2021/22 Talent Guide by Talentpath Recruitment

2021/22

Talent Guide REAL PEOPLE. REAL STORIES. REAL INSIGHTS.

Table of Contents

BU S I NE S S S E RVIC E S

WE LC O ME 03 I N S IG H T S All Respondents 0 4

H UMAN RESOURC ES & RE CRUIT MENT

Business Services Insights

Salary Guide

Suzanne Roberts, Executive Assistant and Team Lead at GHD

Rebecca Nolan, Office Manager at Urban Art Projects

Ijaz Mohideen, Temporary Data Administrator

AC C OU NTI N G & F I N A N C E

12 Accounting & Finance Insights

Human Resources & Recruitment Insights

Salary Guide

Melissa Knobloch, Financial Controller at Howard Smith Wharves

Nicole Watson Spry, Payroll Manager at Urban Maintenance Systems

Cara Benoit, Head of People & Culture at yourtown 15 Justin Howe, Talent Acquisition Manager at UnitingCare Queensland

Tayane Moreto, HR Advisor at Urban Utilities

SALE S & C US TO ME R EXPERIEN C E

Sales & Customer Experience Insights

Salary Guide

Luke Blanchard, Sales Manager at Fulton Hogan Ebony Coriakula, Customer Service Consultant at Institute of Managers and Leaders ANZ

M A R K E TIN G & DI GI TA L

Marketing & Digital Insights

Salary Guide

Grace Medcraft, Digital Marketing Advisor at Hall & Wilcox

David Lynch, Chief Digital Officer at Minor DKL

Lisa Cox, Disability Affairs Officer at Media Diversity Australia

Jess Rea, Brand Manager at Lactalis

Katie Inskip, National Customer Experience Manager at Reward Hospitality 23

N OTE S 4 2

Information gathered to produce the Talent Guide has been collated based on completed surveys, roles filled, candidate interviews, data shared with us from our relevant suppliers and hiring assumptions from conversations with our Recruitment Managers. Survey responses are reflective of responses from sharing within Talentpath’s network of clients, candidates, industry partners, along with additional paid responses across Australia to ensure a broad and diverse sample was being reached. Salary ranges are reflective of the median bands within the occupation streams. These figures can be affected by industry. All salary ranges are ‘000. Salary figures reflect base only and are not inclusive of super. The persons depicted in this salary guide are indications only. As a national agency, Talentpath works with clients and candidates across Australia. Salary information for regions outside those depicted in this salary guide can be provided upon request.

Talent Guide 2021/22 | Welcome

Welcome to the 2021/22 Talent Guide Just when we thought last year’s Talent Guide would reflect one of the most momentous shifts in our industry, along came 2021! This year has brought with it a job market like no other, with skills and candidate supply at an all-time low, and job advertisements and projected staffing increases at an all-time high. Coupled with international and interstate border closures, it’s been an absolute whirlwind six months for recruiters, HR and talent acquisition teams alike. Challenges like this have created more opportunity for innovation, process improvement and refinement, but perhaps most importantly - it’s created more opportunity to listen to what’s truly important to people.

The good news is – we’ve already done some of the work for you! In this year’s Talent Guide, the people have truly spoken. Our annual survey which informs the insights was bigger, deeper and more meaningful than ever. Based on feedback and input from our clients, candidates and industry peers, you will see that we’ve honed in on some really important topics, worthy of more representation and conversation. We’ve also engaged a handful of friends of Talentpath to provide their own expert commentary and experiences on some of the stand-out insights.

As recruiters, that’s what our role is all about. Only through listening to someone’s career story - what excites, fulfills, challenges and engages them - can we connect people with roles and employers where they will thrive with purpose and longevity.

If the recent recruitment market has taught us anything, it’s that salary is no longer everything, and that taking a one-size-fits-all approach to how employees are rewarded and incentivised is no longer hitting the mark. Alongside our trusted salary data, you’ll see we’ve broken down the survey responses to the question: ‘What benefits are more important to you than salary?’ for each vertical by generation, and even by gender.

Friends of Talentpath will have seen this year’s launch of the Talent Guide Card Deck, consisting of 50 question cards on work, values, culture and reward. An extension of the Guide, the Deck includes conversation cues to create meaningful discussion about what really matters to people in the workplace. Some of the questions will be very familiar to our returning Talent Guide readers, as they feature in our annual survey which informs the insights published here. Other questions in the deck are put to use by our team when working with business leaders, hiring managers, people & culture teams, candidates, and even one another. From 1:1’s, reviews, interviews, team building, and shaping your EVP - the deck has so many valuable uses. Feedback from clients on how they’ve used the Deck has been amazing to hear - recently, our team even hosted an internal purpose, values and culture session using the questions to help inform our new soon-to-be-launched website. Only by asking the right questions can we better attract and retain exceptional talent – and right now, the ability to listen and understand their people is the real competitive advantage for businesses.

As for the talent profiles this year – we have been blown away by the consideration, reflection and understanding they all possess surrounding their working lives. We’re incredibly grateful to them for taking the time to share their stories with us, and we hope you love them as much as we do. Believe us when we say that it makes for some truly interesting reading, with some genuine common themes between the survey insights and the profiles; Marketing & Digital thrive from flexibility and learning opportunities, Accounting & Finance look for strong leadership, but they’ll run a mile from being micromanaged, Business Services want to be valued and recognised for the true gems they are, while Sales and Customer Experience are all about progression pathways and transparency, and Human Resources and Recruitment – they’re a truly dynamic group, always looking for opportunities to innovate and improve. You certainly have your reading cut out for you. We truly hope you enjoy this year’s Talent Guide – it’s a mammoth project for our small team, each page full of heart and integrity. As always, if you have any questions or thoughts you’d like to share, we would love to hear them. Sincerely, Jody Fazldeen and Dionne Sharp Directors at Talentpath

Talent Guide 2021/22 | Welcome

Survey Insights—All respondents

35%

14% of all respondents identified as being Aboriginal and Torres Strait Islander peoples

Strongly agree their workplace is inclusive and respectful of people from different cultures, backgrounds and abilities

“Employee referral programs are an underutilised yet powerful tool for talent acquisition. It presents the opportunity to access an entirely new talent pool, right on your front doorstep. Consider incentivising referrals within your employee base, regularly communicating your EVP, and encouraging employees to share jobs being advertised across their own social platforms such as LinkedIn and Facebook.” — Dionne Sharp, Director at Talentpath

H OW DID YOU F IND O R H E AR ABOUT YO UR CUR RENT OR MO S T R E CENT ROLE?

40% of Aboriginal and Torres Strait Islander peoples strongly agree with this statement

44%

of respondents have withdrawn an application based on the interview process

Males are more likely than females to do so

Females are three times more likely to be attracted to an organisation by its office location

39% Recruitment agency

33%

HOW HA S YOU R WOR K I N G S C HE DU L E BE E N I M PAC TE D BY COVID-19? TOP THREE RESPONSES:

Direct application to organisation

28% Referred by friend, family member or colleague

Talent Guide 2021/22 | Insights—All Respondents

More working from home

More flexible start and finish times

Reduced hours

HOW DO E S YO UR CURRENT OR MO S T REC ENT ORGAN ISATION FOS T E R C OMPANY C ULT UR E ?

Top three things businesses are doing:

Females are twice more likely than males to be attracted to an organisation by its Corporate Social Responsibility

Team building activities

Ongoing learning and development

Awards and recognition

W HAT DOE S F L E X I BI L I T Y M E A N TO YOU ? “More valuable time for my children and family. More time for me.” — Workplace Services Manager “It means so much to me and to the people I work with. While I may not need flexibility all the time, it’s important to me that my colleagues have the time they need to look after their families or health in a manner that suits them.” — Marketing Manager “Paying someone for value/output, not attendance.”

“Talent at any generational point right now is blessed for choice of role, but to keep them, you need to make sure they are quickly ramped up and engaged. This includes clear KPI’s from day one, being nurtured by their leader, and fully utilised within three months. Organisations need to focus on feeding both their short-term success and their long-term progression. Failure in providing that could see you fail to retain talent for any indicative period of tenure.” — Drew Standish, Head of People, Performance and Culture at WearOptimo

— Commercial Finance Manager “Understanding that while we are employees, we also are people who have life commitments outside of work. Being flexible when required allows for a much better work life balance and in my opinion, more engaged employees.” — HR Manager “Equal give and take between the employer and employee as far as hours, working from home, contribution, and the overall working environment.” — Sales Support

ALMOST HALF Gen Z consider three years or less Gen Y & X consider 4-5 years Baby boomers consider 8+ years

26%

of all respondents consider 4-5 years is the ideal amount of time to have a valuable contribution in a role

of all respondents strongly agree they have shared values with their organisation and the people they work with

Gen Y were the least likely to strongly agree Gen Z were mostly likely to strongly agree

Talent Guide 2021/22 | Insights—All Respondents

ONLY 24% of respondents strongly agree that their most recent interview experience was thorough, inspiring and engaging

MO RE T HAN MONEY

What benefits are more important to you than salary? TO P AN S WER FOR ALL RE S P O N DENT S WAS F LEXIBLE H O URS AND LOC ATIONS GE N Z

GEN X

— Flexible hours & locations — Professional development — Additional annual leave

GE N Y

BABY BOOM E R S

— Flexible hours & locations — Professional development — Health & wellbeing initiatives

— Flexible hours & locations — Professional development — Additional super

“As we grow and evolve as a business, we are finding the need to continually improve our suite of benefits so we can retain and attract the best talent. We utilise a strong engagement survey tool and are building a culture of listening to what our teams want – with an alignment to our corporate values and what makes Ingenia special.” — Hayley Nuttall, People and Culture Manager at Ingenia Communities

Only 29% of respondents strongly agree that they were thoroughly kept in the loop during their most recent application or interview process, and were thoroughly advised of the outcome

“Organisations need to become more reliable in the recruitment lifestyle. Candidates need to know and trust that investing in an application for a role will receive an outcome, whether favourable or not. In a time where candidate engagement and candidate attraction is critical to business performance, it’s disheartening to see these results. At Sonic HealthPlus, we have fine tuned our ability to respond and interact with candidates that apply or are interviewed. It’s a constant work in progress but one we are heavily invested in getting right.” — Kate Rowland, Lead HR Business Partner at Sonic HealthPlus

What was the number one factor that attracted you to your current or most recent organisation? 1 B R AND REPUTATION

2 C U LTU R E

3 VALUE S ALIGNMENT 6

Talent Guide 2021/22 | Insights—All Respondents

“We have been extremely successful in seeking talent, by showcasing our values, our culture and the brand we live and breathe, through our staff stories via different channels. These stories are videos, that highlight our team members’ passion for their craft, with equal emphasis on who they are as individuals- as individuals form the brand and company culture. These honest stories have put our brand in the spotlight – you can’t fake authenticity in any medium!” — Neha Sen, Chief Marketing and Experience Officer at Acumentis

What could employers do to improve their recruitment processes? ADV E R T IS IN G SAL ARY WAS TH E NU M BE R ONE R E S PONS E “State the salary” — Account Manager “Salary visibility” — Organisational Development Specialist “Advise salary from the outset” — Governance & Executive Coordinator

“We've found a great improvement in applications when including salary information in our job advertisements. It really allows candidates to self-select out of the process, and fields a lot of enquiries we were previously getting. As an NFP, we also love emphasizing the salary packaging and benefits component as a real selling point.” — Justin Howe, Talent Acquisition Manager at UnitingCare Queensland

“Be transparent about salary in the job ad” — Payroll Manager

“The wellbeing of all employees has never been more crucial than now. We aren’t just navigating through a temporary phase; it is a permanent change in how all team members work. At the centre of this is ensuring all employees feel secure, confident, and listened to. The wellbeing of all employees from the top right through to our frontline is paramount, and a core focus as our organisation steers through rapid growth, Australia wide.”

