Bayside Blog

Celebrating our Team: Siddhi Weerawardena

Thu, 16 Apr 2026 23:16:32 GMT

Siddhi Weerawardena, our Service Payroll Manager, joined the company in April 1989. This month she celebrates 37 years at Bayside Group.

Siddhi’s contribution has been significant across our 50-year journey as a business. She is highly respected by our Board, clients, suppliers and the payroll employees she has mentored throughout the years. She demonstrates courage, commitment, adaptability and exceptional leadership.

We asked her four questions about her time at Bayside Group, and in the industry.

Tell us about your career at Bayside Group, and any memorable experiences.

Thirty-seven years ago, just one month after arriving in Australia from Sri Lanka, I began my career at Bayside with quiet determination. Young and timid, I stepped into the Australian workforce as a junior in payroll. It was an unfamiliar environment in a new country that was more insular then, and I faced challenges that at times felt overwhelming.

Through resilience, hard work, and a commitment to learning, I steadily built my confidence and expertise, eventually becoming the ‘go to’ person for challenging payroll queries. As a junior when I was delivering documents to people’s desk (this was before email), I imagined being a leader in the business. In 2004 this occurred, when I was appointed Service Payroll Manager.

During my first decade in the company, I also had two children and worked flexibly while they were young. I completed Australian accreditation of my science and accounting degrees and achieved CIMA and CPA qualifications during this time as well.

Bayside Group has changed significantly throughout the years along with the payroll function. As the business expanded, so did my role and influence.

I’ve been fortunate to have had great mentors around me. However, my greatest enjoyment has been supporting countless employees, mentoring team members, and ensuring the backbone of our organisation, our people, were always cared for. My legacy is not just in the years I have given, but in the payroll professionals I’ve worked with who have gone on to become experts and leaders themselves.

What are some of the most significant changes you’ve experienced?

I’ve spent almost four decades in payroll, and it has transformed from a largely manual, transactional function into a highly regulated, technology driven discipline during this time.

When I first started, payroll was processed manually, with paper timesheets, handwritten records, physical payslips, and money counted in envelopes. Calculations were often done by hand or with basic spreadsheets, and accuracy depended heavily on individual diligence. Today, sophisticated payroll systems and cloud-based platforms have automated much of this work, improving efficiency, accuracy, and reporting capability.

From a compliance perspective, the landscape has become significantly more complex. There has been a major increase in regulatory requirements, particularly around taxation, superannuation, and employee entitlements. The introduction of initiatives like Single Touch Payroll has fundamentally changed how and when payroll data is reported to authorities, requiring real-time accuracy and transparency.

We’ve also seen greater scrutiny and accountability, with organisations needing to ensure strict adherence to awards, enterprise agreements, and evolving workplace laws. Payroll is no longer just about paying employees - it plays a critical role in governance and risk management.

Another significant change has been the shift in employee expectations. Employees now expect timely, transparent, and easily accessible payroll information, often through self-service platforms. This has elevated payroll from a back-office function to a more visible and essential part of the employee experience.

Overall, the role has evolved from processing pay to managing complex systems, ensuring compliance, and contributing to organisational integrity. Who knows what’s next with AI.

What are the biggest challenges you’ve faced?

One of my earliest challenges was adapting to a new country and workplace from a non-English speaking background. Building confidence in communication and navigating a professional environment took time, but support, persistence and continuous learning helped me overcome it.

Another major transition was stepping into leadership, shifting from hands-on payroll processing to leading a team. This required a different mindset focused on people, accountability, and support.

The most demanding period professionally for me came during the pandemic. The sudden shift to working from home required rapid adjustment and new ways of operating, while maintaining payroll accuracy and deadlines under pressure. At the same time, the implementation of government support measures such as JobKeeper added significant complexity to payroll. Interpreting evolving legislation, ensuring compliance, and processing changes accurately within tight timeframes was tough.

Other critical challenges have included software transitions and legislative changes. My response to all of these situations has been hard work, a willingness to adapt, structured processes and strong teamwork.

What are the biggest challenges employers face in relation to payroll?

Payroll in Australia is highly complex due to constantly changing legislation across tax, superannuation, and awards, with strict real-time reporting obligations such as Single Touch Payroll.

Employers face ongoing challenges in maintaining absolute accuracy, as even minor errors can result in underpayments, penalties, and compliance breaches, particularly when managing diverse workforce arrangements and interpreting multiple industrial instruments. These challenges are further amplified by system dependencies, particularly if the organisations are not Australian based. Data integrity and process alignment are critical in these instances to ensure continuity, compliance, and accuracy throughout.

I’ve dedicated my career to building my payroll expertise through continuous learning, practical experience, and collaborative problem-solving to develop strong technical and compliance capability. It’s rewarding to work with our clients to solve issues and put practical solutions in place to ensure compliance and protect their businesses.

Bayside Group: Celebrating 50 years in business.

The problem with AI resumes

Thu, 16 Apr 2026 03:40:23 GMT

AI can be a helpful communication tool, particularly if writing is not your core strength. However, like many things, moderation may be the key.

The problem with resumes that rely too heavily on AI is that they tend to exaggerate your skills, use generic phrasing and don’t tell your story authentically. And yes, recruiters know they are written by AI!

If you’re not experienced in writing resumes, an AI version may seem impressive. But for recruiters who read hundreds of resumes every week, the formats, tone and language used by AI are easy to identify and may have the opposite effect.

Rather than making a recruiter or hiring manager’s job easier, AI is making it harder.

The pervading myth is that recruiters and hiring managers don’t view your application, only AI tools do. But this is not the case. We read your resume and if your experience looks even potentially suitable, will look to the cover letter to learn more.

It’s worth noting that recruiters and hiring managers form impressions in the context of the entire applicant pool. With that in mind, here are the intrinsic problems with AI and how to overcome them.

AI resumes don’t provide enough information

Last year saw an acceleration in the use of AI to produce resumes. Now, it feels like every second resume is written by AI. The problem with this is that they are not telling us a compelling professional story about you and why you’re suitable for this specific job.

AI tools like ChatGPT often alter resumes in ways that don’t help your application:

Missing crucial details or glossing over them in favour of polished, empty statements
Filling in time gaps so your resume differs from your LinkedIn profile
Exaggerating skills in ways that contradict actual experience
Using American terminology, spelling and styles
Repeating the same information in various sections

This leaves recruiters struggling to understand who the applicant really is and what they can bring to the table. Inaccuracies can be uncovered when a resume is compared to a LinkedIn profile, or during the interview stage of the recruitment process.

Hiring managers are not looking for perfection. They are recruiting humans who have strengths but also want to understand weaknesses to identify professional development requirements.

AI resumes give the impression you’re not that interested

When recruiters spot AI-generated content, it sends a message that you may not be fully invested in the application process.

Rightly or wrongly, an AI developed resume raises questions about your authenticity and true level of interest in the position. Without tangible evidence of what you have achieved in relation to the specific job you’ve applied for, your application may be overlooked. It also suggests a lack of effort and attention to detail, which may make recruiters and hiring managers question your authenticity.

AI resumes suggest you can’t be trusted with technology

Everyone is looking for employees who are AI savvy. The problem with a generic AI resume that can be easily identified, is that it signals you may not be. A global survey found 47 percent of employees used AI in ways that would not be considered appropriate.

Employers will have concerns because it:

Implies a lack of awareness and critical thinking
May lead to potential privacy, reputational and operational risks
Compromises the authenticity and quality of work

This is not to say that AI cannot be a useful tool to assist you. It can give you some great ideas, help you to improve grammar and make your points clearer and more succinct. Where the right tools and prompts are used, the result is also better.

How to fix the problems created by AI generated resumes

Customise and edit your resume to showcase personality and specificity. In Australia, it’s acceptable to submit a resume that is two to three pages long, allowing you to include more information.

Focus on your narrative : clearly state why you want this job and why you’re suitable. We recognise this is harder than it sounds. Try to use your own voice and include a one or two sentence summary to introduce your skills, experience and motivation for applying.

Add specific examples: listing a skill or job task isn’t enough but is still important. Highlight real outcomes like how you delivered cost savings, used technology to achieve a goal, met challenging project deadlines, launched a new initiative, improved efficiencies, generated revenue etc.

Use action-oriented language: strong verbs are helpful, along with measurable achievements focused on the requirements of the job advertisement/description.

Edit your resume: get someone else to read it and cross reference it with your LinkedIn profile. AI does some interesting things, so always carefully check your resume if you do use it to assist you.

If you are rejected, seek feedback from the recruiter/hiring manager. Ask if they have any suggestions for how you could improve your resume.

AI absolutely has its place in s upporting resume writing, but it should not replace your own voice and experience.

Looking for a job or potential career change, register your interest today or call us to speak to a consultant.

Reflections on 50 years in recruitment

Tue, 24 Mar 2026 04:07:47 GMT

This month, we at Bayside Group celebrate our 50 ^th anniversary. Recruitment is an industry strongly aligned with economic performance, so achieving this milestone has required resilience and agility, along with support from our clients, candidates, workforce and suppliers.

Our Founders and GMs reflect on the journey and why our core principles remain relevant 50 years on.

Three technical professionals started Bayside Drafting Australia (now Balpara ) in March 1976, working out of a backyard bungalow. Robert Blanche and John Wilson, the two remaining owners, were in their early 20s when they established the business. They credit their youth, enthusiasm and to an extent, naivety, for taking the risk to venture out on their own.

It wasn’t long before recruitment capabilities became critical to the company’s success, as a building boom in Australia generated significant work and created a skills shortage. Robert and John, who both instinctively focused on building strong professional relationships, were good at finding the best people to get the work done, which was noticed by their clients.

“Our recruitment operations officially began when I was asked by a client, 'How can I get a draftsman just like you?' and sourced someone,” says Director, Robert Blanche. “After I placed this person in his business, he asked me to find another, this time with mechanical knowledge. Both contractors stayed for 10 years.”

Today, we have two recruitment brands - Acclaimed Workforce and Bayside Group.

For us, it’s always been about people

Despite their technical backgrounds, both Robert and John have always enjoyed the people elements of their work the most.

“In hindsight, it isn’t surprising that we ended up in recruitment,” says Director, John Wilson. “We’ve worked with many clients and employees for 10, 20, 30 and even 40 years, which is so rewarding. It’s been a privilege to support people as they grow in their careers, and to help businesses evolve and thrive.”

Getting to know the professionals in a particular market, what they do and what they’re capable of has always been a key focus of our specialist recruitment teams. This has enabled us to recruit locally and internationally throughout the years. We’ve sent people to remote parts of Australia and across the world for specific projects, and learned from their experiences.

Bayside Group has been fortunate to have talented people contribute to the business over the years. “Many of our senior leaders have been in the company for decades, with their expertise respected by our clients. This is indicative of effective succession planning, and possibly an element of luck,” says Robert. He explains General Managers, Joe Galea and Wayne Eaton, joined the business in 1989 and 1995 respectively and have been integral in building the business to what it is today, “Handing the reins to people with proven capabilities who you trust implicitly is easy.”

Embracing change strategically

If we’ve learned anything from our time in recruitment, change is inevitable. A workplace in 1976 would be unrecognisable and likely unacceptable in today’s standards - you could literally smoke cigarettes at your desk back then!

People, behavioural expectations, job roles, skills, hierarchy and structures, technology, how we collaborate, business processes, employment legislation and organisational culture have evolved exponentially in this time.

We’ve also had to navigate numerous economic downturns, skills shortages, globalisation, offshoring, extensive legislative changes, a pandemic, political instability and so much more.

“We’ve had to adapt quickly, innovate and be strategic in how we’ve embraced change over the years, all while being stringent in how we manage our finances,” explains John. In some instances, Bayside Group has been an early adopter and at other times, we’ve waited to understand the situation better. “Luckily we’ve optimised opportunities to diversify into new ventures with the right opportunity. This has been critical to our success and continuity, as has making difficult decisions to consolidate when required.”

As a specialist recruiter, there is no doubt the recession in the 1990s was our most difficult challenge. Thankfully, Bayside Drafting, as well as a construction arm, was profitable. “Almost two thirds of recruitment branches in Australia disappeared,” explains Robert. “With unemployment above 10% for more than two years and remaining high for much longer, along with high interest rates, it was a tough time for everyone.”

Understanding the markets we operate in, and working closely with our clients has helped us to effectively navigate change and evolve with the industries, clients and candidates we support.

Succeeding together

A young Joe Galea joined the Bayside Group and credits his mentors for encouraging him to be out on site rather than sitting behind his desk. “I learned early that understanding a business and its people is the most effective way to identify issues and develop effective solutions,” says Joe Galea, General Manager. “Working in partnership with our clients has underpinned our service model from the beginning.”

Our partnership with Ford Australia for example, spanned 30 years. It started in manufacturing and slowly transitioned to design as the organisation sought to enhance their design capabilities to win projects. We recruited thousands of local professionals and mobilised 200 engineers and designers from overseas over many years, with the aim of building local capability and having them represent Australia in other design hubs around the world. At one point our workforce at Ford Australia consisted of more than 700 people.

This is just one example of hundreds, explains Joe. Bayside Group has solved problems for our clients relating to safety, compliance, cost management, skill shortages, work readiness, skill levels, training, behaviour, continuous improvement, team dynamics, leadership and more.

“We’re in the people business, which by its very nature is nuanced,” adds Wayne Eaton. “It is therefore essential for us to be able to build trust so that we can have those honest conversations that facilitate better outcomes. We’re here to make it easier for our clients, and I’m proud of the feedback received over the years, suggesting we have done just that.”

Rather than working in silos, our team has always worked together, focusing on long term gains, rather than quick wins. This is why collaborating with industry, regions, clients, candidates and suppliers makes sense to us.

Our founding principles have remained relevant

It is rare that an organisation’s founding principles still reflect who they are 50 years on, particularly when they were developed by people with more eagerness than actual business experience! Yet our focus on building specialist expertise and long-term relationships was established early, and stuck.

As the jobs got bigger, a third element was introduced; quality and compliance. Our origins in higher risk sectors like infrastructure and construction, gave us an in-depth understanding of safety and risk management. Over time, we played a significant role in raising industry standards for safety, workplace relations and ethics. In fact, the first Recruitment and Consulting Services Association (RCSA) Safety Award was named after the Bayside Group’s first OHS Manager, Malcolm McLean.

“Even now, with the increasing prevalence of AI in so many aspects of work, we continue to ask questions about how it is being used, implementing processes to reduce bias and ensure compliance through ethical checks and balances,” says Wayne Eaton. “We’re also working very closely with our clients to help them manage amendments to workplace safety and Fair Work legislation and monitor compliance,” adds Joe.

This comes back to our vision of “partnering in the future of people”. Both Robert and John believe in this as much today as they did at the beginning. “It has certainly been a journey,” says John. “While we’ve had many challenges, we’ve had more successes and most importantly, a lot of fun along the way.”

“I feel really proud of what we’ve achieved, and I’m grateful to everyone who has been part of the journey,” says Robert. “The talent and hard work of our employees and workforce, combined with the trust that our clients have given us, enables us to celebrate our 50 anniversary.”

Learn more about our 50 years here .

Upcoming employment legislation changes

Tue, 24 Mar 2026 00:55:33 GMT

Compared with the enormous changes to employment legislation over the previous few years, 2026 is quieter. However, there are some scheduled and potential changes worth noting.

Our Workplace Relations specialist Alan Doyle provides an overview of these changes and discusses how they might impact your business.

Payday Super

From 1 July 2026, superannuation will need to be paid at the same time wages are paid, instead of quarterly. They are also proposing a new definition of qualifying earnings that includes more categories than the current ordinary time earnings.

The main purpose of the change is to reduce incidences of unpaid super and improve transparency around employer contributions. For many years, this has been a common component of wage theft and underpayment disputes.

What does this mean for employers? Superannuation will effectively become part of the normal payroll cycle. Employers will need to ensure their payroll systems can effectively manage super payments with each pay run. As superannuation has traditionally been paid quarterly, payroll processes and cash flow management may require consideration to accommodate more immediate payment.

It is recommended that organisations monitor payments over the next twelve months, as a failure to comply with Payday Super, which requires contributions being received by and employee’s super fund within seven business days of payday, will face a strict and punitive Superannuation Guarantee Chare (SGC) regime. This means the Australian Taxation Office (ATO) will impose mandatory penalties on employers who fail to pay superannuation in full and/or on time, resulting in significantly higher costs to organisations than the original owed.

Ban on Non-Compete Clauses

The Federal Government is currently considering banning non-compete clauses for employees earning below the high-income threshold, which is currently around $183,000. If this reform proceeds, many existing restraints that prevent employees from working for a competitor may become unenforceable for a large part of the workforce.

What would this mean for employers? Logically, this will likely shift the focus toward tighter protection of confidential information, intellectual property and client relationships, rather than relying on broad restraints that prevent employees from joining competitors. Businesses may also need to review their employment contracts to ensure appropriate protections are in place if the reforms are introduced.

Scrutiny of labour market competition

There is increasing attention on employment practices that may restrict competition in the labour market. This includes arrangements such as no-poaching agreements between employers, wage-fixing arrangements and overly restrictive post-employment restraints. These types of practices have already attracted regulatory scrutiny internationally and are now being examined more closely in Australia.

What would this mean for employers? If stronger regulation is introduced, employers may need to ensure employment contracts and recruitment practices are structured carefully and do not unintentionally restrict employee mobility. It is worthwhile identifying any potential risks and assessing implications for your business. New legislation will potentially increase the risk of competition law breaches, unenforceable restraint clauses, and regulatory scrutiny, particularly where businesses rely on informal arrangements or outdated contract terms.

National Employment Standards (NES) Review

The Federal Government is currently reviewing the National Employment Standards (NES), which set the minimum employment entitlements under the Fair Work Act. The review is looking at whether the NES still reflect modern working arrangements and expectations. Areas being discussed include stronger rights to flexible working arrangements, potential changes to maximum weekly hours and the possibility of introducing additional leave entitlements.

What would this mean for employers? While the review is still at a consultation stage, any changes could have a broad impact for organisations. The NES entitlements override employment contracts, awards and workplace policies where they provide lesser conditions. If significant changes are implemented, employers will most likely need to make changes to policies and employment contracts. People leaders will also require compliance training, as even a small change can impact on payroll, rostering and day to day management decisions.

Confidentiality Clauses in Workplace Settlements for Sexual Harassment (Victoria)

In Victoria, there are proposals being considered to restrict the use of confidentiality clauses in workplace sexual harassment settlements. Under the proposed approach, confidentiality clauses could only be included if requested by the employee rather than being included as a standard term by employers. Other states are also starting to look at this but have yet to make any announcements.

What would this mean for employers? If introduced, this could change how workplace investigations and settlements are handled and place greater emphasis on transparent investigation processes and workplace culture management. Victoria is currently the only jurisdiction to introduce these reforms. However, given the broader regulatory focus and international momentum, it is likely only a matter of time before other States follow. These laws will materially increase the risk of workplace matters becoming public, exposing employers to significant legal and reputational damage.

If you need workplace relations assistance and report, learn more here or call Alan Doyle on 03 9864 6000 for a free confidential consultation.

Employee management: performance vs misconduct

Thu, 26 Feb 2026 02:40:11 GMT

Are all your managers and supervisors trained to manage performance and misconduct? To mitigate your employment risk, it is essential that people leaders have the capabilities and support to navigate both scenarios.

A simple test to distinguish between an underperformance issue and misconduct is to determine whether it is a skill issue, or a will issue. Does the employee have the resources, knowledge or skills to perform, or are they wilfully ignoring their responsibilities?

Few people leaders or human resources professionals would argue that effective performance management is essential. The way in which a manager responds can be the difference between high performing teams that stay, and disputes, turnover and reputational damage.

Specific case rulings continue to define the parameters of recent legislative changes. Yet it is becoming clear the Fair Work Commission doesn’t simply consider whether an employee was underperforming when assessing unfair dismissal and wrongful termination cases. Consideration is given to whether the employer acted fairly, reasonably, and consistently. Most claims arise not from a lack of reason, but from reactive, inconsistent, or poorly documented processes.

People leaders therefore need the capability to avoid common performance management mistakes, know how to manage disciplinary action and have access to human resources or workplace relations professionals for support.

Common performance management mistakes

The most common performance management mistakes occur more often than you would think, no matter the type of organisation. These include:

Delaying intervention
Failing to provide clarity
Relying on informal feedback
Lack of documentation

Employers often find themselves defending decisions that could have been avoided with structured management. Procedural fairness is the foundation of defensibility. Employees need to be clearly notified of concerns, given specific examples, and provided with a genuine opportunity to respond. Vague statements about attitude or performance rarely hold up. Objective standards, such as KPIs, position descriptions, and documented expectations, reduce ambiguity and strengthen an employer’s position.

Both early intervention and specificity is therefore critical. One of the most common reasons an issue escalates is because it is ignored. A people leader, who has failed to manage the performance of an employee across multiple issues over time, will finally intervene on a specific issue that may or may not be significant. When the employee defends their actions, their frustrated manager will proceed to reference a string of past grievances that they have never been discussed with the employee.

Undocumented conversations or delayed feedback significantly increase exposure if termination becomes necessary. It is equally important to distinguish between capability and misconduct.

Managing disciplinary action

Underperformance in isolation is not misconduct, and blurring the two can escalate issues and increase legal exposure for employers.

Underperformance is a proactive and ongoing process that focuses on capability, support and expectations, and is not punitive. Management of underperformance will generally focus on skill gaps or output expectations. Often the discussion will focus on the factors blocking an individual from reaching those goals, and how the manager or team can help them, whether that be with training, development, regular feedback, access to information or people, or assistance with prioritisation. To effectively manage underperformance, a fair and structured process should be followed to give an employee time and support to improve, accompanied by clear goals and in many cases, a development plan.

Disciplinary action on the other hand is a reactive and formal process . It applies when an employee's conduct, rather than their competency, is the problem. Some examples of misconduct include:

Insubordination or inappropriate behaviour
Refusing to comply with lawful requirements
Not following reasonable directives
Breaches of organisational policy
Serious misconduct such as bullying, theft, or harassment

Misconduct requires an investigation, to which the employee has the right to respond. The employer needs to provide sufficient notice prior to a formal meeting and allow the employee to bring a support person with them. Clear identification of the alleged conduct issue is essential, as is procedural fairness, proper documentation at every stage, and reasonable outcomes based on evidence. Employers need to focus on addressing conduct risk in a way that is fair, consistent and defensible. This extends to improvement plans, which must be genuine and incorporate documented review periods and meetings. Keep in mind processes that appear predetermined or superficial can escalate manageable issues into costly claims.

Escalation should also be proportionate and consistent. Final warnings without prior documented steps, unless the conduct is serious, can undermine the credibility of the employer. Ensuring that every employee is treated consistently will reduce the risk of allegations of unfair treatment.

Building people leader capability

Performance management training is essential for leaders of people. It is a core management skill set, yet many employees are promoted to management with little or no instruction in this area. Furthermore, as processes change over time to comply with best practice or shifting legislation, long-term leaders are often not provided with refresher training.

How leaders communicate, document, and follow policy often determines whether a process is defensible. Different approaches can also lead to inconsistency. It is also worth noting that probation doesn’t remove exposure - adverse action risk must also be considered in this scenario.

The capability needs to sit with people leaders, not just Human Resources or Workplace Relations experts, who should be there to provide support or to help manage more serious incidents or escalation, not day to day performance management.

Organisations that act early, document consistently, and align policies, contracts, and practice are far better positioned to reduce issues and unfair dismissal risk, while protecting operational stability and leadership credibility.

We’ve put together a simple pre-termination checklist to assist leaders. If you’re an employer who needs assistance with policies, procedures, investigations or support, learn more about our workplace relations services or call me for a confidential discussion on 03 9864 6000.

What makes a good Employee Value Proposition (EVP)?

Mon, 23 Feb 2026 03:07:35 GMT

Employee value propositions (EVPs) seem to have leaders either celebrating them or questioning the cost. Their reaction depends on an EVPs impact on the organisation. So how do you create an EVP that works?

Success is dependent on design and execution. We look at the key elements of an EVP, and how you can optimise outcomes.

Why does an EVP matter? It’s simple - an employee value proposition sets the foundation for the employee experience. With employees more focused now on their individual experiences in the workplace than ever before, an EVP is critical to success.

Employee experiences really do matter, and it’s not just younger generations who think so. More and more Gen X employees are also making career decisions based on what an organisation offers, a shift that’s become especially clear among top talent over the past few years.

EVPs are increasingly essential to attracting, engaging and retaining top talent.

What is an EVP?

An employee value proposition is at its core an elevator pitch to potential and existing employees. It should answer the question, ‘why work here?’ by highlighting intangible and tangible attributes and benefits that describe the experience of working in an organisation.

However, an EVPs real value shouldn’t be misunderstood simply because it’s produced as a succinct communication tool. To be effective, an EVP must resonate with employees and be embedded throughout the organisation like a company’s vision and values. While it may shift and evolve more, it should be understood, relevant and authentic.

An EVP shouldn’t be confused with your employer brand, the external perception of your organisation, although it may influence it positively or negatively. An organisation’s EVP is internal focused, which means there is nowhere to hide!

Gartner research cites key components of an EVP as competitive compensation, benefits, growth opportunities, a positive work culture, work-life balance, alignment with company values and a clear career path.

An EVP may include objective elements , such as:

Parental leave policies
Remuneration or bonuses
Flexible work arrangements
Training, development and promotion

However, it can also include subjective elements, such as leadership style, an organisational culture of collaboration, inclusion or safety, or general day to day experiences at work.

Your EVP needs to make sense for your organisation, your current employees and those you wish to attract in the future. Communication of the EVP is also crucial to showcase the organisation’s value and how it differs from competitors.

Four principles for effective EVP design are:

Appeal – aligns with local employee and labour market preferences
Authenticity – fits with true organisational strengths
Relevance – to both the organisation’s strategy and employees
Differentiated – it is unique and sets you apart from competitors

Who is your EVP for?

The best place to start is with your target audience. Who is your EVP actually for? Attracting and keeping talent requires understanding that everyone’s needs at work differ , shaped by their age, life stage, and goals. However, there are some commonalities.

The Department of Employment and Workplace Relations (DEWR) has put together a useful EVP Toolkit to help companies develop or improve their EVP. Women, frontline workers, and knowledge workers are highlighted as three specific audiences. Their research shows specific patters for different groups.

For example, women are most likely to respond to:

Control of the workday – women are 10% more likely to accept flexible roles
Career progression in flexible work – not working full time shouldn’t stall careers
Compassionate managers – who understand the need for flexibility, wellbeing supports, and take action to help manage burnout
Culture – toxic cultures are the main reason women leave

Knowledge workers on the other hand value supportive co-workers, work/life integration and balance, flexibility including when and how the work is completed and remuneration, which is significantly different to the priorities of women. While frontline workers first and foremost value remuneration, often because their jobs are lower paid, with health, safety and hygiene their second highest priority, followed by culture and diversity and inclusion.

Knowing your audience is essential to understanding what current and future employees may need. From a research perspective, Seek’s Laws of Attraction can provide some initial information, which can be used to help you clarify needs.

Start by reviewing staff surveys, exit interview data and ask leaders for feedback based on their conversations. To gather or clarify information, you may want to undertake:

A specific staff survey with questions relating to EVP.
Focus groups to explore what attracted your employees in the first place, why they remain and how their values, or that of the organisation have changes.
One on one interviews for clarification

To enhance your EVP, being able to list and adopt a mindset focused on curiosity, not defensiveness, is key.

What should you include in your EVP?

If your audience is diverse, you may need to identify key segments to ensure you have their needs covered and you can engage with them to clarify their specific needs.

Visualising your EVP based on these segments to help leaders understand, asking specific questions of each segment:

Reputation: What do employees in this segment believe is true about working in your organisation?
Remuneration: Is it market competitive for the type of person we wish to attract?
Experience of work: Is your work environment safe? Does it match your organisational culture? What is unique or compelling about it?
Growth: Do your systems for feedback and performance help people grow? Do you offer tailored training and development options?
Values and Culture: Do your people feel valued and understood?
Wellbeing: What role do leaders play in making staff feel supported, valued and included?

The EVP Toolkit recommends undertaking a gap analysis using your answers to these questions to identify insights, strengths and areas for investment.

As previously mentioned, you will often have different segments within your organisation, so undertaking a gap analysis using these segments can be useful.

It is fine for an organisation to start small, expanding and evolving over time. Discuss with your recruitment team what stops candidates from accepting a position, or why they’re interested, can be useful in testing the relevance of your EVP.

It’s important to measure the success of your EVP, and continue to get feedback from prospective and existing employees to ensure it is aligned with your strategy and delivering for your business.

A strong EVP can help attract and retain high performers, engage the workforce, deliver cost savings, improve business performance and facilitate growth. It may also help you reduce costs long term, so it is worth investing in.

If you would like to discuss market insights relating to attracting and retention of staff, contact Bayside Group today .

Recruitment in 2026: Trends reshaping hiring

Fri, 30 Jan 2026 01:36:04 GMT

The 2026 recruitment landscape will remain polarised. Application volumes have increased significantly, yet persistent skills shortages remain in key disciplines, sectors and regions. Meanwhile, candidate expectations continue to evolve in ways that don’t necessarily align with employers. This includes how AI is being used to streamline recruitment processes.

The result? Frustration and often poor outcomes for candidates and employers alike. So, what are the trends shaping hiring? And how will this impact on your approach to recruitment?

Key points:

Employers will face a range of recruitment challenges in 2026 that may require them to rethink their approach.
Key considerations include being clear and specific about your needs and focusing on candidate care.
As AI is used more widely, it’s essential to balance it with a human approach to avoid potential biases - under Australian law, discriminatory intent is not required.
Engaging with contingent labour may still be a viable option, as this is often an effective entry pathway for top talent.

Last year saw the acceleration of emerging recruitment trends. The use of AI throughout the recruitment process became widespread, applicant ghosting increased, candidate withdrawals prior to offer became more prevalent and more roles were put on hold by employers. Yet this did not happen in isolation – often applicant behaviour resulted in employer hesitancy, increasing timeframes or even halting the process altogether.

However, this was just one of many factors challenging employers. In a year defined by global instability, economic uncertainty and continued high inflation rates, while AI simultaneously yielded real efficiencies across most industries, it is not surprising the job market was impacted.

Job seekers want employers to move faster, provide more information and offer higher wages to manage the rising cost of living. Employers on the other hand, are managing costs and productivity concerns, while also working through how AI can best enhance their business and help meet market demands.

To reduce frustration and improve outcomes, we look at simple ways you can rethink your approach to recruitment in 2026.

1. Be clear and specific about the skills and attributes you need

In a market that’s got too many or too few candidates depending on the role, it is essential that you are clear and focused about what you need, and what might be nice to have. Understanding the market is also key - it’s common for employers or hiring managers to provide a wish list of skills and attributes at a low salary, and then not be willing to compromise. This not only slows down the recruitment process but creates a negative experience for applicants.

Taking time to think about the position in the context of the role, the team and the organisation’s direction, prior to advertising or approaching candidates, can streamline the process.

The Role. Understanding the role requirements is critical. And if you’re replacing someone, take the time to review the existing job description. Use the ‘Start, Stop, Continue’ framework to refine the role and consider avenues for efficiency that may optimise current tasks and capabilities. Are there any tasks that can be redirected or outsourced for better outcomes?

The Team. When prioritising what you need, it’s essential to consider the strengths, weaknesses, gaps and skill sets that comprise the team. What are the skill gaps in the team (not just the role)? Are there ways to restructure team responsibilities for progression, performance or efficiency? Does your current team demonstrate diverse perspectives, knowledge and ways of thinking?

Future Requirements. Recruiting without considering future needs may lead to turnover, skill gaps or learning and development challenges. Consider what types of soft and technical skills this role may require in the future, and whether they can be learned on the job. For many roles, this will include an individual’s ability to adopt new technologies.

It is also essential to keep the gender confidence gap in mind, as more than one quarter of women are unlikely to apply if they don’t meet all the criteria. List ‘non-negotiable’ versus ‘nice to have’ skills, attributes and capabilities. To avoid homogenous hiring, also consider including diversity in your profile. What flexibility or adaptations are you able to accommodate if any?

All of this is so important, because it keeps hiring managers focused, and improves the experience for candidates who often get frustrated when the criteria changes throughout the process.

2. Balance AI with a human approach

As AI functionality becomes more integrated in job application platforms and recruitment software, organisations need to think about ways they can balance efficiencies with real interactions. While AI can have benefits for potential candidates and hiring managers, it is also essential to speak directly with as many candidates as possible to actively understand what they can bring to a role.

There are three reasons this is important for hiring managers:

1. You risk missing out on top talent. Without having a deeper understanding of the candidate, you may be rejecting top talent without even realising it. Furthermore, a recent survey found that 44% of Australians would reject an offer if a recruitment process relied too heavily on AI.

2. You risk hiring the wrong talent. AI is not just being used by organisations. More candidates than ever are using AI to help write resumes, application letters and prepare for interviews. As AI assists applicants in promoting themselves, resumes are becoming less detailed, which is widening the gap between claimed abilities and real skills.

3. System discrimination. AI is only as good as the data provided and is not necessarily designed for the complex nuances of unbiased recruitment. Employers cannot discriminate in Australia on the basis of protected attributes - characteristics or traits protected by law to ensure equal treatment and opportunities for all individuals. Research released by lawyer and on Algorithm-facilitated discrimination from Dr Natalie Sheard has found AI hiring systems may in fact "enable, reinforce and amplify discrimination against historically marginalised groups". There is a significant risk of reinforcing historical data for one.

Under Australian law, discriminatory intent is not required. If an algorithm excludes applicants based on a protected attribute, an employer may be exposed on both reputational and legal grounds. If the algorithm considers skills listed or experience alone, those who have previously been given opportunities will continue to receive offers. This perpetuates systemic inequality and does not take diversity of thought into consideration.

Organisations need to be aware and conscious of the impact, so they can personalise their recruitment activities to avoid potential liability. Australian Unions are continuing to pursue regulatory guardrails to steer the future roll-out of Artificial Intelligence in workplaces.

3. Prioritise candidate care

Candidate care is a term often thrown about in recruitment circles that aligns with customer experience principles. Unfortunately, many organisations don’t view potential employees in terms of a customer group, therefore not applying their customer experience processes.

Switching this mindset is critical because potential employees can be advocates or detractors of your organisation, and may in fact be existing or potential customers too. A negative experience can cost you much more than missing out on one talented candidate.

Both active and targeted candidates will have options to compare you with (either their existing company or other potential employers), so being clear on candidate care processes is essential. If your organisation doesn’t have the resources for this, then discussing expectations with your recruitment partner is recommended.

Simple ways to prioritise candidate care include:

Be clear about the recruitment process and stick to timeframes
Communicate regularly and as promised
Provide relevant information relating to the job and employment
Be prepared and help the candidate feel comfortable during the interview
Allow space for candidates to tell you about their skills, experience, motivations and attributes
Streamline the onboarding process with a focus on productivity and engagement

4. Don’t discount flexible and contingent arrangements

Significant changes in Fair Work legislation in recent years have meant Australian businesses are employing fewer casuals, despite economic uncertainty. This has had consequences for employers looking to engage and identify talent.

There are many benefits that contingent employees can provide employers:

Flexibility – whether casual in the new definition, or maximum-term contracts, contingent employees allow organisations to scale up and down to meet seasonal or project related demand, as well as unprecedented growth.
Reduced skill gaps – this allows you to bring in people with specific skill sets that may be needed if you don’t have the depth within the team. Skilled individuals can also play a fundamental role in upskilling teams.
Higher wages – engaging people for part rather than the whole project or during a season as a casual enables you to pay higher hour rates with casual loading. This may enable you to secure better quality talent, who can improve business outcomes.
Trial period – allows both the employee and employer to assess fit and contribution. Often, contingent workers are offered permanent positions when they perform well, with job descriptions tailored to their contributions.
Increased productivity – by resourcing correctly, organisations can increase productivity and improve morale. In the last 12 months, many organisations have opted not to engage casuals, placing a greater burden on existing staff and reducing their focus. This can have consequences for organisational outcomes, morale and retention.

There are currently many talented candidates looking for work who would take contingent roles, yet there is a reluctance for organisations to select this option. If compliance is the concern, Bayside Group’s workplace relations team can assist you to engage and monitor contingent workers to ensure compliance. While it depends on the job and the market, contingent work is a viable option in many instances that should not be automatically dismissed.

5. Enhance your recruitment partnership

At the Bayside Group, we’re celebrating our 50 ^th anniversary this year. Our most successful partnerships are those where we have worked more closely with the client. This looks different in every scenario, but there are a few commonalities.

A partnership is more successful when recruiters:

Understand your operations and strategic direction.
Have relationships with supervisors and understand their frustrations.
Are encouraged to have conversations about problems and potential solutions regularly.
Can discuss barriers to success with decision makers who are open to improvement.
Tailor processes to align with your organisation.
Provide compliance support.

If you’re rethinking how you approach recruitment in 2026 and would like support, tell us what you’re looking for , or get in touch today.

It’s time to review your employment contracts

Tue, 20 Jan 2026 01:58:10 GMT

In Australia, many organisations attempt to review employment contracts in the middle of the year along with wages. Given the numerous legislative changes in recent years, this has been essential.

Yet, it is a busy time. As a result, thorough employment contract reviews get overlooked in the rush to ensure wage compliance, implement salary increases and roll out new strategies.

With so many Fair Work amendments and accompanying policy changes in recent years, many employment contracts no longer reflect current legal requirements, or how work is performed in practice. Often employees or employers find this out the hard way - when there is a dispute!

January is therefore a good time to undertake a thorough review of your employment contracts in preparation for the upcoming year. We asked our Workplace Relations experts what to look out for.

1. Employment type and engagement structure

The first step is to check that contracts accurately reflect the working relationship with the employee. This includes confirming:

Employment status i.e. casual, maximum-term or permanent employee
Levels of control and supervision
Whether the hours, location and duties align with their actual day to day

It’s a key starting point to determine whether the employee is classified correctly under the relevant award.

2. Casual employment arrangements

Casual contracts can only be used where work is genuinely casual. Employers will ideally have mechanisms in place to review whether:

Casual loadings are paid correctly
Hours have become regular and ongoing
Casual conversion rights are being managed correctly
Information Statements are distributed to relevant employees

Employer concerns about compliance with Closing Loopholes legislation for casual employees has reduced causal employment in Australia , despite market instability. However, with effective contracts, staff training and processes for monitoring, it should not be dismissed as a viable option for employers and employees.

3. Fixed-term contracts

As recent amendments restrict the use of fixed-term contracts, you will need to review contract length, extensions and whether the role is ongoing in nature. It is also important to confirm whether the Fixed Term Contract Information Statement has been issued, or an exception applies.

Examples of where exceptions may apply include:

Apprenticeships (most common exception)
Above the high-income threshold
Organised and high-performance sport
Non-profits or NGOs subject to government funding

4. Pay, classification and entitlements

Pay clauses need to be reviewed to ensure ongoing award compliance, including confirming award coverage and classification levels, current base rates following annual wage increases, allowances, overtime provisions and the effectiveness of any set-off clauses. Roles and responsibilities often evolve over time, so checking again at the beginning of the year can help prevent position drift and possible underpayment. It is easy to forget to check contract and job description alignment with the relevant award.

It is recommended that Superannuation compliance also be reviewed this year, as organisations will be required to make contributions at the same time as salary or wages from 1 ^st July 2026. This will replace the current requirement for quarterly payments.

5. Hours of work and the right to disconnect

An effective contract will clearly set expectations around hours of work and availability. Awards and recent legislation have become even more descriptive regarding these factors. Flexibility clauses, overtime requirements and after-hours contact expectations need to be reviewed to ensure alignment with awards and ‘right to disconnect’ obligations. In some roles, it may be appropriate to specify where it is reasonable to make contact outside of hours.

If you’re unsure about how to approach this, it may be worthwhile to have your contracts reviewed by a workplace relations expert.

6. Termination and notice provisions

Termination clauses must not undercut the National Employment Standards (NES). To ensure you don't, review notice periods, redundancy references, probation clauses and how assignment end dates are addressed, particularly in labour hire or project-based roles.

While casuals generally have no termination notice provisions under the Fair Work Act, you should always confirm this with the relevant award. However, notice periods can be included in their contract if organisations choose to include this.

NES minimum notice periods are as follows:

Employees over 45 years old who have completed at least two years of service when they receive notice are given an additional week of notice. Please note, that some awards may be greater than the NES timeframes detailed above.

7. Confidentiality, intellectual property and restraints

Specific contract clauses relating to confidentially, intellectual property and restraints need to reflect modern working arrangements. It is therefore recommended that you review confidentiality obligations, intellectual property ownership and the reasonableness and enforceability of post-employment restraints.

Contract clauses for confidentiality and intellectual property must be directly connected to protecting legitimate business interests, with post-employment restraints reasonable in scope, length and geographic location.

The Federal Government has indicated they plan to limit the use of post-employment restraints, particularly for lower paid workers. While no final reform has been enacted, it is timely to ensure restraint clauses are role specific and supported by clear business justification.

8. Policies referenced in the contract are fit for purpose

January is a good time to review policies referenced in contracts. This may involve assessing whether any new policies have been introduced that might be relevant, and confirming policies are current, compliant and consistent with contract terms.

For example, if you put five weeks leave in the contract, the policy should reflect this. It is important to note that in a dispute, the contract will override a policy, so this is a necessary step.

Finally, it is important to note that there are often legacy clauses in contracts of longer-term employees that need to be addressed. When you make changes to contracts, it is advised that new contracts are reissued by agreement with employees.

If you need assistance reviewing or developing employment contracts, contact our Workplace Relations team today.

Leadership: Understanding and addressing upward bullying

Thu, 20 Nov 2025 05:32:59 GMT

A manager can’t be bullied by their direct reports because they’re in the position of power, right?

The term ‘upward bullying’ describes just that. While this statement is incorrect, a formal power imbalance creates confusion, especially when the focus for most organisations has understandably been on preventing managers from bullying subordinates.

Furthermore, when bullying of a manager occurs, it is often not reported or taken seriously. This means managers aren’t provided with sufficient support. We look at what constitutes upward bullying, why it occurs and how your organisation can address it.

Key points:

Upward bullying is often not recognised and may be indicative of systemic organisational issues.
It can occur for many reasons, such as organisational change, personal agendas or fear by managers of appearing incompetent.
Managers face similar impacts to employees who are bullied, but may fail to report it due to a feeling of shame or helplessness for being unable to handle it.

It has been four years since Safe Work Australia updated its Model Workplace Health and Safety Regulations to include psychosocial safety, and thankfully many organisations have implemented a range of initiatives to protect their employees. Yet Australian studies continue to show that workplace bullying occurs, with many workplace bullying incidents going unchallenged.

According to HR Leader , the Bully Zero study, which found 27 per cent of Australians said they had experienced bullying in the workplace, also reinforces the significant effects bullying has on mental health, workplace culture, and productivity. With the higher number of people experiencing horizontal and downwards bullying, it is reasonable to ask why an organisation would be concerned about upward bullying. There are two simple answers; the limited acknowledgement of upwards bullying does not diminish its effect , and upward bullying is often indicative of underlying systemic issues. A recent study exploring the enablers, motivators and triggers of upward bullying found upward bullying may in fact be a logical adaptation to stressful or ineffective work environments.

Understanding, identifying and addressing upward bullying is therefore essential for human resources professionals and leaders.

What is upward bullying?

Fair Work states bullying happens at work when a person or group of people repeatedly behave unreasonably towards another worker or group of workers, and the behaviour creates a risk to health and safety. Upward bullying (also known as reverse or subordinate bullying) incorporates this definition and usually occurs when one or more employees deliberately target and undermine a manager, supervisor, or executive.

This is often achieved, according to Australian researchers , by tapping into coercive power, expressed through tactics of avoidance and resistance, intimidation, and humiliation, and structural power, derived from connections to powerful others or through manipulating access to information and expertise.

Most people who are perpetrating bullying behaviour toward their manager would not consider it bullying. They may see it as a correction, a reaction, or a response to the situation and consider themselves a victim. It is essential to note that context is relevant in relation to upward bullying. This is why identification can be challenging, particularly when considering why upward bullying might occur.

Why does upward bullying occur?

There are some key reasons why upward bullying occurs. In a recent study, two threats to legitimate power were identified in the accounts of all managers interviewed: a lack of respect from subordinate staff, which led to staff using bullying behaviours against the manager, and a lack of support from senior managers during the bullying episode. If senior management or HR fail to recognise managers as potential victims, or do not provide clear support channels, it sends a message that such behaviour will be tolerated.

However, the causes of this lack of respect can be broad. Upward bullying can increase or continue due to a range of factors, including:

1. Organisational change

Periods of restructuring, new leadership appointments, or shifts in company culture can create uncertainty and resistance, making managers an easy target for blame. This can be challenging for leaders, who themselves may be struggling with the change themselves.

It is common for employees to struggle when adjusting to changes. There are few leadership changes that don’t experience resistance from specific corners of the organisation, but often this is temporary. This year for example, many Australian organisations underwent cultural change initiatives aligned with their ‘ positive duty ’ to address sexual harassment in the workplace. Where an employee doesn’t want to change, or is grappling to understand what behaviours are acceptable, resistance may occur. As it is often the role of middle managers to address this, they can become the target of bullying.

2. Personal Agendas

Bullies may act out towards their manager due to resentment, envy, or a desire for personal gain or control, especially if they believe they were more qualified for the manager's role. In this scenario, you may see the bully using their influence to turn other staff members against a manager, whether this be through weaponised incompetence or other means, with behaviours escalating as frustration grows.

A personal agenda that many managers face is the desire to work from home, despite the organisation’s wishes for employees to work more days in the office. This is also the subject of many downward bullying complaints, and we are seeing this play out in the courts now.

3. Fear of appearing incompetent

Managers often hesitate to report upward bullying for fear of being perceived by their superiors as incapable or weak in running their team. In a publication with colleagues about exploring upwards bullying to understand workplace bullying , one of Australia’s leading researchers on this topic, Dr Sara Branch of Griffith University, highlights how expectations that leaders "should be able to manage it,” can further exacerbate the effects of bullying on managers.

If left unreported, upward bullying can lead to toxic work environments and may start to impact both the perpetrator and the team, as well as the victim. For organisations, this can result in complex complaints that harm employees and the organisation's reputation.

What is the impact of upward bullying?

Middle management, who are required to have difficult conversations, provide feedback on performance and manage inappropriate behaviours, are often the victims of upward bullying. According to the Institute of Human Resources Australia (IHRA), they may be ill-equipped and unprepared to handle complaints, lacking the training to sensitively and appropriately manage a workplace conflict.

Upwards bullying can take an emotional toll on leaders, causing anxiety, poorer mental health, and reduced job satisfaction. However, the expectation that a manager is incompetent if they can’t handle a bully may also intensify shame and helplessness, making the issue less likely to be recognised or reported. Dr Branch’s research indicates that alternative forms of power, such as popularity, influence, networks or being difficult to replace, can be used tacitly or intentionally to support bullying behaviour. Often, the systems meant to protect employees can be misused against managers.

In these instances, it can be career-destroying. Whether a young manager moves away from people leadership due to a bad experience, or a reputation is damaged due to unfounded complaints. In these instances, investigations need to be managed discreetly and may require an independent representative to remove any real or perceived bias.

How to reduce the risk of upward bullying

Upward bullying can be addressed as part of broader initiatives to reduce bullying and harassment in the workplace. Key steps to reducing the risk are listed below.

1. Understand and identify incidents of upward bullying

Start by surveying leaders to understand whether upward bullying has occurred or is currently occurring in your organisation. You will need to include a definition to ensure leaders understand the behavioural characteristics involved. Gauging whether leaders understand what it is, have reported it and have been supported through it will help you understand where your organisation is at and why it is occurring.

2. Reduce structural factors

Bullies often fill a void created by a lack of effective leadership. Reviewing the structural makeup of the organisation to identify whether harsh authoritarian divisions between executives, management, and employees exist is a great starting point. This kind of leadership style is likely to result in an “us vs them” mentality at all levels.

Another common factor is a lack of communication. Deprioritising communication fuels distrust in the workplace and creates a breeding ground for bullying overall. Employee surveys can help organisations to determine whether these factors may exist.

3. Minimise psychosocial risk factors

SafeWork Australia has provided organisations with a list of psychosocial risk factors. However, the IHRA believes the following effect managers and front-line supervisors the most:

Low job control
Poor support from the leadership group
Lack of role clarity
Poor organisational change management

Organisations need to work with HR and managers to improve job control and clarity, and to consider the psychosocial risk factors involved in poor leadership and organisational change, building in relevant training, communication strategies and engagement to mitigate risks.

4. Incorporate into training, policies and procedures

Upward bullying should be included in both leadership and organisational bullying and harassment training. Awareness by all employees is a crucial step to establishing behavioural boundaries and guidelines. This then needs to be incorporated into relevant policies and procedures, with clear processes in place to investigate and manage the issue.

If you need assistance with bullying and harassment training, policies and procedures, get in touch with the Bayside Group Workplace Relations team today.

Legal considerations for Christmas-New Year shutdowns

Wed, 19 Nov 2025 03:33:18 GMT

Is your organisation planning to shut down over the Christmas/New Year period? Australia experiences seasonal holidays and summer all in one, so it’s common for organisations across a range of industries to shut down for a specified period at the end of the year.

Before communicating your intentions, please be aware that each modern award sets different rules for employers to follow.

Firstly, it’s essential to define the terminology of shutdown. A shutdown refers to a planned closure where employees use annual leave or agreed leave without pay based on their company’s decision to close specific sites or offices. It is important to understand the parameters of what you can and can’t impose as an organisation.

In relation to the modern awards, a shutdown should never be confused with a stand down, which occurs only in limited circumstances, such as a stoppage of work outside the employer’s control. Examples of a stand down include extreme weather or power outages, neither of which involve the forced use of annual leave, although it may include forced leave without pay. Stand downs fall under a different section of the Fair Work Act and have a very narrow trigger.

Our Workplace Relations team answer three frequently asked questions they receive about shutdowns.

How do Modern Awards differ in relation to planned shutdowns?

Many awards provide guidelines for planned shutdowns, and they are not all the same. The Construction Award for example, allows businesses to shut down a site and direct employees to take annual leave. However, written notice is required, and the process is rigid because of the project-based nature of the work. The Manufacturing Award also allows shutdowns with at least four weeks’ written notice, however it provides specific options for employees who don’t have enough leave, such as providing annual leave in advance or unpaid leave when by written agreement. Both awards are very specific and leave little room for interpretation.

The Clerk’s Award on the other hand is more flexible, still requiring written notice, but usually relying on agreement for annual leave in advance. Similarly, the Professionals Award also permits shutdowns, but generally expects reasonable notice and consultation, reflecting the more autonomous nature of professional roles. These are just a few examples of the nuances within each award, and it is essential that organisations review the award prior to planning a shutdown.

What happens when employees don’t want to take leave during a planned shutdown?

If an employee does not have enough annual leave or would prefer to take leave at another time of year, the relevant award will determine whether unpaid leave is required, or whether the employer and employee must reach an agreement. Public holidays during a shutdown must be paid and cannot be deducted from annual leave.

Organisations cannot direct award free employees to take annual or unpaid leave during a planned shutdown, unless it is written into their employment contract. Leave must therefore be taken by mutual agreement. Where an agreement cannot be reached, many organisations offer to pay a certain number of annual leave days in advance. The only alternative is to allow the employee to work or pay them during this period even if they don’t work, which may happen if a site is closed. As many employees who fall outside of the awards are part of the decision-making process, such as practicing accountants, some senior managers and most CEOs, this is often less of an issue.

There are also practical ways to minimise conflict associated with shutdowns, which leads us to our third FAQ.

What does effective planning for shutdowns look like?

Ideally, companies will have a strategy in place for planned shutdowns. Whether it happens every year, or has been planned for the first time, processes for communication need to be implemented as far in advance as possible.

1. Communicate planned shutdowns

If your organisation has a planned shutdown, there are many ways to communicate it. This may include:

Guidelines detailed in policies and employment contracts
Setting a maximum number of days that the shutdown will occur
Highlighting shutdown periods and leave required in company emails and calendars as early as possible
Informing new hires during the recruitment and onboarding processes
Send written notifications via email regarding the shutdown period, where relevant providing an opportunity for employees to discuss concerns with their manager

If a planned shutdown is occurring for the first time, all of the above will still apply. Policies and contracts can talk about the possibility of planned shutdown, along with relevant protocols if they are announced.

2. Manage annual leave throughout the year

To avoid problems at the end of the year, employers should also manage annual leave throughout the year. This means monitoring leave balances and having discussions with employees early if their balance is falling short. Proactive leave planning prevents employees from being caught without enough leave at shutdown time and reduces the need for unpaid leave or complex individual agreements.

3. Check that directions are reasonable and align with modern awards

Often construction sites and manufacturing plants shutdown universally. However, in other industries a shutdown may not be as straight forward. In these instances, it is advised that you assess leave applications on a case-by-case basis, with shut down requirements being a factor, or at least a discussion before approval.

Under many awards, this is in fact a legal requirement - organisations must take into consideration organisational requirements and the needs of the employee. If a request to work through the shutdown is rejected, the response needs to demonstrate reasonable business grounds in line with award requirements.

For advice on planned shutdowns, contact our Workplace Relations team today.

Why top talent is saying no to your job offer

Wed, 29 Oct 2025 02:24:33 GMT

Recruitment requires time and effort. When your selected candidate declines your offer, it’s frustrating and results in reduced team productivity and additional effort for the hiring manager. Especially if candidates are scarce.

Despite the market easing, suitable candidates remain hard to find. We asked our specialist recruitment consultants why strong candidates decline offers, and what, if anything, you can do about it.

Key points:

Offers are declined when value propositions don’t stack up, but often it is because organisations aren’t great at communicating their strengths and benefits.
Candidates who have a poor experience during the recruitment process are less likely to accept an offer.
Misalignment of expectations or role can occur at the job advertisement, interview or offer stage and may lead to rejections.

Candidates use the recruitment process to evaluate potential employers across a range of aspects – work environment, the employees they meet, the hiring manager, employee value proposition, the tools provided to do the job, organisational branding and performance.

Applying for a job involves an investment of time, while changing jobs impacts how a candidate spends a significant portion of their time overall. So, it’s a big deal! As a result, it’s common for candidates to play it safe, choosing to stay in their current job if they’re unsure. A Gartner survey released late last year found that while only 27 % of Australian job seekers had received multiple offers in their last search, 41 % still declined offers that didn’t meet expectations. The hiring manager, therefore, plays a role in making the job and organisation more appealing.

We asked our consultants why candidates decline offers, and they gave us three key reasons. Please note that salary can be an underlying factor for all of them.

1. Your value proposition doesn’t stack up

An employee value proposition (EVP) is the unique set of offerings your business provides employees, with key components including employee compensation, benefits, professional development opportunities, work environment, company purpose, culture and values.

So what happens if your value proposition doesn’t meet expectations? According to the Gartner survey , 67 % of Australian candidates exited the hiring process due to at least one mismatch in EVP preferences. Your value proposition may not stack up for many reasons, whether it's growth opportunities, flexible work arrangements, a broader lifestyle, salary, or values. It is often obvious when a company doesn’t reflect its values, or when it doesn’t value its employees.

In some instances, it isn’t a bad thing if your value proposition is a mismatch during the recruitment process. Many organisations oversell their company, then invest in training only to lose employees within the first 12 months. However, if your value proposition doesn’t appeal to any candidates, you have a problem.

It's important to understand what top candidates are looking for and collect constructive feedback on why they rejected an offer. If there are commonalities that can be improved, use this as an opportunity for change within the organisation. Honest feedback is more likely when using a recruitment agency, as the candidate will feel more comfortable providing direct feedback to a consultant with whom they have a relationship.

Key action points:

Define your EVP so you can clearly articulate it.
Be clear about the intangibles you might offer that other companies don’t.
Paint a realistic picture of how the organisation functions to avoid turnover.
Gain feedback on how your value proposition can improve.

2. The candidate experience wasn’t great

A common reason a candidate rejects an offer, according to our recruitment team, is because of their experiences during the recruitment process. We’ve previously discussed how critical this is when looking at considerations to attract and engage top talent .

Interestingly, over 60 percent of Australian employers are using artificial intelligence hiring systems to screen and shortlist job candidates, some extensively. Yet this may negatively impact the candidate experience and expose organisations to discrimination claims. New research about Algorithm-facilitated discrimination  from Dr Natalie Sheard has found AI hiring systems may in fact "enable, reinforce and amplify discrimination against historically marginalised groups". Furthermore, a recent survey found that 44% of Australians would reject an offer if a recruitment process relied too heavily on AI. This means organisations need to be careful to find the right balance.

Personalising communication at key points helps. This includes communicating timeframes and meeting them, as well as explaining why elements of the process that require more effort from applicants are necessary, such as verifications of licences/qualifications, work rights, health assessments (for roles requiring physicality). Streamlining these processes facilitates confidence in your organisation.

The candidate’s experience with company representatives, and specifically their potential manager, is most crucial. Our Employer Interview Guide helps hiring managers make a good impression. Furthermore, our consultants have highlighted the following hiring manager behaviours that candidates say make them second-guess working for a company:

Lack of enthusiasm (often interpreted as for the company).
Lack of focus or planning (either through poor interview techniques or not having prepared for the interview).
Lack of respect (an interview style that is too interrogative or where inappropriate questions are asked).
Lack of connection or attempt to connect (many candidates understand the impact of a manager on their ability to like and succeed in their job and are looking for rapport in an interview).

Often the candidate hasn’t ruled out the company after the interview, but feelings of concern can increase as they reflect on it, particularly if they’re interviewing for other roles, or they are comfortable in their current job.

In Australia, employers who fill vacancies within a month find it easier. According to the Department of Employment and Workplace Relations , 33 % of employers who filled a job within a month found it easier, while 30 % of those taking longer than a month reported increased difficulty. In fact, a prolonged recruitment process is a common reason candidates reject the offer. A delayed offer means the candidate could still be interviewing elsewhere or simply lose interest.

3. Misalignment of expectations and role

The third reason an offer may be rejected is a disconnect between expectations and reality. There are many ways this can occur from the job advertisement alone, including pitching the salary too high or too low, misrepresenting the role's core tasks or the company’s success, or expecting a range of skills that few people possess.

Underselling or overselling a role can be off-putting, as can a poorly designed job description. Job descriptions often evolve over time and may end up being a wish list, rather than a realistic task list for one person to manage. Candidates are usually keen to understand what is involved day to day in their role, how varied it is, and where the opportunities for growth are. More importantly, they’re quick to pick up misalignments.

Despite talk of a candidate market easing, many regions, industries, and occupations remain tight. Prior to advertising, it is worth reviewing the Australian Government’s Jobs and Skills Atlas to understand where your occupation and region may fit. For example, right now there is a ‘suitability gap’ in Civil Engineering, which means that while there may be enough professionals in the market, there aren’t enough with the experience and/skills employers are looking for.

According to our recruitment team, it is very common for a hiring manager to have a skills list that doesn’t reflect the market rate for those skills. This extends recruitment timeframes and usually results in a compromise anyway.

Key action points:

Check the Jobs and Skills Atlas before finalising the job description.
Differentiate between skills that are non-negotiable (and realistic), and skills that can be acquired through training.
Ask other staff members to review the job description to determine whether it is realistic.
Ensure hiring managers can answer what a day in the life of the job involves.
Consider a salary range so your offer reflects the skills and experience of the chosen candidate.

For talent mapping or recruitment support, let us help you find talent or contact Bayside Group today .

Recruitment takes time, so declined offers can be frustrating. Common reasons include a weak value proposition, issues during the process, and mismatched role expectations.

Fair Work is identifying incorrect pay through job ads

Tue, 14 Oct 2025 00:24:06 GMT

Following the Closing Loopholes legislation amendments in 2023 and 2024, the Fair Work Ombudsman has been working hard to educate employers and close these loopholes in practice.

To further reduce underpayments, the Fair Work Ombudsman has released this month a warning to employers about ‘dodgy ads’. It is therefore important to get it right before you post a job advertisement!

Key points:

Employers paid $110 thousand in fines for ‘dodgy ads’ and $473 million for underpayment last financial year.
Identifying the correct award and classification is essential before advertising.
Understanding award nuances, whether that be leave entitlements, overtime, allowances, and what triggers them, is essential to avoid common underpayment mistakes.

The Fair Work Ombudsman has released figures showing that unlawful pay rates in advertised jobs over the last 12 months have doubled, up from 156 in 23-24 to 318 in 24-25. Employers, as a result, have paid over $110,000 in fines across the financial year.

“This is most likely the tip of the iceberg,” says Acclaimed Workforce and Bayside Group General Manager, Joe Galea. “As specialist recruiters, we’re looking at job boards every day and regularly see jobs advertised with salaries that don’t appear to be aligned with the Award.”

Australia’s employment legislation is complex, and the sweeping changes in recent years have created challenges for employers. With 122 Modern Awards in the Australian Fair Work system, employers are particularly vulnerable when it comes to award interpretation and application.

This latest report on job advertising, released by the Fair Work Ombudsman, simply demonstrates that companies can and do get it wrong. We discuss why it’s important to get employee pay rates correct, common underpayment mistakes and other considerations for employers.

Why ensure your Award Interpretation is correct?

“Our Recruitment Consultants, who engage staff every day, will still check regularly with our workplace relations team, as some jobs are more open to interpretation,” Joe says. “It’s better to have checks and balances in place, so you get it right the first time.”

Before posting a job, it is essential that you have confirmed:

What award applies to this role?
What classification is the role in the award?
What is the correct rate of pay?

Common underpayment mistakes and considerations

Award coverage and classification cover the minimum entitlements of employees, which means a simple misstep in this process can result in exposure. “Even companies who have the correct process in place can be tripped up, without expert advice and regular audits,” says Joe.

Case Scenario

This is an example of how easy it is to make mistakes. A small legal firm wants to engage an Office Administrator to assist with basic administrative duties and answering incoming calls. The hiring manager conducts a search for an Administration Award, and the Clerks Award comes up, which is then applied. The job advertisement is then posted, with the duties pitched at entry level, so the Level 1 rate of the Clerks Award of $25.74 is listed.

In this scenario, the legal firm is in breach of the correct award minimum wage, for two reasons:

The correct Award is the Legal Services Award.
The duties described answering incoming calls, which classifies the role as Level 2.

The actual pay rate should have been listed as $28.12. This simple mistake can result in a fine for advertising a job at an illegal pay rate, as well as an underpayment claim for any payments made (there is a difference of approximately $4,700 per year).

“Not only does our recruitment team use Workplace Relations experts to check specific roles, the understanding of other entitlements within the award is a guideline for compliance, and for budgeting,” says Joe.

When applying awards, you need to answer the following questions:

What allowances apply and what are the triggers?

There are a range of allowances available across Australia’s Modern Awards, including meal, travel, tools and equipment, uniforms and clothing, qualifications, first-aid and on-call allowances, and there are pitfalls in many of these. It is therefore essential to recognise when and how they apply. If considering the travel allowance for example, a common mistake employers make is to pay the ATO travel rate of $0.88 per kilometre. This is often below the award requirement (many awards pay $ 0.98 per kilometre).

Is the employee a casual and are you paying casual loading?

Casuals generally have different terms and conditions for leave entitlements, standard hours, overtime and allowances. Shift work may also trigger additional entitlements. Casual loading requirements are generally detailed in the Award. Furthermore, payslips must break down payments, with casual loading listed as a separate payment.

Are the start/finish times in line with the Award?

The Award will include start and finish times, with the hours in between generally deemed as ordinary hours. Some awards will have provisions to allow these hours to be changed if an agreement is reached. For example, when an employee requests to start and finish half an hour earlier, or to work less days across the week with the same hours. However, not all awards allow for this, which means changes to hours may trigger overtime.

When does overtime kick in? Overtime provisions will differ depending on the Award and employment status i.e. full-time, part-time and casual. In the Manufacturing Award as an example, overtime can be owed for any hours worked above the agreed upon daily and/or weekly hours. For part-time employees, this will depend on the hours detailed in the employment contract. Full-time workers will trigger overtime when they work more than eight hours per day, unless otherwise agreed in accordance with award provisions. In calculating overtime in this award each day will stand alone.

There is a lot to unpack, so it is best to get assistance from experts to help you minimise the risk of non-compliance.

Our Workplace Relations team can conduct audits to identify any potential mistakes. Alternatively, we offer workplace advisory services, which means gives you access to workplace relations professionals when you need them.

Is your safety risk management process understood?

Thu, 02 Oct 2025 00:13:29 GMT

It’s October, which means it is National Safe Work Month in Australia. This year’s theme safety: every job, every day, is aimed at encouraging everyone, regardless of occupation, industry, location and size, to prioritise safety at work.

Key points:

National Safe Work Month communications are focusing on risk management processes this year
You can take advantage of the events and training available during October 2025 – some free options are listed below
Many organisations with strong safety cultures are focusing on psychological safety, supported by workplace behaviour training

Safe Work Australia states that practicing safety every day can reduce the rate of fatalities, serious injuries and illnesses in our workplaces and ensure everyone gets home safely from work. Safety requires a collective effort from employers and employees, which is why Work Safe are focusing on the risk management process – identify hazards, assess risks, control risks, and review controls – providing practical resources, every day during October and beyond.

We look at the safety risk management process and highlight key learning opportunities available across the month.

Why use a risk management process to assess safety?

Workplace incidents and injuries can have a significant impact on all aspects of a person’s life, so most people understand why it’s important. Risk management involves thinking about what could happen if someone is exposed to a hazard and how likely it is to happen. An effective process helps to keep safety standards at the forefront, as it works to identify, assess, control, and review hazards. The aim is to remove risks or reduce them as much as practicable.

For employers, implementing a risk management process is not just about compliance with legal obligations under the Work Health and Safety (WHS) Act, but also about protecting their most valuable asset, their workforce. Effective risk management can prevent workplace injuries and illnesses, reduce absenteeism, and enhance productivity. It also helps in avoiding legal liabilities and financial losses associated with workplace accidents and incidents.

Strong safety cultures are often linked to specific occupational settings, including warehouses, manufacturing facilities, construction sites, and skilled trades. However, safety should be applied to all workplaces. Slips, trips and falls, for example, can occur in any environment, as can psychosocial hazards. Risk management also helps employees to identify areas for improvement to comply with their positive duty under Australia’s Sex Discrimination Act 1984 (Cth).

For individuals, understanding and participating in the risk management process facilitates a more collective and effective approach to workplace safety. This also applies to on-hired workers, independent contractors and sole traders. Those on the ground have invaluable insights into potential hazards, which means they are often best placed to identify and help control risks. Education relating to risks and risk management, as well as building a culture of accountability and reporting potential incidents is crucial.

What are some key safety learning opportunities?

During National Safe Work Month, a range of cost-effective development opportunities are available for employers and employees in each state. Safe Work Australia are also holding three free seminars designed for employers and Health and Safety Reps in October:

Mentally healthy workplaces in a dynamically changing landscape, 9 October 2025 at 2pm AEDT
HSR Forum: Moving beyond problem framing to achieve safety outcomes, 14 October 2025 at 1.30pm AEDT
Supporting psychological safety through consultation, 23 October 2025 at 1.30pm AEDT

Many organisations are focusing on workplace behaviours that promote mental health and psychological safety. Workplace behaviour training is no longer optional - it is a legal obligation. Obligations under the Respect@Work Act require employers to prevent bullying, harassment, and discrimination through education. By embedding respect and accountability into your workplace, organisations are aiming to protect their people, organisation, and reputation.

Our Workplace Relations team offers training on Workplace Behaviour, Sexual Harassment and Bullying & Harassment to help employees gain a better understanding of what is appropriate and inappropriate behaviour.

Whatever you decide to do, numerous resources and tools are available, so we encourage you to use them this month to help your team improve, focusing on specific areas of workplace safety or reporting procedures.

Redundancy considerations, legal obligations and best practice

Wed, 01 Oct 2025 07:08:26 GMT

Redundancy in the workplace is never easy, which is why it is essential to handle it with empathy, clarity and compliance. In Australia, redundancy processes are governed by strict legal frameworks, which can be complex.

We discuss key redundancy considerations, with the aim of supporting the employee’s transition and mitigating employment risk.

Key points:

Redundancy may not be the only, or the best option, there are many factors to consider.
Legal obligations for redundancy include ensuring the redundancy is genuine, consultation takes place, notice periods are applied, and payments are correct.
Our workplace relations team provide seven key steps for a best practice redundancy process

By understanding the legal nuances of redundancy and establishing a clear process, organisations are better placed to assist the employee/s involved, while reducing the risk of an unfair dismissal claim.

First and foremost, the reason for redundancy should always be about the role, not the individual. Unfortunately, this is not always the case as organisations use it to solve perceived problems that performance improvement plans (PIPs) may be better suited to. PIPs are intended to provide clear, measurable goals with a defined timeline, detailing the support the employer will provide for an employee to ideally improve their work performance.

A genuine redundancy on the other hand, will be the result of a specific business reason, such as a business downturn, restructure, new technology like AI, business relocation, merger or acquisition, redistribution of tasks for efficiency, or business closure.

1. What to consider when making decisions about redundancy?

Here are some things to consider before you make any decisions about role redundancies. Please note that there are some scenarios, such as business closure, where not all may will apply.

Have you considered the potential cost of a redundancy payment?
Do you have a redundancy plan in place?
Which role/s and why?
Does the cost benefit make sense for the health of the business? (i.e. is this really necessary?)
Have you considered the impact on the remainder of the team?
Has a skills matrix been completed for all relevant people?
Are there any other roles that employees can be offered?
Is it just one person from the team or more?
Are you able to call for volunteers?
Does the employee/s need to work the notice period?
Will more than 15 people be made redundant?

2. What are the key legal obligations for redundancy?

Before initiating any redundancy, employers should familiarise themselves with the Fair Work Act and the relevant modern awards/enterprise agreements. The main legal requirements are detailed below.

Genuine redundancy: The role must genuinely no longer be required.
Consultation: Employers must consult with affected staff, especially if covered by an award or agreement, as a redundancy will trigger the major change clause, which requires a formal meeting to consultant with workers. Please note that this may also include on-hired employees, depending on their employment arrangements. In this scenario, you will need to consult with the provider of on-hired employees, who is responsible for managing the redundancy process.
Formal notification: If more than 15 people are made redundant, employers have an obligation to provide written notice to Services Australia (formerly Centrelink). Services Australia also provides guidance to employees being made redundant.
Notice periods: Employees must be given adequate notice of termination or pay in lieu of notice. An employer must provide an employee with written notice of the day of termination when ending their employment, although some exceptions apply.
Redundancy payment: Eligible employees are entitled to severance pay based on their length of service, with 12 weeks for people who have been employed for more than 10 years. Small businesses are generally exempted from the requirement to make redundancy payments. However, in some awards there may still be a requirement to make a redundancy payment. These payments are a minimum – employers have the option to provide additional support to assist employees during their transition.

Please note that some organisations will have longer notice periods or higher redundancy payments in their employment contracts, depending on length of service. Failing to follow Fair Work or contractual obligations can result in underpayment or unfair dismissal claims and damage an organisation’s reputation.

3. What key steps should your redundancy process include?

Redundancy should never be rushed, and every step ideally will be managed from a place of empathy and support. A redundancy process that maps out all elements of messaging, consultation, support and payments prior to communicating with affected employees is best practice.

Develop a business case: A business case should be created with identified roles, rather than individuals. The rationale for redundancy, such as financial pressure, restructure or technological change, needs to be developed to ensure clear and consistent communication across the business.
Hold a consultation meeting: This should be a private meeting to explain the situation clearly. Avoid jargon and deliver the news with empathy. Consultation isn’t just a legal box to tick, it’s an opportunity to seek alternatives, such as redeployment, job sharing, reduced hours, or training for new roles. Encourage employees to share their views and suggestions, as they may change the business case. If redeployment is possible, offer support to help staff transition to new positions within the organisation.
Provide written documentation: This includes notice period, redundancy pay, and support options so the employee can be informed and seek advice. It is best to have this at hand if alternative options cannot be found. Be prepared to answer questions and allow time for employees to process the information.
Hold an outcome meeting: Inform the employee of the reason why your organisation can or cannot accept any alternatives discussed in the consultation meeting, ensuring the outcome is clear. Support services may also need to be discussed further in this meeting, along with the employee’s preferences for saying goodbye.
Provide support services: Redundancy can be emotionally and financially stressful. Offer access to Employee Assistance Programs (EAP), counselling, and outplacement services that may include retraining options to help employees secure new work. Many people may not have had to liaise with Centrelink before, so it is also useful to provide information about how this works.
Handle final payments correctly: Ensure all final pay entitlements are calculated correctly, including accrued annual leave, long service leave, notice pay, and redundancy pay. Clearly communicate when and how these payments will be made. Mistakes in final pay can cause unnecessary distress and legal problems.
Communicate with and support remaining employees: Redundancy affects the morale of all staff. Communicate openly with remaining employees about the changes and future direction. Acknowledge the impact, answer questions, and reinforce organisational values. Engage employees in reorganising team workflows and consider planning other activities that will help to boost morale and teamwork.

If you need assistance in designing and managing redundancies, contact our workplace relations experts today.

Are the days of linear salary progression over?

Tue, 30 Sep 2025 07:59:16 GMT

When Gen X entered the workforce, the silent generation were retiring. It appeared as if they had steadily worked their way up to management positions, slowly progressing in salary and leaving on a high.

This was most likely a naïve assumption, particularly as “the recession we had to have” interrupted many careers. Yet, it remains a prevailing belief that endures with hiring managers today, despite changing attitudes and expectations of work, a shift in gender roles, and increasing market disruptions.

Key points:

Changes in attitudes and expectations of work mean that candidates may choose roles that earn less for other perceived benefits.
Candidates are increasingly scaling up and down in their careers to accommodate different life stages.
Career transitions and market disruptions have increased, with the pandemic and AI two recent examples, which have an impact on salary.
Hiring managers need to understand why a candidate is interested in the role to minimise unconscious bias relating to salary.

While salaries most commonly increase throughout an individual’s career (outside of inflationary adjustments), increasingly, employees are not experiencing a straight upward trajectory. Fluctuations in salary have become more common over the last decade, according to Seek . In fact, salary growth tends to plateau for most professionals in their late 40s or early 50s. At this stage, individuals often reach senior positions where salary increases are less frequent and more dependent on changes in role, responsibilities, or company performance rather than years of experience.

After thirty years in recruitment, Wayne Eaton has witnessed first-hand non-linear salary progression. “There are so many factors that influence candidate career choices, whether it be career transition, casual vs permanent jobs, work/life balance, training and development, issues with a manager or market shifts,” says Wayne. Some are a conscious choice, and others are driven by market changes, with the pandemic and AI two recent examples. “Yet, many hiring managers continue to reject candidates because they think they are overqualified or have earned a higher salary previously, even when candidates express different priorities or are simply trying to get back into the workforce.”

This unconscious bias may, in fact, result in missing out on top talent that can help your organisation reach its goals. We discuss key reasons salary trajectories are non-linear and why the lower salary on offer shouldn’t automatically exclude a candidate from the job.

Change in attitudes and expectations of work

While every generation changes the workforce in different ways, Millennials and Gen Z’s have influenced how most employees view work, with a little assistance from a global pandemic! In Australia, this has resulted in legislation such as the Right to Disconnect , greater expectations for flexible work and good working conditions, and many employees opting to polywork .

At the core of these changes is a preference for greater autonomy and improved work/life balance. And it has changed across many industries and professions, but not all. Many Gen Xers would say they work fewer hours and have more flexibility now than twenty years ago, although this is not everyone’s journey. Some engineers, for example, trying to complete projects with fewer resources than ever, may in fact have the opposite outcome. Likewise, teachers will argue that their workload has increased significantly in the last decade.

So, how does this change in attitudes and expectations impact productivity and salary? Those continuing to work long hours expect higher compensation for their efforts and interruptions to their personal life. Where this is not achieved, quiet quitting and decreased productivity have become more prevalent. However, it is the number of people opting to take a step back to achieve greater balance that is most notable.

There are also emerging societal trends impacting wages. Firstly, more people are avoiding leadership roles because they don’t want the perceived stress that goes with them. A recent Deloitte Gen Z and Millennial Survey found that while these generations prioritise career progression, many are not motivated by reaching leadership positions. They’re focused on work/life balance, learning and development. The survey indicates that finding meaningful work and well-being is as important as financial compensation. As a result, career moves involving opportunities to learn or work for a purpose-driven organisation may be acceptable at a lower salary. However, money, meaning, and well-being are tightly interconnected, and a lack of financial stability can shift these priorities.

The second trend is people scaling up or down in their careers as life circumstances change.

Adjusting to different life phases

According to Wayne Eaton, it is increasingly recognised that people will change jobs and careers in response to different life stages. There are many reasons why a person may take a step back in work hours and/or responsibilities, which impact salary, such as:

Caring for children, grandchildren or elderly parents
Wanting to work interstate or abroad
Transition to retirement (more flexibility and/or less responsibility)
Specific or ongoing health issue/s
Grieving a loved one
Recovering from burnout following intensive work conditions
Working on a passion project as a side gig
Reduced financial pressure (i.e. kids no longer in private school or mortgage paid off)

Caring responsibilities have traditionally been divided along gender lines, with women (mothers, daughters or daughters-in-law) undertaking most of the work. However, this has shifted significantly from Gen X onwards.

It's now common for professional parents to alternate with their partners on taking jobs with greater responsibilities, enabling one parent to manage more of the family duties at a given time. This allows both to progress their careers over time, rather than one parent at the expense of the other. The reason why an individual is interested in the position does matter, and giving someone the benefit of the doubt in these scenarios can allow them to add value and progress in the future when they may be able to do so.

Another example of this is experienced professionals scaling back in the last decade of their career, to allow for a healthier lifestyle, to travel or spend quality time with family and friends. These professionals can add significant value to an organisation as mentors and technical experts, without necessarily driving operations.

Reflection is a valued leadership skill, which is perhaps why many professionals are prepared to make the call to step back at different stages in their careers.

Career transitions and industry disruptions

There has been much discussion about how many career changes people may have in their lifetime, yet salary fluctuation is not necessarily included in this narrative. Research suggests that most people will change careers at least once, with the average person currently working expected to have between three and seven careers. This number may increase for upcoming generations of workers, which will again impact linear salary progression.

Unfortunately, career transitions are not always by choice. This century, Australia has seen a significant decline in the manufacturing industry, impacting professionals across many industries. “As a recruitment organisation specialising in engineering, scientific and technical recruitment, the offshoring of manufacturing most notably affected engineers in automotive and scientists in pharmaceuticals,” says Wayne. Many professionals in these areas were either forced to reskill or transition, and some who retained their roles experienced salary stagnation. However, these industries also lost great talent to other sectors and competitors abroad.

Artificial intelligence is predicted to be a significant disruptor in the coming years, which will mean career pivots for many. According to Forbes , a McKinsey report projects that by 2030, 30% of current U.S. jobs could be automated , with 60% significantly altered by AI tools. Goldman Sachs predicts that up to 50% of jobs could be fully automated by 2045, driven by the advancement of generative AI and robotics. Continuous learning will be essential for employees, which may lead to the need to change jobs to acquire essential skills.

The workforce has changed significantly, reshaping how careers and salary expectations have evolved. Hiring managers who focus on a candidate’s current motivation, skill sets, and future potential, rather than past salaries or job titles, will likely benefit in making more strategic hiring decisions. Managers who embrace flexibility, challenge unconscious bias, look for impact, and understand employe values and alignment, will be more likely to make successful hiring decisions.

If you’re looking for work or people with specialist skills, get in touch for a confidential discussion today.

Three compliance considerations when engaging staff

Tue, 26 Aug 2025 05:50:33 GMT

Hiring new employees can be complex in Australia, whether you’re a small, medium or large organisation. Even for companies that have spent a lot of time getting it right, there have been so many changes that it’s important to continue to review your documentation and processes. But where do you start?

Alan Doyle, Workplace Relations Specialist, discusses three common areas where mistakes are made and provides tips for employers.

Key points:

Given recent legislative changes, it is important to review specific elements of your employment contracts to ensure compliance
Complying with industrial instruments starts with determining correctly the relevant modern award, which impacts many aspects of engagement
There are obligations under the new definition of casual employment, which impacts on small business from 26 August 2025

Employers have an obligation to comply with commercial, employment and safety legislation when engaging employees. For small business, this can feel overwhelming and confusing at times, while larger organisations may make assumptions that the correct processes, checks and balances are in place, when in reality not all areas of their business comply.

“In my experience, companies of all sizes make unintentional mistakes,” says Alan. “Engaging employees correctly assists in avoiding compliance-related legal actions resulting in a range of claims, including underpayment or unfair dismissal. More importantly, compliance can protect organisations from more wide-ranging impacts, such as low morale, reduced productivity and reputational damage.”

Common mistakes typically involve misunderstanding employment contracts, failing to comply with industrial instruments, and mismanaging casual employment conversion.

1. Understanding Employment Contracts

The contract of employment sets the tone for an employee’s ongoing engagement. It should define key requirements from the National Employment Standards (NES), Fair Work Act and the Industrial Instrument, more commonly known as the “Award” that applies to the work being performed. Correctly determining the Award is essential (see below) as it underpins the contract terms and conditions.

Minimum entitlements available to workers should be included, plus additional entitlements the company provides. These minimum entitlements include:

Annual and personal leave
Long-service leave (conditions are State-based in Australia)
Compassionate leave
Family and domestic violence leave
Notice of termination by the employer (NB: employees are governed by the Award)
Redundancy – this may be industry-based, depending on the applicable Award
Fair Work Information Statement – while this is not part of the contract, it should be sent with the contract. Please note, you will need to provide the statement relevant to the engagement type (i.e. full-time, part-time, casual).

Contracts should also reference the Award, classification, pay rate and engagement type, as well as company property (e.g. cars, phones, laptops). It is also important to reference policies employees are contractually bound to follow such as an Employee Handbook, Code of Conduct, Safety Policy etc.

Given recent legislative changes, when reviewing contracts, check:

For updated Superannuation clauses
The Award classification is still relevant
You have a written agreement on hours of work with part-time employees
You don’t have firm and advanced commitment for casual work, such as set hours in the contract
You have specified appropriate contact outside of hours for specific employees, generally highly paid employees or leaders, or industry specific scenarios for employees on-call

With the Fair Work Legislation Amendment (Closing Loopholes No. 2) Act 2024 still recent, it’s essential to ensure you have covered all necessary requirements in your contract documentation.

2. Compliance with the industrial instruments

A modern award is a document that sets out the minimum terms and conditions of employment on top of the National Employment Standards (NES). While the NES grant all employees basic rights, the Award details pay rates, conditions and additional entitlements, such as a minimum shift length, meal allowances, travel allowances or when overtime applies.

Understanding which industrial instruments apply and your obligations in relation to these instruments is critical to correct engagement of employees. This applies to all staff, from casuals through to permanent full-time employees.

“When selecting the Award, there is a hierarchy of applicable Awards, starting with industry, then occupation, followed by the miscellaneous Award. If there is no applicable coverage, the employee is most likely award free,” says Alan. Those who are award-free are generally highly paid, or fall under specialised employment, such as Accountants and Leaders.

3. Casual Employment and Conversion

Casual employment plays a significant role in many industries and organisations, and for many, this is often their first experience in the workforce. The new definition of casuals under the Fair Work Legislation Amendment ( Closing Loopholes No. 2 ) Act 2024 has increased obligations for employers.

The definition includes a general rule that an employee is a casual only if: there is no firm advance commitment to continuing and indefinite work, and they are entitled to a casual loading or a specific rate of pay for casuals under a Fair Work instrument or their employment contract An exception to this general rule applies to some academic and teaching staff at higher education institutions engaged on fixed term contracts.

It is essential to note that from 26 August 2025, all casuals working for a small business will fall into this new definition . A small business is defined as one with fewer than 15 employees across all related entities. There is also the removal of red tape, as some requirements for a conversion are moved onto the employee.

Employers will no longer need to tie up resources in sending casual employees an offer to convert. The new system and definition allow the employee to request conversion. Please note that employers have a 21-day response requirement, so it is essential to log and effectively manage requests. Small businesses will need to send the Casual Employment Information Statement after 12 months only, unless they grow beyond the definition of a small business.

However, companies with 15 or more employees are required to file the Casual Employment Information Statement at six months, 12 months and then every 12 months thereafter. Please note, for employees on Fixed Term contracts, you will need to provide the Fixed Term Contract Information Statement at the commencement of the contract.

One positive change is that employees who start as a casual, will stay casual until their employment status changes. It is essential that business not only understand casual employment and conversion, but that they have robust systems in place to monitor and manage it.

Whether you need advice at the end of the phone, your current systems reviewed or help managing a claim, Bayside Group can assist you

Are Australian businesses employing fewer casuals?

Tue, 29 Jul 2025 05:51:32 GMT

Despite market uncertainty, Australian businesses are employing less casuals. An Australian Industry Group (AiG) Fact Sheet shows the rate of casual employment is 21.3%, significantly below the long-term range of 23.5% to 25.5%.

This is due to several factors, including the Closing Loopholes (No.2) Act 2024, which redefined casual employment. With the Fair Work Commission now looking to review part-time provisions, we examine available options for employers.

Key points:

The statistics show a steady decline in casual employment post-pandemic, most notably since May 24.
Casual employment for professionals is valuable because it provides essential support to permanent teams during peak periods, helping to manage workloads effectively while also creating pathways for emerging talent to build their experience.
Many professionals are keen to take on contingent work to improve skills and re-enter the workforce. For employers this presents an excellent opportunity to access highly skilled and experienced professionals who can deliver immediate value and support business needs.
We examine the purpose and conditions of three options to engage contingent workers that comply with legislation.

