Economic uncertainty, shifting skills demand and the accelerating impact of AI are no longer separate conversations for business leaders.

Together, they’re converging and creating new pressure on organisations to adapt faster, plan with greater discipline and make smarter decisions about capability, technology and workforce investment.

This was the focus of Talent Auckland’s recent Leading the Way event hosted by New Zealand Country Manager, Kara Smith, bringing together two expert perspectives on the forces shaping business and the future workforce in Aotearoa: Wesley Tanuvasa, Economist at ASB, and John Valastro, Director – Digital Innovation and Growth at Avec.

Here are five key takeaways.

1. Leaders need to plan for volatility, not wait for certainty

Reflecting on the combined impact of geopolitical instability, oil-price pressure, inflation risk and weaker demand, Wesley’s key message for leaders: volatility is not a passing issue for organisations to wait out.

Describing the current environment as a “negative supply shock” (which is the economist way of saying that reduced supply is pushing prices higher), Wesley noted that the impact flows through supply chains quickly. And New Zealand businesses aren’t exempt.

“Anything that oil, LNG or fertiliser touches in the supply chain, is going to see a cost increase,” Wesley said.

While some firms may initially absorb those costs through lower margins, Wesley cautioned, “You can only do that for so long before you need to say, ‘Sorry, I need to pass this on now.’”

2. Supply security is becoming as important as supply efficiency

Wesley’s next message to business leaders was the need to rethink supply chains, market exposure and resilience.

For a small, trade-exposed economy like New Zealand, this means understanding where business risk sits and where alternatives exist. Organisations that have optimised only for efficiency may need to reassess whether their operating models are resilient enough for a more volatile environment.

“We used to always think, this is a once-in-100-year shock,” he said. “But we’ve had one every five years.”

Businesses can’t assume global conditions will stabilise quickly or that major shocks will remain rare. The takeaway for leaders is that resilience needs to be designed into strategy, supply relationships, workforce planning and customer markets.

3. AI is already inside your organisation

Shifting from economic outlook to organisation response, John Valastro broke down how businesses can move from AI experimentation to measurable ROI.

“You’ve got AI in the business, whether you like it or not,” John stated.

If employees are using personal AI tools to draft emails, summarise information, prepare documents or support analysis, then AI adoption is already happening. Without clear guidance, that creates risk around data privacy, security, quality control and inconsistent use.

For leaders, doing nothing is not a neutral position. AI adoption will still occur, but without the governance, ownership and safeguards needed to manage it well.

4. AI ROI comes from deliberate adoption, not more experimentation

“A lot of people are struggling to cross that chasm between experimentation to actual ROI,” shared John.

The organisations most likely to succeed with AI will be those that start with business value, not tools.

“If I’m going to answer the ROI question upfront, it comes from deliberate adoption rather than more experimentation.”

In practice, this means choosing use cases connected to real business problems, setting a baseline before starting, defining success measures, and ensuring there is clear ownership of the outcome.

John also made an important distinction between automation and AI. Automation remains valuable for rules-based deterministic work. AI is better suited to work requiring interpretation, coordination or decision support.

His message was: not every problem needs AI. The right tools should be matched to the right work.

5. Governance needs to be built in from day one

AI governance can’t be treated as an afterthought and, as John described, “In the context of AI, governance is part of the solution.”

This includes trusted data, security, accountability, traceability, human oversight, monitoring and escalation pathways. And he warns that one of the greatest risks with AI is that failure is not always obvious.

“The biggest risk with AI is less that it could fail, and more that it can fail silently,” said John.

For leaders, this means AI solutions must be designed with the right controls from the beginning. Organisations need to know who owns the outcome, who manages the risk, when humans need to remain involved and how success will be measured before scaling.

The bottom line

Between both guest speakers, one message stood out: leaders can’t wait for the market to become easier.

“We can’t just keep waiting for the calendar to tick over to some random arbitrary date,” said Kara. “We are going to have to outmanoeuvre and out-innovate our way out of this.”

The game is changing, and for organisations navigating the year ahead, the priority is clear: build resilience, invest in capability and adopt AI in a way that is practical, governed and connected to measurable business value.

Economic uncertainty, shifting skills demand, and the accelerating impact of AI are reshaping how organisations operate.

Our next Leading the Way: Market Outlook Briefing – a practical, insight-led session designed to help senior leaders make sense of what’s happening in the market and what it means for their organisations.

Hosted by Talent’s Managing Director, Kara Smith, the session brings together leading economic and technology perspectives on the forces shaping business and the future workforce in Aotearoa.

You’ll hear from two expert voices:

• Wesley Tanuvasa – Economist, ASB
  Sharing insights on the economic and labour market outlook for New Zealand and what current signals mean for business leaders.
• John Valastro – Director, Digital Innovation and Growth, Avec
  Exploring how organisations are moving from experimentation to ROI with AI.

We’re bringing together a select group of senior leaders from across Auckland for a focused discussion on the market forces shaping the year ahead.

If you’re responsible for strategy, capability, or workforce planning, this session will provide valuable perspective on what’s coming next.

New Zealand’s financial services sector is entering a phase defined less by incremental change and more by structural shift.

Across banking, insurance and fintech, three forces are converging at once: regulatory reform, large-scale technology transformation and a rapidly evolving ecosystem of partnerships. Together, they’re reshaping how the industry operates and how it hires.

For hiring managers and business leaders, the implication is: demand is becoming more complex, specialised, and harder to satisfy with traditional hiring approaches.

Regulation is driving transformation

In Wellington, where much of the country’s financial services decision-making sits, the shift is particularly visible.

