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Quarterly Insights | Q4 2025

Mon, 16 Feb 2026 00:06:17 GMT

Levyl is pleased to share our Q4 Insights for Australia’s People & Culture market.

This quarter reflected a more controlled and deliberate hiring environment. Activity steadied, competition remained high, and organisations were prioritising critical capability and delivery over headcount growth.

Our Q4 Insights explore how employers were approaching hiring decisions, where demand is holding firm across P&C roles, and what this means for candidates as the market re-engages into 2026.

�� Inside the Q4 Insights:

Key P&C hiring trends across Australia
Where demand is strongest and how roles are being prioritised
How flexibility, internal movement, and interim solutions are being used
Practical guidance for job seekers navigating a competitive market
A forward look into Q1 2026

Download the Levyl Q4 Insights to understand the themes shaping People & Culture hiring as we move into the new year.

Antony Jones is a General Manager at Levyl. Connect with him on LinkedIn.

Market Insights & Salary Guide 2026

Wed, 21 Jan 2026 22:16:18 GMT

The People and Culture market is entering a more settled phase.

After several years of disruption and recalibration, 2026 is shaping up to be a year of more deliberate, confident decision-making. Organisations are investing carefully in capabilities that deliver clear commercial, compliance and cultural value.

Our Market Insights & Salary Guide 2026 brings together current market data, hiring trends and on-the-ground observations from across the Australian People and Culture landscape.

What you’ll find inside��

Updated salary tables for key People & Culture roles across Sydney, Melbourne, and Brisbane.
Insight into shifting hiring demand and candidate behaviour.
Guidance to support workforce planning and career decisions.

Download the Market Insights & Salary Guide 2026 and use it as a practical reference for the year ahead.

Antony Jones is a General Manager at Levyl. Connect with him on LinkedIn.

Quarterly Insights | Q3 2025

Thu, 30 Oct 2025 02:31:47 GMT

Levyl is proud to share our Q3 Insights Guide for Australia’s People & Culture community.

This quarter’s report captures how hiring confidence is returning, competition is rising, and organisations are planning more strategically for the year ahead. It highlights where demand is strongest, what’s changing in candidate behaviour, and how HR teams are approaching capability, flexibility, and growth.

�� What’s Inside:
• National and state-based data on HR job ad trends and demand shifts
• Insights into internal mobility, leadership hiring, and contract engagement
• Practical strategies for employers to plan, hire, and build capability ahead of 2026
• Guidance for job seekers on standing out and targeting growth areas
• Q4 outlook: a positive hiring trend and growing investment in people

Download your Quarterly Report below to explore the trends shaping Australia’s People & Culture landscape.

AI Decoded: Your Guide to Fair and Inclusive Hiring

Fri, 29 Aug 2025 00:06:11 GMT

Discover AI Decoded: Understanding Bias in AI-Enabled Talent Acquisition (and what to do about it), Levyl’s latest guide for leaders who want the knowledge to ensure they’re hiring fairly and inclusively in a technology-driven world.

As AI becomes embedded in recruitment, it brings both opportunity and risk. While these tools can speed up processes and surface talent in new ways, they can also unintentionally reinforce systemic biases if not designed and implemented carefully. This report unpacks the hidden ways bias can creep into AI-driven hiring and offers practical steps to ensure technology supports, rather than undermines, diversity, equity and inclusion goals.

�� What’s Inside:
• The most common bias risks in AI recruitment tools and how they arise
• Real-world examples of bias in candidate screening, assessment and selection
• Proven strategies for mitigating bias without losing efficiency
• How to audit AI systems and embed accountability into recruitment practices

Download your copy below and gain the knowledge to make AI a true partner in building fairer, more inclusive hiring processes.

Antony Jones is a General Manager at Levyl. Connect with him on LinkedIn.

What Your CV Really Needs to Land Interviews

Sun, 10 Aug 2025 23:49:43 GMT

Our Senior Consultant Emilia shares her top tips for standing out in today’s HR job market.

Want to learn more or connect directly? You can connect with Emilia on LinkedIn or read more about her experience here .