A recent AiG Fact Sheet to May 2025 acknowledges that casual employment is most common in five industries: accommodation and food, retail trade, arts and recreation, administrative and support and agriculture. While industrial sectors like construction, manufacturing, mining, wholesale trade and utilities have below-average rates of casualisation. The Fact Sheet doesn’t break down which areas are most impacted, yet it provides a clear picture of a steady decline (see the rate of casual employment in Australia graph below).

“We have seen this decline in casual employment play out across three of our five recruitment specialisations, affecting engineering, scientific and technical professionals,” says Wayne Eaton, General Manager. “Education has been the least impacted, particularly from a teaching standpoint.”

There are several key factors to this decline, including reduced business confidence and the Closing Loopholes (No.2) Act 2024, which changed the definition of casuals . Interestingly, the first is often a key reason an organisation may choose to engage casuals over permanent employees. The second factor is a risk aversion tactic, which has been employed because organisations are nervous about complying with the complex legislation.

The Fair Work Commission has recently initiated a new case that will include a review of part-time provisions in certain Modern Awards (AM2025/17). It is looking into several changes to part-time employees, with some of the proposed changes including:

How agreed hours of employment are established and how an agreement to change them would apply
Minimum or maximum hours per day and/or weekly 
Additional hours and when overtime will apply

Depending on the changes, this may impact on the attractiveness of casual work. However, for those organisations replacing contingent workers with part-time employees, further restrictions, additional costs, and monitoring requirements may become a reality in the future. It is therefore important to understand why casual employment matters, how candidates feel about it, and how you can compliantly engage professionals.

Why does a reduction in casual employment matter?

In many instances, it doesn’t! The intention of changing the definition of casuals was to improve employment stability for Australians, and for many this has been successful.

However, in a volatile market there are unintended consequences when organisations are reluctant to engage contingent staff. Below is just a few.

Understaffing – this can occur due to uncertainty or company mandated headcounts, placing additional pressures on project delivery and therefore employees.
Less jobs – without the option to hire contingent professionals, many organisations decide to ‘make do’ with the resources they have, rather than employing additional staff
Employment pathways – contingent employment is often a pathway to a permanent job, as professionals have time to make themselves invaluable to the organisation
Traditional contractors – whether this be communications professionals, engineers, designers or others, many professionals opt for contract work to have more control over how and when they work, and to increase their pay rate for the actual hours they do work.

As such, a reduction in casual professionals can decrease morale and capability over time, while seeing professionals with a high level of expertise exit the employment market. As these professionals are not necessarily claiming benefits, this group does not appear in unemployment figures. These factors therefore have significant implications for employers and the future capability of the Australian workforce.

How do professional candidates feel about contingent work?

This will obviously differ based on the individual, their skill set and the market. However, right now many candidates are interested in longer term contingent opportunities.

“There are so many factors shifting in the market at the moment, resulting in more and more professionals finding themselves out of work,” says Wayne. “When talking to candidates, many are keen to take on a casual assignment or maximum-term contracts, which differs significantly to attitudes a year ago.” These contracts may range from 3 months to 2 years.

For candidates, contingent work provides flexibility, exposure to diverse projects, and an opportunity to expand their skills while maintaining career momentum. Many professionals take these roles to broaden their experience, strengthen their networks, and potentially gain access to organisations that may later offer permanent career paths.

For employers, this shift provides an excellent opportunity to secure high-calibre talent for project-based work or to meet short-term business needs, often bringing in expertise that may otherwise be hard to attract in a permanent capacity.

What are the options for engaging contingent professionals?

There are various options for casual employment, and it’s essential to understand the respective purpose, benefits and obligations of each on-hired employment option.

Casual Employees

When your business requires flexibility and temporary staffing solutions, casual employees offer both agility and cost-effectiveness. While notice periods may be as little as one hour depending on the circumstances and contractual requirements, 24 hours is recommended. These employees receive a 25% casual loading and understanding all elements of the relevant Award is critical when managing casual workers, especially what conditions deem them a permanent rather than casual employee. Casuals can be engaged directly by your organisation, or through a Labour Hire company on an on-hired arrangement. Please note the Labour Hire company must have a licence to operate in specific states.

On-hired Ongoing Permanent Employees (OPE)

This is an option for roles requiring consistency, reliability, and long-term investment in team members. On-hired OPE’s provide stability and potential for growth, without the headcount. Employees are entitled to appropriate notice periods and payouts for accrued annual leave and long service leave, with notice periods typically 1 – 5 weeks. Redundancy payments are determined by the length of continuous service and are aligned with the Fair Work Act, like permanent employment. Please note, not all labour hire/recruitment companies provide this option.

Maximum Term Employees (MTE)

This is a great option when you have a defined project timeline or need to cover a prolonged absence, as Maximum Term employees offer a structured and flexible staffing solution. An employee can be employed on a maximum-term basis for up to two successive contracts, or for a maximum period of two years. After this period, they must be converted to an OPE if continuing the same assignment. This model is like an OPE arrangement in terms of notice periods and entitlements, it simply has a pre-determined termination date.

Once you’ve determined the engagement model to best meet your business needs, you will need to:

Ensure contracts are drafted correctly to match requirements in the legislation
Review organisational policies to include any specific requirements or exclusions for these employees
Put systems in place to monitor employment durations, payments and Award conditions for compliance.

Bayside Group, in conjunction with our Workplace Relations team, has the expertise and systems in place to supply contingent professionals, whether you require a single specialist or a complete project team. We can navigate complex legislative requirements on your behalf, taking on the employment responsibility so you can focus on your core business. Learn more.

Common pitfalls of personal leave management

Tue, 22 Jul 2025 05:12:02 GMT

Winter generally results in higher rates of sick leave, so our Employment & Workplace Relations Adviser, Alan Doyle, highlights the common pitfalls and misconceptions relating to managing personal/carer’s leave in Australia.

Given this is the first winter since the Right to Disconnect was introduced, there is more to consider. We look at how employers can effectively manage sick leave to improve business performance, wellbeing and morale.

Key points:

Tips are provided to avoid misinterpretations of policies, but consistency in reinforcement is also advised.
Understanding how the right to disconnect intersects with personal leave is essential for supervisors and managers.
Careful handling of suspected employee misconduct relating to personal leave is essential.
Managing employees with long-term illness (non-Workcover) can be very complex and may require additional support.

Absenteeism rates are highest during winter, exceeding 8% according to AiG . In fact, data analysis shows that August takes the prize for the month with the most leave for illness and injury. This trend is primarily attributed to an increase in seasonal illnesses, such as colds and flu, which are more prevalent during colder months and often require longer recovery time.

Under Fair Work , full-time employees are entitled to 10 sick days per year for a personal illness or injury in Australia, with unused sick and carer’s leave carried over to the next year. Leave is pro-rata for part-time employees. Paid carer's leave enables employees to care for or support a member of their immediate family or household who are sick, injured, or have an unexpected emergency.

It seems straightforward right? Unfortunately, illness and leave can become a subject of contention, and when mismanaged can result in Fair Work complaints, particularly if an employee believes their employer's actions related to personal leave violate the National Employment Standards (NES) or other relevant workplace laws. Disputes may arise from issues such as unfair dismissal due to illness, unreasonable requests for medical certificates, or the accumulation or accrual of sick leave. Mismanagement of personal leave can lead to employee dissatisfaction that impacts on productivity and morale.

We look at the common pitfalls and recommendations for how they might be managed better.

1. Misinterpretation and reinforcement of the leave policy

A leave policy should clearly outline requirements and expectations on all parties. This may seem obvious, but there are a few common mistakes made when developing leave policies:

Vague guidelines with wording like ‘at the discretion of the manager’
Placing information about medical certificate requirements in a different section of the policy to personal leave entitlements
Not detailing requirements for claiming sick leave when on annual leave
Not accepting online medical certificates from legitimate medical providers

While these may not seem like mistakes, they may create ambiguity which can lead to issues. This is further complicated when managers all ‘use their discretion’ and don’t reinforce expectations regarding medical certificates. When the policy isn’t enforced consistently, it can result in claims of adverse action and discrimination.

Many Australians, including some in leadership roles, don’t realise employees can technically take sick leave while on annual leave if they provide a certificate. Being clear in the policy about what is required to claim sick leave in this scenario can assist leaders to manage the process. For example, requiring a medical certificate for all sick days and notifying the supervisor of the illness while on annual leave, may be a requirement.

Many older policies still have a requirement that online medical certificate won’t be accepted. However, the health system in Australia has changed significantly this decade with online appointments increasing substantially, which means this may be considered unreasonable by Fair Work. An online certificate is still considered reasonable evidence if provided by a registered health practitioner. Policies can dictate that these are acceptable for a single day, but for two or more days you need to physically visit the doctor. Please note that even this can be challenged, as there is no clear case law. According to the Act, an employee is required when requested to provided evidence that would satisfies a reasonable person. As such, your policy should clearly outline specific requirements.

2. Respecting the right to disconnect

The very nature of personal leave means it is often taken without time for a handover. However, the right to disconnect is still relevant when an employee is on sick leave.

Employers should not expect an employee on sick leave to be constantly monitoring work-related communications. In a recent case , a tribunal member criticised an employer for excessive contact with an employee on sick leave, highlighting the importance of the right to disconnect. The case involved an employer making multiple calls and emails to an employee on sick leave, which was deemed unreasonable and contributed to the employee's inability to work.

An employer contacting an employee on sick leave to check on their condition might be reasonable, but excessive or harassing contact is not. If you do need the answer to a question or require a password for example, it is recommended the language you use ensures this is a request only, providing an out if they are not well to perform your request, and that your tone is apologetic. The nature of the contact and the employee's role are important factors in determining whether a refusal to respond is reasonable.

Establishing systems for file sharing, regular updates and access to systems where relevant, will help leaders to respect an employee’s right to disconnect on personal leave. It is worth noting that an employer does have the right to request a medical certificate while an employee is on personal leave.

3. Handling suspected employee misconduct

If an employer suspects an employee is claiming personal leave provisions under false pretences, this can be complex to manage. When choosing how to respond, it is worth considering the employee’s overall performance and general reliability.

Your options are as follows:

Gather evidence. Do you have sufficient evidence to prove misconduct?
Verify the medical certificate’s authenticity . Contact the issuing clinic and ask for confirmation that the certificate was issued to the employee on the specified date and that the doctor's details are accurate.
Ask for a statutory declaration. This is a legally binding document that can be used in lieu of a medical certificate. If you are not satisfied with the medical certificate or have other concerns, you can request a statutory declaration from the employee.
Request an independent medical examination (IME). In cases of ongoing issues or when concerns persist, you may consider requesting an IME to assess the employee's fitness for work. This can provide clarity on the employee's ability to perform their duties, any necessary adjustments, and a potential return-to-work plan.

An IME can potentially break down trust with the employee in the working relationship, so it’s important to understand what you wish to achieve with this action, or it may start a different conversation about the suitability of the role and how it could be adjusted.

If you have evidence that an employee has misused personal leave, disciplinary action may be taken, which can include termination of employment in serious cases. However, you will need to make sure you have a fair and reasonable basis for any action and ensure proper procedures are followed, ensuring you have a documented process to minimise risk.

4. Managing employees with long-term illness (non-Workcover)

Managing leave relating to long-term illness is a more complex situation that needs to be treated on a case-by-case basis. It can be difficult to balance an employee’s welfare (and potentially their financial requirements), with their treatment plan and the needs of the business. Often employers are empathetic at the beginning but get frustrated over time, which can lead to negative outcomes.

In Australia, an employer generally needs to hold an employee's role open for a temporary absence due to illness or injury for a period of three months, either consecutively or cumulatively within a 12-month period. After this period, if the employee is still unable to return to work, the employer may consider termination, but only after exploring reasonable adjustments and following a fair process. Please note this will not include an employee on a Workcover claim, as the protections offered by that legislation may differ from the Fair Work Act.

Below are a few tips for managing long-term illness:

Lead with compassion . It will be a difficult for the employee, and making this a core philosophy of every interaction and decision will build trust.
Open communication and support. Initiate conversations, listen and acknowledge the challenges they face without making judgements or assumptions, focus on solutions, and maintain confidentiality.
Flexible work arrangements and team collaboration. Explore options, adjust workload and document information so other employees can pick up work if the employee is too unwell to complete it. If possible, multi-skill the team so workloads can be redistributed when required.
Request options from treating practitioners. This may provide further guidance as to the most suitable responsibilities based on the illness. Again, requesting options from treating practitioners may be separate from a Workcover claim, which is guided by different legislation depending on the state.
Set clear expectations and boundaries. If expectations and boundaries are set and agreed upon, then this also provides a trigger for reassessment if the situation stops working for one or both parties.

These situations can be difficult for everyone involved, and managers should have access to training and professional advice.

As detailed, there are some common pitfalls with personal leave, that can become more complex in specific scenarios. Our Workplace Relations team is available to provide advice to employers. Contact Alan Doyle for a confidential enquiry today on 03 9864 6000.

5 considerations to attract and engage top talent

Mon, 30 Jun 2025 01:00:31 GMT

With economic uncertainty prevalent over the last five years, the candidate job market has had so many swings and roundabouts, it may have left you with whiplash.

By understanding the candidate’s perspective and implementing effective attraction and engagement strategies, you can build a reputation as an employer of choice, attracting and keeping the best people for your organisation’s continued growth and success. We discuss five considerations to attract and engage top talent.

Key points:

The candidate’s experience should be a priority
Regularly reviewing recruitment processes with training support is essential
Understanding and responding to market and salary expectations is necessary
A range of tools are linked in this article to assist you

No matter how your organisation is defined, attracting and engaging top talent is most likely critical. For many organisations, discussions relating to attracting the right people will occur regularly, whether you’re patting yourself on the back for recruiting a high performer or lamenting organisational capability. So why does it feel so challenging?

The last five years have proven unpredictable. While there have been consistent pockets of skill shortages in trades, education, health and care services to name a few, availability of other disciplines and work types have fluctuated. Yet, many online forums show that the experiences of job seekers come from a different perspective – they feel constantly targeted by recruiters or face endless rejection. It is important to understand the experiences of job seekers when attempting to attract and engage talent.

As a specialist recruiter with a focus on engineering, technical, scientific, education and administration, we asked Bayside Group consultants for insights into the key actions to engage top talent, emphasising candidate feedback.

Below are five key considerations to guide your talent management journey.

1. Develop a compelling employer brand

Your employer brand shapes how potential and current employees perceive your business. For some organisations this is simple, while others struggle to articulate it. Remember, it needs to align with your brand but focus on the employee experience first and foremost. When recruiting, your employer value proposition will need to be succinct to fit within job summaries and advertisements.

Here are a few tips:

Share what makes your company unique . Focus on why employees should care, using authentic stories. This may be linked to your purpose (NGOs or environmental companies in particular do this well), how employees are able to contribute (whether this is through exposure to projects, innovation, continuous improvement or autonomy) and/or why employees like working there (what is it about their experience that will resonate with potential employees?).
Highlight growth opportunities. Potential employees want to see a future with you—promote career paths and development options, even in circumstances where this may not be a forever job. For example, Bayside Group’s two General Managers started with the company in their first recruitment role, but we have also developed a generation of recruiters who have had fantastic careers in HR, HSE, Account and Project Management and Senior Leadership.
Be consistent. Keep your messaging uniform across all channels—website, social media, and job postings. More importantly, check in with employees to ensure that this is in fact their experience, and look for ways to continuously improve.

A valuable resource to kickstart your employer branding is the Employer Branding Hub by Indeed.

2. Reach passive and active candidates

The best talent may not be actively seeking a new job. And even if they are actively looking for a change, candidates who don’t know who you are or connect immediately with your employer brand may not read the job advertisement.

It is therefore crucial to widen your reach:

Utilise relevant digital platforms effectively. Posting jobs on mainstream sites (e.g., Seek, LinkedIn) is essential, but depending on your organisation, niche boards specific to your industry or geographical location can also be helpful. To be effective, you need to understand your audience and the benefits you offer that might appeal to them.
Engage your network. Whether employee referrals, meeting people at industry events or speaking to former colleagues, you will need to utilise your network to uncover the best talent.
Use a specialist recruiter. If you’re under resourced or require specialist skills, the best way to secure top talent is through a recruitment partner. Recruiters speak to candidates every day and have access to databases and search tools that many businesses do not. A recruiter also provides an independent voice to the candidate, to talk through any concerns they may have about your organisation and how it aligns with their career goals.

Seek’s Laws of Attraction can help you achieve better responses to your advertisements.

3. Prioritise the candidate experience

A positive recruitment experience leaves a lasting impression—whether a candidate gets the job or not. This also improves the acceptance rate on job offers.

Consider the following:

Communicate promptly and transparently . Keep candidates informed at every stage and explain why you are asking them to undertake the specific steps required.
Streamline your hiring process . Avoid unnecessary delays or hoops and be respectful of the candidates’ time. Establishing a clear decision-making process and avoiding delays will ensure you don’t miss out on quality candidates.
Offer constructive feedback . When possible, provide valuable feedback to unsuccessful applicants. However, those providing feedback should be trained to do so, keeping in mind the goal is to be constructive.

Bayside Group’s Employer Interview Guide provides detailed advice on interviews, along with the broader recruitment process, to help you improve the candidate experience.

4. Offer competitive compensation

While purpose and culture matters, compensation remains a key factor for most candidates. In this economic environment with many companies struggling, this advice may make employers feel helpless. However, the cost-of-living increases are real for candidates and employees.

Benchmark salaries . Firstly, it’s essential to understand how you compare with the market. You may be surprised to learn your salary structures fit within the market average or above. However, if they don’t and you are finding it hard to attract and retain staff, you may need a different approach.
Think beyond salary . Benefits such as health care, paid leave, wellness programs, flexible work and professional development can make a big difference. However, these can also prove expensive as they are often applied universally.
Consider performance-based rewards . For many companies, performance-based salary structures work more effectively to secure high performance and manage budgets. In the right circumstances, this can positively impact on employee motivation and organisational success.

Seek’s Explore Salaries function can be useful to at least set expectations, or see what candidates are looking up. Seek itself is also a good way to look at salary offerings for similar jobs you are competing against right now. Bayside Group can assist with talent mapping services to help you understand availability and salary expectations.

5. Support ongoing development and career growth

Top talent wants to learn and advance. Yet for most, how and what they learn should align with individual preferences and needs. Demonstrating your commitment to their growth can prove to be a strong return on investment.

Provide learning opportunities . Use independent development plans to provide relevant opportunities to learn. This may include on-the-job training, exposure to different teams or functions within the organisation and online learning as well as specific workshops and courses.
· Map out career paths . Help employees see their future within your organisation. Understanding where they are now, where they might want to go, and what they need to do to achieve their goals is essential to their development and growth.
Encourage internal mobility . Promote from within when possible and support lateral moves to broaden skill sets.

Most organisations have tools in place for training and development; they’re just not used effectively. If you’re organisation doesn’t have what you need, there are many resources available online. If you don’t have a plan template, the Victorian Government provides free basic professional development plan templates and other performance related templates here .

Attracting and engaging the best people is about building trust, nurturing growth, and creating a place people want to be part of. If you’re looking for talent or want to understand the current market more, contact us today .

SME Spotlight: Employment Challenges and Contribution to the SDGs

Fri, 27 Jun 2025 00:30:30 GMT

On the International Day for MSMEs, we discuss the contributions and challenges of Micro, Small and Medium enterprises in Australia, and look at how SMEs contribute to the Sustainable Development Goals (SDGs).

Globally, these organisations account for 90% of businesses, more than 70% of employment, and 50% of GDP. In Australia, 67% of workers are employed by small (0-19 employees) or medium (20 – 199 employees) businesses .

Key Points:

SMEs face greater challenges attracting and retaining top talent than their larger counterparts
Without internal resources, many SMEs have failed to keep up to date with rapidly changing and complex employment legislation
In Australia, any organisation with government contracts has had to change their approach to Environmental, Social, and Governance issues across their supply chain, increasing the necessity for businesses to make changes.
MSMEs contribute significantly to the SDGs, which is why it is important for individuals to support them and larger organisations to work with them

Not only do MSMEs remain at the core of the economy, but they also contribute significantly to the UN’s Sustainable Development Goals (SDGs), providing employment opportunities and income streams for many families.

The Bayside Group is soon to be celebrating our 50 ^th anniversary as an Australian owned and operated SME. With the complexity of Australian legislation, in particularly employment related laws and challenges, we are passionate about supporting start-ups and SMEs to implement ethical and compliant employment practices that help to achieve their goals.

We therefore wanted to look at key employment issues facing SMEs and how they contribute to the SDGs, and their role in assisting larger organisations do the same!

Key employment challenges facing SMEs

1. Attracting and retaining top talent

Competing with larger organisations for talent can be challenging for SMEs, who often face lower vacancy fill rates than larger businesses. This gap widens when skill shortages are prevalent, which means attracting talent is not necessarily a problem SMEs can solve alone.

There are four significant barriers to attracting top talent for SMEs:

Limited employer brand visibility
Ability to reach active and passive candidates
Difficulty competing on salary
Perception of career progression and opportunities

Advice in the market will rightly encourage organisations to focus on building a compelling employer brand, offering flexible and unique benefits and providing personalised growth opportunities. However, these are generally long-term strategies towards attracting and retaining key talent. This can leave SMEs frustrated as to how to solve immediate challenges.

In the short-term, a recruitment partner can provide advice on salary structures focused on performance to improve the competitiveness of offers, help SMEs to reach more candidates and independently present the employee value proposition. There are many benefits to working for an SME that include autonomy, greater exposure to a broad range of experiences, and the ability to make a significant contribution. An effective recruitment partner will work with candidates to compare these benefits with larger organisations, aligning expectations and skills.

By implementing long-term strategies and utilising key supports, SMEs can enhance their ability to attract and retain top talent in a competitive market.

2. Navigating employment legislation

All Australian organisations are expected to comply with employment legislation – those businesses employing fewer than 15 individuals receive a few special considerations but still must adhere with most. This can be challenging given the complexity of these laws, even for companies who employ human resources professionals.

The most common areas where mistakes are made include:

Incorrect payment of wages (generally because Awards are incorrectly applied or misinterpreted)
A lack of/up-to-date employee policies and procedures
Performance management and dismissal
Managing inappropriate workplace behaviours
Incorrect engagement of casual and maximum-term employees

The Fair Work Act 2009 is the main legislation governing employment conditions in Australia, however since 2017 there have been 10 amendments to the Act (five in the last four years), which include changes to the definition of casuals and the implementation of Respect@Work in the Sex Discrimination Act and positive duty .

It is essential to recognise the challenges of keeping up with employment laws and identifying where training and support is required. The Australian Industry Group provides useful resources, however outsourcing functions such as training, payroll, development of policies and procedures and investigations are practical ways to mitigate risk.

Contribution to the Sustainable Development Goals

In Australia, the government has taken steps to address Environmental, Social, and Governance (ESG) issues through policies, regulations, and incentives, many of which tie in closely with the SDGs. This means any organisation supplying to or wanting to supply to the government has had to look at their policies and approach. As this impacts across the supply chain, the government’s approach has been adopted by many organisations.

The United Nations General Assembly adopted “Micro-, Small, and Medium-sized Enterprises Day” to raise awareness of the contributions of MSMEs to the achievement of the United Nations Sustainable Development Goals (SDGs) across all seventeen goals.

However, they have highlight Goal 8 , which focuses on promoting inclusive and sustainable economic growth, employment and decent work for all. MSMEs play a crucial role in increasing employment opportunities, especially for young people and women, reducing informal employment and labour market inequality (particularly in terms of the gender pay gap), promoting safe and secure working environments, and improving access to financial services to ensure sustained and inclusive economic growth. Women’s small business ownership has grown by 77.4% in Australia since 1991, although it still only equates to 35.4% of the total.

Another example of how MSMEs contribute is evidenced through the latest Indigenous Business Snapshot, which shows Indigenous businesses contribute more than $16 billion to the Australian economy, employing 116,795 people and paying $4.2 billion in wages.

The Australian Government’s Indigenous Procurement Policy (IPP) aims to increase economic participation of First Nations Australians by driving demand for their businesses and services through government procurement. Supply Nation’s list of verified indigenous businesses consists primarily of SMEs. For small, medium and large organisation’s alike, this provides an opportunity to support Aboriginal and Torres Strait Islander businesses and align with government procurement preferences at the same time.

The Australian Government's recent focus on mandatory sustainability reporting for businesses presents opportunities for SMEs. Larger organisations are working with SMEs to meet sustainable procurement goals by sourcing locally, which helps to reduce carbon footprints and promote economic growth and supporting their work addressing the SDGs.

SMEs in Australia are increasingly adopting ESG practices to operate sustainably and responsibly and grow their business. By integrating sustainability into their operations , SMEs can reduce costs, enhance regulatory compliance, and strengthen brand recognition.

If you’re an SME looking for support, contact Bayside Group today.

What we can learn from skills currently on the rise

Wed, 11 Jun 2025 23:16:02 GMT

The recent Skills on the Rise report by LinkedIn provides a snapshot of the employment market in Australia. With artificial intelligence (AI) as a catalyst, the report claims, 70% of the skills used in most jobs will change by 2030.

Furthermore, professionals entering the workforce today will most likely hold twice as many jobs over their careers, compared to those entering just 15 years ago. We look at the lessons we can take away from this, and the resulting key actions.

Key Points:

Prioritise recruiting people with AI knowledge, who can pivot with the market

Use workforce planning to reshape your future workforce

Investment in training and upskilling really isn’t optional

The Skills on the Rise report portrays a constantly shifting workforce where skill progression is critical. It isn’t just a future scenario; the skills required for many jobs are already shifting, even for employees staying in the same role. While many professionals are proactively adapting by upskilling and reskilling themselves, the report suggests that organisations may be struggling to keep up. Only 1 in 500 jobs are advertised with AI literacy in the selection criteria, yet this seems to be a critical skill gap for many organisations.

Companies need individuals with AI skills and agility who have the capability to advance their skills and move through different roles and stages. Yet many organisations and their employees struggle to balance skill development, not finding the time or the pathways to pivot towards future skills. The report suggests that this may not be a choice in the future. Many current skills will not be required in a few years in the quantities they are right now, or even at all.

Here are three lessons Australian organisations can learn from the Skills on the Rise report.

1. Recruit people with AI knowledge and agility

There is a gap in AI literacy within many organisations, which means it is essential to incorporate AI into job descriptions and interview questions. While mapping requirements for the role is ideal, if you don’t have the internal capability to do that, start recruiting people with knowledge.

Here are a few examples of questions you might ask:

What function does AI play in your current role, or your previous one?
How did AI help you to achieve a result, expand your possibilities, create new discoveries?
What have you discovered as you worked with AI?
How are you developing your AI skills, or plan to in this role?

When developing AI questions, consider them in terms of efficiency, creativity, and transforming current practices. Refer to Bayside Group's Employer Interview Guide for further information and question examples.

2. Use workforce planning to reshape your future workforce

Prioritising workforce planning is essential for organisations and HR. When undertaking strategic workforce planning, it is advised to incorporate headcount planning one year ahead, succession planning for up to two years, and planning for skills and capability building across two plus years. This provides some space for upskilling, but also time to identify and address organisational gaps through recruitment.

Understanding future skills and how they may apply to your organisation is a necessary step. The Skills on the Rise report suggests that the best way to understand AI’s influence is through the lens of skill development. And as the use of AI increases in the workplace, human skills matter more — curiosity, communication, creativity, compassion and courage — can help us better prompt, collaborate, and adapt to rapid change.

3. Invest in training and upskilling

There are varying stages to any organisation’s AI journey. Some are still figuring out where to begin, while others are starting to see early success. It's worth noting that just because an organisation hasn’t implemented AI tools, it doesn’t mean they are not being used. Many companies use AI via existing software or free tools, with mixed results.

However, it is those organisations strategically adopting AI that are reporting success. The LinkedIn report cites a recent survey of global businesses, stating that 51% of those already adopting GAI reported a revenue increase of 10% or more. Companies embracing AI are helping employees shift away from tedious and time-consuming tasks, allowing them to focus on more impactful work. This is perhaps the business case to invest in training and upskilling when budgets are tight.

While 70% of HR professionals say their organisation is prioritising upskilling initiatives in 2025 to help build skills from within in areas such as AI, soft skills and green skills (sustainability), these statistics were cited when the economic outlook was more positive. It is important to ask the question, what is the opportunity cost of not investing?

For assistance in recruiting top talent, contact Bayside Group today.

Asking effective interview questions

Wed, 28 May 2025 01:44:05 GMT

With so many articles written about interview questions, it’s not surprising people may think there is some secret ingredient they just don’t know yet.

Unfortunately, this is not the case as assessing a candidate's ability to perform can be a balancing act. The interviewer’s role is to try and make the candidate feel comfortable, while also gaining insight into who they are as an employee. They’re seeking to learn about the candidate's skills, experiences, personality and potential to determine if they are a good fit, all while the candidate is attempting to present their best self.

“While interview questions are important,” says Joe Galea, General Manager of Bayside Group & Acclaimed Workforce, “they’re one element of a more comprehensive process.” Our   Employer Interview Guide  for 2025 provides insights, tips and tools for conducting an effective interview.

In this article, we look at the types of questions recommended, why structure is important and additional tips for hiring managers.

Types of questions recommended

There are four styles of interview questions. Joe recommends using a combination of all of them to gain a more complete perception of the candidate.

“You have a very limited amount of time to understand a candidate’s current abilities, as well as their potential. It’s crucial to ask questions that specifically address candidate skills, behaviours, motivations and how they respond in specific situations.”

There are four key types of questions.

Skills- based questions : to identify whether they have the knowledge and capabilities to perform the role. e.g. Tell me about the skills and experience you think will help you succeed in the role.
Behavioural-based questions : to understand if they will fit with the organisation, manager and team. e.g. Can you recount a time when you didn’t deliver according to expectations. What did you learn?
Situational-based questions : to provide insight into how someone works. e.g. In your current role, is there a time you had to overcome a specific challenge? How did you overcome it?
Motivational-based questions : to learn what drives them to perform. e.g. How do you organise your day/week/month? or What aspects of your previous role did you enjoy the most?

According to Joe, it is best to start with skills and behavioural-based questions, as this is what candidates expect and often feel more comfortable discussing. Situational and motivational questions can be used towards the end of the interview, once you have gained an understanding of skills and experience. You can also direct specific questions to gain further insight into previous answers.

Why ask structured questions in an interview?

The simplest reason to pre-plan questions prior to interviewing, is that relying on gut instinct will not necessarily get you the best result. From a practical perspective, it also helps you to stick to a set timeframe.

A more complex answer incorporates human psychology and the trap of homogeneous hiring. Without structure, it is common for people to favour candidates they get along with, or who are more like them. Yet according to the Diversity Council Australia, businesses perform better when a diversity of talent is sourced, assessed, selected and appointed. Accepting we all have biases creates awareness, so you can put processes in place to minimise them. This is where structured questions come into play.

A maximum of 8 - 15 questions is recommended to ensure a well-rounded list, allowing time for follow up. Once you have put together a list of questions, ask yourself:

Can I ask this question ?
Is this question reasonable?

“Even after more years than I care to admit in recruitment,” Joe says, “I still pre-plan questions prior to interviewing. It helps me to understand the key selection criteria for the role and be clear on the requirements prior to the interview.”

Additional tips for hiring managers

Our specialist recruitment teams not only conduct interviews daily, but they also receive feedback from candidates in relation to client interview experiences. Here are four tips for hiring managers to consider:

Use the STAR approach in reverse . Candidates are often advised to use the STAR approach to respond to interview questions – Situation, Task, Action and Results, but not every candidate will answer using this technique. The interviewer can turn this around to ensure relevant information is gathered by asking follow-up questions related to STAR for clarity. E.g. What were the end results of this project? How did you determine success?
Clarify project/task responsibilities and outcomes in follow up questions. Ask how many people worked on a task or project and the specifics of the candidate’s contribution. Likewise, make sure any results have context - 10% of $1,000 is only $100 more, and sales of $500k are less impressive if they were $600k previously.
Make sure you ask at least one question about AI. For professional roles, AI is becoming a critical component to efficiency and effectiveness. Yet not everyone is keeping up. Ask what role AI played in your current/or previous role? Or how are you using or keeping up to date with AI for your role. We have included a range of questions in our Employer Interview Guide .
Ask this one final question. To help the candidate feel satisfied with the interview, it is always a good idea to finish with: Do you have anything else you would like to add in relation to your skills and experience?

To view a comprehensive list of questions, including an example list developed by a Senior Consultant with 30 years of experience, download our Employer Interview Guide 2025 .

Spotlight: Demand for Scientific Professionals

Thu, 22 May 2025 05:23:06 GMT

Demand for scientific and technology jobs in Australia has declined over the last twelve months by 13%, according to Seek job advertisement reporting. Many Australian organisations put plans on hold to digest significant changes to US trade, research and foreign policy, along with the outcome of the Federal election. With this in place, the decline is expected to stabilise.

In Victoria and New South Wales, which make up more than half of scientific employment opportunities in Australia, scientific job advertising dropped by 22% year on year to April 2025. The smallest hiring declines by job type were for laboratory and technical services, followed by quality assurance and control (-12%), while chemistry and physics showed the largest decline at 26%.

Interestingly, these trends have shifted over the last two months, with job types like materials sciences improving. Yet the food and biotechnology industries have faced consistent declines of over 20%, reflected in layoffs due to declining sales (as the cost-of-living increases) and funding respectively.

As data inherently reflects historical patterns and past trends, rather than future needs or projections, we thought it was timely to talk market trends with the Bayside Group Scientific Recruitment Team. Our Recruitment Consultants talk to scientific professionals and employers every day, so we asked them to share their experiences in terms of skills in demand, industries that are hiring, and job seeker trends.

Which skills are in demand?

Alen Skaro, National Manager, Scientific & Technical Recruitment at Bayside Group, says this can be challenging to quantify, because many senior scientific professionals are sought after for a combination of skills and often transition away from technical roles to project management and executive leadership.

In terms of specific scientific skill sets in demand, our scientific recruitment team is seeing varying levels of demand for:

Analytical Chemists
Laboratory Technicians 
Microbiologists
Quality Assurance & Quality Control
Regulatory Affairs and Compliance
Data Scientists
Clinical Trials and Clinical Research (Medical Devices)

However, this does not mean that employers are not looking for other scientific skill sets, according to Alen. “In our experience, there are always opportunities – it is simply about timing. We work with our clients to identify future skills employers may need, and match candidates through our extensive networks. We help employers conduct talent mapping to understand available skill sets to inform training and development.”

Which industries are hiring?

Demand in some of the larger industries in which scientific professionals are employed, such as food and beverage and pharmaceuticals, has declined significantly over the last 12 months. Yet, within these industries, some sub-sectors continue to hire.

The following industries/sectors are hiring right now:

Biotechnology 
Environmental Science and Renewables/Sustainability 
Health and Medical (including Medical Devices)
Life Sciences
Therapeutics & Cosmeceuticals

The fact that Biotechnology is employing again demonstrates how trends shift – it is common to see demand increase following a steady decline as organisations recalibrate.

“Demand varies from company to company,” Alen Skaro says. “We’re seeing smaller Australian businesses grow rapidly, as well as multi-national organisations investing in Australia to achieve specific outcomes. Despite market instability, many scientific employers remain optimistic about the future.”

Will the investment pipeline create scientific employment?

Various government investments underway at both a Federal and State level will support scientific employment and innovation in Australia.

One example is the "Future Made in Australia" plan to support manufacturing and the transition to net zero is a $22.7 billion investment over a decade, with $1.5 billion released in the 2024-25 financial year . Over $40b is committed to renewable energy and green hydrogen infrastructure in total. Furthermore, many employers have taken advantage of clean energy and energy efficiency grants for their business. Another example is a $1.5 fund for medical research, clinical trials and health innovation.

The 2025-26 Federal budget has allowances for the continued work of the Australian Nuclear Science and Technology Organisation (ANSTO) and CSIRO. The Victorian Government has also invested in the Biotech industry with the onset of Moderna, expansion of CSL and Pfizer (BionTech). Partnerships with universities also remain strong. For example, Moderna is working with Monash University in Clayton and BionTech with Latrobe University in Bundoora, creating opportunities for graduates.

These initiatives aim to have a positive impact on scientific employment and is reflected in current demand for specific skills.

Are scientific professionals moving or staying put?

Job security is often key in a more volatile market although it might be too early for employees to consider the current situation volatile. In fact, job security isn’t the most important driver of attraction according to Seek research. Additional leave, strong base salaries and the ability to work autonomously are the key drivers for scientific professionals, suggesting that cost of living, work-life balance and meaningful work are priorities. This is something for scientific employers and their leaders to take into consideration.

The Bayside Group Scientific Recruitment team have found drivers of attraction to be broader as detailed below, recommending understanding individual needs is essential.

Why scientific professionals move:

Lack of career progression
Better salary or benefits
Better org-culture
More meaningful work 
Flexible working arrangements
Contingent seeking a permanent role

Why scientific professionals stay:

Well paid
Strong team/workplace culture
Flexible work arrangements
Opportunities to develop and diversify
Counter offers
Uncertain market conditions

The cost of living has risen substantially in recent years, with salary therefore becoming a more prominent factor. Career progression subsequently becomes critical for many as a pathway to improved living conditions, in addition to personal growth. While national advertised salaries have increased 3.7% year on year, they have only increased by 0.8% in the last quarter according to Seek.

“We are finding there is consistent interest when we contact scientific professionals to learn more about potential roles,” says Alen. “However, scientific professionals will generally only make the move if the opportunity is significantly greater, the salary is much higher, or an individual is unhappy with their current employer.”

Bayside Group can assist employers understand the individual drivers that attract top scientific talent . If you’re looking for a scientific job and would like to be considered for upcoming opportunities, submit your resume today.

Why leaders need to understand polyworking

Wed, 30 Apr 2025 02:04:46 GMT

Polyworking is defined as juggling multiple jobs, gigs, or projects and presents advantages and challenges for employees and their employers.

Australians are polyworking to diversify income streams, pursue their passions or as a necessary step to combat the rising cost of living. The Australian Bureau of Statistics (ABS) data shows that the multiple job-holding rate reached an all-time high at the end of 2024, hovering between 6.5 and 6.7 per cent. This figure is likely higher as it may not accurately capture income from business ownership or freelance work.

Despite its financial and development benefits, polyworking can create tensions between employers and employees about expectations, and raises important questions about burnout, job security and living wages.

We look at polyworking and the leadership strategies to effectively manage it.

What is polyworking and why is it appealing?

Working multiple jobs, whether in traditional employment, consulting or business ownership, the gig economy or a combination, is common. For many, the gig economy is propelling this increase, whether it be through Uber or Airtasker, a sporting or creative pursuit, or social media.

In fact, a US poll last year found that 57% of Gen Zs would like to be a social-media influencer , and 53% describe it as a “reputable career choice”. This, along with the rising cost of living and a sluggish economic outlook, suggests that polyworking is here to stay, at least in the immediate future.

Polyworking or poly-employment offers a unique blend of variety and control over one's career, and may be appealing to employees for a number of reasons, including:

Income Supplement: to cover the cost of living or increase disposable income.
Flexibility: employees can design their schedules and work environments to suit their preferences and needs.
Income Diversification: by engaging in multiple roles, workers can mitigate the risk associated with relying on a single source of income.
Professional Growth and Career Transition: allows for the development of a broader skill set and exposure to diverse industries and challenges, which may be the first step towards a career change.

It encompasses unskilled, trades and professional labour. For many, polyworking provides the freedom to pursue varied interests and passions while securing multiple income sources. This flexibility can lead to a more fulfilling and balanced professional life, allowing individuals to adapt to changing economic conditions and personal circumstances.

Employers of polyworkers can also benefit from the skill diversification, networks and knowledge they may bring.

What are the downsides of polyworking?

Despite its advantages, polyworking is not without its downsides. The most significant concerns for employees include the potential for burnout and the lack of job security. Managing multiple commitments can become overwhelming, particularly when an employee is experiencing greater demands in two or more roles at once, leading to increased stress and reduced overall well-being.

For those working part-time in traditional employment and deriving income from passion projects or the gig economy on the side, a lack of focus may have a negative impact on career development, and therefore future income potential and superannuation contributions. However, it can have the opposite effect.

Leaders who manage a polyworking employee may find it challenging when an individual becomes distracted or when expectations related to effort and input differ.

What do leaders and HR professionals need to consider?

It seems that polyworking is here to stay, which means leaders and HR professionals will need to be aware of potential risks and how to overcome them. Considerations may include:

Engagement Models: the Closing Loopholes (No.2) Act 2024 changed the definition of casual employment in Australia . It is therefore critical to consider the engagement model organisations choose for contingent polyworkers, to ensure compliance.
Polyworkers have Rights: according to the Fair Work Ombudsman , an employer cannot take adverse action (e.g., dismissal, demotion) against an employee for exercising their right to privacy or not disclosing secondary employment.
Contracts and Policies: Furthermore, Australian employment law protects an employee’s right to carry on a business or engage in other work where there is not a conflict of interest, they are not using the employer’s property (physical or intellectual) to perform the work, and there are no implications for the employee’s or anyone else’s health and safety. Clarifying these conditions about your business in employment contracts and organisational policies and procedures will assist you in mitigating employment risk.
Performance Management: being clear about the goals and outputs of the role will ensure polyworkers understand what they need to deliver. More flexibility around the hours during which the work is conducted will help to reduce tensions for polyworkers.
Addressing Burnout: it is essential to recognise the risk of burnout and have systems in place to support polyworkers, whether this includes providing flexibility around work hours or EAP support. Creating an open dialogue about workload and expectations will be critical to success.
Career Development Opportunities: using individual development plans to provide a career path both within and outside the organisation can assist with retention. For those working multiple jobs to make ends meet, this may enable an employee to reduce their hours or quit their second job. Flexibility may be key for others who like the variety or are looking to transition into a different career long-term.
Leveraging Technology: project management and communication tools will help leaders enhance productivity, streamline operations and better collaborate and support polyworkers.

Polyworking represents a significant shift in how we approach careers and employment, which means leaders and organisations will be forced to adapt. However, polyworking employees will also be required to enhance their organisational and communication skills to be effective.

Whether you are looking for contingent work or need assistance with contingent workforce management, Bayside Group can assist.

Are organisations complying with their positive duty?

Mon, 28 Apr 2025 05:49:08 GMT

It’s 18 months since the legal obligation of positive duty was introduced into Australia’s Sex Discrimination Act 1984 (Cth) , yet many organisations are still grappling with their role.

As a key element of Australia’s Respect@Work framework, positive duty aims to reduce sexual harassment in the workplace. So why are many organisations experiencing an increase in reported incidents?

“When an organisation takes action to prevent sexual harassment, employees may feel more comfortable coming forward with their experiences,” says Cameron Cranstoun, Health Safety and Environment Manager at Bayside Group. “Reporting incidences of sexual harassment is essential to identify causes and implement corrective actions.”

An Australian Human Rights Commission report released just before the introduction of positive duty, found that over 40% of Australian women and 26% of Australian men had experienced workplace sexual harassment in just the previous five years.

For employers, sexual harassment can be a reputational and financial risk to workplaces. Yet while a proactive approach to safety management in relation to physical hazards is generally supported and driven by leaders, many are struggling to address psychosocial hazards such as sexual harassment.

What is the positive duty?

The positive duty requires organisations and businesses (employers) to take ‘reasonable and proportionate measures’ according to Fair Work to eliminate the following behaviour as far as possible:

discrimination on the grounds of sex in a work context
sexual harassment in connection with work sex-based harassment in connection with work, conduct creating a workplace environment that is hostile on the ground of sex related acts of victimisation

These behaviours can create significant harm to employees, teams and organisations. Yet historically, many instances of sexual harassment have gone unreported due to fear of retaliation or a lack of awareness about the appropriate reporting channels.

Why are some organisations lagging behind?

The most common reasons organisations may be reluctant to introduce new initiatives to address sexual harassment include:

Not knowing the next steps to take
Already have initiatives in place
Reputational concerns – what might be reported
Don’t have the capability to manage reports

While some organisations already had proactive strategies in place to reduce sexual harassment prior to the changes in legislation, further action was required by many to comply.

When it comes to physical injuries, it is common practice for organisations to encourage reporting all incidences minor or significant to aid in prevention. “Sexual harassment incidences should be approached similarly, as doing nothing will only exacerbate the problem over time,” Cameron says. “Incidences are often what you might expect, but not always - they can also be caused by over familiarity in the workplace and a lack of awareness about what constitutes sexual harassment.”

However, doing nothing is not a viable option. According to  Allianz Insurance , claims for workplace harassment and bullying increased by 61% between 2019 and 2023 as social norms shifted, with the majority of this increase occurring prior to legislative changes.

How should companies address their obligations?

There are many ways to implement a proactive approach to minimising sexual harassment in the workplace. A strategy at its core will need to focus on a few key areas:

1. Leadership Commitment:  Discrimination and gender inequality are the key drivers of workplace sexual harassment. Review your organisation’s gender diversity and look at strategies to reduce gender pay gaps . Organisational leaders trained on positive duty, sexual harassment and managing complaints will be equipped to respond more effectively.

2. Review Policies:  If your business didn’t make changes following the legislation announcement or conducted a rushed review of policies, it might be time to look closer at your policies and align them with your strategy.

3. Assess the Risks:  A psychosocial survey can help organisations identify areas for improvement by providing insights into employees' perceptions of the workplace environment, including issues related to harassment or discrimination.

4. Training is Key: Whether or not you have conducted training on Respect@Work legislation, introductory and ongoing training is important. Training equips employees with the skills to confidently report incidents and understand the legal and ethical framework around sexual harassment. Regular training sessions on sexual harassment, discrimination, and respectful workplace behaviour, targeting relevant issues tailored to different organisational roles, will help to affect behavioural change.

5. Establish Clear Reporting and Response Procedures:  Training must be accompanied by clear procedures in place for reporting and responding to complaints of harassment and discrimination. These procedures should ensure that complaints are handled promptly, confidentially, and fairly.

6. Monitor Compliance and Take Corrective Actions:  Monitoring compliance with the Respect@Work legislation is also essential. Regular reviews will help identify issues and gaps, whether it be updating policies, providing targeted training, or ensuring consistency in taking disciplinary action against individuals who violate the company's policies.

By taking these steps, companies can effectively address their positive duty under the Respect@Work legislation and create a safe, respectful, and inclusive workplace for all employees. This proactive approach not only helps to prevent unlawful conduct but also fosters a positive work environment where employees feel valued and supported.

For workforce management assistance, contact Bayside Group today.

Spotlight: Demand for Engineering and Technical Professionals

Mon, 14 Apr 2025 01:34:35 GMT

Amid shifting markets and conflicting headlines, many people have concerns about the state of engineering in Australia.

There is no question that current political, economic and technological uncertainty is impacting global markets and project pipelines. Yet with an upcoming Australian election and US tariff impacts still to play out, it may be a while before we have a clearer picture.

In this spotlight, we examine the latest job demand trends across the engineering and technical sectors and explore the key factors shaping the market as we move further into 2025.

Will demand for engineers shift in Australia?

Seek data for the twelve months to February 2025 shows a significant decline in advertised engineering jobs of 21%. Engineering disciplines experiencing the least decline were in maintenance, industrial, aerospace and automotive, although it can be argued that these fields have all been hit hard over the last few decades.

Demand for project engineers and managers, process and chemical engineers, and drafters is substantially lower than last year, with a decline of 25% or more. If we look specifically at State data, the decline in demand in Victoria (-27%) and Western Australia (-26%) were highest, followed by New South Wales (-21%), Queensland (-16%) and South Australia (-10%). A Professionals Australia report to June 2024 stated that the post-pandemic boom for engineers is waning, which is reflected in these more recent figures.

Seek explores what drives engagement among engineers, revealing that time in lieu, higher base salaries, career development, and progression were most important. Wayne Eaton, General Manager, Bayside Group, noted, “These findings align closely with what we are observing in the market – while flexibility continues to gain importance, salary and career opportunities continue to be the primary drivers for engineering professionals.”

Professionals Australia cites wage growth to June 2024 as 3.9%, although in real terms, given inflation, growth equated to just 0.1%. This was not the case across the board however, with skills in demand driving salaries up in specific roles, and growth for graduate level engineers significantly higher than for their more experienced colleagues.

“We’ve noticed a softening of wage movement this financial year, largely due to the completion of several long-term large projects,” Wayne says. There’s a sense of the market pausing, with some employers waiting for the next wave of major projects to get underway.”

Where are the opportunities for engineering employers and job seekers?

Market shifts often create new opportunities, and the engineering sector is no exception. In the immediate aftermath of the pandemic, movement was high but short-lived, with many engineering professionals switching roles quickly without long-term commitment. Now, we’re seeing a different trend as high-calibre passive jobseekers are actively exploring long-term career moves, driven by a desire for stability, career growth and improved earning potential amid rising living costs. “There’s strong interest from engineering and technical professionals,” according to Wayne, “who while not actively looking for a job will consider a move – but only for the right opportunity. It is potentially an ideal time for employers to invest in strategic hires.”

With this trending decline in jobs advertised and economic uncertainty, it is reasonable to question why there has been so much talk about an upswing in engineering. Engineering demand is expected to increase to 2030, as Australia’s 2050 net-zero commitment provides a clear roadmap for the future demand for engineers, particularly in sectors driving decarbonisation and clean energy. Furthermore, Queensland also has major infrastructure projects, including investment in health and the 2032 Brisbane Olympics, resulting in significant development in the South East Queensland . This will continue to create jobs for engineering and technical professionals.

Another opportunity lies in engaging part-time engineers as a significant number of engineer and technical experts look to semi-retire. “We’re regularly talking to highly experienced engineers looking for contingent work that allows them to scale back,” says Wayne. “It provides an opportunity to secure experts and build organisational capability, ensuring this knowledge and experience is imparted to the next generation.” Bayside Group has developed contingent employment models that comply with recent legislative changes, which enables employers to benefit flexible engagement of highly skilled professionals.

While there are promising signs in parts of the market, uncertainty remains. The outcome of the upcoming Federal Election could influence government spending on infrastructure, and global supply chain pressures may yet affect Australia’s engineering project pipeline. At this stage it’s too early to predict the full impact.

Bayside Group is here to support you with talent insights, workforce planning and access to top engineering professionals. If you’re hiring engineering talent , or seeking a clearer view of the market, get in touch today .

Think again – are you asking these interview questions?

Mon, 24 Mar 2025 23:41:43 GMT

We recently launched an updated Employer Interview Guide for 2025 in light of changing workplace conditions and the implementation of the Australian Fair Work Legislation Amendment (Closing Loopholes) Act 2023.

While we made some significant changes to the guide, the section we’ve had the most questions about is ‘You Can’t Ask That’. This suggests some of the detail in both the old and the new legislation has yet to filter down to hiring managers.

It can be confusing to understand which questions are discriminatory in Australia and therefore you can’t ask. The best place to start is with the protected attributes and understanding that new protected attributes were introduced in 2022.

Protected attributes under the Fair Work Act are race, colour, sex, sexual orientation, age, physical or mental disability, marital status, family or carer's responsibilities, pregnancy, religion, political opinion, national extraction and social origin. More recent additions include breastfeeding, gender identity, intersex status and experiencing family and domestic violence.

Here are the four questions that sparked the most discussion.

1. What is your background?

There has been so much discussion over the years about asking someone ‘where are you from’, that we wouldn’t have included this in the guide if we hadn’t had feedback from candidates. However, it seems there is a common interview mishap related to this question.

Many interviewers or candidates have highlighted the more misleading question, ‘What is your background?’ In most cases, interviewers are referring to work background, but it is important to clarify this when asking the question of a candidate. It can be easily misinterpreted by the candidate and perceived as discrimination, even if it is innocently asked while looking at a resume. Asking ‘tell me about your work background or employment experience’ is an easy fix, to avoid an awkward and potentially damaging start to an interview.

2. Are you pregnant?

Most people realise they cannot randomly ask a woman if they’re pregnant. However, many hiring managers may not realise a woman is not obligated to disclose her pregnancy during the interview process, because it is a protected attribute. Even if a prospective employee is obviously pregnant, they do not need to disclose this information during an interview unless they feel comfortable to.

Questions directly relating to pregnancy or a woman’s plans to start a family should generally be avoided, including:

When is your baby due?
Do you have a family/children?
Do you plan on having children any time soon?
When do you plan on having children?
This role involves a little bit of running around, are you going to be able to handle that in your condition?
Will the demands involved in the role be something you’d be able to handle during your pregnancy?
This role involves a lot of travel and time away from home, is that something you can cope with in your current condition/with a family?

Employers need to be careful about making assumptions about a candidate’s ability to perform the role, because this may be discriminatory. If there are medical concerns related to a specific requirement of the role that may impact on pregnant women, highlight these requirements and associated risks instead.

One final point to note is that if you do believe an applicant is pregnant during the hiring process, be mindful not to judge if they have chosen not to disclose this information – despite pregnancy being a protected attribute a candidate may have faced discrimination from potential employers before.

3. Are you a union member?

This question was a surprise to many, mainly because it has not been considered in this context of recruitment. As explained by FairWork , all employees and independent contractors in Australia are free to join or not join a union.

It's illegal for a person to pressure another person about their choice to join or not join a union. It’s also illegal to take or threaten to take adverse action such as dismissing or refusing to employ a person for:

being or not being a union member
taking part or not taking part in industrial activity, or
choosing to be represented, or not to be represented, by a union.

This is why it can be discriminatory to ask the question in an interview, because it may impact on your decision, or appear to. It is also essential to note that once employed, it is illegal to change an employee’s role or employment terms and conditions to put them in a worse position, as well as discriminating between them and other employees, based on their union membership.

4. What is your gender?

Asking about gender can contravene anti-discrimination laws, as it could be used to unfairly exclude candidates based on their gender, gender identity or intersex status, all of which are protected attributes.

It is rare that an interview would ask someone outright as part of the interview process. However, this question may often coincide in an interview with the review of documentation, if this question if left unanswered on an application form.

Candidates may question why an organisation will ask this question in the first place, particularly when the form will commonly provide choices of Female, Male, Non-Binary and Prefer not to Disclose. Often, this question often appears in the form of a tick box on company application forms to fulfill WGEA reporting requirements on gender equality, and the gender pay gap .

It is essential for hiring managers to understand this context to know how to deal with it in the first place. Every form should provide an option for a potential employer not to disclose their gender, and it is best to leave it there. Some jobs or organisations may have exemptions relating to gender, but for most it will apply.

Australian anti-discrimination laws are designed to protect employees, and it is essential that hiring managers understand them in order to recruit without discrimination.

Download our Employee Interview Guide 2025 for more tools and advice from recruitment specialists.

Is Australia’s gender pay gap getting smaller?

Wed, 19 Mar 2025 23:10:47 GMT

Last year when the first Workplace Gender Equality Agency (WGEA) Gender Pay Gap Report was released as a result of legislative changes, we asked will transparency help reduce the gender pay gap in Australia? According to the latest WGEA report released in March 2025, the short answer is yes. However, progress remains slow.

Over the last 12 months, around 56% of employers reduced the gender pay gap in Australia. Yet the overarching improvement seem marginal given the significant legislative changes targeted at reducing the gender pay gap, most notably transparent reporting standards.

To clarify, the WGEA does not report on equal pay for equal work, but rather the difference between the average or median earnings of women and men in the workforce, expressed as a percentage of men’s remuneration. This indicator is useful for numerous reasons. Firstly, it shows how women accumulate less wealth throughout their working life which has a significant impact over time. Secondly, it enables companies to see the progress of competitors and thirdly, provides clear statistics to inform consumer decision making.

We examine the WGEA’s report findings and look at strategies to reduce the gender pay gap.

Where have we seen notable changes in the gender pay gap?

Companies with an average gender pay gap of less than 5 percent in either direction are considered to have effectively eliminated their pay gap. Only 21 percent of Australian employers have achieved this.

While the most notable decrease was seen in male-dominated industries (as indicated below), this is also where the most improvement is required.

Decrease in median total remuneration employer gender pay gaps:

Source: Page 25, WGEA Employer Gender Pay Gaps Report

It must be noted that CEO salaries have been included for the first time this year, which likely to be the highest paid role in an organisation - a role disproportionately held by men.

In fact, the Report states the overrepresentation of men in the upper quartile may be responsible for up to two thirds of the gender pay gap, which shows the impact of the broken rung on the ladder for women to senior leadership . This is further exacerbated by the size of the remuneration difference between the highest and lowest-paid roles, particularly if the lower quartiles are dominated by one gender, and the upper quartiles dominated by another. This is particularly the case when performance pay, superannuation and bonuses are included, as these discretionary payments are more likely to go to the upper quartile and are often negotiated. The Report found men earn $11,204 more, on average, from superannuation and discretionary payments.

To focus on the positive, in addition to more than half of Australia organisations seeing improvements, some organisations have made significant progress. A few standouts include Metro Trains Victoria (25% to 8.6%), University of Newcastle (9.9% to 3.2%), Dyson Appliances (34.1% to 7.5%) and GSK (7.9% to 1.2%). This demonstrates what is possible for organisations.

What strategies can help to reduce the gender pay gap?

Every organisation and industry face differing challenges in reducing the gender pay gap. Yet doing nothing can result in negative outcomes, as many have discovered in the last year. However, this is not to say that all companies that have taken a step backwards are not working towards future goals - it can also be argued that a long-term approach may not yield positive results quickly.

As a specialist recruitment agency working with some of Australia’s leading employers to fill urgent needs, Bayside Group understand that recruitment can often be the scapegoat. Yet this is just one component of the whole. Recruitment strategies are more likely to contribute to the overall gender pay gap if an organisation is committed to change, collects the right data in the first place to inform decisions, and combines recruitment with effective workforce planning, investment in learning and development and transparent processes for promotion.

As previously mentioned, the gender pay gap is not about equal pay for equal work, but rather the differences in average wages for men and women. Often this starts with understanding the gaps in your own organisation. While common gaps include the following, the extent to which they impact on your organisation specifically will differ:

Discrimination and bias related to hiring and pay
Women working part-time
A lack of flexibility, particularly in highly paid roles
Women taking extended leave from the workforce (caregiving is often a significant factor)

For example, caregiving has increased the need for flexibility in a range of positions including senior leadership at the Bayside Group in recent years for both genders, as many of our long-term employees have aging parents.

Organisations will need to conduct further analysis to identify biases and any cultural or systemic barriers. For example, do you have people in senior roles that have flexible work arrangements or work part-time? If not, what is preventing this? Looking at teams with a dominant gender is also useful. If you have predominantly female administrators or male operational leaders, ask why? These are questions and concerns that many organisations face and being honest about the realities is essential to start the process of change. This can assist you in developing a strategy that addresses the specific needs of your workforce.

Committing to goals for reducing the gender pay gap and incorporating them in your overall strategy is also essential, including identification of realistic targets within specific areas of the business. What this looks like will depend on the size and preferences of an organisation. It may be a specific action plan to reduce the gender pay gap, a component of your HR strategy or integrated into your overarching strategy. Whichever way you decide to approach it, getting buy in from leaders is essential, as is measurement.

From a recruitment perspective, there are many considerations. Firstly, workforce planning can give you time to nurture potential talent rather than being reactive to immediate needs. Secondly, understanding the ins and outs of the recruitment and interview process to reduce bias will help avoid homogeneous hiring. Download our Employer Interview Guide 2025 for tools and advice from recruitment specialists. Thirdly, working with your hiring managers, recruitment team and/or external recruitment partner to achieve your strategic goals.

If you’re looking for engineering, scientific, technical, administration or education talent, contact Bayside Group today.

Spotlight: Understanding and preventing burnout

Thu, 23 Jan 2025 04:02:20 GMT

Last year I finished studying after four years while working full time and volunteering. I thought my stress and exhaustion would disappear once I finished thanks to all the extra free time, but I was wrong. It took a while for me to recognise that I was experiencing burnout, and even longer to effectively combat its impact.

Once I began having conversations about burnout, I learned just how many people around me had experienced it. I also discovered that a ‘break’ wasn’t a sufficient fix - additional changes to my daily routines and lifestyle were required. Work will not always be the singular cause of burnout, but it is often where its effects become evident.

Australian workers reported the highest burnout rates in the world of 61%, compared to the global average of 48%. The economic impact of this can be significant, with burnout and stress-related absenteeism costing the Australian economy an estimated $14 billion annually.

Understanding the causes, symptoms and ways to prevent burnout is therefore important.

What is burnout?

It is a word so commonly used it is important to define it. Burnout is a state of emotional, mental, and often physical exhaustion brought on by prolonged or repeated stress. Though it’s most often associated with work, it can also appear in other areas of life, such as parenting, caretaking, relationships or a significant life event.

If stress is short-lived or tied to a specific goal, it is most likely not harmful. However, if it feels never-ending and comes with feelings of emptiness, apathy, and hopelessness, it may be indicative of burnout.

Risk factors at work

Burnout in the workplace is not just about excessive workload . Risk factors include a lack of control over one's job, unclear job expectations, high workload or too many tasks, dysfunctional workplace dynamics, low reward and recognition, a lack of social support, unfair or disrespectful treatment and work-life imbalance.

Furthermore, bullying, harassment and other poor workplace behaviours can cause significant work-related stress, which can lead to anxiety and depression. It is essential to note that mental health conditions can increase vulnerability to burnout, and likewise burnout can result in mental health issues. Those in emergency service and caring professions, including teachers, may be at higher risk, although burnout can affect anyone in employment.

The Australian Government also cites some surprising causes of burnout at work:

Perfectionism – expecting everything to be perfect and then worrying, getting frustrated or doubting your capability when it’s not.
Lack of autonomy or boredom – whereby employees are not challenged enough, or do not have control over how they do their job.
People pleasing and a lack of boundaries – often those who jump in and help are the people everyone turns to when they need to get something done. For HR professionals who are often supporting employees through problems, this can result in emotional fatigue.
Technology and social media - ensuring face-to-face communication is still a priority can help with focusing on not just conversation, but also connection. Digital minimalism can also help in reducing screen time overall.

Ultimately, causes of burnout may be singular or result from two or more factors. Also note that burnout caused by factors outside the workplace is still burnout - an employee will require support no matter the cause.

What are the signs and symptoms of burnout?

Signs and symptoms of burnout will also differ – a person may experience most of these symptoms, or just a few. Beyond Blue highlights the following as examples of burnout:

Prevention and recovery from burnout

Employers can prevent burnout by regularly conducting employee experience and safety surveys to identify potential risks. However, many actions will also be directed towards prevention or recovery for individuals, as detailed below.

1. Prioritise Self-Care

Looking after yourself is the first critical step, made much harder by burnout itself. However, employers can work with their employees to assist, which may include providing flexible work hours to enable time for self-care and health appointments. Incorporating exercise, a balanced diet, and adequate sleep into your daily routine is essential to reducing stress and improving energy levels. Staying hydrated and incorporating breathing exercises or mindfulness throughout the day, along with sufficient breaks may also assist.

The Black Dog Institute offers a self-care plan guide to help you adjust unhealthy habits. Identifying your coping mechanisms is crucial, as they can hinder self-care. For instance, drinking on a work night or scrolling social media before bed can disrupt sleep quality, reducing energy levels and affecting your ability to handle work challenges.

2. Set Boundaries

Creating clear boundaries between work and personal life are essential. Most of the time, setting specific work hours and actually sticking to them can be really helpful. With the Right to Disconnect introduced last year, Australian employees can avoid checking work emails or taking calls during your personal time. This separation helps in recharging and prevents work from encroaching on personal life.

3. Seek Support

If you’re feeling overwhelmed , it’s important to be proactive about your emotional wellbeing, rather than hoping things will improve on their own. Talking to friends, family, or colleagues about your feelings can provide emotional support and perspective. For some, additional help and ongoing health support may be required, whether physical or psychological.

General support through access to employee assistance programs (EAPs), flexibility to attend appointments and check ins during one-on-one sessions to assist can help. Managers will need to collaborate with human resources where further supports are required. Individuals can also access assistance from organisations such as Lifeline and Beyond Blue, who offer counselling services and support for mental health issues.

It is also important for employees to understand that an organisation has a responsibility to provide a safe work environment, which includes psychosocial safety. If you are not feeling safe at work, it is important to talk to your manager or to human resources. It’s your right to work in a physically and mentally safe environment, so if an issue cannot be resolved external supports are available.

4. Manage Workload Effectively

Learning to say no and delegating tasks can help manage workload and reduce stress. Plan and prioritise tasks to avoid feeling overwhelmed. For employees, using tools such as to-do lists, management apps or setting daily tasks can help you stay organised. Leaders can also work with an employee to create more autonomy in their day-to-day activities, or help to break large projects into smaller, manageable tasks for focus. Checking in at agreed intervals to offer support and guidance will also help to ensure prevention.

Employers have a critical role to play in both the prevention of burnout and identifying and supporting any employees who are experiencing it. Having open conversations can really assist employees to discuss stress levels and the factors causing them, so that preventative measures can be put in place before stress becomes prolonged and leads to burnout.

Author: Melanie Wilson, Director & Marketing Manager, Bayside Group

5 HR priorities for Australian organisations in 2025

Tue, 21 Jan 2025 04:50:15 GMT

It's time again to dust off that crystal ball and make predictions for the year ahead. Looking back to last year's predictions , they hold up so long as we ignore the many noteworthy exclusions!

The significant leadership changes, major conflicts and phenomenal technology transformations of last year will continue to impact in 2025. Australians are also facing an upcoming federal election in a year that leading economists say offers no quick economic fixes . All of this suggests that 2025 has the potential to be disruptive.

We've highlighted some key areas where HR can help organisations successfully navigate uncertainty.

1. Adopting and guiding technological transformation

Why is technological transformation a HR priority? Most people with smartphones or who work in an office role are already using AI in some capacity. However, strategic adoption in the workplace is still a work in progress for many organisations. A report from the Australian Institute of Human Resources (AIHR) has highlighted critical areas where HR practice and technology will converge.

According to AIHR's HR Trends in 2025 report , HR will need to play a larger role in encouraging AI experimentation and advocating for training, driving an organisational AI strategy, and creating governance systems to ensure the responsible use of AI to balance organisational interests with employee anxiety.

If your organisation currently has employees using random AI tools through open software, personal subscriptions, or alternatively resisting technological change, you are not alone. This is why HR needs to play a key role in communicating and implementing AI strategy and adopting a community approach to AI to achieve effective outcomes.

Technology can be an overwhelming challenge for HR practitioners. AIHR research found that just 12% of HR professionals regularly use AI, and only 41% have the capability to keep up with HR digital transformation. Furthermore, 55% of HR leaders say their technology solutions do not cover current and future business needs.

AIHR recommends adopting an AI growth mindset within the HR team, supported by a risk framework for AI adoption in HR that offers a clear roadmap for safe and effective use. Internal or external support may be required to build capability, with measurement critical to ensuring it meets the required goals.

This approach will help HR drive broader transformation and be part of the organisational journey.

2. Shifting talent dynamics

Organisations have been grappling with new expectations and emerging workstyles. However, much of the focus has been on Gen Z and Millennials. In 2025, the pendulum in the employer/employee power balance is swinging back to employers, which means HR's role as a champion for employees will need to take place while balancing costs and alleviating employee anxiety over job stability and performance demands. Communication, people-centric work policies, and investment in high-performing employees will be critical.

However, some other factors are driving Australian HR professionals this year. Namely, the push for equity in the workplace, driven by the Workplace Gender Equality Amendment in 2023, and workers aged 75 and up being the fastest-growing workforce segment. While this challenges HR, it enables HR to creatively impact organisational outcomes.

For years, significant data has been produced to support the positive link between profitability and gender diversity. Yet structural barriers such as inflexible work practices and a lack of leadership opportunities remain critical issues, which HR will continue to address.

While parental responsibilities have been addressed, caring responsibilities for aging parents and the long overdue conversation about the impact of menopause are also starting to take place. A 2024 Australian Senate Report on Menopause found a lack of awareness and acknowledgement of the implications for women with severe menopausal symptoms has resulted in women either reducing their hours or leaving work altogether, often at the peak of their careers.

With increased cost of living, 'unretired' employees are also here to stay . Yet only 8% of Diversity, Equity, Inclusion, and Belonging strategies include an age component. AIHR recommend implementing mentoring programs and knowledge-sharing initiatives to encourage intergenerational collaboration, help bridge skills gaps, and support the ongoing development of organisational capabilities. Consider continuous learning programs and project work rather than daily work with urgent deadlines and phased retirement plans.

3. Developing anti-fragile workers for engagement

Research suggests that constant change, overwork, economic uncertainty, the high cost of living, and job insecurity tax exhausted and stressed employees. With more than four in 10 people reporting feeling burned out at work globally and numbers higher in Australia, the resilience approach of the last decade requires a revision.

AIHR proposes an antifragility workplace strategy, addressing social and structural factors to turn adversity into an opportunity for growth. While some may find this buzzword cringeworthy, the underlying goal deserves consideration. Given the rapid pace of change, it is critical to create an environment where growth and adaptability are prioritised, empowering employees to thrive throughout their careers.

How? Training employees to anticipate future challenges through cross-functional projects, innovation labs, scenario planning and risk-taking/management. This includes creating an environment where people can experiment and make mistakes to learn, encouraging healthy work/life boundaries, and supporting employee health through work flexibility and a focus on health. Organisational policies and strategies will need to support this approach.

4. Integrating workforce planning and management

While workforce planning and management are core functions for human resources, practitioners often face barriers to workforce planning. According to a Gartner Report on Priorities for HR Leaders in 2025 , CEOs have overwhelmingly selected organisational growth as their priority for this year, with 79% of CEOs having their post-crisis business strategies ready for 2025. Yet only 28% of HR leaders agree that the HR strategic planning process is fully integrated with the business planning process.

The report suggests strategic workforce planning needs to include headcount planning one year ahead, succession planning for up to two years, and planning for skills and capability building across two plus years. This can be for leaders, so workforce planning should be considered when solving problems that align with organisational goals. Phasing the deliverables, data, talent strategies, and staffing also helps, as does working with partners.

Understanding market demand and skill shortages is critical in developing workforce planning strategies. A recruitment partner can assist by providing external talent mapping, contingent workforce management, targeted search, and recruitment support so that HR can focus on strategy and specific tactical elements.

5. Immersive leadership development

Traditional leadership development doesn't work for three reasons: timeframes, cost, and approach. Only 36% of leaders think their development programs are effective, and HR is specifically concerned about the gaps in leaders who can meet future challenges.

Leaders are navigating so much change, from economic and market uncertainty to technology and employee expectations and work preferences, it is no wonder that time spent on their development is an issue. Being absent while in seminars and lectures can have a negative impact on an enterprise and doesn't necessarily promote ongoing development. Furthermore, many development programs require a significant financial commitment, which may not be adaptable to changing organisational budgets and needs.

The Gartner Report suggests people need time to build lasting connections for ongoing development. This means embedding relationship-building events into development after leaders have had to apply what they have learned. It creates thought-provoking, trusted peer connections that facilitate problem-solving of individual and shared challenges. When utilised, leaders are 18% more likely to become enterprise leaders .

Contact the Bayside Group today for assistance with recruitment and workforce management solutions.

Workplace safety over the festive season and summer

Mon, 09 Dec 2024 04:31:19 GMT

For Australian employers, workplace safety risks resulting from the festive season and rising temperatures occur simultaneously – usually while many employees and leaders are taking annual leave.

While this can be a great time of year and helps many employees rejuvenate for the challenges that a new year brings, it also creates potential hazards that can impact on employee wellbeing.

Cameron Cranstoun, Health, Safety & Environment Manager for Bayside Group and Acclaimed Workforce, states, “Understanding these risks, implementing preventive measures and allocating responsibilities to cover critical employee leave, can ensure a safe and productive environment for everyone.”

Festive season safety risks and prevention

The festive season brings with it a unique set of potential hazards, some that unfortunately have Health Safety and Environment managers shaking their heads in frustration. It therefore requires understanding of what these may be, and a team effort to prevent incidences.

Common festive season safety hazards include:

Decorations and electrical hazards: the festive season often comes with an array of decorations, including lights, ornaments and Christmas trees. Overloaded electrical outlets and faulty wiring can lead to electric shocks and fires. It is therefore recommended to use certified lights and decorations, avoid overloading outlets, and regularly inspect electrical decorations for damage, replacing any faulty items.
Slips, trips and falls: the workplace can become cluttered by holiday décor, and combined with an increase in celebration that may involve alcohol, the risk of slips, trips, and falls is higher. Preventative measures include keeping walkways clear, securing cords and decorations, non-slip mats and ensuring decorations do not obstruct emergency exits.
Holiday stress and fatigue: the end-of-year rush combined with holiday preparations can lead to stress and fatigue, affecting productivity and increasing the likelihood of accidents. To prevent this, encourage regular breaks, manage workloads effectively, and promote a supportive work environment. Provide access to mental health resources and encourage employees to seek help if needed.
Food and alcohol safety: holiday celebrations often include festive foods and alcohol, which can pose food safety risks if not handled correctly. To prevent this, follow proper food safety guidelines, such as keeping perishable items refrigerated and ensuring that food is cooked to the appropriate temperature. For those organisations holding functions with alcohol, short and definitive timeframes help reduce alcohol consumption, as does setting expectations for behaviour at events. Organisations in Australia have a proactive duty to prevent sexual harassment, so it is important to carefully consider holding functions with alcohol and plan to reduce risks.

Summer workplace safety risks and prevention

While leaders would like to think most Australians are clear on the dangers of summer, they may not naturally apply the same logic used on a hike or going to the beach to a work environment. In southern Australia in particular, the weather can also be more unpredictable and catch employees off guard.

Common festive season safety hazards include:

Heat stress and dehydration: heat exhaustion, heat stroke, and dehydration can have serious health implications. Providing access to cool drinking water, encourage regular hydration, and implementing work-rest cycles to prevent overheating can assist. Ensuring that indoor spaces are well-ventilated and if possible air-conditioned can also help. However, training employees to understand and react to the signs through toolbox talks is also an important step.
Sun exposure: most Australians understand the risks of sunburn, skin cancer and heat-related illnesses. However, roles requiring prolonged periods outdoors face higher risks and preventative measures may not always seem practical to employees in the heat. Organisations should provide sunscreen and protective clothing, encourage the use of hats and sunglasses, and schedule outdoor work during cooler parts of the day. Again, educating employees is critical.
Insect and snake bites and stings : the most common risk is allergic reactions and infections from insect bites and stings. While more rare, serious incidences can occur from poisonous snakes and spiders. To prevent this, use insect repellent, wear protective clothing, and keep work areas clean to avoid attracting insects. Furthermore, training employees at risk on how to recognise and treat insect bites and stings is essential.
Water safety: for workplaces near water bodies or involving water activities, the risk of drowning and water-related injuries increases. Employers have a responsibility to ensure that employees working near water are trained in water safety and CPR, and provide appropriate flotation devices and implement safety protocols for water activities.

General risk prevention considerations

To reduce workplace incidences over the festive season and summer, Cameron has the following general tips:

Conduct risks assessments
Ensure any Job Safety Analysis incorporates hot weather conditions
Increase training and education leading up to this period
Develop and communicate clear emergency procedures
Allocate responsibilities appropriately while staff are on leave
Foster a culture where employees can take responsibility for their safety, and express concerns or stop work if they believe conditions warrant it

Taking these precautions will help protect employees from potential hazards and ensure that everyone can enjoy this time of the year without unnecessary risks.

Underpaying employee entitlements: Australian businesses face prosecution for Wage Theft

Fri, 15 Nov 2024 02:15:17 GMT

In recent years, greater focus has been placed on prosecuting businesses that underpay their staff the appropriate wages and conditions that apply under industrial law. This action, known as Wage Theft, is defined as employers breaching their legal obligations under relevant Awards, Enterprise Agreements, and other provisions required under the Federal Fair Work Act and other relevant State and Federal legislation (e.g. Superannuation, Long Service Leave etc.).

Given the complexity associated with the multitude of industrial legislation across Australia, many employers do not intentionally breach their legal requirements. However, employers have an obligation to seek advice if they don’t have the internal knowledge to pay their employees correctly. Employers who willingly choose to underpay their employees may face criminal sanctions for such actions.

What are the consequences of wage theft?

Across Australia, businesses ranging from large multinationals to small business owners have faced prosecution for underpaying their employees.

Under the Fair Work Act , individual employers found guilty of intentionally underpaying their employees could face up to 10 years in jail or fines reaching $1,565,000. Conversely, corporations could face fines of up to $7,825,000 or three times the underpaid amount. 

This legislative penalty builds on state-based legislation such as the Victorian Wage Theft Act 2020 , which established penalties of up to $218,088 or up to 10 years in jail for individuals and a fine of up to $1,090,440 for companies.

Many Australian businesses have been prosecuted for underpayment of wages. Major Australian car dealer Eagers Automotive Limited (EAL) was recently required to pay $16 million as a back payment for wages and superannuation owed to numerous employees. Interestingly, for EAL, the financial exposure became evident when an audit was undertaken of employees previously employed by Automotive Holdings Group Limited (AHG).

Whilst EAL had not committed the underpayment, the liability converted to EAL upon acquiring AHG.

In addition, significant payments have also impacted World Vision ($6 million) and restaurant chain Din Tai Fung 's ($4 million). Further, prosecutions have been instigated against a range of small businesses, which includes a dietitian ($7,992), 21 restaurants, fast food and cafes on the Sunshine Coast ($223,107) and 38 food outlets in Perth ($769,475).

Other businesses, including builders, electrical services, baby retail businesses, passenger transport, and cleaning businesses, are currently facing prosecution.

Is your business at risk of facing prosecution for Wage Theft?

Many employers are unaware of the potential risks of underpaying their workers correct entitlement. Businesses are either unaware of their legal obligations or assume they are meeting them without adequately examining their arrangements. Further, many small businesses rely on their accountant's advice–many of whom may not have a sound knowledge of industrial law to provide sage advice.

Regardless, businesses are legally obligated to pay their staff correctly – and can face punishment for failing to do so.

To assist businesses in assessing the level of exposure in their organisation, consider the following questions to help identify if you are potentially at risk:

☐ Do you know what Award(s) apply to your employees?

☐ Do you have a copy of the Award and know its content?

☐ Do your employees work overtime/varying hours/weekends/public holidays?

☐ Are you aware of the relevant overtime/penalty/shift rates that apply under the Award?

☐ Have you accessed the most recent Award wage increase that applied on 1 July 2024?

☐ Do you keep appropriate employment (Time and Wage) records relating to your employees?

☐ Do you have appropriate employment contracts/policies and procedures for your staff?

Bayside Group can help to identify any potential underpayments in your business

Bayside Group’s Workplace Relations team can partner with your business to help identify a potential exposure. We offer a free 1-hour Underpayment Risk Assessment for your organisation to help identify potential exposure to an underpayment claim. This will include an initial assessment of the business's legal obligations as identified in the above dot points. This free assessment is part of a range of services the Bayside Group offers businesses across Australia, including employee engagement advice, workplace investigations, employment contracts, policies and procedures.

If you would like to discuss this further, please do not hesitate to contact Nick Wakeling, Manager of Workplace Relations, on 0466 517 798.

What to consider when appointing senior leaders

Mon, 28 Oct 2024 01:56:58 GMT

The needs of organisations and their employees continue to change, and with this, has come a decisive shift in the role and expectations of senior leaders.

Not only do leaders need the technical know-how required of their role, but also the ability to analyse, empathise, manage conflict, communicate and motivate. Get such an appointment right, and you have the potential for transformation. Get it wrong, and the impacts can be disastrous.

Competition for quality senior talent remains high, with many organisations struggling to identify and source the best individuals for the job – and keep them interested long enough to place an offer on the table.

Bayside Group has been in business for almost 50 years, and our Senior Appointments team has more combined years of recruitment experience than they are now prepared to disclose! As trusted advisors to employers around Australia, we asked them to provide insight into how they approach senior appointments and what they consider.

Wayne Eaton – Engineering

In my experience, collaboration, robust processes and exceptional candidate care are key to successful senior appointments for engineering professionals. For me, this starts with taking briefs from more than the direct report, whether that be a CEO or Chair. This may include additional senior leaders or board members depending on the role and organisational structure, and team members where appropriate. Employees stay for good leaders and leave when they don’t meet their expectations, so it’s important to understand what Australian employees value in their leaders and take this into consideration when designing the recruitment process and selection criteria.

This helps to paint a better picture of the strategic direction and team dynamics and prioritise the technical and soft skills required. Secondly, this provides insight into the specific benefits of the workplace and its capabilities, which is very useful when speaking to potential candidates out in the market.

Often, the best candidates for a senior appointment won't be actively searching for a new job. Instead, they need to be approached with the right offer, at the right time. This is where my networks, experience and independence are of significant benefit.

It’s necessary to also focus on more than technical skills and experience, as organisations often get caught up in specific qualifications or experiences. It’s imperative that those destined for senior roles also have the emotional intelligence, communication and leadership skills to engage and motivate.

Joe Galea – Technical

Today, most technical senior leaders require an understanding of emerging technology. Having serviced our clients during various industry and economic highs and lows throughout the decades, I have seen how successful organisations are able to leverage from technical advancements, when they have the right leaders.

Having spent my career recruiting technical professionals, I’ve been privileged to play a small role in many career journeys. In conducting references, post-placement services and ongoing client visits, I’ve had the opportunity to gain regular feedback allowing me to understand the potential of the professionals I’ve placed and why they’re respected. These networks prove invaluable when identifying technical leaders and supporting them through the recruitment process.

The best senior appointments may not always be the obvious ones for those with technical backgrounds. Professionals often don’t realise the range and breadth of their transferable skills — and nor do employers. As a result, organisations tend to fall back on traditional methods of recruitment, prioritising specific qualifications and technical experience, which can lead to hiring mistakes. It can also result in homogenous hiring, which limits the pool of talent you have access to.

Bayside Group has sourced international leaders with skills not readily available in Australia when necessary. As an approved 482 sponsor , we’ve placed over 600 international engineering and technical professionals in Australia, many in senior roles, to help organisations deliver on projects and build organisational capability.

Michelle Murphy – Engineering, Technical & Administration

As a Queenslander, I understand the nuances of the market and its unique geography, in what has become a diverse and rapidly developing state. Working for many years in Sydney has helped me gain insight into the differences between markets and build broad networks across Australia and internationally for C Suite and Board appointments.

My approach to executive search is to exhaust every avenue and remain open minded, which often means providing a ‘long list’ prior to a short list of candidates. A critical component of recruiting for senior roles is therefore confidentiality; sensitivity and protection of intellectual property is paramount making NDAs a useful tool.

Supporting candidates and organisational decision makers throughout the process is essential, as the appointment is a significant decision for all parties. Depending on the candidate and the role, coaching and mentoring is often involved in the process, which can be useful to ensure alignment with strategic goals. Identifying the non-negotiables and being clear on these throughout the executive recruitment process helps to keep the process on track.

Providing relevant information for candidates is critical, equipping them with the tools and information to present effectively throughout the process and make an informed decision. For passive candidates, this is even more important as a move may not be something they were considering, so conducting significant research prior to approach can help facilitate discussions that open the door.

Alen Skaro - Scientific

Scientific leaders require unique skill sets given the specificity of the outcomes they are responsible for. While all leaders are ideally visionary, this is of particular importance in science. My approach to senior appointments has some parallels to the scientific method; asking questions based on observations, researching, developing a hypothesis about an individual’s capabilities and testing it through screening and verification, using a range of data to draw conclusions, prior to providing a recommended shortlist. This is critical to helping our clients make informed decisions.

I’ve worked with scientists for many years, and this exposure aids in identifying unique senior professionals who have the skills and demonstrated ability to engage teams, lead with confidence and grow organisational capability. Scientific roles require passion and dedication, especially at a leadership level. It is critical to build relationships with senior candidates to understand their personal motivators, career goals and ability to communicate and motivate.

Traditional indicators such as longevity, success and progression in previous roles can provide insight, but they don’t always tell the whole story. Many emerging leaders have been overlooked in the past, perhaps because they weren’t the obvious or traditional choice, which does not necessarily reflect their leadership potential. Tools such as psychometric assessments help to gain deeper insight into behaviour, and comprehensive reference checks and industry networks can assist in verifying capability and possibility. It’s also important in senior scientific appointments to understand organisational direction and skill gaps that may exist in the leadership group, to assist in building effective leadership teams.

Our Senior Appointments team have extensive experience and networks, ensuring transparency and support for our clients and candidates throughout the process. Learn more .

Spotlight: contingent workforce management

Mon, 14 Oct 2024 23:51:21 GMT

Flexible work options that comply with new legislation in Australia

It is too early to gauge how the Closing Loopholes (No.2) Act 2024, which changes the definition of casual employment , is impacting businesses. However, anecdotal evidence indicates a shift towards permanent employment or delays in engagement, despite market uncertainty and pressing staffing requirements.

Whichever choices Australian employers are currently making, it is clear many are grappling with the reality of meeting business needs while ensuring compliance with this new employment legislation.

Nick Wakeling, National Workplace Relations Manager for Bayside Group & Acclaimed Workforce explains he has been having similar conversations with numerous Human Resources and Hiring Managers.

“Many organisations have opted for the traditional model of casual employment in the past because it provides the greatest flexibility. Yet depending on the circumstances, this was not necessarily the best option even prior to recent changes to the definition of casual employees,” says Nick. “Understanding this, we’ve developed a range of engagement options to optimise the effectiveness of contingent labour on-site, with the benefit of providing better outcomes for employers and employees.”

As a recruitment and labour hire company specialising in placing engineering, technical, scientific, administration and education professionals, our goal is always to present engagement options that are relevant to these professions.

What is the definition of Casual Employment?

There are more conditions in place under the new definition of casual employment. When a person starts employment the employment relationship must have no firm advance commitment to ongoing work, taking into account a number of factors. Also, the worker must be entitled to a casual loading or specific casual pay rate under an award, registered agreement, or employment contract.

