The hiring market may be stabilising in parts of the economy, but for young people trying to enter the workforce, it feels anything but steady.

Entry-level opportunities are shrinking, graduate programs are scaling down, and confidence is fragile.

Talent placement data has shown entry-level hiring has dropped by 19% compared to two years ago and on the ground, that decline is palpable.

“With unemployment in New Zealand at its highest level in years, it’s hard not to lose confidence,” says Shanelle Partridge, Youth Program Manager at our social enterprise Rise by Talent. “There just aren’t many entry-level roles being advertised. For rangatahi, it’s really hard to navigate right now.”

And the challenge isn’t limited to any particular demographic. It spans school leavers, graduates, and young people coming through skills-based programs.

“It’s hard for everybody at the moment,” Shanelle explains. “But it’s especially hard for diverse communities where that door wasn’t fully open before and it’s certainly not wider now.”

Is the first rung disappearing?

For decades, entry-level roles acted as the first rung of the career ladder. It was a time and space to learn, experiment, and build capability.

And today? That rung is thinning.

A combination of tight budgets, cautious hiring and AI-driven productivity gains has changed how organisations think about junior roles. Many are prioritising experienced hires who can “hit the ground running” rather than investing in capability building.

“There’s a shift happening,” Shanelle says. “We’re seeing grad programs being cut back, and more emphasis on skills-based hiring over formal qualifications. It’s not just about having a degree anymore. Employers are asking: can you think critically? Are you curious? Can you solve everyday business problems?”

That shift isn’t necessarily negative. But it does raise a bigger question: what happens when organisations expect “next-level” capability without creating the pathway to get there?

AI: Opportunity and anxiety

AI is definitely part of this conversation but not exactly in the ways the headlines suggest.

Young people are, in many cases, ahead of the curve on the tech front.

“Rangatahi are already AI-literate,” Shanelle says. “They’re using it to plan workflows, build bots, create presentations, tell their story. They’re not scared of it.”

In Rise programs, storytelling exercises often involve AI tools from day two.

“They’re experimenting confidently — often before organisations have even rolled out AI literacy internally.”

But literacy doesn’t automatically mean discernment.

“There’s still a huge education piece needed,” Shanelle adds. “Young people might recognise AI content quickly, but do they always apply a critical lens? That’s something we still need to build.”

And there’s a deeper layer for Māori and Pasifika communities.

“There’s fear around what AI means for our communities and entry-level roles. We’re slower to get AI literacy into those spaces and that’s something we need to address.”

The pressure to be “job-ready”

One of the most significant shifts in the early-career landscape is employer selectivity in a candidate-saturated market.

“With some job postings attracting 1,000 applications in a few days, organisations can be extremely picky,” Shanelle explains. “If you’re not one of the first CVs through the door, it’s hard to even get seen.”

High application volumes don’t necessarily translate to better opportunity either. Instead, they’re raising the bar for what “entry-level” means.

Organisations are asking for:

• Immediate contribution
• Strong interpersonal capability
• Commercial awareness
• Confidence and initiative

All without necessarily investing in structured development.

And for rangatahi Māori and Pasifika, additional pressures compound the challenge.

“Family is central,” Shanelle says. “If young people need to contribute to rent, mortgage or bills at home, they’ll take any job they can get. Tech might not feel accessible straight away if the door isn’t clearly open.”

That tension between economic necessity and long-term career aspiration is felt within these communities.

Why cutting entry-level roles is short-sighted

In our latest salary guide, we highlight a growing gap where short-term cost discipline risks long-term talent shortages.

This early-career squeeze is a clear example.

“If we don’t create those pathways now, who manages the business later?” Shanelle asks. “We need young people in the system so we can future-proof leadership.”

The solution doesn’t have to be large-scale graduate programs. In fact, in a tighter market, more agile approaches may be more effective.

“We’re seeing organisations rethink what entry-level looks like,” she says. “Project-based roles. Breaking down tasks within existing roles. Asking: is there something here that a junior person could own?”

Some Auckland-based employers are now reviewing every vacancy and asking a simple question:

“Is there any part of this role that could be carved out for entry-level talent?”

If yes, they create space for it with intention and to proactively future-proof their workforces.

So, what can businesses do now?

Practical starting points include:

• Identifying project-based entry opportunities
• Earmarking a small number of roles each year for junior talent
• Partnering with organisations like Rise to align training with industry need
• Reviewing roles to carve out structured development tasks

“We created Rise to bridge that lag between what industry needs and what education delivers,” Shanelle says. “Tech changes fast. Waiting three or four years for a pipeline to come through uni doesn’t work anymore.”

And bridging that gap responsibly is now critical.

The long game

The early-career squeeze isn’t just an issue isolated to just young people trying to get their foot in the door. It’s now a workforce strategy issue.

When organisations reduce entry-level intake, they may ease short-term cost pressure but they also narrow their future leadership funnel.

And when the market tightens again — as history suggests it will — that pipeline gap becomes expensive.

Young people aren’t lacking ambition or adaptability. In many cases, they’re more technologically fluent and agile than the environments they’re trying to enter.