If you're exploring mid to senior-level HR roles and your CV isn’t opening doors, a few smart changes could make all the difference.

As a specialist in People & Culture recruitment across Sydney and beyond, I know what hiring managers and recruiters are scanning for - and how quickly they make decisions.

Before you hit apply again, download our Market Insights & Salary Guide 2025 . It will give you a clear sense of what’s in demand and how to align your experience to market needs.

Here’s what I recommend every HR CV includes:

1.Use the Right Keywords
Hiring managers and ATS systems are looking for alignment. Make sure your CV reflects the language used in the job ad. For example, if the role mentions “change enablement,” include that phrase in your summary or experience. It shows you’re across industry language and helps your CV pass automated screening.

2. Make Career Movement Clear
Help us follow your journey. If you’ve been promoted, shifted due to a restructure, or exited after redundancy, say so. A simple note like People Partner – promoted from Advisor role gives important context and builds credibility.

3. Make It Easy to Skim
Recruiters often decide within 30 seconds whether to keep reading. Clear formatting, bullet points, and listing your roles from newest to oldest gives us what we need, fast. This is especially important in high-volume areas like HR recruitment.

4. Show You’re Growing, Not Just Experienced
We want to see that you’re still engaged with the profession. Mentioning a short course, new system, or recent transformation project demonstrates that you’re progressing, not just repeating.

5. Nail Your Summary
Your opening summary should speak to who you are, your specialisms, and what you’re aiming for. For example: Experienced HR Business Partner passionate about capability-building, culture uplift, and advising senior leaders through change.

Want to Stand Out in Your HR Job Search?

If you're ready to take the next step in your HR career and want advice on how to sharpen your CV, align to the market, or find the right opportunities - I’d love to help.

�� emilia@levyl.com.au
�� 0497 938 177

Connect with me on LinkedIn

Whether you're actively applying or just want a sounding board, feel free to reach out. Let's make your next move count.

Emilia Rodriguez is a Senior Consulant at Levyl. Connect with her on LinkedIn.

Quarterly Insights | Q2 2025

viivi@levyl.com.au (Viivi Naumanen) — Mon, 28 Jul 2025 23:56:55 GMT

Levyl is proud to publish our Q2 Insights Guide for our People & Culture community.

From April to June 2025, the P&C recruitment landscape saw steady but strategic hiring. Employers are becoming more selective, focusing on impact, depth of skill, and long-term fit. For candidates, stronger competition and shifting expectations have made the path to their next role more nuanced than ever.

Looking ahead, Q3 is expected to stay steady but sharpen slightly in competitiveness, particularly across ER/IR, workforce planning, and change leadership.

�� What’s Inside:
• National and state-based job ad trends, including shifts in HR role demand
• Analysis of evolving hiring behaviours, internal mobility, and market sentiment
• Candidate movement and behavioural patterns based on real-time hiring conversations
• Targeted advice for both employers and job seekers to navigate a skills-first, competitive market

Download your Quarterly Report below and stay one step ahead in the People & Culture space.

Sydney HR Salaries: What’s Changing in 2025?

Thu, 01 May 2025 04:47:12 GMT

From candidate expectations to hiring benchmarks - here’s what HR professionals need to know now.

In a market defined by change, understanding salary trends is essential - whether you're planning your next career step or competing for top HR talent. As Sydney’s HR landscape evolves with economic shifts, new tech, and changing workplace expectations, staying informed helps you make smarter, strategic decisions

For Candidates: Maximising Your HR Career Prospects

To stay competitive in today’s job market, it’s crucial to keep up with industry trends and employer expectations:

• Know Your Worth : Use salary guides and market reports to benchmark your compensation.

• Upskill Strategically : Expertise in HRIS, data-driven decision-making, and legislative frameworks are in demand and can elevate your earning potential.

• Negotiate Confidently : Salaries have become more varied, but don’t undersell your contribution - advocate for your value.

• Be Aware of Market Shifts : Some roles have seen salary stagnation or reductions, including delayed bonuses and salary increases. Even in this climate, fair remuneration should reflect your long-term impact.