Whether there is a firm advance commitment needs to be assessed on the real substance, practical reality and true nature of the employment relationship, and other factors including but not limited to:

the employer can offer or not offer work to the employee (and whether this is happening)
the employee can accept or reject work (and whether this is happening);
it's reasonably likely there will be future work available of the kind the employee usually performs in the employer’s business, based on the nature of the business;
there are full-time or part-time employees performing the same kind of work in the employer’s business as the work the employee usually performs; and
the employee has a regular pattern of work even if it changes over time due to, for example, reasonable absences because of illness, injury or other leave.

Casual Employment

Casual employment is still a viable option for employers managing fluctuating workloads or short-term projects. However, it is essential that there is no requirement for a firm commitment from either party.

Allowing for quick onboarding, casual employment also has a notice period for termination of typically 24 hours, although this can be extended by mutual agreement. Casuals will be paid an hourly rate with applicable overtime depending on the relevant award.

This is beneficial when your business requires flexibility and employees are looking to make a quick dollar. However, the downsides can be the cost to employers and a lack of stability for employees, which may make a role less appealing. It also is not the most effective solution to contingent labour for medium to long-term projects.

Within Bayside Group’s areas of specialisation, casuals may work for engineering and scientific employment in specific circumstances, although it is generally more commonly used for short-term or sporadic shift work, such as technical roles related maintenance, relief teachers (CRTs) in education, and administrative roles often aligned with the customer experience.

Alternative Engagement Options

For longer-term projects or temporary requirements, Bayside Group utilises several options to enable our clients to engage professional individuals and teams with the relevant capabilities for longer periods.

These include on-hired permanent employment (ongoing and for a maximum-term) and independent contracting to help companies achieve their goals and comply with employment legislation in Australia. It is essential that this is implemented correctly to reduce the risks associated with contingent employment.

“Right now, we’re seeing some employers take unnecessary risks because their labour hire providers may not understand the nuances of the new definition and continue to provide options in the same format as before,” says Nick.

Bayside Group’s alternative contingent workforce models provide longer-term flexible employment options for both agility and cost-effectiveness.

We are also able to sponsor international talent with skill sets not available in Australia as a holder of an On-hired Labour Agreement. Enables the hiring of skilled international candidates on Temporary Skill Shortage visa (subclass 482), ensuring access to specialised skills. Full-time and part-time employment is an option, but only for the duration of the specified term.

It is these options that are more suited to corporate, engineering, scientific, technical and educational professionals. Bayside Group has worked in this space for almost 50 years and has a Workplace Relations team in place to assist our clients to comply with employment legislation and minimise risk.

We take the time to understand what you are trying to achieve and present relevant options, highlighting advantages, risks, and costs so you can make informed decisions. To learn more, contact us today.

Weaponised incompetence in the workplace

Tue, 08 Oct 2024 00:18:39 GMT

The term “weaponised incompetence” has become common on social media, with people sharing stories about how their partners use this strategy to avoid tasks. The perception that weaponised incompetence is on the rise in the workplace may simply be a result of increased awareness and discussion .

However, the implications of weaponised incompetence in the workplace are significant, requiring effective management. Weaponised incompetence can impact on productivity, working relationships, employee engagement and retention. It also has a significant impact on team cohesion, as other team members are forced to pick up the slack, leading to frustration and conflict.

If this sounds familiar, it is not surprising. You can probably think of an example of using weaponised incompetence in your personal or work life to avoid a minor responsibility, or perhaps you’ve encountered a master practitioner. In the long term, this behaviour can erode trust and morale within the team, and ultimately affect the overall performance of the organisation. Weaponised incompetence can not only create a toxic work environment but thrive in one.

We therefore thought it worthwhile to explore weaponised incompetence in the workplace, why it occurs and how to manage it.

What is workplace weaponised incompetence?

In the workplace, weaponised incompetence occurs when an employee feigns incompetence to avoid tasks or responsibilities. This behaviour can manifest in various ways, such as task evasion, consistently missing deadlines, justifying poor-quality work, or shirking responsibility for tasks deemed below or above one's pay grade. It can also be driven by a consistent lack of resources, or a resistance to or fear of change, which is more common in times of uncertainty like Australian employers are currently experiencing.

Signs of weaponised incompetence can include:

Repeated mistakes in tasks the person should reasonably know how to do.
Excessive need for help with seemingly simple tasks.
Lack of effort to learn new skills or manage tasks.
Frequent excuses for poor performance.
No improvement after repeated, specific discussions.

It generally isn’t a once off occurrence, or most employees would be guilty of practising it. In many cases, weaponised incompetence simply involves pretending to be less capable than one actually is.

Why does weaponised incompetence occur?

Weaponised incompetence can be a highly conscious or subconscious action. It is essential to understand the root causes of the behaviour in order to address it, as reasons can range significantly. While it is often assumed that weaponised incompetence is due to laziness or rebellion, this may not be the case. Fear of reprisal for high profile tasks, low confidence, or a lack of sufficient training can be underlying causes.

Key reasons for weaponised incompetence may be to:

Shirk responsibility: avoiding extra work or effort.
Avoid discomfort: offloading tasks they feel unequipped to tackle, or that cause anxiety.
Seek attention: or alternatively eliciting attention, sympathy, or support.
Maintain control: by either making a stand against the organisation, manager or a colleague and/or resisting change.

Like in personal relationships, weaponised incompetence may also be gendered in the workplace. For example, responsibility for boosting organisational culture or providing mental health support falls disproportionately to women . Male employees may be worried they will handle it poorly or recognise these are often less rewarded tasks, not responsibilities linked explicitly to corporate objectives.

How do you effectively manage weaponised incompetence?

Reducing occurrences of weaponised incompetence requires building a culture of learning, encouragement, self-sufficiency and accountability. This can be achieved through clear communication, setting expectations, providing training and support, and fostering a positive work environment.

However, a tailored approach will be necessary to address individual situations, and it is essential leaders have the knowledge, skills and systems in place to effectively performance manage and develop their people. One-on-ones are a good forum to discuss and recognise the patterns of weaponised incompetency, as it is essential to work together with the employee to identify and address root causes.

Where fear or low confidence are issues, mentoring and/or training will be required, along with modelling an environment where employees feel safe to take on responsibilities and make mistakes. However, when an employee believes a task is beneath them, helping the employee understand how undertaking this particular task contributes to or impacts on the team or the role is important. In some instances, compromise may be appropriate, such as providing support or reallocating another task.

Recognising and addressing weaponised incompetency early is also ideal. Research shows that employees want to work for a company that values fairness and transparency. If some employees get away with behaviours that others don’t, this will exacerbate the issue.

Putting a name to behaviours reflecting weaponised incompetency and understanding why it occurs is the first step. The aim for leaders is to address weaponised incompetence in the workplace to mitigate its negative impacts.

Bayside Group delivers specialist workforce management and recruitment services. Learn more .

Joe Galea: 35 Years in Recruitment at Bayside Group

Thu, 26 Sep 2024 02:55:18 GMT

Thirty-five years in recruitment was never my plan as a young drafter, yet less than eighteen months after being employed by Bayside Drafting (now Balpara), I was seconded to the recruitment division and never looked back.

Even today, despite its now significant learning curve, many people continue to fall into recruitment as a profession, bringing their technical knowledge and skills. Robert Blanche, co-owner and Director of the Bayside Group and Acclaimed Workforce, was the person who encouraged me to ‘try’ recruitment. This year, he entrusted me and my colleague Wayne Eaton to take on General Management responsibilities so that he and business partner of 48 years, John Wilson, could semi-retire.

It's been a roller coaster of a journey, and I’ve found 2024 with its milestones and changes, to be a year of reflection.

How has the recruitment industry changed?

If I answered this question in detail, I could write a novel. In many ways, recruitment is almost unrecognisable. You can see in the photograph I don’t even have a computer sitting on my desk in the early to mid-1990s. We used paper files that took up half the office floor, a rolodex, print advertising in newspapers, the telephone and our memory to source and place engineers and technical professionals, either as a contractor or employee.

The two greatest differences today are technology and governance. While this is probably universal, it is worth pointing out that Australia’s employment legislation is arguably the most complex in the world. When taking into consideration changes and obligations relating to ER/IR, WHS and Payroll alone, it is momentous. And this is without the extensive workforce trends that have changed the way we collaborate and work. Bayside Group, as long-term members of the Recruitment & Consulting Services Associations, have played a key role in improving safety management and recruitment best practice during my time in the business.

In fact, many of these changes have made substantial differences to employees work and personal lives. Workers are now safer in the workplace, work under better conditions and many have more flexibility. Higher expectations relating to purpose, development and progression has also changed the way organisations operate. A noteworthy change specific to recruitment is the interview style – it has become more of a constructive discussion that facilitates a greater understanding of the candidate, how their skills, potential and aspirations fit with the team, organisational culture and strategic direction, creating more positive experiences and outcomes for candidates.

However, from a Bayside Group perspective, a lot of things have stayed the same. Our philosophy from my first day was to be specialists in specific disciplines and industry sectors, and to partner with organisations and candidates to help them reach their goals. That was a core part of our strategy 35 years ago and still is to this day.

Highlights, challenges and what drives me

There have been so many highlights it’s difficult to select just a few. I’ve been fortunate to have the opportunity to provide strategic, timely, and value-driven employment solutions across Australia and internationally. My role, which began in technical placement, evolved into customised workforce management services, incorporating workplace relations, international recruitment, and organisational alignments that drive growth and stability.

Throughout my career, I’ve had the honour of receiving recognition from our clients for key achievements. These include the Distinction Award, Best Relationship Award, and the Recognition Award for being a proactive supplier in recruitment and training services with Ford Motor Company of Australia. Milestones that reflect our commitment to excellence and long-standing partnerships. The Bayside Group team takes great pride in these accomplishments as they validate our dedication to delivering outstanding service and building strong client relationships.

One notable initiative has been our successful sponsorship of around 650 international workers through the 482 Visa Program (previously 457 visa), demonstrating our ability to leverage global talent to address local skills shortages. Through Bayside Group’s On-hire Labour Agreement, we have ensured that businesses can remain competitive and agile, even in the face of critical talent shortages.

Having spent so many years in recruitment, you recognise the cyclical nature of many of the challenges faced. I started just before the recession in the early 1990s, which possibly helped me build resilience for everything else. I’ve seen other significant downturns, most notably following the global financial crisis in 2008, candidate shortages country-wide and globally, and been impacted like many Australians from offshoring of manufacturing. For me personally, seeing the decline of automotive manufacturing in Australia was particularly difficult. And of course, the pandemic created challenges for all of us that we had never experienced before. However, these challenges also help you grow as a person and leader - they help to build empathy, understanding and creativity out of necessity.

Through all of this, I wouldn’t still be in this industry without the incredible relationships I’ve forged with clients, candidates and team members over the journey. There are so many people who have helped and supported me in my career, and it’s been amazing to be part of their careers in a small way as well.

Above all else, it is these partnerships that drive me to continue. I’m really excited about this next chapter as General Manager of Bayside Group and Acclaimed Workforce, and I’m committed to driving innovation and supporting the evolving needs of our clients and candidates.

Project Highlights: Southeast Queensland

Thu, 26 Sep 2024 01:40:47 GMT

If you live in Southeast Queensland (SEQ)or have a vested interest in SEQ, this one is for you.

Following the upcoming state elections, some of these massive QLD centric infrastructure projects will start to move forward. Olympics aside, Queensland is looking towards some massive projects which will shape our state and keep us busy. Queensland is set to enter a lively decade of infrastructure development with the launch of Queensland’s Big Build.

Yash Bansod, Consultant at Bayside Group, says “We’re seeing a big leap in Queensland urban development and infrastructure, with major landmark projects taking the spotlight. Next year, demand for skilled Civil Designers, Civil Design Engineers, Principal Civil Engineers / Team Leads and Project Managers will increase, which means great career opportunities working on major projects.”

For Yash, seeing his local community develop, evolve and thrive to position itself alongside other global cities is exciting. Central and North Queensland are also preparing for their own landmark projects and will have significant requirements for specialised engineering and technical talent.

From the enhancement of transport networks to growing healthcare facilities and the development of new communities to supply more housing, here is a snapshot of some key projects that will be shaping SEQ.

Gold Coast Light Rail Extension

The extension of the Gold Coast Light Rail (Stage 3) from Broadbeach South to Burleigh Heads will significantly improve connectivity across the region. This expansion will link communities to vital services such as hospitals, educational institutions, and entertainment venues, making travel more efficient and supporting local businesses.

Logan Hospital Expansion

Logan Hospital is getting a major upgrade to better serve our growing population. The Stage 1 Expansion will add 206 beds, including a modular ward with 28 new beds and a maternity refurbishment. Stage 2 will further increase capacity with 112 additional overnight beds and more surgical theatres, enhancing local care and reducing the need for travel.

The Mill Development (Moreton Bay)

The Mill at Moreton Bay is a game-changer for the region. This project involves the development of the University of the Sunshine Coast Moreton Bay campus and aims to accelerate transport-related growth in the Petrie Town Centre and surrounding areas. Covering approximately 460 hectares, the redevelopment of the former paper mill site will include new health, retail, commercial, and residential facilities, creating a thriving community with more affordable housing options. As a northside boy, it will be good to see Petrie town and its surrounding suburbs get a bit of a freshen up.

Aura Development

Aura, located in the Caloundra South Priority Development Area, is set to become Queensland’s largest master-planned community. With approximately 20,000 new dwellings and 15,000 local employment opportunities, Aura will feature a vibrant mix of residential, retail, and cultural facilities. This development will play a crucial role in driving the region’s economy and accommodating future growth.

Steve Irwin Way (Glass House Mountains Road)

The Steve Irwin Way upgrade will bring significant improvements to road infrastructure, including widening, shoulder expansion, and dedicated turning lanes. Enhanced street lighting, bike lanes, and safety barriers will make travel safer and more convenient for Queenslanders.

Redcliffe Hospital Expansion

Redcliffe Hospital is undergoing a major expansion to better serve the Moreton Bay community. The project includes a new nine-story Clinical Services Building, 204 additional beds, and expanded services such as theatres, emergency care, and birthing facilities, ensuring high-quality healthcare is accessible to more residents.

New Coomera Hospital

The new Coomera Hospital will be a state-of-the-art facility catering to the Gold Coast’s growing population. It will offer advanced emergency care, diagnostic facilities, and specialised units, providing world-class healthcare close to home for the region’s residents.

According to the Queensland government, these projects underscore their commitment to fostering growth, enhancing quality of life, and building a resilient future for our communities. To stay updated on these and other exciting developments, check out the Big Build map on the Queensland State Government website.

Contact Yash Bansod on 07 3221 6822 if you’re looking for engineering and technical staff or are considering a change in job. You can also submit your resume to Bayside Group to be considered for future opportunities.

Spotlight: Employing people with disability

Tue, 24 Sep 2024 07:37:15 GMT

Last month, Diversity Council Australia (DCA) released a guide to help employers capture disability data safely and respectfully .

People with disability are far more likely to be unemployed than people without disability. According to DCA, it is only very recently that participation in the labour force has improved by more than a few percent. Yet participation was still only at 61% in 2022 for people with disability compared with 85% for people without disability, and this does not take into consideration career opportunity or underemployment.

In fact, people with disability in Australia not only face higher unemployment rates, they face discrimination, lower income, and underrepresentation in leadership roles.

According to the DCA, non-inclusive recruitment is a major contributor, as is the treatment of people with disability in the workplace, who experience higher levels of discrimination and harassment. DCA states 1 in 5 people in Australia still think organisations should be able to refuse to hire people with disability.

If perception and education is an issue, it is up to us to change that. Germany for example, provides comprehensive rights and protections for people with disabilities, mandating that employers with over 20 employees must ensure that at least 5% of their workforce comprises people with disabilities. Non-compliance results in a compensatory levy, which funds various disability inclusion programs. This has increased participation and educated employees along the way.

The business case for inclusiveness

Research reveals a strong case for change to create disability-inclusive and accessible workplaces – for organisations and for people with disability. We know that diversity and inclusion is good for business , as it leads to increased profits, innovation and is better for mental health.

When organisations embrace leading practices for employing and supporting people with disability, a study by Accenture in 2020 found, companies had 28% higher revenue and 30% higher profit margins than their peers not implementing best practice.

People with disabilities are also innovative, because they have had to design ways in which they can participate in a society not centred around their needs. Examples of innovations include cruise control in vehicles, the phonograph, text or touch features on our phones, the electric toothbrush, and the internet.

DCA also claims employees with disability who work in inclusive organisations are four times more likely to feel work has a positive impact on their mental health, compared to employees with disability working in non-inclusive organisations. These are compelling arguments for organisations.

Understanding disability within your organisation

There are 5.5 million Australians (21.4%) with disability in 2024, which is up from 17.7% in 2018. This makes up a significant portion of the population and potential workforce. Several factors contribute to this substantial increase in just six years, notably a growing awareness of disability in Australia, a prevalence of some long-term health conditions and an ageing population. The reporting mechanism also changed to help people feel more comfortable to disclose their disability.

Asking whether your workforce is representative of the population is a good place to start. Realistically, many organisations may not know. Collecting disability status data in the workforce is crucial to addressing these challenges. Yet, 40% of employees with disability surveyed by the DCA say their current employer doesn’t capture this data and a third haven’t shared their disability status with their employer.

The DCA highlight four barriers that people have in disclosing disability:

Fear of discrimination and harassment
Impact sharing might have on career and leadership opportunities
Concerns about data privacy and safety
Lack of disability awareness and confidence in organisations

There are several actions organisations can take to prevent this according to DCA. Firstly, be more proactive on discrimination and harassment specific to disability, redefine what ‘success’ in your organisation looks like, ensure data privacy and safety and building disability awareness and confidence through training. This will also include ensuring your workplace is physically accessible and equipped with necessary accommodations, including assistive technologies and flexible work arrangements and inclusive recruitment practices. For larger organisations, employee resource groups can also be useful.

Case Study: SAP Autism at Work

For companies that are trying to become more inclusive, a specialised program that is relevant to the organisation can be another way to improve inclusiveness.

SAP, a global leader in enterprise software, launched Autism at Work in 2013 in India. They were the first global tech company to develop a program to leverage the unique abilities of people with autism. When neurodiverse perspectives are missing from the workforce, there is a lost opportunity for innovation and creativity. SAP were intentional about seeking these candidates and adjusting recruiting processes, removing the barriers to entry they frequently face.

Today, SAP has over 160 employees with autism in 14 countries, across 28 locations and in 25+ job types. They also believe it has helped their managers become better leaders and resulted in many employees being diagnosed as adults due to increased awareness.

Bayside Group and our affiliate brand, Acclaimed Workforce, work with our clients to help them reach their inclusivity goals. Learn how Acclaimed Workforce worked with Torresan Estate to provide a career path for Nathan in his own words.

If you are looking for inclusive recruitment assistance, talk to Bayside Group today .

Avoiding AI Bias in Recruitment

Tue, 27 Aug 2024 23:54:53 GMT

Artificial Intelligence (AI) has impacted almost every industry and function of organisations, and recruitment is no exception.

With the introduction of AI into more and more products in the last twelve months, it is becoming increasingly essential to grasp its implications for recruitment. Potential biases in relation to protected attributes in Australia has raised the most concerns.

Protected attributes are those attributes identified as being particularly vulnerable to discrimination and prejudice. Including the more recently introduced protected attributes , these include:

race, colour
sex
sexual orientation
age
physical or mental disability
marital status
family or carer's responsibilities
pregnancy
religion
political opinion
national extraction
social origin
breastfeeding
gender identity
intersex status
people experiencing family and domestic violence

In this article, we explore the issue of AI bias in recruitment and considerations for Australian companies to ensure fair and inclusive hiring practices.

Understanding AI Bias in Recruitment

AI bias occurs when algorithms used in recruitment processes produce unfair outcomes, often reflecting existing societal biases. These biases can manifest in various ways, such as favouring certain demographics over others, perpetuating stereotypes or rewarding those who have been afforded the most opportunity. For instance, if an AI system is trained on historical hiring data that predominantly includes candidates from a specific gender or ethnic background, it may inadvertently favour similar candidates in the future.

The consequences of AI bias in recruitment can be significant. It can lead to a lack of diversity in the workplace, which in turn can affect innovation, creativity, and overall company performance. Moreover, biased hiring practices can damage a company's reputation and result in legal challenges related to discrimination.

Guidelines for Reducing AI Bias

To address AI bias in recruitment, the Diversity Council Australia (DCA) released guidelines last year to help employers select and deploy AI tools effectively. These guidelines emphasise the importance of considering diversity and inclusion when using AI in recruitment. Key recommendations include:

Team Up: Form diverse teams to leverage different perspectives and expertise in identifying and addressing biases.
Reflect: Regularly assess and reflect on the AI tools being used to ensure they align with diversity and inclusion best practice and goals.
Educate: Provide training for recruiters and HR professionals on how to use AI tools effectively and ethically, which may include reducing the level of reliance on AI.
Acquire: Select AI tools that have been designed with a focus on reducing bias and promoting fairness.
Decide: Make informed decisions based on a thorough understanding of the AI tools' design, algorithms, and data sets.

Considerations for Australian Employers

Australian employers need to be proactive in addressing AI bias in recruitment. Here are some key considerations:

Legal and Ethical Implications: Ensure compliance with employment discrimination laws and ethical guidelines when using AI in hiring processes.
Culturally Relevant Data Sets: Develop and use data sets that reflect the diversity of the Australian population to reduce biases in AI systems.
Human Oversight: Combine AI tools with human judgment to ensure a balanced and fair recruitment process.
Continuous Monitoring: Regularly monitor and evaluate AI tools to identify and mitigate any biases that may arise over time.

Understanding how your internal hiring managers or recruitment providers are utilising AI, and the level of human judgement involved is a key starting point. External recruiters represent your organisation, which means bias in the recruitment process can still lead to reputational damage for your organisation, even if the legal implications fall on the provider.

AI has the potential to transform recruitment processes, but it is crucial for Australian companies to be aware of and address the risks of bias. By following guidelines and best practices, organisations can harness the benefits of AI while promoting diversity, inclusion, and fairness in their hiring practices.

If you’re looking for an ethical recruitment provider, contact Bayside Group today.

What does the right to disconnect mean for employers?

Sun, 25 Aug 2024 22:55:24 GMT

Eligible Australian employees now have the right to disconnect from employment related contact outside of work hours.

Right to disconnect laws originated in France in 2017 in response to the declining health and wellbeing of workers resulting from technology shifts in the workplace that have blurred the lines between work and personal time.

In Australia, the Closing Loopholes (No.2) Act 2024 was passed earlier this year, which include the right to disconnect. This provision came into effect on 26 ^th August 2024. It is essential to note the revised definitions of casual employees and independent contractors were introduced at the same time.

So how do employers comply?

The Act does not prevent employers from contacting employees outside of working hours. However, employees have the right to refuse this contact unless that refusal is unreasonable. This includes monitoring, reading or responding to contact from an employer or a third party.

Several factors must be considered when determining whether an employee’s refusal is unreasonable, including:

The reason for the contact.
Whether the employee is compensated or paid extra for:

o being available to be contacted to perform work within a specific period, or

o working additional hours outside their ordinary hours of work.

The nature of the employee’s role and level of responsibility.
The employee’s personal circumstances, including family or caring responsibilities.

The ‘right to disconnect’ also covers attempted contact outside of an employee’s working hours.

Does this apply to labour hire/on-hired employees?

In short, yes it does. These changes apply to on-hired workers, whether casuals, ongoing permanent employees or maximum term employees. The right to disconnect therefore will affect any contact that on-hired employees have with your staff, as well as with clients or other third parties who they may be required to interact with as part of their duties while working in your organisation. For example, an engineer who is working on an international project may have the right to disconnect from contact with a client if they are not compensated or paid at a higher rate for that time.

If you have any queries regarding the application of this new provision, please do not hesitate to contact Nick Wakeling, Workplace Relations Manager, on 03 9864 6000.

Significant employment legislation changes in August 2024

Wed, 31 Jul 2024 02:27:37 GMT

The passage of both the Closing Loopholes Act 2023  and the Closing Loopholes (No.2) Act 2024   have seen a flurry of legislative changes that will impact on the Australian industrial relations landscape. The 26 August 2024 is a critical date with the introduction of several significant changes.  In addition to introducing new minimum standards and protections for 'gig' economy workers plus additional rights for workplace delegates, the Act introduces critical changes relating to both casual employees and independent contractors.  Furthermore, it will also see the introduction of a new 'Right to Disconnect' provision.

What will change?

Regarding casual employees , the Act will see the definition of casual employment shift for new employees.  In essence, no longer will the principal reliance be based on the status of the employee's contract as confirmed in the Rossato case ; but will also incorporate the "real substance, practical reality, and true nature of the employment relationship".  This will include the communication with the employee prior to engagement, particularly relating to the regularity of hours to be performed plus the period of the engagement.

So, what does this mean in reality? Employers will no longer be able to simply rely on the employment contract to argue an employee is a casual. As a result, new employees may need to be engaged differently from 26 August 2024.

Further to the changes for casual employment, the definition of independent contractors  will also be varied.  No longer relying on the superiority of the contract applying to the relationship as confirmed in the Personnel Contracting  and Jamsek cases; the relationship will similarly be determined by the "real substance, practical reality, and true nature of the employment relationship".   This means that factors such as the nature of the work, autonomy, payment of remuneration, tax arrangements, control, hours of work, financial risk and the provision of work equipment will all be potentially considered. 

An employer can write to "eligible" independent contractors seeking to authorise the continuation of their current engagement, regardless of the nature of their employment. However, the independent contractor must meet an income threshold and agree to this arrangement in writing. Furthermore, the independent contractor can rescind this agreement at any point. The government has not yet provided information on what this income threshold for eligibility will be. It is essential to note that if an independent contractor earns less than the threshold, a business will need to reassess the employment relationship based on the new laws. The intent of this threshold is to protect lower income workers, often those participating in the gig economy. Higher income earners like engineering, technology and medical professionals will most likely be able to continue as independent contractors.

The other change which will impact Australian workplaces is the new "Right to Disconnect" .  Under these new provisions, eligible employees will have a new ‘right to disconnect’ from undertaking work activities outside of their usual business hours. In short, an employee can refuse to monitor, read or respond to contact from an employer or a third party after work.  An employee can continue to be contacted out of hours if it is deemed 'reasonable" in the circumstances. Reasonableness will consider factors such as the reason for the contact, whether the employee is compensated for out of work activities, the nature of the employee’s role and level of responsibility and the employee’s personal circumstances, including family or caring responsibilities.

Are you prepared?

Australian businesses need to be working through the impact of this legislation in their own organisation and preparing for the implementation of these changes.

With respect to both the engagement of casual employees and independent contractors, consider:

What has been the historical method of engagement in your business? 
Are casuals guaranteed both hours of work and tenure of service?
When engaging independent contractors, do they work autonomously and bear risk for the provision of services? 
In terms of written contracts, do they clearly outline the true nature of the engagement? 
Do they need to be updated for new staff?

With respect to the new right to disconnect, consider:

What type of contact occurs with staff outside of working hours? 
What types of engagement are deemed "essential v unnecessary"? 
What contact are your staff receiving from colleagues and clients out of hours? 
Do your employment contracts require variations?  Are your staff adequately remunerated for afterhours engagement? 
Do you need to confirm with your staff in writing these arrangements prior to 26 August?

Employers should be considering the answers to these questions in readiness for the application of the new legislation. Bayside Group will work with our clients to manage the impact of this legislation and help to navigate any required changes in engaging new employees after 26th August.

Our Workplace Relations team can assist you with these issues across your workforce. We work with organisations to ensure compliance, provide training, and review policies and procedures. To learn more, see our Workplace Relations Resources  or contact Nick Wakeling today on 03 9864 6000.

The gender gap in STEM-qualified jobs

Thu, 25 Jul 2024 02:19:40 GMT

As an engineering, scientific and technical recruitment agency, employers regularly talk to us about the challenges of attracting, engaging and retaining STEM-qualified women for specific roles.

Barriers for women in STEM are complex and multi-faceted, which is why we’ve been having these conversations for decades. Despite significant investment and concerted attempts by government, education providers, industry associations, think tanks and organisations to address this issue, progress still feels painfully slow.

However, the Australian Government has, in recent years, developed a comprehensive strategy to increase the representation of women and girls in STEM. This strategy is not just about numbers; it brings new perspectives, enhances problem-solving capabilities, and boosts productivity across Australian industries. The aim is to diversify the workforce so Australia can meet its critical workforce needs now and in the future.

It is essential to highlight the difference between STEM industries, such as engineering, technology, cybersecurity and financial services, and STEM occupations. Women are better represented in STEM occupations in non-STEM industries, such as pharmaceuticals, health or food and beverage, although much work is still required.

We take a look at the statistics on women in STEM in Australia and the barriers to attraction, retention and promotion.

The Stats: Women in STEM-qualified jobs

The STEM Equity Monitor was established in 2020 to track outcomes, pay, academic research funding and other workforce characteristics. The most recent report released last year, found that the number of women qualified in non-STEM occupations has risen by around 50 percent in the decade to 2022, but for STEM industries specifically, this number increased by only 4 percent to 15 percent in total.

The Monitor includes educational data to address stereotypes, cultural norms and educational barriers for girls. Fortunately, there are positive outcomes here:

More girls are undertaking Year 12 STEM subjects, including biological sciences, earth sciences, chemical sciences, and agricultural and environmental studies.
Year 12 enrolments of girls in all STEM subjects increased slightly from 45 per cent to 47 per cent from 2013 to 2021.
48% of parents with daughters talk to their kids about STEM at least once a week (up by 6%).
The number of women completing university STEM courses grew by 15% from 2020 to 2021.
The number of women in STEM-qualified occupations increased by 68% from 2012 to 2022.

One of the cornerstones of the Government strategy is the Girls in STEM Toolkit (GiST), which provides resources for girls, families, teachers, and other influencers to explore the study and career opportunities available through STEM. The above statistics demonstrate the impact of this toolkit. However, participation in STEM varies depending on the disciplines and shifts in higher education, with females constituting only 23 percent of engineering enrolments and 24 percent of physics and astronomy enrolments. The research also indicates that girls’ confidence is still low compared to boys.

In the workforce, women comprise 23 percent of senior management but only hold eight percent of Chief Executive Officer positions in STEM qualified industries. This reflects the ‘ broken rung ’ for women in leadership, further exacerbated by a lack of diversity.

Yet, not all STEM industries are equal. Women make up 64% of the Scientific Research industry, but still only make up 17% of senior leaders. In fact, according to a Professionals Australia report in 2021, the greatest discrepancy across STEM fields occurred in science, where females made up almost half of employees but only 39 per cent of managers and 24 per cent of executives.

The industries with the least representation are Automotive Repair and Maintenance, Electrical Distribution, Oil and Gas, and Transport Equipment Manufacturing, whose workforces are made up of 23, 22, 26 and 17 percent women respectively, yet have few or no CEOs.

Like other industries, pay parity remains an issue, with women earning 17 percent, or $27,012 less than men, across all STEM industries. While this gap is smaller than the 19 percent overall in Australia, perhaps explained by the focus of STEM employers on attracting women, it also demonstrates the impact of the gender imbalance in senior leadership.

The challenges in retaining women in STEM

Professionals Australia’s comprehensive Women in STEM Professions Survey Report , found that women in STEM were more significantly impacted by the pandemic than their male counterparts. It also provided insights into attrition specific to women in STEM, with reasons including:

Lack of flexible work options at senior levels
Bias in career building activities
Career penalties attached to working part-time
The impact of career disruption
Workplace culture including long working hours
Exclusionary behaviours and the impact of being one or one of a few women on the team
Biases in decision making and recruitment
Discrimination and sexual harassment
Gender stereotypes

The last three years have seen substantial changes in Australia. Government STEM research shows that over 70% of companies have a gender equality policy or strategy in place, along with recruitment and retention initiatives and support for carers policy. Furthermore, legislation has changed to include requirements for family and domestic violence, positive duty in relation to sexual harassment, additions to protected attributes , gender pay gap transparency , and more under the Closing Loophole Bill . However, polices need to be implemented effectively and continuously reinforced and reviewed for change to occur. Combined with candidate shortages during this period, many organisations have shifted their approach, but is it enough? According to many of our clients, it isn’t yet.

Companies trying to reduce the gender gap in STEM-qualified jobs can look to organisations who have successfully reduced their gender pay gap as a starting point; mathematically this isn’t achievable without significantly increasing the number of women in leadership roles. For many companies, reducing the gender gap also means changing the work environment, reviewing recruitment and hiring practices, tackling stereotypes and social norms head on, increasing internal role models and mentors, providing advancement opportunities and providing extensive flexibility and more.

No matter which actions an organisation chooses, reducing the gender gap in STEM requires a laser focus, ongoing commitment and a collective understanding of why it’s important to the success of employees and the organisation.

Bayside Group advocates for women in STEM-qualified roles and works closely with our clients to help reduce gender gaps. Reach out for a confidential discussion with one of our experienced consultants, who can provide industry data to assist you in establishing goals.

If you’re looking for talented women in STEM , contact Bayside Group today for advice and assistance with talent mapping, targeted search and recruitment.

Why talent mapping is critical for reaching strategic goals

Mon, 08 Jul 2024 04:29:39 GMT

Talent mapping enables organisations to align their talent with the business's strategic objectives to improve overall performance. Human resources professionals understand its importance to the organisational strategy. But do your organisation’s leaders?

How often have you seen a hiring manager make a hiring or promotion decision that, in hindsight, was based on convenience or necessity? It is more common than organisations would like to admit and is generally symptomatic of insufficient talent mapping. Yet the consequences can be significant to the business, particularly when considering the opportunity cost of realising strategic goals.

In this article, we discuss the benefits of talent mapping and best practice talent mapping strategies.

Benefits of talent mapping for organisational performance

Talent mapping enables organisations to identify and leverage the skills and capabilities of their people. By mapping out talent, leaders can gain a clear understanding of the strengths and weaknesses of their workforce. This information can then be used to make informed decisions regarding recruitment, training, and development initiatives.

While traditionally a human resources function, talent mapping is more effective when prioritised and embraced by all leaders. It helps identify high-potential employees who can be developed for future leadership positions, ensuring the right people are promoted or recruited.

Talent mapping offers several benefits for organisational performance:

Enhanced Recruitment: By understanding the skills and capabilities of the existing workforce, organisations can identify the gaps and target their recruitment efforts to fill those gaps. This ensures that the organisation attracts and hires individuals with the required skills and competencies to help it reach its goals.

Succession Planning: Talent mapping allows organisations to identify high-potential employees and develop tailored development plans to groom them for future leadership positions. This facilitates a smooth talent transition and minimises disruptions in key roles.

Improved Performance Management: Talent mapping can help organisations establish clear performance expectations by aligning individual goals with the business's strategic objectives. This clarity helps employees understand their roles and responsibilities, improving performance.

Strategic Workforce Planning: Talent mapping provides insights into the workforce's skills and capabilities, enabling organisations to plan for future talent needs. By identifying potential skill gaps, organisations can proactively address them through recruitment, training, and development initiatives.

Best practices for effective talent mapping

To ensure effective talent mapping, consider the following best practices:

Involve Key Stakeholders: Collaborate with managers and department heads to gather input and insights on talent needs and requirements.
Use Data and Analytics: Leverage data and analytics to identify trends, patterns, and gaps within the talent pool. This data-driven approach ensures objective decision-making.
Foster a Culture of Continuous Learning: Encourage employees to continuously develop their skills and capabilities through training and development programs. Setting specific learning and development targets can help make expectations clear and promote a culture of learning and growth.
Regularly Review and Update Talent Maps: Talent mapping should be an ongoing process. Regularly review and update talent maps to reflect organisational and workforce changes.
Communicate and Engage: Communicate the purpose and benefits of talent mapping to employees. Engage them in the process by seeking their input and feedback; talent mapping may identify employee skills and capabilities outside their current role's scope.

By following these best practices, organisations can maximise the effectiveness of their talent mapping initiatives and drive positive outcomes.

Addressing gaps and measuring impact

Not all gaps in skills and capabilities can be addressed through learning and development, particularly where urgency is required. Therefore, it is essential to look externally to address critical gaps and help streamline internal training and mentoring. In this instance, talent mapping of the market is also necessary to identify potential external talent for upcoming and future requirements. This should form part of a more holistic approach to talent mapping.

Measuring the impact of talent mapping on organisational success is essential to evaluate the effectiveness of talent management strategies. Some key metrics to consider include employee retention, performance improvement, your leadership pipeline and employee engagement.

If you need assistance with talent mapping the market or sourcing employees to address specific gaps, let us know what you are looking for or contact us for a confidential discussion today.

Five Steps to Develop your Career Plan

Thu, 04 Jul 2024 00:44:06 GMT

Like much in life, the best outcomes are achieved with careful planning, goal setting, and strategic decision-making. Your career is no exception. Drawing on Bayside Group’s extensive recruitment experience, we look at a roadmap to assist you in achieving your career aspirations, whether you’re starting out or considering a career change.

1. Understanding Your Values and Interests

Understanding your values and interests is an important first step in career planning. Take the time to reflect on what truly matters to you, your skills and what you are passionate about. This self-reflection will help you align your career goals with your personal values and interests, ensuring that you find fulfilment in your chosen career path.

Yale University recommends considering four elements in self-assessment:

Skills : Many transferable skills can be used in various industries and roles. An example is communication skills, one of the most ubiquitous, making them highly transferable.
Interests : Interests can change with age and experience; being mindful of your interests, in conjunction with your skills, personality, and values, is an important consideration in the self-assessment process.
Personality : Your personality influences the type of role that will suit you best. For example, an introvert may not thrive in a role requiring a lot of social interaction.
Values : Making choices consistent with your values is key to career satisfaction. Many people cite making a difference as an important value, but that looks different from person to person. It is important to understand your personal values and drivers.

Ask yourself:

What do I enjoy doing?
What are my strengths and weaknesses?
What are my core values?
Where do I want to be in 10 years?
What sort of lifestyle do I want to live?
What industries/sectors am I interested in?
What types of organisations would I like to work for?

2. Identify and Research the Options

The next step is identifying possible career paths. Many career paths require study and experience, so it is important to consider the prerequisites to avoid future roadblocks or additional time and expense to achieve your goals. When researching potential career paths, in addition to prerequisites and education, consider lifestyle considerations, typical salary ranges, and what it is like to work in those roles or industries. Education providers, professional organisations, employment websites such as Seek and Indeed , and our consultants are good sources for helping you refine your options.

Ask yourself:

My dream job is:
The prerequisites for this job are:
To be successful in this career, I will need to:

3. Developing a Career Action Plan

Once you have set your career goals, the next step is to prepare an action plan to guide your journey. Break down your goals into smaller, manageable steps and determine the resources and support you need to achieve them. Consider creating a timeline and setting milestones to track your progress.

In your career action plan, include strategies for acquiring the necessary skills and knowledge, such as enrolling in relevant courses or seeking mentorship opportunities. Review and update your action plan regularly as you gain new insights and experiences.

Ask yourself:

Are there time or timing issues I need to consider, such as an application process or length of study?
Is there training or mentoring in my current role that will assist me achieve my goals?
Are there any financial considerations I need to be aware of?

4. Networking

Networking is a crucial aspect of career planning. Building a strong professional network can open doors to new opportunities and provide valuable guidance and support. LinkedIn is an invaluable tool for professional networking, providing you the opportunity to link with other people in your chosen field. In addition, consider attending industry events and joining professional organisations.

Ask yourself:

Who do I know in this field?
Who can I contact for advice on next steps?
What professional networks and or organisations will best facilitate my career aspirations?
What events could I attend to develop skills and expand my network?

5. Evaluate and Refine Your Career Plan

Regularly evaluating and adjusting your career plan is essential for staying on track and adapting to changing circumstances. Reflect on your progress and reassess your goals as you develop knowledge, experience and skills and be open to making adjustments.

Ask yourself:

Am I progressing in my plan as expected? If not, how can I adjust to get back on track?
Is this path still aligned with my values and interests?
Have any new opportunities or challenges emerged?

Ultimately, career planning is dynamic, so it is critical to be flexible to best navigate the ever-evolving professional landscape.

Bayside Group’s recruitment team can assist you with refining your career plan and aspirations, including a range of free career resources . To discuss your specific situation, contact our local team today.

Workplace Relations Spotlight: Complaints and Investigations

Wed, 26 Jun 2024 04:43:06 GMT

Recent changes to employment legislation require Australian businesses to proactively address inappropriate workplace behaviour. As a result, the risks relating to reputational damage and financial consequences have never been greater. Yet case rulings continue to highlight organisations that are failing not only in their positive duty, but also in managing complaints effectively.

Nick Wakeling, Workplace Relations Manager for Bayside Group, says that in his experience, organisations will have less complaints resulting in investigation when:

1. It is consistently demonstrated that the organisation does not tolerate inappropriate behaviour

2. Policies and procedures are compliant, clear and understood

3. Leaders understand the legislation and address issues immediately in line with company processes

“The most common reasons for inadequate responses to complaints are a lack of understanding of their seriousness, a lack of management training, or a tendency for managers to avoid conflict,” explains Nick. “Brushing off a complaint or hoping that it will resolve itself can lead to significant implications for the organisation and the employee/s involved.”

So why do organisations find managing complaints effectively, difficult? We look at common reasons issues occur and escalate in the context of bullying and sexual harassment.

Workplace Bullying

Bullying occurs at work when a person or group of people repeatedly behave unreasonably towards another worker or group of workers, and the behaviour creates a risk to health and safety. Examples include behaving aggressively towards others, teasing or playing practical jokes, pressuring someone to behave inappropriately, excluding someone from work-related events and unreasonable work demands. This is not discrimination; bullying doesn't have to be related to a person’s or group's characteristics, and adverse action isn’t a stipulation.

For employees, it is important to note that reasonable action taken by management is not bullying. An employer or manager can:

Make decisions about poor performance
Take disciplinary action
Direct and control the way work is carried out

However, leaders should understand that management action that isn't carried out reasonably may be considered bullying. Bullying complaints can have long-term psychological effects on complainants that may be compounded if mismanaged, leading to significant Worker’s Compensation claims and even legal action.

According to Nick Wakeling, regardless of the perception of management and co-workers, the experience of the victim is paramount. If someone believes they have been bullied, this is something that an organisation needs to take seriously, even if it doesn’t fall within the technical definition of bullying, because this impacts an individual’s health and wellbeing.

While explicit bullying is more generally understood, it is often more nuanced bullying that is dismissed, leading to investigations and often cultural or systemic problems that have a major impact on organisational performance and reputation. Examples Nick lists include employees feeling as though they’ve been isolated from the rest of the team, people perceiving that they have been repeatedly treated more harshly than their colleagues by their manager, for no reasonable reason, or being the object of jokes. Managers often dismiss these scenarios without understanding the full definition of bullying in the workplace. This understanding is necessary for swift identification and corrective actions relating to inappropriate behaviour.

Sexual Harassment

The Fair Work Act defines sexual harassment as an unwelcome sexual advance or request for sexual favours to the person who is harassed or other unwelcome conduct of a sexual nature in relation to the person who is harassed. It must be reasonable to expect the person being harassed would be offended, humiliated or intimidated and the behaviour doesn’t have to be repeated or continuous.

Misinterpretation can occur when ‘reasonable’ is viewed subjectively (i.e. aligned with perceptions), rather than specific outlined behaviours. Furthermore, many people are not aware a person could also experience sexual harassment by being exposed to or witnessing this kind of behaviour toward a third person. It is also important to note that the intent of the alleged harasser doesn’t matter. In investigations, it is common for the accused perpetrator to justify the behaviour because they didn’t mean anything by it.

With new positive duty obligations under the Sex Discrimination Act, senior leaders need to understand and recognise unlawful conduct. Leaders are responsible for ensuring appropriate measures are taken, updated, reviewed and communicated to workers. Importantly, they should role model respectful behaviour and set the standard for equality and inclusion. It is also beneficial for all employees to receive training and regular updates about sexual harassment in the workplace. This significantly reduces the gap between employee perceptions of what is acceptable and what is acceptable under the Act. It facilitates behavioural change and ensures everyone in the organisation has a common dialogue they can use to voice concerns.

Often, investigations into sexual harassment will uncover repeated behaviours that have not been reported for fear of consequences or have been previously dismissed by the manager when reported. Nick believes organisations need to understand how their leaders respond. “Consistency is essential when an employee discloses a situation to a manager. How are your leaders receiving the information, and what are they doing about it?”

Another area that can lead to complaints and investigations is after-hours incidents and personal relationships. Many organisations have changed the way they sanction functions in recent years, but it’s important to reflect company expectations in policies and procedures relating to engagement in work-related social settings, including social media.

Effective complaint management

Best practice, according to HRM , is to:

Consult with workers about existing and proposed complaint handling measures within the organisation.
Implement a workplace policy that sets out the organisation’s complaint handling procedure
Implement a “bystander” policy
Regular and continuous communication

When a complaint is made, it is critical to undertake a risk assessment to determine whether any workplace adjustments are required to protect the safety of the complainant and ensure confidentiality. It may be necessary to temporarily change reporting lines, direct one of the parties to work from home, or in serious cases, suspend the alleged perpetrator from work while the investigation is undertaken.

It is also essential to decide whether the investigation will be undertaken internally or by an independent party. Some investigations can be as simple as conducting a desktop review internally, while others may require technical advice or independence that the organisation cannot provide. An investigator needs to be impartial, which means they shouldn’t have an actual or perceived conflict of interest.

Bayside Group’s Workplace Relations team can assist you with investigations. We work with organisations to ensure compliance, provide training, and review policies and procedures. To learn more, see our Workplace Relations Resources or contact Nick Wakeling today on 03 9864 6000.

What do employees value in Australian leaders?

Thu, 20 Jun 2024 06:30:20 GMT

When appointing leaders, whether through recruitment or promotion, you will most likely spend time developing a ‘wish list’ of core competencies for the role. After all, it is widely understood that strong leaders can significantly impact a business. But does this list match and prioritise the traits that your employees value?

Employees stay for good leaders and leave when they don’t meet their expectations. So, what do Australian employees value most in their leaders? We look at five key leadership behaviours that help to facilitate employee retention.

1. Authenticity

Authentic leadership is demonstrated by leaders who have high standards of integrity, take responsibility for their actions, and make decisions based on principle rather than short-term success. While this is not a new concept, the post-pandemic workforce has less tolerance for inauthentic leaders, who can negatively impact employee attraction, engagement, and retention.

Employees appreciate leaders who are consistent in their values and behaviours and are perceived as fair and balanced. Leaders who cultivate self-awareness, are disciplined, focused on purpose and committed to improving themselves are likelier to inspire employees. Employees want leaders who are true to themselves and transparent in their actions and words.

The rewards for selecting authentic leaders can be significant. Employees with authentic leaders will talk about them to their friends and family and tend to be more invested in their work and organisation. However, employees working with inauthentic leaders often speak the loudest. It is, therefore, worthwhile prioritising genuine authenticity on your next leader capability ‘wish list.’

2. Emotional intelligence

According to the World Economic Forum's Future of Jobs 2023 report , many of the qualities associated with emotional intelligence, such as resilience, curiosity and lifelong learning, motivation, and self-awareness, are highly prized by organisations and employees alike, and this won’t change in the next few years.

Emotional intelligence (EQ) is generally a quality of authentic leaders and is by no means a new concept. In fact, Daniel Goleman introduced organisations and their leaders to EQ over 30 years ago. Leaders with emotional intelligence can create a supportive and inclusive work environment where employees feel valued and respected. They are skilled at recognising and managing their own emotions, which helps them stay calm and composed during challenging situations. By demonstrating emotional intelligence, leaders can effectively motivate and inspire their teams, leading to improved performance and productivity.

There are numerous pre-employment psychometric tests that can assess emotional intelligence when selecting leaders. Yet, it is often downgraded in the selection process over technical capabilities. This can be problematic if gaps are not addressed through training and development or reworking position descriptions.

3. Committed to diversity and inclusion

Companies prioritising diversity and inclusion are often considered more attractive to employees. This means employers can attract top talent from a broader pool of candidates. Moreover, when employees feel valued and included, they are more likely to perform better and stay with the company, reducing turnover and associated costs.

Research suggests employees in Australia value leaders who are committed to diversity and inclusion. In a Deloitte study , thirty-seven per cent of respondents said they would leave an organisation for a more inclusive one, and this increased to fifty per cent for millennials. Employees want leaders who actively promote and support workplace diversity and create an inclusive environment where everyone feels valued and respected.

Leaders who prioritise diversity and inclusion understand the importance of diverse perspectives and experiences. They actively seek to build diverse teams and ensure equal opportunities for all employees, unlocking their teams' full potential and driving innovation and creativity. Whether your organisation is known for diversity and inclusion or looking to improve, proven commitment is an important factor in selecting leaders.

4. Transparency and communication.

Many Australian employees value leaders who prioritise transparency and effective communication, ultimately preferring a clear and direct approach. They want open and honest leaders who share information and keep employees informed about important decisions and changes.

A recent study in Belgium found that leaders with a transparent communication style were able to create a climate of psychological safety in their teams to enable employees to voice their opinions, whether that be sharing ideas, questioning decisions, or admitting mistakes. However, the study stipulated that employee self-esteem matters; transparent leaders were only able to make employees feel safe if the employees had secure self-esteem.

Effective, transparent leaders create a more trusting culture, which is essential for providing a safe work environment. In Australia, all workplaces have an obligation to minimise health and safety risks by eliminating or reducing as much as is practicable health and safety standards, including psychosocial hazards . Effective communication is crucial for building strong relationships and fostering an environment where everyone feels safe to speak up and contribute.

5. Prioritise employee well-being

Employees have higher expectations of leaders regarding wellbeing than they did even five years ago for two reasons: a generational shift and having lived through a pandemic. There is an expectation that leaders will genuinely care about their physical and mental health, providing a supportive work environment that promotes work-life balance and overall well-being.

In the previous 12 months alone, one in five Australians experienced a mental disorder, according to the Australian Institute of Health and Welfare, and 17 per cent had an anxiety disorder. Increasingly, leaders understand the prevalence and impact of mental illness and the complexities of health and wellbeing in the workplace. However, there is a significant difference between awareness and effective leadership.

Empathetic leaders foster a culture of self-care and stress management and encourage open conversations about mental health. By prioritising employee well-being, leaders can create a positive and productive work environment where employees feel valued and motivated to perform at their best.

Bayside Group has a highly experienced Senior Appointments team that can assist you in recruiting leaders for your organisation. Let us know about your talent requirements , or contact us today .

Why engineers make effective senior leaders

Thu, 13 Jun 2024 03:41:46 GMT

Over the years, we have often been asked the question, ‘Can engineers make good leaders?’ Our response is not ‘can’, but rather ‘why’ engineers make effective leaders. The fact remains that many successful companies have CEOs and senior leaders with engineering backgrounds.

In this article, we explore the reasons why having engineers at the helm can be beneficial amidst global economic and political volatility and significant technological change.

The Problem-Solving Mindset of Engineers

Every background brings unique strengths. For engineers, it’s not just problem-solving capabilities, but a unique problem-solving mindset that can be invaluable in leadership roles. With analytical thinking and a logical approach, engineers are adept at identifying and resolving complex challenges. They have been trained to break down problems into smaller, manageable components and develop innovative solutions. This problem-solving mindset allows engineers to approach leadership strategically and decision-making rationally, ensuring efficient problem-solving within the team.

Additionally, engineers are trained to think critically and objectively, considering different perspectives and evaluating potential risks and benefits. Recent unpredictability means effective leaders require a level of comfort with uncertainty and need to understand how to pivot quickly and effectively. A problem-solving mindset facilitates faster decision-making and helps create a sense of calm in chaotic situations. It is clear why organisations value this trait in their people leaders.

Technical Expertise and Decision-Making

A key and obvious attribute engineers bring to leadership roles is their technical expertise. Engineers can often obtain a deeper understanding of the technical aspects of the organisation, whether it's software, IT infrastructure or operations because they are used to dissecting complex information. This ability to understand more complex elements of the business is useful in asking the right questions of subject matter experts, which is critical to making informed decisions.

Furthermore, engineers are required to anticipate future consequences of decisions, which is an essential factor in the decision-making process. This empowers engineers to make strategic decisions that align with the organisation's goals.

Effective Communication and Team Collaboration

There is an unfair perception that engineers lack the necessary soft skills or business acumen required for leadership positions. Like in any profession, engineering is made up of diverse individuals with varying strengths and weaknesses.

While many engineers undertake further study or take on different types of roles, a shift in Project Management and the employment landscape, particularly in Australia, has meant that engineers are expected to fine-tune their communication and collaboration skills from the moment they enter the workforce. Effective communication and team collaboration are essential qualities for successful leadership, and many engineers excel in these areas. Engineers are trained and often expected to communicate complex technical concepts in a clear and concise manner, ensuring effective knowledge transfer within the team and with stakeholders.

Moreover, engineers understand the importance of collaboration and teamwork. They are accustomed to working in multidisciplinary teams, where effective collaboration is crucial for project success. Engineers bring this collaborative mindset to leadership roles, fostering a culture of teamwork, open communication, and idea-sharing within their teams. However, those who thrive in collaborative environments and are strong communicators are often well-suited to leadership.

Innovation and Creativity in Problem-Solving

Innovation and creativity are at the core of an engineer's problem-solving approach. Engineers are constantly seeking innovative solutions to complex problems, pushing the boundaries of what is possible. This mindset of innovation and creativity is invaluable in leadership roles, as it inspires teams to think outside the box and develop innovative solutions.

Engineers will generally work in a culture of experimentation and continuous improvement, where failure is seen as an opportunity to learn and grow. As leaders, this mindset fosters a creative and innovative environment where teams are empowered to take risks and explore new ideas.

Adaptability and Resilience in Leadership

As we know, adaptability and resilience have become recognised as some of the most important attributes of leaders. They are required for navigating uncertainty and overcoming challenges. Engineers are well-equipped with these qualities, thanks to their experiences in problem-solving and project delivery.

In fact, engineers are accustomed to adapting to changing circumstances and finding solutions in dynamic environments. They can quickly assess situations, identify potential risks, and adapt their strategies accordingly. Moreover, engineers possess the resilience to persist in the face of setbacks and learn from failures, which is crucial for effective leadership.

The Bayside Group has been placing engineers into senior leadership roles for decades and watching them thrive. If you’re looking for senior engineering talent, tell us about your requirements .

Understanding Australia’s newest protected attributes

Thu, 30 May 2024 02:40:55 GMT

We will explore the latest protected attributes in Australia and their implications under the Fair Work Act, including breastfeeding, gender identity, and intersex status.

With so many changes to the Fair Work Act in the last eighteen months , hiring managers and people leaders may have missed some. In December 2022, Australia recognised and introduced three new protected attributes to ensure equal rights and protections for individuals with unique characteristics. These new protected attributes include breastfeeding, gender identity, and intersex status.

What are the protected attributes in Australia?

Protected attributes in Australia refer to characteristics or traits protected by law to ensure equal treatment and opportunities for all individuals. These attributes are identified as being particularly vulnerable to discrimination and prejudice. By protecting these attributes, Australia aims to create a society where everyone can fully participate and thrive, regardless of their differences.

The protected attributes under the Fair Work Act are now race, colour, sex, sexual orientation, age, physical or mental disability, marital status, family or carer's responsibilities, pregnancy, religion, political opinion, national extraction, social origin, breastfeeding, gender identity, intersex status and experiencing family and domestic violence . These attributes are safeguarded by anti-discrimination laws and legislation that prohibit unfair treatment or discrimination on these grounds.

Understanding and respecting protected attributes is crucial in promoting a diverse, inclusive, and equitable society. It requires individuals and institutions to challenge stereotypes, biases, and prejudices and to actively work towards creating an environment where everyone feels valued and accepted.

The introduction of new protected attributes, such as breastfeeding, gender identity, and intersex status, has had a significant impact on the rights and protections afforded to individuals in Australia.

Pregnancy and Breastfeeding

By recognising breastfeeding as a protected attribute, the Australian government acknowledges the importance of supporting and accommodating breastfeeding mothers. This extends protections for mothers beyond pregnancy and recognises the benefits of breastfeeding to individuals' health and the well-being of their children.

Examples of discrimination may include:

an employer not selecting the most qualified person for a role because they are pregnant or breastfeeding
an employer refusing to provide a private, clean space for a mother to express breast milk
an employer dismisses an employee when they tell their manager they’re pregnant
a pregnant staff member being pressured not to take time off to attend scheduled check-ups
refusing to consider reasonable adjustments, such as allowing a pregnant staff member to sit while working
an organisation restructuring its roles to make a pregnant woman redundant

This recognition helps ensure breastfeeding mothers are not unfairly treated or discriminated against in various aspects of their lives, including employment, education, and public spaces.

Gender Identity & Intersex Status

The recognition of gender identity as a protected attribute aims to promote the rights and well-being of transgender and non-binary individuals to live authentically and be treated with dignity and respect. This means that individuals who identify as a gender different from the sex assigned to them at birth are protected from discrimination and prejudice.

The recognition of intersex status as a protected attribute acknowledges the unique needs and experiences of intersex individuals; those born with biological variations in their sex characteristics that do not fit typical binary notions of male or female due to physical, hormonal or genetic features. It promotes understanding and respect for their rights and helps create a society that values and supports diversity in sex characteristics.

Discrimination is when someone treats you unfairly, including bullying you, because of your gender identity or intersex status. Examples of discrimination may include:

application forms that ask for binary gender options
refusing to call someone by their preferred name or use their preferred pronouns
refusing to let someone use the toilets that align with their gender identity
passing over someone for a job or promotion because of their gender identity

Where an employee does disclose their intersex status to the employer, it should be assumed confidential. Workplace discrimination and malicious gossip can be damaging and traumatic , creating a very hostile environment for anyone exposed to such behaviours, which may include questioning an individual’s gender, asking inappropriate questions or using inappropriate terminology to refer to the person.

Please note that the Equal Opportunity Act contains some exceptions that mean it’s not against the law to discriminate in specific circumstances, such as where there is a real risk to someone’s health, safety, or property. We acknowledge that navigating these new protected attributes may be challenging for organisations, particularly as the courts will determine their application over time. This means employers may face situations where there are no clear answers yet regarding how to proceed.

Overall, these recent changes to protected attributes reflect Australia's commitment to equality, inclusivity, and human rights. However, they can also intersect with psychosocial hazards , which under Workplace Health and Safety laws, all Australian workplaces have an obligation to minimise risks to exposure.

If you need assistance updating policies, procedures and training related to protected attributes, contact our Workplace Relations team today or call 03 9864 6000.

Exploring performance-based salary structures

Wed, 29 May 2024 00:07:16 GMT

Uncovering the benefits and challenges of performance-based salary structures and how they impact on employee motivation and organisational success.

Salary structures have evolved significantly over time to meet the changing needs of organisations and employees. Traditional salaries were often based on a fixed pay scale, where employees were compensated solely on their position and/or seniority within the company. However, with the increasing emphasis on performance and individual contributions, along with employee expectations relating to flexibility, organisations are shifting towards performance-based salary structures and for some, benefits to encourage employees to spend more time on-site.

As many organisations in Australia are reviewing remuneration for the upcoming financial year, we thought it timely to look at considerations for remuneration in 2024.

Performance-based salary structures.

While traditional salaries prioritise responsibilities, performance-based salary structures prioritise outcomes and achievements.

Bayside Group General Manager Wayne Eaton says a significant increase in performance-based salary structures in the last five years has emerged due to economic instability. “We are increasingly seeing salary packages, particularly for roles at a mid to senior level, that have incentives, commission or bonuses attached. Previously, performance-based incentives were more common in sales or project-related roles,” he explains. “Now we see performance-based pay structures in diverse roles at all levels.”

The increase in performance-based salaries in recent years has been driven by the desire for organisations to align employee rewards with their actual contribution to the company's success. By linking pay to performance, organisations aim to motivate employees to perform at their best and drive better results.

Employee remuneration in Australia includes base salary and superannuation (mandatory), benefits such as a car, insurance, additional superannuation (optional), and any other elements of fixed remuneration. For some, allowances may also be incurred for overtime, on-call/standby or shift work. Performance-based salary structures generally then have additional incentives, commission or bonus pay that is based on achieving targets or key performance indicators (KPIs).

The shift towards performance-based salary structures has also been influenced by the changing nature of work and the challenges associated with retaining high performers and managing organisational costs. Performance-based salary structures allow organisations to differentiate compensation based on individual performance, providing a fair and transparent way to reward high performers and incentivise others to improve. Unlike other countries, base salaries remain relatively high in Australia in line with employment legislation, even when applying performance-based salaries. This has clear benefits for employees, facilitating higher earnings and greater ownership of their work.

This model provides organisations with the flexibility to align higher earnings with organisational outcomes while driving accountability and continuous improvement. A strong performance-based salary structure can, therefore, help attract talent in a competitive job market because top performers are compensated accordingly.

“Where performance-based remuneration doesn’t work,” says Wayne Eaton, “is when targets or KPIs are simply unachievable or are unfair to specific employees or employee groups. This has the opposite effect and can be the catalyst for employees to leave.”

If implemented correctly, performance-based remuneration can provide a fair and transparent way to allocate compensation. Instead of relying solely on subjective measures such as seniority or politics, performance-based salary structures offer a data-driven approach to determining compensation. This reduces biases and ensures that compensation decisions are based on merit and performance rather than personal preferences or favouritism.

Creative benefits to address the cost of work.

Another element that is impacting wages and retention in Australia is work flexibility. In Australia, 65% of employers are urging staff to return to workplaces , higher than the global average of 56%. However, a higher cost of living combined with a directive for many employees to work more hours in the office has created tensions in many organisations. For those employees who have embraced working from home, employers face perceptions of increases in costs, time and energy to work on-site, all factors that may impact performance. According to the Harvard Business Review , 67% of workers feel that going to the office requires more effort than it did pre-pandemic, and 73% say it feels more expensive. An Australian survey found more than half of employees said they are willing to give up a pay hike to get their desired flexibility at work.

According to Wayne Eaton, work-life balance has become more important to many candidates. However, priorities do depend on the individual; many are happy to work on-site, particularly in roles that require collaboration. “Organisations need to understand individual drivers and how they might align with organisational needs when recruiting new employees and conducting pay reviews. Lesser-known organisations are offering more flexibility and other benefits to compete with their larger counterparts, providing candidates with options.”

It is, therefore, first essential for the organisation and individuals to understand why working in the office is critical and how much time they need to be there to achieve organisational goals. Where it is important, understanding how to manage perceptions of time-saving and the financial impact on employees is necessary. Examples of how organisations are combating the time and energy of working in the office include flexible working hours to allow for traffic avoidance or school pickups, four-day work weeks and, for 90% of organisations , mandated weekly office days when meetings and training sessions are scheduled.

In reviewing the cost of coming into work, organisations have become creative, with some providing benefits such as subsidised public transport/parking, lunches, bonuses or different KPIs, and even extra annual leave. For some organisations, high performers are provided with more flexibility than those not achieving their goals. However, many organisations will argue that this then inhibits them from building a strong organisational culture that is led by high performers.

When implementing performance-based pay structures and reviewing your work/life balance model, accurately linking pay to performance and an individual’s contribution to organisational culture is critical. Employee measurements need to be clear and transparent and align with organisational strategy, learning and development, continuous feedback, and performance reviews.

Bayside Group is an award-winning recruitment organisation. If you’re looking for top talent or require industry insights, contact us today.

Engaging techniques for new hires

Tue, 21 May 2024 00:58:23 GMT

Five simple ways to engage new employees and foster a positive work environment.

Any Human Resources professional will espouse the importance of effective onboarding for engagement and retention. Yet companies, and more specifically people leaders, still get it wrong. There are many reasons why this can happen; lack of onboarding processes, a failure to tailor to individual needs, inadequate communication and feedback, limited integration of technology and a lack of prioritisation, to name just a few.

Bayside Group consultants are in regular contact with both the employer and the candidate throughout the onboarding process, which places them in a unique position to identify trends across diverse organisations. Here, we share five simple ways to engage new employees and foster a positive work environment.

1. Creating a Welcoming Onboarding Experience

Creating a welcoming onboarding experience is crucial to making new hires feel comfortable and valued from the start. This can be achieved by providing a clear and organised onboarding process that introduces new employees to the company culture, policies, and procedures. Additionally, a warm and friendly welcome from colleagues and managers can go a long way in helping new hires feel included and supported.

During the onboarding process, it is essential to provide new hires with all the necessary resources and information they need to succeed in their roles. This may include providing access to training materials, introducing key team members, and assigning a mentor or buddy who can guide them through their first few weeks on the job. Where employees are willing to help and respond to questions in a timely way, it significantly improves the experience.

2. Implementing Mentorship Programs

Implementing mentorship programs can greatly benefit new hires by providing a support system and source of guidance, whether that be navigating the role, the function of different departments or personalities. Mentors can offer advice, share their experiences, and help new hires navigate the challenges of their new roles. This will help new employees feel more confident and connected to the organisation.

When implementing mentorship programs, it is important to match mentors and mentees based on their skills, interests, and goals. Regular check-ins and opportunities for mentors and mentees to meet and discuss their progress can also enhance the effectiveness of the program.

3. Promoting Team Building Activities

Promoting team building activities is a great way to foster camaraderie and collaboration among new hires and existing employees. These activities may include team lunches, off-site outings, collaboration sessions or team-building exercises, yet it is worth noting that the nature of these activities will depend on the team. Some activities can alienate team members, so choosing activities that are effective in building stronger relationships is key.

Team building activities also provide an opportunity for new hires to showcase their skills and contribute to the team outside of their core tasks, which may be narrower initially. This can help them feel more valued and recognised for their abilities.

4. Providing Continuous Feedback and Recognition

Providing continuous feedback and recognition is essential for engaging new hires and helping them grow in their roles. Regular feedback sessions can help new employees understand their strengths and areas for improvement and provide them with the necessary guidance to succeed.

Continuous feedback also provides leaders with opportunities to improve the employee experience by overcoming barriers; whether that be timely information, resources required to excel or additional training. With employees are experiencing significant change in the workplace even if they aren’t new hires, continuous feedback is fundamental to engagement.

In addition to feedback, it is important to recognise and celebrate the achievements of new hires. This can be done through verbal praise, written acknowledgments, or small rewards. Recognising contributions can motivate new hires and make them feel valued and appreciated.

5. Encouraging Professional Development Opportunities

Encouraging professional development opportunities for new hires can help them enhance their skills and advance in their careers. Providing access to training programs, workshops, and seminars demonstrates the organisation's commitment to employee growth and development. It also goes a long way to demonstrating trust in new employees.

Additionally, offering opportunities for new hires to take on challenging projects or assignments can help them develop new skills and gain valuable experience. This can not only benefit the individual employee but also contribute to the overall success of the organisation.

Organisations that have a culture for welcoming new hires, and processes to help streamline engagement are more likely to improve the employee experience and their contributions to the business. For further information on engaging employees, check out the Good Workplace Guide .

Bayside Group is an award-winning recruitment organisation that has serviced Australian companies for almost fifty years. If you need help hiring new talent, get in touch today.

Mastering Job Interview Questions

Wed, 01 May 2024 06:54:58 GMT

Congratulations! You’ve made it to the interview stage of the job application process. But now comes the pivotal moment where you must showcase your skills, experience, and personality to secure the role.

In this, the second instalment of our interview series, we focus on mastering interview questions. While every interview is unique, some common questions often appear. Let’s delve into these questions and explore ways you can respond to leave a lasting impression on your potential employer.

1. Tell me about yourself.

This seemingly simple question often catches candidates off guard. It is an excellent opportunity to connect the dots on your resume so the interviewer understands what you have done and why. Focus on highlighting your professional journey, relevant experiences, and key achievements. Keep it concise, engaging, and tailored to the job you’re applying for.

2. What are your greatest weaknesses?

This can be a daunting question that you need to get right! While it is essential to be authentic and honest, your response should be strategic and not self-sabotaging. Harvard Business Review suggests reimaging your weakness to challenges. In answering this question, choose a skill that you are overcoming with training (which allows you to end your answer on a positive note) and ”stay away from overdone and perhaps concerning examples like ‘perfectionism’ or ‘being a workaholic’, as well as weaknesses that are just strengths in disguise (‘Sometimes, I work too hard/research too much/consider too many ideas).” The weaknesses you select should be able to be overcome with training and development.

3. Why do you want to work here?

Interviewers often ask this question to determine whether you took the time to research the company. Indeed recommends doing “your homework and learning about their products, services, mission/purpose, history and culture”. In your answer, highlight the aspects of the company that appeal to you and align with your values and career goals. If you don’t understand their strategic direction, keep this broad in case you pinpoint something specific that the organisation may be changing.

4. Why are you leaving your current job?

The best approach to answering this question is to focus on the positives. In his LinkedIn article , Jeff Haden suggests focusing on the positives a move will bring, such as wanting to achieve, learning, and accomplishing. Don't talk about how difficult your current boss is, how you don’t get along with your coworkers, or badmouth previous employers. In preparing your response to this question, be thoughtful and give your interviewer confidence that you’re deliberate about this job change.

5. Describe a challenging situation you faced at work and how you overcame it.

Employers want to gauge your problem-solving skills and resilience. Choose a challenging but manageable scenario and structure your response using the STAR method (Situation, Task, Action, Result). Focus on highlighting your ability to remain calm under pressure and how you effectively and efficiently resolved the issue.

6. Where do you see yourself in five years?

This question evaluates your long-term career goals and your commitment to professional growth. Indeed Career Guide recommends aligning your response with the role trajectory and the company — express enthusiasm for opportunities to develop your skills and take on increasing organisational responsibilities.

7. How do you handle constructive criticism?

Employers value candidates who are open to feedback and willing to learn and grow. Share a positive experience where you embraced constructive criticism and used it as an opportunity for self-improvement. Emphasise your ability to listen actively, reflect on feedback, and adapt.

8. What are your salary expectations?

Many will find this question tricky, but employers ask it to ascertain your worth—your skill level and experience in the industry — to ensure you match the role you are applying for. Seek advises researching similar roles, so you know the salary and then adding a small margin, which provides room for negotiation. Make sure you’ve considered all elements of your current package; if you’re referring to a base salary, or base + Superannuation rather than total salary package, be specific so there’s no confusion.

The key to performing well in an interview is research, preparation and demonstrating interest in the company and role. Research the company, the role and who will be conducting the interview (LinkedIn is a great place to start for this). Consider the likely questions you will be asked and practice your answers, considering the relevance of your responses. With this research and preparation, feel confident that you will present yourself well in showcasing your experience and suitability for the role and will leave a positive impression on your potential employer. For more information, download our Ultimate Interview Guide . Good luck!

Causes of toxic behaviour in the workplace

Wed, 03 Apr 2024 02:05:36 GMT

Have you recently heard a friend or family member refer to their work environment as toxic? Most people would answer yes. Yet, when you ask human resources or leaders the same question, they will be more likely to explain how the overall feedback relating to organisational culture is positive or demonstrates significant improvement.

It can be argued there has never been a time when a greater focus on organisational culture has occurred in Australia. This is supported by numerous government initiatives to legislate these improvements, like the Fair Work Legislation Amendment ( Closing Loopholes No.2 ) Act 2023. So why is there a disconnect?

McKinsey's research suggests a disconnect exists between how employees and employers perceive mental health and well-being in organisations. This study across 15 countries found that employers tend to overlook the role of the workplace in driving employee mental health and wellbeing, engagement and performance. Work environments can lead to toxic behaviour, often in isolated pockets – at a site, within a team or from just one individual. In these circumstances, a workplace is not created equal for all employees, despite the efforts of senior leaders and human resources. Microcultures are common in organisations, where one group within a larger organisational culture has beliefs or interests at variance with those of the larger culture; they can be unifying, divisive or both.

While different aspects of toxicity, such as disrespect, unethical behaviour, and abusive management are symptoms of toxic cultures, the same three factors are the most powerful predictors of toxic behaviour in the workplace: toxic leadership, toxic social norms, and poor work design.

1. Toxic Leadership

Leaders are usually the first place that blame is pointed when a culture becomes toxic, and rightly so. With more than 60 percent of negative workplace outcomes due to toxic workplace behaviour, it is the responsibility of leaders to address issues quickly and effectively.

Employees look to leaders for guidance on culture but tend to discount lofty statements about abstract values. Instead, they closely observe what leaders do for signals about what behaviour is encouraged, expected, and tolerated. Therefore, they don’t understand when leaders fail to address toxic cultures or behaviours in the organisation, which impacts morale significantly. Most people have an innate sense of what is fair or just, which is why performance suffers when employees believe a situation is unfair. This real or perceived injustice often seems worse when much of the organisation has a good culture. Over time, this can lead to distress or toxic behaviour by the impacted employee/s.

Unfortunately, many employees feel uncomfortable expressing concerns about toxic leadership in company surveys or directly with their manager. This is why how an organisation measures culture is critical – averages can be disadvantageous for employees experiencing toxicity, which means drilling down into sites, divisions, and teams is essential. Complementing this approach with coaching to enhance leader awareness and attitudes is recommended.

2. Toxic Social Norms

Social norms describe what is deemed acceptable in the workplace. Leadership and social norms are very often intertwined, but not always.

A common example is a microculture created by high-performing sales teams. In such a team, which may contribute significantly to organisational growth and even innovation, the rules may start to differ over time because leaders don’t want to disrupt outcomes. Yet this can create an individualistic culture in an otherwise team environment. It can also result in a reluctance for leaders to correct inappropriate behaviour or a lack of conformance to processes. Another example is where practical jokes are accepted, which can be fun for some employees and cause distress for others. In both instances, animosity with surrounding employees may escalate, increasing organisational risk.

The diversity of a team may also impact social norms. Meta-analysis of nearly 400 studies found women are more likely to experience toxic culture than men, and most of this difference is driven by mistreatment linked to their gender, specifically sexual discrimination and sexual harassment. Underrepresented minorities were more likely to experience bullying and disrespectful behaviour in the workplace. This is why diverse teams can play a significant role in improving culture.

The above examples demonstrate how easily microcultures can form. We know that organisations are dynamic, which means they can shift from positive or at least acceptable to toxic quickly. Australian employers have an obligation to provide a psychologically safe work environment for every employee and a positive duty of care to prevent discrimination and harassment. However, not all toxic behaviours fall foul of the law, yet they can still impact employees.

Setting and reinforcing clear expectations of behaviour at all levels across the organisation will assist in reducing toxic social norms. Establishing a culture for continuous feedback, where employees get used to giving and receiving feedback and feel safe to do so, will also help.

3. Poor Work Design

Work design refers to workload, role ambiguity, empowerment, and conflict with other roles. Depending on the role, this will often not be a set-and-forget task. Demand and responsibilities are constantly evolving, so one employee’s work design may make sense when they start but be too much or dysfunctional six months later in the context of the team.

It is essential to check workload, workflows and blockages regularly and provide real solutions to overwork – the ‘it will be better once we finish this task/project’ approach is often insufficient. Reducing nuisance work and reviewing job descriptions regularly can assist employees in getting the job done. However, the most effective way to assist employees is to redesign roles together, providing more control and autonomy over their workload where possible. Increased autonomy has a significant impact on employee health and wellbeing.

The cost of toxic behaviour can be significant, according to McKinsey , resulting in disengagement and intent to leave, along with more serious consequences for employees such as burnout, distress, depression and anxiety, which can lead to WorkCover and Fair Work claims for employers. Alternatively, reducing toxic behaviours and microcultures can improve job satisfaction, work engagement and organisational advocacy, all indicators of success.

Will transparency help reduce the gender pay gap?

Tue, 19 Mar 2024 05:16:12 GMT

The release of the first report since the Workplace Gender Equality Amendment (Closing the Gender Pay Gap) Bill 2023 passed in parliament has generated a lot of discussion across Australia.

This new level of transparency is designed to escalate progress by helping organisations understand contributing factors to gender pay inequality and how to overcome them. The reporting highlights industries and specific employers that are succeeding and failing to achieve gender pay equality, providing insights that employers have not previously been able to access.

According to the WGA report, across all private companies that reported this year, Australia has a median 14.5 per cent pay gap when it comes to base remuneration. However, this gets higher once additional payments are included. While many employers have pointed to the flaws in the new report, most prominently in relation to the annualised salaries of casual and part-time employees, the WGEA has said it is important to include them as women make up a large proportion of this workforce.

In this article, we discuss the changes, key learning and the long-term implications of the WGEA report.

What has changed in WGEA reporting?

Revised legislation enables the WGEA to publish the gender pay gaps of all private sector employers with 100 or more employees (2025 for Commonwealth public sector employers). Organisations with 500 or more employees will be required to have policies or strategies that cover all six Gender Equality Indicators from April 2024. These indicators include gender composition of the workforce and governing bodies, equal remuneration between women and men, availability and utility of employment terms, conditions and practices, employee consultation and sexual harassment.

With increased reporting requirements around age, primary work location and CEO remuneration being introduced from April 24 also, future reporting will have even greater transparency.

What are the key learnings from the report?

The median total remuneration gender pay gap is 19% , which means over a year, the median of what a women is paid is $18,461 less than the median of a man, when additional payments such as bonuses, superannuation and overtime are included. This 4.5% difference from base remuneration to total remuneration demonstrates these elements do matter.

With the changes to reporting, companies with over 100 employees have nowhere to hide! With competitor data also available, this can work for against an organisation depending on their gender pay gap in terms of both attraction and retention of employees and customers. The Mining, Electricity, Water and Waste Services, and Financial and Insurance Services industries face the greatest challenges, according to the latest report, with 90% or more of employers having a gender pay gap in favour of men and 80% of those with a gap above 9.1%.

Results become more significant when broken down further. The Professional Services, Scientific and Technical Services (excluding Computer Design) industry also has significant challenges. The workforce comprises 47% of women with professions in specific segments that attract markedly more men than women.

As a result, the most significant gaps are for key management ($65,912), with the gender pay gap across all managers over $40,000. It is also significant for technicians and trades workers ($37,843), along with machinery operators and drivers ($39,174). We wrote previously about the broken rung on the ladder to senior leadership , which becomes even greater when fewer women work in specific professions like engineering or trades.

The WGEA have created excellent tools to allow employers to further explore their industries.

What are the long-term implications from the report?

There are several points to note from this report, and thankfully they’re not all negative. The gender pay gap in Australia has reduced over the last decade, resulting in part from deliberate efforts from employers and government. While most of the coverage focuses on organisations who are performing badly, it is equally important to look at companies who are performing well and how they went about it.

The amendments in the Paid Parental Leave Amendment are just one example of government intervention that will see two more weeks of paid parental leave from 1 July 2024, with the scheme increasing to 26 weeks by 2026. Superannuation will also be paid as part of this scheme from 1 ^st July 2025 and by 2026, a total of 4 weeks will be reserved for each parent on a ‘use it or lose' it basis to encourage greater sharing of care responsibilities.

The WGEA has provided a guide to gender pay equity to help businesses build a business case for change; it is essential that leaders are committed because it is likely budget allocations will be required. When identifying pay gaps and delving deeper to determine what is causing them, WGEA recommends asking the questions:

· Can you explain this?

· Can you justify it?

As many organisations will be required to explain and justify pay gaps to existing and potential employees and customers, they are even more critical questions. For organisations with significant pay gaps, it can be about showing progress, as it may not be an easy fix. This is why an action plan is necessary, which may be part of a longer-term strategy with actions in stages.

The AFR predicts that over time, government agencies, and probably employees too, will be watching to see which companies’ gaps are closing, and which are widening, and why. While many are still processing the new report a few weeks on, reactions to reports suggests that companies who ignore gender pay gaps will be doing so at their peril.

What do the new casual employment provisions mean?

Wed, 28 Feb 2024 05:11:02 GMT

Federal Parliament recently approved the second tranche of Australian industrial relations legislative reforms with the passage of the Fair Work Legislation Amendment (Closing Loopholes No.2) Act 2023. We previously wrote about the key features of the original Bill here . However, in December, the Closing Loopholes Bill was split into two.

The first Act covered the following:

Same job, same pay (including equal pay to labour hire firm employees)
Strict penalties for intentional underpayment
Workplace rights for union delegates
Small business redundancy exemption
Stronger discrimination protections relating to family and domestic violence
Introduction of a Federal Industrial manslaughter offence

This second Act incorporates reforms regarding the gig economy, the definition of employment with specific relevance to independent contracting, the “Right to Disconnect” outside of work hours and changes to casual employment.

While the media has focussed quite appropriately on the positive impact of the new “Right to Disconnect” provisions for employees, the most significant change in the new Act is the shakeup of the operation of casual employment.

By way of background, the former Morrison Government implemented a new definition for casual employment that specified that the “contract of employment” would determine the nature of the employment relationship. This definition was borne out of the High Court’s decision on this critical issue in the Rossato case.

The changes implemented by the Albanese Government removes this approach. Under the new legislative provision, the full nature of the employment relationship will need to be considered. This could include factors such as the regular pattern of employment, the pre-determined length of employment and the nature of employment of similar positions within the organisation, as well as the terms of the employment contract. As can be seen, there is a lack of clarity as to how these new provisions will be applied. In addition, the ability of casual employees to convert to permanent employment is being replaced.

What do employers need to do?

Effective from 26th August 2024, a casual employee will be able to elect to become a permanent employee after six months of employment. However, an employer will be able to challenge this request on a range of grounds including the impracticality of changing the employee’s terms and conditions due flexibility requirements. Furthermore, the current obligations for an employer to provide casual employees with a casual conversion letter will be removed, which reduces the burden on employers.

Unfortunately, this latest Act leaves Australian businesses grappling with the uncertainty of the implications of these new reforms. How employers apply these reforms is most likely going to change over time, and this will be guided by decisions in industrial tribunals and Courts.

The Bayside Group and Acclaimed Workforce stand ready to partner with our clients to help navigate the impact of these new legislative reforms. If you would like to discuss these issues further, please do not hesitate to contact Nick Wakeling, Workplace Relations Manager on 03 9864 6000 or here .

Job interview success: getting back to basics

Tue, 27 Feb 2024 05:14:17 GMT

Few people look forward to a job interview. This is why we’re introducing a series on interviews, starting with the basics. With dramatic shifts in the employment landscape in the last few years, it seems some of the basics have been lost.

Put simply, if there is a choice between similar candidates, a hiring manager will choose candidates who most wants to be there! Demonstrating interest and enthusiasm for the role is important, whether you are interviewing on-site or remotely. To increase your chances of success, our team of experts has compiled a list of surefire tips for you to help you feel more comfortable.

1. Research

Research the company, their mission, values, products and services and leaders. Understand why they are business and how you will be able to add value. Fortunately, you will find much of this information on the company websites. Also, review their news, blogs and social media channels, which will give you an up-to-date feel for their activities. A Google search can provide non-company-prescribed media insights. Contacts within the organisation can also provide additional information.

2. Understand the Role

Make sure you understand the requirements of the job and how your skills and experience may align. Be prepared to discuss specific examples from your past work or education that demonstrate your qualifications for the position. However, our consultants suggest entering an interview assuming you don’t know too everything. It’s important to assess whether you want this role, and to use relevant examples of your experience.

Prepare thoughtful questions about the company culture, team dynamics, opportunities for growth, or any other aspects of the role or organisation that you're curious about. Some examples include:

Where is the company heading in the next few years?
Why do you enjoy working for the company?
How does the department contribute and relate to the wider company?
What would an average day look like in the role?
What would the ideal candidate for the role look like?
Ideally, what would you be looking for me to achieve in the first 3-12 months in the role?

3. Prepare Answers to Common Questions

With a little preparation, interviews can be an opportunity for you to elevate yourself and demonstrate your suitability for the role. Anticipate questions you may be asked during the interview and practice your responses. It is often while answering these questions that candidates deviate and provide insights that may not be helpful. Common questions include:

Tell me about yourself.
Why are you interested in this position/company?
What are your strengths and weaknesses?
Can you provide an example of a time when you faced a challenge at work and how you resolved it?
Where do you see yourself in five years?

4. Dress for Success

Being well-presented is an important element of job interviews, because it lends to create an impression of effort. However, this by no means refers to an expensive suit. During your company research, take note of how employees are dressed. Are they in corporate attire? Is it a creative or more casual environment? Choose an outfit that fits the company culture and industry. When in doubt, it's better to be slightly overdressed than underdressed. And, review your outfit beforehand to ensure it fits and doesn’t need laundering.

Good presentation is not limited to your attire either. Ensure your social media presence is appropriate. Learn more about how in our Social Media Guide , where we run through the social media do's and don’ts for Facebook, X (formerly Twitter), Instagram and LinkedIn that job seekers should be aware of.

5. What to Bring

Quite often, you will be requested to bring or provide specific information to an interview. Make sure you take careful note and plan ahead so you have everything you need. Examples of what you may be asked to bring include:

Two points of ID
Relevant licences
Qualifications and certificates
Examples of work
Tax file number

It is also helpful to bring a copy of your cover letter and resume so you have the same reference point as the interviewer.

6. Plan your Setup/Trip

And finally, be punctual. Give yourself time to set up your background and connection, or travel to the interview, allowing for contingencies such as peak hour traffic, accidents or cancellation of train/bus, so you arrive feeling prepared and confident. Logging into the interview 5 minutes prior or arriving on-site 10-15 minutes early will give you an opportunity to relax, collect your thoughts, and make a good impression.

To learn more about interviews, download our Ultimate Interview Guide or contact us to speak with one of our experienced consultants.

And, good luck!

Why effective offboarding matters

Wed, 21 Feb 2024 01:54:04 GMT

Most managers recognise onboarding as essential to enhancing productivity and retention. Conversely, offboarding is often ignored or viewed as an inconvenient task! While this is understandable, since offboarding can be time-consuming and typically occurs when understaffed, it can result in missed opportunities.

The Australian Human Resources Institute (AHRI) defines offboarding as completing the employee lifecycle in a structured way, aiming for a stress-free exit. Transactional components to offboarding, such as communication, handover, and final payments, are commonplace. Extending offboarding beyond the transactional can provide opportunities to develop employees, cement relationships, and improve as a team, leader and business. While this is not always possible, a different approach can yield better outcomes for an organisation, including continuing knowledge transfer, new business and word-of-mouth promotion of their employer brand.