The question now is whether businesses are willing to meet them halfway.

Explore how capability gaps are reshaping hiring in our More than Money Salary Guide, including insights into early-career trends and long-term workforce planning.

If the last few years were about building, 2026 is about selling.

The Digital hiring market across the US has regained momentum, but venture-backed businesses are no longer hiring on ambition alone. Consultancies aren’t scaling delivery teams ahead of demand, and every hire is being measured against revenue impact and time-to-value.

As Jason Pho, Director of Technology Recruitment in our New York team, puts it:

“After a slow 2024, we saw an uptick in 2025 and it’s been trending up since then. The market feels more stable now. There are still good local candidates looking, and there’s opportunity out there. You just need to filter through the noise.”

Revenue first: GTM and sales demand accelerates

Over the past couple years, funding was being poured into product development, scaling engineering teams, and expanding roadmaps.

Now, the pressure has shifted downstream.

“In the startup space, the last few years were about building and now it’s about selling,” says Jason.

Go-to-market and sales hiring has become one of the most active areas in the Digital ecosystem and, beyond growth, companies are fighting for clear differentiation in a saturated AI market.

“There are so many new AI tools now that a lot of companies are honestly confused about how they get real ROI from them,” Jason explains. “You can roll out a new tool, but if you don’t change the process around it, it just creates more noise.”

This is where proven sales professionals with a track record of new business development, complex deal cycles and pipeline generation are in high demand across startups and consulting firms alike.

And we’ve found that smaller boutiques are also benefiting in this market.

“Smaller firms can compete with the Big Four now,” Jason has observed. “Tech is cheaper, delivery can be faster, and clients want more flexibility and customized solutions instead of ‘this is how we do it’.”

In today’s market, agility is an edge.

AI hiring: proof over potential

If the last two years were about experimentation, 2026 is where it gets real.

“Companies are moving past ‘AI in theory’ and pushing for proof you’ve actually done it,” says Jason. “Where have you implemented something? What changed? What was the net positive outcome?”

The interview questions are sharper:

• What went live?
• What improved?
• What was the measurable business impact?

“A lot of candidates get unstuck because they’re still speaking in hypotheticals and proof-of-concepts rather than outcomes.”

At the same time, AI has complicated the hiring process for both sides.

Jason explains:

“AI-written resumes, AI screening tools, automated outreach. It can actually make it harder to identify genuinely strong candidates. I think the big differentiator in the hiring process is still communication; how candidates are treated and the human interaction. People ultimately remember how the process felt.”

In-house capability is rising

Another defining trend in 2026, not just limited to the Digital space, is the shift towards internal capability building.

“It’s about price and control,” says Jason. “The consulting market is crowded and competitive but, more than that, a lot of organizations want the IP and capability in-house.”

Especially in traditional sectors like manufacturing and government, more end-user organizations are building internal Digital teams rather than outsourcing entirely.

As a result, permanent hiring has become the preferred route for core AI and platform capability, while contract demand is more selective and often tied to defined programs of work rather than open-ended transformation mandates.

“People don’t see full-time as ‘stable for life’ the way they used to,” Jason shares. “And employers still like the flexibility contractors bring.”

True career contractors remain outcome-driven: enter, deliver, exit, repeat. While employers are being more deliberate about where they lock in long-term capability versus where they flex.

Compensation has also largely stabilized year-on-year as the market becomes more predictable and employer-leaning. But proven, revenue-aligned talent will continue to command a premium, particularly those with real AI implementation experience.

Engineering for outcomes, not output

AI has also reshaped workforce design with some startups asking: can we hire fewer AI-enabled engineers rather than scaling traditional dev teams?

But Jason warns that speed without alignment is risky:

“Before, you needed a team decision on what to build. Now, anyone can spin something up quickly. But is this what the business actually needs? Does it fit the product? The strong engineering candidates in today’s market are the ones who can decisively say: here’s what the business needs, here’s what we should build, and here’s the return we’ll get.”

In other words, leverage and the need for judgement has increased.

More than just technical capability, expectations also include commercial awareness, product alignment, and the ability to collaborate effectively across stakeholders. As build cycles accelerate, decision-making quality becomes the real differentiator.

And that’s where environment starts to matter.

High-performing teams don’t just rely on individual outputs, they rely on shared context, fast feedback loops, and strong communication. In an AI-enabled world, how teams work together is becoming just as important as what they build.

The 2026 reality

Growth has returned, funding is flowing more steadily, and consulting pipelines are strengthening. However, unlike previous cycles, hiring is being driven by outcomes rather than ambition alone.

AI has accelerated build cycles and expanded what small teams can achieve, but it’s also raised the bar. Candidates are expected to prove production impact, engineering leaders are prioritizing alignment, and commercial teams are being hired to convert innovation into revenue.

At the same time, workforce design is becoming more intentional. Organizations are deciding where to lock in long-term capability, where to flex with contractors, and how to structure teams around performance rather than headcount.

In 2026, the market is sharper and the organizations that win will the be the ones that hire with clarity.