“Wellington is mainly a head office and regulatory hub,” says Adeline Le Bris, Senior Recruitment Consultant from Talent Wellington. “The biggest change is that regulation is now driving most of the work, particularly around customer conduct, open banking, and risk and resilience.”

Historically, regulation has been treated as a compliance requirement alongside core delivery for many organisations. Today, it’s shaping the work itself.

The rollout of open banking under the Consumer Data Right (CDR) framework is a clear example. Major banks have moved beyond planning into active delivery, with API infrastructure now live or in phased rollout across the sector.

“There’s growing demand for people who can turn rules and policies into real changes across business and tech,” Adeline explains.

That includes:

• API and integration specialists
• Security and data experts
• Architects
• Business Analysts and delivery leads

However, technical capability is no longer enough. The market is also placing a premium on those who can navigate the regulatory context of risk, controls and compliance, alongside delivery.

What this means for hiring: Pure compliance or pure technology skillsets are no longer cutting it. Organisations need hybrid talent that can translate regulatory requirements into delivery.

Transformation has moved into execution

Across Auckland, particularly within insurance, organisations have moved into implementation, with proof of concepts now being embedded into core operations.

“Insurance providers have progressed from experimentation to implementing AI and automation tools, particularly in manual-heavy processes like claims,” says Shweta Chopra, Practice Lead based in Talent Auckland. “It’s happening cautiously, with guardrails, but the change has started.”

Alongside AI, there’s a broader wave of multi-year platform modernisation programmes underway that cut across technology, operations and customer service:

• Core system upgrades
• Cloud migration
• Large-scale CRM implementations
• Integration of previously siloed services

There is also a parallel increase in remediation and data-focused work as a direct consequence of regulatory pressure and transformation complexity. As systems evolve, so does the need to ensure data quality, governance and compliance.

What this means for hiring: Organisations need technically strong talent who can delivery within complex, regulated transformation programmes.

The ecosystem is converging

“The fintech ecosystem in New Zealand is pretty buoyant at the moment,” says JP Browne, Practice Manager. “It’s one of the fastest growing sectors.”

That growth is being accelerated by open banking which has expanded the role fintechs can play within the broader ecosystem. With banks required to support payments and data sharing via APIs, fintechs are increasingly building on top of existing infrastructure rather than having to compete directly.

“What we’re seeing is fintechs providing more of a customer experience layer,” JP explains. “While banks are adapting their environments to support that integration.”

And it’s driving closer collaboration, with regulation and competitive pressure pushing banks towards partnership models, and fintechs maturing into more regulated, compliance-aware organisations.

What this means for hiring: Demand for professionals who can operate across product, technology, and regulatory environments.

Capability mismatch

Across Wellington and Auckland, organisations are struggling to find talent with the right combination of skills.

“The hardest roles to fill are people who can do more than one thing well,” says Adeline. “Programme and transformation leads, business analysts with banking knowledge, architects, senior risk and compliance people, cyber and security specialists.”

These roles are difficult to fill because while the market is asking for hybrid capability, the talent pool remains relatively specialised.

At the same time, technical demand is intensifying with sustained need for:

• API and integration engineers
• Data engineers
• Platform engineers
• Cybersecurity specialists

These are not interchangeable skillsets and in a market the size of New Zealand, supply is constrained.

Layered with the shifting expectations across the financial services ecosystem and the definition of ‘top talent’ is creating structural tension.

What this means for hiring: Highly specific hybrid skillsets are increasingly in demand but difficult to source locally.

A market at an inflection point

New Zealand’s financial services sector is being reshaped.

Regulation is driving transformation, transformation is accelerating ecosystem change, and together they’re redefining what capability looks like across the industry.

This creates both risk and opportunity.

Organisations who continue to approach hiring through a traditional lens will find it increasingly difficult to compete for the talent they need. On the other hand, those who align their hiring strategy with the realities of transformation, regulation and ecosystem change will be better positioned to deliver.

In a market this interconnected, hiring is a strategic level that will play a defining role in how the next phase of unfolds.

If you’re navigating transformation, regulatory change or evolving hiring needs, our team brings deep, on-the-ground insight across New Zealand’s financial services sector market. Get in touch to discuss where your talent strategy needs to adapt.

While permanent hiring has become more measured, contract demand in New Zealand remains strong in areas tied to delivery certainty, governance, cybersecurity and cloud transformation.

In both Auckland and Wellington, organisations are cautious about headcount growth but still require specialist capability to deliver critical programs. The result? Premium daily rates for high-impact contractors.

Below are the top 10 highest paying tech contract roles in New Zealand right now, based on national average day rates.

10. DevSecOps Engineer – $1,280 per day

DevSecOps Engineers are increasingly valued in organisations modernising cloud environments and tightening compliance frameworks. In Wellington, this demand is reinforced by public sector security scrutiny, while Auckland’s enterprise environments are investing in secure-by-design architecture as AI and automation adoption grows.

Contractors who can integrate CI/CD with strong security posture remain highly bankable.

9. Cloud Security Engineer – $1,280 per day

Across New Zealand, secure cloud migration, identity governance, and resilience planning are key themes. With cloud adoption maturing, the focus has shifted from lift-and-shift to optimisation and risk control.

Given the relatively shallow local senior talent pool and ongoing migration to Australia, experienced Cloud Security Engineers continue to command strong daily rates.

8. Cloud Architect – $1,280 per day

Cloud Architects remain central to transformation programs, particularly where legacy modernisation and AI readiness intersect.

In Auckland’s enterprise market, demand is tied to platform scalability and digital growth. In Wellington, secure cloud delivery aligned with governance frameworks is a recurring priority.