W HAT WA S THE M A I N ATTR AC TI ON TO YOU R C U R RE N T ORGA NI SATI ON BY GE NE R AT I O N ? GE N Z

GE N X

Stability

Senior leadership/ executive team

GE N Y

BA BY BOOM E R

Brand reputation/ industry leadership

Office location

— Mark Lindley, Head of People & Culture at HealthCert

" I KN OW HOW THE WORK I DO C O N TRIBUTES TO MY ORGANISATION’ S SUC C ESS"

39% AGREE

17% of all respondents are currently receiving additional annual leave, but 27% said it would influence their decision-making process in accepting a role if offered

40% Gen Z strongly agree 34% Gen Y strongly agree 46% Gen X strongly agree 45% Baby Boomers strongly agree

24% of females currently receive paid parental leave in addition to the government scheme, compared to 11% of males

Talent Guide 2021/22 | Insights—All Respondents

23%

W H AT DO ES LEAD ERSHIP M E AN TO YOU? “Leadership isn’t a title – it's someone who walks beside you and guides you.” — Employment Development Coordinator “Someone that leads with compassion and drive for our collective goals, understanding the company will not get there without its employees, and respecting and treating them as the assets they are.”

of participants said they would like more mental health days

— Recruitment Resourcer “There are leaders and then there are managers. Leaders are born and managers just manage expectations. Leaders are mentors and I would rather work for a leader than a manager.” — Wellbeing and Safety Advisor “Good leadership should provide you with the confidence to bring your best self to your work.” — Brand Manager “Leadership needs to come from the top, as it is their responsibility to set the example.” — Internal Audit Manager “Clear, consistent and reliable decision making communicated well.”

— Jason Wardrop, Wellbeing & Safety Advisor at Shine Lawyers

— Business Advisory Manager

38%

33% of respondents with a disability said they neither agree or disagree

N O 37 %

“At Shine Lawyers, we support our teams through a number of preventative mental health initiatives to assist with both awareness and the balancing of psychological and physical health. With leadership engagement, offering a range of mental health initiatives plays an extremely important role in creating a supportive culture for our people. They also minimise the risk of a psychosocial injury, assist with retention, and allow for a greater wellbeing.”

YES 63%

Strongly agree they feel included, respected and safe to be their authentic selves in the workplace

Gen X are most likely to negotiate salary Gen Z are least likely to negotiate salary

Have you ever negotiated with a prospective employer during a salary offer process? There was only a 4% difference in males being more likely to negotiate salary than females

Talent Guide 2021/22 | Insights—All Respondents

W HAT DOE S DIVE R S IT Y A ND IN C LU S ION IN THE WOR K PL AC E M E A N TO YOU ? WH AT PE O PLE THINK HAS THE B IG G E S T IMPAC T ON C ULTURE BY G E NE RATION:

“This is non-negotiable. A company that is widely diverse and intrinsically inclusive wraps rings around companies who fail to be. This is an old mentality and I believe it should be a part of a larger conversation at the interview stage.” — Marketing Manager “Diversity of thought that benefits decision making.”

GE N Z

GEN X

Learning & development

Regular communication & visibility from executives & management

— CEO “Diversity is a tick box. Anyone can employ a diverse workforce. Inclusion is what’s important - is your voice heard at the table? Are you encouraged to speak up, and do others listen?” — Finance Business Partner

GE N Y

BABY BOOM ER

Regular communication Awards & recognition & visibility from executives & management

“Ensuring our workforce reflects the diversity of the community within which we work, and is tolerant and inclusive of all beliefs.” — Head of People and Culture “It means a safe, friendly environment where everyone can be themselves.” — Workplace Services Manager

“Common culture initiatives such as celebrating employee anniversaries and birthdays only had 13% say this impacts culture, while sports teams and conferences both saw 6%. This could be because these are basic expectations, rather than stand out culture initiatives. Alternatively, they may simply not be hitting the mark. Employees are expecting more, so think outside of the box or ask them what they want!”

“Outcomes and performance-based employment and recognition. Equality and equity. Not "positive" discrimination - that devalues the achievements and success of women and minorities.” — Procurement Manager

— Jody Fazldeen, Director at Talentpath

Females are experiencing more flexibility, with almost half (49%) working remotely more than before COVID-19

50% of females get flexible hours, compared to 42% of males, while 57% of females get flexible locations, compared to 40% males

25% AGREE Their company enables them to balance work and personal life

“While the increase in access to workplace flexibility is an amazing side-effect of a terrible year (and we hope it is a sustained change), there is a gender disparity when it comes to accessing it. Again, it appears that females are more likely to be offered and access flexibility initiatives (which in my personal experience involves juggling a range of childcare and other home duties as well as work), whereas males are more likely to be encouraged to remain office-based in line with age-old gender stereotypes. In my circles, many males I know have declined flexible work arrangements due to difficulties balancing work and childcare or home duties, with female partners opting to take up the flexible arrangements instead.” — Nikki Walsh, HR Director at Tunstall Australia

Talent Guide 2021/22 | Insights—All Respondents

WH AT C O U LD EMPLOYERS DO TO IMPROVE THEIR RE CRUIT MENT PROC ESSES? “I judge organisations and their brand on their recruitment - regardless of whether I or they continue with the process - and I find a strong disconnect between HR and the brand. It’s non-negotiable that they reflect the brand, values and purpose of the organisation.”

W HAT DO YOU THINK HAS THE BIGGEST IMPACT IN FOS TE R I N G C U LTU R E ?

— Account Director “Open & friendly communication. It can be soul destroying if recruitment processes are harsh, archaic and dragged on for lengthy periods of time with absolute silence.”

Top three responses:

— Office Manager “Try to manage the length of the process. If there are any delays, communicate that to the candidate rather than leaving them guessing.” — Accountant

Regular communication and visibility from executives and management

“If not successful for the role, give detail of why - not the generic email. Even when advertising the job, include a brief note about how the recruitment process works as that would give applicants more to work with when applying.”

Ongoing learning and development

Welcoming and thorough induction

— Executive Assistant “Not go into a recruitment process with predetermined ideas for the most suitable candidate - be open minded and watch personal bias.” — Payroll Officer

When looking for a future employer, what would make them stand out?

3 3 % VA LU E S A L I G N M E N T 51 % C U LT U R E 2 8 % B R A N D R E P U TAT I O N

TOP THR E E BE NE F I T S THAT INF LU E N C E DE C I S I ON M A K IN G W HE N AC C E PTI N G A ROL E :

Males are twice more likely than females to be attracted to an organisation by their senior leadership team 10

Talent Guide 2021/22 | Insights—All Respondents

Flexible hours

Professional development and training programs

Flexible location

WH AT AT T RAC TED YOU TO YO UR CURRENT OR MO S T R E CENT ROLE?

Promotion

Tie between: – Clear potential for progression – Role responsibilities

Job security

“This reflects what we have seen in the recent candidateshort market. More people are being promoted and progressing internally, and the added certainty of job security keeps them with their organisations. To sustain their workforce growth, businesses are taking smart short-term actions such as investing in training employees with the right skills, restructuring roles, and engaging recruitment consultants to access their existing talent pools.”

Males are twice more likely than females to be attracted to an organisation by innovation

Why did you leave your previous role? TOP ANSWER WA S F E E L I N G U NF U L F I L L E D GE N Z

GE N X

— Lack of career progression — Feeling unfulfilled — Change of industry

— Feeling unfulfilled — Lack of career progression — Direct managers

GE N Y

BABY BOOMERS

— Feeling unfulfilled — Lack of career progression — Salary

— Feeling unfulfilled — Redundancy — Executive Team

— Jody Fazldeen, Director of Talentpath

Females Role responsibilities and promotion tied first Males Potential for progression

Last year, 57% of respondents said salary was in their top three motivators to accept a role, while this year it was only 37%

“When people feel unfulfilled, unseen, like they don’t belong or can’t see a pathway forward – it is not surprising they consider other opportunities. How do we shift our focus to paying real attention to where our people are really at? Ask, listen & understand through surveys, focus groups, team meetings. Take real action through empowering new experiences/challenges, co-design, professional learning. Recognise their value through feedback and coaching, reward and connections. Investing in employee experience, leadership and culture is a must to improve talent retention outcomes – and the payback is significant – as it is exceptional talent that has become the new competitive advantage for businesses.” — Tracey McFarland, Chief Experience Officer at Goodstart Early Learning

Next top three benefits:

WHAT BENE FI T S D O YOU CURRENTLY R E CE I V E ?

50%

47%

Receive flexible working locations

Receive flexible hours

Professional development

Other popular benefits include additional annual leave, additional super, and onsite parking

Technology

Health & wellbeing initiatives

Talent Guide 2021/22 | Insights—All Respondents

Human Resources & Recruitment The true heart and soul of every workplace. Give them a seat at the table, and they will advise processes, approaches, and solutions that enable the best from both your people, and your organisation. Covering all aspects of the HR function from Learning & Development to Talent Acquisition, one thing is clear from this dynamic group they thrive off purpose, they live the values, and they love to challenge, innovate and improve the status quo, while embedding themselves deeply in your organisation. 12

Talent Guide 2021/22 | Human Resources & Recruitment

ONLY ONE IN FOUR

While 59% of HR talent have previously withdrawn an application based on the interview process

respondents strongly agree that their most recent interview experience was thorough, inspiring and engaging

WH AT MAK ES AN ORGANISATION S TAND OUT WHEN LOOKING FOR TH E IR N E XT EM PLOYER

W HAT BE NE F I T S WOU L D I NF LU E N C E THE I R DE C IS I ON- M A K IN G PROC E SS W HE N AC C E PTI N G A NE W ROL E ?

49%

36%

— Stability — Culture — Brand reputation

Flexible hours

Professional development & training

F E MALE :

47%

34%

Flexible locations

Additional annual leave

M ALE :

— Culture — Organisational purpose — Senior leadership/executive team

ONLY 35%

TOP 3 FAC TOR S HR TA L E NT BE L I E VE HAVE THE M OS T IM PAC T ON C OM PA NY C U LTU R E :

of HR & Recruitment talent strongly agree with the statement “I know how the work I'm doing contributes to my organisation’s success”

45%

This is the lowest out of all the divisions!