Explore the latest AI and Digital permanent salary and contract rate benchmarks in our More Than Money Salary Guide to ensure your hiring strategy is aligned with today’s market realities.

In 2026, the Microsoft hiring market has become sharper.

Last year, we reported a surge in demand across Microsoft Biz Apps, Cloud and Data as organizations reignited delayed transformation projects and this year feels like another step-change.

As Dylan Cohen, Director of Microsoft & Cloud Solutions in our New York team, puts it:

“AI’s now at the point where companies are putting it into production, not just experimenting or piloting it.”

This production versus proof-of-concept distinction is what’s defining the market this year.

From experimenting to real-world results

Twelve months ago, many organizations were still experimenting by testing and running pilot; giving users access to tools like Copilot, Claude and ChatGPT. Consultancies and Product companies were offering a taste of AI, demonstrating different use cases and offering proof of concepts, and as soon as those 2-8-week engagements would end, many companies found themselves stalling from taking the next step.

Now, the conversations are different, and AI hiring has matured quickly.

“The thing that’s changed is moving away from companies solely looking at user adoption with AI, to hiring AI Architects who’ve actually put AI into production,” Dylan explains. “Clients want to speak to candidates who’ve delivered end-to-end, full life cycle AI projects.”

The key questions in interviews today are:

• Did it go into production and is the company using it today How so?
• What was your role in delivery?
• Was it proof of concept or live deployment?
• How is the business benefiting?

“What we’re uncovering is there’s a lot of proof of concepts, but limited real-world experience in actual production and outcomes,” says Dylan. “Candidates who’ve deployed AI in production should be screaming from the rooftops about it. They’re a small subset compared to the rest.”

AI spend: readiness vs build

With a better understanding of what’s capable with AI between now and this time last year, companies have a more focused strategy with their AI hiring.

According to Dylan:

 “The strongest clients are starting with getting their foundations right: data cleansing, governance and clear alignment on the end goal before they ‘go crazy with AI’. The big change versus this time last year is confidence. Now they understand what they need to do and they’re putting real roadmaps and project plans behind it.”

Across consulting, the era of endless pilots is fading fast.

“Proofs of concept were the story of last year,” he says. “This year, companies are confirming budget, agreeing on business value and moving from prototypes into production.”

Financial services, insurance and healthcare are industries leading the charge, and product-led firms are attracting private equity on the back of real and tangible AI deployment.

D365 demand: Copilot changes what “good” looks like

Hiring demand across Dynamics 365 remains strong.

“All three areas, F&O, Business Central and CRM, are busy,” says Dylan. “Enterprise budgets have reset and we’re seeing clear uptick in F&O alongside continued strength in CRM.”

But Copilot is what’s raised the baseline.

“It’s no longer enough to simply know Power Platform,” he explains. “Now the expectation is: can you build Copilot-ready workflows? Do you understand AI agents? Can you speak to readiness and use cases in a practical way?”

CRM in particular has seen one of the biggest shifts:

“Functional and technical CRM consultants are expected to understand Copilot readiness and how AI fits into the solution. That doesn’t mean deep AI engineering expertise, but the need to be able to speak to it with confidence.”

And the candidates who stand out are the ones who proactively prove it.

“We’ve seen candidates who go out of their way to demo what they’ve built with Copilot in interviews. And nearly every candidate who’s brought something tangible into an interview has landed the role.”

Permanent vs contractor shifts

Last year, companies were racing to secure contractors for AI-specific initiatives and this year, the hiring trends have shifted.

“In the Microsoft space, especially within consultancies and product companies, the bias toward permanent hiring is stronger,” says Dylan. “If they find someone strong, they want to lock that capability in long term.”

Talent who can genuinely deliver are being treated as a strategic hire for businesses.

End users are more mixed; often leaning on consulting partners for roadmap and production delivery, then supplementing with embedded contractors for validation or oversight.

And interestingly, career contractors are even adapting to this demand.

According to Dylan:

“Some high-end contractors are saying they’d move to permanent if it’s the right company. Meaning that strong product ambition, smart teams, and real ownership are becoming important factors to these candidates.”

All signs are pointing to a hiring market that finds value in long-term retention of high-value capability, not just in the AI space.

Decisive hiring wins and hybrid still wins

The best leaders are focused on building world-class teams.

In an employer-driven hiring market, many organizations are holding out for the mythical 100% fit. But in a limited candidate pool where delivery experience is scarce and time-to-value is increasingly important, this strategy can backfire.

“I recommend that 80% fit,” says Dylan. “The last 20% can be trained but while you wait, your team and business are suffering. If you’re sitting on the fence trying to find that perfect candidate, reflect on: How long has the role been open? How many candidates have you actually vetted? If you’ve spoken to 20 aligned candidates and still can’t decide, you’re either not ready to hire or you’re being too selective.”

Whether it’s hiring for a sales, consulting, or engineering role, the strongest employers are defining outcomes early, aligned on success criteria, and move quickly once they find the right candidate.

Strategic working models are also playing a significant part in candidate decisiveness. Despite high-profile return-to-office pushes in recent years, hybrid continues to win in the Microsoft ecosystem.