Cloud Architects are often brought in on contract to accelerate defined programs rather than support open-ended transformation mandates.

7. Cybersecurity Architect – $1,280 per day

Cybersecurity Architects are consistently engaged to uplift security posture, implement Zero Trust frameworks and support secure-by-design initiatives.

In Wellington, national resilience and public sector compliance requirements continue to sustain demand. Across industries, boards are increasingly scrutinising security maturity, making senior contract capability valuable during periods of audit or remediation.

Cyber remains one of the few areas where demand continues to outpace supply.

6. PMO Manager – $1,304 per day

As organisations operate under tighter fiscal conditions, governance and oversight have become critical, and PMO Managers are being engaged to:

• Stabilise delivery portfolios
• Improve reporting and spend visibility
• Strengthen program discipline

In Wellington, particularly within public sector environments, structured oversight remains a priority as departments balance fiscal constraint with delivery readiness.

5. Technical Architect – $1,320 per day

Technical Architects continue to play a key role in targeted transformation initiatives. And rather than building large in-house teams, many organisations are leveraging contract architects to:

• Define solution roadmaps
• Accelerate delivery
• Provide specialist oversight

With hiring selective across the permanent market, contractors provide flexibility while still delivering depth of expertise.

4. Program Manager – $1,344 per day

Program Managers remain highly valued in New Zealand’s contracting landscape.

Large-scale transformation programs continue across both Auckland enterprise and Wellington public sector environments, but with sharper budget scrutiny.

Experienced Program Managers who can demonstrate delivery under constrained conditions and manage complex stakeholder environments command premium day rates.

3. Cybersecurity Consultant – $1,360 per day

Cybersecurity Consultants are frequently engaged to address specific risk, audit, and remediation projects. And demand is particularly strong where organisations need short-term uplift in:

• GRC capability
• Incident response readiness
• Compliance alignment

With cybersecurity consistently highlighted as a board-level issue, contract specialists remain in demand across both public and private sectors.

2. Enterprise Architect – $1,440 per day

Enterprise Architects remain one of the most valuable contract hires in 2026 as organisations reassess digital investment and align AI strategy with long-term architecture.

Contract Enterprise Architects are often engaged to:

• Rationalise legacy estates
• Improve cost efficiency
• Align platforms with strategic outcomes

In Wellington, this role is particularly relevant within structured government transformation environments.

1. IDAM Consultant – $1,520 per day

Identity and Access Management (IDAM) Consultants top the list in 2026.

As cloud environments expand and AI tools proliferate, identity governance has become a critical control point, and organisations are investing heavily in:

• IAM framework design
• Privileged access management
• Zero Trust implementation

In both Auckland and Wellington, identity capability is increasingly viewed as foundational to security maturity.

Given the niche nature of this skillset and limited senior supply locally, IDAM Consultants currently command the highest average day rate in New Zealand.

What does this tell us about the NZ contracting market?

The highest day rates in 2026 reflect three clear realities:

1. Cybersecurity continues to outpace supply
2. Governance and oversight remain critical in a fiscally disciplined environment
3. Architecture capability is leveraged flexibly via contract engagement

Unlike previous expansionary cycles, contracting in 2026 is less about rapid scaling and more about targeted impact.

Organisations are choosing carefully where to lock in permanent capability and where to flex through specialist contractors.

Explore deeper salary and contracting insights

These figures reflect national average day rates across New Zealand. To understand how contracting trends are evolving, explore key hiring market trends in our latest More Than Money Salary Guide.

If you’re curious to see what’s ranking in the world of perm, find out 2026’s top 10 tech salaries in Australia or search benchmarks directly in our salary guide.

Last updated: 9 March 2026

New Zealand’s tech hiring market in 2026 has become sharper.

Business confidence has improved from recent lows, yet many organisations remain disciplined. Hiring trends are tightly aligned to resilience, governance and measurable impact, making broad team expansions rare and targeted capability uplift more common.

At the top of the pay curve, one pattern is clear: Architecture and cybersecurity leadership dominate, with AI capability predicted to rapidly climb.

Below are the top 10 highest paying tech jobs in New Zealand right now, based on national average permanent salaries (excluding C-suite and Heads of).

Note: Emerging AI role salaries are indicative estimates, informed by industry benchmarks and Talent’s global market data, contextualised for New Zealand context.

10. Data & AI Manager – $196k

As AI adoption cautiously moves from experimentation to operationalisation, organisations are prioritising leadership that can align data strategy with governance and commercial outcomes.

In Auckland’s enterprise market, this demand is increasingly tied to digital scale and export growth. In Wellington, governance and responsible AI frameworks are key drivers.

The premium sits with leaders who can balance innovation with risk management.

9. AI Solutions Architect – $195k

AI Solutions Architects are emerging as strategic hires as organisations move beyond proof-of-concept projects.

Across New Zealand, hiring demand is strongest where AI is tied directly to measurable ROI; particularly in larger enterprise and public sector environments.

In Auckland, organisations are embedding AI into customer experience, digital commerce and analytics platforms.

In Wellington, AI initiatives are more policy-aligned, with scrutiny around data integrity and long-term impact.

While the domestic market is still maturing, compensation reflects global competition for experienced AI architects and the limited local supply of professionals with production deployment experience.

8. AI Principal Engineer – $196k

Senior AI engineers capable of moving beyond proof-of-concept into production deployment are commanding strong premiums internationally and New Zealand will soon begin to follow suit.

Demand remains selective rather than volume-driven. Employers are prioritising:

• End-to-end delivery capability
• Strong data foundations
• Security-conscious design

Although the domestic AI market is still maturing, global benchmarks suggest sustained upward pressure on senior AI engineering compensation.