So why, then, is offboarding often transactional in organisations? The most common reasons are organisational culture and management workload. As a result, HR has a significant role to play in shifting how organisations approach offboarding. Here, we discuss six reasons why effective offboarding should matter and be resourced.

1. Understanding critical compliance issues

Most companies have systems in place to ensure critical offboarding elements are covered, such as:

Retrieval of company assets.
Payment of entitlements: leave, superannuation and long service leave or bonuses (if relevant).
Removal of access to technology.
Handover documentation or meeting handovers.
Exit interviews.

Other elements to consider include communication with team members and/or broader staff and customers. Where an employee’s role involves networking or customer interaction, this may include an email or social media announcement to provide transition information. It is also essential that organisations have systems in place for casuals. For example, if a casual receives regular shifts and these dry up, what mechanisms are triggered to assess the potential for future shifts? Leaving casuals in limbo can have negative consequences for both parties. Furthermore, confirming in writing that a casual’s employment arrangement has ceased is necessary to avoid any potential claim of ongoing employment.

2. Sharing institutional knowledge

For long term employees, it is common to lose knowledge when they leave. Creating a handover checklist, training schedule and documentation can help prioritise tasks for exiting employees. While it is often too late at this point for managers to change operational and task related silos, it is certainly worth reflecting on. Listed below are a few ways to build a culture of knowledge sharing:

Peer learning or resource groups where employees share their knowledge and skills and connect. This can be achieved through microlearning sessions or collaborative group discussions.
Creating knowledge-sharing spaces (think Microsoft Teams, intranets, databases or other technology platforms) to house valuable information.
Establishing mentoring programs where learning goals are documented and discussed.
Implementing an onboarding buddy program for an employee’s first 3, 6 or 12 months.

3. Learning opportunities

An organisation can look very different from the perspective of an employee leaving. They are likely to reflect on their time in the business, often in the context of the new organisation they are about to join. Exiting employees may look at the business more objectively on their way out and provide constructive feedback to help their colleagues. Some will also feel more comfortable expressing their frustrations during an exit interview, providing specific information for improvement or highlighting potential leadership, structural or process issues. A manager may also ask an exiting employee if they feel comfortable sharing anything about how they can improve as a manager or how the organisation can improve as an employer. However, due to the confidential nature of this feedback, it doesn’t always result in changes.

4. Enhancing relationships with customers

A resignation can put customer relationships at risk, particularly if a client has a long-standing relationship with a specific employee. Yet, this can also provide the opportunity for honest and robust conversations about what is working and what can be improved. Customer relationship management (CRM) is a critical component of offboarding, but it is common for organisations to have only informal processes when a customer-facing employee resigns. However, it is important to have processes in place so it is not left to chance. Often, the things we assume to be a focus in offboarding can create gaps!

5. Demonstrating how you live your organisational values

How a person is treated as they exit an organisation can have a lasting impact and should reflect organisational values. Have you seen disappointed managers or team members change their relationships with exiting colleagues or even be dismissed because they are leaving the team? If an employee has given time to the organisation and made significant contributions, it is important to acknowledge this and make the effort to celebrate their time in the business. This will go a long way to building the company’s reputation as an employer of choice. It also sends a clear message of loyalty to existing employees, indicating you will be valued at every stage of your journey with the company.

6. Leaving the door open for future relationships

Keeping the door open for key talent requires a focus on all the above, along with an explicit reminder that they are welcome to discuss a return at any time is an important element of offboarding, especially for those employees early in their career. Bayside Group has had experience with key employees leaving to expand their experience and returning with new knowledge and skills, so perhaps we are a little biased on this point. Ultimately, providing a well-considered and executed offboarding program can reap rewards well into the future.

If you are struggling with the complexities of managing your workforce, contact Bayside Group today. We can help you develop tailored solutions to optimise your workforce to meet your organisational goals. Learn more about our workforce management services here .

Human resources trends in 2024

Mon, 29 Jan 2024 01:25:11 GMT

It’s that time of the year when trends and predictions are rife. Yet for 2024, there seems to be a level of consensus on key HR and workforce trends, perhaps because many of them are issues employers have been grappling with for a few years now.

We therefore look at the common trends highlighted by thought leaders for consideration this year.

1. Rebuilding trust

The amount of change in the last few years has created friction. According to Gartner’s Top 5 HR Trends and Priorities for 2024 report, only 26% of organisations say their employees fully comply with on-site attendance requirements, and nearly 50% of employees view their current performance as unsustainable and trust their organisation, which unfortunately works both ways. Flexibility, productivity expectations and mutual mistrust are impacting engagement and performance.

The report argues the best organisations prioritise culture connectedness by enabling employees to engage with the culture wherever they work, establishing an emotional connection and equipping teams to create vibrant and healthy microcultures. By prioritising these elements, organisations can create a strong culture that drives employee engagement, enhances productivity and fosters a sense of belonging and purpose.

From a leadership perspective, communication remains key. According to Culture Amp , which creates benchmarks based on survey results from over 600,000 customers, employees will seek the kind of leaders who share their strategic vision with the wider organisation, are transparent in their communication and deliver on promises.

2. Wage inflation pressure driving the need for efficiencies

Wage growth has been much weaker in the last ten years when compared with the previous decade, and it is forecast that this will continue, which means wages won’t keep pace with inflation in the short to medium term. While the latest ABS figures , which track to September 2023, list 4% growth for the year, this is somewhat skewed by specific areas where shortages are prevalent. Businesses will continue to focus on efficiencies in order to retain employees and remain profitable.

However, for many employers, wage pressures continue to be a challenging reality when the cost of everything is higher. According to Forbes , compensation will continue to change, with new expectations and needs around flexibility, equity, transparency, and delivery. The EU Pay Transparency Directive will also shift employers into implementation mode in 2024. The obligation to collect and report on gender pay inequity data, as well as provisioning for employees to see this addressed in cases of injustice, will strongly incentivise European employers into actions towards gender pay equality, transparency and career pathing. Many multi-nationals may opt to implement this globally, or at least in developed countries in which they operate, like Australia. While this does not reflect Australian legislation, it aligns with an increasing focus on this issue, and change may be necessary for non-European competitors to attract staff.

3. The opportunities and impact of Generative AI

Generative AI was embraced by employers in different ways during 2023, and there is no doubt some organisations that went in hard and fast got burnt. According to Forbes , companies will start to deploy and leverage it with more wisdom and discretion as a result. It is predicted most organisations, departments, teams, and individuals will be spending significant time this year trying to work out where and how Generative AI can be used to their advantage.

Generative AI is seen as both a threat and a benefit, and this complex relationship will continue to play out. From an HR perspective, it means significant change as employees learn to meet new objectives differently. Culture Amp believes this will require curiosity, experimentation and significant learning, with organisations needing to provide time and resources, as well as a psychologically safe space, in order for employees to engage. Leaders will need to set objectives around both learning and the outcomes these tools can help to deliver for their employees.

Furthermore, AI’s use in refining and streamlining many HR processes and providing support and assistance in ways that reduce friction and improve the employee experience without dehumanising it is paramount. For some industries, this includes significant conversations about the ethical and privacy implications of using AI in specific contexts that result in policy development. This is a necessity as legislation and guidelines at both the country and global governance levels have not caught up.

4. Evolving management roles

More and more Baby Boomers are retiring, while Millennials, now in their 30s and early 40s, are increasingly taking on senior roles and Gen Zs aren’t just starting to enter the workforce, some are already managing teams. According to Culture Amp , this means a significant culture shift. Gen Y and Z have different expectations around communication, leadership and culture – they are comfortable sharing vulnerabilities online and in person, question top-down power dynamics and want to be actively involved in decisions that affect their work. Furthermore, they expect to see documentation and research so they can see decisions are informed by data, not gut instinct.

Yet this is only one significant driver in the need for change. According to a Gartner report, the average manager has 51% more responsibilities than they can effectively manage. Additionally, one in five managers would prefer not to manage people, and only one in two employees say their managers treat them with empathy and fairness. A contributing factor is that 59% of managers report spending a significant amount of time not on core activities. In short, manager roles are no longer manageable!

This means a shift in roles and different pathways for progression, not all aligned with people management. The Garter Report recommends resetting role expectations, empowering managers to connect employees with others for coaching and development while rescoping roles to focus on tasks that individuals are uniquely positioned to execute.

To build the manager pipeline, encourage aspiring managers to self-discover if management is right for them by exposing them to the toughest parts of the role early and normalising opting out of management. Equipping managers to build strong people management habits through intentional cues, maintainable routines and focused reflection will also be essential, ensuring proactive talent management . However, to engage managers, removing process hurdles and eliminating low-value rules that burden managers and employees will also have significant benefits.

5. Skills – shortages, development and reskilling

While this trend seems to be rolled out each year, the reality is that a lack of skills remains a key challenge for Australian employers. Some skills shortages like those in the medical profession have remained consistent, whereas other areas shift rapidly in response to market growth or slumps.

Against a backdrop of skills shortages in Australia, organisations are going to need to invest significantly in upskilling and reskilling employees. We’ve written extensively about this particular issue here .

If you need help with workforce management or recruitment in 2024, Bayside Group’s specialist consultants are here to assist. Contact us today for a confidential discussion.

Does your resume tell a compelling story?

Thu, 25 Jan 2024 01:03:50 GMT

Revised in January 2025

If you’re thinking of changing jobs or careers this year, it is essential to first review your resume.

Our consultants view thousands of resumes each year and continue to be surprised by the common mistakes made by people at every stage of their career across a variety of disciplines, despite extensive online tools and advice. So many people have a compelling career story yet fail to tell it in their resume.

A compelling story has a narrative voice with a clear message, and includes an introduction, increasing action and a climax. It also aims to resonate with the audience and elicit a response. This is exactly what needs to happen with a resume. Now if you’re thinking your career is just starting, or it isn’t interesting, consider putting your experiences in the context of your purpose or motivation, achievements and impact to make it come to life.

To get started, review your resume as if you’re the hiring manager (the audience) to determine what your resume may or may not say about you. Does it send a clear message about your experience and career aspirations? Does it introduce you and your experience, promote key achievements (increasing action) and illustrate why you are suitable for the role (climax). Does it provide a narrative, or leave holes in your story that may lead to negative assumptions? And most importantly, does it make the hiring manager want to keep reading?

While in some ways a resume is about checking the right boxes, it generally needs to achieve more. Despite advice to the contrary, an Australian resume can be between 2 – 5 pages, subject to the depth of your experience, so use this space well.

Common scenarios where this approach enhances a resume

There are three common scenarios where resumes often fail, all of which can be corrected by telling a compelling story.

1. You understate your experience

Not surprisingly, as many people understate their experience in their resume as those who overstate it. However, a resume is certainly not the time or place for humility! And for the record, listing your job description does not necessarily showcase your experience.

It is essential to not just list core skills gained, but demonstrate that and , and list key achievements in the role that should be specific and measurable. These achievements ideally will be relevant to the jobs you are applying for, not generic.

2. You want to shift or change careers

It is increasingly common for people to shift or change careers, which can be difficult when your resume focuses on the past, not the future. In this scenario, you need to provide a clear view of why you are looking for a career change by placing a career goal at the beginning of your resume, and by focusing on transferable skills.

Adding a volunteer experience or internships section into your resume can help to highlight the experience you have gained in this new field and demonstrate your commitment to this change. In this scenario, working with a specialist recruitment consultant can also be advantageous, because they have the opportunity to promote you to potential employers.

3. You have undertaken freelance, gig or casual work

This is an area traditional resume templates haven’t addressed well. If you list everything chronologically in your resume, a hiring manager may interpret this as a lack of commitment or ability to hold down job. Or worse, where timelines overlap, the hiring manager may think you are being dishonest about the length of time you’ve worked at each job.

Our recommendation – create a section in your resume entitled Freelance Work, Project Work, Consulting or Casual Work, providing a brief explanation underneath the heading before listing core projects. This may include detailing that side projects were employer sanctioned or were undertaken while you were studying or working casually/part time. This avoids hiring managers assuming you will continue to do this and not give 100% to a full-time role. Also highlight the broad skills and experience gained by working with a variety of different clients.

To further help you with your resume and application, our specialist consultants have developed a resume hub with tips that answer the following questions:

Resume basics: what should my resume include?
How long should my resume be?
How much effort should I put into the design of my resume?
Should I include referee details?
What should I leave out of my resume?
How do I respond to key selection criteria?

Bayside Group’s resume hub also has free resume and cover letter templates and further practical advice resulting from common mistakes our consultants have observed.

Make proactive talent management your 2024 work priority

Mon, 15 Jan 2024 00:54:30 GMT

There are so many instances where the saying, ‘hindsight is a wonderful thing’ applies. Yet nine times out of ten, it shouldn’t apply to talent management. Employers and hiring managers generally know that adopting a proactive approach to talent management can contribute significantly to the success of a team and organisation.

More to the point, many of us have experienced the additional workload, pressures and loss of knowledge when managers don’t recognise the importance of key talent or fail to anticipate the need for additional resources as the business grows. This can lead to broader consequences such as poor morale, missed deadlines, a decline in customer service, and even unmet business goals.

So, what is proactive talent management? In simple terms, it involves anticipating short and long-term staffing needs, identifying and engaging talent within your team and organisation, and developing and creating paths for progression for said talent.

Yet it is common for managers to engage in reactive recruitment practices, put off training and development, and fail to address obvious signs of employee dissatisfaction early. This is often because managers do not have a detailed understanding of where the business is heading, lack the authority to make resourcing decisions, or are too busy to focus on their people.

Kickstart 2024 by making talent management a key priority. Here are four recommended actions to improve your talent management proactivity.

1. Enhance your understanding of the organisation

Understanding the organisation’s strategic direction, what factors influence the achievement of goals and how these will impact on what is required of your team and other teams is essential for proactive talent management. While this may seem obvious, managers don’t always have the information necessary to be agile enough to meet business needs. The more you know, the better you will be able to anticipate needs and prepare. Are there additional tasks required, or skills the team will need to learn? Does the current team have the knowledge, experience or resources to realistically meet your organisations objectives?

Furthermore, understanding how HR systems and policies work in full, what mechanisms are required to increase staffing and who influences these decisions is crucial. In SME’s where funds are often tightly controlled, those influencing the decision may include operational managers, who have more control over budgets and growth. In larger organisations, mechanisms for team growth may be more data driven, aligning with the strategy, sales or achievement of team or individual KPIs. It’s essential to understand the official and unofficial mechanisms that are in place.

2. Build relationships and networks within the organisation

How often do you learn company information informally rather than formally? Informal information is essential to company communications channels, and according to Indeed , has a number of significant purposes. Building relationships fosters collaboration, improves productivity, boosts morale, transfers skills and knowledge, inspires creativity, attracts new team members and can make work more fun. This helps to enhance your understanding of the organisation and its purpose, as well as engage employees.

Building relationships across the organisation assist you in understanding how your team can better service the business and improve engagement. Writing a list of the people in the organisation you need to build relationships with and what you wish to learn from them can be a great starting point. It also enables you to get to know the skills and talent available in other teams that may complement your team.

3. Allocate time for employee engagement

There is so much information available regarding employee engagement, yet much of it is contradictory. Be informed about and participate in HR engagement initiatives, providing the team with relevant information. However, unless these activities are compulsory, such as specific training or performance management, allow your team to opt out for the right reasons. Research suggests that in the process of engaging your entire team, you risk disengaging team members if you don’t respect individual needs.

Case in point is a company lunch. If an employee is simply too busy, it may require reallocation of tasks, so they have time to attend. Yet if a team member is an introvert or suffers from social anxiety, pressuring them to attend may create animosity and distrust. It’s essential to understand the nuances of each situation.

As a manager, there are so many things you can do to engage with individual team members more actively. Start simply by providing constructive one-on-one time, allowing performing employees to choose how often you meet and contribute to the agenda. More experienced employees may only require a monthly catch up, while new employees could need weekly or more regular meetings, at least initially. Commit to being present, listening and delivering on the agreed actions.

Another key action for 2024 is to discuss learning, development and career goals at a minimum of every six months to ensure ongoing skill development and succession planning. Regularly ask questions about what work a team member is enjoying, what is frustrating them, what else they need from you or the organisation, what they want to learn, and where they want to go in their career. This will facilitate the formation of individual engagement plans.

4. Regularly assess talent needs and implement a succession plan

The above three actions provide necessary information for assessing talent requirements in the context of business needs, helping you to form a workforce plan that includes succession paths. Often managers don’t engage in this planning because they recognise gaps requiring external talent. However, it is equally essential in this scenario. Plans incorporating role and structural changes may be an option in anticipation of a loss of unique skill sets, while helping you to identify current or potential roles that require external talent. This enables you to map and earmark potential talent in the market, so that when the time arises, you can approach people who have an interest in your organisation.

If you don’t have the time or resources for this, a credible recruitment agency can assist you. Bayside Group, as a specialist recruitment agency, works with many employers to map talent for future requirements to aid with workforce or project planning. Prioritising proactive talent management this year could be the key to improving team performance, increasing engagement and reducing unnecessary pressure.

If you’re looking for talent or are interested in our talent mapping services, contact Bayside Group today.

Significant number of Labour Hire Licences cancelled in Victoria

Wed, 29 Nov 2023 06:31:08 GMT

Recent data released by the Victorian Labour Hire Authority highlights the importance of engaging reputable labour hire companies in delivering on-hired employment services.

In Victoria, it is a legal requirement for all Labour Hire companies to be registered with the Authority. Licensing is also required in Queensland and for specific industries in South Australia, although requirements differ slightly. Western Australia has further requirements; a licence is required if you intend to operate as an employment agent, which includes permanent recruitment.

The Victorian Labour Hire Authority (Authority) was established to implement the Labour Hire Licensing Act 2018 (Vic), with the aim of protecting workers from labour hire providers who are unwilling and/or unable to comply and prevent exploitation. This was a direct response to non-compliance by some providers and host employers, which is why the Authority places the onus on both parties.

The Authority’s current Annual Report highlights that during the past financial year:

585 Labour Hire licences had been cancelled
92 applications were refused
460 notices of intention to cancel licenses were issued
289 investigations were still active

These statistics indicate the Victorian Government regulator is actively investigating labour hire providers across the state, and a significant number are falling short. Labour Hire providers that choose to operate without a licence face substantial fines - with maximum penalties exceeding $600,000 for a corporation or $150,000 for an individual.

These fines equally apply to businesses that utilise unlicensed providers for labour hire services. For organisations engaging labour hire providers, it is essential to have mechanisms in place to check validity of licences and consider putting into Agreements termination clauses for instances where licences are cancelled.

Bayside Group is a licensed labour hire provider. Our organisations seek to partner with our clients to offer a suite of workforce management solutions to meet compliance and strategic business needs.

Women face a broken rung on the ladder to senior leadership

Fri, 24 Nov 2023 00:49:06 GMT

A McKinsey Women in the Workplace report suggests the glass ceiling is not necessarily the key barrier to women achieving senior leadership status in 2023. It is a much bigger problem that occurs early in their careers.

‘The broken rung’, as the October report labels it, refers to the hurdle women face when stepping up to their first management role. The report indicates 87 women are promoted for every 100 men. This figure falls dramatically for women of colour. And that it is at the first step in their career, this broken rung, that women fall behind and cannot catch up. The practical implication is that with fewer women to promote due to gender disparity in early promotions, a 60/40 representation in senior roles is often the best-case scenario. It is important to note that this is not the case across all industries, with some favouring one gender significantly and, therefore, having greater representation.

According to McKinsey, every organisation should know three things about the broken rung:

· Women are not responsible for it

· It is driven primarily by bias

· Until the broken rung is fixed, gender parity in senior leadership remains out of reach

Almost a quarter of women under 30 say their age has contributed to them missing out on a raise, promotion, or chance to get ahead .

What does gender bias look like in Australia?

Plan International released its Gender Compass report this year, which can be helpful for workplaces looking to address unconscious biases about gender equality. Encouragingly, it states, gender equality was considered important by 90% of research participants, with 41% rejecting the idea that gender equality has mostly or already been achieved. Furthermore, 72% favoured actions by individuals, businesses and/or governments to improve gender equality in Australia.

The report identified some attitudes, however, that may obstruct gender equality. Only 58% agreed that transgender and non-binary people should have the same rights, opportunities and outcomes as cisgender people. The same number agreed that some jobs are naturally suited to men and some to women. Almost 30% believe equality doesn’t make sense due to biology, and a quarter that families function well, and children are best supported, when mothers do the caring. These beliefs can result in biases that impact hiring decisions, project roles and promotions in organisations.

The overarching outcome of the Gender Compass report confirms a difference between the overall earnings of women and men in Australia (i.e., there is a gender pay gap), and senior roles in business and industry remain primarily occupied by men. Realistically, it isn’t this simple, and there are many other attitudes and factors listed in the report that are worth exploring.

How do we understand gender bias and challenge it?

Gender Compass is a first-of-its-kind research project that segments the broader Australian public into six groups according to their beliefs, policy preferences and behaviours concerning gender equality: trailblazers (19%), hopefuls (24%), conflicted (12%), moderate (23%), indifferent (6%) and rejector (17%). This is essential data to assist change management. Having a greater understanding of attitudes and biases (conscious and unconscious) and the automatic associations that lead to decisions can be helpful.

We have previously discussed common biases : likability bias, maternal bias, intersectionality bias and performance bias. A recent Harvard Business Review dissects new developments in performance as carers spend less time in the office. This has resulted in experience, proximity and in-group/out-group biases.

Experience bias occurs when tasks that are easy to define are overvalued. For example, women may spend more time boosting organisational culture or research that is more difficult to attribute to individuals, particularly in the short term. And, since the pandemic, providing mental health support has become increasingly essential, and these responsibilities fall disproportionately on women. Setting individualised goals with tailored metrics that incorporate these contributions can assist in reducing this bias. The second is to look at tasks in terms of timeframes and levels of difficulty.

Another bias identified was proximity bias, the tendency to think those you can physically see or speak to are doing the most work. Anchor days and more regular meetings where people can discuss achievements assist in reducing this bias. However, leaders must be aware and play a conscious role in recognising and promoting their high-performing employees fairly.

The last bias is one everyone will be familiar with and, to some extent, crosses over the likability bias. In-group/out-group bias is common, especially for those not able to go to lunches or after-work drinks. While both men and women are subject to this bias, it generally impacts women more because they are underrepresented in leadership.

Understanding and action are necessary to address the broken rung, starting with awareness and education. One approach will not necessarily be suitable for all, which is why the segmentation detailed in the Gender Compass research is important. If knowledge is power, recognising the broken rung and understanding different attitudes can help organisations mend it.

Why is quiet quitting still prevalent in Australian workplaces?

Fri, 27 Oct 2023 03:07:12 GMT

For those of us who thought quiet quitting was a ‘last year’ phenomenon, it seems we were wrong. In an environment where unemployment is markedly low, just 3.6% in September according to the Australian Bureau of Statistics, employees should be thriving.

Traditionally, low unemployment provides employees with new job opportunities and options for advancement, along with bargaining power for work conditions and salary negotiation. Except we are living in unprecedented times and a workplace does not function in isolation.

The last few years, months and weeks have taken a personal and professional toll on many leaders and employees. Physical and mental health concerns due to the pandemic, loss of loved ones or relationship breakdowns, isolation, redundancy or changing job roles and expectations, skill shortages, global conflicts, the rising cost of living and rapidly changing technology are just some of the many challenges employees have faced.  

Gallup’s  State of the Global Workplace 2023  report indicated only 23 percent of Australians and New Zealanders are thriving, while the quiet quitting disengagement score increased to a high of 67 percent, eight percent greater than the global average. It begs the question, what is driving this trend and what can organisations do to reduce the negative impact on companies and employees? 

What are the key reasons for quiet quitting? 

When it comes to quiet quitting, there are often contributing factors that intersect, rather than just one thing. While it is important to acknowledge that personal reasons can be a key factor, the focus below is on factors in which organisations play a role.  

Working from home has been cited as a key reason behind quiet quitting, because it reduces casual interactions and dialogue, making it more difficult for managers to gauge employee morale, work habits and well-being. This also impacts on relationships and a feeling of connection and belonging. Connection with an organisation’s people and vision are critical to engagement and work performance.

Burnout is another reason for the increase in employees quiet quitting. According to a report from the University of Melbourne  Work Futures  Hallmark Research Initiative, Australian workers are exhausted, unwell, at risk of quitting, and largely unprepared for future workplace challenges driven by automation and artificial intelligence. The report suggests Australians are cautious adopters of new technologies in the workplace, with only one-in-five claiming they only adopt new technologies at work when they are forced to!  

When employees feel overwhelmed and unsupported, they may choose to disengage rather than discussing their concerns. In fact, many aren’t comfortable voicing concerns because they fear consequences. Some professions are in demand and others like allied health and teaching face chronic skill shortages, yet vacancies in other fields are declining in Australia. Job insecurity can make employees stay in jobs for the wrong reasons. 

Differing values and expectations can also lead to quiet quitting, particularly as Gen Z enters the workplace and Gen Y progress, or alternatively feel they don’t have the opportunity for promotion. However, this is by no means limited to younger generations, as Gen X reevaluate priorities and many Boomers continue employment beyond government retirement age for financial reasons. The focus of research on quiet quitting at a generational level has been aimed at Gen Z. According to  Forbes , Gen Z have growth mindsets and are incredibly agile, which is often hampered by organisations. When combined with less developed skills in managing stress and a more highly tuned avoidance of conflict, quiet quitting can be prevalent.  

What are the key challenges for employers? 

Perhaps the biggest challenge for employers is the complexity of quiet quitting. Each employee will therefore respond differently to how organisations manage quiet quitting. The prevalence of quiet quitting and the need for individualised approaches can be daunting for leaders faced with this silent withdrawal. It’s essential to acknowledge that while many people are trying to heal after the last few years, they continue to face new challenges. Over time this can have an impact on their resilience.  

The avoidance of conflict is also concerning for Australian employers, who have a Positive Duty under Respect@Work to ensure employers are not exposed to psychological health and safety risks. While a reduction in ‘loud quitting’, which according to the according to the  State of the Global Workplace 2023  report is 7% lower than the global result of 18%, is technically a positive outcome, it is perhaps indicative of the underlying problem. When employees are in avoidance mode, it is challenging to unearth issues and resolve them. In the meantime, a lack of enthusiasm and productivity may have a negative impact on the team and organisation. In fact, quiet quitting can significantly affect an organisation’s ability to attract top talent, while reducing productivity and recruitment costs. 

To add to the difficulty, organisations are also facing rising costs and dealing with  skill gaps and changing technology , all of which requires an engaged and productive team. This puts pressure on leaders to achieve more, which then can have adverse effects on their ability to lead people, and to drive organisational innovation and change.  

Despite concerns the market in Australia is softening, unemployment is still significantly low. The Gallop report states around 80% of employees feel like it is a good time to change jobs, and 43% are watching or actively looking to leave. This can often have an impact on the commitment and dissatisfaction of employees. 

What can employers do to reduce quiet quitting? 

While there are many options for organisations, the follow three reasons should be prioritised for the greatest impact.  

1. Focus on health and wellbeing 

Improving the health and wellbeing of employees can make a significant difference to employee resilience and engagement in the workplace. In the  State of the Global Workplace 2023  report, over 47% said they felt stressed in their job daily. For managers, this provides an opportunity to identify causes of stress and work with employees to minimise or eliminate them. However, effective health and wellbeing strategies are much broader than this, and every employee will have a different journey. Flexibility and agility are key, as is understanding what individuals need from their leaders.  

2. Invest in your leaders 

Many of the reasons behind quiet quitting can be addressed through effective leadership. Investing in leaders can mean many things; attracting the best talent, training and development, restructuring roles to allow for more time leading rather than managing, being clear on expectations, providing tools to support leaders, and developing a culture that is truly people focused. 

3. Be open and vulnerable

Honest conversations can also be helpful, although leaders need to have the knowledge and skills to engage with employees effectively. Providing a space for openness and vulnerability in the workplace is essential when having conversations relating to engagement, and this starts with leaders.  

While we often focus on retaining staff, it is necessary to accept this isn’t always possible. If in discussions employee aspirations or expectations don’t align, it might be worth asking, “What can I do to help you feel more connected or get more enjoyment from this role?” Improving job satisfaction will help to reduce quiet quitting. However, if in the conversation an employee doesn’t think there is anything the company can do to improve their satisfaction, leaders can support them in moving on with one simple statement. “Talk to me if you are considering leaving. If we collectively cannot work through a way to improve your job satisfaction, I will help you to find the right job.” Assistance with a resume, interview skills and as a referee can assist employees to move on faster. This helps to strengthen relationships and facilitate a planned transition. More importantly, it provides a safe space for employees to have more open conversations. 

Bayside Group is an employment and workforce management specialist. If you are  looking for talent  or require workforce management assistance,  contact us  today. 

Navigating the waters of the Closing Loopholes Bill

Thu, 26 Oct 2023 02:41:50 GMT

The Fair Work Legislation Amendment (Closing Loopholes) Bill 2023 , introduced into the Federal Parliament by the Albanese Labor Government on 4 September 2023, is poised to usher in a new era for the Australian employment landscape.

If passed, these proposed amendments to the Fair Work Act 2009 will significantly impact on the employment landscape by introducing a raft of changes that will affect many businesses across the nation.

Key Proposed Changes

Strict Penalties for Intentional Underpayment

The Bill is firm in its approach to penalising intentional underpayment of employees. “Intentional” underpayments relate to businesses that consciously seek to underpay their employees. By contrast, an underpayment will be treated as inadvertent in instances defined as “ accidental, inadvertent, or based on a genuine mistake ”.

Individual employers found guilty of intentionally underpaying their employees could face up to 10 years in jail or fines reaching $1,565,000. Corporations, on the other hand, could face fines of up to $7,825,000 or three times the underpaid amount.  If implemented, these provisions would introduce a criminal penalty for intentional wage theft.

Equal Pay for Labour Hire Firm Employees

In a bid to establish wage and condition parity, the Bill will allow for labour hire employees to be paid no less than what they would receive if they were directly employed by the host business. Under the proposal, employees, unions, and host employers can apply to the Fair Work Commission for an order (known as a RLHO or regulated labour hire arrangement order) that would require labour hire employees to be paid at least what they would receive under a host’s enterprise agreement.

Redefining Casual Employment

The Bill seeks to amend the definition of a “casual employee”. While the Bill will continue to apply the requirement that a casual employee is a worker who has no firm advance commitment to continuing and indefinite work , consideration would now need to be given to the ‘real substance’ and ‘practical reality’ of the employment relationship.  This means that consideration would need to be given to the totality of the employment relationship - not just the terms of their employment contract.

When determining if there is “no firm advance commitment” to continuing work, consideration will need to be given to:

the ability and actual practice of offering and accepting work;
whether continuing work is reasonably likely given the nature of the business;
whether part-time or full-time employees are undertaking similar roles; and
whether the employee has a regular pattern of work.

In addition, casual employees who have worked for 6 months (or 12 months in a small business) will be able to notify their employers if they believe that their employment arrangement no longer meets the definition of a “casual” employee.  Consequently, an employer will be required to consider the casual employee’s employment status and whether this should be converted to permanent employment.

This “employee choice pathway” would apply in addition to the existing casual conversion provision that applies after completing 12 months of service.

Further, the Casual Employment Information Statement (which employers are required to provide to new casual employees at the commencement of their employment) will be updated, and employers will now be required to provide the Statement again to casual employees after 12 months of employment.

Preparing your Business for the Change

Whilst it is unclear whether the Bill will be passed by Parliament, our Workplace Relations team advise businesses to prepare for the impact of these potential changes by:

Integrating robust payroll systems to ensure accurate and timely employee payment.
Educating management and HR on the legal ramifications of an underpayment claim.
Maintaining detailed records to mitigate a potential underpayment.
Developing transparent communication channels for employees to report pay discrepancies.
Regularly reviewing and update pay records and employment policies.
Enhancing employee engagement and union relations (where necessary) to mitigate underpayment and unequal pay issues.

Anecdotally, there appears to be a rising apprehension concerning the future efficiency and sustainability of Australian businesses. Some companies have stated that they are contemplating offshoring as a strategy to preserve their competitive edge. The Bill is facing staunch opposition from various industry stakeholders, criticising its potential impact on Australian businesses.

If the Bill become law, businesses will need to undertake a review of not only their wages and conditions of their workplace but assess the critical impact of changes in casual employment may impact their operations. 

Bayside Group’s Workplace Relations team is dedicated to assisting businesses to be better informed and ready to address the impact of these changes.  Our Employment and Workforce Management Solutions program can assist businesses in developing workplace policies, training, wage theft auditing, workplace relations advice, workplace expertise secondment plus outsourced payroll. 

For further information, please contact Nick Wakeling, Workplace Relations Manager on 03 9864 6000.

Keep an eye on this space as we continue to provide updates and insights to navigate these unprecedented changes, ensuring that your business not only complies but thrives in the evolving employment landscape.

Career paths for five common scientific jobs

Mon, 23 Oct 2023 04:39:03 GMT

Science is constantly evolving. There will always be a need for companies that drive innovation - and a need for a workforce adequately sized and skilled to meet the demands of those companies. Whether you are studying science, a recent science graduate or someone with plenty of hands-on experience, it's worth understanding potential career paths and progression opportunities.

Bayside Group’s scientific recruitment team works with a range of scientific professionals through every stage of their career journey. In this blog, we discuss career paths for five common scientific jobs: chemistry, microbiology, environmental science, quality control and quality assurance, research and development.

Chemist

At its core, chemistry involves exploring the properties, composition, and structure of matter, and analysing the ways in which different elements interact with each other. This includes performing research and experiments to understand the behaviour and properties of substances, and to develop compounds or synthesise substances for a range of practical applications.

Whether acting as a laboratory technician or working as a scientist in the field, chemists are at the core of a wide range of industries. They might have a hand in developing construction materials, pharmaceuticals, cosmetics or textiles. From food production to psychiatry (through the study of brain chemistry) to defence technology, there’s virtually no limit to the areas in which a career in chemistry can flourish.

Where a chemistry career might take you

Pursuing work as a chemist provides diverse options. A career in chemistry could see you developing new materials for manufacturing, helping to uncover new processes for chemical synthesis, developing scientific research that will help people worldwide. It could even see you leading a chemical pathology team at a major hospital, providing vital analytical services that allow patients to receive a diagnosis, or working in sales or public policy. Other areas include mineralogy and metals analysis, investigating novel ways to extract precious minerals and metals for the mining and resources industry.

Key sectors: biotechnology, education, environmental, food and beverage, industrial, FMCG and manufacturing in general, government, healthcare, defence, pharmaceutical, research, mining.

Types of roles for chemists: Analytical chemist, bioanalytical scientist, chemical engineer, environmental chemist, geochemist, industrial chemist, inorganic chemist, materials chemist, organic chemist, pharmaceutical chemist, policy analyst, quality control officer, quality assurance officer, research officer, technical sales representative, technical writer, teacher, toxicologist.

For those looking for leadership roles, options may include Senior Chemist, Project or Program Manager, Business Development Manager, Technical Manager or Director, Research Director.

Average salary for chemists: $65,000 to $85,000 exclusive of management, with the typical salary for a Technical Manager is $145,000*.

Microbiologist

Microbiology, the study of living organisms that are too small to be seen by the human eye, leads scientists to work with bacteria, viruses, fungi and algae. It's a fascinating and exciting field as these tiny critters do the work of giants, playing a role in nutrient cycling, biodegradation and food spoilage, climate change and the cause and control of disease.

Microbiologists do important work. They might be involved in developing vaccines and antibiotics. They can contribute to food and water safety, including helping ensure food and beverage products are safe for human consumption. You’ll find microbiologists at work in the agricultural, biofuel, and cosmetic industries. It’s a diverse field with numerous real-world applications.

Where a microbiology career might take you

As a junior microbiologist you might start with isolating and making cultures of bacteria or other microorganisms in prescribed media. Later in your career you could aid research into disease or lead a team identifying bacteria of agricultural or veterinary significance, helping to avert disasters and pandemics.

Key sectors: biotechnology, education, environmental, food and beverage, industrial, FMCG, government, healthcare, pharmaceutical, research.

Types of roles for microbiologists: microbiologist, laboratory assistant or technician, medical laboratory scientist, researcher, biomedical scientist, biotechnologist, bacteriologist, bioinformatics, mycologist, virologist.

For those looking for leadership roles, examples include Laboratory Manager, Senior Microbiologist, Project or Program Manager, Research Principal or Director, Principal Investigator.

Average salary range for microbiologists: $65,000 to $85,000 exclusive of management according to Seek*. Senior roles become more specific, so it is difficult to provide examples of typical salaries.

Environmental science

From climate change and pollution to species protection and biodiversity, environmental issues impact global health and security, and human wellbeing. Increasingly they are core economic concerns for many countries, Australia included. Environmental science specialists are at the forefront of efforts to protect the natural environment. Quite literally, they are out there saving the world.

Environmental scientists might be based in a lab, or in the field monitoring conditions first hand. Their work can be hands-on, for example by helping clean up pollution; or they can advise business or policymakers on environmental best practice. With specialisations including atmospheric science, ecology, environmental chemistry, and geoscience, environmental science is a varied and vital field.

Where an environmental science career might take you

In such a rapidly evolving field it is difficult to answer this question. Career paths in environmental science can vary widely based on your specific interests, the level of education and experience you attain, and your innovation or entrepreneurial skills. After an internship investigating soil microbiology, you could seek your fortune helping the private sector lighten its environmental footprint before advising on Australia's ecohydrology strategy as one example, but there are literally thousands of paths.

Key sectors: education, infrastructure, renewable energy, water, conservation, industrial, government, pharmaceutical, research.

Types of roles for environmental scientists: environmental scientist, consultant, environmental engineer, research, conservation scientist, policy analyst, wildlife biologist, environmental engineer, climate scientist, environmental health specialists, ecologists, green building consultant, environmental journalist, renewable energy specialist, environmental data analyst.

For those looking for leadership roles, examples include Environmental Manager, Sustainability Manager, Project or Program Manager, Research Principal or Director, Policy Director.

Average salary range for environmental scientists: $80,000 to $120,000* exclusive of management. A typical Environmental Manager will earn $150,000+ according to Seek.

Quality assurance and quality control

These are two related but distinct jobs that apply to a wide range of disciplines. Quality assurance (QA) workers implement systems and processes that ensure a product will meet its requirements in terms of quality, preventing mistakes and defects during development. Quality control (QC) workers, on the other hand, inspect products to confirm quality requirements have been fulfilled.

Both are aspects of formal quality management systems and have applications in many industries. Life sciences in particular have a strong QA and QC requirement; for example, in the development of vaccines and medicines. Life science is a growing industry in Australia, so QA/QC professionals are likely to be in high demand.

Where a quality career might take you

A career in quality assurance (QA) or quality control (QC) may find you working in a multi-national food manufacturing company or in a government role depending on the path you take. This path has a more common progression than other scientific careers, starting at assistant or coordinator, moving to specialist and then manager however this is certainly not every path, which is why we can include management in the salary range.

Key Sectors: food and beverage and more broadly FMCG, mining, oil and gas, pharmaceutical, industrial, government.

Types of quality control and quality assurances roles: QA/QC specialists and managers, regulatory affairs, process improvement, supplier quality management, project management, quality engineering, risk management, consultant, auditor, research, compliance and governance.

For those looking for leadership roles, examples include Quality Manager, Quality Assurance Manager, Quality Consultant or Quality Director.

Average salary range for QA/QC: $55,000 to $80,000 according to Seek* a typical Quality Manager role will range from $105,000 - $135,000.

Research and Development

Research and Development (R&D) is arguably one of the most glamorous and exciting scientific fields. R&D workers are at the cutting edge of innovation, driving the development of new products and services or improving existing ones, with the goal of meeting customer needs and adding these innovations to a company’s bottom line.

Research and development cover a range of industries, and can mean working on life changing products, reducing environmental footprints or improve the quality of life for people in developing countries.

Key Sectors: food and beverage, packaging, mining, oil and gas, pharmaceutical, industrial, government, conservation.

Types of research and development roles: research and development scientist, food technologist, packaging technologist, ingredients technologist, academic research, product development, product development engineer, laboratory technician, manufacturing specialist.

Career progression in research and development can roles such as Research & Development Manager, Product Development Manager, Research Director and Head of Innovation.

Average salary range for R&D: $75,000 to $135,000 including management according to Seek, although management roles can be as high as $160,000.

As diverse as all the above fields seem to be, don't forget that science recruitment occurs across multiple fields. Bayside Group (formerly Techstaff) has scientific consultants in Melbourne, Sydney and Brisbane available to assist you in taking the next step in your career.

Click on the following links to view available jobs , register to be considered for relevant jobs in the future, or call us to speak to a Bayside Group scientific consultant. Our office hours are 8.30 to 5.00pm, Monday to Friday.

* Average salary ranges are calculated using jobs advertised on Seek and were last updated in October 2023.

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Why invest in upskilling and reskilling?

Thu, 21 Sep 2023 01:34:11 GMT

Against a backdrop of skills shortages, environmental challenges and rapid technological advancement, businesses face a constant challenge to keep up with industry developments. As organisations evolve, so do the skills required to stay competitive and drive success. In this landscape, it's increasingly vital for companies to invest in upskilling and reskilling opportunities for employees.

Reskilling refers to acquiring an entirely new set of skills and generally occurs when current jobs/ industries decline. For those involved this means effectively changing careers, as opposed to upskilling which is focused on enhancing or complementing existing skills and knowledge. As specialist recruiters , we know that employers often look for soft skills like creative thinking, collaboration, self-motivation, potential and leadership in addition to technical skills.

Embracing a culture of continuous learning not only benefits businesses in filling skill gaps but also supports staff retention and empowers individuals to achieve their career goals. It also helps you to advance individuals with proven soft skills critical to specific roles. In this article, we explore the importance of reskilling for employees, examining its positive impact on staff retention, skill gap filling, and individual career growth.

Enhancing staff retention

Losing experienced employees can be costly and disruptive. Offering reskilling opportunities demonstrates a commitment to employee growth and development, and fosters a sense of loyalty and dedication among staff members. When employees feel valued and supported in their professional journey, they are more likely to stay with the company long-term.

Reskilling also helps prevent job stagnation, which is a common cause of employee dissatisfaction. By encouraging employees to acquire new skills and knowledge, they can take on fresh challenges and explore different career paths within the organisation. This not only keeps employees engaged and motivated but also contributes to a more agile and adaptable workforce.

Bridging skills gaps

In today's fast-paced business environment, skill requirements are constantly evolving. New technologies emerge, market demands change, and industries undergo transformations. This leads to skills gaps within organisations, where existing talent lacks the expertise needed to address these emerging challenges effectively.

Reskilling offers a strategic solution for filling these gaps. Instead of solely relying on external hiring, which can be time-consuming and expensive, companies can identify high-potential employees and invest in reskilling them. By focusing on developing of existing talent, you can create a well-rounded workforce that can readily adapt to changing needs and drive innovation from within.

Driving career growth

Research shows that providing opportunities for development and career progression are key to employee satisfaction and retention. Reskilling is one lever that can be used to achieve this. When organisations offer opportunities to learn new skills and explore diverse career paths, employees feel empowered and motivated to take control of their professional development.

Reskilling equips employees with the tools they need to advance within the company, unlocking a multitude of possibilities for career progression. This not only benefits the individual but also fosters a sense of purpose and commitment within the team. When employees feel their goals align with the organisation's vision , they are more likely to work harder and contribute meaningfully to the company's success.

Reskilling is a win-win solution

Embracing reskilling opportunities for employees is a win-win situation for both businesses and their employees. By investing in continuous learning, companies can enhance staff retention, foster loyalty, and build a more adaptable and skilled workforce.

Moreover, offering employees the chance to reskill empowers them to take charge of their career growth, making them more engaged and committed to their roles. In short, a culture of continuous learning not only benefits the organisation's bottom line but also contributes to the personal and professional development of each individual.

As businesses evolve and the demand for new skills increases, organisations that prioritise reskilling will be better equipped to thrive in the face of change and uncertainty. By acknowledging the importance of reskilling and making this a key aspect of your suite of professional development activities, you can create a positive and progressive work environment that encourages innovation, fosters growth, and propels both employees and the organisation towards continued success.

Learn more about our workforce management solutions , or contact the Bayside Group team today.

Important Changes to the Professional Employees Award

Tue, 29 Aug 2023 06:45:09 GMT

The Professional Employees Award, covering engineers, scientists, medical researchers, and employees in information technology, quality auditing and telecommunications services, historically did not provide any payments for overtime or penalty rates for working unsociable hours.

Professional employees are usually paid an annual salary that is intended to cover all hours worked, and often do not have any fixed hours of work. They are usually not paid for any overtime worked for hours worked in excess of 38 hours per week, and are rarely granted time off in lieu for additional or excessive hours. 

Changes to hours of work and overtime

The Fair Work Commission (FWC) considered it necessary to establish a fair and relevant safety net, to prescribe penalty rates to compensate for working unsociable hours and provide directions around working overtime.

The following changes apply from the first full pay period that starts on or after 16 September 2023:

Overtime : Employees will be paid their hourly rate for all hours worked in excess of 38 in a week. This will include work on or in connection with call-backs and work performed on electronic devices or otherwise remotely. 
Time off in lieu : Employees can agree to take TOIL instead of receiving payment for overtime. 
Penalty rates : A penalty rate of 25 per cent will be payable for all hours worked between 10pm and 6am on any day Monday to Saturday. A penalty rate of 50 per cent will be applicable for all hours worked on a Sunday or a public holiday. For casual employees, these penalty rates are in addition to their 25 per cent casual loading.

Record-keeping obligations

The employer must keep records of all hours worked by an employee: 

in excess of 38 hours per week 
between 10pm and 6am Monday to Saturday, and   
on a Sunday or a public holiday.

Exemptions

The FWC determined that these changes will not apply to employees who have a contractual entitlement to an annual salary that exceeds the minimum award rate by 25 per cent or more.

Key take-aways

These changes will be in force on the first full pay period that starts on or after 16 September 2023. We recommend taking the following steps: 

conduct an audit on current employee contracts and salary levels, as well as the overtime practices of employees that are covered by this award, and 
develop and implement appropriate plans ahead of these changes taking effect.

Bayside Group’s experienced Workplace Relations team can assist. Learn more about our services here or contact us on 03 9864 6000.

The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances. If you require advice or assistance, please  contact our Workplace Relations consultants . 

Career pathways help businesses and employees thrive

Tue, 29 Aug 2023 05:22:03 GMT

In a labour-starved Australian job market, providing growth opportunities to employees is increasingly crucial for
attracting and retaining top talent.

When we polled our networks about what mattered most to them when choosing an employer, out of more than 500 respondents, 36 per cent named “opportunities for growth” as their number one priority. It was the most popular response, ahead of things like culture, purpose and flexibility.

Furthermore, Australian employees who are given opportunities for career progression are more likely to be satisfied with their jobs and feel more engaged in their roles. In September 2022, SEEK’s Resident Psychologist Sabina Read listed career progression as one of the top five factors driving job satisfaction . It was listed higher even than salary and job security.

As such, opportunities to learn, develop and progress play a key role in employee engagement and employee retention. Deloitte's eProfitFocus 2022 report noted that companies investing in the training and skill development of their people were experiencing a strong return on investment not only in terms of retention, but also in higher profit margins.

But career pathways need to go beyond simply opportunities for internal promotion. Since people are less likely to stay in any job for as long as they used to, conversations about career pathways need to take a holistic view. Managers should work with team members to consider what their overall career goals are, what opportunities there are for progression within the company, what professional development opportunities would assist them in taking the next step, and whether they have any other overall life goals the company can help them achieve.

From these discussions, employers can then develop a clear and transparent job family or competency framework, so employees can see exactly what career progression is available to them, and what competencies are required to progress.

Providing opportunities for progression is key both to employee satisfaction and retention, and benefits the business in the long run too. Here are our top reasons – beyond employee attraction and retention – why you should be making career progression a top priority within your business.

Enhanced productivity and performance

Employees who see a clear path for career advancement are more motivated to excel in their roles. According to Gallup, 87 per cent of millennials say professional growth and career development are very important , and 76 per cent of employees are looking for opportunities to expand their careers. Provide those opportunities and it translates to higher engagement, and higher performance.

Attraction of top talent

In a competitive job market, attracting skilled professionals is essential for business growth. "Top talent is looking for opportunities to grow and advance in their careers,” notes a recent article from LinkedIn. “Offering professional development programs, mentoring, and career advancement opportunities can help attract ambitious candidates .”

Skill development and knowledge transfer

Providing career growth opportunities allows employees to enhance their skills and expertise, benefiting both the individual and the organisation. Organisations are the sum of the individuals who work there. By providing employees with opportunities to enhance their skills you increase the overall knowledge pool within the business and opportunities for knowledge transfer within teams.

Cultivating a learning culture

Encouraging career progression fosters a culture of continuous learning and development within the organisation. Having a strong culture of continuous learning is likely to both boost productivity, and create opportunities for more creative collaboration and innovation. This is important, because organisations that have highly aligned business and innovation strategies, alongside a pro-innovation culture, can have up to 30 per cent higher growth than those that don’t .

Improved employee morale and loyalty

Employees who perceive that their organisation values their growth and development are more likely to be loyal and committed. That’s got benefits not only in the short-term, by improving morale and productivity on a day-to-day basis, but also in the long-term. If they have been supported to grow and flourish, employees are more likely to continue to be ambassadors for your brand even after they leave the company, which enhances your overall reputation as a great place to work.

In short, offering employees opportunities for career progression is not only beneficial for individual growth but vital for an organisation's success. Providing growth prospects enhances job satisfaction, improves retention, attracts top talent, and cultivates a culture of learning and innovation.

Leaders should work with team members to understand and plan towards their career goals, and help them establish a clear idea of how the role supports their overall objectives in work and in life. Learning and development, combined with opportunities for internal progression, should be provided in line with the employee’s career pathway plan.

As the Australian job market becomes more competitive, companies that prioritise career development are better positioned to thrive in the future.

Download our free Good Workplace Guide for useful tips on career pathways, along with other considerations for attracting and retaining staff in your business.

Why engineering careers in Australia remain a good choice

Tue, 15 Aug 2023 06:24:53 GMT

The 2020s have been tumultuous to say the least, with the pandemic, conflicts, major weather events and the rapid advancement of artificial intelligence (AI) impacting people globally. For many, this uncertainty and change has raised questions about their career choices into the future.

For engineering and technical professionals work is often project driven, which means global events and economic trends can have a major impact on employment opportunities. Furthermore, as AI plays a greater role in professional work it is important to consider what the future looks like for engineering and technical professionals and how their roles may change.

While it is impossible to look too far into the future, there are numerous factors that continue to make engineering and technical professions a good choice for Australians now and over the next decade.

1. Relative economic stability and investment

Australia has thriving infrastructure, construction, mining, and manufacturing sectors, creating a range of job opportunities for engineering and technical professionals. More importantly, both State and Federal governments tend to leverage infrastructure investment to drive economic growth, which means they often invest during downturns. Indeed, this was evident during the pandemic.

While Victoria's withdrawal from hosting the Commonwealth Games, and placing other projects on hold, might seem to contradict this point, it is important to review the overall picture. According to Engineers Australia , Queensland’s decade-long pipeline of works connected to the 2032 Olympic and Paralympic Games holds it in good stead, while nationally there are numerous projects aimed at supporting an anticipated population of 40 million by 2059 . These projects cover transport, advanced communications, future cities, critical water infrastructure, tourism, and warehousing and supply chains.

2. Skills shortages in engineering and technical roles

Australia faces a shortage of skilled engineers in various fields such as civil, mechanical, electrical, aerospace, software engineering and project management. This is due to the investments mentioned above, combined with the many skilled professionals who are retiring from the workforce – a byproduct of the aging baby-boomer population. The resulting significant skill gaps add to consistent demand for qualified engineers in Australia and internationally, and will impact those workforces for years to come.

In fact, Bayside Group has sourced international engineering and technical talent from overseas to meet demand in Australia since the mid-2000s. Without this source of skilled workers, our clients would not have been able to deliver critical projects. For local engineering and technical professionals – aspiring or experienced – the opportunities are definitely there.

3. Competitive salaries and career growth opportunities

While salary can vary depending on the industry, overall, Australian engineering and technical salaries are often higher than in other countries, with specific regions, industries, or roles offering additional benefits and incentives. Seek salary insights in July 2023 state the average wage for an engineer in Australia ranges from $95,000 to $115,000 AUD.

There are also significant opportunities to move into management and executive roles. Wayne Eaton, National Manager – Engineering at Bayside Group, explains how his team has helped engineering and technical professionals to navigate career progression, identifying opportunities that they perhaps haven’t thought about themselves.

“Technical skills, such as engineering, project management or asset management, combined with leadership capabilities, are highly sought after in the market,” Wayne explains. Over the last decade, he has placed many technical professionals who have successfully developed their leadership and people skills into senior roles. Working to develop interpersonal and leadership capabilities can have enormous benefits for career progression.

4. Technology will enhance capability

Engineering and technical careers have been and will continue to be heavily influenced by technological advancements, such as artificial intelligence, automation, robotics, and the Internet of Things (IoT). Professionals will need to adapt to new tools and technologies, as interdisciplinary skills become increasingly important.

The importance of data and analytics will also grow, leading to data-driven decision-making in engineering. Skills in data analysis and interpretation to optimise designs and systems will be required as well.

With this comes social and ethical considerations and opportunities. The pace of technological change means that professionals will need to commit to lifelong learning, with adaptability a key trait for success. Engineers Australia has recognised that engineering will evolve rapidly in the future, and is introducing micro credentials to ensure the knowledge and skills of Australian engineers remain relevant.

5. Climate change focus generating employment

Extreme weather events have created major issues, from displacement to food shortages to increasing health crises, prompting many governments and organisations to focus on the environment and design solutions for climate related problems.

Demand for engineers who specialise in sustainable and eco-friendly technologies is increasing as a result. Australia aims to achieve a 38% reduction in greenhouse emissions on 2005 levels by 2035. The baseline scenario includes existing federal, state and territory policies and measures as well as policies under the Powering Australia Plan.

If we have learned anything over the last few years, it is that the future is very difficult to predict. However, these trends suggest that engineering and technical professionals will continue to be in demand, making it a viable career choice for those willing to adapt and embrace emerging technologies.

Bayside Group is one of Australia’s leading engineering and technical recruiters. Click here to register with us for future opportunities, or view available jobs .

The future of work is data

Tue, 18 Jul 2023 22:44:29 GMT

In today’s working world, data is everywhere. More and more businesses across many industries are relying on data to define and drive their business goals. Organisations with a good grasp of data are able to track and review the health of their various business processes and essential systems.

As Big Data becomes an increasingly big deal, it’s important to be across the range of roles that can support your business on the road to data-driven success. Here we break down seven areas that will be essential to effectively and efficiently navigating the Big Data landscape.

Data governance

This is the high-level view of your data operations. It includes things like developing policy for how data is gathered and used, measures and processes for ensuring data quality, and quantifying and managing metadata (i.e. the data that describes and gives information about other data).

Data management

Here we get a little more hands-on with our data. Data management includes data engineering and testing, along with technical analysis – using data patterns to identify trends and make predictions. In other words, this is where data is turned into a tool to define and achieve business outcomes.

Business intelligence

Reporting and analytics are a vital part of any business’ data function. This is where data is gathered and quantified, enabling trends and patterns to be identified. It’s also what allows for the relevance and effectiveness of data collection to be tested and adjusted in line with evolving business needs.

Data science

Data scientists are at the cutting edge of new data related technologies. In particular they will be involved in the development and implementation of artificial intelligence and machine learning systems that will allow data to be parsed in increasingly efficient, agile and sophisticated ways.

Data literacy

Data is not just for specialists. All employees, from managers to HR to admin staff, can benefit from understanding how data underpins, and can be used to optimise, the effectiveness of their role and overall business goals. Having people who are able to train others in data literacy can be a big help.

Data security

In a time when hackers and scammers are becoming increasingly sophisticated , data security and cybersecurity have never been more important. The best data security specialists will have an ever-evolving knowledge and skillset geared to protect both your customers’ and your business’ privacy.

Data projects

Maybe your business is tackling the big project of establishing a data baseline as a starting point for your data strategy. Or you might wish to undertake a specific market research project. Data project managers and data business analysts are perfect for these kinds of fixed term or one-off projects.

Find the right people for your IT needs

From AI and machine learning, to data governance and management, to cyber and data security, Bayside Group works closely with businesses and IT professionals to understand the increasingly specialised roles in technology and the specific skills required for these roles.

Contact us to find out how we can help you recruit the right IT, data and related specialist talent for your business. Click here or contact Dylan Simpson on 0403 808 464 or email dsimpson@baysidegroup.com.au

Purpose needs to be more than a buzzword

Wed, 28 Jun 2023 02:07:58 GMT

Purpose is much more than just a buzzword. Increasingly, having a well-defined purpose is also central to strategies for attracting and retaining staff. Research shows purpose-oriented companies experience 40 per cent higher levels of workforce retention than their competitors, and that up to 90 per cent of people would be willing to take a pay cut in favour of more meaningful work.

Hannah Rollo is responsible for people and culture at Bayside Group and its affiliate brand Acclaimed Workforce. She has a wealth of experience as a human relations and people and culture professional, with prior roles including People Relations Specialist for APAC & Americas – Turnitin, and Client and Community Relations Manager for Zodiac Consulting Group.

We sat down with her to discuss why businesses should consider making purpose a central focus of their strategies.

BG: How would you define purpose?

Hannah: A well-defined purpose guides all the activities of your business. Essentially, it’s your vehicle for having an impact on the world around you. It also provides a focal point for employees, so they can understand how their role fits within the organisation’s goals and the broader social context.

Purpose includes things like your vision – what you want to become; your mission or strategy statement – your common intent; and your values – what behaviours you will abide by. It serves as a guide for what individuals, departments and organisations do on a daily, monthly and yearly basis.

A well-defined purpose will stand the test of time, and act as a magnet that draws in the people you want in your organisation. If your purpose is clearly defined and implemented well, it means a lot of decisions made in line with that purpose almost don’t need to be explained. Everyone will understand why those decisions have been made.

Why is it important for businesses to have a clear purpose?

The obvious answer is that purpose gives your business direction. It’s like a landmark on the horizon that everyone in your organisation can move towards together. It helps make sure that everyone on all levels of the business is working together towards a common, agreed-upon goal. But also, more and more, people want to feel the work they do is purposeful. That’s especially true today, when we have all lived through a global pandemic, and there is a lot of collective anxiety about things happening globally, such as military conflicts, political unrest, and climate change.

For many people, their priorities have been crystalised by these events, and they want to feel a sense of meaning in what they do. In particular, meaning is a deep motivator for Millennial and Gen Z employees, who want to see how their personal “why” connects to your business “why”. A clearly defined purpose that is visibly lived out in the life of your business is one way to provide that.

What practical steps would you suggest for businesses wanting to define their purpose?

It can help to enlist an external consultant to guide this process, as they will be able to critique and understand your business more objectively. Ideally this person will be completely independent and will allow leaders to take a step back from the day-to-day and think bigger. It should be fun, engaging and a safe environment where everyone feels comfortable to truly share their views.

Trust and openness are key to a successful consultation. Engage your whole team – from senior people through to newer team members – to canvass a range of perspectives on what your vision, your mission or strategy, and your values should be. Research facilitation methods and tools that are appropriate for your team. (The Culture Canvas workshop is one example worth considering.)

Throughout the process it’s important to really listen, and take on board the input you receive. This will reduce anxieties around the collaboration process being tokenistic, and help with buy-in and connection from staff later on. It also means the purpose you end up with reflects the authentic aspirations of what those within your business really want to achieve within your business.

This can be a really exciting journey to go on. In my experience people often will appreciate the opportunity to take a few steps back from their day-to-day busyness and think about why they are there, and gain a better understanding of why other people are there also. The sense that everyone has a part to play in the creation of this purpose is incredibly powerful.

Do you have any tips for businesses to gain buy-in from staff?

Hopefully, if authentic listening and collaboration has been part of the process of defining your purpose, that buy-in will be there from the start. The rollout is really important though, there needs to be clear markers for how purpose is going to be implemented in the day-to-day operations and culture and long-term planning of your business.

Importantly, you need to make sure you are living out your purpose. Always refer back to it when making decisions. Find little ways of celebrating things that are aligned to purpose, for example by starting meetings or training sessions by talking about someone from your team who has embodied the purpose during the past week.

Remember too, that your purpose is not just restricted to the workplace itself but also reflects your broader social impact. Consider whether there are charities, community groups or other causes your business can support that align with your purpose, and encourage your employees to get involved.

New starters or people considering coming to work with you should be able to not just hear and understand your purpose, but look at your business and see the ways in which that purpose is being fulfilled, both daily and in the longer-term. It’s one important way to inspire people to want to join your team, and also to encourage those who already work with you want to stick around.

Need more advice on organisational purpose, including key research and practical tips? Download our free Good Workplace Guide to read more on this as well as six other considerations for attracting, engaging and retaining the best talent for your business.

How to retain your amazing EA

Wed, 21 Jun 2023 03:28:07 GMT

A good executive assistant (EA) can be hard to find. An ideal EA might be someone who is both professional and personable; who can follow instructions but also think creatively to solve problems; who has top-notch communication and time management skills, but is also flexible and adaptable as unforeseen challenges arise. The best EAs can function almost as an extension of their employer, while also retaining autonomy so that they don’t need their hand held through every decision.

EAs represent significant return on investment too. A scenario posited by Harvard Business Review suggested that for a company to break even on an EA’s salary, the EA needs only to increase their employer’s productivity by 8 per cent , or five hours a week. Most EAs would save their bosses much more time than that. The actual figures will vary depend on the relative salaries of the executive and their EA, but the point stands: a good EA is worth their weight in time (and money) saved.

Finding and engaging a good EA is one thing (incidentally, it’s something Bayside Group can assist with ). The question then is: once you’ve hired the perfect EA, how do you retain them? It’s a labour-short market across all industries, and great EAs are always in demand. If your EA does leave, it’s going to take time to find someone to replace them, and even longer for them to get to know you, your business, and your style of working. It can be worth going the extra mile to keep them around.

With that in mind, here are our top tips for retaining your amazing EA.

Trust them

One of the benefits of having an EA is that they will make a lot of day-to-day decisions so that you don’t have to think about them. You need to be able to trust that the decisions they make will be the right ones – and likewise, they will want to feel that they are trusted by you to understand your needs and make the calls that will enable you to function effectively and productively in your role.

Trust is vital in all employer-employee relationships, and that’s especially true for EAs. Lack of it can lead to low morale, low engagement and a loss of productivity . It’s the kind of thing that could see your EA looking around for other opportunities. If you put time into building a trustful relationship, it will help your EA feel valued, and empower them to do the very best job they can for you.

Treat them with respect

The dynamic between an executive and their EA will of course vary from case to case, depending on circumstances, personality types and styles of working. Regardless, it’s important to remember your EA is not a robot. They are an individual with their own life concerns, goals, and ambitions. Respect should be a foundational aspect of your relationship – as it should be with all working relationships.

Respect includes listening to and valuing your EA’s opinions and needs, abiding by clear personal and professional boundaries, and just generally operating with integrity, and in a welcoming and inclusive manner. Respectful workplaces reduce stress, and increase employee productivity, engagement and happiness at work. It’s the bedrock of any good executive-EA relationship.

Provide opportunities for development

Even career EAs will want to feel like they are growing – professionally and personally – through their work. Take time to talk to your EA to learn about their goals, both in life and in their career, and find ways to help them achieve those goals. You might even consider working with them to develop a pathway for the next one to five years, with clear markers. Consider things like:

What kinds of training opportunities might they benefit from?

What tasks can you give them that will help them develop their skillset?

How can you structure their work to allow space for commitments or passions outside of work, such as family, volunteer work, or hobbies?

If your EA has a clear idea of how their time working with you is supporting their broader life and career goals, they are likely to stay longer.

Recognise and reward their contributions

Everyone wants to feel their contributions are valued, and EAs are no exception. It’s important then to find ways to both recognise and reward the good work they do for you, so that they know they are appreciated.

Talk to your EA and get to know the ways they like to be recognised. It could be as simple as being sure to thank them regularly for their hard work. Or they might appreciate more public forms of acknowledgement, for example during a staff meeting or social event.

Rewards can take many forms, both monetary and non-monetary. Proper renumeration is important, and bonuses and gift cards are other forms of financial rewards you might consider. Non-monetary rewards include things like giving your EA a day off for their birthday or at the end of a long project, or letting them knock off early on a Friday.

If your EA feels that they are trusted, respected, and growing in their role, and you show them regularly that their work is appreciated, they’re likely to be happier, more engaged and more productive – and to stick by your side for the long-term.

Bayside Group’s specialist consultants are experienced at executive recruitment and have a track record of matching talented EAs with the employers that need them. Contact us today to find out how we can help you recruit the right EA for you.

Wage theft crackdown: what you need to know

Mon, 19 Jun 2023 23:56:09 GMT

Wage theft is back in the news this month following reports of BHP underpaying 30,000 of its employees . These underpayments, dating back to 2010, were due to an average of six leave days being incorrectly deducted from affected employees.

It’s the latest high-profile case to put wage theft under the spotlight. Commonwealth Bank and Commsec are currently under investigation by the Fair Work Ombudsman’s office, for allegedly underpaying 7000 employees by a total of $16 million. Super Retail Group, Qantas, Westpac and David Jones have also come under the Ombudsman’s microscope for alleged underpayments.

“It's an issue that's not going away," Fair Work Ombudsman Sandra Parker told ABC Radio National. "On a positive note, it's good that the companies are waking up, it's good that they're auditing and it's good that they're making good. But it is taking a long time and it's a frustrating process."

What is wage theft?

Wage theft relates to the underpayment of an employee’s wages and conditions. This can include the non-payment of entitlements such as superannuation plus a failure to keep employment records. The Federal Government’s Fair Work Ombudsman has instigated investigations into claims of underpayment of wages among businesses across Australia. Furthermore, the Victoria Government has established its own authority to undertake similar prosecutions.

Case examples

It is important to note that these investigative bodies have undertaken prosecutions against a range of Australian businesses.

Many businesses will recall news headlines concerning underpaid workers at restaurants owned by celebrity chefs including Heston Blumenthal, Shannon Bennett, George Calombaris and Neil Perry, and franchises like 7-Eleven, Pizza Hut and Domino’s, as well as blue-chip companies including BHP, Suncorp, Bunnings, Coles, Commonwealth Bank, Qantas and Woolworths. Even institutions such as multiple universities and the ABC have faced investigation.

Woolworths, after initially understating their estimated remediation between $200-$300 million, after due diligence investigations were estimated to be $620 million in underpayments.

Smaller businesses have also been subject to investigation. For example, the Victorian regional restaurant Macedon Lounge is facing prosecution by the Victorian Wage Inspectorate for underpaying four staff members by $7000 – which included wages, penalty rates, and superannuation. If guilty, the owners could face up to 10 years’ jail and more than $1 million in fines.

Federal government cracking down on wage theft

Wage theft is an issue that all companies large and small need to be increasingly aware of, and not only because of the severe financial and reputational damage they can suffer if they are found guilty of it. The Federal Government is currently considering reforms that would follow in the footsteps of Victoria and Queensland in cracking down on wage theft. Those reforms could see individuals such as directors and HR managers facing imprisonment and penalties up to $825,000 per breach.

Ensuring that every employee is paid correctly – which includes providing them with the correct leave entitlements, as well as penalty rates where applicable – is not merely a matter of organisational justice. It’s at the very foundation of businesses operating ethically and compliantly within the Australian employment landscape.

Australian employment law is among the most complex in the world . What’s more, it recently has undergone the most significant changes since the introduction of the Fair Work Act in 2009. It is therefore more essential than ever to have rigorous checks and balances in place. A spot check or audit by an external consultant can be a good place to start.

Bayside Group wage theft audit service

With extensive knowledge of relevant awards, workplace agreements, contracts, and legislation, Bayside Group's skilled workplace relations team can audit your current processes to ensure you are not added to the growing list of companies in the media. Our audit service will help your company make an informed decision to avoid inadvertent breaches.

It is important to note that your insurance coverage may not protect your business against either a potential civil or criminal wage theft underpayment claim.

Our full suite of tailored workplace relations solutions and services

The full range of services offered to our clients include:

Workplace code of conduct, policies and procedures
Workplace behaviour training
Wage theft audits
Workplace relations advice
Workplace investigations
Expert HR/IR secondment

For further information, please contact Nick Wakeling, Manager Workforce Solutions.

Is your workplace compliant with recent changes?

Tue, 30 May 2023 05:16:52 GMT

Not only is the employment landscape in Australia one of the most complex in the world, but it is also going through the biggest changes since the Fair Work Act was introduced in 2009. There are numerous policy, procedural, cultural and other concerns that all Australian businesses need to attend to in order to ensure they are and remain compliant.

Non-compliance presents significant economic and reputational risk to the employer and can have major consequences for employees, their families and communities. As such it is more important than ever to remain vigilant. Here are a few key areas that all workplaces should consider now.

Workplace code of conduct, policies and procedures

The flurry of recent changes in employment legislation , including Respect@Work and changes related to flexible work practices and psychosocial safety , all have had a significant impact on organisations’ policies and procedures. All workplaces need to review their policies and procedures to ensure they remain compliant.

But it’s not enough for policies to simply be compliant. They must also play a role in establishing the organisation’s underlying principles and strategic direction. For example, employers should ask themselves:

Do your employees read and understand your policies?
Are your policies clear or do they create ambiguity?
Do they use inclusive language?
Do they reflect the organisation’s values and culture?

Workplace behaviour training

In other words, having a policy is not sufficient by itself. Employees and managers need to understand what is expected from them, and how to comply with the policies. As such it is worth considering providing regular training to employees on any new or existing policies and procedures, or on respectful workplace behaviour, in alignment with your organisational values.

Kinds of training you might consider include:

Bullying, harassment and discrimination
Sexual harassment and sexism at work
Cultural reset
New policy rollout

As part of our suite of workplace relations services, Bayside Group can develop fully customised training modules based on your organisational needs. We will consult with you to understand your organisation’s aspects, culture, needs and concerns, provide a proposal and deliver tailormade training to address these.

Wage theft reforms

Individuals such as directors and HR managers could face imprisonment and penalties up to $825,000 per breach under wage theft reforms being currently considered by the Federal Government. These changes would follow similar legislation already in force in Victoria and Queensland. Getting it right has never been more important.

The consequences of wage theft extend far beyond the financial, however. It also impacts on morale, employee engagement and retention, and can seriously damage an organisation’s reputation. It is therefore essential to have checks and balances in place. A spot check or audit by an external consultant can be a good place to start.

Do I need external help?

It's true that not every organisation needs, or has the resources for, a full-time capability to manage the range and complexity of workplace relations issues that may occur. In such cases, it is worth considering whether an external consultant or even a short-term or long-term secondment for professional HR support might be beneficial.

Bayside Group’s expert workplace relations team offers a range of employer compliance and workplace relations consulting services with flexible delivery − from simple telephone queries to on-site or off-site services for more complex employee issues. We can also provide onsite or remote secondments of professional HR and IR support, for short-term assignments or long-term projects.

Given the complexity of Australia’s employment laws and the significant recent and upcoming changes, it’s more important than ever that all workplaces take steps to ensure they are compliant. If you’re unsure about any of the above, call us on 03 9864 6000 today to find out how we can help.

Q&A: Specialist scientific recruiter Joel Cridland

Tue, 30 May 2023 03:48:00 GMT

After initially embarking on an academic career in science, Joel Cridland joined Bayside Group as a consultant specialising in scientific and technical recruitment. In this Q and A, Joel reflects on how his science background supports his work as a specialist recruiter, and provides some tips for employers on what they need to do to attract and retain the best scientific talent.

Q&A with senior education recruiter Francesca Conte

Mon, 01 May 2023 23:12:52 GMT

Francesca Conte is a Bayside Group senior consultant specialising in education recruitment . In this Q and A she talks about how her experiences working in schools, and training staff in different contexts, underpin her work, matching jobseekers with careers in education. She also explores some of the challenges and staffing needs that are facing the education sector in the coming years.

Interested in learning more? Watch this video for Francesca’s top tips for anyone wanting to pursue a career in education.

Bayside Group: What is it about education recruitment that appeals to you?

Francesca: Recruitment appeals to me because you are making a difference in the lives of individuals. You are testifying to their capabilities and supporting their growth. At the same time you are building capability for an organisation, by matching them with someone who provides a new or needed skillset. When that synergy occurs, where both the organisation and the employee benefit from the match, it’s very rewarding.

Education is the foundation for our future. Recruiting in this space offers the chance to work in a values-driven environment where the end goal is on creating positive outcomes for students and the community.

How does your background in education support your work?

Growing up, I wanted to be a teacher. However, there was an abundance of students pursuing tertiary studies in teaching at that time. So, I elected to follow a career pathway in IT. My early career in IT soon led to training staff on various applications, and soon my love for learning and people development evolved.

After a few years, this experience led to an extensive tenure at a leading girl's school in Melbourne, where I was able to bring industry experience into a school setting and live my childhood dream. While I didn’t become a teacher per se, I was fortunate to work behind the scenes of the classroom and help design frameworks to indirectly achieve positive outcomes for students and the community.

My childhood dream, my experience, and my growth in the education sector have provided a solid understanding of cultures and structures in education. They’ve exposed me to a plethora of roles available, provided opportunities to network with other independent schools, and research new teaching practices and the design of new roles. My experience in education supports and fuels my work today.

What are some of the challenges the education sector faces from an employment perspective?

There are several challenges in the education sector, and this is rapidly evolving. Let’s start with the obvious and most talked about: teacher shortages.

The shortage of qualified teachers has been an ongoing challenge. Subjects such as maths, science and languages have seen the worst shortages of qualified teachers, as graduates of these subjects are often drawn to jobs other than teaching that offer higher pay, better prospects, and more innovation.

Teachers work an average of 55 hours per week, which could be why as many as half of all teachers of these subjects leave the teaching profession after five years. The contract nature of many teaching roles can often be a deterrent as well, with many employees seeking greater job security than a contract can provide.

As a nation we need to recognise the work that teachers do – from early learning right through to university level – and compensate accordingly.

The other major challenge in the sector is technological advancement. There is an increasing need for specialised technical skills that may not be adequately covered in traditional educational programs. This then requires adaptability and the need for continuous learning for teachers to remain current and employable.

What are your priority areas for recruitment in 2023?

We will need to build talent pools with expertise in emerging technologies such as artificial intelligence, machine learning, and data analytics. Candidates with strong leadership skills and experience in managing teams or projects is also a priority.

Across all industries, there is an increasing focus on diversity, equity, and inclusion, as well as mental health and wellbeing. These are core enablers of employee engagement and organisational performance. As such in my interactions with both employers and employees I do what I can to promote and support the development of good DEI and wellbeing practices.

Bayside Group has specialist knowledge and experience that makes us the education recruitment partner of choice for leading education institutions in Australia and overseas. To find out how we can help you contact us today .

Francesca’s tips for pursuing a career in education

1. Determine your goals

It's essential to have a clear understanding of what you want to achieve. Identify your interests and skills you can leverage in the sector. Do you want to be a teacher, a researcher, an administrator, or something else? The education sector offers diverse opportunities; knowing what you want to do will help you navigate the field.

2. Educate yourself

Depending on the role you want to pursue, you may need to obtain specific certifications or degrees. Research the requirements for the role you want to pursue and take the necessary steps to get certified. Curiosity is key in education. Be a continuous learner through both formal and informal channels.

3. Spend time on your applications

As with any type of role, often applications for jobs in education will list specific criteria. It’s important to address these criteria with reference to your skills and achievements. Tailor your application, including your resume, to the specific role. This includes keeping your LinkedIn profile (your digital CV) current. Ensure you are following educational institutions of interest, build your network, request endorsements to showcase and attest your capabilities.

4. Gain experience

Volunteer at a local school tutoring students, or at a university through student services, work in a boarding school, or participate in education-related projects or programs. This will help you gain experience and show your passion for the field. Also, consider taking on a contract role. They can often lead to permanent opportunities.

5. Network

It's crucial to build relationships and connect with people in the education sector. Attend events and conferences, participate in online forums, and reach out to people in your network who work in the industry. Recruitment consultants who specialise in education recruitment, as Bayside Group does , can also be a great resource.

6. Be adaptable

The education sector is constantly changing, and it's essential to be adaptable. Keep up-to-date with the latest trends and technologies in education, and be willing to learn and adapt. This includes keeping abreast of specialised technical skills that may not be adequately covered in traditional educational programs.

Here’s what the work-from-home new normal looks like

Wed, 26 Apr 2023 05:42:35 GMT

With many businesses having worked through their return-to-work strategies following the easing of pandemic public health measures, there’s been some debate regarding where things may settle. Industry leaders were generally agreed that hybrid and work-from-home arrangements were here to stay, but to what extent was mostly a matter of speculation.

We may now have a clearer idea of what the “new normal” will be when it comes to people working from home versus working from the office or other workplace. Transportation experts have noted a stabilisation in worker habits since September last year , and predict Australia is unlikely to see any significant further increase in people returning to the office.

“We’re at the stage now where we can finally be confident that the incidence of work from home has stabilised,” David Hensher, Director of the University of Sydney’s Institute of Transport and Logistics Studies, whose twice-yearly transport survey has been tracking return-to-office trends, told the Guardian Australia. “But it does vary by location.”

So what does the work from home new normal look like?

The headline figure is that on average, employed Australians are spending 27 per cent of their working hours at home. But there are variations based on location and occupation, with some sharp discrepancies apparent between some states.

Broadly speaking, workers in the major cities are spending more time working from home than workers in rural or regional areas. Also, unsurprisingly, office workers, in particular professionals and managers, are working from home more than essential workers.

Melbourne workers spend 35 per cent of their working hours at home – the highest rate of any of the major cities – while Brisbane and Sydney both saw rates in the early 30s (33 and 31 per cent respectively).

Looking at the states as a whole, Western Australia is an outlier, seeing work from home rates of just 11 per cent, compared with 34 per cent in Melbourne. Such discrepancies are perhaps not surprising given those states’ wildly different experiences of the pandemic.

Other notable findings include:

Prime home days: Monday and Friday are the most popular days to work from home, however office rates are only 5 per cent lower on these days.
Greater flexibility: 88 per cent of respondents made trips for leisure, shopping and personal business during work-from-home days.
Getting it done: Employees maintain productivity by working early mornings, in the evening or on weekends, while taking advantage of weekday lulls to do in-house work, e.g. chores.

What it means for employees

Notably, the rise of work-from-home represents a significant time saving for those workers who can, and choose, to work from home at least some of the week. A previous survey found commuters in Greater Sydney for example were saving over an hour a day on average by skipping the commute.

So the “new normal” equates to more time in Australians’ pockets that can be spent on leisure or family time (an average of 45.9 per cent of time saved on not having to commute is used this way) or on other productive or self-care pursuits. This in turn is good for work-life balance and for employee satisfaction and wellbeing.

Of course, people are saving more than time by spending at least part of their working week at home. According to the survey report: “People repeatedly mentioned high petrol costs, increasing public transport fares and other fees such as toll roads.”

Adds Hensher: “If someone chooses to work from home every day, that could be a saving of a couple of thousands of dollars a year.”

What it means for businesses

We’ve previously identified flexibility and trust as a key component of employee attraction and retention strategies . Our research found that:

63 per cent of candidates think work-life balance is extremely important.
56 per cent of candidates want hirers to offer remote or flexible working.
54 per cent of employees think flexible work is at least as important as a 5 per cent pay increase.

Flexibility is about more than just allowing employees to work from home. It might also include things like scheduling hours around parenting, carer or study commitments, asynchronous work schedules that allow team members to work when they feel they can be most productive, or having a culture that emphasises measuring output over tracking minutes of screen time.

Work from home and hybrid work however have become a central plank not just of businesses’ approaches to flexible work, but also the attitudes of Australian employees – especially office and professional workers – to how work integrates with their overall life and goals.

It is important to note that there is a dividing line between those who can work from home and those who can’t because of the nature of their role. This creates challenges for businesses from a management perspective. Communication and consultation are key to ensure work-from-home policies are equitable while also reflecting team members’ particular work-life balance needs.

Trust and productivity

Trust is an important part of flexible work. In particular, employers need to have confidence employees are being productive when they work from home, without resorting to measures like surveillance or micro-management that have been shown to negatively affect productivity.

Given that of the time saved by not commuting, workers are giving more than half of it to doing additional work (including 22 per cent to unpaid work), the signs are there that such confidence would not be unfounded.

“It’s interesting that it took the pandemic to test some thinking about remote working,” said Hensher. “Importantly, what’s made it work is the productivity implications have not decreased. If employers found they weren’t getting value from their staff, I suspect it wouldn’t have continued.”

Download our free Good Workplace Guide to learn more about how flexibility, including work-from-home and hybrid work arrangements, can form a key part of your people strategy.

Four reasons not to fear the “tech wreck”

Thu, 20 Apr 2023 02:13:12 GMT

These are interesting times for IT professionals. The rise of VR, AI and machine learning across many industries; the increasing popularity of “smart city” concepts in Australia and globally; the proliferation of cloud technology; the growing need for smarter and better cybersecurity mechanisms for business and government alike; and the connectivity requirements of an increasingly dispersed workforce, mean IT skills are more in-demand than ever.

At the same time, there have been massive job cuts within the sector, particularly with tech giants such as Microsoft, Alphabet, Meta, IBM and Salesforce winding back their operations following rapid growth during the pandemic years of 2020 to 2022.

On their face those figures seem at odds with the rapid sector growth forecast by the Tech Council of Australia just last August. Yet anecdotally, even IT professionals who have lost their jobs remain optimistic . They’re pursuing new opportunities with start-ups, or taking solace in the long-term desirability of their skills and experience.

Are you looking for IT staff or a career in IT? Contact our specialist recruiters today.

Amazon Web Services recently announced a $13 billion investment to expand its cloud computing operations in Australia, evidence the local IT industry is far from broken. That investment alone is expected to bring 11,000 full-time-equivalent positions to Melbourne and Sydney.

With all that in mind we look at why, despite recent setbacks, there are good reasons to be optimistic about the future of IT in Australia.

Emerging technologies

More and more companies are leveraging AI and machine learning technologies to improve their operations and develop new products and services. Virtual and augmented reality technologies are finding applications in everything from gaming and entertainment to defence and education.

Robotics, too, will play an increasingly central role across many industries, which is good news not only for mechanical engineers but also for professionals with experience and skills developing the software and interfaces needed to drive the robots.

These technologies are only going to become more sophisticated, and there will be a growing need for companies to continue innovating and driving that growth. They will need teams with the skills in research and development, software engineering and other core IT skills, who are adaptable and able to keep upskilling and evolving to remain on the cutting edge.

The CSIRO has predicted such technologies “will transform economies and the basis of competition globally, unlock new societal and environmental value and accelerate scientific discovery”. “Digital technologies will be one of the key drivers of new industries in coming decades,” they say. There is so much future potential for companies that are active in these spaces.

The digital economy

A report from RMIT suggests 87 per cent of all jobs now require some form of tech skills, with that number expected to rise. The pandemic years of 2020 to 2022 accelerated the digital revolution in Australia and around the world, but it was already well and truly underway prior to that.

Fast forward to 2023, and areas like e-commerce, robotics and virtual reality are booming. More dispersed workforces have led to a greater reliance on digital communication and collaboration platforms. Companies of all sizes are embracing cloud-based technologies (more on that below). Digital technologies have become central not just to our daily lives, but the economy as a whole.

The Tech Council of Australia is driving a national ambition for Australia to become a regional tech hub. Its report in August 2022 notes that 2.3 per cent of the world’s tech unicorns have come from Australia, even though our share of global GDP is just 1.6 per cent. Australia has been a lead innovator in areas like business software, biotech , medical devices, media and design, and pay tech.

True, the direct tech sector in Australia is currently only 3.8 per cent of GDP. That compares with 6.8 per cent in Canada, and 10.2 per cent in the US. What it equates to though, according to the Tech Council, is room to grow. This, combined with a will to take “a systematic and considered approach to growing the tech ecosystem”, could see Australia flourish as a global tech heavyweight.

Tech talent to spare

The most recent ABS data revealed a 36 per cent increase since 2016 in the number of people with an IT qualification, with the number sitting at 470,318 as of 2021. There were significant increases in security science (5,805 people qualified, up 460 per cent since 2016); artificial intelligence (630, up 200 per cent) and software and applications programmers (116,927, up 47 per cent).

It’s a significant workforce that will continue to grow (and specialist recruiters like Bayside Group have the industry knowledge and connections they need to help companies tap into it ).

Professor Barney Tan, Head of the School of Information Systems and Technology Management at the University of NSW Business School, has flagged even the recent mass layoffs at companies like Google as a major opportunity for Australian IT .

According to Tan, rather than purely a downturn, the downsizing at Google and other tech giants is more a matter of talent being redistributed. Workers who have been nurtured in Silicon Valley will instead find their way to start-ups and other small and mid-sized companies, where they can help drive innovation and growth even further.

The contraction of these larger global companies, he says, could even see an influx of international IT workers to Australia from places like the US and UK – which is good news for an industry that has ambitious growth targets.

Cyber and cloud security needs

As the world becomes more connected, the risk of cyberattacks is increasing, and those attacks are likely to become more sophisticated as technology evolves. In both government and business worlds cybersecurity experts are in demand , working to develop and implement security protocols and systems to protect against potential attacks.

This is doubly important as more and more companies move their infrastructure and operations to cloud based platforms. Gartner has estimated that by 2025, more than 95 per cent of new digital workloads will be deployed on cloud-native platforms, up from 30 per cent in 2021. Furthermore, it predicts that by 2025 more than 85 per cent of organisations will embrace a cloud-first principle.