“Five days onsite still hurts attraction,” Dylan notes. “Hybrid just keeps working.”

The firms insisting on full-time onsite, particularly in non-metro areas, are shrinking their talent pools unnecessarily.

In short: the organizations winning in 2026 are clear on outcomes, realistic on profile expectations, and flexible enough to attract the talent capable of delivering.

What’s next: the end of time-and-materials?

Looking ahead, there are murmurs of another structural shift emerging.

Dylan explains:

“This time next year, we’ll be talking about how consulting firms moved away from time-and-materials and toward deliverables and outcomes.”

With AI accelerating build cycles, traditional 2,000-hour project models are under pressure and effort becomes less sellable than the project’s impact.

“If AI is doing what used to take weeks of programming time, companies still provide value. But how do they monetize that in an outcome-based model?”

The 2026 reality

The AI hype of previous years has given way to maturity for the Microsoft hiring market.

AI is no longer a slide in a strategy deck or an experiment run by an innovation team. It’s embedded into delivery roadmaps, tied to budgets, and increasingly measured against real business outcomes.

And that shift is raising the bar.

Candidates are being asked to prove production impact over theoretical exposure, consultancies are being pushed to demonstrate end-to-end capability, and organizations are evaluating partners on governance, adoption, and time-to-value rather than technical ambition.

At the same time, hiring strategies are becoming more disciplined. Companies are locking in long-term AI capability where it matters most, reassessing workforce structures, and aligning roles directly to measurable outcomes.

For leaders shaping their Microsoft workforce strategy: prioritize production experience, move decisively, and build teams that can both design and deliver real impact.

Explore the latest Microsoft, Dynamics 365 and AI salary and rate benchmarks in our More Than Money Salary Guide 2026.

AI is already in the hiring room

AI is no longer knocking on the door of recruitment, it’s already inside.

From CV screening and sourcing to scheduling interviews and analysing candidate data, AI now touches huge parts of the hiring process. And while plenty of organisations are leaning in, others are quietly uneasy. The real question isn’t whether AI belongs in recruitment anymore. It’s how far should it go, and where do humans need to step back in?

To unpack the dilemma, we put it to our experts. Jack Jorgensen, General Manager – Data, AI & Innovation at Avec  argues the case for AI as a powerful enabler, while Georgia Hynes, Senior Talent Partner at Talent Wellington takes the opposing view, cautioning leaders against over-automation in a human-led profession.

Here’s where they landed.

The case for AI: smarter shortlists, less burnout

Jack’s position is clear: AI shouldn’t replace recruiters, but ignoring it would be a mistake.

“AI is already being used by candidates,” he explains. “If you don’t use it, you’re putting yourself at a disadvantage.”

From a candidate perspective, Jack sees real value. Many capable professionals struggle to articulate their experience and write a strong CV, especially those with non-linear career paths.

“There are people who can do the work but can’t sell themselves, AI helps level that playing field.” He says.

On the recruiter side, Jack argues AI can significantly reduce manual workload, particularly in high-volume markets.

“If you’ve got 200 applicants for a role, going through every CV isn’t a human experience either, AI can help surface the top 30% so recruiters can spend their time where it matters, qualifying properly.”

He also challenges the idea that AI creates dishonesty.

“People have lied on CVs for years. That problem didn’t start with AI, it just evolved.”

Used correctly, Jack sees AI as an enabler in supporting better recruitment, not making the final call.

The case against AI: recruitment is still human work

Georgia agrees AI has its place, but draws a firm line when it comes to decision-making.

“My job as a recruiter is knowing who will work out in a role and who won’t, that’s not something a machine can do.” she says.

From a client perspective, her biggest concern is over-reliance. When every CV looks polished (because AI helped write it), it becomes harder to spot what actually matters: a. can this candidate really do what their CV says they can do b. transferable skills, context, the ‘why’ behind a career move and the nuances that experienced recruiters see instantly.

“Humans can read between the lines. AI filters based on keywords. That’s where great candidates get lost.”

She’s also sceptical that AI can replace intuition, one of the most valuable tools an experienced recruiter has. “I can hear uncertainty in someone’s voice. I can hear when something’s off, even over the phone. AI doesn’t have intuition. It never will.” she explains.

Georgia also raises the risk of bias at scale. “AI learns from historical data. If past hiring was biased, you’re just repeating it at scale.”

And when it comes to video-based AI assessments?

“Honestly, abhorrent,” Jack adds. “Trying to simulate recruiter judgement through facial cues and voice analytics is a terrible experience for everyone.”

Georgia agrees “We’re not recruiting robots. Humans should not be filtered out by machines.”

The verdict: a mixture of both

Ultimately, this debate doesn’t land with a simple “yes” or “no”.

AI isn’t breaking recruitment, but misusing it can.

Used well, AI can help reduce recruiter burnout, improve focus, and help teams move faster through the early stages of screening. Used poorly, it strips nuances, amplifies bias, and filters out great people.

For leaders, the takeaway is clear: AI should support recruiters, not replace them. And human judgement must remain at the centre of every hiring decision.