For Clients: Attracting & Retaining Sydney’s Top HR Talent

Understanding current expectations is essential to securing and keeping great HR people:

• Competitive Salaries Matter : Many candidates are holding out for roles that match their worth.

• Culture & Development Count : Beyond salary, talent is prioritising values-aligned cultures and career growth opportunities.

• Think Long-Term : Though there’s more flexibility today, the market is still candidate-driven at the top end. Staying in step with salary trends now will help you future-proof your talent strategy.

• Flexibility is the new currency : Many Australians are prioritising remote work over higher salaries, with new research revealing remote and hybrid workers earn 5.8% less on average, showing just how much value is being placed on lifestyle over income.

Source: WFH means far less pay. Workers such as David are fine with that , AFR, 2025.

By staying informed and responsive, both candidates and employers can navigate the year ahead with clarity and confidence.

Whether you're planning your next career move or refining your hiring strategy, I'd love to unpack what these insights mean for you. If you're seeking direction or clarity in a shifting market, let’s talk – reach out today to take your next move with purpose and confidence.

Quarterly Insights | Q1 2025

Wed, 23 Apr 2025 06:51:26 GMT

Levyl is proud to publish our Q1 Insights Guide for our People & Culture community.

This guide reflects on the January to March 2025 period across the Australian People & Culture recruitment market and makes predictions on what is to come next for the April to June period ahead.

We do expect to see a subtle increase in confidence across the market in Q2 but not without cautiousness. There is positive news for candidates with strong ER/IR experience with these skills being in strong demand as is the same for senior leaders with change and transformation capability.

�� What’s Inside :

Data on Q1 job ad activity, including shifts by state and HR role type
Insights on where demand is growing, softening, or stabilising across the P&C market
Candidate behaviour trends drawn from real-time hiring conversations and market data
Practical guidance to help employers and job seekers navigate the months ahead - grounded in what’s already transpired this year and what will matter looking ahead.

Explore the insights shaping the People & Culture space in 2025! Download your Quarterly report now via the form below.

Sarah Bolitho is a Founder & CEO at Levyl.

Connect with her on LinkedIn.

Shape the Future of Work: Market Insights & Salary Guide 2025

Tue, 04 Mar 2025 10:44:21 GMT

The workplace is evolving.

In 2025, businesses are rebuilding, hybrid work policies are reshaping and strategic workforce planning is critical in what is the era of AI. For People & Culture professionals, staying ahead means having the right insights at hand.

Our Market Insights & Salary Guide 2025 is your essential resource for hiring decisions and career growth.

�� What’s Inside :

Salary benchmarks for key People & Culture roles across Sydney, Melbourne, and Brisbane.
Trends like AI adoption, leadership transformation, and the hybrid work debate.
Expert advice to help employers attract and retain top talent.

Stay Ahead and download the Market Insights & Salary Guide 2025 now and gain the insights to lead with confidence.

�� Download the Guide Now by filling out your details below.

Sarah Bolitho is a Founder & CEO at Levyl.

Connect with her on LinkedIn.

AI Pulse: People & Culture Insights and Strategies in Education

Wed, 19 Feb 2025 06:51:00 GMT

10 July 2024

12:00 - 13:30

Levyl, 123 Pitt Street

Discover how AI can revolutionise People & Culture within the Education industry.

When: Wednesday, 10 July, 2024

Where: Level 17, 123 Pitt Street, Sydney, NSW

Time: 12:00 PM – 1:30 PM

Fee: REGISTER FOR FREE BELOW

It’s hard to avoid a conversation on AI or automation.

As a People & Culture leader, how can you best ensure that the insights you gain are relevant, practical and easy to digest?

Join Levyl (Matthew Bransby-Bell) and The Missing Link (Matt Dunn), for an intimate, round table lunch-and-learn style conversation on how you can integrate AI into your organisation to optimise performance and productivity.