7. Agent Architect – $196k

Agent-based AI architecture is still emerging in New Zealand, but forward-looking organisations are exploring automation and orchestration at scale.

Compensation reflects scarcity more than hiring volume. Professionals with global exposure or hands-on deployment experience in agentic workflows are particularly attractive in a small market with limited local precedent.

6. Cybersecurity Manager – $200k

Cybersecurity investment remains one of the most protected areas of technology spend.

Across both public and private sectors, organisations continue to prioritise governance, risk and compliance, identity management, and incident readiness.

In Wellington, public sector scrutiny and policy alignment sustain demand for senior cyber leadership. Nationally, cyber capability continues to outpace available talent, supporting elevated remuneration.

5. Program Manager – $200k

Large-scale transformation continues across New Zealand, but under tighter financial discipline.

Hiring demand is focused on delivery certainty rather than expansion and organisations are seeking experienced Program Managers who can:

• Manage budget scrutiny
• Navigate stakeholder complexity
• Deliver outcomes under constrained conditions

In Wellington, where public sector investment cycles influence hiring momentum, experienced programme oversight remains particularly valued.

4. Technical Consultant – $200k

Senior Technical Consultants remain highly valued, particularly those with deep expertise in enterprise platforms, cloud transformation and regulated environments.

With ongoing migration of experienced professionals to Australia, supply constraints persist in specialist skill areas. As a result, proven consultants with domain depth and commercial awareness continue to command strong salaries.

3. Technical Architect – $200k

Technical Architects continue to anchor digital transformation initiatives.

In 2026, the expectation has shifted from solution design alone to measurable impact and employers are prioritising architects who can:

• Align technical design with enterprise strategy
• Integrate AI-readiness into broader ecosystems
• Design secure, scalable environments

Selective hiring conditions mean only candidates with demonstrated delivery experience are commanding top-tier compensation.

2. Enterprise Architect – $215k

Enterprise Architects remain central to long-term technology strategy across New Zealand.

As organisations reassess cost, risk and scalability, Enterprise Architects are increasingly tasked with:

• Rationalising legacy systems
• Aligning cloud and data strategies
• Embedding governance frameworks
• Supporting AI integration at scale

In larger enterprise and government environments, this strategic oversight remains indispensable.

1. Cybersecurity Architect – $225k

Cybersecurity Architects top the New Zealand list in 2026.

As cyber threats grow in sophistication and regulatory expectations tighten, secure-by-design capability is no longer optional.

Across industries, demand is strongest for professionals who can:

• Design secure cloud architectures
• Implement Zero Trust frameworks
• Align security strategy with enterprise transformation

In Wellington, public sector infrastructure and national resilience priorities reinforce sustained demand. Nationally, the limited pool of senior cyber architecture talent is keeping salaries elevated.

What does this tell us about the NZ market in 2026?

Three clear themes define New Zealand’s highest tech salaries:

1. Cybersecurity demand continues to outpace supply
2. Architecture roles remain central to disciplined transformation
3. AI capability is rising with a governance-first lens

Unlike previous boom cycles, 2026 is characterised by deliberate investment rather than rapid headcount growth.

Emerging AI roles reflect global benchmarks and international competition for talent, while established architecture and cybersecurity roles remain anchored in consistent local demand.

Explore deeper salary insights

These figures reflect national permanent averages across tech roles. For the latest region-specific hiring outlooks, explore our:

• Auckland Market Update
• Wellington Market Update

Find out what made the top 10 contract day rates for New Zealand or search for detailed benchmarks in our More Than Money Salary Guide to ensure your offers or expectations truly reflect market demand.

Last updated: 8 March 2026

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.

We’re hosting an ENGAGE-exclusive webinar to share our latest hiring market updates across Australia and New Zealand, and what they mean for contractors heading into 2026.

Hosted by JP Browne, Steve Jobson, and Sophia Parrelli, this session will unpack what we’re seeing on the ground — from where demand is lifting, to which skills are commanding attention, and how contractors can stay competitive in a more selective market.

We’ll cover:

• Predictions for the 2026 contract market across AU and NZ
• The hottest skills and capabilities in demand
• Regional hotspots and where opportunities are emerging
• How AI, infrastructure and transformation work are reshaping contract roles
• Practical ways to position yourself ahead of the competition

We’ll also leave time for a live Q&A, where you can submit your questions and hear directly from our recruitment experts.

Whether you’re actively contracting, considering your next move, or simply want a clearer view of what’s ahead, this session will give you a grounded, practical update on the 2026 market.

Session information

Date: Thursday, 12th March

Time: 12:00pm AEDT // 2:00pm NZDT

Where: Online via Zoom

Your Talent experts

JP Browne

JP is a Practice Manager from Auckland who has worked in tech recruitment for over 20 years. JP specialises in recruiting for C-Suite and leadership teams as well as project transformation.

Music is a big passion of JP’s and his vinyls have pride of place in his office. When not listening to music, he’s learning the piano and dreams of taking up the bagpipes again, and when the weather allows he’ll be doing a very average job of playing golf.

Steve Jobson

Steve is an Account Director in our Canberra office with over 26 years’ recruitment experience. He specialises in delivering ICT capability across Defence, the APS and ACT Government, with deep expertise in cleared recruitment and secure project environments.

Outside of work, Steve’s interests lean toward the action and espionage genre — his bookshelf is stacked with Tom Clancy, Jack Carr, Brad Thor, Vince Flynn, Gregg Hurwitz and Mark Greaney. When he’s not immersed in a spy thriller, you’ll likely find him on the golf course or at the driving range.