41%

Regular communication & visibility from executives and management

Welcoming & thorough induction process

77% of HR talent have negotiated with a prospective employer during the salary offer process, with males 9% more likely to do so than females

38% Ongoing learning & development

Talent Guide 2021/22 | Human Resources & Recruitment

MO R E T H AN M ONEY

52% of HR talent said flexible hours are more important to them than salary

51% of HR talent said flexible locations are more important to them than salary

34%

Gen Z

Gen X

1. Professional development

1. Flexible locations

2. Tie between: — Flexible locations — Flexible hours

2. Flexible hours 3. Additional annual leave

3. Additional annual leave

Gen Y

Baby Boomers

1. Flexible hours

N/A - respondent sample size too small

2. Flexible locations 3. Professional development

of HR talent said professional development & training programs are more important to them than salary

Salary Guide HR PRACTICES

BRISBANE

SYDNEY

MELBOURNE

HR Director

$160k - 200k+

$160 - 220k+

$155 - 200k+

HR Manager/People & Culture Manager

$110 - 180k+

$125 - 200k+

$110 - 180k+

HR Adivsor/Business Partner

$80 - 125k+

$100 - 160k

$100 - 145k

HR Coordinator

$60 - 75k

$65 - 85k

$60 - 85k

Change Manager

$130 - 200k+

$125 - 210k+

Learning & Development Manager

$110 - 160k

$120 - 180k

$120 -170k

Learning & Development Coordinator

$65 - 80k

$70 - 85k

$65 - 85k

Workforce Planning Manager

$100 - 135k

$105 - 170k

$95 - 140k

IR/ER Manager

$130 - 185k

$125 - 200k+

$125 - 185k

IR/ER Advisor - Business Partner

$90 - 130k

$95 - 140k

$90 - 135k

Remuneration & Benefits Specialist

$95 - 140k

$100 - 150k

Training Manager

$80 - 135k

$95 - 140k

$90 - 130k

Return to Work Coordinator

$70 - 105k

$70 - 110k

$70 - 105k

Talent Acquisition/Recruitment Manager

$100 - 185k

$100 - 160k

$105 - 160k

Talent Acquisition Partner/Recruitment Specialist

$75 - 115k

$80 - 140k

$75 - 110k

Recruitment Coordinator

$65 - 80k

$65 - 85k

$60 - 85k

SPECIALIST PRACTICES

RECRUITMENT & TALENT PRACTICES

Talent Guide 2021/22 | Human Resources & Recruitment

CARA BENOIT Head of People & Culture at yourtown What is your background, and how has it influenced what you do today? Initially, my career goal was to be a social worker. I’ve always had an interest in advocating for those in need, so I studied a Bachelor of Social Science at Latrobe University. During my studies, I worked in business operations running a large international call centre – I was about 25 at the time. Here, I found that my strengths lay more in business operations than social work. Given that call centres are all about achieving goals through people, this was great preparation for a move into the Human Resources arena. After completing a Graduate Certificate in Human Resources Management, I was able to use my experience alongside my studies to build a career in People and Culture. At the same time, my then husband and I fostered teenage boys who had been released from juvenile detention centres - so on a personal level, what I do today stems from my goal to actively support those in need. I’m fortunate to have the ability to bring those two things together at yourtown – where my role enables others who are supporting young people. For five years I held a board role with Peakcare Queensland, which is the peak body for non-government providers of out-of-home care for children in Queensland. This is a really important cause to me, as they provide vital support to the sector and the safety and wellbeing of children and young people.

What made your role at yourtown stand out to you in this stage of your career? yourtown being for-purpose meant that my personal and professional aspirations were coming together, enabling people to do things that are truly important. I believe that young people are our future, and they don’t always get the best start in life. yourtown is all about helping and advocating for young people to create a brighter future for themselves, which is something that I’m very passionate about.

How can organisations improve on attracting and retaining talented people? I think that fundamentally, if a company is loud and clear about their mission and brand promise, they’re automatically going to attract the right people. That gives you the best head start for attraction and retention. The icing on the cake is building a values-based environment through being clear about your value proposition, which enables a more mutual values-fit assessment.

What advice would you pass on to the next generation in your field? I’m currently doing lots of research into the people aspects of digitalisation, as we’re going through our own digital transformation at the moment as an organisation. It’s an exciting time, especially in the People and Culture space with the advancement of technology and artificial intelligence. A lot of the more transactional work traditionally performed by HR professionals will be supported through automation, freeing up time for us to be strategic business partners. I see this continuing to rapidly evolve into the future, so my advice for next-gen People professionals is to remember that at the centre of our practice there is a human being, and we can’t ever lose sight of that. It’s through people that organisations achieve their goals, and so people are the mission for HR professionals.

How do you connect with the organisational values at yourtown? The yourtown values stem from our Lasallian heritage and although they are a little different to those I’ve seen at other organisations, at the heart they are congruent with my own personal values. One value that really resonates for me is “Brother and Sister to all”, which refers to the relationship we forge with clients, customers and peers. It’s about respect and inclusivity, removing hierarchy and encouraging robust conversations, just like those we have with our siblings. Our soon-to-be-launched new value of “Courage” is also important to me – I look at the young people that come to us for support, and I believe that it takes a tremendous amount of courage to seek help, be vulnerable, and open up about their situation. Mirroring that, the people who respond in our organisation also show great courage – they don’t shy away from the tough stuff, and they persevere until there is a positive outcome.

Career Path Call Centre Manager HR Consultant

HR Manager

People and Culture Manager Head of People and Culture

Talent Guide 2021/22 | Human Resources & Recruitment

JUSTIN HOWE Talent Acquisition Manager at UnitingCare Queensland What is your background, and how has it influenced what you do today? I’ve always been curious about people’s stories, which is what led me to recruitment - where it’s all about the opportunity to learn about people, their backgrounds and their interests. I’ve had some amazing opportunities throughout my career, from the corporate space, to recruiting for emergency departments, to building a team in the Philippines for 6 months. It’s such a dynamic, diverse and exciting industry that enables people to explore so many different avenues.

What attracted you to your current role with UnitingCare? Along with many others, I was made redundant from my previous role. This gave me the opportunity to really carefully consider what I wanted to do next. I had a couple of offers from other employers, but UnitingCare was the one that resonated with me the most because it was not-for-profit. Growing up, my family did a lot of charity and community work, so giving back was always a big part of my life and something I was eager to revisit. Initially, I thought I’d just do it for a year or so – there was an opportunity for improvement, and to work on big projects such as the graduate program for hospitals. We’ve gone through huge shifts since then as an organisation, and four years later, I’m still here! When I stepped into this role, it was about aligning ourselves with our mission. Think of the nurse on the front line, think about the people in our Lifeline stores – we’re here as a service, and putting that heart of service into everything we do is really important.

What made UnitingCare stand out to you at this stage of your career? Definitely the not-for-profit element - the opportunity to give back, but also the opportunity to develop in a large organisation. We’re one of the largest employers in the state outside the Queensland Government. We cover so many sectors – one day I’m focusing on sourcing for our hospitals, the next I’m working on employer branding for aged care - I love the breadth of services. UnitingCare is now at a tipping point where we have a really solid strategy to achieve by 2030, with an incredible amount of innovation happening – we’re not afraid to talk about problems and what we can do to fix them. There’s some really ground-breaking work in improving aged care, and this comes down to how we deliver services all the way through to how we recruit.

What makes you thrive in a role? Coffee! And definitely the opportunity for improvement – not change for change sake, but measured approaches to improvement. If I look at my career as a whole, I’ve always been in jobs and roles that require me to enact change or improve something. This has become a real driver for me – that’s where I find a spark of excitement, when I can see the impact it’s having on people. I also have a real passion for aged care, having experienced first-hand the service it plays in families and the community.

As a senior leader at UnitingCare, how do you do your part in fostering culture? Values are great to have on the wall, but it’s your behaviour that demonstrates them. As a leader, you must firstly be genuine. Stick your hand up when you make a mistake – I make loads! It’s about accepting that and having transparency with your people, and that’s when your team will then genuinely buy into you as a leader. You see the embodiment of values through someone’s character, and that’s where culture starts.

How can organisations improve on attracting and retaining their people? If we take away differing industries, skills shortages, and all of the factors that make attracting and retaining people so multi-dimensional, it all comes down to being genuine in your approach to people. People have a tendency to overcomplicate and oversell - let’s just take it back to basics. At UnitingCare, we’re doing a big piece around employer branding at the moment. It’s about getting clear on what value we offer to potential employees, and not making assumptions about what people want. People are drawn to people they identify with, and if you put them front and centre, then you’re going down the right avenue.

Career Path Recruitment Consultant

Recruitment Lead

Senior Recruitment Specialist Recruitment Advisor

Talent Guide 2021/22 | Human Resources & Recruitment

Recruitment Lead

Talent Acquisition Manager

TAYANE MORE TO HR Advisor at Urban Utilities What is your background, and how has it influenced what you do today? I’m originally from Brazil, and I’m the eldest of a family with 5 kids – so my family structure has influenced me to deal with people well! You could say that I’m used to working with conflict and negotiations. My career in Human Resources started during a generalist internship with BMW in Germany, where I worked on major projects such as supporting recruitment for a plant being launched in Brazil, and my local knowledge was invaluable. This was great experience for me, and it proved that it’s possible to leverage your skills in an international HR environment. I then returned to Brazil to work for KPMG, and following this I worked for a software company where I progressed to become HR Business Partner. Love brought me to Australia – I met my partner in Amsterdam, and he accepted a role in Melbourne in 2018. Within two years we decided to move to sunny Brisbane – the climate here is much more what I’m used to!

Tell us about your journey to your current role with Urban Utilities? When I started looking for jobs in Melbourne, I wasn’t familiar with Fair Work or most of the legislative piece that is critical to HR – but I didn’t want to give up on what I love, and changing careers wasn’t an option for me. While I had been a HR Business Partner in Brazil which is quite senior, I knew I would have to look for something more entry-level to learn about the Australian workforce. After two months of searching, I landed my first role as a People & Culture Advisor in a manufacturing company and following this, I did some contract roles in Financial Services. I contacted Talentpath when I moved to Brisbane, who placed me with Urban Utilities in November last year in a contract HR Officer role, and I’m now a HR Advisor. The water industry is new to me, but I enjoy the exposure to ER, along with the mixed workforce of operational and strategic roles.

What makes you thrive in a role? Whenever there’s an opportunity for me to contribute my ideas towards something that’s not a rigid process. I love having an impact on innovation and improvement, and at my most passionate and engaged when I’m being challenged every day.

What do you enjoy most about your role day to day? I enjoy not having a routine and not knowing about where the next challenge will come from. I believe that there’s no such thing as having learnt enough – I always want to improve my skills and learn more so that I can better collaborate with the whole business in delivering a great service for our internal and external customers.

What benefits or opportunities do you value most in a role? It’s so important to me that employers are open to diversity. This is personal for me, as I know I have a very diverse background with 10 years HR experience in different countries. At Urban Utilities, they see diversity as a strength, as people of different backgrounds and experiences bring new points of view and varying perspectives. They’ve been inclusive and welcoming, and this makes them a real employer of choice for me.