The future of recruitment isn’t human or AI. It’s human with AI, used carefully, intentionally, and with experience leading the way.

It’s a decision almost everyone wrestles with at least once: do you chase the bigger pay cheque, or choose the company with a great culture?

For this month’s debate, two of our consultants go head-to-head on the question candidates ask us every week: What matters more – culture or compensation?

James Ardma, Senior Candidate Manager at Talent, argues for culture. Sophia Parrelli, Account Executive at Talent, argues for compensation. Here’s where they landed, and how you can use their advice in your next career move.

First things first, what do we mean by ‘culture’?  

“Compensation is the hook that gets you through the door. Culture is what makes you want to stay.” 

For James, culture is everything beyond your KPIs — how you’re developed, supported, and recognised. “It’s the relationship with your manager, the way people invest in you, and whether you can actually see a path forward,” he says. 

Sophia agrees culture is important but adds a caveat “It’s the work environment around you — support, flexibility, benefits. But it thrives only when you’re paid fairly.” 

Both also agree that culture can be incredibly subjective. What feels like an inspiring, collaborative workplace to one person might feel intense or overwhelming to another. Compensation, on the other hand, is factual and measurable – you can see the number, negotiate it, and benchmark it against the market. Culture? It’s about fit, chemistry, and how you personally define ‘good’. 

The case for culture: momentum over money 

James believes culture is the real differentiator when it comes to long-term fulfilment. He’s seen candidates take up to a 30–40% pay cut if it means joining a company that truly supports their growth and wellbeing, and if there’s a clear roadmap to progression. 

“People don’t leave for money; they leave when they stop seeing momentum,” he says. “When candidates hear a genuine six- or twelve-month development plan, they’re more engaged, and they stay longer.” 

Culture isn’t a ‘nice-to-have’. It’s a growth engine — and a strong one can cut attrition, increase engagement, and keep top performers from leaving. “The right environment compounds over time,” he adds. “That’s worth far more than a short-term pay bump.” 

The case for compensation: The foundation everything sits on

Sophia’s takes a more pragmatic view: life is expensive. Rising living costs, housing and childcare make pay non-negotiable. Financial stability isn’t just a motivator, it’s survival. 

“Great culture can’t pay your rent,” she explains. “70–80% of people I speak to are moving for better pay. And that’s okay.” 

To her, fair compensation isn’t separate from culture; it’s part of it. “When people see layoffs or pay freezes, it erodes trust. Transparent, consistent pay practices are culture. They show stability and respect.” 

In Sophia’s view, culture matters — but it’s not the lever that gets people through the door.  “You can have all the free coffees and wellness days you like, but if your salary doesn’t reflect your value, that culture will only take you so far.” 

Her advice? Be smart, not sentimental. “A company can have a fantastic culture and still go through redundancies six months later. Don’t just go on good vibes — do your research. That’s part of being a savvy job seeker today.” 

The verdict: it’s all about balance 

So, which one wins – culture or compensation? 

In reality, they’re inseparable. Compensation is the foundation; culture is the amplifier. One gives you stability, the other gives you staying power. 

The takeaway? Start with fair pay. Make sure you’re compensated in line with your skills and the market. Then, look deeper, how does the company invest in growth? What does success really look like there?  

“Whilst money gets you through the door, culture is what makes you want to stay.” Says Sophia. 

The final word 

When it comes to choosing between culture and compensation, there’s no universal right answer, but there is a smart one. 

Start with fair pay. Then look for the culture that helps you grow, learn, and stay inspired. Because money might win you the role, but culture is what makes you thrive in it. 

Next up: Stay tuned for Part 2, where James and Sophia return to debate the employer 

Perspective, what truly keeps people longer: a great culture or higher pay? 

If you’ve already accepted, should you go to another final interview?

It’s a situation many candidates find themselves in; you’ve verbally or even formally accepted a job offer, but another final interview opportunity lands on your lap. Do you honour the commitment you’ve already made, or explore what could be a better fit? It’s a tricky balance between integrity, opportunity, and self-interest. To unpack the dilemma, we asked two of our recruitment experts, Chris Hossell, Senior Consultant in Wellington, and Shweta Chopra, Practice Lead in Auckland, New Zealand, to each pick a side, present their perspectives then see how it unfolds.

The case against: Your word is your bond

Chris Hossell presented the case that once an offer has been accepted, you should not continue interviewing elsewhere.

He argues that integrity and professionalism are critical in these moments: “Once you sign a contract, you’ve given your word. To pull out after that leaves a sour taste for the employer and damages your reputation. Hiring managers don’t forget situations like this, and if you come across them again in the future, that decision will follow you. Even before you’ve signed, being transparent is key. If you do have another interview lined up, be open about it, it’s better to ask for an extension to make an informed decision than to backtrack after committing.”

Chris also points out the ripple effect beyond just one job. “The market is smaller than people think. Word gets around, especially in tight-knit industries. Backing out of an offer after acceptance doesn’t just affect your relationship with one employee, it could also affect how future employers or recruiters view your reliability. A short-term gain might not be worth the long-term damage.”