Sophia Parrelli

Sophia is an Account Executive in our Sydney team with over five years’ recruitment experience. She partners with a range of corporate clients across technology, transformation, project services, engineering, and broader corporate functions.

When she’s not talking hiring strategy, Sophia can be found attempting pottery (with mixed results) or embracing her newest and most demanding role: full-time dog mum to her chaotic seven-month-old puppy, Bernie.

Find out more about contracting at Talent.

Shadow IT. Every organisation has it. Employees adopting new tools without official approval because it helps them get the job done faster. Now we’re seeing its next evolution: shadow AI. And it’s spreading faster than most leaders realise.

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

“The use of AI tools is prolific in every organisation, and it kind of just happened. Executives are scrambling to catch up, to either capitalise on it or put some structure around it.”

From staff pasting data into ChatGPT to marketing teams using generative tools for campaigns, shadow AI is already shaping workflows, decisions, and customer interactions. The question is: will your organisation keep pace, or fall behind?

The upside of shadow AI

It’s tempting to see shadow AI only as a risk. And yes, it comes with security, compliance, and ethical challenges. But there’s also a huge opportunity: grassroots innovation.

“Most of the experiments we’ve seen start with individuals in departments,” JP says. “They’re dabbling to find productivity gains or new insights, and that’s what’s forcing organisations to pay attention.”

In other words, shadow AI is where many of the best use cases are discovered. It’s employees closest to the problem spotting where AI can create value. Ignoring that would be a mistake.

The risks leaders can’t ignore

Of course, there is a dark side. Shadow AI introduces risks that can’t be brushed off:

• Data leaks. Sensitive customer data pasted into public AI tools can breach privacy laws and contracts.
• Security gaps. AI-generated code may introduce vulnerabilities that slip past standard reviews.
• Compliance issues. Using unapproved tools in regulated industries can expose companies to fines or reputational damage.

Jack Jorgensen, General Manager of Data, AI & Innovation at our IT delivery arm Avec, recalls:

“We’ve seen AI drop entire databases and then apologise. If you’re not putting guardrails around this, you’re gambling with your business.”

Why locking it down doesn’t work

Some organisations’ instinct is to ban AI tools outright but that would be a losing battle. Employees will find workarounds if the technology genuinely helps them.

Instead, leaders need to acknowledge shadow AI as a reality and bring it into the light.

“You can’t just bury your head in the sand,” JP stresses. “AI is in everything now, even your phone updates. The only question is whether you create a framework for using it safely.”

Turning shadow AI into an advantage

So, how do you harness the innovation of shadow AI without exposing your business to unnecessary risk? Start with three steps:

1. Listen first. Find out what employees are already using and why. Often these experiments highlight gaps in existing tools or processes.
2. Set clear guardrails. Develop policies around data security, compliance, and acceptable use. Make them practical so employees don’t feel forced underground.
3. Encourage responsible innovation. Provide safe sandboxes or approved platforms where staff can test and share ideas.

Jack’s advice:

“Don’t focus on speed for the sake of it. Focus on building velocity and a foundation that lets you scale safely and keep experimenting.”

The innovation edge

Shadow AI is a sign your people are hungry to innovate. Rather than suppressing it, leaders should channel it. The companies that do will move faster, find better use cases, and keep their competitive edge, and those that don’t risk being left behind by their competitors and their own employees.

Shadow AI isn’t a threat to stamp out. It’s a wave to ride. The businesses that embrace it with the right guardrails will unlock innovation and the ones that don’t will spend the next five years scrambling to catch up.

Discover how other organisations are navigating shadow AI in our AI survey results.

AI is changing the way we work faster than most organisations can adapt. Tools like ChatGPT and Microsoft Copilot are already baked into everyday workflows. But here’s the catch: the more we rely on AI, the more critical thinking becomes the skill that separates the leaders from the laggards.

As Jack Jorgensen, General Manager of Data, AI & Innovation at our IT delivery arm Avec, explains:

“It’s easy to get caught up in the speed AI gives you. But if you don’t understand the problem you’re solving or what happens when the system breaks, you’re setting yourself up for failure.”

AI is powerful, but it’s not infallible. And in a world where outputs can look convincing but still be completely wrong, critical thinking is the safeguard every professional needs.

The productivity trap

Many organisations rush into AI adoption with a focus on speed. How quickly can we roll this out? How much time can we save? That’s short-term thinking.

“Velocity is more important than speed,” Jack notes. “It’s not about being first to market with a shiny AI tool. It’s about building solid foundations so you can scale safely and sustainably.”

Critical thinking shifts the focus from how fast to how valuable. It asks: is this solving the right problem? Is it secure? Is it ethical? Does it actually add value for the business or customer?

Spotting the flaws

For those of us who use AI daily, spotting the flaws can feel obvious; six fingers on a generated image, or a chatbot confidently inventing a source. But as JP Browne, Practice Manager from Talent Auckland points out, it’s not always that simple:

“It’s getting harder and harder to tell what’s AI-generated. And that’s a huge risk if people stop questioning what they see.”

Critical thinkers don’t just accept outputs at face value. They test, validate, and challenge. That mindset is what prevents AI from becoming a liability instead of an asset.

Why this matters for every role

Critical thinking isn’t just for data scientists or IT leaders. It’s for recruiters screening AI-written CVs, finance teams reviewing AI-generated forecasts, and executives reading AI-drafted reports.

JP has already seen how over-reliance on automation can backfire in recruitment:

“Candidates are using AI to craft brilliant cover letters, but the CV doesn’t match the job. If you don’t apply a human lens, you’ll make bad hiring decisions.”