What has been your biggest career challenge so far, and what did you learn from it? When I moved to Australia, I felt I had to go that extra mile to always prove myself as a professional in the workforce. People tend to assume that if English isn’t your first language, or if you don’t have an Australian education, that you aren’t capable. Australian slang is like a language in itself, it’s so different to English! But learning more about Australian ways and Australian culture keeps me motivated. I enjoy proving to myself that I’m able to face whatever challenge I’m faced with and that regardless of English not being my first language or my educational background, I have a lot to contribute to the workforce. I still think there’s work to be done when it comes to diversity and inclusion in the workplace in Australia, particularly in the visa space with companies largely prioritising residents or citizens, but it mostly comes down to the type of person and how exposed the individual is to other cultures.

How can company leaders support you to feel your most fulfilled and happy in a role? By giving me a voice – my manager is great at that. She backs me to deal with challenges and seek resolutions in the best way I can, and this makes me feel motivated and fulfilled.

Career Path Intern

L&D Assistant

HR Business L&D Specialist Partner

Moved to Aus

People & Culture Advisor HR Consultant

HR Officer

HR Advisor

Talent Guide 2021/22 | Human Resources & Recruitment

Sales & Customer Experience Providing a remarkable customer journey, exceeding expectations, earning loyalty and impacting your bottom line – S&CX talent are critical to the sustained growth of any business. Empower them with ongoing learning and development opportunities, pathways to progression, and if you really want to make them happy – find ways to support flexible working options, keep your remuneration competitive, and ensure you’re communicating with them regularly and transparently. 18

Talent Guide 2021/22 | Sales & Customer Experience

Salary

The number one attraction to their current role for S&CX talent was salary - this is the only division that ranked it1 number one

TOP C ONTR IBU TI N G FAC TOR S W HE N L E AVI N G THE IR L A S T ROL E :

35%

27%

Feeling unfulfilled

Direct managers

26%

24%

Salary

Culture

TO P 3 FACTORS S&C X TA LE NT B E LIEVE HAVE T H E MO S T IM PAC T ON C O MPANY C ULTURE:

TOP 3 BE NE F IT S THAT WOU L D INF LU E N C E THE I R DE C IS I ONM A K IN G PROC E S S W HE N AC C E PTI N G A NE W ROL E :

38%

50%

Ongoing learning & development

Flexible hours & flexible locations

35%

34%

Regular communication and visibility from executives and management

Bonuses/commissions

35% Team building activities

34% Professional development & training

ONLY 23%

59% of S&CX talent have negotiated with a prospective employer during the salary offer process, with males 22% more likely to than females

of S&CX talent strongly agree that their company enables them to balance their work & personal life

TO P FACTORS THAT W ILL M AKE A N ORGA NI SATI ON S TAND O U T W HEN LOOK IN G FOR THE I R NE X T E M PLOY E R M ALE :

FEMALE:

— Culture — Brand reputation/industry leadership — Values alignment

— Culture — Values alignment — Brand reputation/industry leadership

Talent Guide 2021/22 | Sales & Customer Experience

MO RE T H A N MONEY

57% of S&CX talent said flexible hours are more important than salary

47% of S&CX talent said flexible locations are more important to them than salary

Gen Z

Gen X

1. Flexible hours

1. Flexible locations

2. Additional annual leave

2. Flexible hours

3. Professional development

Gen Y

Baby Boomers

1. Flexible hours

2. Flexible locations

3. Professional development

3. Additional super

38% of S&CX talent said professional development is more important to them than salary

Salary Guide SALES

BRISBANE

SYDNEY

MELBOURNE

Head of Sales

$125 - 250k+

$150 - 310k+

$145 - 230k+

Sales Manager

$80 - 125k

$90 - 150k+

$90 - 140k

Business Development Manager

$80 - 140k

$80 - 150k

$80 - 140k

Account Manager

$65 - 100k

$75 - 100k

$70 - 100k

Sales Team Leader

$70 - 85k

$70 - 95k

$70 - 85k

Internal Account Manager

$60 - 75k

Outbound Sales Representative

$60 - 75k

Inbound Sales Representative

$60 - 70k

Sales Coordinator

$60 - 75k

$65 - 85k

$60 - 75k

Appointment Setter

$45 - 60k

$48 - 65k

$45 - 65k

Customer Experience Leaders

$120 - 215k

$135 - 240k

$125 - 220k

Contact Centre Manager

$90 - 130k

$90 - 150k

$85 - 140k

Customer Experience Manager

$80 - 125k

$85 - 120k

$85 - 130k

Customer Experience Team Lead

$65 - 85k

$65 - 90k

$65 - 85k

Customer Experience Representative

$50 - 60k

$55 - 65k

Case Manager

$68 - 85k

$70 - 85k

$68 - 85k

Claims Officer

$60 - 75k

Collections Manager

$80 - 100k

$90 - 140k

$80 - 130k

Collections Team Lead

$60 - 80k

$60 - 85k

Collections Representative

$55 - 58k

$55 - 65k

CUSTOMER EXPERIENCE

CLAIMS

COLLECTIONS

Talent Guide 2021/22 | Sales & Customer Experience

LUKE BLANCHARD Sales Manager at Fulton Hogan Tell us about your journey to your current role with Fulton Hogan. It all happened very quickly– I was a Welder by trade in the construction industry for about 13 years. The industry and the work I was doing was labour intensive, physically demanding and very long hours with no real career progression off the tools. Once my children were born and our focus was on family and lifestyle I was motivated to change careers. Through a chance meeting with a widely respected business consultant who offered to mentor me I started to map out what that change would look like. Through mentoring and profiling it became clear that sales would be the perfect path for my new journey. My mentor introduced me to the Fulton Hogan business and after an initial interview with Fulton Hogan I knew their culture would suite my values, and I would be well supported to have a long and successful career within the business.

What made the role with Fulton Hogan stand out to you? From the initial introduction with senior management I knew it was an organisation I would enjoy working for. The business was set up for success and I could see that their supportive and people-focused culture would in turn reflect my own success. I’m a people person, I really enjoy interacting on a face-to-face level and building relationships is definitely one of my strengths. I also have a real thirst for competition and knew that I would be able to quench that thirst in an extremely competitive industry.

What is most important to you in the workplace? Communication and leadership are very important to me and also to Fulton Hogan. There are many moving parts in our industry, communication is imperative to our success. Leaders are the rudders that steer the ship, providing a supportive environment and clear direction so others can develop with confidence. Fulton Hogan’s leadership programs are highly successful and have nurtured a lot of employees into high performing leaders.

As a senior leader at Fulton Hogan, how do you do your part in fostering culture? I’m a newly appointed leader so I’ve adopted a lot of things that I’ve picked up from the people that have led me throughout my career at Fulton Hogan. It’s leading by example, and practicing what you preach. For me, this means providing an open line of communication between my team and being able to solve problems promptly. A great leader will recognise talent and good work and build a strong capable team environment. There’s a strong focus on growth and development at Fulton Hogan, with a number of courses made available to employees. These includes future leaders’ programs at a grassroots level, right through to senior leader’s management courses.

How do you believe organisations can improve on attracting and retaining talented people? Having a window into what existing employees think of the business – share the perspectives and insights from people you already have. In regards to retention I think having inspiring leaders, strong internal people focus – support and career progression opportunities.

What has been your biggest career challenge so far, and what did you learn from it? Definitely the beginning of my time at Fulton Hogan, coming from a totally different world as a tradesman to a large infrastructure construction supplier. It all happened very quickly, our business was going through a growth period, there was a big focus on increasing our sales and customer base. It was quite a daunting task for someone still relatively fresh. With clear direction and guidance I was able to build a lot of relationships very quickly and understand the dynamics of the industry.

What advice would you pass on to people considering a career change? Find something that you’re passionate about, whether it’s the product or the industry. I highly recommend finding a mentor in the industry or role that you are looking to transition into. Sales roles give people exposure to lots of different people and different parts of the business that supports career progression and whole of business understanding.

Career Path Boilermaker

Sales Representative

Sales Manager

Talent Guide 2021/22 | Sales & Customer Experience

EBONY CORIAKULA Customer Service Consultant at Institute of Managers and Leaders (IML) ANZ What is your background, and how has it influenced what you do today? Originally, I thought I wanted to be an Auditor, so I studied Accounting at JCU – but ended up graduating with a Marketing degree. I worked in almost every industry possible during my time at University – you name it, I’ve done it. I moved from Townsville to Brisbane at the end of 2017, as I knew there would be more opportunity here. I wanted to try new things and test what area I could build a career in, which led me to working in sales for Flight Centre. It was a really interesting and fulfilling space to be in, with such a broad team of people surrounding you all doing different things. As COVID hit, I was one of the fortunate few not to be let go from the travel industry, but the company and my role there completely changed. We had to pivot in a big way, and I decided it was time for me to do something different. This led me to a start-up mental wellness company, who were doing really great things in the youth mental health space. I’m really passionate about this – their goal was to improve early intervention strategies and encourage young people to speak out and seek support. Moving from a big, global company to a small start-up team consisting of three people was a massive shift, but I enjoy being challenged by different experiences and working environments. I then moved to IML, I love the diversity of my role here, as I get to learn all of the different sales aspects, leveling with people from different backgrounds and roles within an organisation.

What excites you about finding solutions for IML’s members? My role is outbound sales, which involves working with people and explaining what we do, how we can help, and tailoring solutions - whether it’s for them personally, or a group of people. I’m inspired by people who invest in their learning, and I feed off their excitement when they sign up and engage with their membership & programs.

How can company leaders support you to feel your most fulfilled and happy in a role? I’ve worked in very rigid structures before - which I can understand is necessary in some roles and organisations, but it’s not for me. I’ve learnt that I don’t want to have to take my lunch break at the exact same time every day! I appreciate flexibility, having the opportunity to mix up my day, and work in different spaces and environments. Not only flexibility in terms of working hours and locations, but also flexibility in my role responsibilities, to enable me to experience different aspects and move up and around within a business.

What benefits or opportunities do you value most in a role? At IML, they’re currently trialling “gift of time”, which is a four-day work week based on outcomes rather than hours. I think this is amazing I respect there’s a risk associated but I think it reaps reward when it comes to brand innovation and progression. I also value a sense of community and culture. At IML, you become a member to access all the training programs as soon as you’re a full-time staff member. Even if it’s not a role or area you thought you’d go into, you can still learn about it, and possibly start your journey to become a Chartered Manager.

What do you look for in an employer to determine whether they are a good fit? I want to know if they’re open, honest, inclusive and supportive. I also have really strong ties to sustainability in all aspects, whether it’s environmental, financial, or in the community – if an employer is an ethically strong business, that sits really well with me. I also appreciate open lines of communication regarding the good or the bad, as I think transparency is important. Before I join a company, I research all of this by looking at their website, social media pages, recent news and employee and customer reviews. I like to know what they stand for and what kind of messaging they’re putting out.

