates to empower teams. That way you can focus on what needs to get done, while still having confidence that the top talent is being found to drive projects.

Unlocking industry-specific knowledge and networks

In a constantly evolving IT sector, industry-specific knowledge and expertise is invaluable. Having a recruiter that is well versed in current trends, funding rounds, and the latest technological advancements, can make a significant impact on finding the right candidate for your team, while carving out an edge against the competition.

“All sectors, whether it’s technological, industrial, or commercial, have their own unique characteristics and supply chains,” CEO Colin Etheridge acknowledges. “Only a specialist recruiter knows what is possible in terms of timeframe, cost, and even the possibility of hiring what is needed.” 

But don’t be fooled- some of these industry experts don’t know enough about the hiring market, technology innovations, or how your organisation can stand out as a top employer. Talent’s global team of Specialist IT Recruiters have a deep understanding of the evolving digital landscape and tech hiring market. 

To truly stay ahead of the competition, hiring strategies must also align with innovative industry sectors that are experiencing growth.  “In high demand sectors like Microsoft Business Central & Azure, Oracle eBusiness, Digital Product Management & Design, it is crucial that our clients get the right advice. That advice is far more informed and credible from a specialist who operates in these markets on a 24/7 basis.” CEO, Colin Etheridge shares.  

Our specialist IT recruiters are more than matchmakers

At Talent, our specialised recruiters are more than just matchmakers; they’re strategic partners dedicated to understanding the unique needs of your business. “Our recruiters also know a great deal on how to position each enterprise to ensure the best possible chance of securing the right candidate or candidates.” Colin Etheridge, CEO of North America shares. 

With a committed recruitment partner, comes their niche networks, which are essential for finding and attracting top talent. Talent’s elite candidate network will equip you with leading professionals that are spearheading innovation in their industries. You’ll get full access into Talent’s ENGAGE platform which is an exclusive community of skilled candidates, allowing you to find and secure top talent in the market. InWhether it’s skilled Microsoft, SAP, or Oracle professionals, finding the right people that can elevate an organisation’s innovation is what we’re here for.  From contract solutions to permanent players on your team, we’ll be sure to identify your organisational needs.

In today’s competitive digital landscape, it’s not just about understanding the nuances of the tech hiring market; it’s about forging a genuine partnership. By taking the time to understand company culture, project needs, and other unique requirements, industry experts can craft a hiring strategy that aligns perfectly with your ever-changing goals. This kind of understanding and commitment paves the way for a long-lasting partnership, which in turn helps bring in top talent and keeps organisations growing strong. 

Talent’s advisory service is your solution for addressing specific pain points in your people strategy. Discover how we can revolutionize your hiring strategy with Talent Advisory.

A proven track record of success

We take pride in our specialists’ proven track record of success. Our online case study library is full of success stories from all across the globe. Whether it’s major digital transformations for technical clients to helping small digital start-ups scale their teams, we have a track record that speaks for itself. 

Looking to build your team? Uncover how we’ve hired high performers for companies like yours, here.