In other words, AI can help filter and accelerate, but without human judgment the wrong calls get made.

Building critical thinking in the AI era

So how do you make critical thinking a core skill in your team? Here are three steps:

1. Teach healthy scepticism. Encourage employees to question AI outputs, not just accept them.
2. Build human-in-the-loop processes. Always pair AI automation with human oversight where decisions impact people, money, or reputation.
3. Normalise checking sources. Whether it’s data, content, or code, make verification a cultural habit.

As Jack says:

“AI should be an enabler, not the thing doing all the work. Human judgment is what makes AI outputs valuable.”

The edge that can never be automated

The irony is that in a world obsessed with automation, the most valuable skills are the ones that can’t be automated. Curiosity. Scepticism. Judgment. Context.

Critical thinking isn’t just another “soft skill.” It’s the hardest edge businesses have in protecting themselves against AI risks and in making sure AI delivers genuine competitive advantage.

In the age of AI, the real superpower isn’t knowing how to prompt a chatbot. It’s knowing how to think critically about what it gives you. The leaders who sharpen that skill and build it across their teams will be the ones who thrive.

Find out how other organisations are navigating the changing AI landscape in our most recent AI report.

When most leaders talk about AI, the conversation is about productivity, cost savings, and innovation. But there’s a blind spot that can’t be ignored: ethics.

As JP Browne, Practice Manager from our Talent Auckland, who’s worked extensively in the insurance sector, warns:

“Nobody wants to end up on the front page because an AI system made the wrong call on a claim. That’s the kind of reputational damage you can’t come back from.”

Yet in many industries, ownership of AI ethics is missing. Governments are slow to legislate, and individual organisations are left to figure it out for themselves. The result? Huge risks hiding in plain sight.

The illusion of control

AI doesn’t just introduce new capabilities; it introduces new vulnerabilities. Jack Jorgensen, General Manager of Data, AI & Innovation at our project delivery arm Avec, highlights one recent example:

“A company built an entire software stack using AI-generated code. When their system was breached, 800,000 passports were leaked. That’s not innovation, that’s negligence.”

The rush to cut costs or speed up delivery often skips over the basics: security audits, human oversight, and clear accountability. Without these safeguards, AI can create more problems than it solves.

Ethics is more than compliance

Many organisations treat AI risks as a compliance issue: tick the right boxes and you’re safe. But as JP points out, ethics goes much deeper.

“In finance and insurance, compliance is the easy part. The harder part is asking whether it’s ethical to let AI decide someone’s mortgage, surgery, or claim outcome. Nobody wants to trust their future to a black box.”

The ethical stakes are high. And unlike sweatshops or environmental practices, consumers can’t easily “see” how companies are using AI. That makes transparency essential.

Jack even suggests that organisations should disclose their AI use openly:

“Imagine a badge on a company’s website saying how much of their service is powered by AI. That level of transparency builds trust and gives consumers real choice.”

The risks you’re probably missing

So, what are the hidden risks? Our recent AI survey surfaced three that too many leaders underestimate:

1. Security breaches. AI-generated code and automated systems can introduce new vulnerabilities, often unnoticed until it’s too late.
2. Bias and fairness. Algorithms trained on flawed data can reinforce discrimination in all process including hiring, lending, or claims processing.
3. Reputational damage. Whether it’s unfair exam results (like the UK’s failed GCSE grading algorithm) or customer data leaks, public trust can vanish overnight.

As Jack notes, “The hype around AI can drown out the noise. But the reality is, these risks are already here and they’re escalating.”

Why leadership matters

The absence of clear ownership is one of the biggest barriers to managing AI risk. In many organisations, executives are excited about AI but pass the responsibility to IT. That’s not enough.

AI ethics requires leadership at the top. It means asking:

• Who is accountable for AI decision-making?
• How transparent are we willing to be with customers?
• What safeguards are we putting in place to avoid harm?

Without executive buy-in, ethics gets sidelined until a crisis forces the issue.

From risk to responsibility

Ethics isn’t about slowing down innovation. It’s about ensuring innovation doesn’t destroy trust. Businesses that lead on AI ethics will stand out not just for their technology, but for their credibility.

JP sums it up well:

“AI is in everything now, from your phone updates to the way companies deliver services. If you don’t set ethical guardrails, you’re leaving your organisation and your customers exposed.”

AI ethics isn’t optional. The risks are real, the costs are high, and the responsibility is yours. Organisations that embrace transparency and accountability now will be the ones consumers trust tomorrow.

Learn more about what else professionals are concerned about around AI in the workplace in our latest report.

If you’re looking to start a new AI or data project, get in touch with Jack’s team to ensure it’s built on a secure and ethical foundation.

Key takeaways

1. Candidate activity is rising fast as job ads remain at low levels
Applications per job ad have jumped sharply as Kiwis search for higher wages amid cost-of-living pressure. With job ads still below pre-COVID levels, TA teams are managing heavier shortlisting loads even as the overall market feels quieter.

2. Hiring conditions are showing early signs of a 2026 turnaround
The economy is beginning to lift, business investment is returning, job ads have ticked up, and most regions reported growth last month. New Zealand is shifting out of stagnation into slow but steady recovery.

3. AI is reshaping skill expectations, but NZ businesses are still early in adoption
Demand for AI-related skills has surged, especially in IT, marketing, and strategy. While only a small share of NZ jobs can be fully automated, most will see tasks change, elevating the importance of capability building and realistic early-career hiring.

Introduction

After two unsettled years for Aotearoa’s labour market, marked by rising unemployment, declining job ads, and cautious business confidence, leaders are looking for clarity to effectively plan for 2026.