Career Path Marketing and Promotions

Travel Consultant

Talent Guide 2021/22 | Sales & Customer Experience

Direct Sales Representative

Customer Service Consultant

KATIE INSKIP National Customer Experience Manager at Reward Hospitality Tell us about your journey to your current role with Reward Hospitality. My journey with Reward Hospitality started about 14 years ago after I relocated to Queensland. My first role with them was originally as a Customer Service Officer, and over the years I have progressed internally into leadership positions. In 2018, we took a review of our customer service model and as part of this, the National Customer Experience Manager role was created - and I was fortunate to secure the position. Due to a recent acquisition, I’ve also taken on responsibility for our New Zealand Customer Experience team. Throughout my time with Reward Hospitality, I have constantly challenged myself by stepping outside my comfort zone, learning new skills, being open to taking on increased responsibilities, building new teams and being involved in business projects. It’s been a lot of hard work, but I have loved every second of it and it’s been incredibly rewarding.

What do you enjoy most about your role day to day? Definitely the variety - with the number of projects, improvements and developments we have on the go, we are constantly challenging our processes and efficiencies and identifying new ways of doing things to better support our customers. I absolutely love problem solving and reviewing customer satisfaction so we know what’s working, and more importantly, what we can do better. We love feedback, and I’m so grateful to customers who take the time to provide it. It gives us the opportunity to talk, identify the issue, and apply solutions.

What excites you about Customer Experience? The changing pace of our customer’s needs, expectations, and their thirst for news ways of transacting and engaging with the business. When I first started in this role, the ways of transacting were incredibly traditional and labour intensive. Customers can now have personalised experiences depending on when, where and how often they want to engage. Whether it’s calling our customer hotline, seeing a field Territory Manager to discuss new projects, receiving a scheduled call from an Outbound Account Manager to discuss promo’s, visiting a store, or accessing our digital platform to shop online across multiple platforms including email, phone, live chat, SMS, and EDI.

You’re at the top of your game in your career what makes Reward Hospitality an employer of choice for you? I’ve been here for 14 years, and for me it’s definitely our brand reputation, the growth initiatives and pace of the company, both organically and through acquisitions, Reward Hospitality is a standout. We have an incredible ability to reinvent ourselves and evolve in a constantly changing market and environment, and a huge part of this is the investment in digital processes and customer experience. The company consists of an amazing group of dynamic, forward thinking, diverse and passionate employees, and I feel blessed to be able spend my days with people who are aligned, engaged, supportive and focused on achieving our company vision.

What are some key trends in the future of Customer Experience? The evolution of the customer’s online journey and user experience through customer mapping, and encouraging and allowing flexibility for customers to self-service. A lot can be said for real, live interaction, but AI powered solutions are essential with options to escalate when customer’s needs aren’t being met. You can’t overlook the fact that you need to remain connected to your customers. A Bot is never going to replace people – but it’s about having options available no matter how a customer chooses to connect with your business.

What makes you thrive in a role? I love being part of a diverse, inclusive organisation that values ideas and contributions and challenges itself to do and be better. Working with a manager that recognises my strengths, gives me freedom to grow, the space to succeed and mentors me, plays a huge part in my role satisfaction. I’m also a huge advocate for internal career progression – having had the opportunity personally, I’m constantly thinking about the natural next steps for my team. I’m deeply passionate about teaching, developing and mentoring them and I take great satisfaction in seeing them succeed.

What has been your biggest learning in the past year? I’m a hugger, so learning not to hug has been a big one for me in the pandemic! Also, to remember to count the small wins. We’re always striving for the big ticket wins both personally and professionally, but so many amazing accomplishments happen in an ordinary day and we deserve to take time to reflect on and recognise those.

Career Path Customer Service Officer

Customer Customer Service Supervisor Service Manager

Customer Service & Outbound Sales Manager

National Customer National Customer Experience & Outbound Experience Manager – Sales Manager Australia & New Zealand

Talent Guide 2021/22 | Sales & Customer Experience

Business Services Full to bursting with passion, ideas and initiatives, business support teams are the unsung heroes in every organisation. From the warm, friendly and dedicated Office Manager to the Executive Assistant who has got everyone’s back – this group of highly-skilled people are true gems. They keep the ship sailing smoothly, taking a huge amount of pride and joy in their work. Make sure they feel appreciated, acknowledged and trusted, and they’ll live your organisational values with genuine loyalty and dedication. 24

Talent Guide 2021/22 | Business Services

ONLY 12%

WH AT WO U LD M AK E YOUR N E X T E MP LOYER S TAND OUT? MALE :

F EM ALE:

— Brand reputation/ industry leadership — Organisational purpose — Senior leadership

— Culture — Senior leadership — Values alignment

WH AT AT T RAC TED YO U TO YOUR C URRENT O RGAN ISATION?

1 2 3

Senior leadership team

Brand reputation

of Business Services talent currently receive additional super, but 26% said it is more important than salary

TOP C ONTR IBU TI N G FAC TOR S W HE N L E AVI N G THE IR L A S T ROL E :

29%

Feeling unfulfilled

Culture

24%

23%

Lack of career progression

Senior management/executives

Values alignment

TO P 3 FACTORS T H E Y B E LIEVE HAVE T H E MO S T IMPAC T ON C O MPANY C ULTURE:

TOP 3 BE NE F I T S THAT WOU L D I NF LU E N C E THE I R DE C IS I ONM A K I N G PROC E S S W HE N AC C E PTIN G A NE W ROL E :

47% Flexible hours & flexible locations

Regular communication & visibility from executives and management

Team building activities

Welcoming & thorough induction process

36% Professional development & training

25% Additional annual leave

B US IN E S S SERVIC ES TALENT ARE S O ME OF THE MOS T LOYA L

With 81% considering 4+ years as the ideal amount of time to have a valuable contribution in a role

66% have negotiated with a prospective employer during the salary offer process, with males 24% more likely to than females Talent Guide 2021/22 | Business Services

MO R E T H AN M ONEY

58% of Business Services talent said flexible hours are more important to them than salary

Gen Z

Gen X

1. Flexible hours

2. Flexible locations

3. Additional annual leave

Gen Y

Baby Boomers

1. Flexible hours

1. Flexible locations

2. Flexible locations

2. Flexible hours

3. Health & wellbeing

3. Professional development

54% of Business Services talent said flexible locations are more important to them than salary

34% of Business Services talent said additional annual leave is more important to them than salary

Salary Guide BUSINESS SERVICES

BRISBANE

SYDNEY

MELBOURNE

Office Manager

$75 - 90k

$75 - 120k

$75 - 105k

Executive Assistant

$75 - 120k

$80 - 125k

$80 - 120k

Personal Assistant

$65 - 80k

$70 - 95k

$70 - 90k

Legal Administrator/Secretary

$65 - 80k

$60 - 85k

Team Assistant

$60 - 75k

$65 - 85k

Administrator

$60 - 75k

$65 - 80k

$60 - 75k

Facilities Office Coordinator

$58 - 65k

$65 - 85k

$60 - 80k

Receptionist

$55 - 65k

$62 - 70k

$60 - 70k

Contracts Administrator

$80 - 130k

$80 - 140k

$80 - 135k

Document Controller

$80 - 110k

$85 - 120k

$80 - 115k

Project Coordinator

$75 - 110k

$80 - 115k

$80 - 100k

Project/Site Administrator

$70 - 80k

$75 - 100k

$70 - 95k

Scheduling/Rostering Coordinator

$60 - 70k

$65 - 80k

$60 - 75k

Procurement Coordinator

$70 - 85k

$70 - 95k

$70 - 90k

Bid/Tender Coordinator

$80 - 100k

$75 - 105k

$80 - 100k

PROJECT SUPPORT

PROCUREMENT

Talent Guide 2021/22 | Business Services

SUZANNE ROBERTS Executive Assistant and Team Lead at GHD Tell us about your journey to your current role with GHD? I started my working life as a childcare teacher, while I studied my Diploma in Children’s Services in night school for about five years. Ready for new adventures, I finished up in childcare and decided to study my Business Diploma full time to learn the basics of what office life is all about. My first real office job was as a Receptionist/Secretary, and I knew straight away that I’d found what I wanted to build a career in. I then started in Personal Assistant/Executive Assistant roles, which is a space I’ve been in for 16 years across various industries including energy, professional services, and engineering - in between having a baby. My role as an EA encompasses project management, office management and admin support. Currently, I’m EA to the General Manager of South Queensland at GHD, which is an industry that I love.

What stood out to you most about the opportunity and the organisation? Mostly, it was the opportunity to get back into projects and engineering, as I love the people in this industry – I am married to an engineer after all! I also enjoy seeing how the city, country, and the world changes due to the construction and engineering projects that GHD delivers. Before accepting the role, I researched the values and culture here and they really resonated with me. I truly believe in them, and three years on, I’m proud to still live GHD’s values.

What do you enjoy most about your role day to day? No two days are ever the same! I love talking to people, which is an important part of my role as the eyes and ears for the boss and my team. If someone doesn’t know the answer, they’ll come to me to find one, and I love this - I will support everyone and anyone, from operations through to leadership.

What makes you thrive in a role? Being busy! It’s knowing that I’ve got my pulse on everything, which is what an EA’s job is all about. Being busy is just how I operate. If I’m not busy (not that it happens often!) I’m reaching out to uncover new opportunities, ways I can be of additional support to our people, or projects I can be more involved in.

What advice would you pass on to the next generation in your field? Just go with it and always say yes – say yes to the jobs, the opportunities, and don’t be afraid. It’s also important to remember that there’s nothing wrong with asking for help. Some people take asking for advice or support as a failure, and I was always one of them. It took a while for me to open up and allow people to help me, but these days I don’t hesitate. It gives people in my team opportunities to learn that they may not have otherwise experienced, and it also gives me another angle to get ideas or input from. Supporting people within my field is something I care about – I’m a contributing member and was previously VP of the Australian Institute of Office Professionals, and I have mentored many within this space. I’m passionate about helping people develop, take on a new opportunity or support them to get to where they want to be. I’ve seen many of my staff move on to new career opportunities (sad for me) but I’ve supported them to go for things they never thought they were capable of – and that’s the way it should be! Career advancement and development opportunities are incredibly hard in an office professional environment these days.

What benefits or opportunities do you value most in a role? Trust from my leaders is huge in order for me to thrive and perform. This means trust that my boss understands that things are getting done, isn’t sweating the small stuff, and appreciates that business is always busy! Benefits and opportunities are all fair and well, but if you don’t have trust from your leader you won’t progress.

Career Path Receptionist

Office Manager

EA and Support Staff Team Lead

Talent Guide 2021/22 | Business Services

REBECCA NOLAN Office Manager at Urban Art Projects (UAP) Tell us about your journey to your current role with UAP? I never went to University, so my career has mostly consisted of on-thejob experience that has spanned across states, industries and small to large businesses. I’m fortunate to have worked in IT, HR, training and administration, which gave me so many opportunities to gain a lot of transferrable skills. I was in my previous role for 8 years - I joined the company as HR Coordinator, but found myself to be wearing lots of different hats, which led me to become Office Manager and EA. This was a great role – it was busy, sometimes stressful, but it was a good company with great people. Last year was really challenging for me - I had some serious mental health struggles during COVID, which was the biggest challenge I’ve ever faced. I was then made redundant from my role in January this year. After all the shock and surprise had passed, this gave me an opportunity to really reflect and consider what values and opportunities I wanted, and how I could grow and develop outside of that company. I started speaking with Talentpath, who introduced me to my current role with UAP. Talentpath have an innate ability to get a really good insight into who you are and what you want, and also what you aspire to be personally and professionally. As soon as I looked at the role description, I knew this was the perfect opportunity for me - everything just seemed to align.