The case for: The need to protect yourself

Shweta Chopra presented the alternative view. She argues that candidates should keep their options open until the moment a contract is signed.

“Verbal offers don’t carry the same weight as signed agreements, and candidates need to protect themselves. Things can still fall through, and a verbal acceptance is a grey area. Until you’ve put pen to paper, you should have the choice to attend other interviews, especially if it could lead to a role that’s a stronger fit. What matters most is honesty: communicate with your recruiter and the employer so there are no surprises. Once you’ve signed, though, I agree that you need to stop. That’s the point at which commitment really kicks in.”

She also notes that candidates should put themselves first, because companies always will. “At the end of the day, organisations will do what’s best for them. They can withdraw offers at the last minute or restructure a role after you’ve joined. So, I don’t think candidates should feel guilty about exploring every option until they’ve locked something in formally. It’s about being pragmatic while still acting respectfully.”

Both Chris and Shweta agree that the challenge often lies in timing and communication. Sometimes delays in hiring processes create confusion, leaving candidates stuck between opportunities. In those cases, Shweta points out that the responsibility also falls on organisations to run efficient and transparent processes, so candidates aren’t forced into awkward last-minute choices.

The verdict: A mixture of both

Ultimately, this debate doesn’t land neatly on one side. As Chris stresses, integrity and honouring commitments are crucial to building trust. As Shweta highlights, candidates also need to protect their interests until they have certainty. The takeaway? Transparency is everything. If you’re in the grey area of a verbal offer, be upfront about other interviews. If you’ve signed, honor that commitment. Navigating these situations with honesty and integrity not only protects your career but ensures you build strong, lasting professional relationships.

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.

In a hiring market that feels tougher by the day, speed is everything. But when agencies cut corners in the name of speed, everyone loses.

Thomas Mackenzie, Account Director from our Sydney headquarters, has noticed a new trend:

“There are agencies submitting candidates to clients without ever meeting or speaking to those candidates first. They’re submitting personal details including full name, email, phone and other details they’ve gathered by scraping tools or from previously shared CVs, all without the candidate’s consent.”

On the surface, it looks efficient: more CVs, faster. But here’s the reality:

• Privacy risk – Sharing candidate details without consent runs against the spirit of the Privacy Act 1988 (Cth).
• Ethical breach – Members of the RCSA and APSCo are bound by codes of conduct requiring candidate consent and breaches can trigger investigations and penalties.
• Poor outcomes – When candidates don’t know they’ve been submitted, dropouts and rejections are inevitable, and that wastes everyone’s time.
• Brand damage – To candidates and clients alike, it looks impersonal and rushed. Trust takes years to build and seconds to lose.

Kara Smith, New Zealand Country Manager, has seen the impact firsthand:

“Just this week, another organisation sent a candidate’s CV for a role. We had fully interviewed the candidate, taken a reference check upfront, provided a full summary of the candidate’s fit and motivation and got the candidate’s explicit consent. Guess what? The candidate’s not being interviewed at all now. Is the fact that two agencies submitted the candidate part of the reason why? Could be. It’s just not good enough.”

And Matthew Munson, Managing Director of Talent in Sydney, adds an important reminder:

“Recruitment is, and always will be, a human job. Technology and AI can help us move faster, but it can’t replace the trust the comes from people speaking to people. A CV on its own isn’t enough. What matters is understanding the person behind it.”

As a hiring manager, it’s worth asking: Do you really want CVs at speed, or do you want to know the candidates you’re meeting are engaged, motivated, and have chosen to be there?

And as a candidate, it’s worth reflecting too: Do you really want your CV being flung across the market without your consent? Or would you rather work with a recruiter who takes the time to strategically position your profile and advocate for you with the hiring manager? A good recruiter will prepare you for interviews, share insights about the company, coach you on what matters to decision-makers, negotiate salary, title and terms on your behalf, and ultimately enhance your visibility and network in your market.

For us, placing contractors doesn’t end with the placement. We support our contractor community throughout their engagement, from wellbeing and education around financial management, to our one-stop contractor portal, ENGAGE, networking events, and other employee benefits they might otherwise miss out on. At any stage of the hiring journey, when candidates and contractors feel supported and valued, they bring more energy and commitment to your organisation.

Recruitment is about the people just as much as it is about the process, and when privacy, trust, and candidate experience are protected, outcomes are stronger for everyone.

If you’re looking for a recruitment partner who puts people and process on equal footing, let’s talk about how we can help you.

As the US market landscape continues to evolve, one thing remains the same: the need for experts with niche tech skills. If you’re looking to put your best foot forward to employers this year, it may be time to upskill in one of these coveted competencies. In this article we’ll be diving into the most in-demand technology & IT skills in 2025.

1. Cybersecurity

With cyberattacks on the rise, the need for cybersecurity professionals who can shore up company systems is only growing – however, the availability of this talent is scarce. It’s estimated that there is a shortfall of 3.4 million cybersecurity candidates globally. As technology continues to innovate, and cyber attacks rise, employers are going the length to secure top skillsets.