As such, the demand for professionals who can design and implement secure cloud environments is growing rapidly. Australian IT companies and professionals will be eager to continue developing these capabilities locally.

Lifelong learning

The IT industry is, by its nature, constantly evolving. In particular, the automation of many tasks that formerly would be done manually has had an impact on companies’ workforce needs. While it’s an industry that will continue to be central to the Australian economy , IT professionals need more than ever to continually diversify and enhance their skill sets in order to keep pace with rapid change.

Rather than a career-for-life, it’s a matter of lifelong learning. Both the professionals themselves, and the companies that employ them, need to continually seek opportunities to develop and grow their skillsets, to not just keep pace with change but help drive the future of IT in Australia.

Bayside Group’s specialist recruiters are experienced at matching IT professionals with the companies that need them. Contact us today to learn how we can help you .

The benefits of staying with a company long-term

Thu, 30 Mar 2023 01:27:10 GMT

Employers are always eager to retain employees. This is especially true when labour is scarce and during times of low unemployment, as we are currently experiencing in Australia.

But employee retention strategies often sit in tension with the modern tendency for people to change jobs more frequently than was the case for baby boomers, who are now retired or retiring. This trend seems to have increased for Millennials and members of Gen Z, although the pandemic has impacted on these statistics.

According to the latest ABS data , 55 per cent of employed people in February 2022 had been in their job for less than five years. One in five had been in their job for less than a year.

During the preceding year, nearly one in ten employed people had changed jobs – the highest annual mobility rate since 2012. Professionals were particularly prone to changing jobs, representing nearly a quarter of those who had done so during the year leading up to February 2022. On average, Australians spend 3.3 years per job. For under 25s, that plunges to just 1 year and 8 months.

It's perhaps not surprising that people early in their career will be more likely to job-hop as they, for example, juggle study responsibilities, travel, or make decisions about their career objectives. But the trend towards greater job mobility extends to those more advanced in their career. Fifty years ago, people over 45 would stay in a job for 10 years on average. Now it’s 6 years and 8 months.

Why do people change jobs more often than they used to?

There are many reasons for these trends, including the rise of the gig economy and casualised work, and a desire among employees for greater flexibility and diversity of roles. It’s become increasingly normalised for a person’s career journey to contain a wider range of roles and even occupations.

Also significant though is a nagging suspicion that staying in one job for too long is not a good strategy for building a career. It can be perceived as a “bad look” on resumes, seen to reflect a lack of ambition, motivation, or willingness to be flexible and step outside comfort zones. There’s also a danger of stagnation, or allowing skills to grow stale.

These are real concerns which underline the importance of regular upskilling and taking on new responsibilities even without a job change.

But there are benefits to longevity too, for individuals, organisations and their customers. The ability to access long service leave entitlements, to build professional relationships over a long period of time, to grow skillsets within a stable and secure work setting, and to gradually advance to more senior positions, are all tangible advantages.

Many of our Bayside Group employees have learned firsthand the benefits of longevity. We have current employees who have been with the business for more than 10, 20 and even 30 years. They have found ways to thrive and progress in their lives and careers without needing to periodically change jobs. Where others have been tempted by the siren song of moving on, they have discovered great professional and personal benefits in staying put.

We sat down with some of our longer-term employees to talk about their experiences and what they have gained from bucking the job mobility trend.

Voula Triantafillou – Senior Account Manager, Pharmaceutical & Government (23 years)

I joined the company 23 years ago after being educated and working as a microbiologist for a number of years. One of those previous roles related to quality testing and had quite a big client focus, notably in the food industry. I was able to carry those networks and relationships over into my work as a recruitment consultant, especially in the area of food and beverage recruitment .

I've then been able to continue growing and nurturing those relationships, as well as the relationships I've established with new clients over many years. I’ve watched people I've placed in a junior capacity work themselves up to being hiring managers themselves. You're part of their career journey, and by maintaining that relationship often I see the candidate then become a client.

Both clients and candidates value trust and loyalty, and so the fact I've been here for a long time is something they appreciate and find reassuring.

I've worked as a consultant through times of significant upheaval and unrest, from September 11 to the GFC to the Covid pandemic. That experience and longevity means you come to be seen as a trusted advisor. With things like the current labour shortage, I'm not just talking to candidates, I'm also working with clients to help them look at strategies for attracting and retaining staff.

Siddhi Weerawardena – Payroll Manager (34 years)

I arrived in Australia from Sri Lanka in March 1989 and commenced with Bayside Group a month later as a payroll operator. We were a two-person team back then and I didn’t have a computer – everything was written by hand and calculated manually or using a calculator. Over the next few years the company supported me as I underwent further studies, including completing my science degree and an accounting degree. I also completed a CIMA qualification and became a CPA.

With longevity comes mutual trust and loyalty. As the payroll team grew, I worked hard and took on more of a leadership responsibility. Flexibility goes both ways and Bayside Group provided me with great support after my sons were born, in 1995 and 1998. This included allowing me to adjust my schedule to go home to feed when they were little, or to manage school pickups as they grew up.

I completed a Certified Payroll Management course and started heading the company’s on-hired payroll department. Having my own kids, I wanted to give people with no experience an opportunity. I’d hire graduates or school leavers and train them in payroll. Australia has the world’s most complicated payroll legislation and processes, yet no university course focused on payroll.

It has been really rewarding to draw on my experience and knowledge, firstly to answer the complex questions faced regularly in delivering payroll services and ensuring employment compliance to a broad range of clients, and secondly to train a generation of payroll experts. This payroll community is what I am perhaps most proud of – last year we gathered for a lunch at Bayside Group’s head office, and it was amazing to see where they had gone in their careers.

Wayne Eaton – National Manager, Engineering (6 years + 18 years)

I initially joined Bayside in 1995, as my first venture into the recruitment industry after completing studies in Architectural Drafting and Building Construction.

During my early years with Bayside I was given the opportunity to work across several specialist industry sectors within the business and was fortunate to work for different managers and mentors at the time, with each having their own style and approach, which I believe has supported me to be the manager I am today.

With ongoing training and professional development, I became a Team Leader and started growing my own team within the Technical Engineering & Construction sectors.

I then made the decision to accept an opportunity to work for a global engineering company as an internal Senior Recruiter to work alongside technical professionals that I was recruiting. This experience allowed me to see things from a client’s perspective while building my network within the marketplace.

Upon my return to Bayside in 2004 as a Senior Consultant and with the support of the board and senior leadership group, I’ve been very fortunate to progress my career over the past 18 years to my current role as National Manager, responsible for multiple recruitment teams and portfolios within the education, corporate services, IT, engineering and technical sectors.

The longevity I have had with one employer, that supports and nurtures its staff’s development while providing the flexibility to follow your passion, has resulted in some great experiences for me. I’ve built multi-million-dollar recruitment accounts, undertaken secondment arrangements on client premises and have been involved in acquisitions of recruitment businesses.

I have also been there to support many of my own staff grow and succeed into senior roles, as well as help countless candidates as they progress through varying stages of their careers. This stability and consistency of employment has shown that I’ve seen things through for my clients and candidates, which is especially helpful when it comes to making senior appointments . The relationships and networks I have built over my 28-year career allows me to be a valued adviser and trusted workplace relations and recruitment partner to my customers.

Melanie Wilson – Director/Manager, Corporate Strategy & Marketing (20 years)

When I joined Bayside Group, I initially expected to stay for up to five years. However, at five years I was seconded to Sydney for 12 months, which helped me gain further insight into the business and realise the advantages of staying.

Long service leave, for example, has allowed me to travel extensively, and I’ve been able to undertake two master’s degrees. Knowing the company so well enhances efficiencies and provides the freedom and security to take on external challenges.

It also facilitates a greater understanding of market trends. I’ve worked in the recruitment industry during the two biggest skill shortages in Australia since the post-war years (pre-GFC and post-Covid). This experience enables you to pivot faster and develop a range of strategic solutions to help source talent for employers.

Ten years ago, Bayside Group invited me to join the Board and complete the AICD company director’s course, mentoring me along the way. This also led to a volunteer directorship on the Board of Ethiopiaid Australia , whose team Bayside Group houses in our offices as part of an ESG program.

Learning and development occurs in many different ways. For me, the combination of working with our clients, building strong relationships with colleagues, studying, travelling and volunteering has resulted in incredible learning opportunities and life experiences. I’m not sure I would have pursued some of these paths had I changed organisations more regularly.

Aaron Williams – Senior Consultant, Transport and Defence (7 years)

Before I came to Bayside Group I was working in recruitment in Brisbane and had worked within other customer focused fields. What attracted me to Bayside Group was the tenure people had. A lot of people had been here for five to 15 years and even longer. To see a company whose employees enjoyed that kind of longevity spoke volumes to satisfaction within the workplace.

I’ve always had a strong interest in the automotive industry. When I moved down from Brisbane I was excited of the prospect of combining that passion with my experience within recruitment. Bayside Group has not traditionally just hired salespeople, we’ve hired people from industry specific backgrounds as well. This has a benefit in that people understand the industry better.

Unlike a lot of recruitment companies, Bayside Group’s remuneration structure isn’t focused on sales. There is a culture of putting the customer first, and there isn’t the same pressure to start making money from day one. Consultants are given time to grow and understand the service and clients better. That’s great for building relationships. I’ve now got people coming to me from referrals from candidates I placed many years ago. Cultivating those relationships pays dividends from a business perspective – but it takes time.

This longevity also helps build strong teams. We work holistically and collaboratively towards a higher goal within our division, sharing CVs etc. This is better for the company, for job seekers and for the client.

Five careers driving the future of science and technology in Australia

Wed, 29 Mar 2023 22:09:36 GMT

Australia’s Chief Scientist Dr Cathy Foley has flagged big things for science and emerging technology in Australia. Addressing the Regional Australia Institute’s National Summit in 2022, she outlined an ambitious plan .

“Australia’s ambition is to lift the complexity of manufacturing and enter the global supply chain for low-emissions manufacturing, including hydrogen, batteries and solar cells,” she said.

“We have ambition for medical manufacturing and biotechnology , new forms of agriculture and food production , and carbon sequestration. We aim to play a larger role in the space industry and lift our defence capability .”

Science is ever evolving and there will always be a need for companies that drive innovation, and a workforce adequately sized and skilled to meet the demands of a thriving and diverse industry. With that in mind, we take a look at five areas we think will underpin the future of science in Australia.

1. Data scientists and analysts

Businesses of all types and sizes are increasingly relying on data analysis to make informed decisions. Data scientists and analysts are experts at collecting, analysing, and interpreting large sets of data to provide insights and recommendations.

These roles are particularly valuable with the rise of big data, as well as the increasing significance of artificial intelligence and machine learning to the way we work (more on those below).

Data science is ranked in the top five jobs in Australia not just by industry demand but also by salary . Deloitte predicts the annual growth of data science jobs in Australia to be 2.4 per cent, compared with an average overall job growth rate of 1.4 per cent.

On those numbers and with the almost endless range of industries that are relying increasingly on data analysis to inform their decision making, it’s easy to see why data science will remain one of the central scientific fields well into the future.

2. Artificial intelligence and machine learning engineers

According to the CSIRO, technologies like artificial intelligence (AI) and machine learning (ML) “ will transform economies and the basis of competition globally , unlock new societal and environmental value and accelerate scientific discovery”.

“Many of the challenges facing our society require multidisciplinary solutions which are larger than a single human brain can solve,” they state on their Future Science Platforms website. “Digital technologies will be one of the key drivers of new industries in coming decades.”

AI and ML already have applications across a broad range of industries, from healthcare to finance to transportation. As they continue to become more prevalent, AI and ML engineers will be needed to design, build and implement these digital technologies of the future.

3. Renewable energy specialists

This will remain an area of monumental expansion as Australia and the world continue to combat the effects of climate change resulting from greenhouse gas emissions.

Reducing Australia’s reliance on fossil fuels and transitioning to renewable energy sources presents a great challenge for Australian industry and the labour force, but also a great opportunity. A diverse range of experts will be needed for the development and implementation of the technologies underpinning renewable energies like solar, wind, and geothermal power.

That extends to the design and development of power infrastructure, as well as components like batteries and semiconductors, which will be required to underpin the switch to clean energy.

4. Cybersecurity experts

There is immense demand for cybersecurity experts both within Australia and around the world. Analysts for ACS, the professional association for Australia’s technology community, has predicted 30,000 unfilled cybersecurity jobs in Australia by 2026, and 3.5 million globally.

It’s easy to understand why. As the world becomes more connected, the risk of cyberattacks is increasing. Sometimes those attacks are of enormous significance: we’ve seen alleged cybersecurity breaches threaten the integrity of everything from the 2017 US election to Brexit.

But companies and organisations big and small are wary of the risks of cyberattacks. Cybersecurity experts work to implement security protocols and systems to protect against potential attacks. Their role will only become more important as the sophistication of such threats increases.

5. Biomedical engineers

We’ve looked previously at Australia’s rise as a global hub for life sciences . It’s somewhat of a boom industry, and seems likely to continue to grow, especially with the local and international investment we’re seeing in newer technologies like MRNA vaccines.

Biomedical engineers work at the intersection of biology and engineering. They use their expertise to design and develop medical devices and equipment, as well as technologies for diagnosing and treating diseases.

You only need to consider the diversity of clinical trials we’ve seen announced in Australia in recent times to appreciate the potential scale of this field. These new medical technologies target anything from cancer to kidney disease to mental health issues . Biomedical engineers clearly have a central role to play in the future of Australian life sciences.

“Science in the service of humanity”

The next decade is expected to bring significant demand for science jobs in a wide range of fields – the five we've explored here are just the tip of the iceberg. What’s more, as science and technology expands and evolves it will have flow-on effects across many industries, and across society.

“My role is to provide science-based advice to government, and promote the place of science in bettering our nation and solving its challenges,” said Dr Foley. “It’s a role I believe in wholeheartedly. I don’t need convincing about the pure and phenomenal potential of science.

“But ... science cannot do it alone. Science builds knowledge and ignites discovery. Bringing that to a real-world application involves a swathe of other expertise – from design, to business expertise, to investment, social licence, ethical and legal expertise and regulation.”

In summary, she says: “It is not science for science’s sake. What we’re seeking is science in the service of humanity.”

Whether you’re looking for a job , or looking for staff , Bayside Group can help.

Understanding family and domestic violence

Tue, 14 Mar 2023 22:15:21 GMT

This article contains discussions of family, domestic and sexual violence. If you or someone you know is experiencing domestic or family violence, you can contact 1800RESPECT on 1800 737 732 or through the online chat . Call 000 if you are in danger.

Changes to family and domestic violence leave came into effect on 1 February 2023. The introduction of 10 days of paid family and domestic violence leave for all Australian workers is a significant development in Australian workplace law. For one, it is the first time Australia has had a fully paid leave entitlement for casuals. It’s also seen as a crucial step to enhancing workplace gender equity , given that family and domestic violence disproportionately affects women.

We previously provided an overview of the changes and their significance for all Australian businesses, including advice for employers on how to prepare . But family and domestic violence is often very complex, and its impacts both on the individual and their broader community can be significant and long-lasting. It is important for employers to understand the forms such violence can take, and the complexities of how it impacts individuals, their families and society in general.

It is important, too, for employees to understand these complexities. One in three women and one in four men have experienced physical violence by an intimate partner. Those figures don’t include other forms of family and domestic violence, such as emotional, psychological or financial abuse. It is extremely likely that over the course of the average person’s career, they will have worked, are working, or will work with someone who has experienced some form of family or domestic violence.

Below, we describe some of the different types and effects of family and domestic violence, as well as providing some general advice for employers.

What is family and domestic violence?

According to 1800RESPECT, a confidential information, counselling and support service for people experiencing domestic or family violence: “Domestic and family violence happens when one person in a relationship hurts another or makes them feel unsafe.”

It can occur in the context of any family relationship. In the case of intimate partners, it can also occur after the relationship itself has ended.

Typically, it involves any behaviour that makes the person feel scared or worthless. It is a repeated pattern of behaviour that seeks to exert power and control over that person.

Different types of family and domestic violence

Physical violence is one of the most outwardly visible forms of family and domestic violence. But it can take many other forms. Some examples include:

Emotional abuse, including yelling, insulting, name-calling, swearing, or other behaviours that make the person feel worthless and put down.
Financial abuse, where the person’s behaviour is controlled or manipulated by limiting their access to money.
Technology facilitated abuse, such as monitoring an intimate partner’s computer and phone use or publishing intimate photos of them without their consent.
Social abuse, which is behaviour that aims to cut a person off from their family, friends, or community, and/or to damage their relationships.

Even if the violence does not result in physical injury, the effects of all of these types of violence can still be significant for the person’s mental health and wellbeing , and their sense of self-worth. This can then further affect their social and work lives. 1800RESPECT provides more information on the different forms family and domestic violence can take.

Who is at risk?

In a word: anyone. Any person can experience some form family or domestic violence at some point in their lives, regardless of age, race, gender, sexual identity, education level, socio-economic status, or any other factor. Remember that for physical violence alone, the numbers are as high as a third of all women and a quarter of all men will have this experience.

Women tend to be at higher risk than men, as reflected in the figures above. When the focus is on intimate partner violence, the discrepancy is still more striking. One in six women have experienced physical or sexual violence by a current or former partner , compared with one in 16 men.

Aboriginal and Torres Strait Islander people are an especially vulnerable group, and are also more likely to experience family violence that is severe. According to the Australian Human Rights Commission, First Nations women are 32 times more likely to be hospitalised and 11 times more likely to die from family violence than non-Indigenous women in Australia.

People with disability are another particularly vulnerable cohort. In the Mission Australia study linked to above, this group was found to be nearly twice as likely to have experienced physical and/or sexual violence from a partner in the previous year than people without disability.

While research surrounding family and domestic violence within LGBTQI+ relationships is limited, more than 40 per cent of respondents to one 2020 survey reported having been in an abusive intimate relationship in their lives. In 2018, 53 per cent of respondents to a sexual health survey for trans and gender diverse people said they had experienced sexual violence or coercion.

These groups also face types of abuse specific to their lived experience , such as threats of being “outed” or of exposing their HIV status, or pressure to have surgery to “normalise” their body or to act more “male”, “female” or straight.

It’s important to remember though that while some groups experience higher prevalence than others, that doesn’t mean people outside those categories can’t also be at risk of family or domestic violence. To reiterate, it really is an issue that can affect anyone.

What are the effects?

For the individual, domestic and family violence can affect emotional adjustment, physical health and subsequent relationships, both in the immediate and long-term .

The Australian Institute of Health and Welfare notes the ongoing effects on individuals can include acquired brain injuries, disabilities or chronic health issues, mental health issues, problems with substance use, self-inflicted injuries, and suicide. Family and domestic violence can lead to social isolation and financial insecurity, and is one of the leading causes of homelessness in Australia.

The effects are not isolated to the individual who experiences the violence though: they can be far-reaching. There are flow-on impacts for families – for example, children who witness domestic and family violence can experience significant mental health and development challenges as a result.

The effects of family and domestic violence also place a significant burden on the health and criminal justice systems, and society more broadly. In fact, violence against women – which includes a high rate of intimate partner violence – costs the Australian economy around $21.7 billion a year .

Employer responses and responsibilities

Previously, the National Employment Standards included five days of unpaid family and domestic violence leave per year. That changed with the passing of the Fair Work Amendment (Paid Family and Domestic Violence Leave) Bill 2022, which provides for ten days of paid family and domestic violence leave per year. This is available to all employees in Australia, including casuals.

As mentioned above we’ve detailed the changes and what they mean for businesses in a previous article . To recap some of the main points about employer responsibilities:

The changes commenced on 1 February 2023 (for small businesses the commencement date is 1 August 2023). The pay entitlement is different to annual and sick leave and is a new concept for casual workers. Businesses therefore need to think about their HR systems, and also review their payroll processes to ensure the correct amounts are paid for family and domestic violence leave.

Often people experiencing family and domestic violence can feel a sense of shame or that they are going to be judged or blamed, or there will be a lack of understanding about the reasons leave might be required. It is important to ensure there is a culture of understanding, and that HR and other managers are trained to recognise the many situations that constitute family and domestic violence.

In addition to these paid leave entitlements, employers should make sure their staff have access to employee assistance programs and information about where they can obtain additional support if needed, along with robust mental health and wellbeing policies as part of WHS plans.

Family and domestic violence is everyone’s business. Workplaces have a role to play both in reducing it, and helping to ensure that those who experience it have the support they need to overcome the impacts and continue to flourish, both at work and in life.

For information or advice on policies and procedures related to family and domestic violence leave please contact the Bayside Group Workplace Relations department .

If you or someone you know is experiencing family or domestic violence, contact 1800RESPECT on 1800 737 732 or through the online chat . Call 000 if you are in danger.

Five ways to increase gender equity at work

Wed, 08 Mar 2023 01:20:07 GMT

The theme for International Women’s Day (IWD) 2023 is #EmbraceEquity. It’s an important message for Australian workplaces where the representation of women is lagging in many key industries and where progress in closing the gender pay gap has been slow at best .

We’ve identified diversity, equity and inclusion as a key consideration for all businesses , both for boosting the bottom line and for attracting, engaging and retaining employees. Gender equity is a big part of that.

It’s important to note that equity is not the same as equality. IWD points out that too much focus on equality is no longer enough, and can actually lead to cultures and practices that are more exclusive , rather than inclusive. Instead, all workplaces should be aspiring for equity as a guiding concept. But what exactly is the difference between equity and equality? And what are some practical things that business owners, managers and employees can do to help achieve true gender equity at work?

What is the difference between equity and equality?

Equality is providing everyone with the same conditions and resources. Equity is about ensuring everyone has the conditions and resources they need to access opportunities equally. It recognises everyone is different, and that our social and work structures have evolved in a way that benefits people with certain characteristics over others with different characteristics. It puts mechanisms and cultures in place to support those in the latter group to have an equal chance of success.

IWD has provided a number of cartoons to illustrate the difference simply and clearly . In one, three people of differing heights stand on identical boxes as they try to peer over a high fence. The tallest of the three can see easily, but the shortest finds themselves with their view still impeded by the fence. This is equality, where everyone has access to the same sized box, regardless of individual characteristics, which alone is not enough to produce a fair and equal outcome for all.

Equity on the other hand recognises the differences between the individuals, and adjusts the conditions and resources available to them accordingly, so everyone can see over the fence. Equity is therefore both equal and fair.

How can businesses achieve equity?

So when we talk about gender equity in work settings, we are not simply talking about treating everyone equally. True gender equity requires consideration as to the ways women have been, and are, disadvantaged by existing social and work structures and cultures, and either taking active steps to remove barriers or providing the support needed to overcome them. This means taking an honest look at workplace systems, cultures and behaviours, to identify and eliminate biases.

There are a number of practical steps that business owners, managers and all employees can take to achieve this. Below, we break down five areas that need to be considered in order to break the bias – both conscious and unconscious, and achieve greater gender equity in any workplace. These are: bias in hiring practices, pay transparency, affinity bias, and intersectionality.

Bias in hiring processes

Research has shown that unconscious sexism, racism, and ageism play a big role in who gets hired . This hiring bias is fundamentally unfair, and a huge obstacle to achieving gender equity.

Harvard Business Review provided some sound practical advice for overcoming bias in hiring practices. They recommend things like rethinking the kind of language used in job descriptions, adopting a blind review process for resumes, and making work tests a core aspect of the application process, forcing employees to critique candidates based on their skills rather than unconsciously judging them based on other attributes.

Having standardised interview questions is also important, enabling hiring managers to make a like-for-like comparison between candidate responses, and to avoid other pitfalls such as pregnancy discrimination that women have frequently encountered.

Intersectionality

The Victorian Government’s page on intersectionality defines it as “the ways in which different aspects of a person’s identity can expose them to overlapping forms of discrimination and marginalisation”. When thinking about gender equity in the workplace it’s important to understand this concept, as a woman who is also a person of colour, has experience of disability, and/or other protected attributes will often encounter multiple and compounding forms of discrimination.

In particular, things like biased hiring practises, affinity bias and microaggressions can impact women with multiple protected characteristics and their ability to find meaningful employment and progress in their career. For example, research by the Diversity Council Australia into culturally and racially ma rginalised (CARM) women in leadership found that:

65 per cent of CARM women agreed CARM women employees received fewer opportunities for career advancements than other women.
5 per cent felt they had to work twice as hard as employees who weren’t CARM women to get the same treatment or evaluation.
65 per cent felt they were ignored or not taken seriously by their managers because of being a CARM woman.

For workplaces to be truly equitable they need to contend with the challenges of intersectionality and develop cultures and practices that remove the barriers that hold these women back.

Affinity bias

Affinity bias describes a tendency to gravitate towards people who remind us of ourselves. When you consider that in Australian businesses women hold just 17.6 per cent of chair positions and 31.2 per cent of directorships, and represent 19.4 per cent of CEOs and 34.5 per cent of key management personnel, it’s easy to see how this can be a barrier to equity. If the majority of people in leadership are men, affinity bias can limit the opportunities offered to women for advancement in their career.

Affinity bias can take many forms. It can mean women are more likely to be talked over or ignored during meetings than their male colleagues. They might be excluded from after-work networking or team-building events (such as dinner or drinks events) where important relationships are nurtured, because they have caregiving responsibilities or due to perceptions that they wouldn’t fit in.

Women who are assertive or express strong opinions are more likely to be labelled as abrasive or troublemakers than their male colleagues (also known as likeability bias). And they are more likely to encounter microaggressions – statements, actions, or incidents regarded as indirect, subtle, or unintentional discrimination. These perpetuate stereotypes and further contribute to exclusion.

Overcoming affinity bias requires CEOs, managers and all employees to be self-aware, and willing to interrogate their thought processes and opinions. Having a mindset where diversity, equity and inclusion are practically and actively sought within the business is another way to break down the tunnel vision that leads to one category of person being favoured over another.

Pay transparency

The latest data reveals women in Australia earn 87 cents for every $1 earned by men. While the gap has closed over time, there has been little movement in the past three years . Those figures don’t even include the wages of part-time or casual workers, or the differences in female dominated industries, many of which are lower paid. Clearly there is still a lot of work to do.

Pay transparency has been identified as a key lever for helping to close the gender wage gap. Speaking ahead of IWD, Emily Martin, Vice President of Education and Workplace Justice at the US National Women's Law Center, said secrecy around ranges and rates of pay can lead to bias creep and allow gender wage gaps and other unfair pay practices to flourish.

“More and more,” she said, “we're seeing efforts to ensure that employers affirmatively provide information to job applicants or to employees about pay ranges for particular positions."

In Australia, the Fair Work Legislation Amendment (Secure Jobs, Better Pay) Act 2022 includes a ban on pay secrecy clauses in employment contracts. This significant workplace reform package passed in December 2022.

Another step forward is the opportunity for commonwealth public sector entities to voluntarily report their gender equality data to the Workplace Gender Equality Agency for the first time in 2022. Public sector entities that participate will gain a better understanding of their progress against key metrics and the ability to benchmark their performance against other organisations in their industry. To participate in the 2022 Public Sector reporting program, you will need to register the details of your organisation in the WGEA portal.

The government introduced legislation, Workplace Gender Equality Amendment (Closing the Gender Pay Gap) Bill 2023, to help close the gender pay gap at work on 8 February 2023. When this has passed parliament, it is expected that reporting will commence in 2024. These measures aim to ensure greater transparency and give women employees the knowledge they need to keep employers accountable on pay discrepancies.

Flexibility

Flexible work arrangements are increasingly the expectation of many employees. In our people strategy resource The Good Workplace Guide we identified flexibility , including things like hybrid work, flexible schedules, and part-time or condensed hours, as one of the keys to attracting and retaining employees.

These things are especially important however for enabling women to participate fully and meaningfully in the workforce. This is because women are far more likely than men to be primary carers to children, or to have other carer responsibilities. In fact, ABS data shows more than 70 per cent of carers in Australia are women, and more than 12 per cent of all women are carers.

Flexibility, alongside practical supports such as robust paid parental and carer’s leave arrangements, are therefore pivotal to providing women with equitable access to job security, economic stability and the ability to progress in their careers.

Download our free Good Workplace Guide to learn more about making diversity, equity and inclusion a key part of your people strategy.

Srishti’s career change success story

Wed, 01 Mar 2023 22:03:41 GMT

Moving from contract to full-time

It wasn’t all smooth sailing for Srishti however. Contract work can ebb and flow depending on project and business needs at a given time. Sure enough, as the conclusion of Srishti’s contract was approaching, the possibility arose that she would need to move on to a new role.

"I was very stressed,” she recalls. “So I called David and he said ‘I’m going to knock on every door for you.’ It was a big stress buster for me, to know he was there, and that Bayside was there. David was a big part of me jumping from a contract role to a full-time role."

“I spoke to the company,” says David, “to explore what options there might be for Srishti to continue in the role, or a similar role. I also reassured her that her skills and experience made her a desirable candidate and that Macutex could see the value of what she brought to the business.”

"He would just calm me down,” says Srishti. "He would assure me there are many opportunities and that he was going to help me. David as the recruiter knew who to talk to, where to apply, how to apply. I had a trust in him, because he did what he said he would.

“He also had a personal touch, pushing me, encouraging me, and appreciating my skills. I have not seen recruiters doing that before."

That Srishti was able to secure the permanent role with Macutex is one of those win-win situations that recruiters like David thrive on.

“It’s always so fulfilling to match the right candidate with the right employer and see how they both benefit,” he says.

“Srishti’s story shows the value of developing those transferrable skills, and thinking outside of the box when it comes to taking the next step in your career. It also demonstrates that contract work can be a viable option for people looking to change careers or develop.”

"I didn’t know if I would enjoy something away from construction," Srishti says. "But I’m very happy where I am. I’m so thankful I came across Bayside. I even referred two of my friends."

For more than 40 years Bayside Group has been combining industry expertise with a personal touch to connect candidates with the right employer for them. Register with us today to learn more about how we can help you take the next step in your career.

Don't sleep on managing fatigue

Mon, 20 Feb 2023 23:19:36 GMT

It may seem like a yawn. But all employers and employees need to be awake to the risks of fatigue in the workplace.

Fatigue affects everyone differently, but the effects can result in devastating consequences. It's a particular risk for shift or on-call workers, but can affect anyone who works extended hours or at times that affect healthy sleep patterns.

It's easy to see how this can be an issue in roles where the work is very physical, such as in construction, mining, warehousing and logistics. But in fact all workplaces need to think about fatigue as a serious work health and safety (WHS) risk, regardless of the industry.

Going without sleep for 18 hours is the same as having a blood alcohol level of .05 – the legal limit for driving in Australia. As many as 3000 deaths a year have been linked to sleep deprivation, including nearly 400 from industrial accidents or road crashes.

Need advice on how to address fatigue risk in your WHS policies and procedures? Bayside Group can help. Contact us today.

Think then of a role that requires an employee to drive long distances to attend meetings off-site (in either their own vehicle or a company car), or if the employee commutes using a vehicle from the company fleet. Employers' WHS duties extend to these scenarios, and so fatigue is a factor that needs to be considered in their WHS plans.

Workplace injuries have flow-on effect for the injured, their family, friends, colleagues and the community at large, while the economic impacts resonate at a national level . So managing risks to safety at work, including fatigue, truly is everyone's business. Let's have a look at some of the symptoms and causes of fatigue, as well as some considerations for both employers and employees in working to minimise or remove fatigue risk in the workplace.

Symptoms of fatigue

The symptoms can vary from person to person. But some typical signs of fatigue include feeling tired even after sleep, and constant yawning. A fatigued person might find themselves nodding off while in a sitting position. They may be more inclined to engage in risky behaviours, and their ability to make sound decisions can become impaired.

Fatigue can reduce co-ordination, and slow reflexes. It can affect short-term memory and a person's ability to concentrate. It can also cause blurred vision or impaired perception.

It's easy to see how these things can pose a workplace risk, especially in roles where an employee is required to operate vehicles or heavy machinery. Work safety authorities provide specific guidelines for certain cohorts such as those who work in rail transport or who operate heavy vehicles, as well as more general guidelines for managing fatigue risk .

Causes of fatigue

Long or irregular hours are common causes, which is why seasonal, night shift and on-call workers all have a higher risk of fatigue. But there are other factors outside of work that might also contribute.

Consider for example whether workers have second jobs – something that is becoming more common with rising living costs. An employee may also have high-stress family commitments, such as being a carer to a family member, or having a new-born baby in the house.

There are any number of other personal issues outside of work that might be risk factors for fatigue. Work health and safety plans need to take these into consideration, alongside workplace factors, and find ways to minimise or remove fatigue risk as much as possible.

Managing fatigue risk: employers

Anyone who conducts a business or undertaking, which includes employers, has a WHS duty to prevent fatigue. There are a number of practical and common-sense actions that employers can take immediately.

Reviewing rosters, including for night shift and on-call workers, is a good start. Avoid long working hours, and review if these exceed 50 hours a week. Limit consecutive workdays to six a week, and ensure employees are given enough time between shifts to rest.

Shortening night shifts (where practical) can reduce the effects of fatigue, as can reviewing job demands to ensure employees are not overloaded. Rosters should also account for long commute times and the impacts these can have in terms of fatigue and general wellbeing.

As with any WHS issue, management of fatigue risk follows a formula that incudes identifying and assessing risks, controlling risks to the extent that is possible, and regularly reviewing control measures (in consultation with employees) to ensure they’re working as planned.

Communication is key. Talk to your employees about how your fatigue management plan is going, and to identify any fatigue risks (such as family or other external commitments) that are particular to their circumstances. Ensure all employees are informed about fatigue management and know where to find policies.

Managing fatigue risk: employees

Work health and safety is everyone's responsibility. As with any other safety issue, when it comes to fatigue, workers have a duty to take reasonable care for their own safety and health and make sure their acts or omissions don’t adversely affect the health or safety of others.

Again, there are a number of practical strategies employees can use to keep fatigue at bay. Use your time off wisely, including scheduling regular times for rest and recuperation. Make sure you get enough sleep between shifts and in your time off, and consider letting family and friends know your roster so they can support your sleep patterns.

If you have long travel times to and from work, consider strategies such as stopping for breaks, using power naps, stopping to stretch your legs, and snacking on fresh fruit and vegetables. Using a hands-free device to talk to loved ones can also help while driving.

Importantly, when you are working, be aware of what can go wrong, and what the consequences of poor decision making will be. Work health and safety requires a collective effort. Don’t ever put yourself or others at risk; always put safety first.

At Bayside Group we have vast experience managing workplace safety for on-hired employees, and expertise in developing safety management plans. If you would like advice regarding how to address fatigue risk in your WHS policies and procedures, contact us today .

Important changes to the Professional Employees Award

Mon, 20 Feb 2023 05:54:27 GMT

The Professional Employees Award is a bit of an outlier of the modern awards.

Firstly, it largely covers highly paid professional salaried employees whose peers in other industries are generally not covered by the modern award system. Secondly, the current award does not prescribe any payments for overtime or penalty rates. This award covers engineers, scientists, medical researchers, and employees in information technology, quality auditing and telecommunications services.

Employees covered by this award are usually paid an annual salary that is intended to cover all hours worked, and often do not have any fixed hours of work. They are usually not paid any overtime payments for hours worked in excess of 38 hours per week, and are rarely granted time off in lieu for additional or excessive hours.

The Fair Work Commission (FWC) has determined to vary the award on two important issues:

hours of work and overtime; and
the coverage of the award.

Changes to hours of work and overtime

The FWC considered it necessary to prescribe special rates of compensation for additional and unsociable hours for full-time employees for the award to meet the modern awards objective of establishing a fair and relevant safety net. The following changes apply to all employees:

Ordinary hours of work will be 38 hours per week. This amends the current ability to average hours over a period.
An employer may require that an employee works more than 38 hours per week provided that the additional hours are reasonable.

More importantly, the FWC determined the following changes for employees who do not have a contractual entitlement to an annual salary that is at least 25 per cent above the minimum award rate:

Overtime: Employees will be paid their hourly rate for all hours worked in excess of 38 in a week. This will include work on or in connection with call-backs and work performed on electronic devices or otherwise remotely.
Time off in lieu: Employees can agree to take TOIL instead of receiving payment for overtime.
Penalty rates: A penalty rate of 25 per cent will be payable for all hours worked between 10pm and 6am on any day Monday to Saturday. A penalty rate of 50 per cent will be applicable for all hours worked on a Sunday or a public holiday. For casual employees, these penalty rates are in addition to their 25 per cent casual loading.

Record keeping obligations

For employees who do not receive at least 25 per cent more than the minimum annual wage of the award, records must be kept of all hours:

worked in excess of 38 hours per week
worked between 10pm and 6am Monday to Saturday, and
worked on a Sunday or a public holiday.

The records should include work performed remotely, on electronic devices or in connection with call-backs.

Change to coverage of the award

Regarding the award coverage, the FWC clarifies that the classifications will apply to all employees who are covered by the award and its classifications unless the person holds a position that is wholly or principally managerial in nature.

Key take aways

These changes are expected to be announced by the FWC soon and most likely will commence in March/April 2023. We recommend taking the following steps:

conduct an audit on current employee contracts and salary levels as well as overtime practices of your employees that are covered by this award, and
develop and implement appropriate plans ahead of these changes taking effect.

Five skills engineers will need in 2023 and beyond

Tue, 14 Feb 2023 00:01:02 GMT

As technologies and workplaces evolve, and with a number of massive infrastructure projects getting underway in Australia over the coming years, engineers need to make sure they keep ahead of the curve. Here are five skills we think engineers will need to progress their careers in 2023 and beyond.

1. Technical skills: Infrastructure and defence

There will be plenty of activity in the coming years for Australian civil and structural engineers, designers and drafters. Every major city has a long-term infrastructure strategy in place, and for many states this will be a central aspect of their economic activity over the next five to ten years.

Notably, Brisbane’s successful bid to host the 2032 Olympic and Paralympic Games brings with it a raft of projects across the city and surrounds. These include developing or revamping competition venues, and new infrastructure for rail, cyclists and pedestrians. Flagship projects include an athletes village that will rejuvenate the existing industrial land at Northshore Hamilton, along with a number of “green” and “smart” infrastructure projects that will be prioritised across the state’s south-east.

Are you looking for engineers or a job in engineering? Our specialist recruiters can help. Contact us to find out how .

Defence is also going to be big business in the coming decade. Current conflicts such as the Russia-Ukraine war and tensions between China and the West have made this front-of-mind for many governments, and Australia is no exception. Major projects flagged by the federal Albanese government include a $100 billion plan for nuclear-powered submarines . Prime Minister Albanese has forecast that defence spending could eventually outstrip the pledged two per cent of GDP.

These kinds of high-profile, high-stakes projects will need engineers possessing cutting edge and specialised technical skills. It is worth considering doing additional training or upskilling, or providing these to your team, to have the best shot at reaping the benefits of the infrastructure boom and commitment to defence. Micro-credentialling programs such as those mooted by Engineers Australia are a good place to start, alongside other more comprehensive trainings.

2. Technical skills: IT and tech

With the rise of the Internet of Things, urban designers embracing “smart city” concepts, the proliferation of digital communication and collaboration platforms, and new powerful design and analytics tools shaping the way designs are conceived and implemented, IT skills are no longer simply the domain of computer and software engineers.

The Tech Council of Australia was established to drive Australia’s transformation into a global digital hub . The foundations are already there: they estimate the tech sector to be around 8.5 per cent of Australia’s GDP, contributing some 860,000 jobs. Australia has also been a hotbed for digital innovation, having contributed 2.3 per cent of the world’s tech unicorns (start-ups that reach a valuation of $1 billion) – which is significant considering our share of global GDP is just 1.6 per cent.

The group is also pushing for Australia to lead innovations in digital assets , including private stablecoins, digital currencies and cryptocurrencies, alongside complementary innovations such as Blockchain, smart contracts, decentralised autonomous organisations and decentralised finance. All of these are likely to require engineers with highly specialised IT and tech skills.

But beyond tech-specific industries, more and more, engineers of all disciplines will benefit from building their digital skillset. Consider how an understanding of computer science fundamentals such as data structures and computer memory manipulation can enhance more traditional engineering approaches. Not to mention a solid working knowledge of virtual reality, robotics, AI and machine learning, all of which will play pivotal roles in engineering projects big and small in years to come.

Engineering as a discipline has always been adept at evolving rapidly in line with new technologies and methodologies. The digital revolution has accelerated that evolution even more. The engineers who will be most in demand are those with the skills and attributes to keep pace.

3. Management skills: hybrid work and psychosocial safety

For managers of engineers, the modern work landscape requires new sets of skills. In particular, with hybrid work now a staple of many workplaces, managers need to know how to implement the right technology, procedures and philosophies to ensure teams are connected, engaged and productive.

Another thing managers need to be aware of is the impact that work can have on employees’ mental health. Work Safe Australia notes psychological injuries have a significant impact on both workers and business , and may result in longer time away from work and cost more than other injuries.

Workplace psychosocial hazards are anything that increases the risk of work-related stress and contributes to worsening mental health. They include things like unrealistic job demands, violence and aggression, bullying and harassment, conflict, poor organisational justice, lack of reward and recognition, traumatic events, and isolation (especially for remote or hybrid workers).

Engineers Australia has been pushing for more conversations about mental health within the industry . They note especially the prevalence of poor mental health and high incidence of suicide within the construction industry, which is the third largest employer of engineers in Australia.

Increasingly managers within engineering need to have an understanding of mental health issues and how work can impact them. They also need to be informed about the risks of workplace psychosocial hazards, and have policies and procedures in place to remove them, including for people working from home. Formal training such as Mental Health First Aid is worth considering.

4. Design thinking: people-centred problem-solving

Problem-solving is a core component of engineering. Increasingly those who employ engineers will be looking for people who possess design thinking skills to cut through underlying assumptions, better understand the needs of clients and users, come up with ideas that are outside-of-the-box, and refine them through systematic testing and reiteration.

Design thinking is a method of problem-solving that involves questioning whether the problem in front of you is really the one that needs to be solved, or if there are underlying problems that are not as immediately apparent. Importantly it’s about figuring out what people really want or need, rather than coming up with solutions based on pre-existing assumptions.

There are different ways of defining the steps involved in design thinking. Essentially, it involves a process of defining or clarifying the problem that needs to be solved, coming up with ideas, testing those ideas, and implementing those that work best. It’s not a linear process, and usually it’s necessary to repeat earlier steps if a successful solution is to be achieved.

Hugely successful start-ups have been built on this approach , including Uber Eats and Air BnB. Established brands like Oral B and American Express have also enhanced their products and business models by adopting a design thinking approach to user experience. It’s an invaluable addition to any engineer’s toolbox.

5. Project management: End-to-end delivery of objectives

Increasingly engineers are finding themselves working within multi-disciplinary teams, collaborating to develop highly complex projects and products. Engineers who can take a high-level view of a project from conception to implementation, and who possess the skills and attributes needed to engage with stakeholders and work productively within such teams, will stand out from the pack.

Good communication forms part of this. Engineers with a project management mindset will have the skills they need to clearly express ideas, and facilitate positive and productive interactions with clients, managers and their team members. Digital communication is just as important as verbal communication, too. The ability to craft an email or engage meaningfully in a group chat or video conference call is sometimes underestimated. For engineers, these skills are vital.

In fact, project management involves a whole raft of skills and attributes that are transferrable and beneficial to just about any work context. Things like strategic planning, budgeting, prioritisation, time management, decision-making and reporting. It involves being able to understand a client’s objectives, and the steps required to achieve those objectives. It provides an end-to-end framework to ensure projects meet the brief and are delivered on time and on budget.

Not every engineering role will explicitly include “project management”. But engineers who possess these skills will be increasingly in-demand, and well placed to progress in their career.

Bayside Group has been resourcing Australia’s major engineering projects for over 45 years.  Find out how we can assist you.  

The science gender gap: How is Australia faring?

Thu, 09 Feb 2023 22:36:08 GMT

Saturday 11 February 2023 is the International Day of Women and Girls in Science . This year the UN has earmarked this as a day to focus on women, girls and science as they relate to the Sustainable Development Goals (SDGs).

The SDGs are a set of 17 strategic objectives to end poverty, improve health and education, reduce inequality, and spur economic growth, alongside tackling climate change and working to preserve our natural environment. This year’s International Day of Women and Girls in Science will highlight the goals relating to clean water and sanitation (SDG 6), affordable and clean energy (SDG 7), industry, innovation, and infrastructure (SDG 9), and sustainable cities and communities (SDG 11).

The UN’s resources include a feature on women scientists on the forefront of climate action, including experts on water security, marine biology, species loss, and indigenous knowledge as it relates to the natural environment. The campaign recognises that “gender equality and the empowerment of women and girls will make a crucial contribution not only to economic development of the world, but to progress across all the goals”.

Are you looking for scientific staff for your next project, or seeking a job in science related industries? Bayside Group can help.

In this sense it’s a positive, forward-looking campaign. At the same time, it recognises there is much work to be done to achieve gender equality in STEM industries, along with the greater global good that such equality would help achieve.

We’ve previously explored greater participation of women as a strategy for addressing skills shortages in Australian engineering . In fact, women are underrepresented in science, technology, engineering and mathematics (STEM) in general. For example, according to the UN, women represent only 33.3 per cent of researchers, 12 per cent of members of national science academies, and 22 per cent of professionals working in cutting edge fields such as artificial intelligence.

In light of this international campaign, it’s a good time to ask: How is Australia faring when it comes to women’s participation in science and other STEM fields? And what can be done to ensure we as a nation are playing our part in achieving these global equity goals?

How does Australia compare with the rest of the world?

The global gender lag in STEM is as evident in Australia as anywhere else. This is despite the fact that increasing the participation of women in STEM industries has been a government priority for years.

The STEM Equity Monitor, last updated in September 2022, tracks national data across the STEM pathway , from primary and secondary school, to higher education (including graduation outcomes), to the workforce. The federal government has invested some $100 million over the past decade in programs designed to encourage women into science and technologies.

Just how effective have those efforts been? The evidence would suggest not very.

Admittedly there have been minor gains, such as a slight reduction in the gender pay gap for full-time workers in STEM industries (from $28,994 in 2020 to $26,784 in 2021). The overall proportion of women in STEM-qualified occupations has also grown slightly, albeit from a very low baseline: it stood at 15 per cent in 2021, compared with 13 per cent the previous year.

At the same time, women make up only about a third (36 per cent) of university enrolments in STEM – despite a 24 per cent increase from 2015 and 2020. It’s worse for vocational STEM courses, where only 16 per cent of enrolments are women. Women make up only about a quarter of the STEM workforce – at 27 per cent, which is actually a 1 per cent decrease on 2020. And, notwithstanding any pay gap gains, women working in STEM still earn 18 per cent less than men in these industries.

Drill down to some of the science specific fields within STEM, and the outlook is a little more mixed. A third (33 per cent) of chemists and food and wine scientists, and a quarter (25 per cent) of agricultural and forestry scientists, are women. In the life sciences however women actually outnumber men, at 58 per cent. Women also make up 61 per cent of medical laboratory scientists, though this is down from 70 per cent in 2018. Around 40 per cent of science technicians are women.

“This is more than just about representation,” Australia’s Chief Scientist Dr Cathy Foley told the Australian Financial Review in response to the latest STEM Equity Monitor results. “Getting the settings right for women and for other groups in our community is about equity. It will also ensure we can fill the skills gaps in industries set to shape Australia over the next two decades, by making use of our full human potential.”

Removing barriers, developing pathways

In September, Science Minister Ed Husic announced a review of the federally funded programs that aim to encourage women into STEM. It’s a welcome announcement, but the challenge is significant. The structural and cultural barriers to increasing women’s participation in these industries are longstanding and well entrenched. According to those who work in the industry , they include things like the pay gap and low levels of seniority, but extend also to sexism and low workplace morale.

Engineers Australia’s (EA) August 2022 report, Strengthening the engineering workforce in Australia , maps out a number of government and industry initiatives to both remove barriers and build better pathways to increase participation of women in engineering. Many of its recommendations can be broadened out to include all STEM industries, including science.

For example, recommendations focused on girls and women during early, primary and secondary education seem relevant across the board for STEM. These include exposing girls to STEM subjects to a greater extent, and earlier on, in their education journey; building good foundations by contextualising these subjects within standard learning areas and real-world relevance; and increasing visibility by promoting the achievements of women in STEM industries.

Proposals also include things like government incentives and greater support to attract women to first enrol in, and then complete, tertiary STEM education. Internships and other programs to bring women into the STEM workforce also have a role to play, as do more concrete career pathways and leadership tracks to increase the proportion of women in management and executive positions.

“We need the modern workforce to reflect modern Australia,” Husic said when announcing the review, echoing the sentiment of Dr Foley. “It is vital we broaden participation from under-represented groups. This isn’t just a fair idea, it’s a clever idea. Diverse research teams and diverse companies are high achieving.”

“This is a collective obligation, and we need to be strategic in our actions to advance equity,” added Professor Lisa Harvey-Smith, Australia’s Women in STEM Ambassador. “This means investing in the proper tools and infrastructure required to drive cultural and structural change and to make organisations accountable.”

Australia’s STEM Equity Monitor is set to publish new data every year until 2030, with the next update due in September this year. Hopefully any actions that come out of the review, alongside international campaigns like the International Day of Women and Girls in Science, can get the statistics tracking the right direction.

Bayside Group’s specialist scientific recruiters have extensive industry expertise and experience matching job-seekers with employers across the STEM spectrum. Find out how we can assist you .

Five clinical trials to watch in Australia’s life sciences boom

Mon, 30 Jan 2023 22:10:09 GMT

Life sciences is becoming a boom industry in Australia. We’ve already explored how Victoria is well on its way to becoming a global hub for mRNA research and development . But beyond that, more and more international pharmaceutical heavy-hitters are heading Down Under to conduct their R&D activities. Most are drawn by the promise of world class facilities and top-shelf academic standards, alongside government incentives such as the federal Research and Development Tax Offset.

A raft of new clinical trials are either set to commence or already underway in Australia, by both international and local companies. From a jobs perspective, all of this activity is good news for people who work in research and development, analytical chemistry and microbiology. Down the track these trials could lead to further opportunities in areas like manufacturing and logistics. With that in mind, here are five clinical trials happening in Australia that caught our eye.

Are you looking for a job in science or pharmaceuticals? Contact our specialist consultants today.

Imugene’s VAXINIA cancer buster

New South Wales based biotech Imugene has received approval from the Human Research Ethics Committee for a phase one clinical trial for a potential cancer treatment . VAXINIA is what’s known as an oncolytic virotherapy, which essentially is a virus that targets and kills cancer cells. The drug has shown promise as a treatment for advanced solid tumour cancers.

Tasman Oncology Research in South Australia was the first hospital approved to conduct trials with human patients, though further sites around Australia are expected to follow.

Lobe Sciences’ psychedelics

The potential of psychedelics for the treatment of neurologic, brain and mental health disorders is hardly new, but continues to expand. Last year Canadian biotech Lobe Sciences tapped iNGENū, a Melbourne based Contract Research Organisation, to carry out at least three trials of L-130 and L-131, which are molecularly modified analogues of the naturally occurring psychedelic psilocin.

In a press release, LOBE Sciences CEO Philip Young specifically called out Australia’s R&D tax incentives, claiming the company could receive rebates up to 43.5 per cent on eligible expenditures.

FSD Pharma establishes Australian subsidiary

Another Canadian biotech, FSD Pharma announced earlier this month it had established an Australian subsidiary to support development of its psychedelics inspired treatment, Lucid-Psych. This molecular compound has potential as a treatment for mental health disorders and may also have applications treating acute medical needs due to alcohol abuse.

The company’s president Zeeshan Saeed described Australia as “a hotbed for clinical stage biotech companies” and hailed the “facilities offered by various government incentives” as key drivers behind the establishment of FSD Pharma Australia.

Kira Pharmaceuticals’ kidney treatment

Headquartered in Massachusetts, Kira’s offices in Australia and China have been cleared to commence phase 2 clinical trials of the kidney treatment KP104 . This “bifunctional biologic” is a therapeutic option for the treatment of two immune-system related kidney diseases: Immunoglobulin A Nephropathy (or IgAN) and Complement 3 glomerulopathy (C3G).

The trials will assess the safety, efficacy and tolerability of the treatment in patients with these conditions. They will also explore the movement within the body (pharmacokinetics) and effects upon the body (pharmacodynamics) of KP104.

Australian consortium targeting Omicron

A consortium of five Australian research organisations is due this year to commence clinical trials of a new antiviral treatment for COVID-19 . Led by Professor Wai-Hong Tham of the Walter and Eliza Hall Institute of Medical Research, the consortium is developing synthetic antibodies that target the COVID-19 variant Omicron, which has been notoriously resistant to other antivirals.

Backed by $7 million from the Medical Research Future Fund, the project is expected to grow Australia’s ability to discover, test, and manufacture antiviral drugs.

Bayside Group’s specialist scientific and pharmaceutical recruiters have vast experience matching people with the right jobs in these industries. Contact us today to find out how we can help you.

On-hired employees and long service leave – is it transferable?

Wed, 25 Jan 2023 05:29:56 GMT

The Long Service Leave Act 2018 (VIC) (the Act) ensures that all employees in Victoria, including casual employees, are entitled to long service leave after seven years of continuous service with one employer. But how do the terms “continuous service” and “one employer” apply if the employee is on-hired by a labour hire agency, or in other circumstances where they are effectively in the same role but have had different employers ?

In this article, we break down some of this terminology and look at specific hypothetical examples. Note that although long service leave (LSL) is an entitlement under the National Employment Standards, LSL is not covered by the Fair Work Act but by relevant state legislation. We have focused on the Victorian state legislation; other states have similar legislation, but there are differences, so it’s worth seeking further advice if you are unsure .

Continuous service

There is room for confusion when it comes to what is considered continuous service. Certain absences do not break continuous service under the Act, while others do. Similarly, certain absences count towards the period of employment for long service leave purposes, while others do not.

In most cases however, continuous employment is only broken when there is a break of 12 weeks or more. For casual employees this means that if they are reassigned after 12 weeks not working, their accrual of service for LSL starts again from zero.

Exceptions that normally do not break the service are parental leave and leave due to illness or injury. In such instances, service is considered to have been continuous, though time spent not working does not count towards the overall years of service.

One employer

More important however for on-hired employees and employers wanting to take over on-hired employees is the notion of “one employer”. For the purposes of long service leave in Victoria, since the introduction of the Act in 2018, an employee is taken to be employed by one employer:

when they continue their employment when the business is sold,
when an employer outsources or insources work and the employee moves to the new employer, or
when the employee continues their employment when assets, such as labour hire contracts, are transferred to another employer.

Let’s take a look at each of these in turn, with specific hypothetical examples.

1. Employee continues with new business owner

Where a business is sold and an employee remains with the business, the new employer becomes responsible for the employee's LSL entitlement. The period of employment with the old employer transfers to the new employer, who becomes liable for the LSL accrued across the entire period of employment. The old employer should not pay out accrued LSL to the employee.

If an employee is dismissed by either the old or the new business owner but is re-employed by the new business owner within 12 weeks, their employment will remain continuous for LSL purposes.

Example:

Maya has been employed for five years when the business she works for is sold. The new owner continues to employ Maya and therefore her employment is continuous. The new owner becomes liable for Maya’s accrued LSL over the past five years.

As the new owner of a business becomes automatically responsible for an employee’s period of employment with the first owner, it is important that the new owner receives all employee records relating to their LSL.

2. The business is outsourcing or insourcing a role

If an employer outsources work to another employer, such as a labour hire agency, and an employee moves to the new employer, the new employer must recognise the employee’s continuous employment with the host employer.

This rule also applies if work is insourced. In this circumstance a host employer must recognise continuous employment with the previously contracted employer, the labour hire agency.

Where work is contracted in and out over a period the same rule applies. In these circumstances an employee will be taken to have worked for one employer for the purposes of accruing LSL.

Example:

Vishal is employed by Widgets-R-Us, which decides to outsource its work to a labour hire agency. Vishal continues to work at his old employer but is now employed by the agency.

After a year, Widgets-R-Us decides it no longer wants to use the agency and takes the role back in-house. As a result, Vishal once again becomes employed by Widgets-R-Us.

Even though Vishal has worked for two different employers during these changes, his service for LSL purposes is deemed to be continuous.

3. Moving from one labour hire agency to another in the same role

If a business asset transfers to a new employer, the employee who performs duties in connection with these assets is treated as being employed by “one employer”. Assets include both physical and immaterial assets. Immaterial assets include things like contracts, good will, brand recognition, and customer lists.

A business doesn’t have to be sold for assets to transfer to another business. It can occur in a range of circumstances. An example of this is when a business had a tender to provide services or operate a facility – for example a car park, providing labour hire or government service – and loses that tender to another business.

Example:

Harry has been on-hired by a labour hire agency to drive a forklift at a warehouse. After two years the warehouse owner decides to transfer its on-hired labour contracts to another agency. Harry keeps working in the same role but is now an employee of the new agency. The new agency becomes liable for Harry’s accrued service for LSL over the past two years.

The recurring theme through all of these examples is that where an employee keeps working but the entity that pays them changes, the employee does not break continuous employment for LSL purposes. It’s important that labour hire agencies and employers with on-hired workforces are aware of their responsibilities and ensure employees receive the correct entitlements.

This article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances. Speak to one of Bayside Group’s workplace relations specialists to find out more .

Nine things you need to know about recent changes in employment law

Mon, 12 Dec 2022 00:00:49 GMT

Friday 2 December saw the most significant and wide-ranging changes in employment law since Labor replaced WorkChoices legislation with the Fair Work Act in 2009: the Fair Work Legislation Amendment (Secure Jobs and Better Pay) Bill 2022. These landmark reforms will have an impact on all workplaces across Australia.

The Federal Government has now introduced three pieces of legislation in a very short time. One week before, on 28 November, more Respect@Work changes were introduced through the Anti-Discrimination and Human Rights Legislation Amendment (Respect at Work) Bill 2022. Paid domestic violence leave was introduced through the Fair Work Amendment (Paid Family and Domestic Violence Leave) Bill 2022 on 27 October.

Below we focus on the main items that could have an impact on businesses on a day-to-day basis around the country. The most topical and controversial aspect, the expansion of access to multi-enterprise agreements and multi-employer bargaining, is not discussed as this will only apply to a minority of organisations.

Secure Jobs and Better Pay Bill

1. Limitations on fixed term contracting

Employers will now only be able to offer a maximum of two consecutive contracts or contracts that span two years, whichever of the two is shorter. This comes with extensive anti-avoidance provisions but has exceptions for apprentices and high-income earners, among others. The change doesn’t come into effect until 7 December 2023 so employers have some time to prepare, though there is potential for it to come in sooner if the Minister of Industrial Relations makes a proclamation.

2. Expanded Sexual Harassment Protections

The Fair Work Act now includes an express prohibition against workplace sexual harassment for employees and prospective employees. It also extends to sexual harassment by third parties in the workplace, such as customers or clients. A person can make a sexual harassment application to the Fair Work Commission, requesting a stop sexual harassment order, like the stop bullying order, while officers can be vicariously liable for acts of sexual harassment by their employees.

This change ties in with the positive duty for employers to prevent sexual harassment from occurring in the first place, introduced as part of the Respect@Work Bill (see below).

3. Changes to the Rules around Flexible Work Arrangement Requests

Employers will be prevented from unreasonably refusing requests from staff who are trying to balance caring duties with their employment. The change comes with a new process and allows an employee to file a dispute in the Fair Work Commission.

4. Prohibition of Pay Secrecy Clauses in Contracts

This introduces new workplace rights with respect to conditions of employment about rates of pay; employees will no longer be forced to keep their pay a secret.

5. Expanded anti-discrimination protections

The reforms have added three new forms of discrimination to the existing protections against discrimination in the Fair Work Act. This means that the general protection provision, which makes it unlawful for an employer to terminate or take adverse action against an employee or prospective employee because they have a protected attribute (race, sex, age, marital status, pregnancy, religion, political opinion etc.), now also cover breastfeeding, gender identity and intersex status.

Respect@Work Bill

6. Positive duty to eliminate sexual harassment and conduct

This new positive duty requires an employer to take reasonable and proportionate measures to eliminate, as far as possible, conduct that includes sexual harassment and harassment or discrimination on the ground of a person’s sex. Employers are required to move from responding to conduct that has already occurred, to proactively taking steps to prevent it from occurring in the first place.

7. Protect People from Hostile Work Environments on the Ground of Sex

The Bill makes it unlawful for a person to subject another person to a workplace environment that is hostile on the grounds of sex. Examples are conduct such as displaying obscene or pornographic materials, general sexual banter, or innuendo and offensive jokes that can result in people of one sex feeling unwelcome or excluded by the general environment.

8. Extending the time limit for lodging a complaint

The time limit for lodging a complaint under the Age Discrimination Act, Disability Discrimination Act and Racial Discrimination Act has been extended from six months to 24 months after the alleged acts, omissions or practices took place.

Paid family and domestic violence leave

9. New leave entitlement comes into effect next year

As we explored previously , this leave will be available from 1 February 2023. Permanent and casual employees will be able to access 10 days of paid family and domestic violence leave in a 12-month period. This replaces the existing entitlement of five days’ unpaid leave. Employees can take this leave if they need to deal with the impact of family and domestic violence and it’s not practical for them to do so outside of their work hours.

What does this mean for me?

These are a lot of changes and most of them have a fundamental impact on how to manage your workforce. It is recommended you familiarise themselves with these changes, to be aware of how they will impact on your rights in the workplace. For employers, all these changes will require a thorough review of policies, procedures, training and contracts, to ensure compliance and that your workplace is prepared to respond to any circumstances where these laws might come into play.

If you have any questions about the above summary or need assistance with any of the matters discussed, contact our workplace relations team.

When do penalty rates apply this holiday period?

Thu, 08 Dec 2022 22:40:11 GMT

As the end of the year approaches, many workplaces will be starting to wind down. Managers and staff alike will be looking forward to end of year functions, family gatherings, or just some well earned downtime.

At the same time, this can be a tricky time for employers, as there are a number of public holidays – with associated penalty rates – to be navigated within a short period of time. That’s especially true for years like this one, where Christmas Day and New Years Day both fall on a weekend.

It's important then for employers to know on which days public holiday penalty rates apply – understanding that this varies from state to state.

Here are some of the key things to be aware of:

All states have public holidays on 25 December (Christmas Day), 26 December (Boxing Day or additional public holiday for Christmas Day), and 27 December (additional public holiday for Christmas Day or substitute public holiday for Boxing Day).
In addition, some states have part-day holidays for Christmas Eve on 24 December: Northern Territory (7pm to midnight), Queensland (6pm to midnight), and South Australia (7pm to midnight).
Most states have an additional public holiday for New Years Day on Monday 2 January. The exception is Tasmania, where 2 January is a substitute public holiday, instead of 1 January.

Wherever you’re located and whatever your business, make sure you’re across the details to avoid underpaying staff who may be working on designated public holidays.

Check the Fair Work Ombudsman page for a state by state breakdown of 2022 public holidays. Contact us if you require assistance with understanding penalty payments this festive season.

Edible insects: Jobs of the future in the world of alternative protein

Mon, 21 Nov 2022 00:21:14 GMT

It might sound like science fiction, or a celebrity fad for trendsetters like Angelina Jolie and Gwyneth Paltrow. But the day when insects are a staple of the Australian diet may be nearer than many people think. Edible insects are the fastest growing alternative protein market in the world . They are seen by organisations like the CSIRO as an invaluable, sustainable food source in the context of climate change and a ballooning global population.

There are already a number of locally produced edible insect products on the market. Consider Olympia Yarger, who this month was named ACT’s Australian of the Year. Her agritech start-up Goterra has pioneered an innovative, automated food waste reduction process utilising maggots. But it is also developing a variety of insect meals that can be utilised for animal feed or human consumption, among other uses.

The expectations for this burgeoning industry are both ambitious and tantalising. A major 2020 report by AgriFutures predicted the industry could be worth $10 million a year by 2025 . While CSIRO in 2019 forecast a $4.1 billion domestic and $2.5 billion export opportunity for alternative proteins by 2030, with insect protein being a significant portion of that windfall. AgriFutures earlier this year co-launched an Emerging Insect Technology Hub for global information sharing.

Are you looking to recruit food and beverage talent for your business? Contact our specialist consultants today .

Far more than just a fad, this emerging food technology represents a massive growth opportunity across a wide range of industries, including farming and agriculture, manufacturing, engineering, food sciences and more. We sat down with Duncan Rowland, Chair of the Insect Protein Association of Australia, to discuss the industry outlook, jobs of the future, the research agenda, and just what impact insect protein production is expected to have in Australia over the coming years.

What kinds of things can insect products be used for, in terms of human consumption?

Insect products provide nutrients in a really accessible way. When we think about eating crickets, we’re not thinking deep fried crickets any longer. We’re thinking about the use of those products as flour or as a meal, ground products, as well as reformed or reconstituted products. You can make pastas, you can make additives for body building supplements. The range is quite incredible.

These insect-based products can also be used as animal feed, for animals that are then utilised for human consumption. Because we’re now starting to get shortages in meat and bone meal and rendered product, and also because the cost of bringing soybean meal and other plant protein meals into the country, we need some way of filling that gap. And that gap is insect protein. Insect protein for aquaculture, poultry and pigs is potentially enormous.

What value is there for local industry getting behind the insect protein industry?

The economic potential is significant. Australia is probably seven to ten years behind Europe and the US in this space. There are some very sizeable production facilities around the world that produce insects for human food consumption. That’s something we need to start thinking about. Not just for local use either. Being so close to South-East Asia, we could be exporting product very easily.

There are also sustainability benefits. In the case of animal feed, there’s a circular economy that comes into play. For instance, a stockfeed manufacturer has some floor waste, sweepings, those sorts of things. This “rubbish”, instead of being dumped, can be utilised as a feed source for the insects, which in turn are put back into the stockfeed. So there are ways to think about integrating insect farms into existing infrastructure, with environmental and economic benefits.

What have been the significant developments in the last couple of years?

There’s been some trial work done for fish, poultry and pigs. Apart from the Emerging Insect Technology Hub, there’s a big push by AgriFutures to put together a research, development and adoption working group to prioritise what research needs to be done: what needs to be done now, and looking forward to what’s going to benefit the industry in the long run.

One important area for research will be line selection. How do we genetically select the grandparent stock to reduce production time from seven days to five days, to reduce costs and increase the food conversion efficiency of the animal? We should be able to do that quite easily because we’ve got such a short breeding cycle, compared with cattle where that process might take ten or 15 years.

Also the feed side of the industry is starting to pick up the Quality Assurance program FeedSafe, which is part of the Stockfeed Manufacturers Council and based on GMP and HACCP principles. It’s important to have those kinds of systems in place – quality assurance, third party auditors, those sorts of things – so we know a product meets legislation and the requirements of the regulators.

You say Australia is seven to 10 years behind. Have skills shortages affected progress? What kinds of professionals will be needed as the industry grows?

Skills shortages are common right now and it’s affected the insect industry as well. It’s a start-up industry and it has been slow taking off. There have been a number of businesses that have failed because they don’t have the size required to break through in the market. The ones that succeed are those that have gotten investors on board by showing what they can do in terms of returns.

At the end of the day it’s no different to any other food product. You need to grow it, you need to make sure it’s safe, you need to be able to market and distribute it, and you need a sustainable and competitive business model. The industry will need people with food safety skills, feeding skills, entomology skills, farming and husbandry skills. It will need food scientists, and people with robotics skills, to help automate feeding processes. All of those sorts of skills are now starting to be required.

Bayside Group has serviced the food and beverage industry for over three decades. If you’re looking to recruit the best food and beverage talent contact our specialist consultants .

What to look for in a new employer

Mon, 14 Nov 2022 05:41:01 GMT

According to SEEK, national job ads were up 15.5% last month on the previous year, while ABS data reveals they were 107.4% higher than they were pre pandemic in February 2020. The ongoing high level of vacancies gives job seekers a greater advantage in where they choose to work, so it's important that job seekers carefully evaluate what they want from their next job.

There are several factors you should consider when looking for a new employer, so that the role suits your values, personality, and career goals. To determine if the role is the right professional fit for you, here are some things to keep in mind.

Company culture

This can be hard to judge before you start at a company, however there are still factors you may want to consider. Would you prefer working in a small or large company? What is the dress code? What does the office workspace look like?

During the job interview, don't be afraid to respectfully ask questions that might help you determine the organisation’s culture. Instead of asking straight up what the culture is like, you may want to ask more specific questions such as:

What is the best part about working here?
How does the organisation recognise employees and their success?
How does the organisation support an employee's professional development?
What kind of flexible work arrangements do employees have?
How are meetings typically handled?
How is conflict and direct feedback handled?

This can give you a good indication of what it will be like to work at the company.

Company values and purpose

If a company’s values are important to you, then research the potential employer by looking at their company website, social media pages, or external news articles, to learn about their values, beliefs and purpose. Do they value the community or work with any charitable organisations? Are they concerned with creating a diverse and inclusive work environment?

Compare the company’s values, mission or strategy statement and business model to see if they align to your own values and career objectives. If you can’t find much information online, then you can ask these questions in the interview stage. Having values or goals that align with your employer’s can give you a sense of purpose and greater satisfaction in your work.

Opportunities for career growth

Jobs that provide opportunities for career growth are important, especially in the early stages of your career where you are looking to advance into more senior positions. It can be helpful to ask the interviewer to describe the typical career path for your job to help you identify if there is career growth to be had at the company.

Also check if the company offers any training, education or learning and development opportunities, as developing new skills can be beneficial for career growth at any stage of your career.

Job location

A HILDA Survey shows that Australians spend on average 4.5 hours a week , or just below one hour per workday, travelling to and from work. So, when considering the length of your workday, you should think about the time it will take you to commute, even if you only need to go into the office two or three days a week. Commuting can add a large amount of time and stress to your workday, and those who spend a long time commuting are more likely to be dissatisfied with their job overall. Commuting can also have an impact financially with the cost of petrol or on-site paid parking.

For many who are working remotely now, it is also important to understand the team structure. For example, if you work remotely and the rest of the team is located near the office and works mainly on-site, how will that impact your ability to perform or progress in your job?

Asking more questions about where the team is based, how they collaborate or whether remote work is common in the organisation will help you understand this better.

Work-life balance

While on remote work, it is important to also understand an organisation’s attitude to work-life balance. Does the company offer work from home or hybrid arrangements? Do they offer flexible working hours or the option to work part-time? Or do they offer a higher number of paid leave days?

Many people will have different priorities that they'll need to balance with work, such as family responsibilities, study commitments, volunteer work, or leisure activities. It's important to find and maintain a suitable balance, as this can be a crucial part of your overall health and wellbeing.

Consider what factors are important to your work-life balance and don’t accept a job that won’t offer these.

Salary

Ensure that your job salary meets the minimum expectations for your job role and title by reviewing salary guides and market trends. Keep in mind salaries will differ based on the organisation’s size, location and your level of experience. Be confident that the salary of the job can satisfy your basic needs and lifestyle. If a certain salary range is important to you, then it might be something you can negotiate with the employer, especially in today's job seeker market.

As recruiters, we often see people accept a salary without understanding the specifics of a package . For example, if you are considering a role with a not-for-profit (NFP) organisation, there might be tax benefits that you need to factor in. Some NFP organisations are able to increase your take home pay by salary packaging certain benefits. Employees who work for these types of employers can potentially salary package up to approximately $14,000 worth of benefits that will be paid pre-tax, which is important to consider.

Take the time to understand your base wage and the components that make up your salary package, and ask for a breakdown if it is unclear.

Employee benefits

What perks does the organisation offer that will add value to your role and/or lifestyle? These benefits may include things such as free onsite parking, gym or health discounts, early Friday finishes, or parental leave as just a few examples.

Alongside your salary, certain employee benefits may be worth considering depending on your current situation.

If you need help finding a job, get in touch with one of our specialist consultants today. For more expert job interview advice, download our Ultimate Interview Guide today.

The migrant component to addressing the engineering skills shortage

Tue, 08 Nov 2022 00:58:27 GMT

Australia is experiencing perhaps its greatest ever engineering skill shortage. This is despite the fact that governments have committed to numerous important infrastructure projects, which means there are and will be plenty of engineering jobs now and in the future.

In response, engineering peak body Engineers Australia has issued something of a call to arms. Its report “Strengthening the engineering workforce in Australia” canvasses a range of challenges and outlines actions governments, industry and the tertiary sector can take to help fill those jobs and boost capacity across all facets of the profession.

We previously looked at the value of increasing the participation of women as one possible solution to the skill shortage. A second significantly underutilised cohort identified in the report are overseas-born engineers who live within Australia.

Access the best international talent with ease through our 482 visa sponsorship program.

While more than half of Australia’s engineering workforce were born overseas, research in 2021 found these engineers are significantly more likely to be unemployed than those born here: “The research confirmed many overseas-born engineers struggle to find work in industry and the ones that do, are often in roles not commensurate with their skill or experience level.”

So what are the barriers, and what can be done to make better use of this untapped talent pool?

Seven barriers holding migrant engineers back

In conducting their original research for Engineers Australia, independent consultancy Pollinate surveyed 817 migrant engineers. This included 775 skilled visa holders (95 per cent) and 42 humanitarian visa holders (five per cent). The most represented countries of origin were India (12 per cent) and the US (eight per cent). Smaller cohorts came from the Philippines, Pakistan, South Africa, Egypt, Nepal, Syria, the United Kingdom, and elsewhere.

The researchers also conducted in-depth interviews with a smaller sample of migrants holding different kinds of visas, along with migration agents, and recruiters and employers of engineers. Ultimately the study identified seven key barriers:

1. A lack of local knowledge and experience: “Specifically,” say the researchers, “this refers to knowledge around local standards and exposure to the company’s software and equipment, as well as local connections for varying processes.”

2. Perceived cultural differences in soft skills: “There is a sense that cultural soft skills and language are (or can be) lost in translation, which requires an investment in time to overcome.”

3. Visa or sponsorship working rights issues: “Navigating the world of visas and sponsorship is felt to be time-consuming and expensive. It is seen as complex, inconsistent, and ever-changing.”

4. A lack of people who can ‘vouch’ for them locally: “The engineering profession is fairly small, and employers often choose to rely on feedback from their own networks rather than the candidate’s referees when hiring new employees.”

5. Certification queries: “There is existing uncertainty around whether overseas certifications are relevant to engineering in Australia.”

6. ‘Flight risk’ concerns: “Employers spoke of their uncertainty around migrant engineers’ commitment to staying in Australia.”

7. Tendency to hire from personal “networks” for senior roles: “When looking to fill senior positions, companies are, in effect, recruiting networks.”

How do we remove the barriers?

One of the key issues identified by the report is that recruiters and employers have tended to see migrant engineers as disparate and dispersed. It recommends instead we come to view this group as a collective talent pool that can be readily accessed.

Other recommendations included improving information sharing about employment pathways, developing opportunities for local knowledge, experience and networking, and assisting humanitarian visa holders with their credentials assessments. Basically, it’s about making sure these workers have access to credible, transparent information and to the opportunities they need to be able to participate, thrive and grow in the profession in Australia.

The report doesn’t seek to resolve issues of conscious or unconscious bias, which it acknowledges is likely to shape hiring decisions in some circumstances. However, it is hoped that by taking these practical steps to increase migrants’ participation in the engineering workforce, it will help offset stereotypical mindsets and bias to instead demonstrate the value that they contribute. After all, the benefits of having more diverse teams have been well established.

In a candidate short market, employers may also need to rethink some of their pre-conceptions about the ‘ideal candidate’ for the role and focus on potential. There is often a cost to the business when a vacancy is left unfilled, such as delays in project delivery, employee burnout and the risk of not being able to service future business opportunities, as just a few examples.

Other pathways for international talent

Written in 2021 amid international border closures at the height of the COVID-19 pandemic, the report focuses on migrants who are already based in Australia. However, there are other avenues for recruiting the best international talent. Bayside Group affiliate Balpara for example is right now recruiting for an electrical engineer, providing Standard Business Sponsorship (SBS). SBS agreements allow Australian businesses to engage overseas citizens for highly skilled occupations.

For organisations who don’t want to go down this path, another alternative is the 482 visa, formerly known as the Temporary Skill Shortage visa. Bayside Group has a long history of providing on-hired international talent through our 482 visa sponsorship program . Through this program we have sourced and recruited over 600 experienced professionals from more than 45 countries to address specific skill gaps in Australia.

Many emplo yers find it beneficial to outsource sponsorship of international professionals to a company like Bayside Group, as the process is notoriously complex and time-consuming , and can include things like comprehensive health checks, police checks, English language tests, and a diary of where and when they’ve travelled. As well as taking care of all this procedural nitty gritty, with the support of our workplace relations experts we can also assist with the mobilisation, engagement and ongoing management of international professionals.

The engineering skills shortage is a complex issue that is going to require action on multiple fronts. Increasing the participation of both local and overseas based migrant talent is one way to start building capacity immediately.

Attract and retain staff with diversity, equity and inclusion

Tue, 01 Nov 2022 22:04:10 GMT

The benefits of diversity to businesses’ bottom line have been well established. More diverse companies have been shown to have higher cashflow, revenue and profits than less diverse companies. Diversity improves decision-making, collaboration and innovation.

Diverse companies are also better at capturing new markets and relating to a broader customer base. And they are more likely to experience higher employee engagement (particularly among millennials and Gen Z), which means higher productivity.

But what about recruitment and retention? How important are principles like diversity, equity and inclusion (DEI) to attracting and retaining staff?

We recently asked our network of current and potential job seekers the following question: When it comes to accepting a job offer, how important are a company's diversity, equity and inclusion policies and practices to your decision?

The response was decisive : 73 per cent rated DEI as important or very important to their job seeking decision making. This compared with only one in five who did not consider it a significant factor.

Diversity, equity and inclusion: What’s the difference?

These are distinct, albeit interrelated, concepts. It can be useful to understand the specific meaning of each, and how they work together for the good of employees and employers alike.

The Diversity Council of Australia (DCA) defines diversity as “the mix of people in your organisation” , referring to “all the ways in which we differ”. This includes racial or cultural background, age, education, religion, gender or gender identity and sexual orientation . It also includes having an experience of disability, mental health issues , and neurodiversity.

Inclusion, says DCA, is about “getting the mix to work”. “Inclusion occurs when a diversity of people are respected, connected, progressing and contributing to organisational success.” (Diversity Council Australia, Diversity & Inclusion Definition, Sydney, Diversity Council Australia, 2017.)

Equity, meanwhile, has been defined as “the glue that holds diversity and inclusion together” . DEI professional Daniela Herrera told LinkedIn: “Equity in the workplace means to intentionally and purposely and consciously ensure that everyone in the company has access to the support, resources, treatment and the opportunities they need to succeed in the workplace.”

More than a one-size-fits-all solution, equity emphasises the specific needs of individuals and intentionally addresses historical and systemic equalities. It also needs to consider things like intersectionality, i.e. when an individual possesses more than one “diverse” characteristic that can expose them to overlapping forms of discrimination.

DEI matters to job seekers and employees

The figures from our poll track with similar studies globally. An American 2021 study reported on in the Harvard Business Review saw 86 per cent of employees and 66 per cent of HR directors assert that diverse workforces would become increasingly important as an organisation’s needs evolve.

Meanwhile a 2020 Glassdoor study found more than three quarters of job seekers and employees considered diversity an important factor when evaluating job offers. According to the study, nearly a third would not apply at all to a company where there is a lack of diversity.

The trend goes beyond the recruitment stage however. Thirty-nine per cent of respondents to one Deloitte study said they would leave their current organisation for a more inclusive one. For millennials, that number ballooned to over 50 per cent.

What’s more, a lack of inclusion can have significant impacts on employees’ mental health . DCA’s Inclusion@Work Index 2021-2022 found that workers in inclusive teams were “seven times more likely than those in non-inclusive teams to report their workplace has positively impacted their mental health”, as well as “seven times more likely to report their workplace is safe and supportive for those with poor mental health compared to those in a non-inclusive team”.

Those figures point to significant benefits, considering that nearly a third of Australian workers have said work has a negative impact on their mental health .

In short, good policies and practices around diversity, equity and inclusion are good for individuals and for businesses, in more ways than one. Achieving diversity and inclusion is a journey, and often a difficult one . But it’s worth the effort. Rather than just corporate buzzwords, more and more DEI needs to become increasingly central to the way business is done.

If you’re looking for diverse talent, Bayside Group’s specialist consultants can assist you. Contact us today .

Victoria’s status as an mRNA hub could see science jobs boom

Mon, 24 Oct 2022 22:32:35 GMT

Victoria is gaining a global reputation as a major life sciences hub. The latest evidence of this was the announcement this month that BioNTech, co-developer of the Pfizer-BioNTech COVID-19 vaccine, is planning to set up shop in Melbourne .

The in-principle partnership announced by Treasurer Tim Pallas and Minister for Innovation, Medical Research and the Digital Economy Jaala Pulford would see Victoria become home to BioNTech’s Asia-Pacific mRNA clinical research and development centre.

In this, BioNTech will be following close on the heels of Moderna, which is already set to build its first mRNA production facility in the Southern Hemisphere at Monash University’s Clayton campus in Melbourne’s south-east.

The Moderna facility is expected to produce up to 100 million vaccine doses each year in Australia, including COVID-19 and influenza vaccines, among others.

These announcements are not just an economic boon for the state. They mean that in the coming months and years, there are likely to be a massive number of new job opportunities across a wide spectrum of science and manufacturing jobs.

Australia’s “home” of mRNA therapies

Pharmaceutical exports are Victoria’s highest value advanced manufacture export , with the state responsible for nearly 60 per cent of pharmaceutical exports Australia-wide.

The state has invested $1.3 billion in medical research since 2014, leading to the creation of more than 100,000 full-time jobs in and related to biotech. The arrival of Moderna and BioNTech, and partnerships with other mRNA giants like Pfizer , promise to continue this trend, boosting local skills and creating new jobs.

Messenger RNA (mRNA) vaccines shot to fame as the preferred method for preventing infections of COVID-19. These COVID-busters were the first approved mRNA vaccines. However, the application of mRNA therapeutics potentially has a far broader reach. Moderna for example is developing mRNA vaccines for things like dengue fever, Ebola, tuberculosis and HIV.

According to the state government announcement, the arrangement with BioNTech would lead to the delivery of “next-generation mRNA therapeutics and vaccines for research and clinical trials, including infectious diseases, cancer medicines and personalised cancer treatments”.

“Australia provides excellent academic research,” said BioNTech CEO and Co-Founder, Professor Uğur Şahin, “and we are looking forward to collaborating with world-class scientists and researchers to strengthen Australia’s mRNA ecosystem and jointly develop novel treatments and vaccines for people worldwide.”

A ready-made supply of graduates

Moderna’s choice of Monash University to house its facility is no coincidence. According to QS Subject Rankings the university is ranked first in the world for pharmacy and pharmacology and rates strongly in other areas of life science. The pharmaceutical giant will therefore be gaining easy access to a ready-made supply of top-shelf graduates.

Its facility will form part of the Monash Technology Precinct, Victoria’s largest employment precinct outside of the CBD.

Beyond that, the growth of Victoria’s reputation as a hub for mRNA development and for life sciences in general means there is likely to be substantial growth in opportunities for people working in, or wishing to enter, the sector.

Operations like Moderna’s and BioNTech’s are likely to provide jobs not only in science – from research and development through to analytical chemists, micro-biologists and clinicians – but also in manufacturing and logistics. These developments present exciting possibilities for anyone looking for a career in pharmaceuticals and adjacent industries.

Bayside Group’s specialist scientific and pharmaceutical recruiters have vast experience matching people with the right jobs in these industries. Contact us today to find out how we can help you .

Work is evolving. Workplace health and safety needs to keep up

Sun, 23 Oct 2022 22:07:29 GMT

Over the course of this month we’ve put a spotlight on workplace health and safety (WHS) as part of National Safe Work Month. We’ve delved into strategies for managing WHS risks , and taken a look at some specific physical and psychosocial hazards as they relate to different workplaces.

But the impacts of workplace injuries and illness are not limited to the workplace or even the industry in which they occur. There are flow-on effects for families, social groups, and the community at large. The economic implications resonate at a national level.

That’s why the fourth and final week of National Safe Work Month has the theme “safe and healthy work for all”. According to Safe Work Australia this is about “making WHS core to how we do business in Australia”. It acknowledges WHS is a collective and ongoing effort, and highlights a need to consider WHS needs not just for the present, but also the future of work.

WHS in the gig economy

Safe Work Australia highlights two relatively recent features of the current work landscape that present a challenge for WHS. They are:

The gig economy , enabled by the rise of peer to peer (P2P) platforms
The increased normalisation of working from home

Their gig economy resources largely focus on the food delivery industry, advising that “platforms and food outlets must do whatever is reasonably practicable to ensure the health and safety of their workers” (which includes delivery riders/drivers).

Of course the gig economy is increasingly widespread and impactful across a range of industries, not just food delivery. A 2018 CSIRO report identified it as one of six mega-trends likely to shape the future of work (more on that below). According to the report it could “fundamentally shift employment patterns and structures [to] where freelance task-based work is common”.

The report therefore identifies a pressing need to consider:

whether existing WHS laws, regulations and codes of practice adequately cover the gig economy;
what the obligations are of platforms in relation to workers’ comp and whether they are adequate; and
whether gig workers know about their WHS responsibilities and compensation entitlements.

WHS for workers at home

Employers also have a duty to protect the physical and mental health and safety of employees who work either wholly or partly at home. Further to this, as remote and hybrid work arrangements become not only common but also expected by many employees, it is important that WHS regulation and codes of practice keep pace.

Things to consider from a physical health and safety perspective include ensuring that:

workstations are conducive to good posture,
walkways are clear of tripping hazards,
lighting is adequate to prevent eye strain, and
the worker takes regular breaks to stand up and move around.