How do you connect with the organisational values at UAP? Doing what we do, safety and accountability are key components here. It’s about building trust, being open and honest, following through on what you say you’re going to do, and taking responsibility for your mistakes. You connect with the values by making sure you live them, and one way I do this is by getting involved with initiatives such as our safety and diversity committees.

What attracted you to the opportunity? I loved the diversity it offered - being a totally new industry meant that I could apply my existing skills, but still have the opportunity to grow and learn. I really resonated with the vision of the organisation, which is all about being creative, collaborative and influential. There are so many incredibly talented, creative people here who really know their craft. I’ve always loved art and going to galleries, so being able to work amongst creative people was such a dream, and they continue to inspire me every day. Also, I can’t help but enjoy the fact that it’s five minutes from where I live!

Does UAP offer any unique benefits or initiatives? We pride ourselves on the way that we collaborate – with artists, creatives, and strategic thinkers. Employees of UAP are often invited to preview artists’ work and listen to them talk before it gets shared with the public, and I think this is an amazing privilege. They also offer a lot of flexibility for people to work from the office or home, along with flexibility in working hours. There’s regular townhall meetings, lunchtime cook ups, and one thing they do really well that I haven’t seen a lot in my previous roles is communication!

How can organisations improve on attracting and retaining talented people in business support? Having been in a lot of business and office support roles, it is certainly one of those areas that doesn’t get a lot of recognition. We have so much passion, so much to give, and we’re highly skilled in ways you may not realise. All too often, it’s the sales teams that get all the recognition and reward, but it’s the support people that keep the ship sailing smoothly to enable sales to happen in the first place. All people in these positions want is to be recognised, acknowledged and appreciated. I think this would go a long way towards improving retention in the space. As for attraction, I really see the value in working with a recruitment agency that aligns with the values of the company, and who understand the people, the culture, and the role. If you don’t start with the right foundations in your attraction, the people you hire won’t fit and they likely won’t stick around.

How do you do your part in fostering culture? I love to have real conversations and to truly get to know the people I work with – and this goes beyond water cooler talk. You can say thank you and good morning, but I think it’s so important to tell people that you appreciate them, and to regularly check in with them. I do my part by supporting people to have a voice and feel heard.

Career Path Training Consultant

Client Services Manager/ Office Manager

Learning and Development Administrator

Talent Guide 2021/22 | Business Services

Training Coordinator

HR Support Officer

Executive Assistant/ Office Manager

Office Manager

IJAZ MOHIDEEN Temporary Data Administrator What is your background, and how has it influenced what you do today? I grew up in Canada, where I studied a Bachelor of Commerce and began my career working in procurement and category management. The first time I came to Australia was on a working holiday in 2015, where I spent a year working across various industries in brand management and sales roles. Upon returning to Canada, I worked as a supply chain manager for a company that made body wash and shampoo. This was a great role, but I missed the sunshine and my life in Australia, so I decided to return to complete an MBA in Darwin. When I graduated, I moved to Brisbane just as COVID-19 hit. As I was going through the process of becoming a Permanent Resident, I started doing temporary roles as they fit best with my visa conditions at the time. Since then, I have found that I really enjoy this way of working – there’s so much opportunity to learn and experience new industries, and there’s so many different types of temporary roles out there.

What made you enter into temporary employment, and what advice would you give others considering this? The best thing about temporary work is that you get to experience a range of industries and workplace cultures. I’m always learning and trying something new, and I get to work for really interesting companies who have a great supportive environment. I think there’s more opportunity in the temporary space now than ever, with more people opting for the stability offered by permanent roles rather than temporary contracts. I’ve found the best of both worlds in temporary work – you can have stability, but also flexibility, with constant opportunities to learn and experience new things.

What do you enjoy most about your role day to day? Right now, my day to day involves working within the Human Resources team, which is a space I haven’t experienced before. The culture within the team is amazing – I enjoy listening to their conversations, the challenges they face and how they overcome them. Currently, I’m working on a project to move documents and data from SharePoint to a new, more sophisticated system – and I’m finding this really interesting. I’ve learnt so much about organisational structure and reporting lines, and it’s given me insights into how businesses work that I hadn’t seen before.

What makes you thrive in a role? I thrive off project-based work – knowing what I have to deliver and seeing it through. Right now, I’m exporting a lot of data and seeing it come to fruition in a new system, which is really exciting. I work well in an environment where I know what I have to prioritise, with structure around deliverables and knowing my end goal.

How do you like to spend your time outside of work? I do yoga at least two to three times a week, and I’m also a part time Uber driver.

What benefits or opportunities do you value most in a role? I’m really into learning about new processes, new industries, and new ways of doing things. I’ve worked across so many different industries in a temporary capacity from construction, to fleet services, and now in engineering alongside a Human Resources team, which I’m really enjoying as a field. In this role, I’ve learnt that HR is far more sophisticated than I had previously realised!

What attributes do you look for in an employer to determine whether they’re a good fit? I like a warm, welcoming and inclusive environment that enables you the flexibility and support to work from home. I also appreciate being encouraged and empowered to take initiative.

Career Path Customer Service Product Representative Coordinator

Brand Assistant Customer Support Supply Category Sales Service Fleet Manager Administrator Administrator Chain Manager Representative Coordinator

Data Administrator

Talent Guide 2021/22 | Business Services

Accounting & Finance The quiet achievers with their finger always on the pulse, our friends in Accounting and Finance are big believers in strong leadership with a clear vision and direction. One thing is for sure - they love flexible cultures, the team they’re surrounded by are incredibly important to them, and they’ll run a mile from being micromanaged. Trust them to work autonomously, provide them with opportunities to grow and progress, and reward them in the language they know best - we’re talking numbers. 30

Talent Guide 2021/22 | Accounting & Finance

WH AT A&F TALENT B E LIE VE H AVE THE MO S T IMPAC T ON C O MPANY C ULTURE:

TOP C ONTR IBU TI N G FAC TOR S W HE N L E AVI N G THE IR L A S T ROL E :

33%

28%

Team building activities

Feeling unfulfilled

Lack of career progression

Ongoing learning & development

25%

24%

Salary

Work life balance

Awards & recognition

32%

59% of A&F talent have negotiated with a prospective employer during the salary offer process, but males are 10% more likely to negotiate than females

of A&F talent currently receive bonuses or commissions

WH AT MAKES AN O RGAN ISATION S TAND O UT WH E N LOOK IN G FOR T H E IR NE XT EM PLOYER

TOP 3 BE NE F IT S THAT WOU L D INF LU E N C E THE I R DE C IS I ONM A K IN G PROC E S S W HE N AC C E PTI N G A NE W ROL E :

61%

51%

Culture

Flexible hours & flexible locations

33%

41%

Values alignment

Professional development & training

32%

39%

Stability

Bonus/commission

M O RE T H A N M ONEY

More females were promoted into their current roles than males (23% to 14%)

59%

45%

38%

of A&F talent said flexible hours are more important to them than salary

of A&F talent said flexible locations are more important to them than salary

of A&F talent said professional development & training programs are more important to them than salary

Talent Guide 2021/22 | Accounting & Finance

MO R E T H AN M ONEY

Gen Z

Gen Y

Gen X

Baby Boomers

1. Flexible hours

2. Flexible locations

2. Additional super

3. Professional development

3. Bonus/commission

3. Professional development

Salary Guide ACCOUNTING SUPPORT

BRISBANE

SYDNEY

MELBOURNE

Payroll Manager

$95 - 120k

$100 - 150k

$95 - 130k

Senior Payroll Officer

$80 - 100k

$85 - 100k

$80 - 100k

Payroll Officer

$65 - 80k

$70 - 90k

$65 - 90k

Accounts Payable Manager

$80 -115k

$80 - 115k

$75 - 110k

Senior Accounts Payable Officer

$70 - 80k

Accounts Payable Officer

$60 - 70k

$65 - 70k

$60 - 70k

Accounts Receivable Manager

$80 - 115k

Senior Accounts Receivable Officer

$70 - 80k

Accounts Receivable Officer

$65 - 70k

$65 - 75k

$60 - 70k

Credit Manager

$85 - 115k

$85 - 125k

$85 - 115k

Credit Officer

$60 - 70k

$60 - 75k

Bookkeeper

$70 - 85k

$70 - 90k

$70 - 80k

Finance Officer

$60 - 75k

$65 - 75k

$60 - 70k

CFO/Finance Director (Large/Mn)

$220 - 350k+

$220 - 400k+

CFO/Finance Director (SME)

$150 - $250k+

$160 - 250k

$170 - 300k

Group Financial Controller

$160 - 220k

$180 - 250k+

$165 - 250k+

Commercial Manager

$150 - 200k

$150 - 200k+

$160 - 220k+

Financial Controller

$130 - 180k+

$150 - 180k+

Finance Manager

$110 - 150k

Finance Business Partner

$120 - 150k

$130 - 150k

$120 - 160k

Corporate/Group Accountant

$100 - 140k

$120 - 150k

Senior Financial Accountant

$100 - 130k

$100 - 140k

Senior Management Accountant

$100 - 140k

Financial Analyst

$95 - 130k+

$100 - 140k

Senior Accountant

$100 - 120k

$100 - 130k

$100 - 140k

Cost Accountant

$90 - 120k

$90 - 140k

Project Accountant

$95 - 130k

$100 - 140k+

Financial Accountant

$80 - 110k

Management Accountant

$85 - 100k

$85 - 110k

Accountant

$80 - 100k

Assistant Accountant

$70 - 90k

$75 - 95k

$70 - 90k

FINANCIAL MANAGEMENT

ACCOUNTING

Talent Guide 2021/22 | Accounting & Finance

MELISSA KNOBLOCH Financial Controller at Howard Smith Wharves What is your background, and how has it influenced what you do today? I grew up in country Queensland, went to university in Toowoomba, and then moved to Brisbane for my first role in accounting after completing my degree. I started off in public practice and decided that wasn’t really for me, so I moved into commercial roles with small businesses initially, followed by a contract role with Australia Post for 3 months. I ended up staying there for 13 years! I had so many opportunities to experience different roles and positions within the company – I started off as an Analyst, and ultimately moved up to manage a large finance team of Management & System Accountants. My next role was my first Financial Controller role for a large NFP. I was attracted to this role because it presented the opportunity to be a part of a change process with the focus on a more commercial finance team. I then took a career break to be with my family as it was difficult to find a role that allowed the work-life balance that I sought. During this time, I followed an old passion of mine – property development & design. I completed a building design course and focused on property renovations which led me to work for a local designer, and eventually opened up my own design studio. After a few years doing this, I started putting my feelers out towards getting back into the finance space. I knew I didn’t want a traditional corporate role again and I was fortunate to be referred to my current position at Howard Smith Wharves.

What made the opportunity with Howard Smith Wharves stand out to you in this stage of your career? I was attracted by the diversity of the role and the opportunity to be close to business operations – at the time, the site was still in its construction phase, and I was excited at the prospect of being involved with the project and seeing it all come to fruition. Also, in the initial meeting, I was able to get a really good feeling about the culture and felt it was a good fit.