There are currently over two million cyberattacks recorded per year, and by the end of the year, these attacks are expected to increase. With cyberattacks on the up, companies are recognizing that now, more than ever, securing their systems needs to be a top priority. “It’s important now, more than ever, for employers to seek top cybersecurity skills such as risk and compliance, cybersecurity operations, and cloud” Senior Consultant and Talent cybersecurity expert, Emma Corcodilos shares.

Last year there was a notable increase in AI demand and integrations within cyber technology. It’s been especially interesting to see how cyber and compliance has been impacted by the rise of AI. So far, these new innovations are ensuring that the demand for cyber skillsets is only growing.

Uncover more about the latest in cybersecurity in our Cybersecurity Hiring Market Snapshot here.

2. Artificial Intelligence

As AI takes off, the need for talent who understand the ins and outs of this cutting-edge tech is higher than ever. As generative AI becomes even more prominent in the US, Data from Oxford University also reveals that globally, the demand for AI skills has increased five-fold since 2015.

As companies continue to adopt this technology and cybercriminals increasingly leverage AI tools to develop more sophisticated attacks, demand is only set to increase for those with competencies in machine learning, data science, natural language processing (NLP), and beyond. In fact, it’s predicted that by the end of the year, 97 million new AI-related roles will be created, however, the supply of talent simply isn’t there yet – in the US and UK, 51% of organizations note that they currently don’t have enough appropriately skilled employees in-house to execute their AI strategy, while 20% of this group expects it will be a challenge to recruit the right talent. As such, AI can craft strategic threats making it impossible to provide a solid approach without the right people on board, driving significant demand for AI and cyber professionals.

AI is also integrating with Microsoft technologies in a product called Microsoft CoPilot, a large language model (LLM) to enhance Microsoft Graph and M365 workspace. This integration is both taking AI and the Microsoft space by storm, by changing the way we work, and creating a new wave of productivity that the industry has never seen before. Ultimately this will increase the need for professionals with skillsets in both spaces to provide optimal solutions.

3. Cloud Security, Infrastructure, and Data Analytics

Cloud Security, Infrastructure and Data Analytics opportunities have seen high demand over the past year and are a few of the most in-demand skills in the US market. As companies continue their Digital Transformation journeys, the need for skilled & experienced talent is on the rise. Dylan Cohen, Talent US Director of Microsoft and Cloud Solutions shares that, “Specialists in cloud security, infrastructure & data analytics have seen a large increase in their salaries & hourly rates over the last year, and I don’t see that changing.” In fact, it’s projected that the number of jobs requiring data analytics skills such as Power BI, Azure Data Factory, Synapse, AWS Big Query, will grow by almost 28% by 2026.

According to Talent North America CEO, Colin Etheridge, “These three areas (security, infrastructure, data) opportunities have seen high demand over the past year and are some of the most in-demand skills. Professionals who stay up to date on all the new certifications relating to these areas have a distinct advantage in their job search when compared to those candidates who are not up to date on their certifications”. Possessing these skills & certifications will set you ahead of the competition, especially as new technology emerges.

The growing integration of Cloud and Data Analytics technologies into businesses is also increasing opportunities for the market, with tech such as Amazon Web Services (AWS) and Google Cloud Products (GCP) driving this market forward. “Everyone is looking to make a splash in their respective industries with these new technologies. Data and AI, along with security, are always at the forefront of most C-Suite conversations. If these executives really want to break from the pack, they’ll need to hire distinguished thought-leaders and elite engineering teams to drive this transformation” says Dylan Cohen.

4. Microsoft

As most Microsoft enthusiasts know, Microsoft is notorious for constantly evolving and changing their technology stack – and not just by changing the names of these products! With new developments across Dynamics 365, Modern Workplace, M365, and Azure, the demand for these skills are rapidly increasing as technology innovates. “In the Microsoft consulting space, and really in any D365 related role, delivery is expected on full project lifecycle responsibilities from pre-sales, implementations, to post go-live support” Senior Consultant Mike D’Esposito shares.

Microsoft Azure is still one of the leading cloud computing platforms. With the continuous enhancements to Azure Security, it will continue to dominate the industry in 2024 to help with ongoing user threats, as security threats increase. This combined with the demand for AI/Data has resulted in Azure skills demand increase of 50% within the recent 12 months. There has also been a notable increase in Microsoft Power BI tools of about 56% in the previous 12 months.

AI is also taking the Microsoft workspace by storm as they unveiled Microsoft CoPilot and Dynamics CoPilot. Each software takes large language models (LLM) and combines with data in the M365 and D365 applications, to turn words into productivity tools. These two new capabilities will take productivity to new heights and increase candidates with these skillsets to power new projects.

As the software need increases, the search for those skills is a necessity for any top employer looking to stand apart from the competition. Since these skills are in high demand across North America, the power is in the people. “I’ve seen a huge increase of salaried D365 professionals becoming independent contractors in hopes of demanding higher hourly rates, bringing home more than what they would annually as a salaried employee, while enjoying the freedom of being their own boss” Director Dylan Cohen has noticed.