Enjoy lunch courtesy of Fishbowl, network with industry P&C peers and takeaway:

Practical strategies to start or continue your journey with AI;
Insights on what other organisations and leaders are doing within this space;
A live P&C market update including trends, skills and data; and
Suggestions and solutions relevant to your personal pain points, during the Q&A Session.

REGISTRATIONS ARE NOW CLOSED!

Matthew Bransby-Bell

Director of Levyl

A trusted career advisor, agency, and in-house recruiter, boasting a strong track record within People & Culture, Matthew has sat across the corporate portfolio for companies like Lendlease and Qantas prior to joining Levyl in 2022.

Connect with Matthew on LinkedIn

Matt Dunn

Head of Automation at The Missing Link

With 15 years’+ experience in business analysis, procurement, and automation consulting, Matt leads the Automation team at The Missing Link, a leading IT services provider in Australia. Previously Matt worked for KPMG and the NBN.

Matt’s mission is to help his clients streamline their businesses by combining AI and automation technology, such as UiPath and Microsoft Power Automate, effectively consulting in with P&C teams on a daily basis.

Connect with Matt on LinkedIn

About Levyl

Levyl was established to disrupt the People & Culture recruitment agency market in Australia. We specialise in permanent, contract and temporary People & Culture recruitment.

We champion modern and forward-thinking search & selection methods, striking the balance between realising commercial goals without compromise to ethical practice.

Our goal is to achieve long-term sustainable outcomes for our customers whilst giving back to society in a meaningful way.

We encourage diverse, equitable and inclusive recruitment solutions. Our 'High Potential Program' is designed to work in tandem with our clients DE&I goals and job seekers who are underrepresented in the People & Culture workforce.

We are motivated by seeing people and companies succeed and believe that changing the way in which we recruit and consider talent, will make a huge difference.

Find out more about Levyl here

Introducing Levyl's Interview Accommodation Checklist

Tue, 20 Aug 2024 07:05:39 GMT

At Levyl, we are dedicated to creating an inclusive and supportive environment for all our candidates. We understand that everyone has unique needs, and we're here to ensure your interview process is as comfortable and accessible as possible.

We're excited to introduce our new Interview Accommodation Checklist —a resource designed to help us understand any accommodations you may require during your application and interview process. Your comfort and accessibility are our top priorities, and this checklist allows us to personalise your experience to suit your specific needs.

To make use of this resource, simply download the checklist below, fill it out, and return it to your Levyl Consultant. We'll take it from there, working closely with you to ensure that your interview journey is smooth and stress-free. Rest assured, any information you share with us will remain confidential and will only be shared with potential employers with your express permission.

Download the Interview Accommodation Checklist here!

We’re here to support you every step of the way. If you have any questions or additional requests, don’t hesitate to reach out to your Levyl Consultant .

Warm regards,
The Levyl Team

Your Comprehensive Guide to Succeed in the People & Culture Job Market in 2024

Tue, 30 Jul 2024 07:09:44 GMT

Discover Levyl's Candidate Info Pack 2024, your ultimate guide to navigating the job market in the People & Culture (P&C) sector. This comprehensive pack offers valuable insights and practical advice to help you prepare for interviews, understand role overviews, and stay informed about salary guidelines. With a focus on mastering the STAR interview method and providing detailed interview tips, our pack is designed to support your career progression and job search efforts.

Don't miss out on this essential resource— download the Candidate Info Pack now and take the next step towards your dream job in the P&C field.

Levyl and Out For Australia Launch LGTBQIA+ Recruitment Program

Wed, 24 Apr 2024 07:27:18 GMT

Launching the Future: The High Potential Program for LGBTQIA+ Empowerment

Levyl and Out For Australia proudly introduce our collaboration as a part of the High Potential Program, a dedicated Diversity, Equity, and Inclusion (DEI) recruitment initiative. This program is an identified hiring program that aims to reshape the landscape of opportunities and inclusion effort for LGBTQIA+ professionals within People and Culture roles. Levyl in partnership with Out For Australia, guides employers and employees through a four-stage framework that provides all the tools, advice and support required to create and modify policies, practices and environments to be more inclusive of LGTBQIA+ communities.