It is also important to remove or minimise factors that affect psychosocial (mental) health. Psychosocial hazards for remote or hybrid workers include things like isolation from colleagues and work-related stress from working long hours, not taking breaks, or failing to manage workloads.

Hybrid work arrangements are often pitched as promoting “work-life balance”, and in many cases they do. However, the reverse can be true if the boundary between work and personal becomes blurred. Good communication between managers and workers goes a long way to keeping the “balance” in work-life balance.

Even better is to put in place policies and procedures that provide a solid WHS foundation for those who are working from home. Consulting with workers about what form these should take is imperative . Best practice will vary from business to business and even worker to worker, so policies and procedures should be designed in a way that is not one-size-fits-all but can be adapted to the particular needs of individuals. This can help maximise their productivity and engagement as well as protect their physical and mental health.

The future of work and WHS

Of course the gig economy and working from home are only two factors shaping the future of work. Throw into the mix rapid advances in technologies such as automated systems and robotics, artificial intelligence, and virtual and augmented reality, and you have the ingredients for a radically transformed employment landscape.

The above-mentioned CSIRO report combines these factors into six mega-trends it sees as likely to fundamentally affect the nature of work in Australia:

The extending reach of automated systems and robotics
Rising issue of workplace stress and mental health issues
Rising screen time, sedentary behaviour and chronic illness
Blurring the boundaries between work and home
The gig and entrepreneurial economy
An ageing workforce

Each of these brings with it its own WHS considerations and challenges. As such, it’s important to plan ahead, understanding the evolving nature of work in Australia, and being prepared and agile enough to ensure WHS regulation and practice anticipate and adapt to this evolution.

“While change is inevitable, future destinations are not,” states the report. “Individuals, communities, companies, and governments can identify and implement transition pathways … to achieve better outcomes.”

Ultimately it will be a collective effort to make sure in Australia we really do achieve safe and healthy work for all, now and into the future.

Bayside Group holds ISO 45001 certification for OHS and provides workplace safety management services for our on-hired employment and workforce management services. Contact us today to find out how we can assist you.

How to keep employees engaged in a hybrid work environment

Wed, 19 Oct 2022 22:23:58 GMT

As most COVID restrictions have eased, the choice for many organisations has been a hybrid set-up; a combination of in-office and remote work. In a national survey conducted in March by The Conversation, around 44% of employees were working in a hybrid arrangement . With hybrid work becoming common practice, it is more important than ever to mainstream flexible careers throughout the organisation, giving everyone that opportunity to excel while working flexibly.  

Although hybrid work models have provided more flexibility for employees, this type of working style can also impact negatively on employee engagement if it is not prioritised by employers.   

So firstly, what is employee engagement?  

Employee engagement can be defined as the emotional commitment an employee has to the organisation and its goals. If employees are committed, they will genuinely care about the work they do rather than just working for the money. Engaged employees will also lead to better outcomes for organisations, including less staff turnover and higher customer satisfaction and profits.  

To keep employees engaged, it’s important for managers to facilitate personal relationships with each member of their team and be proactive in keeping them engaged. Here are some things employers should do to help increase employee engagement.  

Have shared goals and mutual trust about expectations 

In a hybrid work environment, it’s important to have a mutual understanding about the expectations and goals of the team, even beyond certain metrics that need to be met. In remote work settings, this includes where, when, and how team members prefer to work and collaborate, as each employee will have differing needs. As a manager, it’s important to keep up to date with employees’ needs and ensure everyone is aware of the working environment and availability of others.  

From a hybrid perspective, it’s essential to have clear expectations and goals, while still supporting your employees to work autonomously, as micro-managing can be detrimental to an employee’s mental health. Trusting your employees that they can get the work done will help build a more positive and supportive work culture. In fact, Gallup’s meta-analysis of decades’ worth of data has shown that people at high-trust companies report 76% more engagement in their work.  

However as stated in this research paper, many employees work longer hours and take shorter breaks, blurring the boundary between work and home. To avoid this, managers should be mindful of employees working excessive hours or not taking breaks, and set expectations around their schedule and working hours, to prevent job burnout and fatigue.

Check on your staff regularly 

In the absence of physical proximity, it becomes difficult for managers to pick up on body language or signs that employees could be struggling or need extra help. Furthermore, Gallup research found that managers tend to communicate less frequently and effectively when employees are spending more time working remotely.  

So as work flexibility increases, managers need to increase communication, and be more proactive about checking on their staff regularly, preferably on a one-on-one basis. In a Harvard Business Review analysis, employees who received little to no individual time with their manager were more likely to be disengaged , and employees who had twice the number of one-on-ones 67% less likely to be disengaged.  

Managers should make a point of calling or messaging each person at least once every few days to see how they are going, beyond discussions about work. This gives employees who may be hesitant to ask for help, the opportunity to share any feelings or concerns they might have. By facilitating meaningful conversations with your employees, they are more likely to feel appreciated and engaged at work.    

Collaborate differently 

As you aren’t always face to face in a hybrid work environment, communication tools are more important than ever to keep engagement high. Tools like Zoom, Microsoft Teams, Slack, Asana, or a combination of a few allow for easy communication in real time with your team and should be used consistently throughout the day. If some team members are in the office and some at home, bringing laptops to all meetings so everyone has an on-screen presence can also create a more engaging and inclusive environment.   

It can also be helpful to create sub-groups or chats for people with common interests, which will help generate conversations that would have occurred when everyone was in the office. Utilising these tools will ensure everyone is on track and help employees feel part of a team, rather than feeling isolated at home.  

However, it’s important to be careful that the entire day isn’t consumed by Zoom meetings or constant messages, as this can lead to employees feeling fatigued and less engaged.      

Set up times to meet in person  

On average, only 15% of employees who work for a manager that doesn’t meet with them regularly are engaged. Managers should therefore set up in-person meetings at agreed intervals where possible, whether that’s with individual employees or the whole team. This will give employees something to look forward to and sets time aside to collaborate in person and have more in-depth discussions. 

Meeting in person also allows employees an opportunity to provide feedback, which some may feel reluctant to talk about online or over the phone when working from home. 

Show appreciation frequently  

In the office, it’s easier to give praise through smiles, nods and other nonverbal cues. However, in hybrid settings, managers and team members must be more intentional when giving praise. According to Deloitte, employee engagement, productivity and performance are 14% higher in organisations that have a recognition program in place, highlighting the value it can bring. Beyond having a formal program in place, managers should also frequently recognise and praise employees for their good work and celebrate wins, even the small ones.  

This can be done through a phone call or a message in your company chat and shouldn't just happen when you’re in the office. This will go a long way in keeping your employees engaged and fulfilled, wherever they are working.  

If implemented effectively, a hybrid work environment can help employees feel a high level of engagement and productivity with the company they work for. If you’re looking for staff, partner with the experts and contact Bayside Group today.    

Managing WHS risk: Prevention is the best cure

Mon, 17 Oct 2022 22:54:09 GMT

So far this National Safe Work Month, we’ve taken a close look at typical physical and mental health hazards in different workplaces, and ways to mitigate them. Ultimately prevention is the best cure, which is why this week focuses on managing workplace health and safety (WHS) risks and preventing harm.

“Managing WHS risks is essential to creating a safe and healthy workplace,” says Safe Work Australia . “You need to identify hazards by finding all the things that could potentially harm your workers or other people, and assess the risk by thinking about the likelihood and consequences of any injury or illness that could result if a worker or other person is exposed to a hazard.”

Four steps to managing risk

According to Safe Work Australia, risk management can be broken down into four stages: identify, assess, control and review.

First up is to identify hazards. These are anything that could harm a person through death, injury, or illness. Importantly, they include psychosocial hazards, which are anything that puts at risk a person’s psychosocial or mental health. The first stage in the risk management process is to find out exactly what things could cause harm in your workplace, no matter how big or small.

Next, you need to assess the identified risks. In other words, consider how likely the hazard is to occur, and what impact it could have on an employee’s physical or psychosocial safety.

Controlling risk entails devising measures to eliminate the risk or, when that’s not possible, minimise it as much as is reasonably practicable. Safe Work Australia suggests adopting a hierarchy of control measures, which are ranked from the highest level of protection and reliability to the lowest.

Finally, it is important to review these control measures regularly, to make sure they work as intended. Risk management strategies are not a matter of just set-and-forget. Learn from the things that work. Adapt and replace the things that don’t. Your strategy also needs to be agile enough to adapt to changes in your business practices and the makeup of your workforce.

Workplace safety is good business

There is no doubt work safety makes good economic sense. Safe Work Australia reports that in 2021 in Australia there were more than 120,000 serious workers compensation claims (defined as “claims for an incapacity that results in a total absence from work of one working week or more”). These resulted in a median payout of $11,900 for women and $14,500 for men.

Total economic costs for workplace related injuries number in the tens of billions . Other “hidden” costs beyond direct compensations payouts include workplace disruption and lost productivity while investigations are being carried out and machinery or production has to stop, potential for penalties if WorkSafe believe someone is negligent or liable, and brand or reputation damage to the company. There are also increases to premiums that occur for future years, which can be significant.

In other words, the financial implications can be considerable. Chances are if workplaces don’t put the effort and resources into managing WHS risks now, it will inevitably cost them down the track.

There are other reasons having effective, proactive WHS policies and practices is good for business. Strong WHS management is a fundamental way for employers to demonstrate they value their staff and care about their wellbeing. This enhances their public image and potentially makes it easier to attract, engage and retain talented staff, even in the midst of a skills shortage.

Consultation is key

In recent years, global best practice safety management has increasingly focused on improving consultation. Indeed, at each stage of the risk management process recommended by Safe Work Australia, the mantra is: Consult, consult, consult.

“Consultation is an essential part of health and safety at work,” they say. “It helps you to identify and understand risks and find practical ways of managing them.”

They note that while businesses have a duty to consult with workers and their representatives under WHS laws, the process doesn’t have to be complicated. “You can consult in a way that suits your business, your workers and the type of risks in your workplace.”

Safe Work Australia provides a framework for how WHS consultations can be conducted efficiently, effectively, and with an eye to continuous improvement. It includes things like regular staff emails, updates and team meetings; surveys and feedback forms; pre-start briefings and toolbox talks.

To ensure everyone is able to access and contribute meaningfully to consultations, Safe Work Australia recommend businesses stagger the times at which consultations take place to accommodate shift and hybrid workers, and provide translation and interpretation for culturally and linguistically diverse workers.

Workplace safety is everyone’s responsibility

Importantly, they suggest having “an open-door policy on WHS”. In other words, employees should feel safe and supported to speak up about health and safety concerns in a timely manner.

And since the best way to consult will be determined by the size, structure and nature of the organisation, it’s worth employers asking their staff what they think will be the most effective method for gaining their input.

“For smaller workplaces, consultation might be as simple as regularly talking to workers about health and safety matters,” says Safe Work Australia. “Larger or more complex workplaces may need more formal ways of consulting. If workers are represented by a health and safety representative you must include them in your consultation.”

If the risk management process is inclusive at every stage, rather than delivered in a top-down style, it will help ensure all employees are engaged in the strategy, and maximise buy-in.

Is your workplace equipped for the mental health “new normal”?

Sun, 09 Oct 2022 22:39:33 GMT

This article contains discussions about various mental health challenges including suicidality, depression, anxiety and trauma.

Imagine someone comes to work sick. They have physical symptoms: coughing and sneezing, a sore throat or abdominal pain, or a headache so severe they can barely see.

Most employers and colleagues would not think twice if this person said they needed to go home, or leave work to see a doctor. They might even encourage the person to take a few days’ sick leave.

What if that person, instead of being physically ill, is experiencing poor mental health?

Maybe they are more subdued than usual, or more anxious and irritable. Maybe their productivity has dropped off, or they are isolating from colleagues they are usually close with.

These things may be signs the person is in mental distress — or not. It can be difficult to spot the signs, especially since someone experiencing poor mental health may show no outward signs at all.

Would that person feel safe to say to their manager “I’m sick and I need to go home”? Would they be encouraged to do so, the way the person with visible flu symptoms would be?

And is your workplace properly equipped to identify and respond to that person’s challenges, to prevent causing them further harm, and to avoid contributing to their distress in the first place?

Mental health safety at work

Week one of National Safe Work Month focused on workplace injuries . The theme for week two, which aligns with World Mental Health Day on 10 October, is mental health.

It aims to highlight that mental health is as fundamental to good work health and safety practices as physical health.

“Work-related psychological injuries have a significant impact on workers, their families and business,” reads the Safe Work Australia website .

“These injuries may result in longer time away from work and cost more than other injuries.”

Of course, not all mental health challenges are work-related. But psychosocial hazards, i.e. anything that increases the risk of work-related stress, can contribute to worsening overall mental health.

Such hazards include things like unrealistic job demands, violence and aggression, bullying and harassment (including sexual harassment), conflict or poor relationships, poor organisational justice, lack of reward and recognition, and traumatic events.

The Safe Work Australia resources include information on how to identify psychosocial hazards and manage psychosocial risk, highlighting practical steps to control some common hazards.

They include advice on how to recognise the signs that someone has been exposed to psychosocial risk, along with a model code of practice for managing psychosocial hazards.

The code of practice includes detailed examples of control measures for psychosocial hazards related to job characteristics, design and management, the working environment and equipment.

Formal mental health training for workplaces

But with mental health challenges like anxiety and depression spiking significantly in recent times, there are other steps worth considering to ensure workplaces are properly equipped to respond.

For example, while it’s common for workplaces to have designated roles for fire wardens and first aid officers, it’s less common for there to be a designated mental health officer.

This is why Mental Health Victoria, the state’s peak body for mental health , has been pushing the idea of formal mental health training for people in industries beyond the mental health sector.

The organisation is a provider of Mental Health First Aid training, a two-day course designed to provide the skills to identify and respond to someone experiencing mental health challenges.

It also offers a half-day training package called Mental Health Awareness, which can be customised to meet the specific needs of an industry or workplace.

“Traditionally, organisations have invested in physical health and safety with policies, procedures and training,” the organisation states. “Investment in mental health has been less common.”

This is despite research that shows “every dollar spent on supporting workers with mental health issues yields close to a 500 per cent return in improved productivity”, and the proportion of new Workcover claims related to mental health grew from 9 per cent in 2008 to 13 per cent in 2020.

It’s important to note these trainings don’t qualify participants as formal counsellors, but only gives them the knowledge and tools they need to respond in the initial instance.

The mental health “new normal”

More and more, organisations are taking steps to establish formal mental health policies. Many also have employee assistance programs (EAPs) which include access to short-term counselling, although these programs may hold little value for people with ongoing mental health challenges.

Such policies and programs are important steps. So too are things like providing a free day off for R U OK? Day, as many workplaces have begun to do.

But these things need to be reflected in practice as part of an overall shift in organisational culture and attitude that acknowledges mental health issues as an everyday reality for many people.

For example, not only should employees be informed of their rights regarding taking sick or personal leave for mental health reasons. They should be openly encouraged to access this leave if they need rest to get well, in the same way as someone who is displaying visible flu symptoms.

This is especially true in industries that experience high rates of suicide , where things like poor work-life balance and excessive workloads are more the norm than the exception.

Treating people with mental health challenges — including those that result from workplace psychosocial hazards — as weird or abnormal increases stigma and the likelihood that the issue will worsen over time.

Mental health in the home office

Extra vigilance is needed too for businesses that have a lot of remote or hybrid workers.

Workplace Health and Safety laws still apply if employees work from home, so businesses still bear a responsibility to eliminate or minimise health and safety risks for those employees as far as possible.

Psychosocial hazards like social isolation and excessive or unmanaged work hours can present an even greater risk to mental safety for those who are working from home.

Workplace policies and practices need to take these challenges into account. Managers should check on their remote workers regularly, reinforce the need to take breaks and manage work hours, and provide opportunities to keep them engaged.

Whether employees are working from home or on-site, decreasing stigma, an openness to communication, and creating a psychologically safe environment are the keys .

Next up in our series for National Work Safe Month: Managing WHS risks and preventing harm.

Australia needs more women in engineering

Tue, 04 Oct 2022 05:44:38 GMT

The foreword of Engineers Australia’s (EA) August 2022 report, Strengthening the engineering workforce in Australia , makes for disheartening reading: “Australia is experiencing perhaps its greatest-ever engineering skills shortage.”

The report canvasses a range of challenges that confront the present and future of engineering in Australia. It posits immediate actions governments, industry and the tertiary sector can take to assist in alleviating the problem.

Over the coming weeks we’ll unpack some of the key findings and recommendations of the report.

First up we take a look at what it says about the representation of women within engineering – or more accurately, the lack thereof.

Women engineers present “an opportunity”

The report noted women comprise only 11.2 per cent of the engineering workforce.

Furthermore around 16 per cent of engineering students and 13 per cent of qualified engineers in Australia are women. The data is drawn from Women in Engineering , a research report published by EA in June this year.

Strengthening the engineering workforce restates the earlier report’s key findings likely because increasing the participation of women is seen as a relatively straightforward way of increasing the overall engineering workforce.

“Of all the women we surveyed who didn’t choose to study engineering, 90 per cent of them said they didn’t even consider engineering or barely considered engineering,” Engineers Australia Chief Engineer Jane MacMaster told Create in August .

“That’s … alarming. But it’s also an opportunity, because the most commonly cited reason for not considering engineering was a lack of awareness of what engineering is and what engineers do.”

Changing perceptions of engineering

The report strongly suggests engineering has an image problem among women.

It notes a lack of positive perceptions about the profession, including perceptions around engineering being “too difficult” to study and being male-dominated.

This is despite the fact female engineers often reported high job satisfaction compared to women in all other fields.

“We need to bust some myths about what an engineer is,” said MacMaster. “Engineers can sit all day in front of a computer, they can work outside, or anything in between.

“Engineering is a profession that allows you to contribute to making the world a better place.”

Getting this message across to girls and young women considering a career in engineering comes down to finding ways to celebrate and promote the stories of women in engineering .

Campaigns like International Women in Engineering Day (held each year on 23 June) do help. But MacMaster also spruiks a more personalised, grassroots approach.

“Sharing stories about engineering work with young people in your family and friendship circles is a powerful way to raise awareness about engineering,” she said.

“Using storytelling to help more girls understand what engineering is, is what the research tells us is the most important thing we can do.”

Changing the culture of engineering

Still, it’s going to take more than advocacy and storytelling.

The report found non-inclusive workplace cultures and unequal opportunities remained issues in many circumstances, with two-thirds of female engineers who left engineering roles stating these as their reasons for doing so.

Women engineers also had a high rate of imposter syndrome (doubting their own abilities and achievements), with half reporting experiencing this compared with a third of male engineers.

These thorny cultural issues will be trickier to untangle. Increasing women’s participation is one thing, making sure they are supported to remain and flourish in the profession is another.

“What I’ve seen in my career is that women aren’t always that good at putting their hand up and being confident,” said MacMaster. “There is sometimes the feeling that if you get something wrong, it will be related to the fact that you’re young and female.”

Research exploring high attrition rates among women in STEM industries found women crave equal opportunities to grow , advance and be recognised within their organisations.

For that to happen, government initiatives to encourage more women to pursue STEM careers and an industry-wide commitment is required. However, there are a number of things employers can do right away, such as understanding and addressing the biases women experience at work, as well as the value of having a diverse workplace .

Whatever it takes, increasing the participation and retention of women in the engineering workforce is one clear path to overcoming the challenges facing the profession. Employers therefore have a significant role to play in advocating for women in engineering during every stage of their career.

Bayside Group has been matching engineers with organisations for over 40 years. Find out how we can assist you.

Know safety, work safely: National Safe Work Month gets underway

Mon, 03 Oct 2022 01:42:18 GMT

National Safe Work Month kicks off this week with the theme “Know safety, work safely”. Safe Work Australia is promoting a different area of health and safety each week throughout October, with week one focusing on injuries at work.

“Everyone has the right to be safe at work,” says the Safe Work Australia website . “This week focuses on common health and safety risks and how to control these risks to keep workers safe − whether it is from slips, trips and falls, lifting, pushing and pulling (manual tasks), or moving objects.”

So what ar e the most common workplace health and safety risks? And how can employers and employees work together to ensure workplaces protect the health and safety of everyone?

Strains and sprains

In any industry where workers perform a large amount of physical labour, the risk of bodily injury is substantial.

Safe Work Australia reported that in 2020 , fatalities in agriculture, forestry and fishing, transport, postal and warehousing, construction, and manufacturing accounted for more than 75 per cent of workplace fatalities for the year.

The report also includes statistics on “serious claims”, defined as “all accepted compensation claims for an incapacity that results in a total absence from work of one working week or more”. By far, the greatest cause of injuries resulting in such claims was “body stressing”, at 37 per cent.

“Be sure to use correct manual handling techniques when lifting and shifting, pushing and pulling,” says Acclaimed Workforce’s Injury Management and Safety Manager, Sarah Will. “If it’s too heavy stop and ask for help.”

Sarah also advises workers talk to their employer about job rotation, using lifting aids and reducing risks around manual handling.

Safe Work Australia has provided detailed resources on specific potentially hazardous tasks , including the operation of industrial rope access systems, concrete pumping, elevating work platforms, and working in heat.

Slips and trips

Offices bring with them their own physical hazards. Safe Work Australia reported that slips, trips and falls accounted for 23 per cent of injuries that resulted in a serious claim. Again, there are a number of things office workers and managers can do to significantly reduce the risk of such injuries:

Always use handrails when going up and downs stairs
“Look before you leap” − move your eyes before your feet so you can see any trip hazards
Never have cords across walkways
Clean up spills immediately or use signs to highlight slippery surfaces
Make sure housekeeping inspections are done on all office areas to ensure items are stored away correctly and unnecessary clutter is removed

Roles that require sitting for long periods of time in front of a computer also pose a physical risk.

Work stations should be set up to allow for proper posture and to minimise eye strain. Also consider chair and desk height, screen size and proximity, and accessibility of regularly used items and accessories to minimise over-reaching and repeated awkward movements.

Workers should be encouraged to practise good posture and take regular breaks to stretch, rest their eyes and move around.

OHS at home

Of course, many companies allow for hybrid and remote working arrangements. It is worth remembering Workplace Health and Safety laws still apply if employees work from home. Businesses must eliminate or minimise health and safety risks to such workers as much as they reasonably can.

Companies allowing employees to work from home should consider conducting physical checks of workers’ home office set-ups to ensure they meet occupational health and safety standards.

Speak up for safety

Whatever your industry or work environment, it is important to report unsafe conditions and behaviour to your supervisor or manager. When it comes to workplace injuries, prevention really is the best medicine.

If injuries do occur, you should immediately report the incident to your supervisor or manager and get first aid or medical treatment as required.

Bayside Group is ISO 45001 certified for OHS, and provide workplace safety management services for contingent workforces. Contact us today to find out how we can assist you.

This week we’ve focused on physical health. Next week’s National Work Safe Month theme will consider workers’ mental health and the impacts of psychosocial injury for employers and workers. Check back then for advice on how to identify psychosocial hazards and manage psychosocial risk.

Micro-credentials’ major impact for engineering skills

Mon, 26 Sep 2022 00:11:10 GMT

A recent report by Engineers Australia described the country’s current engineering skills shortage as “perhaps its greatest-ever” . This month’s Jobs and Skills Summit doubled down on that message, plotting a course that emphasised a “better skilled, better trained workforce” .

“Visibility of career pathways and awareness of career opportunities is an important driver of retention in the engineering workforce,” says the Engineers Australia report. “Learning and other opportunities can help to retain engineers in the workforce by opening up new opportunities.”

As a result, Engineers Australia in partnership with Engineering Education Australia (EEA), it recently launched a new suite of skill and competency consolidation tools known as micro-credentials.

“The micro-credentials will assist engineers to ensure their knowledge and skills remain relevant to a very dynamic industry,” says Engineers Australia Chief Engineer Jane MacMaster.

But what exactly are micro-credentials, and how can they support engineers and the companies that employ them in building a skilled and agile engineering workforce?

Boosting civil engineers

In a nutshell, micro-credentials are a way for engineers to demonstrate and consolidate ultra-specific skillsets and competencies. The engineer comes away with a formal tick of approval to enhance both their CV and, if they desire, their path to Chartered status.

“Engineers Australia micro-credentials are based on assessment of knowledge and experience to a level of acceptable industry practice,” says EEA General Manager Alexandra Sparvell.

The first batch of micro-credentials offered by EEA target civil engineers, particularly those involved with rail track works. The speciality areas recognised are:

Determine Rail Track Design Requirements
Develop Rail Track Alignment Design
Plan Rail Track Construction
Scope and Commission Rail Track Maintenance

Participants are asked to demonstrate how they put the skill or competency into practice in their workplace. They provide real-world examples, evidence and written explanations that are assessed against specific criteria, as well as completing a video interview.

“Technology, systems and ways of working are changing so fast, and industry is on the lookout for people who are up to date,” said MacMaster. “Micro-credentials offer a fast way to build or extend existing skills and knowledge in a way that is validated against recognised practice.”

The EEA is inviting inquiries about its next stream of micro-credentials, which will focus on construction engineering.

The professional skills “required of all engineers”

In addition to its engineering specific offerings, the EEA provides micro-credentials for “in-demand, highly transferrable” professional skills including Communication, Stakeholder Engagement, Risk Management and Ethical Practice.

It’s a holistic approach that recognises being an effective engineer is not just about what you can do, but how you go about doing it.

“Engineering is a discipline that requires lifelong learning,” says Peter Briggs, Engineers Australia’s Advisor to the Chief Engineer . Engineers Australia see micro-credentials as the future of upskilling for engineers.

The Jobs and Skills Summit highlighted the importance of international talent

Tue, 13 Sep 2022 03:03:01 GMT

The September Jobs and Skills Summit painted a critical picture of the Australian skills shortage, with employers now bearing the brunt of the country's tough migration laws during the height of Covid-19. The situation has become so dire, in fact, that Australia is thought to be suffering the world’s worst skills shortage , behind only Canada. This equates to a loss of half a million workers, which has shrunk the Australian economy by an estimated $80 billion.

Among the top most in-demand jobs predicted over the next five years are construction managers, civil engineers, early childhood teachers, nurses, ICT business and systems analysts, and software programmers.

This skills shortage is being driven by a myriad of factors, however most are in agreement that it is the lack of migration that is the main cause. Research by Deloitte Access Economics shows that while there are signs overseas migration is slowly starting to rebuild, it’s still at a “fraction” of its pre-COVID level.

As a result, migration was the government’s focus at the Jobs and Skills Summit, with agreed upon instant actions to include; lifting the skilled migration limit to 195,000 places for this financial year, providing $36.1 million to accelerate visa processing and resolving the visa backlog, and providing two more years of stay for recent graduates with select degrees in areas of proven skills shortages.

Backed by these incentives and the government’s renewed support in migration, securing international professionals who have skills not readily available in Australia may be a positive move for employers struggling to fill jobs.

How to use international professionals to navigate the skills shortage

One of the major factors stopping Australian employers from engaging international talent is the complexity of the process, which includes everything from visa paperwork and police checks to English language tests. All of this takes time and resources that many employers simply don’t have, alongside additional levels of risk if not carried out correctly.

Dennis Anderson, Bayside Group Senior International Recruitment Consultant, says it is for this reason that many Australian organisations choose to on-hire international professionals through a company such as Bayside Group.

“Most organisations don’t want to get involved in the intricacies of sponsoring people themselves and applying for and maintaining a Standard Business Sponsorship, as the rules are stringent,” he explains. “For example, labour market testing needs to be performed to demonstrate that the necessary skills can’t be found in Australia. Once this has been established, then there’s numerous steps in the actual sponsorship of an international professional, once the individual has been identified.”

“This could include comprehensive health checks, police checks, English language tests, a diary of where and when they’ve travelled over the last 10 years. It’s exceptionally involved, and a lot of employers understand why it’s so beneficial to outsource this component.”

Adding to this, even once the individual has been secured and onboarded, there are ongoing compliance risks in relation to meeting immigration requirements. For example, if an international employee’s job changes while working in Australia and immigration is not notified, this could result in the organisation being sanctioned from sponsoring employees again for a certain number of years.

How Bayside Group can assist

Bayside Group has a long history of helping employers’ weather economic downturns and skills shortages through the provision of on-hired international talent. In fact, Bayside Group is one of the few 482-sponsors approved by the Department of Home Affairs (DHA), and has sponsored over 600 international professionals to work for Australian employers through our 482 Visa Sponsorship Services .

With compliance at the heart of all its operations, Bayside Group mitigates the risks involved with direct hire of international professionals, while streamlining the complex and time-consuming sponsorship process for employers.

Whether you have identified talent from overseas, or simply need talent that you can’t currently find in Australia, Bayside Group can assist with the recruitment, mobilisation, engagement and ongoing management of international professionals.

Find out more about our 482 Visa sponsorship services and request a call back here , or contact us here .

Exhausted? Burnt out? Here's how to re-energise yourself for work

Wed, 07 Sep 2022 23:25:48 GMT

The last few years have proved stressful for employees and employers alike. For many organisations, the pandemic brought with it increased demands, while staff shortages have seen many employees respond by putting in overtime. Inevitably, these pressures lead to burnout, higher stress levels and exhaustion amongst the workforce. In fact, according to a global study conducted last year , Australian office workers were the most burnt out in the world, with 53 percent admitting they suffered burnout in the last 12 months. This high number has been a considerable factor in the higher attrition rates many organisations have been experiencing, which inevitably leads to more pressure on the workforce.

While many people look to time management to help gain control of their lives, get more done at work and decrease stress, this may not be the best approach. Time is a finite resource, and no matter how much we wish for more, we still only have 24 hours in a day.

According to The Energy Project, however, energy is different kind of resource. And while it may not necessarily be infinite, there are steps we can take to increase our energy output in such a way that, not only helps us achieve more in our workday, but do so in a way that reduces our risk of burnout and stress.

This theory suggests there are four key areas from which we draw energy—the body, emotions, mind, and spirit—and that each of these can be enhanced in a way that drives better outcomes for both individuals and organisations, such as greater professional satisfaction, productivity, team output and retention.

Here, we look at these four areas of renewal and what employees and employers can do to bring more energy into their everyday lives so they can work and feel better.

Physical energy – the body

It’s no secret that inadequate exercise, a poor diet and lack of sleep diminish energy levels, reduce concentration, inhibit performance and impact your mood. Despite being widely accepted, however, a great proportion of people don’t practice the healthy lifestyle rituals that would add so greatly improve their lives. This isn’t to say people don’t want to make this change, but instead they don’t feel there is the time to do so given the demands on their time are so high.

A great place to start is by performing an energy “audit”, which will help to identify the areas of your physical energy that may be the most depleted. For example, do you regularly get less than seven hours of sleep each night? Are you frequently skipping nutritious meals in lieu of something quick and easy? How often do you exercise each week? Asking yourself these questions can help you understand where to place your focus and make improvements.

The next step is to identify rituals for building and renewing physical energy in these areas you’re lacking. Here are a few that could be useful:

Get more sleep

According to a 2019 Federal Inquiry about the state of Australians' sleep, 10.3 million or 40 percent Australians aren’t getting the recommended seven to nine hours sleep each night, and close to 60 percent of Australian adults show at least one sleep disorder symptom. While this is obviously concerning for individuals, it also places a huge impact on the Australian economy, costing $66.3 billion a year in health and indirect costs.

Prioritising sleep and aiming to get at least 7.5 hours every night can help to improve memory, better immune function, elevated mood, and enhance learning and problem-solving abilities, to name a few.

Exercise for at least 30 minutes a day

Daily exercise can help to elevate your mood, reducing stress, lower anxiety, improve blood flow to the brain, enhance the production of new brain cells, boost memory, increase discipline and aid in decision making.

According to psychologist and behaviour change expert Ron Friedman, exercise shouldn’t be thought of as something we do for ourselves—a personal indulgence that takes us away from our work—the positive impact physical activity has on work performance makes it something that should be seen as part of your job. Roughly 150 minutes of weekly exercise can be sufficient to gain all the benefits.

Take regular breaks

Implementing breaks in your work day every 90-120 minutes can result in higher performance, greater productivity and less fatigue. Also known as "ultradian rhythms", these refer to 90 to 120-minute cycles during which our bodies slowly move from a high-energy state into a physiological trough. Toward the end of each cycle, the body begins to crave a period of recovery, which you may notice through symptoms such as physical restlessness, yawning, hunger, and difficulty concentrating. If ignored, this can result in feeling exhausted by each day's end, but by giving your body breaks for renewal can result in higher and more sustained performance.

Emotional energy – quality of energy

In a negative emotional state, an individual tends to burn through their energy very quickly and easily. Conversely, when people are able to take control of their emotions and work in a positive mindset, they can improve the quality of their energy, regardless of the external pressures they’re facing.

Unfortunately, when confronted with relentless demands and unexpected challenges, people tend to slip into negative emotions—the fight-or-flight mode, which makes it difficult to think logically or reflectively. They become irritable and impatient, or anxious and insecure. Here are some ways to combat this in the workplace:

Deep breathing or meditation

When it comes to regulating emotions, the breath is one of our most powerful tools. Deep abdominal breathing is a simple ritual you can initiate anywhere, so when you're feeling stressed, overwhelmed or frustrated, try exhaling slowly for five or six seconds for a minute or so. This has been shown to induce relaxation and recovery, while turning off the fight-or-flight response. You take up to 23,000 breaths a day – make them count!

Express appreciation

Showing appreciation and gratitude is strongly and consistently associated with greater happiness, giving way to positive emotions, relishing good experiences, improving health, dealing with adversity, and building strong relationships. For employees, this could be emailing or calling a colleague to congratulate them on a job well done. For managers and HR teams, this might be about creating a culture of appreciation and gratitude through rewarding results, holding company-wide awards and thanking people for their years of service.

The mind - focus of energy

In today's connected world, switching off from technology and finding solid focus time can be challenging. And though multi-tasking might seem like the most effective use of your energy when you have several deadlines on the go, it actually reduces productivity and your overall energy. In fact, studies show that when you multitask, you aren’t doing multiple things at once. Instead, your brain is rapidly switching attention between the activities you’re engaging in, resulting in lower productivity, slower memory recall and becoming more easily distracted.

If you find yourself struggling to focus and constantly distracted, here’s some strategies that may assist you:

Schedule “technology downtime”

Taking breaks from technology, such as answering phone calls and responding immediately to emails can be a good way to ensure your focus isn’t broken multiple times throughout the day. Find the time in your day when you feel you do your best work and mute your technology during this time. By doing so, you’re creating a mental routine and training your brain to show up, ready to focus on the task ahead at the same time every day. This becomes a mental cue for deep, focused, distraction-free work.

Remember to let your colleagues or team know you won’t be available during these times.

Create a distraction-free environment

This will be particularly useful for those working from home or in a hybrid model. Clear your desk of clutter, set yourself up for the day in a quiet space and let those in your home know that you’ve begun working and won’t be available until a specific time. Doing this will create the kind of environment where you can maximise your productivity, work in a calm environment and feel in control of your day.

The spirit: energy of meaning and purpose

When performing work that feels meaningful and valuable, people typically feel more positive, focus better, and demonstrate greater perseverance. Following the pandemic, purpose has become a significant decision-making factor when it comes to accepting a job offer, with a survey finding that employee’s sense of purpose or impact on society is the second-most important criteria for young talent when considering new jobs.

Regrettably, the high demands and fast pace of corporate life don’t always allow for this focus on purpose and values, with external factors so often influencing our actions. These strategies could prove useful:

Do what you’re good at and what you enjoy

It can be useful to take a step back from your work and assess the tasks you do. Along the way, have there been responsibilities you’ve picked up or been assigned that you don’t enjoy? Are their things you do each day you find meaningless, or feel don’t add value? It’s worth understanding what these are and having a discussion with your manager about whether you’re the best person to perform these duties. This then frees up space for you to perform that work which you find fulfilling and meaningful.

For managers, it will be important to support employees on this journey to find purpose at work. When organisations invest in employees’ purpose, individuals respond by bringing all their energy wholeheartedly to work—and both companies and their people grow in value.

Live organisational values every day

Organisations can talk the talk when it comes to company values and purpose, but if it’s just lip service, employees will likely see straight through this. Leaders can perform an audit to see if the everyday work and culture align with organisational values. If they don’t, then a shift may need to occur to re-engage employees. If they do, then perhaps they need to be more readily promoted throughout the business and, indeed, within your Employee Value Proposition . This won’t only aid in retaining employees and helping them perform their best work, but also attract candidates to your organisation.

Target these alternative talent pools to help fill staff shortages

Wed, 07 Sep 2022 04:35:20 GMT

It’s no secret that Australian employers across almost all industries are struggling to find and retain staff: vacant jobs are being advertised in record numbers, the unemployment rate is at its lowest in almost 50 years , and 31 percent of Australian workers are looking to move jobs within the next six months.

The competition for talent remains fierce, and employers who try to attract and retain talent using the same traditional methods are unlikely to overcome these challenges. How, then, do organisations navigate these difficult labour market conditions?

One answer may be to look beyond the usual talent pools, and instead identify groups of workers with varied (though no less meaningful) experience, and differing workplace priorities. Here, we look at these non-traditional talent pools where employers can find staff, and how to entice them.

Part time/flexible workers

When the pandemic began in 2020, many employees exited the workforce to take on caregiving roles or duties - whether that was to conduct home schooling or to care for ailing family members. With Australia now operating with only minor restrictions, many will be looking to re-enter the workforce, but will want to do so in a flexible capacity that allows them to maintain a work-life balance.

Remote work can mean many things: where someone works, how they work and when they work. Each of these will have different levels of appeal to candidates. For example, as of May this year, 61 percent of Australian job seekers indicated that the option to work remotely was a big factor in their decision to apply for a role, and said that if remote work wasn’t offered with their current employer, they would likely resign and look for another job.

In a tight candidate market, employers can attract and retain talent by offering flexibility such as part-time options, four-day workweeks, flexible hours, or even expanded benefits packages, such as parental leave.

Candidates from a different industry

For many Hiring Managers, investing in an employee who doesn’t have direct industry experience may feel risky, but in such a tight labour market, organisations should focus on hiring individuals based on their skill sets, rather than industry experience.

According to a global study , out of the people who quit their jobs between 2020 and 2022, 48 percent re-entered the workforce in a different industry. Given that 17 percent still haven’t returned to work, this means that only 35 percent of people took a new job in the same industry they worked in prior to the pandemic.

Of course, hiring from this talent pool will likely require a shift in thinking. But instead of focusing on the industry experience a candidate doesn’t have, focus on how they can grow and develop the required skills while working within your organisation and your industry. This means focusing on transferable skills , their ability to accept feedback, willingness to learn, emotional intelligence and motivation to produce positive outcomes.

This particular talent pool may require investment in internal mentoring, development and training to quickly get them up to scratch. However, with 70 percent of Australian employees prioritising training opportunities over salary when looking for a new job, this could position you as an attractive employer in the market.

While this may be a less straightforward, more daunting interview and recruitment process for Hiring Managers, remember this is something professional recruiters will be well-equipped to assist with.

Are younger or students

The 2021 Australian census found the proportion of Gen Z is quickly approaching Gen X, and that this younger generation will soon surpass Millennials as the most populous generation on earth - making up at least a quarter of the global workforce by 2025. This group will prove to be a useful talent pool for organisations, given Gen Z’s growing reputation for being the most socially conscious, tech-savvy generation.

When aiming to attract such talent, employers will need to consider what entices this generation to organisations and job opportunities. For example, values and purpose play a huge role in the professional choices of younger workers. So much so, that 37 percent of Gen Zs say they’ve rejected a job based on their personal ethics, and are willing to walk away from employment if the company’s values aren’t in line with their personal beliefs.

When targeting this younger generation, it pays to remember some may be in the process of completing their studies, whether that be a university degree or vocational training. Offering flexible work schedules to accommodate classes, along with internal development that offers clear advancement trajectories, will go a long way to attracting and retaining students, particularly the ambitious and education-focused Gen Z. Furthermore, investing heavily in the day-to-day interactions that build a high-quality culture can help create an even more enticing recruitment package.

Are older workers or have had a “career break”

Though it was a larger proportion of the younger generations dropping out of the workforce when the pandemic first began, the lasting story is about Australia’s older workers. Even as the economy reopened and vacancies hit record level, those aged over 50 have continued to drop out of the labour force.

This choice to retire early could be due to several factors. For example, new research indicates that since the pandemic, older generations are less driven by monetary gain , and have thus decided to leave the workforce and find fulfilment in other aspects of their lives. Another factor is they may have been working in sectors that were in decline prior to the pandemic, and so workers considered it unlikely they would get their job back and chose to retire early rather than look for another job or retraining. Whatever the reasons, the message is that this group of older workers have perceived lower returns from continuing to work.

It’s likely that organisations haven’t pursued these experienced workers perhaps as much as they could, and therefore need to consider the kind of work benefits and circumstances that might entice them to re-enter the workforce. The same can be said too for workers who have taken a career “break”.

Having completed traditional careers, it’s likely these individuals will want more than the traditional value proposition to be enticed back into the workforce—including the promise of meaningful work.

In the current market, employers will need to look beyond traditional talent pools to the workers who want flexible, supportive work arrangements. These people are out there - in greater numbers than before - and can be enticed using the right strategies. If you require assistance sourcing and hiring talent, contact Bayside Group today .

Meet our Senior Appointments Team

Tue, 30 Aug 2022 06:18:46 GMT

The way organisations operate has changed significantly and, with this, has come a decisive shift in the role and expectations of senior management and leadership.

Not only do leaders need the technical know-how required of their role, but also the ability to analyse, empathise, manage conflict, communicate and motivate their teams. Get such an appointment right, and you have the potential to create productive teams that thrive. Get it wrong, and the impacts can be disastrous, resulting in low morale and high staff turnover, just to name a few.

In such a tight candidate market, where competition for quality senior talent is high, many organisations are struggling to identify and source the best individuals for the job – and keep them interested long enough to place an offer on the table.

In response, many of our clients have turned to Bayside Group for professional assistance in securing the senior professionals they need to create profitable, harmonious teams.

Here, we introduce Bayside Group’s Senior Appointments team , who provide insight into the current candidate market, and explain how they leverage decades of experience to identify, source and hire valuable senior professionals for our clients.

Navigating the teacher shortage: why it’s happening and what schools can do

Thu, 18 Aug 2022 00:16:07 GMT

On August 12, state and federal education ministers met in Canberra for their first in-person meeting in more than a year to discuss the increasingly dire nation-wide teacher shortage. In March, Guardian Australia reported that more than 4,000 extra high school teachers would be needed nationally over the next four years, with New South Wales and Queensland forecast to experience the biggest shortfalls. The figures – from federal government modelling – also showed more than 50,000 teachers were expected to permanently leave the profession between 2020 and 2025, including almost 5,000 teachers aged between 25 and 29.

The situation has only worsened over winter, with the Omicron variant causing sweeping teacher absences that have forced schools to plug critical teacher vacancies with non-classroom-based educators simply to keep schools operating. Some have even considered returning to remote learning due to being up to 70 education staff short in a given week.

This is a particularly challenging time for education employers, with the start of term four approaching, the time when hiring education professionals for the following year typically begins.

Here, we look at some of the main factors driving the teacher shortage, and what education employers can do to attract and retain staff ahead of the 2023 school year.

Burn out and lack of work-life balance is real amongst teachers

The pandemic placed an incredible amount of pressure and stress on Australian teachers, both in primary and secondary schools. With remote teaching becoming the norm, the line between work and home was increasingly blurred for educators, seeing burnout become a serious issue.

According to the NEiTA-ACE Teachers Report Card 2021 , 75 percent of educators feel stressed by their work, 82 percent struggle with work-life balance and one in three are dissatisfied in their job. Over a quarter work more than a five-day week and many work irregular hours; 30 percent put in more than an additional 10 hours at school before going home and, once at home, 20 percent keep working for more than 15 hours.

It’s no wonder then, that burnout and lack of work-life balance was identified as the top reason teachers are leaving, or considering leaving, the profession.

To reduce the risk of teacher burnout, schools should consider creating structured wellbeing and support programs, and continuously reviewing their efforts in bettering employee wellbeing. This means fostering a sense of social connection, creating a psychologically safe working environment, enabling greater flexibility and providing access to support services. Furthermore, with many teachers describing their mounting administrative tasks as “overwhelming” and taking time away from their ability to connect with students, schools can look at how such tasks might be streamlined or minimised for staff.

Uncompetitive remuneration

According to the same survey, 49 percent of teachers reported they are paid “poorly” or “very poorly”, and, unfortunately, this issue is only worsening. In fact, educators’ salaries have been decreasing for several years – something that was only exacerbated by the Covid-19 pandemic and increased inflation, with 84 percent of teachers indicating their salaries had decreased as a direct result.

Many educators have undergone a sustained period of working in difficult conditions during the pandemic, citing increased intensity, higher stress and a larger workload. While salary is only one component of a retention strategy, it is a significant one when it comes to retaining and attracting teachers.

In this way, it’s important for schools to understand the current labour market and what a competitive salary looks like. If resources aren’t available to offer salaries in-line with this, employers should consider other incentives that would appeal to teachers and make these key priorities within their employee attraction strategy.

The impact on public schools

The public school system has been hit particularly hard by teacher shortages, with vacancies reaching almost 1700 in July in NSW alone. As a result, in July the NSW government announced it would launch an aggressive push to draw more graduate teachers into the public system, as many public schools are unable to offer salaries in-line with independent schools or as many permanent placements.

According to the head of the University of Sydney’s school of education, Deb Hayes, private school principals have more flexibility to offer stable employment and can snap up graduates during the gap between finishing their degree and starting work.

“Giving teaching students earlier access to schools during their training will make them better teachers and help them build better relationships with schools, which we can leverage to provide earlier employment offers,” she said.

While such initiatives are predominantly government and university-led, school Hiring Managers may need to adjust their expectations as to the level of experience job applicants have. While a candidate who has several years’ experience may be more desirable, being open-minded about hiring incoming graduates and providing on-the-job training could go a long way to helping fill vacancies.

A leadership shortage

The continuing teacher shortage is also driving a higher turnover of educational leaders, with a direct correlation between teacher shortages and declining job satisfaction of principals.

With mounting pressure and intensification of role responsibilities, when principals face ongoing staff shortages, they are more vulnerable to depleted energy and waning resilience, resulting in higher attrition rates. By the same token, teachers identify effective school leadership as a critical working condition impacting their likelihood of staying or leaving the profession. In other words, losing effective principals can trigger the loss of more teachers.

This problematic cycle demonstrates the need for schools to prioritise the mental health of their principals and other educational leaders. While there are very limited evidence-based recommendations to support principals’ wellbeing, some research has suggested factors encouraging principal retention include strong networks and knowledge of the workload involved for leaders establishing themselves at new schools.

Enlist professionals to assist

With teacher shortages being felt by primary, secondary, public and independent schools across the country, reaching out to professionals for advice and assistance will be beneficial in the lead up to the 2023 school year. Enlisting recruitment professionals that specialise in the education sector, such as Bayside Group , will give schools access to a larger talent pool, help Hiring Managers navigate the current labour market, and better understand how to attract teaching professionals to their school.

If you’re looking for employees within the education sector, contact Bayside Group today and speak with our dedicated education recruitment consultants.

Include these 5 things in your job ads to increase applications

Mon, 08 Aug 2022 23:37:38 GMT

Vacant jobs are being advertised at record numbers and applications per job ad are at the lowest observed level in a decade. Couple this with an unemployment rate of just 3.5 percent as of June this year, and it’s no wonder that employers across all industries are struggling to fill roles.

So, with the competition for talent so high, how do Hiring Managers attract appropriate job seekers?

As a specialist recruitment agency with experience sourcing hard to find talent, we would argue that a job advertising alone most likely won’t be the answer. However, if you are going to post an ad, it needs to cut through the noise. A job ad acts as the calling card for your business – a way to provide information about a vacant job, company culture and benefits that will hopefully entice job seekers enough to hit the “apply” button.

But with a plethora of ads being featured across job sites, LinkedIn and even platforms such as Instagram, it’s important to write something that stands out from the crowd.

The expectations of Australian employees and job seekers have changed since the pandemic, and it’s important that Hiring Managers take this into account when crafting job ads. Furthermore, with advancing technology, the ways in which job ads are found and applied for has also altered in recent years.

Here, we provide a quick guide on the five things Hiring Managers and employers should include within their job ads to attract candidates in the current job market.

The option to work from home and flexibility

According to SEEK, “work from home” is now the top keyword searched on the site. So much so, in fact, that many jobseekers choose to search it over any job title or industry. As of May this year, 61 percent of job seekers indicated that the option to work remotely was a big factor in their decision to apply for a role, and that if remote work wasn’t offered with their current employer, they would be likely to resign and look for another job.

Despite this however, SEEK revealed that only approximately 5 percent of job ads on the platform explicitly mentioned words and phrases relating to the option to work from home.

With the desire for flexibility around working hours and location so high, it would be remiss of organisations to omit this from their job ads. By including this detail, not only will you be more likely to attract more candidates, but also improve the searchability of your job ad, due to the inclusion of relevant keywords.

If working from home isn’t something your organisation offers, perhaps due to the nature of the work or structure of your organisation, then this is also important to mention. While it may deter some job seekers, it’s better to be transparent from the outset than hire someone and find out six months down the track that you’re a mismatch.

Remember too, there are many ways to allow for flexibility in a role. Whether it is allowing employees to choose hours or offering a position as full-time or part-time, flexibility can expand applicant numbers.

Company values, diversity and Inclusion

According to the Harvard Business Review, 76 percent of employees said a diverse workforce is an important factor when evaluating companies and job offers. Furthermore, they will actively ask questions about diversity targets and strategies, which make it a poignant inclusion to your job ads.

This can be done by declaring yourself as an equal opportunity employer, using gender-neutral language within your ads, and even mentioning any diversity initiatives your organisation has developed. It is also recommended that you only focus on criteria for the role that is absolutely critical, as research shows women will be less likely to apply if they don’t meet most requirements.

An effective diversity and inclusion strategy is something that needs to be addressed across multiple areas of a business and can take a significant amount of time and effort to create. If you feel as though your organisation isn’t quite there yet, it’s important not to deceive potential job applicants, with 81 percent of candidates stating it’s important for advertisers to be completely honest in all aspects of the job advertised. Instead, you can say it’s something you are striving towards and place great importance on.

A great ad summary

With attention spans getting shorter and such an enormous number of ads for job seekers to scroll through, it’s important to grab their attention quickly. One of the best ways to do this is with your job ad summary, which is what appears first on the search results page and is where people spend approximately 80 percent of their time when looking for a job. If you fail to grab their attention here, you’ll fail to win their click.

With 74% of people more likely to apply for a job if the job ad if it clearly lists the employee benefits, it’s important to consider what really sets your workplace apart from others. Try to avoid overused, blanket statements such as “great culture” and “work-life balance”, which are omnipresent in the search results. Instead, highlight the specifics that make the job and your organisation appealing: do employees get to choose their WFH days? Do you have an annual team getaway or monthly lunches that highlight a great working culture? Perhaps you offer employees a wellness bonus each year to spend on a program of their choosing.

Whatever it is, make sure to promote these benefits quickly and directly to help you score the click through to your job ad.

Write with clarity

Recent research has shown that concise, succinct job ads that quickly provide the necessary information about the role and organisation are more likely to attract candidates, as engagement with an ad often happens within the first 10 seconds. This includes using standardised job titles for your ad, so it can be more easily found in searches.

Ensure to include action words within the summary, as well as the location, which will be a big factor in whether someone deems the role appropriate for them. Candidates also want to know the specific of the job – what they’ll be doing in a day-to-day capacity – with simple and direct language detailing the most important criteria of a role being favoured by 71 percent of candidates.

There is a fine line here though. While job seekers want to understand the specifics of a job, there is such a thing as too much detail. To manage this balancing act, include dot-points of the main job-defining responsibilities and tasks to help people make informed, quick decisions.

Also consider how well your ad will be optimised for those individuals searching for jobs on their mobiles. If your potential candidate must endlessly scroll for information, chances are they’re going to move on pretty quickly to something else. Remember, one line on the desktop is roughly five lines on mobile, so make sure you’re also writing for ease of reading and comprehension on mobile devices.

To mention salary or not...

Many job ads leave the salary out, but this can be a huge factor when aiming to attract potential candidates to the role, especially given that financial benefits are still the most important for two in five people . But this can be difficult for organisations if they are unable to keep up with the salary growth that’s occurring across some industries due to the competitive nature of the market.

For this reason, it’s important to do your research and understand where the salary you’re offering sits. If it’s on-par or above your competitors, then consider including it in your job ad. If you’re worried it isn’t, then it’s likely best left out. If this is the case, be sure to highlight benefits other than just the salary, whether that be free on-site car parking, flexible work policies, staff discounts or a company car. These can help candidates take the full picture into consideration.

If you’re looking for talent or struggling to find candidates in the current market, partner with the professionals and contact Bayside Group today .

Managing competing priorities: hiring staff when costs are high

Thu, 21 Jul 2022 23:16:27 GMT

In the first months of 2022, with the economy simultaneously bearing the brunt of overseas disruptions and the fallout of Covid-19, it became increasingly apparent that inflation rates would rise. And rise they did.

In the March quarter, inflation in Australia reached 5.1 percent — the highest rate in many years — and by the end of the year is predicted to peak at 7.2 percent, well above the Reserve Bank of Australia’s 2-3 percent goal. And with upheavals to the energy, agriculture, and minerals markets as a result of Russia’s invasion of Ukraine, higher inflation and rising interest rates will likely be pervasive for some time to come.

Against this backdrop, managers are facing two conflicting priorities: trying to cut costs due to inflationary pressures, while simultaneously attempting to source and hire staff in an incredibly tight labour market.

Here, we look at what Hiring Managers and employers can do to navigate these two conflicting trends when recruiting in this challenging environment.

Do your market research and seek advice

Despite job ads recording a small decline for the first time in 2022, they remain well above pre-pandemic levels, sitting at 52.4 percent higher than those of June 2019. This, along with a decline in job applications for the fifth consecutive month and the lowest unemployment rate in Australia since 1974, has made it increasingly challenging for employers looking to hire.

As a result of “short supply” and the growing demand for talent, wages in certain areas have increased. Given the tight market, employees have greater bargaining power, and many organisations are offering a premium in the hopes of making themselves more attractive to potential hires.

In this way, entering into the market with as much knowledge as possible is key. Knowing the current average salaries for the roles in which you’re hiring will allow organisations to remain competitive, rather than having job ads lost amongst the masses. Engaging recruitment professionals who have specialist industry expertise will likely be very helpful here: with in-depth market knowledge, they can assist you in drilling down into realistic salaries based on job descriptions.

Be ready to compromise

Though offering competitive salaries is indeed one way to attract job seekers, it may not be viable for every business given the current economic pressures. As a result, Hiring Managers may need to set expectations as to the level of skills and experience potential candidates possess if higher wages aren’t an option.

Compromises may need to be made on less critical skills, and certain roles prioritised depending on organisational goals and strategy. For example, while senior roles may indeed require more investment, perhaps there is more scope for internal training and development for less senior roles.

Hire for potential

As mentioned above, offering a salary in-line with current market trends for certain roles may not be the appropriate strategy for organisations. In this way, hiring for potential will be extremely important.

Rather than becoming hung-up on the technical skills and experience a candidate doesn’t have, instead focus on how they could grow and develop the required skills within your organisation. This means focusing on transferable skills , their ability to accept feedback, willingness to learn, emotional intelligence and motivation to produce positive outcomes.

While this may be a less straightforward, more daunting interview and recruitment process for Hiring Managers, it is something professional recruiters will be well-equipped to assist with.

Furthermore, when hiring for potential, it is a good idea to consider the internal mentoring, development and training that can be leveraged or implemented to quickly get new employees’ skills up to scratch.

Focus on retention and address attrition

According to recent research conducted by PwC , the average cost to hire an employee has increased to $23,000 per candidate – up from an average of around $10K in 2021. Adding to this, the report revealed that in a study of 1,800 Australians, 38 percent were considering leaving their current employer in the next 12 months.

With these numbers in mind, Hiring Managers and HR may consider it just as beneficial – if not more so – to direct efforts into retention, which might prove to be more cost effective. Here, organisations can look at what they can offer candidates beyond higher salaries, and dig down into what job seekers are really looking for at this point in time.

Research shows that, though salary is indeed still a consideration in why individuals accept a job offer, things such as flexible work, training and development opportunities and even an organisation’s D&I policies are high on the list of importance, particularly for younger generations.

By the same token, it will be useful to access your attrition data, to see why employees may be exiting your company. According to data from SEEK , 36 percent of Australian employees identified burnout, or a lack of work-life balance as one of their top reasons for leaving a job, while poor-leadership and culture were also top reasons. By addressing these, employers will have a greater chance of increasing employee retention and loyalty, thus potentially reducing the need to hire. There is also the opportunity here to create a team of employee advocates who will assist in promoting your organisation to those in the market looking for work.

If you’re struggling to find staff in the current market, contact Bayside Group today . Backed by decades of experience, our specialist consultants have extensive networks and industry insights to assist you in finding the right employees for you.

She's price(d) less: how the gender pay gap’s faring in 2022

Mon, 18 Jul 2022 23:31:53 GMT

In July, the fourth iteration of the She’s Price(d)less was released, revealing that while the gender pay gap has not worsened, progress on closing the gap has indeed stalled. In fact, there has been no change in the gender pay gap in real terms between 2017 and 2020.

The report found that, unfortunately, discrimination against women remains the single biggest driver of the gender pay gap, which now amounts to the equivalent of $898 million per week – almost $51.8 billion – in earnings in Australia. This is followed by the combined impact of family considerations, unpaid care and time out of the workforce.

With Australian women among the most educated in the world and working more than ever, these results send a clear message: urgent action needs to be taken on both an organisational and systemic level. Without meaningful action, gender inequality risks becoming a permanent fixture in the Australian workforce.

Here, we look at the main drivers of the gender pay gap in Australia, why addressing the pay gap will be of benefit for organisations, and steps employers can make to enact change.

Diver #1: discrimination and bias

Gender discrimination remains the leading driver of the pay gap, contributing to 36 percent of the gender pay gap, equivalent to $348 million annually. Though this is a decrease of three percentage points from 2017, this draws attention to the cultural and systemic attitudes that create a disadvantage for women in the workforce.

Gender discrimination can occur in various forms within the workplace, either outwardly or covertly, and has been linked to practices such as workplace culture, hiring, promotion and access to training. For example, a 2019 study by Workplace Gender Equality Agency on gender equitable recruitment and promotion found that women and men are held to different standards in recruitment processes, with women more likely to face tougher evaluation standards, or to have their achievements and qualifications more closely scrutinised. This study also found that women are more likely than men to be penalised for attempting to negotiate for higher pay.

Hiring and promotion are areas where organisations can, on a micro level, make a difference. Educating Hiring Managers and others involved in the recruitment process will be key to minimising the impacts of unconscious bias, which can result in prejudicial decisions. These types of bias can take various forms, such as the stereotypical belief that women are less committed to their work, or need to be protected from overwork, which limit their ability to be hired into higher paying leadership roles. Furthermore, job ads should be monitored to ensure that gender-neutral language is used, so as not to alienate potential candidates.

Driver #2: care, family and workforce participation

Twenty percent of the total proportion of the gender pay gap is explained by career interruptions, which, for women is largely due to raising a family or caring for other family members.

There is the perception that taking time out of the workforce will result in depreciated skills and missed opportunities for upskilling and training, which often results in individuals returning to the workforce at a lower status or in lower paid roles. Interestingly, research suggests that career breaks taken for the purpose of education or self-employment have little effect on an individual’s pay, however time spent caring for family members does reduce future wages.

Where women face penalties in the workforce for parental responsibilities, also known as the “motherhood pay gap”, men are rewarded. In fact, data shows that after having children, men are seen to experience a “fatherhood premium”, gaining an approximate 7.3 percent to their wages.

Another major contributing factor to the wage gap is part-time employment, which increased from seven percent in 2017 to 11 percent in 2021. This is due to women making up a larger percentage of the part-time workforce, which was significantly affected by Covid-19. At the height of the pandemic in 2020, three out of five job losses in Australia were female, with the employment drop related to restrictions and lockdowns that significantly impacted sectors with high levels of women’s employment, including hospitality, retail trade, education and training. This overrepresentation of women in part-time and casual roles at the start of the pandemic made them more vulnerable to job losses and less likely to be eligible for government support, such as the JobKeeper payment.

Driver #3: occupational segregation and industrial segregation

Industrial segregation refers to the unequal distribution of women and men in certain industries, with women typically making up a larger portion of the workforce in lower paying industries, such as education and primary care. Occupational segregation pertains to the underrepresentation of women in high paying roles, such as management and chief executive positions, and overrepresentation in low paying jobs, such as care work.

In 2020, gender segregation in type of job (including both occupational segregation and industrial segregation) accounted for 24 percent of the gender pay gap, an increase from 17 percent in 2017.

Data from the WEGA and ABS makes it clear that Australia has a highly gender-segregated labour market, with prevalent gender norms and stereotypes inferring that there are some jobs which are “men’s work” and others that are “women’s work”. Organisations within male dominated industries should look at what they can do to encourage more women into their workforce, and ensure their female employees are being given the same training and promotion opportunities as their male counterparts. With less than one in four Australian organisations having a gender-balanced leadership team, this is likely an area almost every company could improve upon.

How employers can take action

While action needs to be taken to address the gender pay gap at a policy level, there are steps that organisations – and the leaders within them – can take to make positive change. It is important to understand that by closing the gender gap and removing the barriers that allow women to fully participate in the workforce, organisations would have the opportunity to fully utilise the potential of their human capital and increase female worker productivity, thereby increasing profitability. This is, of course, on top of the obvious ethical rationale.

So, where can employers start? There are numerous actions employers can enact to address the above underlying drivers of the gender pay gap. Some of these include:

Undertaking gender pay gap audits and actioning findings.
Addressing discrimination in work practices such as hiring, promotion and access to training.
Providing increased transparency and reporting on gender pay gaps, which holds organisations accountable.
Increasing the share of women in leadership positions, through targets or other diversity policies.
Developing networks of advocates for gender equality among men and women who can address barriers and affect change.
Assessing and amending where necessary your family and caregiving policies, including; redesigning part-time roles for female managers, increasing availability of flexible work, and enhancing availability and uptake of shared parental care.

It is also important to consider the intersectionality that comes into play with regards to the gender pay gap. While there is not a wealth of Australian data, overseas research shows that a woman's race or disability status can exacerbate the pay gap. The same can also be said for those identifying as non-binary.

With a SEEK data revealing job ads were 52.4 percent higher in June of this year compared to 2019, it is timely to consider this report and the changes that organisations can make to correct the gender pay gap, from recruitment and retention through to promotions and career development opportunities.

If you’re looking for a recruitment partner whose consultants are trained in non-bias, ethical hiring practices, contact Bayside Group today .

Women building the future of engineering

Wed, 22 Jun 2022 00:29:20 GMT

The engineering sector is currently facing a significant skills shortage, with estimates suggesting that an additional 100,000 engineers will be needed Australia-wide to cover proposed projects out to 2030.

With females making up just 11.2 percent of the engineering workforce in Australia, it’s clear there is a huge untapped resource when it comes to employing women within the field.

Each year, on June 23, International Women in Engineering Day serves to acknowledge the valuable contribution women make to the engineering sector, celebrate their achievements and encourage more young women and girls to enter the field of engineering.

To mark the occasion, Bayside Group invited some of our clients’ senior female engineers to provide insights into what it was like building a career in a male-dominated industry, how workforce representation has changed over the years, challenges they’ve overcome and what more they believe needs to be done to achieve parity.

Shereen Amin – Senior Structural Engineer, Coates

After graduating with an engineering degree in 2004 in Egypt, Shereen has since gone on to work for several organisations across the span of her career. To date, she has worked overseas designing everything from factories and residential buildings to large commercial developments. Moving to Australia in 2015, she now works as a Senior Structural Engineer at Coates designing Hydraulic shoring and temporary works.

Q: Can you tell me a bit about what interested you in becoming an engineer?

A: When I was growing up in Egypt, my dad designed a house for our family. I remember being so interested in how engineers would transform his drawings, design and dreams into a real house we would live in. I've also always loved maths and problem solving, and engineering sounded so interesting to me. Before I applied for college, I began researching engineering, its requirements and what would be involved in an engineering role.

What I love about the field is that no two projects are the same. You need to have a different approach to each project and utilise different methods of problem solving to overcome the unique challenges of each build. It’s so diverse and really makes you think in different ways. Perhaps what’s most rewarding however, is seeing the projects come to life – whatever you’ve designed on paper becomes a real-life experience for people where they can live or work.

Q: What was the experience of progressing your career like?

A: I’ve always been hungry to learn as much as possible about engineering, and I think that’s very important within a field like this, because there really is so much to master!

Every time I moved to a different country, role or company, I had to learn the relevant codes, or how to work with new materials or structures. Everything is specialised and there’s so much grasp. I really progressed by embracing the task of continuously learning and putting myself in uncomfortable situations where I didn’t know everything.

Q: Do you feel like you experienced any sets backs as a result of being a woman in a very male dominated industry?

A: For the most part, I would say no. However, there was an instance several years ago when I was still working overseas where I was offered the opportunity to become a team leader, which required me to be available 24/7 and work weekends. But as a mother of two children, that simply wasn’t possible for me. If they had been willing to provide more flexibility within the role, then perhaps I would have been able to move into that leadership position.

Q: What kind of initiatives has Coats implemented to champion women in engineering?

Coates has quite a few initiatives to help support and empower women at work. For example, last year they announced a flexible working hours program, so mothers who work have the ability to drop their kids at school or pick them up.

Secondly, they have the Leadership, Excellence and Performance Program (LEAP), which is designed to identify and develop high performing future female leaders at Coates. Each year, 24 women are nominated, of which I was one, to undergo an eight-month program that builds on our leadership capabilities. While not strictly limited to female engineers, I believe it’s these kinds of programs that will help to create more parity for women within the engineering workforce – and more generally – over time.

Rose Ferguson – Director, Balfer Engineering Consulting

Born in the Philippines and to parents who owned a construction company, Rose has since gone on to forge a career path in engineering that has spanned more than 20 years. Over the years, her work as a civil engineer grew into design and project management, seeing her become responsible for a wide range of complex multi-disciplinary infrastructure projects. In 2019, she founded Balfer Engineering Consulting, which specialises in project management and delivery. In the same year, she was a Women in Industry Awards finalist in the categories of ‘Excellence in Engineering’ and ‘Excellence in Road Transport’.

Q: You began working as a civil engineer. What drew you towards that as a career?

A: It was an industry I had exposure to from a very young age, as my parents owned a construction company in the Philippines. My parents their business in our garage and growing it to a workforce of more than 300 staff across the Philippines and New Zealand.

I spent a lot of my school holidays on work sites with my father and I loved seeing the rubble and sand transform into a structure. I think what I loved most, was that these infrastructures really gave back – they were an essential contribution to the community at large, and would be for generations to come. And to this day that’s what I still love about the engineering sector: creating infrastructure, whether its green spaces, roads or bridges, that connects communities.

Q: How have you seen the industry change over time with regards to female representation and inclusion?

A: I’ve personally always had a positive experience within the engineering sector, however I’m a big advocate for increasing female representation and inclusion, because even in this day and age, women are still such a minority in this space.

When I graduated from my Bachelor of Engineering in 1999, I was one of only three women out of 60 graduates in my class! During this time, as well as the early stages of my career, I felt this pressure to act like “one of the boys” in order to belong. But I hope that for women entering the sector now it’s different. Women should feel confident in being themselves and owning their voice. And while most engineering organisations and councils are trying to increase female representation, I think we still have a way to go with regards to changing the culture within the industry itself.

Q: In 2019 you founded your own engineering consultancy, Balfer. What made you want to do this and how do you ensure women are on an equal playing field to their male counterparts.

A: In 2018 I became unwell and took six months off work. During that time, I had an “ah-ha moment”, where I realised there might be a way for me to achieve a true work-life balance. After years of extreme pressure and stress, managing teams of 50 plus people, I realised that starting my own consultancy would allow me to continue doing what I loved, while still having life.

At Balfer, I take an active role in seeking women out and giving them the recognition they deserve. We’re a small operation, and 70 percent of my engineers are actually female, as that’s where my networks are. Everyone gets the same flexibility, and I ensure everyone receives the same level of opportunity.

Q: What more do you think needs to be done to encourage more women to begin working within the engineering sector?

A: So much of it comes back to culture and changing the way that people view the engineering sector. I think this needs to start at the early stages of people’s education, when they’re deciding on potential career pathways. So many people see engineering as a geeky, technical sector that’s better suited to men. But it’s also such a fun and creative area to work, and it just needs to be marketed differently.

There’s a lot of opportunity to expose girls and young women to inspiring, successful female engineers throughout their schooling. Change needs to happen early on to establish different perceptions and educate women about the various career paths they might enjoy.

How sustainability can help employers win the war on talent

Wed, 01 Jun 2022 23:33:53 GMT

Adopting sustainable environmental practices is proving to be an increasingly important tool for any organisation. Being more resource-efficient reduces a company’s environmental impact, improves their cost position and reduces the risk of disruptions to the supply chain, while acting responsibly betters relationships with regulators, stakeholders and consumers.

Perhaps a less obvious – though no less important – business case for adopting environmental practices is its ability to assist in the ongoing challenge of attracting and retaining talent. This is particularly poignant in the current climate, with job ads at an all-time high and unemployment in Australia the lowest it’s been since 2008.

More than ever, candidates and employees want jobs that gives them an opportunity to make a difference to society. In fact, a survey by Accenture found that an employee’s sense of purpose or impact on society is the second-most important criteria for young talent when considering new jobs.

This World Environment Day, we look at why eco-conscious businesses have a better chance of attracting top talent and improving the performance of existing employees.

Sustainability connects organisational values to job seekers’ personal values

Climate change and dramatic weather events are becoming an increasing global concern, particularly for younger generations. For Millennials, who will make up 75 percent of the workforce by 2025, it makes sense then, that they are seeking to work with organisations that share their values when it comes to making a positive contribution to the environment.

According to an employee engagement study , 74 percent of employees said their job is more fulfilling when they’re given the chance to make a positive impact on social and environmental issues, with 70 percent indicating they’d be more loyal to a company that helps them contribute to solutions to these issues. Conversely, 51 percent of employees indicated they would not work for a company that doesn’t have strong policies addressing social or environmental sustainability issues.

Sustainable business practices can improve employee fulfilment

According to a recent Sustainability Report from GetSmarter , 56 percent of employees prefer working with companies that are dedicated to environmental conservation, as they want to feel like they’re part of a workforce that has a meaningful impact. When employees believe in a company’s mission and vision, they are more motivated to continue supporting it.

This sense of purpose has become so important that a Deloitte study found two in three Millennials would quit their job if they don’t find fulfilment, or if they sense that their current employer has no ambition beyond profit.

However, it is important that a commitment to sustainability and eco-conscious initiatives are more than just an empty promise used to attract job seekers, who are likely to quickly see through this.

Sustainability can improve employee engagement and output

According to research carried out last year, employees who report that their organisation is environmentally and socially responsible also report, on average, to having better mental health. It is speculated that this is in part due sharing aligned values with their employer and having a greater sense of purpose and belonging, which ultimately gives rise to increased psychological safety at work.

This isn’t just a win for employees, but also for organisations, as studies have shown that employee happiness correlates with 31 percent higher productivity and 37 percent higher sales. Furthermore, workplaces where employees feel psychologically safe will likely benefit from employees who work more collaboratively and have up to 3 times increased creativity.

When it comes to the organisational benefits of increasing environmental sustainability, the data is clear across multiple fronts. Improving a company’s performance on environmental metrics can increase a company’s bottom line, customer base and value to shareholders. But it also provides employees with a greater chance of attracting employees and creating an environment where they are more engaged, happier and productive.

If you’re looking for staff, partner with a recruitment agency that understands what job seekers are looking for, and contact Bayside Group today .

Australia is set to be home to Lithium Valley

Fri, 27 May 2022 05:29:01 GMT

The global lithium market is emerging at a rapid rate with the potential to be worth hundreds of billions dollars in future years. Many believe that lithium will play a key role in emerging clean energy technology like electric vehicles. Australian exports of spodumene ore, which is the precursor to lithium, are expected to grow from $780 million to $1.1 billion by 2020, accounting for more than 80% of the world’s hard rock lithium supply.

Lithium is driving the electric vehicle boom

Demand for lithium is being driven by demand for lithium-ion batteries. While consumer electronics have used lithium-ion batteries for years, their usage is now taking off thanks to the growth in electric vehicles and large battery storage units. As eco-friendly vehicles have become more popular, they’ve also helped quadruple the price of lithium in the past four years.

While the largest opportunities currently lie in the mining and construction industries, there is potential for Australia to vertically integrate its investments in lithium by also manufacturing high-grade battery materials. This will require both manufacturing and technical skills as well as significant investment and has the potential to add significant value to the Australian economy. The first step is underway, with a processing plant that crushes and processes rocks into spodumene concentrate already in operation .

Lithium Australia is one company that has been developing a superior processing technology that extracts lithium from silicate. This technology has the potential to reduce capital and operating costs in the processing of lithium while producing a higher quality product. Such technology provides the opportunity for Australia to not only mine the rocks but also expand its manufacturing base, vertically integrating the lithium industry here.

The new mining boom boosts demand in multiple sectors

Australia is well-placed to take advantage of this growing industry thanks to its experience in managing mining operations, experienced skill base and geology.

There are already several new operations underway, with five lithium hydroxide refineries under construction or planned in WA alone. Just four years ago 400 people were employed in lithium mines in WA, now there are over 2,600 people employed.

Whether Western Australia will become the Lithium Valley of the world or not is yet to be seen, but there are significant opportunities for businesses, employers and those with the right skills to benefit today and into the future. It’s estimated that the lithium industry could generate over 100,000 new jobs in Western Australia by 2025. Potential job opportunities abound for those involved in mining, technical production, manufacturing and the construction of industrial and residential infrastructure.

Take advantage of these opportunities by partnering with an agency that understands your business’ needs.

Q&A with defence recruitment consultant Mike Larkin: transferable skills and forging new paths

Thu, 26 May 2022 06:08:01 GMT

After a decade-long career in the defence industry working as a Vehicle Mechanic, Mike - much to his surprise - fell into sales and retail management roles, where he worked for a further 10 years. Here, he gained valuable management and leadership skills alongside business acumen.

And while many people may not consider this a traditional path into recruitment, Mike explains how the skills he learnt during each stage of his career led him to where he is now: a specialist defence recruitment consultant. His previous experience gives him a unique understanding of the specific requirements of defence employers, and makes him an expert in helping employees transition within and outside of the industry.

You worked as a Vehicle Mechanic in the British Army for over 10 years. What kind of skills and experience did you gain here?

I received the appropriate accreditation as a Vehicle/Diesel Mechanic, which saw me responsible for repairing and maintaining everything from motorcycles and generators to armoured vehicles, trucks and tanks. I did this in various conditions, including a time when I was posted with UNPROFOR in Bosnia-Herzegovina for six months during conflict. The military teaches you about loyalty, how to stay level-headed, and gives you the ability to work under pressure and in times of great stress.

Can you tell us a bit about the current state of employment in Australian defence and the challenges and opportunities that may present themselves to industry employers and job seekers?

The government has committed over $200 billion to defence spending over the next 10 years, and the investment in 234 defence projects across the country is expected to create more than 1600 Australian jobs. In other words, the defence sector is growing rapidly.

Meeting the significant demand for workers will likely be the biggest challenge for defence employers, particularly in the current market, where unemployment is at a record low and the pandemic has seen a decline in skilled international professionals in the country.

This means that innovative approaches to hiring defence personnel are required, as posting job ads online won’t be enough to identify top talent. Employers need to consider the potential skill sets of existing defence industry workers, as well as look for alternative ways to attract and integrate employees with relevant skills and experience from adjacent industries. This is where partnering with a specialist defence recruitment agency such as Bayside Group, which has an extensive database of qualified talent and networks, will help.

For employees and job seekers, now’s the time to really start considering your next move – because chances are a defence company is looking for someone just like you!

What was the transition like for you, moving back into civilian life, particularly from a career perspective?

It was quite tricky from a professional perspective. I didn’t have any guidance to help me identify my transferable skills and in which industry or profession I could next take these. There was no one to say to me, “you’re not just a mechanic”. I fell into my first sales role after the military purely because I needed a job.

What I didn’t expect was for this to turn into a decade-long career. I began working as a sales consultant, then continually worked my way up until I was area manager at a multi-million-dollar business. This saw me gain invaluable experience in business operations, management, strategy, leadership and building relationships. It was here that I also began to grow my skills in recruitment, identifying the right people with the relevant skills to join our team.

What do defence employers and organisations stand to gain from working with you?

With so much defence experience behind me, as well an inside knowledge of the business function, I understand the sometimes very specific requirements of defence organisations. I not only understand the skills a candidate should possess, but also the personal qualities they may need, as well as the level of confidentiality that’s required.

Adding to this is Bayside Group’s 30 years of experience recruiting within this industry and its related fields, including engineering, automotive, infrastructure, information technology and cyber security. And with skills in these areas becoming increasingly sought after in defence, Bayside Group is very well positioned to identify and source individuals that have the required skills, or those that have transferable skills.

How can you help those who want to transition to civilian life, or those moving within defence’s private sector?

Having been through the transition from the defence industry to civilian life myself, I know it can be quite a leap. I can act as a professional support for individuals through the process, helping to identify their skills which would translate well into other industries, or even within other areas of defence.

You develop a lot of loyalty and camaraderie working within the military, so if I can help someone who’s going through this stage of their professional life, that’s a great feeling for me.

If you’re looking for defence staff, or for a job in the industry, you can contact Mike Larkin on 03 9864 6000 or Bayside Group here .

Human Resources: insights, innovation and driving organisational success

Thu, 19 May 2022 08:05:16 GMT

Though the nature of the Human Resources has been evolving for years, the core of its function has remained the same: people. This May 20 marks International HR Day, a day that recognises the dedicated HR professionals who support employees and make organisations’ better.

To celebrate the occasion, Bayside Group invited some of our clients’ Senior HR Leaders to provide insights into the ways in which the function of HR has evolved, their personal experiences during the pandemic, challenges and achievements. We talk to GM of People and Culture at ONCALL Interpreters & Translators, Gayle Antony, HR Manager at Stantec Australia, Paul Broad, and the Walkinshaw Group’s HR Manager, Erika Zamora.

We also gain their perspective on this year’s theme: “Shaping the new future”, a concept that explores how HR has the ability to lead a world of work that will be more inclusive, flexible and participative, benefiting both workers and society.

Gayle Antony – General Manager, People and Culture, ONCALL Interpreters & Translators

With over 30 years’ experience within the Human Resources sector, Gayle is a globally experienced HR Executive who specialises in areas including coaching and mentoring, change management, succession planning, strategic planning and relationship management. Her relationship with Bayside Group spans over 20 years.

Q: You’ve spent quite a bit of time working in HR overseas – in both Singapore and America. In your experience, what are the more significant differences between the role of a HR professional in Australia compared to overseas?

A : The fundamentals about what people want in their career generally stay the same: they want to feel respected, valued, and like they have a career path ahead of them. From that perspective, the focus of HR doesn’t change.

But what I have noticed from my time working with a lot of international employees is that from a cultural perspective there are nuances and differences in the way people communicate and engage with each other at work. HR need to be cognisant about this and understand the different levels of psychological safety people may need to open up in the workplace, or how different types of conversation might be interpreted. I’ve learnt that it’s not what you do, but how you do it, that changes based on your location.

Q: What were some of the biggest challenges you and your team needed to overcome during the pandemic?

There were three major challenges to overcome. The first was around the technical management of Covid-19, which meant understanding the government rules and expectations, creating a compliant COVID-Safe plan, and navigating a casual workforce on top of that. The second, was to ensure the safety of our people. This wasn’t only the right thing to do, but also kept the business going. And finally, the correct communication of changing regulations, expectations and safety protocols, was critical. Ensuring we did this in a regular, sensitive manner that enabled our workforce to have confidence and trust in us was vital throughout the pandemic.

Q: The theme of this year’s International HR Day is “shaping the future”. How do you think human resources has the potential to shape the future of work.

I believe HR can absolutely be at the forefront of this, but it will require a mindset shift from HR teams. Rather than having an “inside out” mentality, HR will need an “outside in” mindset. They will need to understand what’s going on in the world, understand trends, forecast what skills will be needed in the future, then use that information to inform strategic action.

If HR solely take an operational, day-to-day activities approach – what I call “the price of entry” – it will miss future needs. Instead, HR needs both an operational and future-focused approach, that sees it working as a strategic business partner that helps organisations plan for what’s to come.

Paul Broad – HR Manager, Stantec Australia

With almost 20 years’ experience in Human Resources, Paul has been Stantec’s Australian HR Manager for the past four years. During his time with the company, he has worked closely with the business’s leaders on strategic and operational Human Resource Management, supporting organisational business and people requirements. He has also been instrumental in implementing valuable social and cultural programs that work towards creating a rewarding and high performing culture.

Q: You’ve worked in HR for over two decades. How have you seen the role of HR professionals change during this time?

A: I think the biggest change has been the need to have a much more commercial focus on the work we do. To do the job properly, you need to understand how HR’s activities will affect the P&L and the company down the line. While employees are still at the heart of the decisions HR make, there’s now a greater need to demonstrate how our programs and processes also benefit the company and our clients.

Q: What has been your biggest achievement in your career thus far as a HR professional?

A: At the risk of sounding cliched, I find the opportunity to have an impact on other people’s careers and seeing them excel as a part of that incredibly fulfilling. I’ve worked with people early in their career and now they’re running a team or part of a business – that’s really rewarding to see that you’ve played a part.

Another important side project for me has been the changes we’ve implemented around mental health in the workplace and having those important conversations. When I worked as a young HR professional, work and mental health were two things that were kept very separate, and you didn’t bring work home with you. There has been a massive shift here for the better.

Q: The theme of this year’s International HR Day is “shaping the future”. How do you think human resources has the potential to shape the future of work.

A: I think HR teams have the opportunity to be champions of change, guiding businesses through future transformation . But we can only do that if we’re trusted as credible professional. The days of HR being dismissed as a department of “soft skills” are over, and this needs to be recognised. My team is relied upon for strategic advice and critical thinking, and they provide this alongside a high degree of emotional intelligence. These are skills businesses will increasingly need to leverage from HR in the future world of work.

Great ideas come out of HR departments, and we can use that to influence businesses. But we can’t forget that we need to be credible to do that.

Erika Zamora – Human Resources Manager, Walkinshaw Group

In her current role with the Walkinshaw Group, Erika provides ER/IR advice for a manufacturing site of 800+ employees, drives L&D initiatives, overseas talent management activities and more. She has developed strong working relationships with managers, which allows her to understand business needs and how HR activities can support organisational success. With a focus on resilience and agility, she drives people outcomes and innovative process improvements.

Q: Can you tell me about the critical role that HR played when the Covid-19 pandemic arrived in Australia?

The Covid-19 pandemic brought many changes to the HR function. Just like many industries, ours was impacted by downstream effects of a highly suspended supply chain, where not receiving parts meant we had stoppages to navigate through, while managing absenteeism due to illness or family obligations. With changes occurring legislatively on a regular basis, my role was crucial in delivering key messaging business-wide, including advising of new rights and obligations, and issuing worker permits. I needed to work closely with managers and all staff, to ensure they were supported and counselled through the new obstacles, covering legal, financial and various other concerns.

Q: Engaging employees and ensuring they have a sense of purpose seems to be a very important part of a company’s strategy when it comes to attracting and retaining staff currently. What are some of the measures your team is taking to address this?

The workforce has evolved and, as such, our business has had to adjust and pivot to meet both employee and customer demand. While salary constitutes a large consideration, work-life balance over the past years has gained importance. Allowing a more flexible work environment has given rise to employees that feel considered and gives them more autonomy to drive their projects and prove effectiveness in their roles, particularly for those working from home. Additionally, we continue to improve on our offer for development and growth opportunities, as well as promoting from within.

Q: The theme of this year’s International HR Day is “shaping the future”. How do you think human resources has the potential to shape the future of work?

I believe that creating an equitable workforce, where there is fairness and respect throughout will be a starting point. Human Resources has the potential to create change in policies, while shaping the cultural tone of the work environment.

Why your workplace needs to prioritise LGBTQIA+ inclusive practices

Mon, 16 May 2022 08:15:02 GMT

Over the last two decades, there have been visible signs of progress when it comes to improving representation of and reducing discrimination against LGBTQIA+ individuals in the workplace. While progress has been made, challenges persist within Australian workplaces, despite what we know about the power of diversity and its ability to fuel company growth, productivity, innovation and profitability.

According to a global survey by McKinsey , 40 percent of LGBTQIA+ women felt they needed to provide extra evidence of their competency at work to be considered for the same roles as their cisgender colleagues. While transgender and non-binary respondents were far more likely than cisgender people to be in entry-level positions.

Furthermore, 32 percent of trans and gender diverse employees who were not out at work felt they would lose their job if they came out, and 49 percent try very hard to keep their identity a secret or private from their colleagues. This is for various reasons, including but not limited to fear of discrimination and even fear of experiencing violence and other abuse.

To engage a new generation of workers and consumers—many of whom choose careers and products based on diversity and inclusion —organisations need to move beyond gestures of support for LGBTQIA+ issues and create more positive and safe working environments for all.

With May 17 marking International Day Against Homophobia, Biphobia and Transphobia (IDAHOBIT), we look at how organisations can reduce LGBTQIA+ discrimination and increase workforce inclusion.

The harsh realities of LGBTQIA+ workplace discrimination

According to The Diversity Council of Australia’s 2018 report Out at Work, Australian LGBTQIA+ workers are almost 50 percent more likely to have experienced harassment and/or discrimination in the past year than non-LGBTQIA+ workers.