Check out our job search for Microsoft opportunities available in 2025.

5. Engineering

The engineering market is positioned for a notable uptick in 2024 due to technological progress, sustainability initiatives, and evolving industry requirements. According to the United States Bureau of Labor Statistics, demand for engineers is expected to increase by 4%, adding a projected 65,000 jobs. Within the engineering space both Generative AI and Sustainable Technology are making a significant impact on the industry, as companies look for innovative ways to increase productivity while being conscientious of the effects it can have on the industry, people, and ultimately environment.

So what are the top skills needed to excel in this industry?  “Despite how this industry evolves, there are still a need for tech skills within the US job market such as TypeScript/TypeScript, React, Node.js, Python, Rails.” Director of Recruitment, Will Boulton shares. As technology continuously innovates to benefit the engineering industry, it’s imperative that the workforce has these dependable skills to evolve and keep up.

Within engineering, both Product Design and Project Management skillsets are also in high demand. Innovative leaders that can manage both high-level project and product development will take any organization to new productivity levels. Director of Recruitment, Will Boulton, shares that when searching for solutions, “strong design leaders are able to integrate data and user centric design principles, with strong understanding of how UX and Visuals affect the overall customer experience.”

So how can we stay ahead of the engineering curve? For professionals and businesses, it’s more than just keeping up with trends- it’s about leading the way.

Ready for your next career move in 2025? Check out our job search for opportunities in tech, transformation and beyond.

The US Microsoft technology talent market continues to evolve rapidly in 2025, and demand is showing no signs of slowing down.

At the beginning of this year, we reported a 30% increase in job flow across Microsoft Biz Apps and Cloud roles, as organizations in manufacturing, healthcare, and retail kicked off digital transformation projects that had been delayed through 2024. That momentum has only accelerated through the year, with new growth areas now shaping the hiring landscape.

As Dylan Cohen, Director of Microsoft & Cloud Solutions in our New York office, explains:

“Data and AI hiring has increased massively. There is a huge demand for Data Architects and Engineers with AI expertise, mainly to help with AI readiness, Agent readiness, AI use case and value planning, along with AI user adoption.”

Colin Etheridge, CEO of North America adds broader context:

“The US market shows plentiful demand across the core commercial sectors where we operate – Cloud and Microsoft applications, Digital Transformation, Oracle ERP, and Data.”

Dynamics 365: From a slow summer to booming demand

After a relatively quiet summer, Dynamics 365 opportunities have surged back. ERP Consultants, architects, and developers are in high demand, with organizations seeking end-to-end expertise across F&O, BC, and CRM.

It’s also important to note that demand is no longer confined to “classic” ERP. According to Dylan, “There is a clear demand for Power Platform expertise across nearly all Microsoft Biz Apps skillsets. Traditional ERP candidates (D365 BC and D365 FO) need to have Power Platform to keep up with the times.”

This combination of Dynamics 365 and Power Platform is becoming the new baseline for Microsoft professionals.

AI, security & software engineering in focus

AI is reshaping hiring across the Microsoft ecosystem. Companies are moving quickly to secure contractors for AI-specific projects, while consulting firms are locking in AI thought leaders as full-time employees to future-proof their delivery.

Colin notes, “AI is a high-growth area for the top 1% of engineering talent but it is yet to reveal significant impact in the wider market.”

Beyond AI, security remains a consistent priority, with ongoing investment across industries. At the same time, we’re seeing an uptick in software engineering hiring as product companies build out new IP.

“Go To Market and business development emphasis is a huge demand driver in the broader technology space as companies large and small look to monetize investment,” says Colin. One of the most encouraging signs is the huge increase in sales hiring across Microsoft Partners and SaaS product companies.

Dylan shares, “This is generally a good sign of things to come; companies hire salespeople, they sell more projects, and this creates more demand for the delivery consultants, engineers, and architects needed to bring those projects to life.”

What hiring managers need to know

• Flexibility is still critical: Employers demanding 100% onsite Dynamics 365 professionals – particularly in non-metro locations – are struggling to attract top talent. Remote and hybrid models continue to win. That being said, there is certainly a return to office theme, most enterprises are preferring hybrid models; this differs from 2021-2023 where it was primarily 100% remote.
• Canada is part of the solution: US companies are increasingly hiring remote Microsoft professionals from Canada, widening their candidate pool and leveraging the exchange rate advantage.
• Workforce planning matters: With AI, Dynamics 365, Power Platform, and security talent all in short supply, proactive planning is essential to secure the right expertise before demand peaks further.

Colin sums it up, “Overall, the market remains full of opportunity and growth. Remuneration has also stabilized since the heady days of 2022-23, giving both employers and candidates a more predictable baseline as they enter negotiations.”

The Microsoft talent market in the states is as competitive as ever, with demand for Dynamics 365, Power Platform, sales, and AI skills redefining hiring strategies in 2025. As we continue to venture into the second half of this year, business leaders who move quickly, think flexibly, and plan ahead will have the advantage.

If you’re planning your Microsoft workforce strategy, get in touch with our team to discuss how to secure the talent you need.

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.