The Essence of the High Potential Program

At its core, the High Potential Program (HPP) is a transformative initiative designed to challenge conventional recruitment biases and foster a diverse and inclusive workplace for people of all backgrounds. The program focuses on connecting People and Culture professionals from underrepresented communities with forward-thinking employers committed to advancing their diversity, equity and inclusion agendas. By linking internal DE&I teams with frontline hiring managers, the HPP strives to make a real impact, ensuring that inclusion is not just a policy but a lived reality.

Why It Matters

The need for such a program is underscored by stark truths. Representation of LGBTQIA+ individuals significantly diminishes at the managerial level, particularly among LGBTQIA+ women, who hold a mere 1.6% of managerial level roles and above according to McKinsey & Co. This underrepresentation increases the likelihood of feelings of isolation at work. As expected, LGTBQIA+ employees who are not out at work are 45% less likely to be satisfied with their job. These statistics greatly impact organisational performance, as high rates of workplace belonging are linked to a 56% increase in job performance, a 50% reduction in turnover risk, and a 75% reduction in sick days. Moreover, LGBTQIA+ employees who are out at work are 55% more likely to be satisfied with their jobs, highlighting the importance of a supportive work environment.

How the High Potential Program Helps

For LGBTQIA+ communities, the HPP LGTBQIA+ stream offers a pathway to meaningful employment, mentorship, and professional growth within inclusive and progressive organisations. It addresses key areas such as identity, language, workplace policy, and environmental design to ensure a supportive environment for LGBTQIA+ employees to enter. For organisations, investing in the HPP signals a commitment to genuine LGBTQIA+ inclusion, enabling them to benefit from a diverse range of perspectives and experiences. It offers a structured framework for role design, recruitment, onboarding support, and continuous evaluation, ensuring that diversity and inclusion principles are embedded at every stage of the recruitment process.

The Benefits Are Clear

By engaging with the High Potential Program, organisations can not only enhance their own diversity and inclusion efforts but also set a precedent for meaningful change across their industry. This program is not just about filling vacancies; it's about creating a more inclusive, equitable, vibrant and safe future for all.

Join Us In This Journey

As we launch the High Potential Program LGBTQIA+ communities' stream, we invite HR and People and Culture professionals to embark on this journey with us.

Together, we can build a workplace where everyone, regardless of their identity, feels valued, included, and empowered to achieve their highest potential.

Fill out your interest here:

Sarah Bolitho is a Founder & CEO at Levyl.

Connect with her on LinkedIn.

Market Insights & Salary Guide 2024

Mon, 26 Feb 2024 07:33:41 GMT

In 2024, the landscape of work is evolving.
How and where we work has shifted as well as the skills and capabilities required for success.

As we set our sights on 2024, both employers and employees will be united by strong People & Culture teams in a year that will no doubt be earmarked by continued change, transformation, and innovation.

Download our 2024 Market Insights & Salary Guide ' HERE ' to read more.

Sarah Bolitho is a Founder & CEO at Levyl.

Connect with her on LinkedIn.

The CPO Lens

Wed, 20 Sep 2023 07:42:54 GMT

Delve into the dynamic landscape of the contemporary workforce by immersing yourself in the perspectives and sentiments of esteemed Chief People & Culture Officers (CPOs) from around the world. These illuminating insights offer profound glimpses into the driving forces behind the cultivation of high-performance cultures and the nurturing of deeply engaged teams within tier-one organisations.

Download The CPO Lens PDF ' HERE ' to read more.

Sarah Bolitho is a Founder & CEO at Levyl.

Connect with her on LinkedIn.

Managing a neurodivergent employee is not harder work, it is just different.

Tue, 05 Sep 2023 07:50:52 GMT

Let's talk about neurodiversity. Do you consider yourself neurotypical or neurodivergent?

The only difference really, is how your brain processes information, learns, and responds to different environments and social interactions.

Research demonstrates that neurodivergent individuals have strengths in creativity, innovation, problem solving, analytics and attention to detail.