Furthermore, when it comes s pecifically to trans and gender diverse individuals in Australia, 41.27 percent of individuals said they experienced negative attitudes at work, while 10.86 percent admitted to experiencing more serious bullying and harassment. Startlingly, 63.89 percent of the bullying/harassment reported came from the employee’s immediate manager or other senior leaders within the organisation, while 27.78 percent came from within the immediate team.

These instances of bullying and harassment don’t just negatively impact the individuals involved, but also an organisation as a whole. According to The Victorian Equal Opportunity and Human Rights Commission , such incidents can result in significant economic loss for businesses associated with WorkCover claims, litigation, increased insurance premiums and staff turnover.

In addition, workplaces that see higher rates of LGBTQIA+ discrimination are more likely to experience reduced productivity, reputational damage and decreased job satisfaction, team morale and performance.

The business case for greater LGBTQIA+ inclusion and support

For organisations that haven’t yet prioritised LGBTQIA+ representation and support, there is a compelling business case for doing so.

According to Diversity Council Australia :

LGBTIQIA+ workers in highly LGBTIQIA+ inclusive organisational cultures are more than twice as likely to indicate their team always works together effectively compared to workers in non-inclusive cultures.
The financial benefits of creating an inclusive environment where workers feel safe to be out at work could save as much as $285 million a year, including an 11 percent staff retention dividend and a 30 percent team productivity benefit.
Companies that adopt LGBTQIA-supportive policies achieve higher productivity and profitability than those companies that are not supportive of these employees.
Almost three quarters of allies (72%) say they are more likely to accept a job at a company that is supportive of LGBTQIA+ employees than one that is not.

Of course, these statistics just scratch the surface when it comes to the cultural, financial and reputational benefits of greater LGBTQIA+ diversity and inclusion.

What organisations can do

Understand and educate

The first step toward improving the experiences of LGBTQIA+ employees is to understand the challenges they face within your workplace. This will likely involve a level of training, education and listening, or “reverse mentoring”, which will be particularly beneficial for senior leaders and managers. However, it is important to acknowledge that this should be voluntary – education is not the responsibility of LGBTQIA employees.

Education of your broader workforce can help ensure that your LGBTQIA+ commitment is lived throughout the organisation. Employee training—including during onboarding—can decrease the frequency of microaggressions, root out unconscious bias, promote respect toward LGBTQIA+ colleagues, and equip employees to recognise and respond to inappropriate behaviour.

Create a psychologically safe working environment

Making the workplace a psychologically safe is also incredibly important. Creating the kind of culture where all employees, regardless of their identity or sexual orientation, feel like they can bring their authentic self to work should be a priority for companies striving to attract the best talent and retain their employees. LGBTQIA+ women who are open about their sexuality at work are half as likely to leave their current employer in the next year compared with their closeted peers. And companies with LGBTQIA+ inclusive organisational cultures have staff that are seven times more likely to recommend their organisation as a good place to work compared to workers in non-inclusive cultures.

Assess your recruitment process

The recruitment process is one of the very first touchpoints an individual has with an organisation, and if they are made to feel marginalised or discriminated against, employers run the risk of losing top talent and impacting their reputation.

Organisations can start to improve their LGBTQIA+ support by assessing each stage of their recruitment process to ensure its welcoming and inclusive: include that you are an equal opportunity employer on job ads, review forms and surveys for language that excludes trans and gender diverse employees, review dress codes for gender diverse employees, and provide access to unisex or gender-neutral bathrooms for those who wish to use them.

Embrace and establish inclusive policies and procedures

It goes without saying that employers should communicate zero tolerance of transphobic and/or homophobic behaviour within workplace policies. And should there be any such behaviour at work, managers should be equipped to seriously address the incident.

Furthermore, organisational policies should be reassessed to send the clear signal that your company invests in and supports LGBTQIA+ people. This means that family-leave policies should treat all parents equally, and HR systems and documents are gender inclusive, to name a few.

Of course, once these inclusive and supportive policies are in place, it will be practicing and adhering to them on a daily basis that will truly create the kind of environment where all employees can feel safe, valued and fulfilled at work.

If you’re looking to partner with an inclusive recruitment and workforce management company, contact Bayside Group today.

When is a dismissal a dismissal?

Mon, 02 May 2022 04:08:55 GMT

In a significant decision regarding the statutory meaning of “dismissed”, the Fair Work Commission (FWC) has ruled on appeal that an employer did not dismiss a worker when it reduced his annual pay by almost 10 percent for disciplinary reasons.

An extended five-member full bench was established by the FWC President to determine this matter when NSW Trains appealed the decision that they had dismissed a shift manager by reducing his salary by $13,870.

The FWC president set out several issues for determination, most importantly:

1. Does the expression ‘employment . . . has been terminated’ in s386(1)(a) of the Fair Work Act mean that the:

employment relationship has been terminated,
contract of employment has been terminated, or
employment relationship or the contract of employment has been terminated?

2. Where an employer imposes fundamental changes to an employee’s contractual arrangements and the employee continues to work for the employer, can those changes give rise to the termination of one employment relationship and the commencement of a new employment relationship?

Background

The case involved a shift manager, employed for over 30 years by NSW Trains, who was subject to an investigation into alleged misconduct. Based on the outcome of the investigation, NSW Trains took disciplinary action against him by demoting his role to a lower grade and reducing his pay from $141,442 to $127,569.

While the shift manager did not agree with the decision made by NSW Trains, he still remained employed by NSW Trains.

NSW Trains maintained that the FWC misinterpreted that the expression “employment… has been terminated” to mean a termination of the employment relationship , and as a result, failed to consider that this was only intended to apply where a demotion had amounted to a termination of the contract.

In addition, they argued that this was not a dismissal, as a “reduction in position, rank or grade and pay” were among “disciplinary measures that may be taken after an investigation concludes in a finding of fault”, according to their enterprise agreement and the Transport Administration Regulation.

Decision

According to s386(1) of the Fair Work Act (FWA), a person has been dismissed if the employment has been terminated on the employer’s initiative, or the person has resigned but was forced to do so because of conduct, or a course of conduct, engaged in by their employer.

It continues at s386(2)(c) that a person has not been dismissed when they are demoted, as long as the demotion does not involve a significant reduction in remuneration or duties, and they remain employed with the employer.

The Full Bench in NSW Trains v James [2022] FWCFB 55 found that “s386(1) exclusively defines the circumstances which give rise to a person being ‘dismissed’ by an employer” and s386(2) does not give rise to a separate category of dismissal.

“It follows that a person who has been demoted in employment, but who remains in the employ of the employer, has only been ‘dismissed’ if the person’s employment has been terminated on the employer’s initiative,” they concluded.

The Full Bench agreed that the expression “employment… has been terminated” in s386(1)(a) means termination of the employment relationship and/or employment contract. This is an important change from the 2017 decision in Navitas , where it was found that it applied to the employment relationship.

Consequently, an employee may be terminated if the employer has repudiated the contract by demoting the employee and the employee remained in employment under a new contract, i.e. the employment relationships still exist.

Nevertheless, the appeal by NSW Train was upheld because the Full Bench ruled the employee’s demotion did not constitute dismissal. This was because the applicable enterprise agreement enabled the demotion as part of the available disciplinary measures.

What does this mean for your business?

Employers need to be aware that when an employee continues to work after being demoted, this does not necessarily preclude the employee from bringing an unfair dismissal claim.

The Full Bench made it clear that as a general rule, demoted employees who remain employed after their demotion could access unfair dismissal provisions if:

the employer had repudiated the employee’s contract of employment by demoting the employee in circumstances involving a significant reduction in their remuneration or duties;
the employee had accepted the employer’s repudiation of the contract (as opposed to affirming the original contract), thereby terminating the employment contract; and
the employee had continued to be employed by the employer under a new employment contract.

However, if a contract of employment, industrial instrument or legislation has a provision allowing an employer to demote an employee, demotion will not be a repudiation and hence there is no dismissal.

Consequently, employers commencing disciplinary procedures against an employee should carefully consider the terms of any applicable industrial instruments including enterprise agreements, legislation, regulations and contracts of employment to determine the permitted outcomes of disciplinary action.

If you require assistance regarding understanding your obligations around dismissal, or FWC conciliation, contact Bayside Group’s Workplace Relations team today.

Women in ICT in statistics: how does your company stack up?

Wed, 27 Apr 2022 08:10:06 GMT

The 28th of April marks International Girls in ICT Day, which aims to inspire a global movement to increase the representation of girls and women in technology. The jobs of the future will undoubtedly be driven by technology, with Australia’s technology workforce forecast to exceed 1.1 million Australians over the next five years – more than four times faster than the broader labour force numbers.

Diverse companies are more likely to report growth, perform better, and have an increased competitive edge in addressing market needs. However, research suggests that ICTs lack of female representation could cost the economy $11 billion over the next two decades, unless we accelerate towards gender parity.

This year’s theme “ Access and Safety ”, serves as a reminder that there needs to be a global focus on providing young females with access ICT education and tools that encourages them to enter into the industry. And once there, reduce the biases that many women experience in these often male-dominated industries, so they feel safe and respected in the workplace.

Here, we share some statistics that provide an overview of the current state of the global and national ICT workforce, revealing the areas where gender parity is falling short.

ICT education and industry perceptions

Knowledge about occupations and industries typically begins at a young age through either education or being encouraged by mentors or role models. However, for the majority of females within the ICT industry, the onus is often on individuals to forge their own careers.

Currently, 44% of women learn about a role in IT or technology through their own research – this is the most common pathway.
33% of women were encouraged to find a role in IT or technology at the education stage, thanks to their school, college or university.
Only 19% of women were encouraged to find a technology or IT role through female role models in their communities.

Furthermore, the lack of female representation in the technology industry makes 38% of women wary about entering into the sector.

Women in ICT global data

While women’s participation in ICT has indeed grown, there’s still a significant underrepresentation of women within this sector globally, which will only serve to reinforce women’s social inequalities and marginalisation amid the digital divide.

To ensure that no one is left behind in this emerging technological landscape, the public and private sectors have important roles to play in implementing policies and innovative solutions to overcome entrenched norms and improve gender equality in the technology industry.

Only 24% of computing jobs in the world are held by women.
In the last 21 years, the number of female software engineers has increased by just 2%.
The turnover rate is more than twice as high for women as for men in tech industry jobs.
One-in-three women say they experience gender bias at work.
50% of women in tech leave their jobs by the age of 35.
In 2019, only 2.8% of global venture capital funding went to women-led start-ups; in 2020, that dropped to 2.3%.

Women in ICT Australian data

Unfortunately, the statistics for the Australian ICT sector is relatively on-par with the underrepresentation seen worldwide.

Women made up just 29% of all ICT occupations in Australia in 2020.
As of 2018, there was an average pay gap of around 18% across all ICT occupations between men and women.
Despite women making up over half of Australia’s tertiary graduates, they account for just one fifth of IT graduates.

The effect of COVID-19 on women in ICT

The pandemic has caused seismic changes to how and where people work, and 95% of women working in technology have worked at home at least part-time since March 2020. Surveys indicate that during this time, women have either felt a shift in mindset or attitudes among their employers. And more specifically since lockdown, the move to working from home has helped women feel more autonomous in their roles – improving both their confidence and career prospects.

However, the outlook isn’t entirely positive and there’s still much more to be done.

53% of women agree that the number of women in senior IT or technology roles in their organisation has increased over the past two years.
More than two thirds (69%) of women working in technology or IT agreed they were now more confident that their opinion would be respected.
47% of women believe the effects of COVID-19 have delayed their career progression.

Professional development and career progression

The lack of senior and leadership opportunities for women in ICT are complex and multifaceted and include factors such as taking time out of the workforce to start a family. However, the pervasive biases within this male-dominated sector also play a large, whether these are conscious or unconscious.

28% of women leaving tech jobs cite a lack of career growth opportunities as the reason.
44% of women believe that men progress faster than them in their organisation.
Only one quarter of tech conference keynotes in the last three years were delivered by women.
Of the 41 Fortune 500 companies in the technology sector, only five have female CEOs.
20.4% of women in tech over the age of 35 remain in junior-level positions compared to just 5.9% of men over the age of 35.

Why we need to encourage more women into ICT

The jobs of the future will be driven by technology and innovation, with Australia’s technology workforce predicted to grow to over 1.1 million over the next 5 years – more than four times faster than the broader labour force numbers.

Those companies that strive to achieve greater gender diversity are more likely to report growth, perform better, and have an increased competitive edge in addressing market needs. Lived experience counts, and with half the world’s population consisting of women, it’s poignant for organisations to involve women in the creation of technology, to gain better insight into this market.

Alongside implementing blind hiring practices that help remove personal biases from the talent acquisition process, organisations can better support the advancement of women in technical roles by providing them with opportunities to build a wide array of skills, along with structured guidance on their professional development. It’s also important for women in technical roles to join high-visibility projects where they can develop their skills on the job, and become noticed for doing so.

If you’re looking for talent within the ICT sector, choose an employment partner that prioritises diversity and inclusion, and contact Bayside Group today .

How to source and hire senior talent that helps organisations thrive

Wed, 27 Apr 2022 08:10:03 GMT

The way organisations operate has changed significantly and, with such change, an equally broad transformation has occurred within the role of senior management and leadership. Top-down autocrats are out and bottom-up teams are in, meaning that not only do senior employees need the technical know-how required of their role, but also the ability to analyse, empathise, manage conflict, communicate effectively and motivate their teams to achieve a greater organisational goal.

If organisations can get senior appointment right, it can increase productivity, profits and attraction rates. Get it wrong, and the impacts can be disastrous, resulting in low morale, high staff turnover and poor results, just to name a few.

For example, in a study conducted by HRM , 80 percent of employees said they had experienced poor management or a poor manager at least once in their career. As a result of this, 75 percent considered quitting their job, while 55 percent did. Bullying, micro-management and aggressive and threatening behaviour were all cited as examples of poor management, while 58 percent of employees said their managers were ill-equipped to deal with the human and emotional components of leadership.

So, when the stakes are so high and the candidate market is so tight, how can organisations ensure they’re able to source and hire the kind of senior employees that will help their company thrive rather than dive? Here, we discuss.

Tapping into networks

It will come as no surprise to many that it’s a challenging market for those looking to hire experienced candidates. With record number of job ads being posted and the Great Resignation upon us, the traditional methods of sourcing candidates won’t cut through – particularly when looking for experienced, in-demand senior professionals.

According to Bayside Group National Manager, Transportation and Defence Recruitment, Joe Galea, having a strong network of potential candidates within the industry for which you’re hiring is crucial for finding quality senior appointments.

“Our consultants have been working in the industry for decades, so their networks include those they’ve worked with before, as well as candidates they’ve placed since beginning their role in recruitment”, he says.

“They’re following people’s career progression and having the types of daily interactions that are invaluable when it comes to finding senior appointments when the market is overrun with job ads. Why rely on advertising when we already know who’s out there, what they’re capable of and what their career motivators are?”

National Manager of Engineering, MOG and Infrastructure Recruitment, Wayne Eaton, agrees.

“The last three senior appointments I’ve made, including a Senior Director and Engineering Manager, have been through directly tapping into my networks and head hunting, rather than placing job ads”, he says.

Talent mapping

Sometimes, Wayne continues, we’ve been following an individual’s career progression for years and use talent mapping to present them with a senior appointment opportunity at exactly the right moment.

“When you have such strong networks as our team at Bayside Group, you have the chance to watch people’s career progress,” he says. “This gives you an understanding of their skills and capabilities, and whether they may be the right fit for a senior role.”

“It may be that they possess the capabilities for a senior role, but just haven’t been offered the opportunity in their current workplace as they’ve reached the ceiling.

“This is a win-win for our client as well as the individual. The client is able to hire someone who has the competency, but is also motivated and eager to prove themselves, and the employee can move into a senior role they may not have otherwise been presented with.”

Industry insights and planning are key

As previously discussed, who an organisation appoints in a senior role is critical for overall success. According to Joe, the right person can assist in changing the direction of companies, aid in decision making and will possess strategic capabilities.

“The importance of senior appointments should never be underestimated,” he says. “They should be well-researched, timely and planned, and those recruiting for the role need to have an understanding of how that individual can aid in organisation growth.”

Of course, when sourcing such individuals, a technical knowledge that fulfils the job responsibilities is crucial. However, when it comes to senior employees – whether they be managers, directors or executive team leaders – there are certain qualities that also need to be present for an individual to be successful, including empathy, leadership, problem-solving abilities and communication skills.

A strong understanding of the industry, the role and how it fits within an organisation is also important for finding the ideal candidate, Wayne explains.

“Our consultants have an extensive knowledge of the specialisation they work within, which allows them to grasp exactly what responsibilities and challenges an individual will encounter in a senior role,” he says.

“And by working closely with our clients, our consultants learn what an organisation wants that individual to achieve – whether that be transforming a team, caretaking or being impartial and building a team from the ground up. It’s all exceptionally nuanced and takes a lot of planning and preparation.”

If you’re looking for senior talent, click here to let us know more about your requirements. Alternatively, if you’d like to discuss talent mapping or future appointments, call us on 03 9864 6000.

Mandatory registration coming into force for civil, structural, mechanical and electrical engineers

Fri, 22 Apr 2022 04:12:32 GMT

On July 1, 2021, the Professional Engineers Registration Act 2019 (the Act) was introduced as a guide to professional engineers on the dates by which they must be registered when providing professional engineering services within a specific area/s of engineering in Victoria.

Though registration in the areas listed below must occur by the relevant dates, any professional engineer who wishes to provide services in Victoria must be endorsed to do so with the Business Licensing Authority (BLA) by December 1st, 2023. It is important to note that Bayside Group has been in in communication with the BLA, who has confirmed that registration with the BLA is not being limited to specific sectors. This means that all individuals wishing to provide professional engineering services must be registered/licensed by December 1st, 2023.

The BLA is not responsible for the enforcement of registration/licensing for those proving professional engineering services to the building industry. Instead, this is enforced by Consumer Affairs, and practicing unlicensed may result in criminal enforcement in the future. Unlicensed engineers practicing after December 1st, 2023 will have no access to personal indemnity insurance. This means that if a company has relied on unlicensed services that result in defective design , the company may be responsible for the costs of future negligence claims, delays and cost blowouts.

When it comes to a draftsperson, registration is not mandatory, so long as they are working to prescriptive standards, for example the applicable Australian Standards or legislation.

The purpose

As the then Engineers Australia Victoria General Manager Alesha Printz said at the time , the bill would provide for more stringent regulation regarding the use of the title ‘engineer’.

“At the moment, anyone can call themselves an engineer, no matter what qualifications they have – if any – and whether or not they maintain competence through regular CPD,” she said.

“That’s just not right, and community safety and consumer protection is suffering as a result… (now) only competent, qualified engineers will be able to call themselves a professional engineer.”

Alongside Victoria, NSW has also implemented mandatory registration in specified areas of engineering, with both states now joining Queensland which has had mandatory registration in place for the past 90 years .

Why is this important now?

Despite coming into effect last year, mandatory registration for several of the prescribed areas of engineering are almost upon us. These areas and their mandatory registration dates are as follows:

Civil engineer, 1 October 2022
Structural engineer, 1 October 2022
Electrical engineer, 1 June 2023
Mechanical engineer, 1 December 2023

If an individual is not registered with the BLA by the date when registration becomes mandatory for their area of engineering, they will not be legally entitled to provide professional engineering services in or for Victoria after that date.

What employers need to do

All Victorian employers will need to ensure any individual within their workforce who is providing professional engineering services in Victoria is registered by the above specified date. If they wish to provide services to the building sector, they will also require endorsement from the BLA.

In Victoria, much like Queensland, registration requires an assessment of eligibility, which can be performed by an assessment entity, such as Engineers Australia . This entity will assess an individual’s qualifications, years of experience, detailed CV, referees and will undergo an interview. After determining appropriate competency to ensure eligibility requirements are met, the assessment body will issue an eligibility letter. This eligibility letter is then used to apply to the relevant government agency.

This varies to NSW’s assessment process, which has three proposed methods of assessment .

To ensure that registration is completed by the required date, it’s recommended that individuals begin the registration process early, lodging applications for registration with the BLA at least three months prior.

If an individual is already registered with the Victorian Building Authority (under the Building Act 1993) as a building practitioner in the category of engineer, registration will automatically be transferred to the BLA, and you will be registered and endorsed under the Professional Engineers Registration Act 2019.

Mutual recognition

Mutual recognition law is set by the Mutual Recognition Act 1992, which entitles an individual who is registered as an engineer in one state to be registered as an engineer in another. For example, an engineer already registered in Queensland would still need to apply for registration in Victoria, but mutual recognition means that the initial assessment of a person’s eligibility for registration as an engineer may only need to happen once for practise in both states.

Engineers who believe they qualify for mutual recognition should contact the registering body in the state they wish to be registered in.

If you’re looking for engineering staff, partner with the specialists and contact Bayside Group today .

Employees want development to progress their career: here’s how to give it to them

Mon, 11 Apr 2022 11:59:57 GMT

With unemployment, job vacancies and attrition rates at an all-time high, the war for talent is expected to continue for the foreseeable future. It will be therefore be crucial for employers to focus on retention strategies as a way to create a sustainable workforce for the future.

Attrition research shows that a key factor seeing people resign from their current role is lack of career progression and learning and development opportunities. Employees are wanting to gain new skills, challenge themselves and be increasingly engaged with the work they perform.

Showing employees that you care about their career goals and professional growth by facilitating L&D isn’t just beneficial for individuals – it significantly aids in organisational productivity and success. By engaging employees through learning and giving them opportunities for internal mobility, organisations are ensuring that critical skills and knowledge are moving within the business, rather than out of it.

While many larger organisations will already have strategic L&D systems in place, it’s beneficial to revisit these following the pandemic to ensure there is still alignment with current strategic direction. However, for many SMEs, there may not be such structured programs in place.

In fact, research from a leading UK leadership institute found that only 19 percent of companies with less than 50 employees have formal talent development plans, compared to 71 percent of larger organisations.

So whether you’re revisiting or starting from scratch, here are some of the essential components you’ll need to devise a successful L&D strategy.

Alignment with business strategy

While retaining employees, boosting productivity and improving workforce satisfaction are among the benefits of an effective L&D strategy, one of its primary objectives is to build the capabilities that are required to fulfil an organisation’s short and long-term priorities.

For example, if one of the business’s strategies is digital transformation, L&D will focus on building the necessary people capabilities to make that possible.

While this may seem self-explanatory, a US study found that only 40 percent of companies say that their learning strategy is aligned with business goals. This leaves 60 percent with learning that has no explicit connection to the company’s strategic objectives.

In order to establish an L&D strategy that truly reflects business priorities and strategic objectives, L&D leaders should re-evaluate this alignment on a yearly basis. This will be particularly poignant following the pandemic, which saw words like “pivot” and “shift” quickly become commonplace. Any changes that have been made with regards to organisational direction and goals during this time should be factored into any L&D strategy.

For SMEs who may not otherwise have such strategies already in place, this provides the opportunity to assess your business’s direction and build a learning strategy that will facilitate this. While your business may not have a dedicated L&D manager, it is a good idea to appoint an appropriate person within your team to manage this area.

Assess the current skills gap

After identifying your organisational priorities, assessing the gap between these and the current capabilities of your workforce will be the next step. This is something many organisations talk about, but don’t necessarily get done in a coordinated way. This will likely be particularly beneficial following the upheaval caused by the pandemic, as many employees may have been quickly moved into a new role and feel as though they don’t have the skills or support to succeed. Once understood, it will be possible to create a L&D that addresses and closes these gaps.

Design the learning pathway

When it comes to designing L&D programs, there is no “one size fits all” approach, as the needs and resources of each organisation will vary significantly. For example, an international organisation may be able to draw on a large budget and involve more staff in the creation stage compared with a business that has less than 50 employees. This does, however, not mean that an effective L&D strategy cannot be created.

According to McKinsey , traditional L&D programs typically consisted of several days of classroom learning with no follow-up sessions, despite people often forgetting what they learnt without regular reinforcement. To counter this, many L&D functions are moving away from stand-alone programs and are designing continuous learning opportunities that occur at various times in various formats. This can look like a combination of self-guided digital learning, social learning, on-the-job coaching and mentoring, and short workshops, to name a few, as well as formal training and education.

Get employees involved

Every job within an organisation should have a clear career pathway and development plan that leads to future roles. But this doesn’t necessarily mean it should be set in stone. When it comes to professional opportunities, there needs to be a level of fluidity and consultation between management and employees.

Just as an L&D program might not align to an organisation’s direction after a few years, it will be important for employers to understand that their employees’ professional and personal goals will also likely change over time. Furthermore, individuals will find certain types of learning more effective – some may prefer a hands-on approach, while others a more academic style.

By regularly communicating career pathways and allowing a level of co-creation with their workforce, employers have a greater chance of increasing job satisfaction, loyalty and, with these, retention.

If you’re looking for staff, or require workforce management assistance, contact Bayside Group today .

Budget hands down record infrastructure spending: here’s what you need to know

Tue, 05 Apr 2022 12:18:26 GMT

The Federal Government has announced a record infrastructure investment in its Budget handed down on March 29, with $17.9 billion committed to new and existing infrastructure projects across Australia.

This is in addition to the new funding and measures that were announced during the height of the pandemic as part of the JobKeeper Scheme, which the Government said was intended to help get Australia “out of ICU” .

With investments in new and existing infrastructure projects in every state and territory, the Federal Government’s rolling 10-year infrastructure investment pipeline will increase from $110 billion to over $120 billion. This is a new record that the government says will support around 40,000 jobs.

Here, we look at where this money is going and who stands to benefit.

Regional development plan

Regional infrastructure has received record funding in the Budget, with four regions getting $7.1 billion over the next decade to “turbocharge” regional economies, with a focus on building next generation export hubs.

Investment includes $2.6 billion for projects in the Northern Territory, targeting manufacturing and onshore processing of minerals, and $1.7 billion for projects in North and Central Queensland, with a focus on water infrastructure – including dams – and supply chain projects. The Pilbara region in Western Australia will receive $1.5 billion for projects in mining, mineral processing and manufacturing as well as hydrogen and renewable energy, while $750 million for projects in NSW’s Hunter region will be channelled into the Port of Newcastle to develop hydrogen exports to help diversify local economies away from coal mining.

The Northern Australia Infrastructure Facility (NAIF) will also receive an extra $2 billion to finance “critical economic infrastructure projects” raising the total amount available for investment through the agency to $7 billion. This is despite not yet having spent its existing $5 billion allocation.

Rail and freight infrastructure

The Federal Government is injecting $3.7 billion to deliver three faster rail projects across three key corridors:

$1.6 billion for the Brisbane to the Sunshine Coast rail extension
$1.1 billion for the Brisbane to the Gold Coast faster rail upgrade
$1.0 billion for the Sydney to Newcastle faster rail upgrade

This will build on the 20-year Faster Rail Plan and existing $2 billion commitment to faster rail between Melbourne and Geelong.

Investment in key freight corridors and infrastructure projects have also been announced, with the intention to better connect agricultural and mining regions to ports, airports and other transport hubs. This will include $385.4 million for upgrades to major freight corridors across the nation’s north, and $678.0 million to seal another 1,000km of road and deliver further upgrades along Outback Way.

Road and transport

As part of this investment, the Government is extending the Local Roads and Community Infrastructure Program until 2024‑25, providing over $500 million for local councils to maintain and quickly deliver priority local road and community infrastructure projects as a way to further stimulate local economies.

Adding to this, an investment of $180.1 million will be made to establish the Regional Australia Level Crossing Safety Program, which will include upgrades to level crossings, a national level crossing safety education campaign and improved risk assessment.

Water infrastructure

As part of its plan to enhance draught resistance and support agriculture, the Budget will provide $7.4 billion for new and expanded dam projects that increase water security. This includes $6.6 billion for water infrastructure in Queensland to facilitate the development of a new food bowl in Australia’s north and unlock new agricultural export opportunities.

$139.9 million has been pledged to make water delivery in the Murray‑Darling Basin more reliable and make the river system more sustainable, while additional investment of $6.9 billion has been made to the National Water Grid Fund.

If you’re looking for staff within the infrastructure sector, contact Bayside Group today to speak with one of our specialist consultants.

Changes to OHS legislation in Victoria: what employers need to know

Thu, 31 Mar 2022 08:10:11 GMT

On 16 March 2022, The Workplace Safety Legislation and Matters Amendment Act 2022 (The Act) became law in Victoria. The Act makes several key amendments to OHS and workers’ compensation legislation that employers need to take into consideration. These changes aim to prevent and better the response to workplace safety incidents, improve outcomes for injured workers and their families, and increase Worksafe’s ability to enhance Victoria’s workers’ compensation scheme operations.

The key impacts The Act will likely have on employers relate to;

the requirement to notify WorkSafe of serious incidents, and
the power of inspectors to issue prohibition notices and issue directions.

Incident notification changes

The Act includes three changes to incident notifications requirements:

1. The incident notification threshold for incidents of the type listed under section 37(2) of the Occupational Health and Safety Act 2004 (OHS Act), where a person is not seriously injured, is changing.

Incidents exposing a person “in the immediate vicinity to an immediate risk”, has been amended to incidents exposing a person “to a serious risk to the person’s health or safety emanating from an immediate or imminent exposure to a hazard”. The key difference here is the inclusion of the word “imminent”.

WorkSafe considers ‘imminent exposure’ to mean a person was or would have been exposed to a serious risk to their health or safety when the incident occurred. For example, a person would have been exposed to the risk even though they may not have been in the vicinity when the incident occurred, because they were there prior to the incident or ordinarily would have been in the vicinity, or were nearby when the incident occurred.

2. The amendments allow regulations to prescribe certain illnesses to be incidents for the purposes of incident notification provisions. Prescribed illnesses could include large-scale, infectious diseases posing a serious health risk, like COVID-19, serious illnesses acquired in workplaces, such as silicosis, and potentially work-related transmissible diseases.

3. Incidents relating to the collapse, overturning, failure or malfunction of, or damage to, plant will become notifiable if that plant is prescribed under regulations. The current provision that prescribed plant can only be used if licenced or registered is now outdated because Victoria no longer has a plant licensing regime.

What this means for employers

Employers will be required to notify WorkSafe of any incidents falling under the revised categories and which are prescribed in the proposed regulations that are currently under development.

Prohibition notice changes

These amendments give WorkSafe inspectors the ability to issue prohibition notices and directions in circumstances where the risk to health or safety is not classified as “immediate”, however is imminent and still serious.

Previously, the immediacy requirements in the OHS Act limited WorkSafe’s ability to address risks that did not have “immediate” health and safety risks or consequences.

This change means that should a WorkSafe inspector reasonably believe an activity involves or will involve a serious risk to the health and safety of a person, whether immediate or imminent, they have enforcement powers to prohibit the activity and/or give written or verbal directions regarding the activity.

These directions have an instantaneous effect and are often used to immediately cease dangerous activity pending processing of a prohibition notice. In determining the appropriate enforcement response, inspectors will take into account the nature and circumstances of the situation, in line with WorkSafe’s Compliance and Enforcement Policy .

What this means for employers

Changes to the prohibition notice will mean employers need to consider the diligence of their preventative workplace health and safety measures. It is not only incidents deemed as “immediate” that can be prohibited, but those which have not yet occurred and may affect a person in the future.

Bayside Group’s provides a range of safety management services to assist you. Contact us today

Using international professionals to navigate Australia’s increasing skills shortage

Tue, 22 Mar 2022 07:11:21 GMT

Since beginning its recruitment operations in 1978, Bayside Group has been sourcing and hiring candidates for Australian organisations across a multitude of industries. Over the decades, our specialist recruitment teams have assisted employers through economic downturns, skills shortages and turbulent labour markets.

During such times, Bayside Group has provided Australian organisations with a solution: on-hiring international professionals who are able to fill the skill gaps while passing on their invaluable experience and knowledge to the Australian workforce.

Dennis Anderson, Bayside Group Senior Recruitment Consultant responsible for international recruitment, explains Bayside Group’s long history with sourcing talent from overseas, which first began on a larger scale in 2006 when assisting Ford Motor Company source 150 automotive design specialists for a large project.

“After searching to identify these candidates in Australia, we realised that the highly specialised design skills Ford required just didn’t exist locally,” says Dennis. “We instead moved our search overseas to identify ideal candidates and sponsored them into Ford’s design studio.

“The result was successful completion of the project, coupled with the on-hired international employees mentoring Ford’s local employees and imparting their knowledge to this workforce.”

To this day, Bayside Group has continued to provide Ford with 482 Visa Sponsorship Services to fill skill gaps, something Ford’s General Manager Contact Centre Operations Carl Parkin says has been invaluable to the Australian arm of the company.

“Bayside Group over many years have seamlessly sourced and engaged international talent for our business when skills weren’t available in Australia, assisting us to deliver key projects while contributing to technological advances,” he says.

Though sponsorship can indeed be a method of sourcing skilled candidates, Dennis says that one of the main reasons Australian organisations choose to on-hire international professionals through a company like Bayside Group is to mitigate risk and avoid the time-consuming paperwork and legalities involved.

“Most organisations don’t want to get involved in the intricacies of sponsoring people themselves and applying for a Standard Business Sponsorship,” he explains, as the rules are stringent. “For example, labour market testing needs to be performed to demonstrate that the necessary skills can’t be found in Australia. Once this has been established, then there’s numerous steps in the actual sponsorship of an international professional, once the individual has been identified.”

If requirements aren’t met, international candidates won’t be approved for 482 Visa sponsorship. But there are also ongoing compliance risks in relation to meeting immigration requirements. For example, if an international employee’s job changes while working in Australia and immigration is not notified, this could result in the organisation being sanctioned from sponsoring employees again for a certain number of years.

How to answer: “why do you want to leave your current job?”

Wed, 16 Mar 2022 08:11:27 GMT

If you’re about to attend a job interview, a common question you can expect the interviewers to ask is: “Why do you want to leave your current job?’. Hiring managers often ask this type of question so they can learn more about what motivates you, and the things that are important to you in a job. It also shows them how you speak about previous employers, so it’s crucial to answer this question with clarity and professionalism.

Here we discuss common reasons for leaving a job and how to positively explain them to a hiring manager.

How should you frame your response?

Firstly, write down the reasons you’re looking for a new job opportunity so that you are clear on your response. As you want to keep your response quite short for this question, choose one or two reasons that align with you professionally, rather than changes in your personal life that may have also affected your decision.

You also want to respond in a positive manner, even if you’ve had negative experiences that pushed you to leave your current job. For example, try not to respond with, “I don’t like the company” or “I don’t like my manager” or being derogative in general about your previous experience. As this may lead the hiring manager to make unfair assumptions that you’re difficult to work with or unprofessional. Instead, explaining why you wish to move in terms of how the elements of the job, organisation or industry sector appeals to you, reinforces your excitement for the role.

There has been a perceived stigma in the past for people changing jobs or re-entering the workforce, but this thankfully is declining. Furthermore, people changing jobs, companies, industries or careers is a lot more common. It’s ok to acknowledge it’s time for a change!

Wherever you can, try to focus on the skills you have learnt in your current job and the positive relationships you have made when explaining your answer.

So, what are some common reasons for leaving a job and how can you explain them?

Reason 1: You’re no longer learning in your current job

If your current job has stalled your learning and development, then you may want to move jobs to progress your learning. The key point you want to get across to the interviewer is that while you have learnt a range of skills in your current job, you now believe your skills and knowledge can be further enhanced in a new environment.

For example, “Although I have learnt many skills in my current job such as X and Y, I’m now looking for a new opportunity where I can expand my skills and further my knowledge in …”, aligning with the job description or organisation. Upon researching your company and seeing your dedication to employee learning and development, I believe an opportunity here would enable me to do that.”

Reason 2: There is no further career growth in your current job

The desire to progress your career is a common reason for leaving a job. Depending on how organisations or specific teams within a company are structured, some may provide more growth opportunities than others. And although interviewers may understand this, getting your answer right is still crucial.

For example, “Although I get along with my team extremely well, I have been in this position for X number of years, and there are no longer opportunities to grow within my team or the company itself. I believe this position with your company would provide me with greater responsibilities and an opportunity to progress my career further.”

Reason 3: You are seeking greater work-life balance and flexibility

In some cases, the reason for leaving a job may have nothing to do with the job itself, but rather the work environment no longer suiting your needs. Some people may find that their commute to work is hindering their work-life balance, or their current job no longer offers work from home options or flexible hours. If these are your reasons for leaving, try to explain it in a way that doesn’t reflect negatively on your current employer, but- emphasises that your own personal needs aren’t suited to their structure anymore.

For example, “Even though I enjoy the work I do, I’m currently seeking greater flexibility. I would love to work for your company as it will allow me to work from home a few days a week and is based much closer to where I live.”

Reason 4: You are seeking a new career path or challenge

It is increasingly common for people to have several different jobs and careers throughout their life. Whether you want to change industries, or your career path entirely, this is another common reason why people begin searching for a new job.

If you find yourself in this situation, you could say something such as: “Even though I love the work I do as a XY, the industry I currently work for is not where my passion lies. That’s why I’m looking for a new opportunity in this industry, where I can develop and expand my skills in a job that is more fulfilling and catered towards my interests and values.”

Reason 5: Your position was made redundant or you were let go

Redundancy can be a cause for anxiety when trying to respond to this question. However, most employers will understand that it can be a traumatic experience for people and they need time. The best way to answer this question is to always be honest while avoiding unnecessary detail. Explain what you have learnt from the situation, and then direct the interviewer to why you want this opportunity and how you would be a good fit for the position.

For example, “Unfortunately my position was made redundant due to the company restructuring that resulted in the loss of multiple roles, including mine. Since then, I’ve taken some time to reflect on the direction of my career, and I’ve started to search for new opportunities. I’m excited about this position because it fits my current skillset, values and will enable me to further pursue my career in the industry.”

By framing your reasons for leaving in the right way, you can show your hiring manager that you are proactive and ready for a new opportunity. For further career advice and tips, check out our  career resources  or  contact Bayside Group today.

Q&A with Senior Consultant Wen Shan: emerging automotive technology and EVs

Tue, 15 Mar 2022 09:55:51 GMT

In this interview, we speak to Senior Recruitment Consultant Wen Shan, who has over 22 years’ experience working within and for Australia’s automotive industry – first as an engineer then as a recruitment consultant.

She speaks about her fascination with watching the industry change over this time, and how she is helping organisations source and hire talent that will see them become a force within the EV and emerging automotive technology space.

Tell us about how you got into recruitment?

My entry into the recruitment industry wasn’t actually planned! I began my career as a qualified engineer working for General Motors Holden, where I worked in the R&D team as a project engineer. During this time, I was lucky enough to work on some iconic Holden projects while completing my MBA and Postgraduate studies in Organisational Development. Following this I transitioned to the cost engineering side of the business.

After 15 years with the company, Holden shut down its engineering centre. Me and a former colleague decided to co-found and direct an automotive engineering service company that focused on exporting professional engineers to global automotive OEMs, primarily in China and other countries in Asia. This was my first foray into recruitment, finding skilled local engineers who were able to fill skill gaps overseas.

While in this role, I began a six-month project with Bayside Group, and five years later I’m still here as a permanent employee!

What do you enjoy about working with automotive companies and employees?

I’ve always worked within the automotive industry, so I have very extensive knowledge of the roles, operations and requirements of automotive organisations. I’m very passionate about the industry and am fascinated by how it’s changed and adapted over time.

I also know a lot of people within this space and have a large network, so I enjoy keeping up to date with the advancements companies are making and what people are working on. Even though I now work in recruitment, I actually feel like I haven’t left the automotive industry at all.

Emerging technology and electric vehicles are becoming more prominent within Australia’s automotive landscape. What are you seeing in relation to growth in this area?

Given my interest in the industry, I watch trends very closely, so the growth of EVs in Europe and Asia caught my eye from the beginning. Though Australia has been relatively slow on the uptake of EVs and emerging technology, there are still companies who were early adopters here.

Due to my networks, employers from emerging tech start-ups reached out to me at Bayside Group to assist them in finding staff – mostly business development managers at that stage. Then when they grew bigger, they came to us again to assist in finding the likes of system engineers, ICT specialists and electrical engineers.

What are some of the challenges automotive employers may face when looking to build a workforce that has the skills required for EVs and emerging automotive technology?

The automotive companies that were beginning their journey in the emerging tech space first reached out to me because they were struggling to find the right candidates. And though that was several years ago now, unfortunately a skills shortage is still something these employers are facing.

Australia is already quite a small talent pool, and the cessation of onshore automotive manufacturing has made it even smaller. This also saw a reduction in the number of people gaining the skills and qualifications required to move into automotive roles.

However, as the adoption of emerging technology increases globally, university courses and subjects in this area are becoming more common.

How has your work at Bayside Group been able to assist automotive employers in overcoming these challenges?

Having a solid understanding of the skills required for these emerging technology roles helps me identify candidates who could be ideal for automotive employers. In Australia, we have world-class universities and research within this space, and accessing this pocket of talent will be invaluable for automotive employers moving forward.

Even if they don’t have prior experience specific to the automotive industry, engineers and people who have completed PHDs often work with the same tools and software needed to succeed in emerging automotive technology roles. In my experience I’ve been able to place many professionals without specific automotive backgrounds who have excelled and been able to apply their research background to the emerging automotive technology space.

Furthermore, when the right talent can’t be found locally, we can source professionals with the required skills from overseas, including through 482-sponsorship . Internationally there has been a greater uptake of EVs and emerging technology, therefore a larger talent pool from which to draw on.

If you’re looking for professionals within the emerging automotive technology space, or for a job in the industry, you can contact Wen Shan on 03 9864 6095 or the Bayside Group automotive team here .

Report finds women in STEM are underrepresented, undervalued and underpaid

Tue, 15 Mar 2022 07:04:16 GMT

Though women working within STEM industries may have more opportunities and face less bias than previously, new research shows that their struggle for equality is far from over. A national survey performed by Professionals Australia asked 957 female STEM professionals about their workforce experience, and found they are regularly underpaid, underrepresented and unsupported. Following this survey, the trade union has urgently called for future, post-Covid strategies to focus on improving the participation, retention and career advancement for women in the areas of science, technology, engineering and mathematics.

The Women Staying in the STEM Workforce report found that women still only account for less than one-third of the Australian STEM workforce and face a gender pay gap of 22 percent. Furthermore, nearly 40 percent of respondents said they do not receive equal compensation for equal work, while more than half reported direct discrimination because of their gender.

The report also found that the pandemic had resulted in higher job losses among women than men, something Professionals Australia CEO Jill McCabe said she had feared, though predicted, would occur.

“The survey found that many women in STEM planned to leave the industry, with pay, conditions and a lack of career advancement among the top reasons for doing so”, she said. “The pandemic has also created a further ‘push’ factor.”

“This confirms that we need urgent organisational changes to ensure the retention of women in STEM fields and that increasing the number of female STEM graduates alone isn’t enough.”

Attrition rates of women in STEM growing

Encouraging greater numbers of women and girls to take on STEM subjects and driving greater participation at school and university is crucial for developing a sustainable STEM workforce. However achieving comparable gender ratios is not a solution in itself – the second half of the equation is addressing the reasons women leave the STEM workforce once they get there.

Over one-third of the female STEM workforce surveyed who were aged 25 to 35 said they intended to leave their profession within five years, while 33.9 percent of women expected to have already left their profession within five years. This attrition at mid-career stage plays a significant role in the under-representation of women in senior roles and is a critical factor in the gender pay gap in earnings and retirement savings.

Why are women leaving?

According to the report, dissatisfaction and frustration with a range of workplace practices including lack of career advancement, pay and conditions, lack of professional recognition and lack of opportunity to gain experience or undertake increased challenges were the major factors contributing to women considering leaving their profession.

Of those who expected to leave their profession in the next five years, the top six reasons overall were:

for better pay and conditions (28 percent)
lack of career advancement (27.6 percent)
for better work/life balance (25.7 percent)
for increased challenges (19.9 percent)
for a change or to gain experience (19.2 percent) and
for greater professional recognition or status (12.6 percent)

As the above indicates, it is not simply for better work/life balance or flexibility that women are dissatisfied in their jobs. Instead, they crave equal opportunities to grow, advance and be recognised within their organisations.

Next steps for STEM employers

Consistent research indicates that greater gender equality within any industry results in greater productivity, profitability and employee satisfaction . Against the backdrop of the candidate shortage and the “ great resignation “, STEM organisations should implement post-Covid strategies that aim to address the barriers faced by women, with a specific focus on eliminating the bias that occurs during career-building activities.

While these strategies will look different for every organisation, proper diversity and antidiscrimination policies should be implement at the systemic level. Management can also be engaged and trained to incentivise change and address the workplace culture and practices that get in the way of making equitable, family-friendly and safe STEM workplaces a reality.

By creating more equal and diverse STEM workplaces, not only will employers have access to the broadest pool of high-quality STEM talent, but they also have a greater chance of retaining knowledge within their organisation.

As specialist recruiters for STEM industries, Bayside Group can help you source and secure professionals within engineering, science, and information technology. Contact us today to see how we can assist in growing your workforce.

Understanding and challenging gender bias in the workplace

Sun, 06 Mar 2022 07:11:33 GMT

Historically, women have faced inequality, discrimination and bias in workplaces across all industries and roles. And while women have indeed made important gains in representation over the last decade, there’s still a long way to go.

Whether conscious or unconscious, bias continues to hold women – and workplaces – back from their full potential. That’s why this International Women’s Day is centred around the theme of #BreakTheBias at work, with a focus on women’s equality and shaping a world that is diverse, equitable and inclusive.

According to research from Lean In , 73 percent of women experience bias at work, but less than a third of employees are able to recognise bias when they see it. The research also found that bias contributes to women being passed over for jobs and promotions, while women of colour, LGBTQ+ women and women with disabilities face more acute biases.

Employers need to act to combat these biases in order to better support, retain, and advance their female workforce and, indeed, women globally.

Knowing that bias exists isn’t enough. Employers, management and employees need to be aware of the different forms that biases take at work, so effective action can be taken to break them.

Here are some of the most common forms of bias women face in the workplace.

Likability bias

Likeability bias is rooted in age-old expectations. It is expected that men will be assertive, so when they lead, it is not questioned. Women, on the other hand, have traditionally been expected to be kind and communal, so when they assert themselves, they may be liked less.

Also known as the “ likeability trap ”, these generalised gender perceptions and stereotypes can often be unconscious, due to the fact that they are so deeply rooted within our culture. Even so, they most definitely still have an implication on the role and status of women in the workplace.

Research by social scientists in the U.S. has shown that people define a “good” woman as helpful, modest and nice. In other words, as focused on her family and community, rather than working in her own self-interest. Meanwhile, the “ideal” man is defined as direct, assertive, competitive and ambitious: a version of masculinity that maps perfectly onto what we expect from leaders.

As women are often socially and culturally expected to be nurturing and likeable, this in turn often restricts their consideration for leadership position. On the other hand, if they display what is traditionally thought of as “masculine qualities” and are assertive and forthright, they are deemed to be unlikable, and too bossy to be good leaders. It is a no-win situation for women who wish to be liked in the workplace but have ambitions of progressing their career into leadership roles.

Performance bias

Performance bias is based on deep-rooted and incorrect assumptions about women’s and men’s abilities. That is, women’s skills and performance in the workplace tend to be underestimated in comparison to their male counterparts.

This kind of bias plays a significant role in hindering women’s ability to receive promotions and progress their careers. This in turn impacts upon their income and increases the gender pay gap. According to the Workplace Equality Gender Agency , women are underrepresented in key decision-making roles across almost all industries in the Australian workforce. Despite making up just over half of the employees in the 2019-20 WGEA dataset (50.5%), women comprise only 32.5 percent of key management positions and 28.1 percent of directors. These numbers are even lower for CEOs and board chairs.

Both women and men more readily associate men with leadership . This bias is so strong that when women work in teams, their contributions are often attributed to the team as a whole. In contrast, when men work on teams, they are more likely to be seen as taking a leadership role and receive a higher proportion of the credit.

An example of performance bias at work might be if a woman is overlooked for a promotion, despite having the same, or more, experience and capabilities then her male colleagues. As a solution, employers can create detailed metrics for performance reviews, including clear expectations for leaders. This way, all employees will be evaluated based on standardised requirements..

Maternal bias

Much like performance bias, maternal bias also hinders women’s ability to progress their careers and earn as much as their male colleagues. Maternal bias occurs when motherhood triggers false assumptions that women are less committed to their careers, or are even less competent.

Studies have found that the maternal bias women face when they have kids is in fact the strongest gender bias experienced in workplaces. In fact, social psychologists found that performance reviews of female managers “plummeted” after pregnancy, partly because pregnancy activates the stereotype of women as irrational and overly emotional.

Passing women up for opportunities, or making assumptions and comments about their competency based on motherhood seriously impacts women’s ability to progress professionally. And while women may earn less than their male counterparts due to taking time out from the workforce after having a child, it is how they are treated if they return to the workplace that will determine the trajectory of their career moving forward.

Intersectionality bias

Women don’t just experience bias due to their gender. Women can also experience biases due to their race, sexual orientation, a disability, or other aspects of their identity. Research on intersectionality in the workplace shows that women from diverse groups can face multiple and compounding disadvantages when participating and progressing in the labour force. These range from inequitable access to employment opportunities and experiencing biases in recruitment and promotion.

It also results in the increased likelihood of discrimination in the workplace, which often takes the form of microaggressions – comments and actions that demean or dismiss someone. For example, women of colour are 2.5 times more likely than white women to hear someone at work express surprise about their language skills or other abilities, while lesbian, bisexual and trans women and women with disabilities are far more likely than other women to hear demeaning remarks about themselves or others like them.

If there is intersectionality bias at play within your organisation, it can be useful to initiate training specifically focused on discrimination and the use of inclusive language, along with unconscious bias training for leaders. Looking at your organisational leaders, promotion statistics and salaries with a gender lens is a great starting point to identifying potential bias in your business.

With consistent research demonstrating that placing women in leadership roles improves an organisation profitability, performance and market value, organisations should strive to #BreaktheBias, champion female employees and provide them with the same opportunities as men. Doing so will not only benefit these individuals, but organisations as a whole.

If you’re looking to partner with an agency that implements fair and equal hiring practices, contact Bayside Group today .

These are the top four reasons why your employees want to change jobs

Mon, 21 Feb 2022 09:11:38 GMT

The last several months have seen a sharp spike in resignations in Australia and around the world, in what has widely been dubbed ‘ The Great Resignation ‘. Research has revealed that 31 percent of Australian workers are looking to move jobs within the next six months, spurred on by the strong labour market conditions.

As these high attrition rates show no sign of waning, it will become increasingly important for employers to focus on their methods of retention in order to keep their trained employees on board.

The first steps are to identify the major reasons why employees are leaving in the first place. From here, employers can create a retention strategy that addresses those issues and create compelling reasons for them to stay.

Here are the four main reasons why Australian workers are looking to move jobs in the next six months according to data from SEEK, and what employers can do about it.

1. Career progression

According to a study of 2000 employees , 43 percent said their career paths have either stalled or slowed to a crawl, and 47 percent said they are currently looking for a new job that provides growth opportunities. This is particularly true of younger employees, with 38 percent of the Gen-Z workforce looking for jobs with greater transparency around job path and development.

The pandemic has created restless employees who crave a meaningful professional path, and employers can improve retention by creating a sense of forward momentum. Managers and HR teams should be encouraged to regularly sit down with individuals to develop professional growth plans, uncovering where employees want to develop – whether it’s taking on more responsibilities or moving into a different role. Having clear communication and transparency around an employees’ future within a company gives them a greater sense of purpose, belonging and feeling valued.

2. Better remuneration and rewards

According to the Reserve Bank of Australia , more Australians are quitting their jobs for higher paying ones, as wage growth improves to roughly pre-pandemic levels. While remuneration and rewards (which includes fixed pay, alongside other financial incentives like bonuses and lifestyle benefits) have always ranked highly as a factor linked to job satisfaction, the pandemic has put job and financial security at the forefront of people’s minds.

Many employees have come from a sustained period of working extremely hard through difficult conditions during the pandemic. They may have been required to pick up additional workload to cover vacant positions or take on new tasks due to a pivot in their role. Adding to this, there have likely been fewer opportunities for recognition throughout this time. For many employees, an increase in pay would be the clearest and most tangible marker as to how they feel they’re valued.

With increasing transparency expected around historically sensitive information like pay, coupled with the knowledge that employers are paying more to secure candidates for certain roles, it will be important for employers to ensure that remuneration and rewards are market competitive.

3. Burnout or lack of work-life balance

According to SEEK’s data, 36 percent of Australian employees identified burnout, or a lack of work-life balance as one of their top reasons for leaving a job.

A recent survey of 14,800 office-based workers across 25 countries found that Australian office workers are the most burnt out in the world following the second round of lockdowns in 2021. More than half of the Australian respondents said they suffered from burnout in the last 12 months, with 52 percent admitting they’ve taken time off due to mental health concerns during pandemic lockdowns.

During the pandemic, many employees’ work and home life became blurred, seeing the creation of new mental health pressures and prologued periods of fatigue and despondency.

As such, organisations should place an emphasis on creating structured wellbeing and support programs, and continuously reviewing their efforts in bettering employee wellbeing. This means fostering a sense of social connection, creating a psychologically safe working environment , enabling greater flexibility and providing access to support services.

4. Poor leadership or culture in their current workplace

It’s no surprise that employees feel their workplace culture has been diluted during the pandemic, and that they’re feeling increasingly disconnected from their team. It’s also understandable that managers may have struggled to lead in the best possible way while being forced to contend with a hybrid workforce, a pivoting organisation and additional responsibilities.

Research shows that our ability to connect meaningfully to others is less satisfying when we’re not physically present, but this doesn’t mean it’s impossible to generate culture and connection when working from home. Managers will need to be more cognisant of moving social events online, encouraging social interaction and regularly checking in with those working from home.

Furthermore, as we move into our third year of the pandemic, it’s plain to see that the hybrid model of work is here to stay. Moving forward, learning how to effectively manage hybrid teams will need to become an important part of leaders’ training, so they are equipped with the skills to create a positive working culture.

How people experience their role, including the organisational culture, relationships, diversity, team spirit and the energy of colleagues, all have a significant impact on an individual’s desire to stay within that workplace. Organisations that fail to recognise this stand to see staff walk away.

If you require assistance in finding staff, contact Bayside Group today and speak to one of our consultants.

The future of Australian automotive is electric: now’s the time to act

Sun, 20 Feb 2022 10:05:28 GMT

When it comes to advancing automotive technology, the world has already begun its radical shift. In western Europe, for example, Electric Vehicles make up 11.2 percent of the market , with registrations for Battery Electric Vehicles (BEVs) surpassing diesel for the first time in December 2021.

The need for electric vehicles is becoming increasingly apparent, particularly in large cities – where emissions, congestion, and safety constitute major issues today. Without the change brought about by EVs, mobility problems will intensify as population and GDP growth drive increased car ownership and vehicle miles travelled.

Now, after years of lagging behind, the number of new electric vehicles in Australia is steadily on the rise, with sales nearly trippling in 2021 . This can be attributed to the increase in state government incentives, changes in regulations, advancing technology and shifting consumer behaviour. Australia is on the cusp of transformation and there’s no doubt it will soon fall headfirst into the world of electrified mobility.

This electrification will play an important role in the transformation of the transportation industry and presents major opportunities in all vehicle segments. A new wave of automotive design, programming, manufacturing and infrastructure will sweep across the country, and companies that stay ahead of the curve stand to significantly benefit.

Here’s how the market is changing, and the opportunities this presents for Australia’s transportation and emerging technology companies.

The current state of the Australian market

Last year Australia recorded 20,665 EV sales , a significant increase from the 6,900 sold in 2020. This means electric cars now make up 1.95 percent of the new car market, and 2.39 percent overall. While this seems like a small amount, the rapid uptake in the last two years has occurred despite the economic uncertainty caused by Covid-19, and demonstrates the tipping point in passenger EV adoption.

“We’ve been closely watching this industry for the last few years to see how it develops” says Bayside Group automotive and transport consultant Wen Shan . “Even just within this short space of time, it’s shifted from something quite niche to an area that’s on the brink of phenomenal growth.”

The price of electric vehicles has been a major barrier to consumer uptake, however this is now starting to decline as more manufacturers bring EVs to Australia and wind down production of petrol and diesel vehicles. In fact, it’s expected that BEVs and Plug-in Hybrid Electric Vehicles (PHEVs) will reach cost parity with Internal Combustion Engine (ICE) Vehicles by 2025.

Regulations and government incentives

EVC chief executive, Behyad Jafari, partially attributes the swift increase in EV sales to policies recently introduced by individual states and territories designed to support uptake, including stamp duty waivers and rebates . In South Australia, New South Wales and Victoria, for example, EV owners are being offered $3,000 rebates, while waivers on stamp duty and registration fees are available to drivers in Tasmania and South Australia respectively.

As global pressure mounts for countries to achieve more stringent emission targets to lessen the threat of global warming, some OEMs have stated their intentions to stop investing in new ICE platforms and models altogether, and many more have already defined a specific date to end ICE vehicle production. As a result, support and investment in EV infrastructure, such as charging stations and battery-making facilities will only grow.

Changing consumer sentiment and behaviour

Consumer awareness is an integral part of increasing electric vehicle uptake, and with climate change at the forefront of everyone’s mind, 54 percent of Australians are considering purchasing an EV based on environmental concerns. It seems that despite the higher cost, Australians are ready for the electric revolution and recognise the benefits of EV’s lower operating costs and broader societal benefits.

This shift in sentiment can be seen in the changing consumer behaviour across the world: shared bicycles and e-scooters have risen 60 percent year-over-year and consumers are becoming more open to shared mobility options. More people are accepting alternative and sustainable mobility modes for the sake of the environment.

A major shift in the entire automotive supply chain

This increasing uptake has implications for the entire EV value chain and ecosystem. Automotive design will become littered with the likes of Electrical Engineers, Embedded Software Architects and ICT Specialists, while new battery giga-factories and public charging infrastructure will be built to supply local passenger EV battery demands.

The transformation of the automotive industry toward electrification will disrupt the entire supply chain and create a significant change in the skills in demand. In fact, according to the Institute for Economic Research in Munich, more than 100,000 jobs will change in the German automotive industry alone by 2030.

What this means for Australian automotive and transportation employers

EVs and emerging technology are finally revving up in Australia, and companies within the sector will benefit from adapting early on and sourcing the technical and specialist talent required to thrive within the space.

There are several companies already doing this , including Melbourne-based Applied EV, which is making a quick name for itself in autonomous electric vehicles, and Cohda Wireless that takes safety one step further with its connected autonomous vehicle technology.

“We’re currently working with these automotive and emerging technology innovators, helping them navigate the specific opportunities and challenges when it comes to building a workforce in the burgeoning Australian market,” says Wen. “Based on our 35 years of automotive experience, the Bayside Group are well positioned to source local and international talent to help organisations make the most of this coming wave.”

If you’re an automotive or emerging technology employer looking for technical and specialist talent to help advance your organisation, contact Bayside Group today .

Ready to make a career change? Take these steps first

Mon, 14 Feb 2022 09:11:48 GMT

Covid-19 has drastically changed the way we work, causing many people to re-evaluate their career and consider changing jobs. In fact, a report last year found that 24 per cent of Australian employees are actively seeking a different job, whether due to necessity, wanting a better work-life balance or a change in location.

Although many people consider a career change, taking that step can be quite daunting. However, there are things you can do to help you prepare for this transition, or at least evaluate if you’re ready too. Here are our top tips to help you make that change in 2022.

Do your own research

It’s important that even before you start applying for new jobs, that you do your own research to find out more about the new role you’re considering and the industry you want to work in. Based on what you want your career or job to look like, find out more about the role itself to determine whether it can provide what you’re looking for. It can also be helpful to reach out to your network and speak to someone who is currently working in that role or field, so you can hear about their experiences firsthand.

Furthermore, discover which companies align with your career values and the work you want to do. What qualifications are required from candidates in these roles? What experience do they have? What skills will you require? After you’ve answered these questions, look at your current skillset and work experience so far. What transferable skills do you have that could apply to the role?

This line of questioning will give you an indication of the areas you may need more education or practical training, while helping you identify those favourable skills you can highlight in your job application.

Update your resume and online profile

Once you’ve researched- this alternative career, it’s important to update your resume: it needs to highlight the experience and accomplishments that would make you stand out to a potential employer. This is especially critical when changing careers, as it needs to show the career you want, not just the one you had. Make sure you are updating your resume with all your relevant quantifiable achievements , while also tailoring it to include relevant keywords and effective search functionality , to improve your chances of getting noticed amongst recruiters and hiring managers.

As well as updating your resume, also review your LinkedIn profile and any other online profiles you may have. Highlight that you are transitioning into a new industry or role, and why you would be an ideal candidate. It’s important that as you move through your career journey, that you continuously grow and enhance your online brand.

Check if you need to upskill

After you’ve assessed your current skillset and those that can transfer to a new role, you may find there are gaps in the skills you require for your new role. If this is the case, it may be helpful to upskill and broaden your knowledge, so that you’re work-ready when the time comes. You may want to consider online learning platforms , such as part-time classes, educational courses and free tutorials to further develop your skills. This can be an effective way of learning especially if you’re still working in your current job, as you can learn in your own time.

You may also consider getting on-hands experience in your new industry. This might include work experience or volunteering opportunities in your local area. These opportunities will help develop your skills and is a great addition to your resume, that will see you stand out amongst other candidates.

Build your network

Once you’ve identified the companies or areas where you’d like to work, reach out to your network to see if they know anyone personally that you could speak with. If you can’t find connections this way, you can use LinkedIn or other professional networking sites to reach out to the company’s hiring manager

Start with crafting an email or LinkedIn message that explains who you are, what you want to do, and that you’re looking for a career change. Ask whether they know of any job opportunities currently available and if they’d keep you in mind if any come up in the future. Maintain appropriately regular contact with this person/people while you’re in the process of changing careers, as they are among the best sources of information.

By actioning some of these steps, you’ll be better prepared when making that career or job change. For further career advice and tips, check out our career resources or contact Bayside Group today.

Q&A with Senior Account Manager Voula Triantafillou this International Day of Women and Girls in Science

Wed, 09 Feb 2022 07:14:12 GMT

A significant gender gap has persisted throughout the years at all levels of science, technology, engineering and mathematics (STEM) disciplines all over the world. And despite women making tremendous progress towards increasing their participation within these fields, they’re still under-represented .

In Australia, almost 60 percent of junior science lecturers are women. But women comprise just 16 percent of top-level science and technology researchers, professors and professionals.
Women represent less than 30 percent of researchers worldwide.
In the Australian workforce, women in science experience a weekly pay gap of 12.4 percent .
Data from the CSIRO shows that out of 1,727 research scientists, only 21 percent are women. And fewer than 10 percent at the top salary level are women.
In Australia, the unemployment rate for women in science is higher than that of men across all age groups.

This International Day of Women and Girls in Science , we speak with Bayside Group Senior Account Manager Voula Triantafillou, about her observations of how the scientific and technical workplace has changed.

Voula has worked within the scientific and pharmaceutical recruitment space for over 20 years, beginning her career as a Technical Assistant in various research laboratories while completing a Diploma of Applied Science (Microbiology & Molecular Biology). After four and-a-half years she became a Laboratory Supervisor, before joining Bayside Group (then Techstaff) to recruit scientific professionals within the food, FMCG, pharmaceutical and chemical industries.

You’ve now worked in scientific and technical recruitment at Bayside Group for over 20 years. How have you seen the industry change with relation to its inclusivity of women?

I’ve seen it change drastically. 20 years ago, though women were still generally underrepresented, they tended to work more within biological sciences, while more men had jobs in the chemical/physical sciences and engineering.

Women have always worked in science, you just need to look at Marie Curie (who won the Nobel Prize for Physics in 1903 and Chemistry in 1911) to see that. But in the past, there was definitely the belief that men were better suited to physics and chemistry, while women had more aptitude for the biological sciences e.g. microbiology.

Companies have also had to implement and adhere to new HR policies to ensure a better gender balance in the workplace. Now they are considering not just the right person for the role, but also how to build more diverse teams.

How have women’s jobs and roles within STEM workplaces changed during this time?

In more recent years, I’ve noticed a shift that is seeing more females being considered in areas such as chemistry, physics and mathematics and more males in Microbiology. Women seem to be taking a much more active interest in pursuing these kinds of roles, particularly within the pharmaceutical industry, while more men are engaging with biological/life science.

This could be attributed to the fact that certain disciplines that were traditionally promoted to be more suitable for one gender are now encouraged for both males and females.

How are employers and organisations adapting to create more opportunities for women?

I think organisations are making a conscientious effort to make sure that they’re looking at both males and females for the same opportunities. However, there’s still a significant imbalance in leadership roles.

There are more and more senior women coming through the pipeline now, and it is important that organisations firstly identify imbalances and look at their own structures, policies, development and recruitment processes to ensure they are inclusive for women. Hopefully we’ll see that come to light in the next few years (although there is evidence to see that there has already been some progress in this)!

How do you think the pandemic changed things for women in STEM workplaces?

In my experience, I’ve seen the pandemic increase opportunities for both males and females in science. However, what stood out the most is the demand for expertise required at multiple levels in the health care sector, which includes the pharmaceutical industry.

This demand for qualified, specialised scientific personnel has given both males and females the opportunity to be considered on an equal playing field and not be one sided. This has allowed women to shine without being compared to their male colleagues or counterparts.

If companies really want to help champion their female workforce and reduce disparity, what do you think one of the most impactful changes they could make would be?

I think what’s important to remember is that we need diversity at all levels to better the workplace environment and achieve organisational success. By creating an inclusive environment, you’re allowing for greater contribution and collaboration. However, it’s important to look at your organisation and identify where improvements can be made, because for some, equality will only occur with intention. Women provide a unique perspective when creating, developing, researching and contributing to the world that we live in, which is why this representation is so important.

If you’re looking for scientific or technical talent, or are looking for a job in the industry, you can contact Voula on 03 9864 6004, or contact our scientific and technical team here .

Five risks of the hybrid workplace and how employers can overcome them

Tue, 08 Feb 2022 07:12:00 GMT

The last two years have seen a significant upheaval in the tried and tested methods of working. Many organisations adopted a hybrid model of working, or else have a large portion of their workforce stationed remotely.

As Australia continues to adapt to the constantly changing health directives, it’s assumed the hybrid model of work is here to stay. This could see employees break up their work weeks between remote and in-office time, or be a workforce that consists of completely remote workers and entirely on-site workers.

While employers may have noticed some benefits from this shift, change never comes without its challenges. And with predictions that by 2030, 48 percent of the workforce will work remotely , it’s important for employees to address these challenges from the outset.

Here, we look at the major hurdles facing organisations when it comes to productivity, connection, culture and hiring within a hybrid workplace.

The erosion of workplace culture and social connections

Traditionally, workplace culture was often established and strengthened through in-person events, and socialising would occur organically through conversations over lunch and by the coffee machine. But employers are now faced with the challenge of reimagining their culture in an environment where their workers have little or no face-to-face interaction with each other or their leaders.

Despite this, there are promising initiatives that have arisen during the pandemic which show that organisational culture can indeed be strengthened in a hybrid environment. However, organisations that fail to invest the time and energy required to rethink the transmission of company culture will be unlikely to be as successful.

Research shows that our ability to connect meaningfully to others is less satisfying when we’re not physically present, but this doesn’t mean it’s impossible. It will be important for leaders to not just move social events online, but also establish more “touch points” of communication with their teams – that is, reaching out to employees more often and being explicit about the purpose and meaning of doing so.

Dwindling productivity

Perhaps one of the biggest fears employers had when faced with the prospect of remote work, was that employee productivity would significantly decline. Interestingly however, this wasn’t the case for every organisation, with a McKinsey survey revealing that 49 percent of employers reported an increase or significant increase in their teams’ productivity.

However, the same survey revealed that 51 percent of employers found their teams’ productivity levels remained unchanged or worsened since adopting the hybrid model of work.

What then has set these organisations apart when it comes to eliciting higher levels of productivity? The same survey found they’re the ones supporting small connections between colleagues—opportunities to discuss projects, share ideas, network, mentor, and coach, for example. Moving forward, it will be important for employers to design and create the time and space for their employees to have these types of interactions with each other.

Embracing a shift in management style

When it comes to productivity, the degree to which leaders have adjusted their management techniques to suit the hybrid environment also appears to have a significant impact on productivity.

Though 98 percent of McKinsey survey respondents recognised that managing remotely differs to managing all staff on-site, those leaders who received specific training on how to better manage hybrid teams saw increased productivity from their employees. Conversely, those who didn’t receive any formal training had teams who were more likely to lag behind.

Organisations could achieve higher levels of productivity by educating managers about the positive and negative impact they have on the people who report to them, and by training managers on soft skills, such as providing and receiving feedback.

Misalignment between in-office and remote employee experiences

Typically, it’s a lot easier for on-site team members to become involved in new project opportunities and cross-functional work because they’re more visible and therefore considered for inclusion. In most instances, this will be simply a case of convenience and familiarity, whereas those working remotely might fall victim to the old adage “out of sight, out of mind.”

For this reason, it’s important for managers to provide opportunities equally to both on-site and remote workers, resulting in fairness and engagement across the team. Failing to do so could result in perceived inequalities. According to an article in the journal Work and Stress , this can breed resentment within your employees, resulting in even greater divides between teams and higher turnover rates.

A failure to reimagine hiring and onboarding strategies

During the pandemic, nearly two-thirds of organisations moved their recruitment initiatives to remote settings. In the current candidate-short market, it will be vital to ensure such virtual hiring activities are seamless. Failing to provide a positive recruitment experience to potential candidates will see them abandon a company before an offer is even made. All virtual recruitment processes should therefore be streamlined, as timely as possible, and a positive experience for applicants.

Furthermore, once an employee has signed your letter of offer, onboarding them either remotely or in a hybrid fashion will be the next challenge. According to a survey of 1000 employees, 17.24 percent of new starters quit within the first month of beginning work, making the development of effective remote onboarding processes an area that deserves much time and attention.

A good example of this in action can be seen in Slack’s highly successful onboarding process , which changed dramatically when the company went fully remote in March 2020: paperwork and learning sessions were moved online and facilitated through video, and discussions of cultural values and norms were conducted in interactive sessions with leaders and teammates.

If you require assistance in finding staff remotely or managing a hybrid workforce, contact Bayside Group today and speak to one of our Consultants.

Q&A with Workplace Relations Senior Consultant Mark Tomisich: employment law during the pandemic and using common sense to overcome disputes

Tue, 01 Feb 2022 04:25:25 GMT

We sat down (virtually) to talk with Bayside Group’s newest addition to its Workplace Relations team, Mark Tomisich. After discovering his passion for law while on jury duty, Mark has since gone on to work as an employment lawyer with several organisations.

We discuss some of the major challenges for employers when it comes to employment legislation, how the pandemic has created a new wave of compliance considerations, and Mark’s appreciation for common sense outcomes that benefit both employers and their employees.

Can you tell us a bit about the early stages of your career? Where did you start out?

My career began at Coles Myer, where I worked in retail inventory management after completing a Bachelor of Business. After this, I transitioned into the RTO and recruitment sector. But this is where my career took a trajectory I wasn’t expecting!

In 2006, I was called into jury duty, where I recall being in complete awe of a gentlemen in a wig and black gown, speaking a strange language. This language, I’d later learn, was legal terminology.

After that experience, I knew that I wanted to change my career path and become a lawyer. I was surprised when I was accepted into the degree and studied extremely hard to become a lawyer within four years.

What particularly appeals to you about employment law and working within the realm of workplace relations?

I began my foray into industrial relations while practicing as an employment lawyer. This is where I found a keen interest in picking apart employee disputes and untangling the intricate web of employment law matters. From there, it’s about simplifying them and arriving a common-sense outcome for both parties.

After practicing for some five years, I started to harbour increasing motivation to practice employment law from the employer-perspective, which was driven by the reoccurring themes I was observing that I wanted to help employers prevent.

I saw a lot of employers trying to balance employee productivity against rigid employment law obligations. I came to realise that it really was – and still is – a complex task, that usually doesn’t stem from the desire to engage in intentional misconduct.

In your experience, what do you find are the biggest challenges for employers when it comes to employment compliance?

The Australian industrial relations landscape is a complex area for most employers. This extends even to seasoned employment lawyers!

For example, one major challenge is the sheer volume of modern awards in operation, which now stands at 121. With most of these averaging over 100 pages, this would be overwhelming for anyone.

In my time working with employer associations, I often encountered CEOs and Directors losing sleep and unable to focus on managing their business, because they were so consumed by otherwise avoidable employment law disputes. It’s extremely challenging for a top-performing manager trying to maximise employee productivity to also simultaneously wear the hat of an employment law specialist. Put simply, the two concepts don’t always work in unison.

Employers who have been found to have breached the Fair Work Act 2009, have in most cases done so unintentionally while managing employee performance matters. More often than not, this isn’t because the employer is acting in bad faith, but rather a lack of knowledge when it comes to their employment law obligations.

It is for this very reason, particularly in the case of underpayment, the lines between unintentional errors and intentional misconduct can be largely blurred, and further muddied by the media.

What are some of the key legislation changes you’ve seen occur in recent years, and what has their impact been?

The major developments really would come down to casual conversion, underpayments and the enormous effect the pandemic has had on the Fair Work Act 2009. I can truly say that as an employment lawyer, this is something I’ve never experienced in the whole time I’ve been practicing.

On the pandemic, what are some of the considerations employers might now need to take into account?

Productivity lies at the core of a business, and the pandemic has shown us that employers really need not be fearful of flexibility provisions in the Fair Work Act 2009. In many cases, allowing employees greater flexibility really can be used to your advantage! The workforce has demonstrated its resilience to working from home arrangements and redefined the concept of the traditional 9-5, 5 day working week.

That said, employers still need to be cognisant that working from home is a relatively new concept from an OH&S, Unfair Dismissal and General Protections perspective. The environment is still very much in its infancy, so if employers are unsure of anything, it’s best they seek professional workplace relations advice .

You’re relatively new to Bayside Group’s Workplace Relations team. What are you most looking forward to achieving here?

I’m really looking forward to untangling any employment law challenges facing employers, while demystifying and simplifying legislation to help employers better protect their business and their workforce.

What are your hobbies and interests outside of work? I understand you’re a keen bike rider!

I love my cycling! In a million years, I never envisaged that I would don lycra on the weekends and be dubbed a “MAMIL” (middle-aged man in lycra). But it only took a good friend dragging me on a ride for this passion to be born, and I’ve never looked back!

If you need assistance ensuring your business is up to date with the most recent employment legislation, you can reach out to Mark and Bayside Group’s team of Workplace Relations professionals here .

Q&A with Senior Consultant Paulina O’Hagan: maintaining talent and job interview advice

Sun, 23 Jan 2022 04:38:50 GMT

We talk to Bayside Group Senior Consultant Paulina O’Hagan about career pivots, what engineering and technical employers can do to address the candidate shortage and what she’s looking forward to most in the New Year.

Paulina, tell us a bit about your professional background and how you came to work at Bayside Group?

I moved from Canada to Australia in April 2012, and my background was working within the healthcare industry. My initial plans were to study nursing after completing my Medical Office Diploma, but after arriving in Australia I decided to hold off on nursing. Instead, I applied to an Admin Resourcing role with the Bayside Group before moving into a Consultant role, and haven’t looked back since!

That’s quite a career shift. What made you want to enter into recruitment?

I’ve always enjoyed helping people – hence why I wanted to become a nurse! But I was also really interested in helping people achieve their career goals, while also assisting businesses in finding the right people to grow their organisation. It’s very rewarding to be a part of that process.

Learning about the engineering industry has been fascinating, not to mention the benefits of meeting some incredible people along the way!

And what do you enjoy about specifically working in the engineering and technical sectors?

I enjoy working in a collaborative team environment – both internally with the Bayside Group and externally with our clients, on-hired employees and job seekers.

Our engineering and technical clients have unique and diverse teams consisting of a range of roles that are incredibly interesting. I’m fortunate enough to work alongside individuals who are shaping our world socially and technologically. Helping these professionals build on their craft and develop their careers is very fulfilling.

2021 proved to be an interesting year for the employment market. At the start of a new year, what do you expect some of the challenges and opportunities to be for employers?

Given the candidate-short market, I feel most employers are conscious of the fact that there will be many opportunities available for their high-performing employees. And even if staff are only passively considering opportunities, they may have already been approached by other companies.

Last year, we witnessed a major shift; many employees were moving jobs to pursue new career opportunities, chasing larger infrastructure projects they wanted to be a part of, and relocating whether interstate or from cities to regions, which may not have been an option pre-pandemic. A big trend we saw was also employees leaving jobs for higher salaries, which is something I’m expecting to continue seeing throughout this year.

For employers to decrease turnover and maintain their top talent, it will be beneficial to consider upskilling their current workforce and strengthening internal relationships through team building. If some employees might like to consider moving interstate, most employers will now accommodate the shift to ensure they retain their staff. On a positive note, it’s been great to see a lot of organisations adopting changes, such as the WFH model, to create a more sustainable future for their organisations.

What would be your top advice for employers looking to hire engineering and technical employees in the current candidate-short market?

It certainly has been a challenge for many organisations to find the right talent in such a competitive market! As a result, I would suggest employers be more open minded about hiring those candidates who might not necessarily tick all the boxes, but will have the propensity to learn quickly.

You can always train someone in technical skills who is motivated to learn, but it’s much harder to train someone to have the right attitude and be the best cultural fit within an organisation. I’ve seen employers who have decided to offer incredibly high salaries for a candidate who seemingly ticks all the boxes, but by doing so they’ve alienated their existing employees who have then quit to look for higher salaries elsewhere.

If you could give job seekers one piece of advice going into a job interview, what would it be?

During a job interview, I would suggest taking their time and really giving truthful responses – not just the most common answers or the one they think the interviewer wants to hear.

Always be authentic and don’t exaggerate your skills. The employer will eventually find out your strengths and weaknesses if you’re successful in acquiring the job, so it’s best to highlight what you’re skilled in and admit where you might need training, if asked.

What are you most looking forward to at Bayside Group this year?

I look forward to working collaboratively within the family-friendly culture of my team – near and far! We’re so fortunate to work with incredibly smart and passionate people at the Bayside Group who are committed to their field of work right across Australia.

If you’re looking for engineering and construction staff, or for a job in the industry, you can contact Paulina O’Hagan on 07 3221 6822, or the Bayside Group engineering team here.

Five major predictions that will shape the food and beverage industry in 2022

Tue, 18 Jan 2022 05:18:30 GMT

As we roll into the new year, it’s always interesting to look at what’s ahead for the food and beverage industry. 2021 proved to be another unprecedented year that has once again created both challenges and opportunities to companies within the sector.

There have been evident changes in consumer preferences relating to safety, sustainability, health, and the utilisation of technology. Throughout the pandemic, this has led to many businesses fast-tracking innovative strategies, new product development, marketing and analysis, forming new trends in the industry.

Here, we look at some of the biggest trends that will shape the food and beverage industry in the coming year.

A healthier shift in consumer behaviour

Though the trend towards healthier eating began some years ago, the fear and uncertainty around coronavirus has intensified the public’s demand for more nutrient-dense foods, particularly those that claim to possess immunity boosting properties. As such, healthy choices and plant-based diets for overall health and the health of the planet will continue to rise.

Not only is the price of meat now swaying consumer purchasing, seeing more people opt for a “reducetarianism” diet where they lessen meat consumption, but it’s predicted that by 2030 the Australian plant-based sector will contribute almost $3 billion AUD in domestic sales .

There is also a growing interest in the area of gut health, with an increasing amount of research suggesting that gut health impacts on everything from mental health to immunity. The fact that consumer satisfaction with digestive health in Asia-Pacific has dropped from 58 percent in 2018 to 47 percent in 2020 , suggests that more people are becoming aware of how their digestive issues impact their overall lifestyle.

This sentiment will likely see the continued growth in the manufacturing of products, such as fermented foods, kombucha and foods containing probiotics and prebiotics, which are touted as having positive benefits for gut health.

Cellular meat manufacturing

Companies such as Beyond Meat and Impossible Foods revolutionised the plant-based meat industry, but with technology coming leaps and bounds in recent years, food technologists are looking towards the world of “cultivated”, or “cell-grown” meat as the next big thing .

Though there are currently fewer than 100 start-ups at various stages of scaling up production on everything from cell-grown chicken and beef to fish, these companies were able to attract roughly $250 million in investments in 2021 from some of the largest animal-protein players.

Furthermore, with celebrities like Leonardo DiCaprio investing in cell-based meat start-ups such as Mosa Meat and Aleph Farms, there will likely be significant advancement in the cultivated meat market in 2022 as public sentiment becomes more accepting of the concept.

Automation and technology

Covid-19 certainly hastened the uptake of automation and technology within the food and beverage industry – from hospitality through to manufacturing and processing.

Online ordering, self-checkouts, touchless payments, food delivery and QR code ordering will continue to thrive in the coming year as consumers embrace the ease of contactless interactions and the demand for off-premises consumption grows .

Furthermore, with labour and skills shortages predicted to continue in 2022, organisations will begin embracing the involvement of robots and automated systems in food preparation, service and delivery. This has the potential to fill labour gaps, increase operational efficiencies while also creating more sanitary environments.

Sustainability and waste reduction

As the world begins to increasingly turn its attention to addressing the issue of climate change, more and more consumers are actively seeking out food products and services from companies they deem environmentally responsible.

People are looking for upcycled, zero waste, reduced carbon footprints and water conservation practices in the products they purchase. Compostable and Biodegradable packaging has been and remains to be one of the most highly recommended environmental solutions in the food sector, and there will likely be continued hyper-localisation of supply chain, seeing shoppers favour buying from local producers in the face of continued international supply chain disruptions.

While still emerging as a trend, consumers are also looking at farming practices such as regenerative agriculture—the practice of increasing soil biodiversity and organic matter, leading to more resilient soil that can better withstand climate change impacts without the need for synthetic fertilizers or pesticides.

Trust and transparency are key for brands seeking ways to stand up to the scrutiny and help consumers make responsible choices along the way.

Sobriety in the spotlight

The rise in healthier food choices from consumers has also seen an increase in more conscious alcohol consumption. According to marketing analysis firm Mintel, 31 percent of adults over the age of 22 consumed an alcoholic beverage less than once per month or not at all over the last three months. A large driver of the trend is Gen Z, with 24 percent saying they do not drink alcohol often or at all when dining out because of health reasons.

In fact, data from Endeavour Group, the parent company of BWS and Dan Murphy’s, shows sales of alcohol alternatives have increased more than 83 percent in the past 12 months at its stores. As attitudes towards alcohol continue to shift, we can expect this increase in the number of low-alcohol and alcohol-free alternatives in the market continue.

If you’re looking for staff within the food technology industry, partner with an agency that understands the sector. Bayside Group’s consultants have specific industry experience that allows us to meet our client’s specific needs. Contact us today .

Don’t get caught up in a labour hire provider’s underpayment scandal

Sun, 16 Jan 2022 07:12:09 GMT

In December last year, the media reported that a major recruitment and labour hire provider had underpaid thousands of temporary workers in finance, government agencies and administrative roles by more than $4.5 million. Hudson self-reported the issues to the Fair Work Ombudsman, revealing that more than 5300 current and former casual on-hired employees were short-changed between 2014 and 2020. This included penalty rates, overtime, loading, meal breaks and other allowances, with individual underpayments ranging from $1 to almost $20,000.

The effects of this incident were far reaching, with underpaid employees based in NSW, Victoria, Queensland, WA, SA and the ACT, and job titles ranging from receptionists and business analysts to customer service officers.

Unfortunately, this isn’t an isolated incident. While it is important to note that in most cases, underpayment is not intentional (Australia’s employment legislation is one of the most complex in the world), it doesn’t excuse underpayment of employees.

News of many Australian labour hire providers underpaying on-hired workers has made headlines in recent years. For example, a 2020 audit by the Australian Building and Construction Commission (ABCC), found that around 80 percent of labour hire firms are not paying their workers correctly. The audit of 63 labour hire employers in the building sector found only 21 percent were upholding all their workplace payment regulations. Most employers fell short when it came to keeping proper records and providing pay slips, however wage underpayment was the largest problem.

There are benefits to labour hire

This is not to say that organisations shouldn’t consider engaging a labour hire provider, as there are indeed many benefits. Labour hire generally operates in a triangular arrangement that sees companies with labour hire capabilities supply workers to employers for agreed fees. This allows a flexible approach to the engagement of labour, with employers able to scale their workforce to meet demand and organisational requirements.

Furthermore, taking on the responsibility of recruiting and engaging a flexible workforce is challenging. As a result, managing a contingent workforce can be a major distraction that negatively impacts a business and, if unfamiliar with the nuances – Awards, penalty rates, leave loading and more – can see employers run the risk of non-compliance themselves.

It can, therefore, be highly beneficial to engage someone to manage your contingent workforce for you. However, as seen above, partnering with a labour hire provider that makes compliance the highest priority is absolutely essential.

Partnering with a recruitment company and labour hire provider that has specific expertise in workplace relations and employment law as part of the core business is a good option. For example, Bayside Group has a dedicated team of Workplace Relations specialists that not only streamline the management of your workforce but also mitigate employment risk.

It’s important to proceed with caution

For organisations looking to engage a labour hire provider, it is imperative to do your research and investigate all options available to you. Though it is typically the provider whose name gets dragged through the media mud, it also brings with it a reputational risk for the organisation that has leveraged that provider.

In a time when the topic of wage theft can become a prominent news story and the FWO is taking a stronger stance against non-compliance, employers must consider who they entrust their workforce to, or else risk reputational damage when it comes to the relationship between stakeholders and customers.

Furthermore, the issue of underpayment will see employers run the risk of their on-hired workers leaving to look for full time work or a provider with a better reputation. In an already candidate-short market, this could pose issues for employers when it comes to maintaining their contingent workforce.