Does Howard Smith Wharves offer any unique benefits or opportunities? Howard Smith Wharves offers discounts to dine at hospitality venues on precinct as well as staff yoga.

What makes you thrive in a role? I like to be in roles where I can work autonomously, with access to senior management as needed. I appreciate an open and flexible culture, and one thing I like about Howard Smith Wharves is the balance between being relaxed and casual while focusing on getting an outcome.

Career Path Accountant

Business Analyst

Team Leader Revenue & Expenditure

Manager Management Accounting

Manager Accounting Systems and Services

What do you enjoy most about your role day to day? I really enjoy the variety, the change and the challenge, where not every day is the same, nor is every week the same. I’ve been interviewing candidates recently, telling them what it’s like to work here – there’s always something happening, so it’s important to be adaptable and flexible. The business has evolved massively during my time here – it’s an ever-changing environment, it’s never boring, and there’s always something new to think about, and having to change directions quickly is what I enjoy the most.

What advice would you pass on to the next generation in your field? Try and be open minded when considering opportunities and avoid having a fixed mindset about who you want to work for and the type of role you want. I’ve found that the most incredible opportunities have come from taking on something you wouldn’t ordinarily consider - some of the roles I’ve been in have surprised me in a good way, and I’ve learnt so much from that.

What does leadership mean to you? To me, leadership is not only about giving clear direction, but also inspiring and setting an example. I strongly believe in walking the talk – you can’t ask people to do something that you wouldn’t do yourself. Sharing knowledge on how to do something, but also why we do what we do. I strive for a team that can work autonomously but also will support each other to achieve an outcome when required. Allowing opportunities for the team to do something different and grow.

Manager Commercial Support

Manager Commercial Finance

Manager Commercial Analysis

Financial Controller

Property Development & Building Financial Designer Controller

Talent Guide 2021/22 | Accounting & Finance

NICOLE WATSON SPRY Payroll Manager at Urban Maintenance Systems Tell us about your journey to your current role with Urban Maintenance Systems? Typically, no-one plans for a career in payroll, most people fall into it as part of a larger role, and my first introduction to payroll was no different. My brother Jonno is a quadriplegic and lives at home. To help relieve some pressure from my mum, I took over calculating and paying wages to the lovely nursing and carer staff that would come to the house to help Jonno. It provided a strong and lasting understanding of how wages and performance are deeply connected. Since then, I’ve had a varied career working in diverse industries. Each role was unique, but the constant was an element of administration responsibility, with each role having a payroll focus. Significant and rapid growth at a former employer provided the opportunity for me to move into a full time payroll position. I was able to make it my own: I took my hospitality experience and applied excellent customer service to the role, read everything I could, signed up for newsletters and alerts, and I attended conferences and training. During this time, businesses across Australia were becoming more aware that payroll was a function in its own right. It surprised me to learn that many businesses employed people to look after payroll – potentially their biggest expense – without any qualifications at all. I could see a clear career path ahead, but I wanted to have more than practical experience. I enrolled in a Diploma of Payroll Management with APA and chipped away at it while continuing to work full time. Finishing it gave me renewed confidence in my abilities and provided potential employers with the knowledge that not only was I qualified, but that I took my payroll career very seriously. After being approached by Talentpath, I found my perfect role in Urban Maintenance Systems (UMS).

What was most memorable about that interview process that attracted you to the role? I was impressed with the personable, warm recruitment process from both the team at Talentpath and UMS. They provided detailed, transparent information about the role which helped me decide if I would be a good fit. I was kept up to date, and Talentpath would call before my interviews to give me encouragement. During the interview, my manager was able to clearly communicate the attributes of the business and the responsibilities role, and I’m certainly pleased I accepted!

I felt confident that we were a very good fit. I had a good sense of incredible potential for the business and wanted to be part of making it happen. What really sold it for me was speaking with the Chief Payroll Officer here. She recognised my desire and ability to keep learning and improving instead of expecting me to know everything right then, and that the business would assist with this.

What motivates you to go above and beyond in a role? It is satisfying knowing that I have executed my role well, and I enjoy seeing an outstanding positive response from employees and my manager. It’s important to me that I ensure the company is compliant, we’re doing right by our employees, and treating our responsibility to pay them correctly seriously.

What do you look for in company leaders? A company leader should have a good vision and can motivate others to achieve it. From my own leader, I look for someone who doesn’t micromanage. I appreciate my current leader so much for all of this she has trust that I can do something well, and she lets me get on with it.

How do you do your part in fostering culture? What made UMS stand out to you in this stage of your career? UMS had a very clear picture of what they wanted in a Payroll Manger. The focus was on ability, experience, compliance as well as an interest in keeping up to date with legislation. Also, there was an upcoming payroll implementation to manage! This was immediately appealing. After learning more about UMS culture, business size and the desire to make improvements,

Ensuring that I’m approachable and supportive to my team and the broader organisation. People know that they can rely on me to provide them with accurate information that is accessible to them, and that the payroll team treat all information with the greatest confidentiality. I also like to share awareness that payroll adds a broader value to the business, such as providing reporting that assists the business to make important decisions.

Career Path Senior Bookkeeper

Payroll Manager

Talent Guide 2021/22 | Accounting & Finance

Senior Payroll Specialist

Payroll Manager

Marketing & Digital Featuring our brand storytellers, digital marketing pro's, media professionals and tech unicorns - Marketing & Digital were loud and clear on what they need to thrive in this year's Talent Guide. Reward them with absolute trust through flexible working locations, and keep them engaged by providing ongoing development opportunities and regular recognition. In return, they will ensure your brand, demand and reputation flourishes while they do what they do best. Talent Guide 2021/22 | Marketing & Digital

ONLY 18%

TOP C ONTR I BU TI N G FAC TOR S W HE N L E AVIN G THE IR L A S T ROL E :

of M&D talent strongly agree their company enables them to balance work and personal life

36%

27%

Feeling unfulfilled

Lack of career progression

25%

23%

Senior management/executives Values alignment

70% of M&D talent have negotiated with a prospective employer during the salary offer process, with females 19% more likely than males

34% of Marketing & Digital talent currently have flexible hours

TO P 3 FACTORS M&D TA LE NT B E LIEVE HAVE TH E MO S T IM PAC T ON C O MPANY C ULTURE:

TOP 3 BE NE F IT S THAT WOU L D INF LU E N C E THE I R DE C IS I ONM A K IN G PROC E S S W HE N AC C E PTI N G A NE W ROL E :

45%

Regular communication & visibility from executives and management

39% Welcoming & thorough induction process

Professional development & training

43% Flexible hours

39%

Health & wellbeing initiatives

Flexible locations

TO P FACTORS THAT WILL M AKE A N ORGA NISATI ON S TAND O U T WHEN LOOK IN G FOR THE IR NE X T E M PLOY E R M ALE :

FEMALE:

— Brand reputation/industry leadership — Organisational purpose — Culture

— Culture — Brand reputation/industry leadership — Organisational purpose

Talent Guide 2021/22 | Marketing & Digital

MO R E T H AN M ONEY

52% of M&D talent said flexible locations are more important to them than salary

Gen Z

Gen X

1. Flexible locations

2. Flexible hours

3. Health & wellbeing

3. Professional development

Gen Y

Baby Boomers

1. Flexible hours

N/A - respondent sample size too small

50% of M&D talent said flexible hours are more important to them than salary

2. Flexible locations 3. Professional development

34% of M&D talent said professional development and training is more important to them than salary

Salary Guide MARKETING

BRISBANE

SYDNEY

MELBOURNE

CMO/ CTO/ CDO

$220 - 340k+

Head of Marketing

$110 - 220k+

$145 - 240k+

$170 - 220k+

Marketing Manager

$75 - 140k

$100 - 150k

$90 - 150k

Marketing Coordinator

$65 - 80k

$65 - 85k

Marketing Executive

$55 - 70k

$60 - 80k

$65 - 80k

Event Manager

$60 - 95k

$80 - 105k

$75 - 110k

Digital Marketing Manager

$90 - 100k

$95 - 110k

Digital Marketing Executive

$85 - 120k

$95 - 140k

$90 - 130k

Campaign Manager

$55 - 75k

$60 - 80k

$60 - 75k

Campaign Coordinator

$60 - 95k

$70 - 100k

$70 - 95k

Communications Manager

$95 - 130k

$100 - 160k

$90 - 145k

Internal Communications Coordinator

$70 - 90k

$75 - 110k

$75 - 120k

Content Manager

$75 - 105k

$80 - 115k

$85 - 110k

Content Coordinator

$55 - 75k

$65 - 85k

$60 - 85k

Graphic Designer

$65 - 95k

$70 - 115k

$70 - 100k

Director of Fundraising/Development

$75 - 105k

$95 - 145k

$90 - 135k

Donor Development Manager

$60 - 80k

$70 - 95k

$65 - 90k

Fundraising/Development Coordinator

$50 - 70k

$55 - 75k

COMMUNICATIONS AND CONTENT

FUNDRAISING

Talent Guide 2021/22 | Marketing & Digital

GRACE MEDCRAFT Digital Marketing Advisor at Hall & Wilcox What is your background, and how has it influenced what you do today? I was born and raised in Brisbane, where I went to University to study commerce. I took an introduction to law subject as part of the degree and loved it – shortly after, I changed to a dual degree of law and business with a major in PR and marketing. This is where my passion for the two started, and I haven’t been able to choose just one since! Throughout University, I worked in different roles from property law to digital marketing, until I graduated and moved overseas to Vancouver. This is where I found my dream role in a large law firm as a Digital Marketing Specialist. This was the best time – the lifestyle was amazing, my job was great and the people were incredible. Two years later, my visa expired, and I returned to Brisbane with my partner. This turned out to be great timing, as it was just before the start of COVID-19. I decided I would finish my PLT and finally get admitted as a lawyer. Shortly after, I was approached by a recruiter about my current role, and the rest is history! I get to do both of my passions which is the dream combination for me.

What excites you about digital marketing? The creativity and the range. I love going from strategy to execution – there’s so much that goes into it. It’s always changing, and it never gets monotonous, and there’s always new things to learn. It’s also an industry where you can really choose your niche – which works well for me being able to specialise in the legal industry.

What makes you thrive in a role? Feeling valued and trusted is really important, and flexibility is a big part of this for me. I look for a company that appreciates that you are a whole person, and you have a life outside of work, and trusts you to deliver whether it’s from home or the office. I also appreciate freedom to explore new ideas – that’s how you keep growing and it keeps the job fun and interesting.

What do you look for in company leaders? I think that transparency and communication is really important – even if it’s not always good news, it’s better than no news. I like to be informed and to know what’s going on, and I think this is another way of showing employees that you trust them. Another thing that interested me about Hall & Wilcox was their leadership. One of their values is “Evolve Always”, and this definitely rings true in their company leaders and throughout the organisation. They’re always evolving and exploring new ideas and better ways to do things.

What made Hall & Wilcox stand out to you in this stage of your career? They have a really strong brand reputation, clear values that aligned with mine, and they also have great flexible work practices that were happening even before COVID-19. When the firm went into lockdown the first time, it wasn’t a big change because everyone had already adapted to working flexibly, and I think this is a good example of their leadership.