This makes many neurodivergent candidates exceptional in adapting to a variety of different roles across the business spectrum.

However, despite these facts, neurodivergent individuals are 12x more likely to be unemployed or under-employed. There is also a larger conversation at play regarding ‘wrongfully’ employed.

So why exactly is this the case, and is it really that hard to embrace neurodiversity within your workplace?

Let’s explore the most common adjustments requested:

Flexible hours or adjusted start and finish times
The ability to work from home, at least some of the time
A supportive team culture that is accepting of different communication styles
Minimal or no visual distractions (busy walkaways or open plan offices, in short a manager that can be in tune with sensory needs)
The option not to attend large gatherings, or tune into virtual meetings after the ‘small talk’ has concluded

Overall, 77% of candidates request one or more adjustments to a standard recruitment process, and a similarly low amount of adjustments on the job.

Many of these adjustments if not already mainstream, are simple to accommodate and have no associated costs.

As TA and HR professionals, it is our job to lead the way to carve out positive change to support a more inclusive and thriving workforce of the future.

Do you believe the above accommodations are possible to be met by your organisation?

If yes, we encourage you to get started now! Many organisations such as Ford, Dell, Microsoft, and EY are already seeing the benefits of embracing neurodiversity.

Don’t get left behind, reach out to our team to learn more today.

Sarah Bolitho is a Founder & CEO at Levyl.

Connect with her on LinkedIn.

Four Day Work Week

Thu, 29 Jun 2023 07:58:19 GMT

Picture this: three-day weekends becoming the norm, a surge in productivity like never before, and a sense of liberation that ignites a new era of employee satisfaction. The four-day work week is not just a distant dream but an emerging reality that has captivated the imaginations of forward-thinking companies and individuals worldwide.

If you’re an employee or an organisation that is still sceptical about the four-day work week, then keep reading!

We’ll explore how the four-day work week may be the solution to internal and external economic challenges in Australia through compelling views and insights around productivity and the 100:80:100 model.

Productivity affects Interest Rates:

Most Australian’s are no doubt feeling the pinch of the last 12 interest rate rises over the past 13 months. Inflationary pressures on the cost of living are something we are all familiar with.

We recently saw the Fair Work Commission approve a 5.75% increase to award rates and an 8.6% increase to the minimum wage. This announcement was around the same time as the Reserve Bank of Australia’s (RBA) monthly June meeting where rates were increased (again). The RBA noted that the award increase was higher than the previous year and hinted they expect public sector wages to increase.However, wages growth (overall) remains consistent with its inflation target with the caveat that productivity must improve.

We know this isn’t an economics lesson but there is an important correlation between inflation and productivity.

Typically, when a workforce is productive it tends to produce more goods and services at a lower cost per unit and creates a greater supply of items, placing a downward pressure on prices and in turn, lower inflation. Some would argue that this is not quite the case in Australia at the moment.

The Productivity Commission released its five-yearly inquiry report in March 2023 and found that to the decade of 2020, productivity grew just 1.1%. This supports Treasurer Jim Chalmer’s challenge of the rhetoric around remote working impacting productivity saying that the decline predated working from home (as a result of the pandemic).

There is no doubt that the pandemic flipped the way we work on its head with remote working now the norm and since the easing of restrictions, a more hybrid approach forming the ‘new normal’.

However, the discourse within organisations, among business groups and politicians has likely had you subscribe to discussions around “how do we get the most out of employees in this new way of working?”

The answer shouldn’t be let’s move back to five days in the office – we know that there are far greater adverse implications to organisations and employees if we adopt this approach.

Instead, let’s talk about four-day work week and the 100:80:100 model.

What is the 100:80:100 Model?

The 100:80:100 model has been trialled by 10 Australian organisations. 4 out of these 10 organisations have now adopted the change permanently after trials.

This model allows employees to keep 100% of what they are paid for five days whilst working 80% of their former hours - so long as they maintain 100% productivity.