If you’re needing assistance with on-hired labour or managing a contingent workforce, contact Bayside Group today . Our specialist consultants and Workplace Relations team work together to ensure a streamlined, compliant process that gives organisations peace of mind.

How to ace situational questions in your new job interview

Wed, 22 Dec 2021 07:12:16 GMT

When it comes to a job interview, most people prepare for the questions a Hiring Manager is guaranteed to ask: those about your demonstrated skills, knowledge and work history. The questions that are often more challenging to prepare for however, and are therefore often neglected, are situational interview questions.

Essentially, these questions mirror common situations or challenges that can arise in the workplace, and are intended to gauge how the interviewee would respond in such circumstances. These types of questions allow employers to predict your future work performance and evaluate your problem-solving, self-management, leadership and communication skills, which are characteristics most Hiring Managers will be assessing in an interview.

Here we explore how you can prepare for and answer situational-based interview questions, plus provide eight situational questions you should be familiar with when going into your next job interview.

They expect your answers to highlight your professional experience and – most importantly – your ability to overcome challenges and ultimately meet company goals.

Research the company

No matter which questions you’re anticipating in a job interview, researching the company should always be part of your preparation. However, such research can be particularly helpful when responding to situational questions, as a deeper understanding of the company will allow you to articulate an answer that positions you as an ideal candidate for that specific employer.

Have a look at your prospective employer’s website and social media platforms to better understand the company culture. Try to identify the character traits they value and the ways in which their team operates. For example, how do they solve problems: through collaboration, innovation or investigation? Learn as much about the company as you can and use this to help formulate your answer.

Identify your previous experience

While you can’t necessarily predict exactly what situational questions you’ll be asked, there are a few common ones that will likely appear at some stage during your job hunt. You can find some of these examples listed below.

Before heading into an interview, make sure you have a few key examples of situations when you’ve demonstrated particular skills or behaviours that would likely be favourable within the role you’re applying for. When you’re nervous in an interview and feel under pressure, it can be difficult to conjure such moments to mind quickly, so make sure you have a few up your sleeve.

Understand your process

Situational-based questions are designed to probe and solicit well-composed responses. The questions are crafted to measure scope, complexity and behaviours within answers. As such, your response should be well structured and clear. A common structure to follow for situational questions is:

Explain the situation.
Explain your assessment of the situation and your decisions making process that ultimately helped you decide how to respond.
The behaviours and competencies you leveraged.
The final outcome and impact of your decisions and actions for the individuals involved and the company.

Just remember, the most important part to focus on is the skills you leveraged and the impact of your decisions and actions. A lot of the time interviewees spend too much time setting up the story and gloss over their response to the situation.

Be a great storyteller

The adage says that “practice makes perfect”, but you also don’t want to sound over-rehearsed or mechanical. Instead, think of your response like a career story, and use the “challenge, action and result” approach focus on delivering well-rounded, engaging stories instead of stiff, flat responses.

Interviewers are likely to retain content that is easy to relate to and engaging. But remember, above all you want to highlight the skills that will be desirable in that role and workplace, while also directly answering the question. Aim for a 2-3 minute response for each situational question and anticipate that there may be some follow up questions from the interviewer.

Examples of common situational questions

Describe a time you experienced conflict in the workplace and what you did to overcome this.
Tell me about a time when you had competing deadlines or tight timeframes. How did you deal with this?
How would you handle a situation in which you had to do something you weren’t familiar with?
Discuss a time when you received negative feedback from a client or manager and how you dealt with that.
What professional accomplishment are you most proud of, and how did you achieve it?
Tell me about a time you had to collaborate with a co-worker who was tricky to work with or you had conflicting ideas with.
Describe a time when you had too many to do items on your list. How did you solve the problem?
Tell me about a situation when your job went through big changes. How did you adjust?

Check out our Ultimate Interview Guide for further advice.

6 Books to set you up for your most productive, successful 2022

Mon, 20 Dec 2021 07:12:20 GMT

Nearing the end of the year often means one thing for many people: setting resolutions. Often, these goals address things such as improving productivity, being more organised, career progression and time management.

But while common, these accomplishments can feel vague and difficult to achieve without the right mindset, advice and strategies.

There are thousands of books based on these subjects that can help you learn more about the way you think and uncover techniques that can help you achieve your goals in the coming year – whether you’re wanting a promotion or hunting for your next job.

We’ve put together this list of highly recommended books, so you can start reading your way to a more productive and successful 2022!

Atomic habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones – James Clear

Published in 2018, this bestselling book has received accolades for its practical proven framework for improving your everyday. Something that often holds people back from personal improvement is the idea that you need to make huge changes in order to see results. But world-renowned habits expert James Clear explains that real change actually comes from the compound effect of hundreds of small decisions: what he calls, atomic habits.

In this book you’ll learn simple life hacks, such as ‘habit stacking’ and the ‘two-minute rule’, and gain insights into the psychology and neuroscience that explains how they work, and why they matter.

If you’ve found yourself struggling to be productive while working from home this year, or have fallen into unhelpful work patterns, then this might be the book for you!

Deep Work: Rules for Focused Success in a Distracted World – Cal Newport

Your phone is a constant distraction, you need to check your inbox as soon as an email comes in and, for some reason, you just can’t seem to produce your best work… sounds like you need some deep work.

In his Wall Street Journal Business Bestseller, author and professor Cal Newport argues that most people have lost the ability to go deep into their work—spending their days instead in a frantic blur of emails and social media. He explains how learning to ‘deep work’ (the ability to focus without distraction on a cognitively demanding task) will make you better at what you do and provide the sense of true fulfilment that comes from craftsmanship.

Newport provides scientific evidence and tips on ways you can bring yourself to a state of deep work and excel in your job and life.

How to Be Great at Your Job: Get Things Done. Get the Credit. Get Ahead – Justin Kerr

From an author who climbed to the top of the corporate ladder before reaching age 40, this book takes the guesswork out of career success and breaks down what it takes to excel at your job. Think of this as your professional handbook, with useful tips and advice on professional basics, such as working with other people, presenting successfully and communicating effectively over email.

Kerr also dives into how you can achieve other professional goals, like getting promoted sooner, impressing your managers, and doing this while maintaining a work-life balance. A great read for anyone new to the workplace or wanting to change careers.

Let Go – Hugh van Cuylenburg

The second year of the pandemic brought with it more frustrations, feelings of exhaustion and questions like: “Haven’t we already done this?”, and “Haven’t we been through enough?” As a result, mental health issues rose dramatically, with many people struggling to work from home and even being let go from their jobs.

In his latest book, educational trainer, podcaster and bestselling author Hugh van Cuylenburg shares how the pandemic resulted in experiencing the same powerful issues affecting the lives of millions: shame, expectation, ego, fear of failure, the quest for perfection and control, and our addiction to social media.

Combining powerful insights and research with his disarming and candid storytelling, this book is great for anyone who wants to rediscover joy, create authentic connects and cope better during challenging times.

The Power of Less – Leo Babauta

Babuata is known well for his blog Zen Habits and this book is a direct extension of what he shares there. If you’re someone who feels overwhelmed by the myriad of strategies that can be used to improve productivity, this book shares a brilliantly simple take that actually feels manageable.

Not only will you learn productivity tips, but also be encouraged to reflect on and understand what matters most to you and why – something that could be particularly beneficial if you’re considering a career change.

Essentialism: The Disciplined Pursuit of Less – Greg Mceown

If you’ve ever felt simultaneously overworked and underutilised, busy but not productive and like your workday is hijacked by everyone else’s agenda, this is the book for you.

In a world of competing priorities, Essentialism helps readers determine those tasks that are absolutely necessary, while learning to say no to the peripheral distractions that can often get in the way of significant and fulfilling professional projects. It’s about doing less, but performing better, which ultimately leads to greater results.

Understanding penalty rates by state over the festive season

Mon, 13 Dec 2021 07:12:26 GMT

For many people the end of year signifies a time to wind down in the lead up to the festive season. After all, there’s Christmas Day, Boxing Day and New Year’s to look forward to!

But with its plethora of public holidays, this time poses an interesting set of considerations for employers when it comes to additional penalty payments.

Public holidays attract significant extra penalty payments of up to 325% for employees covered by an Award. And though the National Employment Standards deals with the public holidays, it also allows states to declare additional public holidays and substitute public holidays. ‘Additional’ meaning one extra day and ‘substitute’ meaning another day.

This has an important impact on whether employees are entitled public holiday rates. For example, if a state declares a substitute day for Christmas Day, any work performed by an employee on 25 December will not attract public holiday rates.

The Fair Work Ombudsman has a dedicated webpage displaying the current public holidays and part-day public holidays for each State and Territory and surprisingly, these can vary significantly from state to state.

For example, Tasmania has four days of public holidays, while Queensland has six and-a-half. In Victoria, public holiday rates apply to 25, 26, 27 and 28 December, and 1 and 3 January. However, in South Australia this applies to 24 (7pm-midnight), 26, 27, 28 and 31 (7pm-midnight) December and 3 January. Not on 25 December or 1 January.

Furthermore, with Christmas Day, Boxing Day and New Year’s Day all falling on weekends, employers will need to pay particular attention to this year to ensure unintentional underpayment does not occur.

If you require clarification or assistance with understanding your obligations relating to penalty payments this festive season, contact Bayside Group’s Workplace Relations team today.

Are your recruitment processes inclusive for people living with disability?

Wed, 08 Dec 2021 07:12:30 GMT

Last week marked International Day of People with a Disability (IDPwD), which each year aims to increase public awareness, understanding and acceptance of people with disabilities. This year’s theme, ‘leadership and participation of persons with disabilities toward an inclusive, accessible and sustainable post-COVID-19 world’, sought to reignite the discourse surrounding disability, which may have taken a back seat for organisations during the pandemic.

Though support and inclusion for those living with a disability has improved somewhat, there are still significant challenges facing this community when it comes to the recruitment process, the workplace and career progression.

Here, we share the stats to demonstrate the realities of employment for people living with a disability, so organisations can consider how inclusive their recruitment practices really are.

The current state of play

According to the ABS , 2.1 million people with a disability were of working age (15-64 years). Of these, under half (47.8 percent) were employed, compared with 80.3 percent of people without a disability. Furthermore:

Graduates with disabilities take 61 percent longer to find full-time employment than people without a disability
59 percent of workers with a disability feel they need to hide this part of their identity at work and, concerningly
16 percent of people with a disability don’t think their employer would take action in response to discrimination in the workplace.
Nearly one-third say they are currently out of work but seeking employment, while only one-in-five Australians without a disability are currently unemployed looking for work.

This disparity clearly demonstrates the barriers those living with disability are experiencing when it comes to either finding suitable work or successfully progressing through the recruitment process.

The business case for disability inclusion

A starting point for organisations who don’t employ many people living with disability is to ask: why not? Is it because you don’t have many candidates apply in the first place? Or are your recruitment processes disqualifying these candidates?

The business case for employing diverse teams, including people living with disability, is clear. For example, studies have shown that people with disability often surpass their counterparts in the workplace. Research cited by the Australian Network on Disability indicates that 90 percent of employees with disability record productivity rates equal or greater than other workers, and 86 percent have average or superior attendance records.

Furthermore, the Australian Safety and Compensation Council (ASCC) found that workers with a disability have a lower number of OH&S incidents and lower workers’ compensation costs on average in comparison to other employees.

From a talent-attraction standpoint, organisations that have reputation as being inclusive and diverse have been shown to have greater success in attracting top talent and better overall retention rates. Research conducted based on Fortune’s World’s Most Admired Companies list, found that senior leaders within the most admired companies are held accountable for driving D&I initiatives, and 90 percent of these companies reported that diversity and inclusion are an important strategic focus.

It is also poignant to note that organisations across a wide range of industries are experiencing an unprecedented labour shortage. And though governments and industry groups are actively looking at ways to fill these gaps through skilled migrants and international students, there is an untapped talent pool of talent living with disabilities that are facing barriers to employment due to stigma or unconscious bias.

Levelling the playing field

When it comes to diversity, inclusion and belonging at work, it’s important to take appropriate steps and measures to level the playing field for all workers, so no one is unfairly advantaged or disadvantaged.

Considering all potential employees, regardless of age or disability, means that organisations have access to the broadest possible talent pool and can benefit from a diverse range of skills, abilities and valuable new perspectives.

Providing a fair and inclusive workplace begins with the recruitment process. Ultimately, a person’s ability to perform in a role should be the primary objective when hiring, and carefully crafting job ads that focus on skills, qualities and accomplishments (not years of experience or cultural fit), will help organisations to attract talented candidates from a variety of backgrounds and circumstances.

Raising awareness among staff members about conscious and unconscious bias will also be important when strengthening a company’s DI&B strategy. Leaders and Hiring Managers can be required to complete specific training relating to workplace inclusion and discriminatory recruitment practices, which will result in more opportunities for workers with disability.

An Indeed/YouGov report revealed that 44 percent of Australians with a disability believe that allowing employees to work flexibly is key to DI&B in the workplace. As such, providing assurances around work flexibility, as well as how a workplace promotes the values of DI&B will be important features of universally appealing and inclusive job ads. A report by the Australian Human Rights Commission suggests flexible arrangements organisations can offer include flexible access to annual leave, working from home arrangements, compressed working hours, and the availability of short periods of special leave for appointments.

If you’re looking for talent, Bayside Group incorporates inclusive practices within our recruitment and hiring process. Contact us today and speak to us about your staffing requirements.

How to answer: “why are you the best person for the job?”

Mon, 22 Nov 2021 07:12:47 GMT

During a job interview, the interviewer might ask: ”why do you think you would be the best person for this job?”, which can be a surprisingly difficult question to nail. You don’t want to come across as arrogant,but it’s a great opportunity to sell yourself as the ideal candidate for the role and highlight the value you can add to the company. If answered correctly, it can be a powerful way to help you stand out from other candidates interviewing for the job.

If you’re unsure how to answer this interview question, here are some tips on how to give an impressive answer, so you increase your chances at landing that job.

Understand what the company needs

Before you attend your interview, it’s important to undertake research about the company so you can identify the particular skills or experience they might require from an employee for this particular role. Have a look at their company website, LinkedIn page, and any other social media accounts they might have. This should tell you a bit about the industry they work in, the services or products they provide, projects they’re working on and company values. From here, you can gain greater insight into the priorities, goals and trajectory of the company, and which skills might be required for them to achieve this.

Although this question is primarily about applying your skill sets to the role, you should always be thinking about how your skills tie back into the strategic direction of the company. Often, you will learn more about this during your interview, so it’s important to understand where you might add value and adapt your answer to this.

Study the job add

As well as undertaking company research, studying the job ad will also tell you the job requirements and necessary skills they value. It’s important to focus on how you can help the company, so your answers should try and tie into the companies’ needs and goals where you can.

Once again, it is important to remember that your answer shouldn’t necessarily be set in stone, as often you will likely learn more about the specifics of the role during your interview. Ensure you are actively listening during the interview, so you can consider how you can tie these new pieces of information back to your own specific skill sets and experience.

If you don’t feel you have enough information on the role as yet, you can state as much. Perhaps say, “Before answering that question, would you mind telling me more about …a specific aspect of the role or what an average day involves,” for example. It is better to understand the role rather than focusing on essential strengths that are not essential.

Establish your main strengths

Once you’ve determined the skills and experience needed for the job, you should identify your main strengths and skills that are relevant and use these as the basis for your answer in the interview. When identifying your strengths, think about the following:

Industry experience
Experience in performing certain tasks or duties
Technical skills
Soft skills
Key acaccomplishments or awards
Education/training/qualifications
Volunteer work

To keep your answer succinct, aim to mention only those strengths that are directly related to the job for which you’re applying and those that will add value to the company.

Give concreate examples

After you’ve identified your main strengths, think about how you’ve applied these in previous jobs which has resulted in a positive outcome for the company. Providing concrete examples demonstrates how your skills can translate into beneficial results. If you’re new to the job market, you can emphasise experiences from school, club activities, or volunteer work. For example, if you are applying for a job that requires you to consult with external stakeholders, instead of just saying “I have excellent people skills”, give evidence of how this added value, such as, “my ability to network and engage well with others enabled me to secure six new clients in the past year.”

If the role requires you to have proficiency in certain programs that you have prior experience in, provide a specific example when you mention this. For example, “I have over five years’ extensive knowledge of computer software and programming languages, including SQL, Python and Javascript, making me a great fit for this job.”

Showing how you apply your strengths, rather than simply stating them, will improve your chances of landing the job.

Speak confidently

As much as its important to have humility when answering this question, you also want to sound convincing and confident when giving your response. To help with your confidence, it’s a good idea to prepare your answers in advance and have a few ideas of what you might say. It can help to write these down in some dot-points, or even practice your answers to a friend or family member. This will help you relieve some nervous jitters and avoid being caught off guard if you get asked this question.

If you’re looking for more advice on how to best respond to interview questions, check out our Ultimate Interview Guide , which is filled with useful strategies and techniques to help you nail your next interview.

Trust in science grows: what this means for Australia’s scientific employers

Tue, 09 Nov 2021 07:13:18 GMT

With vaccines, virus variants and COVID clusters dominating the news, science may have never before had such a high profile than in the last two years. With Australia carefully watching politicians’ announcements regarding lockdowns, vaccine mandates and restrictions, state and federal leaders are turning to scientific professionals for guidance.

Scientific researchers, medical professionals and epidemiologists have suddenly been catapulted into the spotlight , with many amassing hundreds of thousands of followers, advising governments on pandemic policies, being interviewed on TV and, in some cases, receiving book deals. It seems that with the world in a state of instability and uncertainty, many are turning to science for not only answers, but also reassurance.

In fact, according to this year’s 3M State of Science Index , 90 percent of Australians either somewhat or completely agree with the statement “I trust science”, and 89 percent trust scientists – a higher percentage than many other nations.

Here, we look at what this data means for employers, and how they can use it to help shape their hiring strategy moving forward to create a sustainable workforce.

In science Australia trusts

The 3M State of Science Index measures public attitudes to science in 17 countries and, for the first time in 2021, it asked Australians for their views on science and its role in our lives. The survey found that not only do Australians resoundingly trust science, they also believe it strengthens the country and they want more investment in science to speed up our post-pandemic recovery.

Despite this being Australia’s first time participating in the survey, our country’s figures are in line with global averages, which have risen considerably. Across the 17 countries surveyed this year, 91 percent of people trust science (up five percentage points from 2018), while 86 percent trust scientists (up 7 percentage points).

“Since 3M started the State of Science Index four years ago, trust in science globally remains at the highest level we have recorded,” says Chris LeBlanc, managing director of 3M Australia . “The pandemic has put a spotlight on the positive impact science is having on our everyday lives.

“While the pandemic has been a truly unpredictable hurdle for people in Australia and around the world, we have had some remarkable achievements due to the power of science. People once considered to be hidden away in labs have become the heroes of our society.”

Embrace the younger, re-engaged STEM population

After hearing reports of a shrinking STEM industry , scientific employers will be pleased to hear that engagement in the industry has become reinvigorated, particularly amongst younger generations. 57 percent of Australians (and 64 percent of Australian parents) believe that during the pandemic, scientists and medical professionals are inspiring a new generation to pursue a science-based career in the future, and 92 percent of Australians agree the world needs more people pursuing STEM careers.

Despite this, the unemployment rates for young people in STEM with VET or university qualifications have increased since 2006. This is poignant for employers to consider when establishing a sustainable hiring strategy. Though younger employees may not have the level of experience as those who have worked in the industry for longer, within such a candidate-short market , being willing to take on entry-level candidates with transferable skills could be incredibly beneficial.

Address diversity disparity within your hiring strategy

Despite these positive perceptions, the public appears to be concerned with the diversity issue that has permeated the scientific industry for decades. Of those surveyed, 89 percent agree it’s important to increase diversity and inclusion within the industry, while 84 percent acknowledge more needs to be done to encourage and keep women and girls engaged in STEM education.

Women as a minority within STEM is well documented and, though the driving forces behind this underrepresentation are wide a varied, a lack of interest or aptitude in STEM is not the culprit. Women face a number of systemic challenges in society and the workforce that impact their engagement and experiences at work, such as spending more time than men performing unpaid care and domestic work , which limits the amount of time available for paid employment. Even women who work full-time in STEM earn less than their male counterparts on average, due to factors such as biased hiring practices, lack of workplace flexibility, and the tendency for women to have more time out of the workforce, impacting their opportunities for career progression.

Moving forward, it will be important for scientific employers to assess their diversity policies to ensure they are creating a safe and inclusive workplace culture. Furthermore, by addressing diversity imbalances within their workforce, employers will be in a better position to overcome the skills shortage within the scientific industry.

As specialists in the industry, Bayside Group’s consultants have in-depth knowledge of scientific employees’ unique workforce requirements. If you’re looking for scientific staff, contact Bayside Group today .

Creating a culture of belonging when disconnection is prevalent

Thu, 04 Nov 2021 07:13:21 GMT

We’ve written much about how the pandemic has created a shift in employees’ values and attitudes. Employees expect more from their organisation than simply a transactional arrangement, and are increasingly seeking a greater sense of connection, belonging and inclusion within their workplaces.

This isn’t surprising given that social belonging is a fundamental human need, hardwired into our DNA. And yet, in 2019, 40 percent of people said they felt isolated at work, with the result being lower organisational commitment and engagement. Now, after months of pandemic-enforced isolation, social restrictions and working from home, we can only expect this number has increased.

Many organisations have begun to take note of the link between employees feeling a greater sense of belonging and inclusion and overall productivity and performance. In fact, belonging was at the top of the 2020 Global Human Capital Trends Survey as one of the most important human capital issues. 79 percent of survey respondents said that fostering a sense of belonging in the workforce was important to their organisation’s success in the next 12–18 months, and 93 percent agreed that a sense of belonging drives organisational performance.

As Australia begins to make the transition to “the new normal”, we examine how employers can cultivate a culture of belonging when the feeling of disconnection is so prevalent in the workforce.

Understanding ‘belonging’

In order to cultivate belonging, it will be important for organisations to understand what it means for their employees to feel a sense of belonging in the current climate. Traditionally, organisational efforts to foster belonging have primarily focused on making every individual feel respected and treated fairly in an inclusive work environment. Indeed, twenty-five percent of employees identified environments where workers feel they are treated fairly and can bring their authentic selves to work as the biggest driver of belonging. However, while this remains foundational, the effects of the pandemic have seen many organisations identify other significant ways in which to increase feelings of belonging.

Fostering purpose and contribution

The first of these is through fostering employees’ sense of purpose at work through contributing to meaningful shared oganisational goals. A survey by McKinsey found that nearly two-thirds of US employees said that COVID-19 has caused them to reflect on their purpose in life, and those who felt they lived their purpose at work were more productive than people who didn’t. They are also healthier, more resilient and more likely to stay at the company.

Moreover, when employees feel that their purpose is aligned with the organisation’s purpose, the benefits expand to include stronger employee engagement, heightened loyalty and a greater willingness to recommend the company to others. In fact, 44 percent of employees reported that feeling aligned to their organisation’s purpose, mission, and values – coupled with being valued for their individual contributions—was the biggest contributing factor to their feeling of belonging at work.

While companies and their leaders can have a big influence on the individual purpose of their employees, they have limited direct control over it. Companies therefore need to help employees optimise their sense of fulfilment from work. This can be achieved by establishing a corporate purpose that considers the company’s role and contribution to society, and by providing employees with meaningful ways to reflect on the company’s efforts and their impact. When employees feel aligned with this purpose and believe their work makes a valuable contribution towards this shared goal, statistics show they are five times more likely to be excited to work at a company.

Improving and harnessing connection

According to the Global Human Capital Trends survey, thirty one percent of employees said that having a sense of community and identifying with a defined team was the biggest driver to their sense of belonging at work. This is unsurprising given the circumstances of the last 18 months, with a significant number of people transitioning to the working from home model.

These shifts in workforce composition have been a growing challenge for organisations and leaders. Not only are they forced to contend with managing hybrid teams, but their employees have experienced increasing feelings of social isolation, with 54 percent of employees revealing increased feelings of loneliness since the start of the pandemic.

Alternative work arrangements are likely to stay the course in at least some capacity, with many employees continuing to work from home or working alternative hours. In this way, it is expected that staff may not feel as though they socially “belong” to an organisation, particularly if they are not physically entering into the workplace on a regular basis and are not able to physically interact with their team. This can make it harder for them to feel a sense of belonging at work and can make it more challenging for people in traditional work arrangements to feel a sense of unity with them.

It will be particularly important for leaders to effectively manage hybrid teams , ensuring the feeling of connection stays strong by encouraging social interaction and regularly checking in with those working from home.

Put a spotlight on psychological safety

As well as encouraging teams to spend time together and connect, whether in-person or virtually, it is worth noting that the quality of these professional relationships is incredibly important. Oftentimes, the relationships employees have with their managers and colleagues define how psychologically safe they feel at work. Psychological safety means that those within a team feel safe to voice opinions, take risks and ask questions, without fear of being criticised or judged. Employees that feel psychologically safe would typically demonstrate open communication and connection to their colleagues, thus giving rise to a greater sense of belonging at work.

By building leadership training centered around inclusivity and empathy, workplace leaders will be able to foster the kind of team culture that creates positive psychological outcomes; workers can feel empowered to respectfully challenge norms, allowing them to proactively – rather than reactively- identify issues and opportunities.

If you’re looking for staff, contact Bayside Group today . Our consultants are specialists in their area of expertise, allowing them to identify unique areas of opportunity for your organisation.

Casual conversion provisions are now in effect: are you compliant?

Mon, 25 Oct 2021 07:13:00 GMT

On the 26th of March 2021, new casual conversion provisions were introduced to the Fair Work Act 2009 (Cth) which created a new obligation to proactively offer eligible casuals employees conversion to permanent employment. Employers were given a six-month grace period to the 27th of September by which time they would need to ensure compliance.

The key amendments made were:

A definition of what constitutes a casual employee
The introduction of the Casual Employment Information Statement (CEIS)
Introduction of casual conversion for all casuals

Prior to these changes, Awards contained various definitions of what constituted a “casual employee”, as well as a wide variety of casual conversion clauses with different qualifications and requirements. To align this with the newly introduced legislation, the Fair Work Commission (FWC) was given six months to review and update the Awards and align them where necessary.

The FWC finalised this review last month and all Awards are now aligned with the casual employment definition and casual conversion rights provisions of the National Employment Standards (NES)

The major change that has substantial impact on organisations, is the obligation for employers to assess all casuals that have worked for 12 months on their eligibility to be offered permanent employment: aka, casual conversion.

Casual conversion

The casual conversion right goes further than what was provided for in the Awards, which provide the entitlement for employees to request the conversion. Employers now have an obligation to assess the casual employment and offer conversion to all eligible casual employees, including those not covered by an Award, unless there are reasonable business grounds not to make an offer or the casual employee does not qualify.

In all cases, the employer must notify the employee, in accordance with the provisions of the Bill, of the outcome of the assessment.

Additionally, where a casual employee has declined or was informed that no offer will be made, they have the residual right to request conversion at a later date.

Employers must offer to convert a casual employee to permanent employment if the employee:

has been employed for 12 months; and
during the last 6 months, has worked a regular and systematic pattern of hours without significant adjustment.

The offer must be for either full-time employment (when worked the equivalent of full-time hours) or part-time employment.

However, employers are not obliged to make an offer if there are “reasonable business grounds” to not make the offer. Such grounds must be known or reasonably foreseeable at the time of declining to make the offer.

The Bill defines reasonable business grounds as including:

where the conversion would require a significant adjustment to the employee’s hours of work in order for the employee to be employed permanently;
where the employee’s position will cease to exist in the 12 months after the conversion right arises;
where the hours of work that the employee is required to perform will be significantly reduced in the 12 months after the conversion right arises; and
if there will be a significant change in the days of times on which the employee’s hours of work are required to be performed in the 12 months after the conversion right arises.

If an employer determines not to make an offer of conversion, they must give notice of the decision to employees within 21 days of when the right to be offered conversion arose.

Once an employee has responded that they accept the offer, the employer must discuss with the employee whether the employment is full-time or part-time, the hours of work and the date it commences and provide this in writing within 21 days.

Casual Employment Information Statement

Employers are also required to provide all casual employees with a Casual Employment Information Statement (CEIS) on commencement of employment alongside the Fair Work Information Statement.

What this means for employers

As of the 27th of September this year, all casual employees working within your organisation should have had their eligibility for conversion assessed. By this date, employers should have written to the employee either:

offering conversion; or
if you have decided not to offer the employee conversion – explaining that you are not offering conversion and the reasons for that decision.

It will also be important for employers to establish a process that ensures they are offering conversion, or the reasons for refusal, on the first anniversary of their employment period. At this time, employers should write to each casual employee either:

offering conversion;
explaining that conversion will not be offered because they have not worked a regular pattern of hours for six months; or
explaining that conversion will not be offered because there are reasonable business grounds to refuse conversion.

Where an employee is offered conversion, they must respond within 21 days accepting or refusing conversion. If they do not respond, they are taken to have declined conversion.

If you need assistance ensuring that your business is compliant with these changes regarding casual conversion, contact Bayside Group’s Workplace Relations team today .

How to manage your energy for better productivity when working from home

Fri, 22 Oct 2021 08:13:08 GMT

Working from home has become the norm for many individuals, and so has the tendency to work longer hours, taking on more weekend work and a greater workload. It’s no surprise then, that employee burnout has increasingly worsened over the course of the pandemic, with 52% of employees feeling burnt out.

So, what’s the best way to stay productive and get through your to-do list without burning out completely? While many people believe it’s about time management, scheduling every minute of free time to increase your productivity doesn’t take into consideration the need to rest and recharge. In fact, without effectively managing your energy levels, working longer hours may only lead to less engagement, decreased focus and more mistakes.

In this way, it’s important for individuals to become aware of, and take responsibility for, their own energy levels. This includes understanding how work output impacts energy levels and how to incorporate strategies into your day that help you recharge your energy levels, so that you are more productive with your time. And no, unfortunately drinking another three cups of coffee doesn’t cut it!

Determine what your “peak performance” times are

Energy management begins with determining the hours in a day where you are most productive, so that you can modify your activity accordingly. Some of us are night owls and have the most energy later in the day, while others find they are most productive at 8am. Regardless of the time, it’s important to be aware of your energy peaks.

If you are unsure, monitor how you feel at different points of the day to gain better insight. Take note of your working habits for a week and list down the times when you managed to complete the most work. Also take note of how you feel during those hours – do you feel energised or fatigued? This will help you find a pattern of your peak performance times and the hours in which you are most productive.

Block out those high energy hours

Once you’re aware of your peak performance times, you can then block them out in your calendar and use these high energy hours for priority tasks or those requiring more mental energy and focus. You can then work on less complex or brain resting activities, such as cleaning up your inbox, replying to emails, touching base with clients or colleagues, either before or after these peak performance times. Not everyone can work at maximum energy levels all the time, so it’s important to balance intense productivity with slower, brain resting activities or breaks.

While you may not be able to utilise this strategy every day depending on your role, aim to structure your days around peak performance as much as possible.

Focus on one task at a time

When you have many demands to manage, we tend to believe that multitasking is often thought of as the best way to tackle multiple tasks, however, research suggests that shifting between tasks can create brief mental blocks that can cost as much as 40 percent of someone’s productive time.

This temporary shift in attention from one task to another also switches our focus, which can then cause a drop in energy levels. If possible, try to fully focus for 60 to 120 minutes depending on the task or project, then take a break, and then focus on the next activity. This will help you be more productive while also maintaining your output levels.

Notice your own thoughts and emotions

Noticing and taking control of your emotions can also improve the quality of your energy. Firstly, become aware of how you feel during various points of the workday and how these feelings impact your productivity. The majority of people tend to perform their best when feeling positive, with a study finding that happiness led to a 12 percent boost in productivity while unhappy workers were 10 percent less productive.

Unfortunately, it can be hard for individuals to sustain positive emotions without adequate rest and recovery. Many of us will experience high amounts of pressure and demands, as well as unexpected challenges throughout the day. These pressures tend to cause stress and anxiety, which trigger negative emotions and a drop in energy.

If you learn to recognise what type of events trigger these emotions, you can learn to implement strategies to minimise such instances. Activities such as deep breathing, or getting away from your desk for a walk can be helpful. Being aware of your own emotions and how they impact on your energy levels, will allow you to be more productive.

Schedule in time for rest and recovery

To maintain your energy levels throughout the day, you need to implement sustainable boundaries. Indeed, there may be days when back-to-back meetings are necessary, or when you need to complete consecutive jobs, but this isn’t sustainable for most people.

If possible, consider taking 30 minutes on your lunch break to stop working, or two breaks of 15 minutes during the day. This gives you sufficient time to recover your energy levels, allowing you to be more productive when you return to your desk.

Not only is it important to schedule in time for recovery during your workday, but it is just as important to rest and recover outside your work hours. This includes getting enough sleep, staying hydrated, exercising, eating nutritious foods and choosing activities that are less stimulating on your brain. All these actions will help to maximise your body’s repair and help you perform at your best.

By managing your energy instead of your time, you will not only become more productive, but also more fulfilled at work. If you’re looking for work in one of our specialist fields, view our current available jobs or contact us today.

Candidate shortage expected to grow: here’s what engineering employers can do

Wed, 20 Oct 2021 04:47:32 GMT

With investment in major infrastructure projects at the centrepiece of the Federal Government’s plan for Australia’s economic recovery post COVID-19, infrastructure activity will approximately double over the next three years, peaking at $52 billion in 2023.

Though this record investment will serve to stimulate the economy, create new opportunities for local business and employment, it also presents pressure in the capacity of the market to meet this growth. In fact, according to Infrastructure Australia’s first Infrastructure Market Capacity Report , the spending blitz could result in one of the worst skills shortages in decades.

It is forecast that in mid-2023, the employment in the infrastructure sector will need to grow from 183,000 people today to more than 288,000, with one in three jobs advertised going unfilled. The peak of demand for skills is 48 percent higher than supply, and meeting the demand would require annual growth of 25 percent over the next two years. That’s more than eight times higher than the projected annual growth rate of 3.3 percent. Furthermore, 34 of the 50 public infrastructure occupations identified are potentially in shortage.

Jobs with likely shortages

At the peak of demand between now and 2025, Infrastructure Australia predicts a shortfall of 70,000 scientists and engineers, 19,000 project management professionals and 28,000 trades and labour workers. Of these groups, jobs predicted to be most in demand include building surveyors, civil engineers, electrical engineers, engineering managers, geologists, geophysicists and land surveyors.

Victoria, Queensland and Tasmania will experience the greatest risk of shortage. At points between 2021 and 2025, all three jurisdictions will require a workforce that is approximately twice the size of the projected supply available

The supply challenge for employers

The skilled labour shortage in Australia has been an issue for many years, but industry experts say the pandemic has exacerbated the problem with disruptions to training and the sudden suspension of skilled migration due to border closures. These shortages are typically difficult to address through short-term measures because they require technical expertise and long training periods. Couple this with the rapid infrastructure investment, and employers will need to focus much of their efforts on attraction and retention of their workforce.

Streamlining the hiring process

To meet anticipated demand, Bayside Group National Manager Wayne Eaton says employers will need to adjust their traditional hiring strategies in order to address the challenges in maintaining labour supply.

“Because there’s such high demand and a short supply of candidates, one of the best things employers can do is ensure they are responsive during the hiring process,” he says. “It’s a competitive market, so a candidates are likely to have several job offers and opportunities available to them, being made to them at any one time, and if an employer isn’t as responsive during the selection and onboarding process, they potentially run the risk of a candidate going to a competitor who has responded faster.“

In this way, Wayne explains that bringing on a third-party recruitment agency to assist with streamlining this process can be extremely beneficial.

“While working with us, our clients know that we’ll keep the hiring process moving at a pace that allows us to source and secure the talent they need,” he says. “We also communicate with applicants throughout the duration of the process, which is so important for keeping them engaged and interested in a potential offer.”

Embracing transferable skills

Furthermore, Wayne says it’s important for employers to be open minded about the experience that potential employees can bring to a role. Though many employers have very specific requirements they want an individual to possess, this simply may not exist in such a candidate short market.

“So often, employers will want someone who has experience working on two or three very specific projects, but when there’s a shortage of candidates they will likely need to focus more on transferable skills,” he says.

“While a candidate might not have the exact experience an employer is looking for, they might have the transferable skillset that makes them an ideal candidate. They could be adaptable, a fast learner and have the kind of attitude that allows them to thrive in the role.”

“By identifying these qualities within certain candidates, we can place them within the roles and company cultures where they can perform their best.”

Changing sector perceptions

Despite unprecedented demand, Roads Australia CEO, Michael Kilgariff says employers are having difficulty attracting and retaining suitable entry level workers to the sector due to perceptions around excessive work hours and fatigue, poor mental health outcomes travel and inconsistent work.

“These negative factors make it difficult to attract and retain talented individuals from diverse backgrounds to pursue careers in construction,” he says.

“To attract a sustainable workforce, we must ensure our people feel they can be innovative, experience personal safety, have opportunities for personal growth and feel included and valued.”

By cultivating a healthy work environment, and promoting this within Employer Value Proposition , organisations can improve both their attraction and retention rates.

If you’re looking for staff within the infrastructure, engineering and construction sectors, contact Bayside Group today and see how we can help.

Employees are being fired for video-call faux pas: don’t let it happen to you

Thu, 16 Sep 2021 22:04:46 GMT

Working from home became the new normal for many employees when the pandemic reached Australian shores in early 2020. But while many people expected this to last no more than a few months, 18 months on and two-thirds of the Australian population continue to roll straight out of bed and into their home office.

As a result, video calls and virtual meetings have become synonymous with working from home. So much so, in fact, that daily participants in Zoom calls globally surged from 10 million a day at the end of 2019 to 300 million in April 2020. But it turns out that despite the increase in use, there are still many employees getting it wrong when it comes to correct etiquette in such meetings. According to a recent American-based survey , nearly 1 in 4 executives have fired a staffer for slipping up during a video or audio conference, and most have levied some sort of disciplinary action for gaffes made in virtual meetings.

While people might have grown more accustomed to virtual meetings, the survey found there are still slip-ups occurring that are leading to the loss of clients, reduced sales opportunities and missed deadlines. In turn, this is harming people’s careers.

Here, we provide tips on the best way to present yourself in virtual meetings so you can make the best impression.

To video, or not to video?

Zoom etiquette has evolved over the last 18 months. While it once may have been acceptable to sit and chat with your camera off during internal team meetings, it is becoming increasingly commonplace to participate in the video component of the call.

Of course, this will vary from business-to-business, and if you are in a customer-facing role, there’s every chance you’ve always had internal meetings via video just as you do with your clients. But for many, the desire to remain a big black square on the screen is strong: there’s no need to get out of your pajamas and you don’t need to wash your hair. But as working from home orders stretch into the foreseeable future, employees need to think about how they’re being perceived if they choose to sit in a meeting with their cameras off – particularly if everyone else is showing up on-screen.

As well as being the polite thing to do, appearing on video allows for greater connection with your manager and colleagues, something which is becoming increasingly important as many states remain in lockdown.

This is not to say that every discussion needs to be held via video conference. For example, if you simply need to ask a colleague a quick question, then a video chat is less efficient than a simple phone call. However, if you are meeting with more than one other person, hosting an external guest, or having a longer more in-depth meeting with a manager, than opting for video functionality is the assumed etiquette.

Assume you’re always on video

Even if you’re part of a virtual meeting where participant have their cameras off, always behave as though people are watching. Who can forget the story of New Yorker magazine writer Jeffrey Toobin who found himself being fired for inadvertently exposing himself on a Zoom call last year. And though this is an extreme case, it demonstrates the very serious ramifications that can arise if you’re caught off guard.

It is important to remember that despite being in your home, you are actually “at work”, and every meeting should be treated thus. Make sure you look presentable, that you don’t have any inappropriate items in the background or sensitive information on display.

The same care should be taken with screen sharing. Though you yourself might be off-camera, when sharing your screen you are baring all to those on the other end of the call. Make sure you have closed all windows and tabs of non-work-related activity, and have muted any chats that could spontaneously pop up on your screen.

Choose a quiet, private space

Throughout the pandemic, we have seen video footage of pets and children interrupting important meetings around the world. And while these may have given you a good chuckle, such incidents can actually harm your professionalism, particularly if it is a frequent occurrence. Furthermore, if this occurs while meeting with clients or third-party stakeholders, you run the risk of damaging your company’s reputation.

Whether you live alone, in a share house or a home with children and pets, try and find a space that is quiet and distraction-free. We understand that this isn’t always possible, so if you can’t, inform the people that you’re meeting with that you are home schooling, for example, but will do your best. At a minimum, ensure your personal phone is on silent and that there’s little chance of being interrupted. It can even be a good idea to blur or change your background if you are in a space that might be particularly distracting.

Know when to mute yourself

If it’s not your turn to speak during the meeting, it is generally a good idea to keep your microphone muted. Even if you’re simply sitting at a desk, sounds of your movement or ambient noise can be picked up by headphones, which can be distracting for colleagues.

If you are in a training session or larger presentation, it may be that your microphone is automatically muted, however don’t automatically assume this is the case. Just as with video, microphones can capture snippets of conversation or noises that would not be appropriate in the workplace, so it pays to double check.

Video calling platforms like Zoom have a microphone icon you can tap on to mute or unmute your microphone during the meeting.

To access the Bayside Group’s range of careers resources, including resume templates and interview guides, visit our website . If you are in the market for a new job, you can search our opportunities here .

Mental health check: how to ask employees if they’re really ok

Tue, 07 Sep 2021 21:59:11 GMT

It’s clear the pandemic has had a significant and wide-reaching impact on people’s mental health, the extent of which cannot yet be fully known. As a result, it is becoming increasingly important for employers to focus on creating a psychologically safe workplace for their employees to ensure they are supported during this time. Notwithstanding the pandemic, taking definitive action to significantly bolster employee mental health and job satisfaction has been shown to be good for business: international research estimates a return of 4.25x ROI for every dollar spent.

In light of R U OK Day on September 9, we’ve consolidated a range of articles and podcasts relating to employee mental health that Bayside Group has published since the beginning of the pandemic. These include information on everything from creating psychologically safe workplaces for employees returning on-site, to understanding factors that can lead to employee burnout.

As well as this, we’re sharing R U OK Day’s simple advice on how to ask employees if they’re really ok. Because while organisational design, building resilience and early help-seeking programs are indeed crucial for creating healthy workplaces, sometimes a simple question posed in the right way can make all the difference.

How to ask employees if they’re really ok

R U OK? has developed four steps to help you navigate a conversation with someone you’re worried about. Though these steps can be applied in any environment, employers and managers can use these as a way to begin a more open conversation about mental health, which can be challenging in the workplace.

Step 1: Ask are you ok?

Be relaxed, friendly and concerned in your approach.
Help them open up by asking questions like “How are you going?” or “What’s been happening?”
Mention specific things that have made you concerned for them, like “You seem less chatty than usual. How are you going?”
If they don’t want to talk, don’t criticise them. Simply tell them you’re still concerned about changes in their behaviour and that you’re there to support them if needed.

Step 2: Listen with an open mind

Take what they say seriously and don’t interrupt or rush the conversation.
Don’t judge their experiences or reactions but acknowledge that things seem tough for them.
If they need time to think, sit patiently with the silence. Once they do speak, encourage them to explain: “How are you feeling about that?” or “How long have you felt that way?”
Show that you’ve listened by repeating back what you’ve heard (in your own words) and ask if you have understood them properly.

Step 3: Encourage action

Ask them what they’ve done in the past to manage similar situations, and how you can best support them.
If they’ve been feeling really down for more than two weeks, if appropriate, encourage them to see a health professional by saying something like: “It might be useful to link in with someone who can support you.”
If they do not already seek support from a health professional, you could refer them to your EAP, or recommend a service such as Lifeline or Beyond Blue .

Step 4: Check in

Pop a reminder in your diary to check in with the person in a couple of weeks. If they’re really struggling, follow up with them sooner.
Ask if they’ve found a better way to manage the situation. If they haven’t done anything, don’t judge them. They might just need someone to listen to them for the moment.
Stay in touch. Remember genuine care and concern can make a real difference.

You can access more information and resources on R U OK Day here .

You may also find these articles relating to employee mental health and wellbeing useful:

General Workplace Mental Health Articles

Industry-Specific Mental Health Articles

Mental Health Podcasts

Health and Safety

If you’re looking for staff or require guidance on ensuring you’re compliant with workplace best practice, contact Bayside Group today .

Casual work – the good, the bad and the ugly!

Tue, 07 Sep 2021 21:54:13 GMT

The number of casuals in the workforce has been increasing in Australia since the early 1990’s, although it has remained relatively steady as a percentage over the last 20 years, at 25% of the workforce . This is why we often get mixed messages. Currently there are around 2.3 million people (22%) employed on a casual basis, a slight decrease as the result of Covid-19 leaving some employees without work.

With restrictions in place and on-and-off lockdowns across the country, many are seeking the stability of permanent employment in this uncertain market. However, if you’re currently not working and looking to re-enter the workforce, there are definitely some benefits in considering casual and temporary contract opportunities, some of which are offering higher pay than pre-pandemic.

Here we discuss the pros and cons of working as a casual employee, to help you decide if it could be the right step for you.

The Good

Work flexibility

A benefit often associated with casual work is the flexibility it offers. In some cases, you can choose the days or hours you work to suit your schedule, rather than your typical 9-5 workday. This allows you to have greater control over your work-life balance. It also gives you the ability to allow for breaks between the end of one job and the start of the next, without being limited to four weeks leave a year.

However, it is important to keep in mind that you may not always be able to choose the shifts you work, as it will depend on the type of role. **For example, for those in higher-paying specialist project roles (e.g., internal communications, IT projects or engineering projects), it can sometimes offer less flexibility, as the work can be dependent on the project deadlines. However, Bayside Group has on-hired engineers who have chosen contract work for more than 20 years, as this type of work suits their lifestyle.

Gain experience and learn new skills

A casual position can also be a great opportunity to learn new skills or gain experience in an area you wish to develop. This can be especially useful if you are looking to change your career path or switch to a different industry. Temporary assignments can give you the chance to learn things like operating certain technology or software, as well as sharpen your transferable skills such as communication, teamwork and time management.

Working on for an agency on different assignments rather than staying in the one job will help to expand your experience and expose you to a variety of new skills and job settings. This will add greater depth to your resume and help you find future job opportunities.

Test out a job or career path

Another benefit of temporary work is that it allows you to test out a job or career path before fully committing to it. By testing out different jobs, you can find out what you really enjoy doing, what your strengths are and where you see yourself in the future.

If you have worked in the same industry for a while and are unsure about working in a different one, then taking on a temporary job can be a great way to gain experience and insight into the industry before accepting a permanent role and then realising it is not the right fit for you. Some employers will also use temp and contract roles to determine whether they need a particular function before they commit to hiring someone full-time. So if you perform well, it could lead to a permanent position.

Maintain an income

Finally, if you are currently unemployed and struggling to find a permanent position, a casual or temporary job can ensure that you continue to earn money while you search for something more permanent. Typically, temporary workers are paid for every hour/day they work, as well as any overtime. So, depending on the industry you work in, there may be the potential to earn a larger sum of money than any benefits you may receive while not working, especially if you are guaranteed steady working hours.

While it may only be that you work for a few months in this position, it can still be a great way to secure ongoing income, whilst also filling gaps in your resume as you look for full-time employment.

The Bad and the Ugly

Job Security

One disadvantage to working a casual job, especially in today’s current climate, is the lack of job security. With restrictions in place due to Covid-19 and several states across the country in lockdown, many employees are getting stood down from their jobs. Though it is difficult to quantify exactly, data suggests that casual workers dominate those industries most impacted by the pandemic, including hospitality, retail, tourism and performing arts.

Unfortunately, if you are working on a casual basis, you aren’t guaranteed set shifts and your contract can be terminated at any time, with limited notice required depending on your contract. This lack of job security should be an important consideration when applying for a casual or temporary contract job.

Casual loading instead of paid leave entitlements

As a casual worker, you will receive a loading that replaces all paid leave entitlements permanent employees have. This means that if you take time off – annual leave, sick leave, personal leave or public holidays – you won’t get paid for those days since these entitlements are already incorporated in your hourly rate. This can financially be challenging in specific situations if you have not budgeted for this, particularly for longer periods such as company shut down periods over the holidays or if you are not deemed an essential worker during pandemic restrictions. Depending on your financial or personal situation, receiving more pay when you work the hours may outweigh having these entitlements.

Personal loans

Without a permanent stream of income, mortgages or personal loans may also be more challenging to obtain. Some banks may not allow you to borrow as much if you are a casual worker, or there may be certain requirements you need to fulfill that a permanent employee wouldn’t have to. Although it likely involves more work, it is certainly not impossible, and it should merely be something you consider when you go to apply for a temporary job.

Depending on your personal situation, you can weigh up the pros and cons above to decide whether or not a casual or temporary role is suitable for you. Though such jobs may offer less security, if you’re looking to re-enter the workforce, or are struggling to find a permanent position, applying for a these jobs may be something to consider.

If you are looking for casual or temporary work, view our available jobs here , or get in touch with our Bayside Group team today.

The gender pay gap still exists. Here’s what employers can do about it.

Sun, 29 Aug 2021 21:49:41 GMT

On August 19, The Workplace Gender Equality Agency (WGEA) released the new national gender pay gap figure of 14.2 percent, an increase of 0.8 percentage points over the last six months. As a result, WGEA announced that Equal Pay Day 2021 will be on the 31st of August, marking the 61 extra days women, on average, must work to earn the same as men earnt that financial year. It is a symbolic day that helps to raise awareness of the barriers women face in accessing the same financial rewards for their work as men.

According to Average Weekly Earnings data from the Australian Bureau of Statistics (ABS), women earn an average of $261.50 less per week compared to their male counterparts. The data showed that lower wages for females were consistent across every industry in Australia, including those industries most dominated by female employees.

The theme of this year’s Equal Pay Day is “#WhatsYourPayGap?” and is a call to action for both employees and organisations to address the continuing issue with a strategic and actionable plan, not just a promise to do better.

Here, we look at the current gender pay gap, some of the driving factors, and those which organisations have the ability to address.

The current state of play

Despite closing somewhat over the last few years in Australia, it will still take 26 years to eradicate the remuneration gap at the current rate. For non-management occupations, this could take longer than 26 years, with some occupations unlikely to see any change at all in coming decades.

These numbers are worse when taken into account on a global scale, with the estimated global pay gap to be 23 percent . Globally, women also face the motherhood wage penalty, which increases as the number of children a woman has increases, Furthermore, they have less access to leadership roles, only representing 8.1 percent of Fortune 500 CEOs .

While the work of Australian women deserves to be equally and fairly valued in our workplaces as a basic principle, it is poignant for organisations to understand the economic benefits of closing the gender pay gap. A WGEA’s report titled Gender Equity Insights 2020: Delivering on Business Outcomes revealed a strong relationship between an increase in the number of women in key decision-making positions and subsequent improvements in company performance, profitability and productivity. Despite this however, it was found that the number of women running Australia’s top 200 ASX-listed companies has fallen over the last four years, with only 10 female CEO’s in these roles.

Contributing factors

It is important for employers and leaders to understand the various factors contributing to this inequality, but to also know which of these their organisation is able to address. According to the UN Secretary General’s report, Leave No One Behind , there are seven primary drivers of transformation that need to occur to achieve female economic equality;

Ensuring legal protection and reforming discriminatory laws and regulations
Recognising, reducing and redistributing unpaid work and care
Building assets—digital, financial and property
Improving public sector practices in employment and procurement
Changing business culture and practice
Strengthening visibility, collective voice and representation
Tackling adverse norms and promoting positive role models

It is these three final factors that employers can directly address in order to drive change within their own organisations, which can in turn, contribute to global change over time. Here are just a few steps organisations and leaders can take to begin the process of closing the gap.

Changing business culture and practice

Address bias within the recruitment and promotion process

Business culture, practice and policies are major drivers of women’s economic opportunities. At the bare minimum, employers should ensure they are following best practice when it comes to complying with workplace laws (such as Award Rates and minimum wages) and following ILO conventions on gender equality. This will help to reduce discriminatory practices and gender gaps, and enable the equal participation of men and women in trade unions and business or worker membership organisations.

This is, however, simply the starting point. Leaders can first and foremost tackle gender inequality and the pay gap within their recruitment and promotion process, by addressing any explicit and implicit bias. Though a Hiring Manager may not intentionally, or even knowingly, act with a gender bias, gender discrimination continues to be the biggest contributing factor to the pay discrepancy, accounting for almost 40 percent of the gender pay gap. Furthermore, despite making up half of the workforce in Australia, women only account for 32.5 percent of key management positions , and even less for more senior roles.

These statistics make it apparent that when it comes to recruiting for senior and higher-paying roles women are too often being overlooked. Employers can help women enter into these roles by providing training and mentoring opportunities, as well as understanding the systemic barriers that may impact a female employee’s ability to actively request promotion into a senior role. While men are characteristically more assertive when it comes to requesting promotions or pay rises, women tend to be less confident in doing so.

To address this, training and educating Hiring Managers about unconscious bias will be key when it comes to creating a fairer hiring and promotional process. It can also be a good idea to enlist the assistance of external recruitment professionals , whose consultants implement practices that ensure biases don’t impact on the hiring decision.

Assess your family-friendly policies

Another significant factor contributing to Australia’s gender pay gap, is that women continue to perform most of a household’s domestic work and child rearing duties. According to Leah Ruppanner, Senior Lecturer in Sociology, University of Melbourne, this significantly impacts their ability to progress their career to high-paying roles.

“The fact that women remain intimately tethered to the home based on gender role expectations, means women lose out on economic resources”, she told the Diversity Council Australia. “Australian women have some of the highest part-time work rates in the world , often reducing moving to part-time when children are born. A second child could knock a woman out of the labour force for close to a decade.”

It is important for employers to recognise the impact that these stereotypical responsibilities have on women in the workplace, and actively seek to minimise the impact it has on their ability to earn equally to men. It is beneficial to assess your current family-friendly policies, including parental leave, flexible work options and support for child and other forms of care.

A 2019 WGEA study , found that flexible workplace policies and employer-funded paid parental leave schemes are integral to retaining female staff members during and after pregnancy. Employer-provided onsite childcare also increases the retention of female managers by almost 20 percent.

Strengthening visibility, collective voice and representation

Champion diversity among women

It is important for employers to understand the nuance of intersectionality that should occur in order to strengthen visibility and representation of minorities within the female workforce. Gender can intersect with other factors, such as disability, socio-economic status, race and age, all of which can impact on an individual’s lifetime earnings.

According to KPMG’s She’s Price(d) Less report , women in such minority groups have a pay gap even greater than those women who sit in the majority. This means that for employers to truly strengthen the visibility and representation of all women within their workplace, this intersectionality needs to be addressed.

Consider non-binary and transgender employees

Additionally, employers should consider how the pay gap might affect non-binary and transgender employees. A 2016 US study found that nonbinary individuals typically faced hiring discrimination and experienced more discriminatory treatment within their workplaces. Additionally, nonbinary people as a whole were more likely to have been denied a promotion. Though limited research has been done into the Australian statistics regarding the pay gap affecting non-binary and transgender employees (which is in itself an issue), employers should acknowledge that it likely exists.

Tackling adverse norms and promoting positive role models

Increase the representation of women in leadership

As previously mentioned, women in Australia and around the world, are significantly underrepresented in leadership and senior roles. 2019-20 WGEA data found that women comprise only:

32.5% of key management positions
28.1% of directors
18.3% of CEOs
14.6% of board chairs

The annual Bankwest Curtain Economics Centre series has uncovered evidence of the importance of female representation in senior leadership roles—not only does it reduce gender pay gaps but to improve company profitability and productivity. Furthermore, the 2019 research revealed that women are now progressing into management roles at a faster rate than men. If this growth continues, it would take 20 years for women to have equal representation in full-time management positions, which would significantly aid in reducing the gender pay gap.

Occupational segregation

It is common knowledge that certain industries are traditionally dominated by either gender. But this segregation in the Australian labour market continues to be a persistent factor underpinning the gender pay gap, and shouldn’t simply be something that is accepted by organisations.

Data collected using LinkedIn shows that women make up a small portion of the workforce in particularly technical roles with typically higher incomes. For example, female workers make up an estimated 26% of workers in Data and AI roles, 15% of workers in Engineering roles and 12% of workers in Cloud Computing roles. Conversely, industries that have a larger female workforce, such as healthcare and education, tend to receive lower rates of pay.

This is in part due to greater overarching social norms and stereotypes eschewed by current society, but is also influenced on a micro-level by the way organisations promote and advertise for such roles. For example, a PD for an engineer could use language and incentives that would appeal more to candidates with traditionally masculine-associated characteristics, making others feel like they are an unsuitable choice for the role and therefore less likely to apply.

This demonstrates the importance of writing job ads that are inclusive and gender neutral, which is not only beneficial from an ethical perspective, but also a business one. Companies that fail to effectively champion gender diversity will significantly under-utilise their available talent pools, which can result in stunted business growth.

The journey to closing the gender pay gap is a significant one for all Australian companies and those in hiring or leadership roles, and will not be achieved without a strategic and systematic approach.

If you need assistance with inclusive recruitment practices, contact our recruitment team today .

7 tips for starting a new job remotely

Thu, 26 Aug 2021 21:45:18 GMT

It’s quite normal to feel nervous when starting a new job. But what happens when your first day on that job is remote? With Covid-19 restrictions still occurring with relative frequency in many parts of the country, there’s a chance many employees will begin a new job remotely at some stage. So instead of being shown your new desk and enjoying a welcome lunch with your new colleagues, your first day is more likely to consist of Zoom meetings and a table for one.

If you’re feeling a little overwhelmed about tackling your new responsibilities remotely, or wondering how to fit into a team that you can’t meet in person, here are some tips that can help you start a new job remotely.

1. Be proactive and speak to your manager before or on your start date

Once you have signed your new contract, your manager may send you introductory information or touch base with you before you start date. This is a great opportunity to ask any questions you may have about your equipment needs, remote access, software or platforms they use. It’s a good opportunity to clarify any other questions you may have about the role. This gives you the chance to set up or buy any equipment in advance, so that you are more prepared on your first day. If you don’t receive anything from your manager beforehand, then it can be a good idea to be proactive and get in contact with them yourself.

If you aren’t able to touch base with your manager before you commence, then hopefully a one-on-one video call with your manager is set up on your first day. If this isn’t the case, then don’t be afraid to ask for one. It’s a lot easier to stop by your manager’s desk to ask questions when you are in the office, but it’s just as important ask for guidance when working from home.

2. Get confident with technology

Familiarising yourself with new technology and software can help you feel more comfortable on your first day. If details of these programs aren’t provided, don’t be afraid to request this information before you commence. You will likely need to know the platforms used to communicate with one another (do they use Zoom, Microsoft Teams or Slack?), as well as having your emails set up. Being appropriately set up on these platforms will help you feel more confident in your first week.

It’s also important to test out your computer’s video and audio settings before your first day to avoid any hiccups, especially if you are receiving a new computer. This will help to relieve any nerves you may have about your first introductory calls and meetings, but also shows your new manager that you have come organised and ready.

3. Allow yourself extra time and stay organised

Meetings and inductions are typical during your first week in any new role, so make sure you’re just as prepared as you would be if you were commencing this role face-to-face. Be punctual and allow extra time to organise yourself for meetings and/or training sessions, by having your computer and any other equipment ready to go and your workspace set up.

It can also be a good idea before meetings to identify who you will be speaking with and what their role is within the company. You can then look at resources such as your company website, intranet and LinkedIn to find out more about them and their connection to your role. You may even want to write down any questions before your meetings, so you appear engaged and eager to learn.

4. Take notes and keep these prompts visible

It can be helpful to initially keep notes on any information you receive about the company, including employee names, important dates, company protocols, etc. Unlike being in an office where your workspace would be on display, you have the luxury at home to keep your notes and any prompts visible at all times. This will allow you to quickly refer to them when you are having a conversation or are in a meeting with your colleagues.

As you get to know your team and colleagues more, you can begin to note down their specific responsibilities, certain topics you discuss, as well as how they prefer to communicate. This will give you a greater understanding of their areas of responsibility and how you are likely to work with them moving forward.

5. Engage and get to know your team

Getting to know your team is important when starting any new job, but even more so when you can’t physically interact with your colleagues on a daily basis. Starting a new job remotely can be challenging, especially for people who are more introverted and find it hard to reach out. However, putting in that extra effort to pick up the phone or send messages on your team’s group chat, can show you are trying to Build relationships.

You can start by asking your colleagues what projects they are working on, or what you should know about the organisation. As you become more familiar with your team, it’s important to have non-work-related conversations as well, so you get to know more about who you work with. This will help you feel more connected to your team and make working remotely more gratifying.

6. Stick to a normal routine and don’t overwork yourself

When working remotely, it can be challenging to draw the line between work and home, which can lead to unhealthy working habits. While you may feel like you have to work longer hours to familiarise yourself with your role, it’s crucial to establish a sustainable and productive work routine from the start.

Try to avoid replying to emails late at night or on weekends, so you set boundaries for yourself and demonstrate to others that you aren’t working longer hours than necessary. Give yourself a proper lunch break and try to fit in a walk or some form of exercise throughout the day. This gives you a chance to reenergise yourself and improve your concentration when you return to your desk.

7. Don’t be afraid to ask for help or guidance

Finally, don’t be afraid to ask for help when you need it. While it can be easier to shy away from reaching out when you are working remotely, it’s important to continually ask questions to develop your knowledge and skills and reduce potential frustration. The nature of remote work will make it more difficult for your manager and colleagues to see if you’re struggling, so rather than waiting, it’s important to ask any questions.

It can be challenging being the new person on a team, especially when starting a job remotely. However, by being proactive, organised and engaged with your team, you’ll be better able to transition into a new role. For more career advice and tips, check out our career resources or contact Bayside Group today.

Ensuring employees feel psychologically safe when on-site

Thu, 19 Aug 2021 17:55:08 GMT

The pandemic has had a significant and far-reaching impact on the mental health and wellbeing of the Australian workforce. While the exact long-term effects cannot yet be known, research suggests that 78% of Australians experienced a decline in their mental health since the start of the pandemic, with rates of elevated psychological distress such as depression, anxiety and stress even higher than anticipated.

With the delta variant resulting in more snap lockdowns and the vaccine rollout underway, many employees are oscillating between working from home and on-site. While some employees may welcome this, there are many who are more concerned. According to a survey performed in June 2021, one-third of respondents said their return to work has had a negative impact on their mental health. Furthermore, almost half of those who have not yet returned in-person anticipate negative mental health impacts.

Poor mental health doesn’t only have a significant effect on individuals, but also on businesses. A 2021 study found that the economic impact of mental health-related absenteeism for employers was $4.7 billion per year, while SafeWork NSW found that employees with moderate mental ill-health took an average of six additional sick days annually compared to their mentally healthy counterparts.

For this reason, it will be important for employers to consider psychological safety as part of a holistic plan for an on-site return of their workforce. Here, we discuss the definition of psychological safety and the strategies employers can implement in order to minimise stress and anxiety upon their employees’ return to work.

What is psychological safety and why is it important?

Psychological safety can be defined as a “shared belief held by member of a team that the team is safe for interpersonal risk-taking”. That is, those within the team feel safe to voice opinions, take risks and ask questions without fear of being criticised or judged. Employees that feel psychologically safe would typically demonstrate open communication and supportive behaviours that convey emotional awareness and connection to their colleagues.

While psychological safety should always be a consideration for employers, it should be a greater focus during times of uncertainty and upheaval because it directly effects individual and organisational performance. In a two-year study conducted by Google, it found that its highest performing teams, those that were more likely to innovate, contribute, and take risks, all had one thing in common: psychological safety.

Aside from the performance benefits gained from creating a psychologically safe workplace, there are financial gains to be made too. Mental ill-health at work is estimated to cost Australian corporations $13 billion a year in lost wages and productivity, outlined in the recent Productivity Commission mental health report .

Employers who prioritise psychological safety within their return-to-work strategy (as well as more generally within their operations) will not only protect their employees’ mental health, but also potentially speed up organisational effectiveness.

Understand your starting point

The first step employers can take to improve psychological safety, is to understand where their business currently sits. There is little point addressing employee concerns directly relating to the pandemic if the every-day organisational operations, processes and structures do not offer psychological support.

To do this, employers and HR managers should identify all psychological hazards that might be present in the workplace. These could arise from factors such as poor workplace culture, unsuitable working environments, poor organisational justice, low representation and uncertainty of job responsibilities, to name a few .

Employers can identify such factors through holding confidential discussions with staff, reviewing relevant data from incident reports, workers’ compensation claims, and staff turnover, and conducting anonymous surveys with workers, managers and team leaders.

In complex situations, it can be useful to seek advice from professionals in the area of risk mitigation and assessment. Under WHS laws , work-related hazards that present a risk to psychological health and safety must “be eliminated so far as is reasonably practicable”, so they are crucial to address for the safety of your business.

Address safety processes and systems

Four in five workers surveyed in an Australian study experienced fears around catching or spreading Covid-19 upon return to their worksite. This was made up of concerns around becoming infected with COVID-19, infecting other people, being able to maintain physical distance from colleagues, and being concerned about colleagues coming to work when sick.

While organisations are required to implement a CovidSafe Plan in line with state government recommendations, it will be helpful in this case to ensure employees are aware of and adhering to this plan.

Health Safety & Environment Manager of Bayside Group, Cameron Cranstoun, says that in order to minimise stress around the potential of contracting Covid-19 in the workplace, it will be important for employers to effectively communicate these safety measures to staff.

“Direct and frequent communication, including emails or phone calls, as well as secondary communication, like signage will be necessary,” says Cameron Cranstoun. “Consistent reminders are essential, as after a while people tend to revert back to old habits and behaviours without even realising.

“Employers and managers may need to let employees know about the new ways the workplace may operate – for example staggered shifts or alternating lunch breaks – as well as inform them of new safety measures such as temperature testing and mandatory mask wearing.”

Remove barriers to flexible work arrangements

Aside from the mental distress of possibly contracting the virus, more than 50 percent of Australians revealed that the reduced flexibility of returning to the workplace was having a significant impact on their mental health.

Employees have generally become more comfortable with a hybrid model or working from home, and are used to the social and familial freedoms this might offer them. To expect them to renounce this newfound time they are able to spend with their children and loved ones could have a significant impact on their mental health.

An increasing number of employees are requesting more say in determining when and where their work gets done, with 60 percent reporting that flexible work schedules could reduce stress, while 57 percent acknowledge that a hybrid work arrangement would do the same. Overall, in an era characterised by increased demands at work and longer commute times , what employees really appear to be asking for is more time to engage with things they enjoy.

Communication will be key and starts with leadership

When it comes to addressing mental health in any workplace, communication will be crucial, particularly when it comes to driving a sustainable cultural change. Communicating a mental health message once is unlikely to render the necessary impact on an ingrained culture, particularly when there is still a stigma surrounding mental health within Australian workplaces.

An effective approach is to ensure that the message is being broadcast from the top , from team leaders and managers—both formally and informally. In fact, when paired with leadership training, organisational programs focused on psychological safety and broad-based mental health awareness have proven to be effective in bettering mental health outcomes at work. Such initiatives could involve leaders actively promoting and sharing their commitment to supporting and improving mental health, and additional training for leaders around this topic.

Partner with your people

Involving a wide range of people within your business and seeking input from employees will be an important component of developing an effective mental health strategy. Research has shown that when someone perceives to have control over their situation this empowers them to make active attempts to resolve problems and encourages them to approach their work in a positive way. Furthermore, this kind of attitude creates a more inclusive workplace, where employees feel valued and respected.

This will also help employers gain a better understanding of the individual needs of their workers. While an EAP might be sufficient for some, for those with complex and long-term mental health problems, which might be exacerbated by the stress of the pandemic, it might not be as useful. It is important to create a psychologically safe space where confidential discussions can take place and employees feel comfortable communicating their needs.

If you’re looking for staff, or wanting to create a psychologically safe environment for your workforce, contact Bayside Group today . Our Workplace Safety Management and Employment Compliance services can help keep your business and workforce safe.

Contract law trumps employment law: High Court landmark decision on casual employment

Mon, 09 Aug 2021 17:50:09 GMT

On the 4th of August, the High Court overturned the Full Federal Court’s decision in the matter of Workpac v Rossato, unanimously determining that Mr Rossato was a casual employee for the purpose of the Fair Work Act 2009 (FW Act) and Workpac’s Enterprise Agreement. This is a landmark decision and changes the current understanding on how to determine employment status. That is, it is the contract that determines employee status, and not how the parties behave.

The High Court’s decision has overturned the earlier first instance decision of the Full Court of the Federal Court of Australia in Workpac Pty Ltd v Rossato (2020) and the precedent set in the Full Federal Court in the earlier 2018 judgment of Skene v WorkPac Pty Ltd (2018) on the nature of casual employment. In this instance, Mr Rossato, and before him Mr Skene, were considered by the courts not to be a casual employee, despite having employment contracts stating they were employed as a casual. This would mean he would therefore be entitled to be paid for annual and personal/carer’s leave entitlements he had not received during his employment. The Full Federal Court also determined that this entitlement could not be offset against the casual loading Mr Rossato had received.

However, the High Court stated that a mere expectation of continuing employment on a regular and systematic basis is not sufficient to establish that a casual employee is in fact a permanent employee for the purposes of the Fair Work Act 2009 (Cth) (Act). The High Court’s decision clarified that:

a ‘casual employee’ is one who has ‘no firm advance commitment’ from their employer regarding the duration of their employment or the days (or hours) the employee is to work, and provides no reciprocal commitment to the employer; and
where parties commit to employment terms in a written contract, the “firm advance commitment” will be found in the binding contractual obligations of the parties.

Furthermore, the court said to “insist upon binding contractual promises as reliable indicators of the true character of the employment relationship is to recognise that it is the function of the courts to enforce legal obligations, not to act as an industrial arbiter whose function is to synthesise a new concord out of industrial differences”.

The High Court have told every court that it only matters what parties have formally agreed to in a contract, and if the parties adhere to the contract, then the contract should be given effect.

It also noted that firm advance commitment is different to a reasonable expectation of continuing employment. This expectation is not inconsistent with casual employment, as is shown by the ability for a casual employee to request flexible working arrangements and to pursue an unfair dismissal claim.

The High Court did not deal with the various set off arguments, popularly also referred to as ‘double dipping’, considering its finding that Mr Rossato was a casual employee and that no paid leave entitlements were present.

Take away message for employers

This decision will alleviate many of the concerns held by employers in respect to the risks associated with engaging casual employees on a regular and systematic basis who may later assert that they are in fact permanent employees and therefore claim for paid leave entitlements. The High Court determined that to be a casual employee, one does not have a firm advance commitment to continuing work and the casual employee does not provide a reciprocal commitment to undertake the work. Furthermore:

Where there is a written contract and the parties adhere to those terms, the necessary “firm advance commitment” needs to be found within the contract. Firm advance commitment is an enforceable promise, not an “expectation” of ongoing employment.
The High Court expressly recognised that casual employment can be for a long-term duration, with a casual employee working regularly and systematically.
The decision highlights the need for employers to ensure their employment contracts reflect a true casual engagement with no firm advance commitment, and that the terms are consistent with the new definition of “casual employee” in the Fair Work Act.

If you want to ensure your organisation’s employment contracts follow best practice and that you are meeting your obligations regarding casual employees, contact Bayside Group’s Workplace Relations specialists today.

Is your EVP doing enough to attract and retain candidates in the current market?

Thu, 22 Jul 2021 17:35:50 GMT

Australia’s unemployment rate has reached just 5%, its lowest in a decade, and many employers are facing challenges when it comes to filling roles. Data from the Australian Bureau of Statistics (ABS) has revealed that as of the second quarter of 2021 there are 362,500 job vacancies in Australia, up from 288,700 in the first quarter of the year. This is the highest number of vacancies ever recorded by the ABS.

There’s no doubt the pandemic has had a turbulent effect on the country’s job market and is resulting in a current candidate shortage across a diverse range of roles, from forklift drivers and fruit pickers, to customer service representatives, psychologists, civil engineers and research and development scientists, to name just a few.

The last 18 months have changed the way employees view and approach work, but one thing holds true: businesses that want to attract and retain the talent they need to move forward must understand the top priorities of their future workforce. Put simply, the Employer Value Propositions (EVPs) used to retain and attract employees in the past - gym memberships, in-person social events and an impressive office space - are unlikely to be as enticing now that lockdowns, restrictions and working more days from home are becoming the norm.

The pandemic has created a shift in employees’ attitudes and values, and organisations that ignore this will face even greater challenges when it comes to attrition and attraction.

Now is the time to revisit your current EVP and assess whether it is doing enough to attract and retain employees in the current candidate-driven market. Here are a few of the drivers that are attracting candidates that you can consider highlighting within your EVP.

More employees are seeking flexibility

Perhaps one of the biggest considerations for organisations when reassessing their EVP is the resounding call from employees for more flexibility within their work.

According to a global study conducted by PwC , three quarters of Australians say their ideal work environment is a mix of remote and in-person working, while 16% would prefer a wholly virtual workplace where they can contribute from any location. However, it is important to understand that flexibility is not just where you work, but also how and when you work.

Depending on the type of work your organisation performs and how it is structured, it could be beneficial to start thinking about a longer-term shift towards a hybrid working model. This could be the ideal middle ground that allows employees to work flexibly on certain days of the week, then come together with colleagues for team building and collaboration on others.

Of course, this will bring with it many other considerations for employers, who will need to create a sound strategy in order to effectively manage hybrid teams . They will also need to ensure employees are well-supported with regards to having access to an ergonomic workspace, necessary hardware, adequate internet access from home, and ways to communicate when they’re available.

Diversity and inclusion will become increasingly important

According to the Harvard Business Review, 86% of employees and 66% of HR directors believe that a diverse workforce will become even more important as roles, skills and company requirements change over time. The report also found that 76% of employees said a diverse workforce is an important factor when evaluating companies and job offers, and they will actively ask questions about diversity targets and strategies. It pays well to remember that a diverse and inclusive workforce not only increases your potential to attract candidates, but also retain them.

Furthermore, improving an organisation’s diversity and inclusion strategy has been shown to increase innovation and improve financial return. A worldwide report conducted by the Boston Consulting Group found that companies with above-average diversity on their management teams saw an average of 19% more revenue than that of companies with below-average leadership diversity.

Creating an effective diversity and inclusion strategy takes time and is something that will need to be addressed across multiple areas of a business, including recruitment, training and development, policies and procedures, internal communication, employee feedback and more. Establishing honest, accessible metrics around your diversity progress and remaining gaps will be critical to ensuring that efforts to build a diverse team are measurable, targeted, and impactful.

Mental health support and wellbeing

It wouldn’t be far from the truth to say that the pandemic has caused a serious mental health issue in Australia and around the world. The workforce has been met with repeated lockdowns, disconnection from loved ones, job losses and an increase in domestic violence, depression and anxiety.

According to SEEK, 2 in 5 candidates say they would have liked more mental health support during COVID-19, regardless of whether the workplaces had existing support in place or not. It appears that in some instances, there is a gap between organisational mental health and wellbeing programs and employee needs.

But ill mental health is not something that occurred, nor will is disappear, with the pandemic. An increasing number of Australians have complex mental health needs , and are understood to be experiencing significant, multiple, rare or persistent mental health challenges. These could include OCD, schizophrenia or borderline personality disorder, which can impact functioning both at home and the workplace.

While an Employee Assistance Program (EAP) may help some, they are likely to be less effective for those with complex and on-going mental health needs, who may already receive support from healthcare providers. In this way, it will be important for employers to have a confidential discussion with their staff about what they require with regards to mental health and wellbeing support.

Many people with complex mental health issues may not require organisational support or may only require it at times. Each employee could have unique needs and it’s important to understand that “flexibility” in these circumstances could mean different things. Whether it be fewer working days, a reduced workload, different working hours to make time for medical appointments, addressing stigma they face in the workplace, and so on.

Organisations will be best positioned to attract and retain top talent by approaching mental health and wellbeing with an open mind, flexibility and agility, and most importantly, by listening to the individual.

Corporate social responsibility, purpose and values

More than ever candidates are wanting a job that gives them an opportunity to make a difference to society. In fact, a survey by Accenture found that an employee’s sense of purpose or impact on society is the second-most important criteria for young talent when considering new jobs.

This could in part be the result of the increased connectivity of our society, as well as the blurring of lines between our work life and personal life as a result of the pandemic: as employees have brought their work home with them, it is increasingly important for their personal values and beliefs to align with that of their employer.

Whether your organisation is aiming to reduce its carbon footprint, actively engage in supporting marginalised communities or makes socially conscious investments, this should be emphasised within your EVP. If you have a Corporate Social Responsibility team, collaborate with them on how you can showcase their efforts in your recruitment messaging.

Reassess financial incentive

Though statistics show employees place greater value on incentives unrelated to salary , this doesn’t mean it plays an insignificant part in the job-making process. This is particularly true in a candidate shortage, where shifts in wages occur quickly as a way to entice potential candidates.

If employers are struggling to fill roles, it could be beneficial to perform some market research to ensure the salary being offered is in-line with what your competitors are offering and the current market. It may also be necessary to reassess what skills and experience you required, and whether you have the training capability internally to allow an individual to grow into a role.

If you’re struggling to find talent, partner with a recruitment organisation that understands the current market and has access to a wide network of quality candidates actively seeking work. Contact Bayside Group today and see how we can help.

Skill gaps in the pharmaceutical, biotechnology and medtech sector

Mon, 19 Jul 2021 22:35:18 GMT

Australia’s medical technology, biotechnology and pharmaceutical (MTP) sector supports approximately 70,000 Australian jobs and in 2019 contributed more than $5 billion in Gross Value Added to the Australian economy. Australia continues to cement its reputation as a ‘go to’ destination for companies wanting to conduct clinical trials, seeing a 22% increase on 2015, as well as contributing an estimated $1.1 billion a year to the economy.

In 2020 Covid-19 posed a new set of challenges for the MTP sector, forcing it to quickly adapt with the onset of the pandemic and rapidly mobilise to meet the challenge. However, the sectors continued delivery of strong growth means employers are need to build the capabilities of the MTP workforce. Like most sectors, skills gaps remain and filling these will be critical to maintaining the momentum of the industry moving into the future.

Here are some current, emerging and future skills gaps that need to be addressed in order to drive growth for Australia’s MTP organisations.

Business operations

According to a survey of workforce skills and capabilities in Australia’s MTP sector, most organisations were concerned with a lack of business skills and commercial expertise, particularly among mid and senior-level recruits, rather than entry level.

Overall, at least half of respondents were concerned with the level of skill across most business areas, which included skills such as ‘communication and presentation’, ‘clarity of vision for the business’, ‘leadership and decision making’ and ‘risk assessment and mitigation’.

The anticipated skill needed for future growth within the area of business that received the greatest level of concern from employers was ‘global experience’. This is likely because as organisations look to expand their global reach into new markets, they are looking for talented individuals who already have experience in similar international markets and healthcare systems. The broader an employee’s knowledge of the industry, markets and culture, the greater value they will be able to contribute to a company.

Regulation and quality

Amidst Australia’s highly regulated pharmaceutical and healthcare industry, skills related to regulatory affairs and quality control are considered to be of increasing importance. Skills in this area relate to a detailed understanding of regulatory and reimbursement processes required to bring a MTP product or service successfully to market.

A 2021 survey identified a skills gap in the “awareness and understanding of regulatory requirements amongst start-ups and SMEs”. Employers are also experiencing a shortage of health economists who have experience in successfully listing products on the Medicare Benefits Schedule/Pharmaceutical Benefits Scheme, as well as a shortage of skills in assessing emerging therapies, such as stem cell.

Product development and commercialisation

Within the area of product development, many employers are not only struggling with a skills gap, but an “experience gap.”

An MTP Connect study showed that organisations are facing a shortage of experienced professionals who have practical commercialisation experience that allows them to mentor researchers and start-ups through the research translational process, including early-phase drug development.

Further to this, there is a capability gap in understanding the needs of the market, as well as pitching for funding, investment and collaboration from government and private organisations through clearly articulating these unmet market needs and the commercial potential in proposals. Researchers and companies that lack the skills to effectively target and secure funding, investment or industry support will struggle to reach successful commercialisation outcomes, meaning they cannot get their product to market and will see a loss of clinical and commercial benefits.

Informatics, computation, data and cyber security

As technology advances, so too will innovations within the MTP sector. In response, it will be important for employers to hire those with the skills and experience to take advantage of these technological developments, allowing them to remain competitive within the market.

Following on from the events of 2020, it has become increasingly clear that Australia is facing a looming skill shortage within the cybersecurity space, with an estimated 18,000 additional cybersecurity professionals required to ensure Australia’s digital security by 2026. This is being felt within the MTP sector, which is experiencing a shortage of cybersecurity professionals who understand the tools, technologies, processes and practices that can be used to protect networks, computers and data across the MTP and healthcare sector from unauthorised access or attacks.

Further to this, the capture and analysis of data is becoming increasingly important as systems become more sophisticated. Many MTP organisations are lacking in data scientists who can capture, curate and interpret large streams of (often unstructured) health data. This gap also extends to a lack of understanding among management around big data benefits, as well as a shortage of data ‘influencers’ who can demonstrate and communicate the value of analytics.

If you work within the MTP sector and are looking for professionals with specific scientific and technical skills and experience, partner with a recruitment organisation that understands the industry and contact Bayside Group today .

5 pharmaceutical trends expected to drive industry change

Mon, 19 Jul 2021 06:45:24 GMT

There has been a huge amount of growth within the pharmaceutical industry in recent years. This was spurred on even more so by the 2020 outbreak of Covid-19, which saw the whole world turn to the industry in the hopes of finding, producing and distributing a vaccine. And though the pandemic has increased the adoption of technologies and other innovations to support virtual work and other functions, pharmaceutical companies are up against a sea of challenges and change to which they must adapt.

While the rollout of vaccines is underway across the globe, pharmaceutical employers should think strategically about future investments in order to thrive in the coming years. Here are some trends to look out for in pharmaceuticals, and what might be in store for the industry moving forward.

1. Market behaviour leading to consumer-centric approach

Consumers’ attitudes and behaviours have changed dramatically over recent years when it comes to the purchase and consumption of medicine – from their increased use of technology and willingness to share data, to their interest in using tools to make decisions about prescriptions and care.

While large pharmaceuticals have traditionally been focused mainly on the product and its manufacture, it is predicted that it will become increasingly important for them to understand how their medications effect real-world patients.

One way that companies are addressing this is by developing specific patient-centric strategies and preparing to participate in an emerging ecosystem. This would see the likes of patient advocacy groups, health systems and physicians, regulators, competitors, and technology and wellness companies become better connected so that the patient is at the centre of their product and services.

2. Technological advancements

According to a survey conducted by Deloitte in 2020, pharmaceutical companies believe that transforming functions using digital technologies will be of high strategic priority over the next five years. Employers indicated that the focus of digital investments will be on gaining insights into the execution of business strategies—inclusive of understanding and adapting to changes in customer behaviour, improving the efficiency of the R&D process, and fast-tracking products to market.

And although recruiting talent to deal with technological advancements was not highlighted as a specific issue, a talent strategy will be needed to fully leverage new technologies and create a digitally enabled company.

3. Artificial Intelligence and machine learning

Artificial intelligence (AL) is one technology becoming increasingly utilised across a wide range of industries. This includes the pharmaceutical industry, which saw a greater uptake of AI in order to speed up the testing, manufacture and distribution of the coronavirus vaccine.

AI, along with Machine Learning, can help to speed up the process of drug discovery through initial screening of drug compounds, be applied to monitoring and predictive forecasting, help to identify the best candidate for clinical trials, and even improve fraud detection.

4. Customised treatments

Personalisation in medicine, otherwise known as “precision medicine”, has the power to effectively match patients with customised medication, which has the potential to reduce instances of genetic disease, aid in cancer treatment and improve the gathering of health data.

Utilising data-powered insights, doctors will be able to select medication and treatments based on a genetic understanding of a patient’s disease along with variations in environment and lifestyle to treat them on an individualised basis. Interestingly, the production of precision medicine requires facilities that are typically specialised and smaller than most pharmaceutical manufacturing facilities.

Although this concept poses a steep learning curve for the industry, it is a trend that’s expected to continue as the methods used are refined. In fact, it is predicted that investment in precision medicine from leading pharmaceutical companies will experience a 1/3 increase in the next five years, while the global precision medicine market will reach a value of $2.4 trillion by 2022.

5. Transformation of health care delivery through digital technology

Increased investment in and the deployment of home-based health technologies are creating new opportunities for biopharma companies to create value. Technologies such as sensors, monitors, at-home diagnostics, and digital therapeutics create massive amounts of data that can be used for improving the clinical trial process, as well as for labelling and targeting products to patient demographics that would benefit from them the most.

Furthermore, devices, apps, and other digital services have the potential to engage consumers and support them in becoming more active in owning their own health care information and be a part of their care plan. Companies could be well served to take advantage of this momentum to incorporate digital technologies into the patient experience, either in clinical trials or via digital medicines and therapeutics.

From a talent perspective, incorporating such innovations into a business ecosystem will likely require new talent and organisational structures in order for them to work at their greatest efficacy. Sourcing talent with a range of skills, including engineers, designers and data analysts, to inform digital investments will be an important step for employers and HR Managers.

If you’re looking for pharmaceutical professionals to help you prepare for organisational growth, contact Bayside Group today and speak to our dedicated pharmaceutical recruitment team.

Bayside Blog

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2. What are the key legal obligations for redundancy?

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3. What key steps should your redundancy process include?

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Alan Doyle, Workplace Relations Specialist, discusses three common areas where mistakes are made and provides tips for employers.

Ban on Non-Compete Clauses

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