What benefits or opportunities do you value most in a role? I really value professional development, whether that’s through regular training, seminars, conferences, or upskilling. It’s something that’s beneficial as an investment in both you and the organisation. A strong volunteering culture is also really important to me. I love to volunteer and give back, particularly with children, and it can be difficult to fit that in when working full time. Hall & Wilcox have volunteering programs during work hours you can get involved in and encourage involvement – an example being where we recently spent a day teaching senior students interview skills.

What has been your biggest career challenge so far, and what did you learn from it? The biggest challenge was taking a leap and moving overseas without a job lined up. You take having a network for granted, and not knowing anyone in Vancouver was more of a challenge than I realised. I figured it was better to get over there and start applying once I could meet people in person – I took the risk and it paid off! I landed a dream role, and I’m fortunate to have had that experience.

Career Path Marketing Coordinator

Property Law Clerk Digital Marketing Coordinator Digital Marketing Specialist

Talent Guide 2021/22 | Marketing & Digital

Digital Marketing Advisor

DAVID LYNCH Chief Digital Officer at Minor DKL What is your background, and how has it influenced what you do today? I’m interested in the psychology around buying, and how technology can influence it. This started when I ran my own agency in Melbourne in the web development space, where I got into eCommerce as it drove home that passion for technology and how it relates to retail. I then ended up working for Shopify Plus, arguably the world’s leading brand in eComm. At Shopify Plus, I was introduced to some of the best brands in Australia to mature the technology side of the business in order for them to scale. After a couple of senior management roles in the fashion and fitness industries, my skill sets are now more aligned in the business and strategy space, but at my core, it’s all about how commerce and technology come together.

What attracted you to your current role with Minor DKL? It’s similar to what attracted me to my previous roles – the group is successful and established within its industry, but faces the same challenges surrounding how to engage a new generation of consumer who are a more tech progressive community. I’m excited by the opportunity to make our technology more efficient to reach this audience and bring them into our portfolio of brands. The vision for the Coffee Club, for example, is to be the world’s most customer connected café experience – and I believe technology is key to that. There’s a lot of opportunity for organisations to be at the forefront of a significant growth channel, particularly in an industry where progression has been slow in adoption. Our brands under the Minor DKL group are well established with an international presence, and I’m fortunate to have the opportunity to do what I do on that kind of scale. In addition, I am very fortunate to join a skilled senior leadership team that is passionate about the success of the business and the wellbeing of its people.

What’s something you wish more people knew or understood about tech? Although I love the industry and the people in it, technology can often be smoke and mirrors to core problems in businesses. The thing I always try to tell people is that if you can link technology to drive delightful change in human behaviour, that’s a good measure of success – and that’s applicable to every part of any business.

What has been your biggest career challenge so far, and what did you learn from it? When you join a C-Suite, you need to understand that the chain of command stops with you, and all problems will ultimately lead to you. You’re not getting down and dirty as much anymore, but you’re driving your team to succeed. It’s that mindset change where your responsibility is no longer yourself – it’s your team. I wish I’d invested more in learning these soft skills, human development and psychology to lead people – but all good leaders never stop learning, so I’m always getting better and improving on this.

What advice would you pass on to the next generation in your field? I always view things by asking how we can make it as simple as possible. Implementing and understanding simplicity in an organisation is often harder than having a grand plan and presenting some big proposal – but the benefit is significantly greater. If you have a simple but rocksolid platform to build on, your ability to show progress and succeed is enhanced rather than battling monsters you created because they looked new and shiny at the time. Investing time into system thinking is also critically important – when you understand a problem from a systematic point of view you can nail the simple problem you’re trying to solve. All in all, people try to do a lot of things at once – keep it simple.

How can organisations improve on attracting and retaining talented people in the digital space? This is something I’m quite passionate about. I’ve found that when you go to market with a broad title, you often won’t attract the best person in the room for that role – and this creates a lot more problems in an organisation. I like to understand what problems we’re trying to solve, and what opportunities we’re trying to open up and zero in on the specific role that’s needed, rather than a jack of all trades.

Career Path Co-Founder/Head of Digital

Launch Engineer

Chief Technology Officer Principal Product Manager

Chief Digital Officer

Talent Guide 2021/22 | Marketing & Digital

LISA COX Disability Affairs Officer at Media Diversity Australia (MDA) What is your background, and how has it influenced what you do today? My professional background and unexpected personal background have fused to create many of the roles I have today. I have two university degrees in business communications and media, and enjoyed working in some of Australia’s best advertising agencies before acquiring multiple disabilities. Although I could not return to advertising agencies (I did for a little while), I still loved the media industry, collaborating with brands and businesses, and was fascinated by the power of communication to shape community attitudes and public perception. I soon realised I could use my past skills and put them to better use. Instead of using language to shape public attitudes about my former clients such as European cars, I could use language, image and various other types of popular culture to challenge and change the representation of disability. Outside of what I do for MDA, I consult with brands and businesses helping them navigate the nuances of diversity and inclusion in their content, such as marketing and advertising. In other words, I show them how to better include disability so that they’re not called out for tokenism or ableism before getting cancelled. I’ve found well-worded advocacy to be an incredibly powerful education tool, particularly in professional spaces. So while I am doing all of the above, it’s obviously not all at once. Disability has significantly impacted my capacity to work long hours so I am grateful to have had skills behind me, like a communications degree, so that I could be more flexible with and jump between all of the above roles.

Tell us about your journey to your current role with Media Diversity Australia? I first heard about the work MDA was doing in the culturally diverse space, trying to address the misrepresentations and under-representations of CALD (culturally and linguistically diverse) Australians in our newsrooms. In other words, our media wasn’t reflecting the society it was supposed to be serving. I was honoured to be the first Disability Affairs Officer and am thrilled that there are now more voices to join mine. The team has been collaborating with some of Australia’s peak disability organisations and other media professionals to produce content that’s going to improve the way people with a disability are represented in the media. My role involves all sorts of aspects surrounding media – from presenting to journalism students who are keen to learn more about reporting on disability, to taking part in mentoring events for younger women in media. A lot of my work isn’t just disability focused, it’s diversity in general – whether it’s gender, cultural – it’s about encouraging our media to better represent the Australian population.

What has been your biggest career challenge so far, and what did you learn from it? My biggest career challenge so far has been the assumptions placed on me and the low expectations people have of me and people like me. Ever since I started using a wheelchair, people assume I can’t do much – yes, my capacity to work has changed, but I’m not completely useless. That has been a challenge, but it’s also fuelled me to prove them all wrong, which I have done on a few occasions!

Why is it important that organisations have more inclusive hiring practices? 20% of Australians have a disability. Just as the people we see in the media should represent the reality of the community, so should your workplace demographic represent your customer base if you want to better serve the society you operate in.

What’s something you wish more people understood about disability and employment? It’s a lot easier than people think it is, and there aren’t as many roadblocks as you think there are. People seem to think that if you employ someone with a disability, you need to remodel the entire office, spend thousands on equipment, change the bathrooms… but as far as my experience goes, that’s not true. I won’t speak for the needs of the entire community - you’ll only know what someone truly needs by asking the person in question. I really encourage employers and employees to open up channels of communication if both parties are comfortable with it.

What does leadership mean to you? Maybe I believe in a utopia - but to me, if you’re in a leadership position, it’s about serving people other than yourself, and that’s what life should be all about.

Career Path Marketing Coordinator

Copywriter

Talent Guide 2021/22 | Marketing & Digital

Business Owner

Author

Consultant

Wearer-Of-Many-Hats

JESS REA Brand Manager at Lactalis Tell us about your journey to your current role with Lactalis? I started my career in FMCG straight after graduating from University, and I was lucky to find my passion for consumer marketing early on. I’ve worked across many categories including chocolate, dips, frozen and pantry items for some leading brands, in human resources, sales and marketing roles. I think my exposure to sales and really living the fundamentals around price, product, promotion and place has been invaluable to my abilities as a marketer. I’m now at Lactalis Australia as part of the Beverages and Milk Strategic Business Unit and I couldn’t be happier. The fast-paced environment definitely makes me perform at my A game. I get such a buzz from the brand, the products, the company and the people - I get out of bed every morning excited to start my day.

What is your background, and how has it influenced what you do today? I’ve had a lot of influence from mentors, colleagues, friends and family during my career, and if it wasn’t for them, I probably wouldn’t be doing what I do now. I grew up in country Victoria as the youngest of 4 kids. Work is such a big part of your life, and I was always encouraged by my parents to do what I love, be around good people, and have fun. Living in Melbourne during lockdown last year gave me a lot of time to reflect on all of this – it’s so important to do what makes you happy. I love working on brands that mean so much to my friends and family, it gives me a real sense of pride.

What excites you about brand management? Your brand is your baby - you care for it, put the work in, and shape its future in order for it to thrive. I love the opportunity and all the different dimensions, there’s so much involved. I can be working on flavours and innovation one day, to long term strategy and campaigns the next. I get real excitement when I’ve put my blood, sweat and tears into a product, and then walk into a store and see it on the shelf or on a billboard – that sense of achievement is why I love what I do.

What made Lactalis stand out to you in this stage of your career? It’s a highly established Australian dairy company with a lot of history some of the brands have been around for more than 80 years, and they have a strong reputation for quality, tasty products. During induction, I was amazed by how long some of the people have been here for -

most are 10+ years, and I even met someone who has been here for 45 years! I think that speaks volumes about the culture they’ve created, and how they care for their people. This was particularly evident during the interview process which was such a positive experience. I was also attracted by it being a global company – it’s the world’s largest dairy provider, so a lot of opportunities come with that. My role as Brand Manager specifically looks after the Ice Break brand – which has such an amazing legacy of 25 years, with some really passionate consumers who truly love the product so much.

How can company leaders support you to feel your most fulfilled and happy in a role? I look for leaders who believe in the people they attract and support their team. My leader here is smart, strategic and approachable, and genuinely cares about the brand and the people. I feel really lucky to work with such inspiring people, which has been shaped by a really supportive culture. Everyone is willing to help, it’s a real family feeling that they want you to be the best you can be, and they will support you however they can.

What benefits or opportunities do you value most in a role? Having a culture that fosters learning and development is really big for me – the world is forever changing, and being given the opportunity to be involved in ongoing courses and training is so important. Trust is big for me too. I think it’s vital that the company trusts you to push the boundaries to do what you do best, especially in the brand space.

Career Path Talent Resourcing/Internal Communications Officer

Sales

Assistant Brand Manager

Brand Manager

Talent Guide 2021/22 | Marketing & Digital

We have left this page blank just for you. Please use this space to reflect on what’s important to you in the workplace using the insights, quotes and learnings from the Talent Guide. Here’s some questions to consider…. — What makes an organisation stand out to you? — What shared values do you have with your co-workers? — What working schedule enables you to perform at your best? — Are there any specific benefits or opportunities that are important to you? If you wish to compare notes, share insights that inspired you, or reflect on what’s most important to you in your career, we’re only a phone call away! 1300 768 358

Talent Guide 2021/22 | Notes

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2021/22 Talent Guide

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