To help map this out, we’ve combined our recruitment experts’ on-the-ground insights with SEEK’s latest market data from our recent webinar with Senior Economist, Blair Chapman, to unpack what the macroeconomic indicators can tell us about what to expect as we head into the new year.

New Zealand’s hiring landscape: National trends to watch for in 2026

Growth is returning after two slow years

After a soft and uneven economic period, New Zealand is finally moving back into growth. GDP is expected to return to pre-COVID norms, supported by stabilising inflation, easing mortgage pressures, and a lift in discretionary spending. This momentum will feed into employment over the next 6-12 months, setting the stage for stronger hiring conditions.

Inflation is easing and business confidence is improving

The RBNZ’s single focus on inflation has paid off: prices are stabilising, mortgage rates have eased, and wage pressures are cooling. With labour costs returning to normal levels, businesses are becoming less hesitant to hire, reversing the uncertainty seen over the past two years.

Job ads remain low, but early signs point to a turning market

New Zealand experienced a much sharper drop in job ads than Australia, but the tide is shifting. Most regions reported job ad growth last month, and ads are beginning to climb across key industries. While this is still below pre-COVID levels, this uptick signals that hiring demand is starting to return.

Surging applications per job ad, driven by local and offshore talent

Applications per ad have risen significantly, but the increase isn’t coming from Kiwis alone. TA teams are seeing a substantial volume of offshore candidates applying for New Zealand roles, adding to already larger shortlists. As a result, hiring teams are processing heavier pipelines even as overall hiring activity remains modest.

Wage growth is easing, reducing hiring hesitation

Wage growth has fallen back to around 2%, and as labour costs stabilise, employers are becoming more confident about adding headcount and planning. With candidates still sensitive to pay, salary benchmarking remains essential while businesses do have more breathing room than they did at the peak of wage inflation.

Consumer spending is lifting again

New Zealand households are beginning to open their wallets, with discretionary spending recovering. This is a positive signal for industries that tend to hire ahead of broader economic recovery, like retail, hospitality, tourism, and logistics.

AI is reshaping skill demand, but NZ adoption is still early-stage

References to AI skills in NZ job ads have surged, particularly in IT, marketing, and consulting. While only a small share of roles can be fully automated, most will see task-level change. Employers are beginning to redesign roles around augmented workflows, but many still lack the internal capability to define what “AI readiness” looks like. With this shift, structured early-career pathways and realistic skill expectations will matter more than ever.

Regional breakdown: Where hiring conditions are shifting most

National snapshot

New Zealand’s labour market recovery is uneven, and the pace varies significantly by region. After a year of rising unemployment and falling job ads, most regions have now recorded an uptick in hiring activity, signalling the early stages of a national turnaround. Employment movements have been mixed, with some areas stabilising while others continue to soften, and the impact of the downturn hasn’t been felt equally across the North and South Islands.

A few regional patterns to note:

• Canterbury/Christchurch: Employment has edged down, but job ad growth suggests recovery is underway.
• Southland & Otago: Both trending towards stabilisation, though not yet fully recovered.
• Central North Island: Some regions such as Taupō saw unemployment ticking down, showing surprising resilience.
• Taranaki: A regional outlier not showing recent job ad growth.

Against this backdrop, Auckland and Wellington sit at the centre of this shift, each with its own drivers: Auckland shaped by broader economic softness and cost pressures, and Wellington shaped by public sector contraction and policy-related hiring freezes. Other regions such as Canterbury, Central North Island, and parts of the South Island are also beginning to show signs of lift, while a handful like Taranaki remain slower to recover.

With this national picture in mind, here’s what employers need to know about the two markets where we see the strongest shifts and the greatest implications for hiring in 2026.

Tāmaki Makaurau / Auckland

Auckland has experienced the sharpest rise in unemployment and one of the biggest drops in employment over the past year. Job ads fell significantly from their post-COVID highs, and hiring demand has been subdued across professional services, construction, retail, and public-facing sectors.

But the turning point is beginning. Early indicators such as a lift in job ads and a gradual return of discretionary spending all point to stabilisation. As mortgage pressures ease and business investment improves, demand for talent is expected to slowly rebuild.

As Kara Smith, New Zealand Country Manager, puts it:

“Auckland has taken some of the biggest hits this past year, but it’s also where we’re now seeing the earliest signs of recovery. Job ads are lifting, spending is picking up, and more movement from employers. With Auckland driving approximately 38% of the country’s GDP, New Zealand as a whole will also benefit.”

For 2026, expect a steady, early-stage recovery with stronger demand in IT, logistics, consumer services, construction and professional roles once activity picks up.

Te Whanganui-a-Tara / Wellington

Wellington’s labour market has been shaped heavily by public sector contraction. Government pullbacks have driven job losses, increased unemployment, and reduced hiring appetite across many adjacent industries.

Even so, Wellington recorded employment growth over the past year. As public sector hiring stabilises and business confidence improves, the private sector is expected to lead the next phase of demand. Candidates remain active and competition for secure roles is high.

In the new year, there will be a cautious rebound driven by consulting, IT, policy-adjacent roles and private sector expansion as government hiring levels out.

Nik King-Turner, Managing Director at Talent Wellington, adds:

“New Zealand absorbed the economic shock of COVID earlier and more sharply than Australia. The view is now that Australia may soon experience some of the same pressures we’ve already worked through, and that could slow the flow of Kiwi talent heading offshore. If that happens, Wellington employers could benefit from greater talent stability at a time when public sector hiring is beginning to level out.”

What employers should prioritise in 2026

With hiring conditions beginning to turn, employers should be preparing now for a more competitive and fast-moving 2026.

Rebuild hiring confidence and capability

As growth returns and job ads lift, competition for talent will increase again, especially in IT, professional services, logistics, construction and health.

Manage surging application volumes

High application numbers mean more administrative pressure on internal TA teams. Streamlined screening, clear criteria, and fast communication will be essential to avoid losing quality candidates.

Refresh early-career pipelines

AI-related roles are evolving quickly, and demand is outpacing supply. Cutting junior pathways only widens the capability gap, and businesses need structured graduate and early-career programs to build future-ready teams and long-term sustainability.

Upskill for AI-enabled roles

Most NZ jobs won’t be automated, but many will be augmented. Employers should focus on practical AI tools, workflow redesign, and building comfort and familiarity with new technologies across teams.

Be realistic about salary dynamics

While wage pressures have eased, candidates remain salary-driven due to cost-of-living pressures. Competitive benchmarking and transparent ranges will help secure talent without inflating budgets.

Plan regionally

New Zealand regions are recovering at differing paces. Tailor hiring strategies, salary positioning, and timelines to local market conditions.

Moving forward

After a challenging few years, New Zealand’s labour market is finally shifting back toward growth. The recovery will be gradual, but the direction is clear. With rising candidate activity, early job ad growth, and easing wage and inflation pressures, 2026 is shaping up to be a more positive year for both employers and jobseekers.

As you plan your workforce strategy, having a clear view of market movement and salary expectations will be essential. Our online More than Money Salary Guide offers searchable rates and salaries to support confident, data-driven hiring decisions across Auckland, Wellington, and beyond.

AI is not a strategy, but you still need one

When ChatGPT first hits the scene, it felt like magic. You typed in a question and out came paragraphs of seemingly human responses. That “wow” moment sparked a wave of experimentation across industries.

However, Jack Jorgensen, General Manager of Data, AI & Innovation at our IT delivery arm, Avec, points out:

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

And that difference is exactly where many businesses get stuck. According to our latest AI survey, nearly half (47.6%) of organisations are still in the experimental pilot stage. This isn’t inherently bad. Testing is critical, but it highlights a bigger issue: too many companies are running pilots without a clear strategy.

The hammer and nails problem

One of the most striking survey responses captured the mindset perfectly: “AI is a solution to some business needs. It’s not an objective or self-evident value proposition in its own right.”

Jack expands on this:

“What we’re seeing is a shift from the traditional IT delivery model, where you start with the value proposition and business case, then source the right tool. With AI, too many leaders are saying, ‘We’ve got this new hammer, now where are the nails?’”

That approach leads to wasted investment, disjointed projects, and technology that doesn’t deliver value. AI may not be the strategy, but without a strategy, you’re setting yourself up to fail.

Why “no strategy” is not an option

Some executives have argued that AI doesn’t need a dedicated strategy, comparing it to something as basic as staplers or office chairs. But as Jack explains, this is dangerously short-sighted:

“AI is a tool, yes. But it’s a tool that comes with new cybersecurity threats, compliance challenges, and ethical considerations. Ignoring it leaves your business exposed.”

From phishing attacks to vulnerabilities in AI-generated code, the risks are real. Without a roadmap, companies open themselves up to reputational damage, compliance breaches, and spiralling costs.

As JP Browne, Practice Manager from Talent Auckland puts it bluntly:

“Burying your head in the sand is not an option. AI is here, one way or another, and every organisation will be affected by it.”

The IT department squeeze

Another dynamic uncovered in our research is the unusual role IT departments are playing in AI adoption. Traditionally, IT has been a service function, enabling strategy set elsewhere in the business. But with AI, the tables have turned.

“Executives are excited about AI and pushing hard to adopt it, but IT leaders are often the ones hitting the brakes,” JP notes. “They’re saying: yes, this is powerful, but we need to address security, infrastructure, and compliance first.”

That tension is leaving many organisations in limbo. The money is there. The executive interest is there. But without a strategic framework to prioritise use cases, align with business goals, and manage risk, progress stalls.

Building an AI strategy that works

So, what does an effective AI strategy look like? It doesn’t have to be a 50-page blueprint. In fact, Jack recommends starting simple:

1. Define the business problem. Don’t adopt AI for the sake of it. Be clear about the challenge you’re trying to solve.
2. Set guardrails. Establish data security, compliance, and ethical guidelines before scaling experiments.
3. Start small, but with intent. Pilots are valuable, but only if they feed into a roadmap for production-ready solutions.
4. Assign ownership. Decide who is accountable for AI adoption across the business. Avoid the “hot potato” problem where no one owns it.
5. Review and adapt. A strategy isn’t fixed. As AI evolves, so should your approach.

“Having no AI strategy is worse than having the wrong one,” says Jack. “At least a flawed strategy can be corrected. No strategy leaves you wide open.”

From fear to opportunity

Much of the fear surrounding AI, from job loss to ethics and compliance, stem from uncertainty. And uncertainty thrives where there’s no plan.

With the right strategy, AI becomes less of a threat and more of a force multiplier. It can streamline workflows, surface insights, and free people up from repetitive tasks to focus on higher-value work. But those benefits only come when you align AI projects with business objectives and set the right foundations.

As JP concludes:

“AI can absolutely change the game for productivity and competitiveness. But only if you stop reacting, start planning, and make it part of your business strategy.”

AI is not the strategy. But without a strategy, AI is just hype. Organisations that take the time to define their approach, even if it starts small, will be the ones that cut through the noise, manage the risks, and realise real business value.

If you’re ready to source in-house AI capability, get in touch with our team. Or, if you’re looking to kick off a data project, reach out to Jack’s team at Avec.