Statistics & Results from the Trial:

3 out of 10 managers reported no loss of productivity despite a 20% reduction in hours. As a result, staff were about 20% more productive. The other 7 managers reported productivity being even higher than before.
6 out of 10 said that improvements in recruitment and retention have been the biggest success of the initiative so far.
5 out of 10 underlined important reductions in absenteeism.
Based on internal surveys, both managers and employees reported the extra day off each week meant workers felt relaxed and re-energised and helped avoid the "Sunday scaries" - the anxiety and dread felt on Sunday night at the prospect of another five-day week.
As an example: the Unilever NZ Trial results demonstrated that absenteeism dropped to 34% and stress dropped to 33%. Unilever 4DWW trials are still ongoing in Australia.
Major Australian organisations such as Bunnings, Telstra, MediBank and NIB are now hopping on to the trend after seeing positive results from the Unilever NZ trial.

External studies have found a strong statistical relationship between the start of the working week and heart attacks and cardiac arrests.The data shows that the risk of a heart attack is 20% more likely on a Monday and can be attributed to the disruption of the circadian rhythm or 'sleep clock' in our bodies. However, could it be a result of stress, anxiety and "Sunday scaries"? Is a 5-day work week impacting our lives in a way we never thought of?

This poses the question: Could the four-day work week potentially increase productivity, retention and employee satisfaction while decreasing absenteeism, stress, anxiety, physical health risks and inflation?

The 4-day work week could be the answer. So why do we remain sceptical?

Please note that all information provided is derived from external sources listed below for research and copyright purposes.

Sources:

https://www.abc.net.au/news/2023-06-06/interest-rates-rise-june-2023-rba-philip-lowe/102445526

https://www.youtube.com/watch?v=A7p5VqloUzk&t=162s

https://theconversation.com/10-australian-companies-have-embraced-the-4-day-week-heres-what-they-say-about-it-206761

Sarah Bolitho is a Founder & CEO at Levyl.

Connect with her on LinkedIn.

Market Insights & Salary Guide 2023

Mon, 30 Jan 2023 08:02:15 GMT

In 2023, the world is shifting to recover from the pandemic, facing new challenges such as economic instability and talent shortages.

The role of HR is a driving force in leading change and delivering stability.

Download our 2023 Market Insights & Salary Guide ' HERE ' to read more.

Sarah Bolitho is a Founder & CEO at Levyl.

Connect with her on LinkedIn.

How to drive proactive employee engagement

Thu, 21 Jul 2022 08:07:53 GMT

It’s no secret that high employee engagement significantly contributes to gaining a reputation as a market leading employer.

In the past, employee engagement has been defined by annual feedback surveys; giving employees the opportunity to confidentially provide their feedback on what they like, love and loathe about working for your company.

However, is a feedback survey the most progressive way to assess, define and protect employee engagement?

The best approach for you will differ depending on your industry sector and unique workforce. Below are some key considerations to make in determining how you can best be proactive with employee engagement.

1. Ask your team what is important to them, and no, not in a survey

Employees want to feel heard, and they want to see change, so it's important that we as HR professionals listen to their feedback and take this information onboard. Consider sitting in on different departmental meetings and asking your questions informally. Perhaps you could hold a ‘town hall’ style presentation whereby free discussion and feedback is encouraged. Or perhaps you utilise a survey tool in addition to some of these supplementary concepts, designed to help prompt honesty, collective enthusiasm and a feeling of support and openness from HR.

2. Work with the leadership team on how to drive culture and project company vision

Certainly off the back of the last two years, many people yearn to feel connected to the vision and goals of a company, and to feel like their job has a purpose. Ensuring that your people can be true owners of their work and feel they are contributing is a key driver for engagement. Leaders need to carefully plan how they approach leading their teams to ensure their environment is not just a vision but is realised in practice each day. Open and honest conversations, timely feedback and support for team members is critical. People also want to see organisations investing in strong leaders as it gives them something to aspire to.

3. Focus on continual development and growth

There are many reasons why people leave organisations. Topping many lists of collective exit data is not feeling challenged, being unclear on future progression and lacking learning. You might not have a big budget for L&D and that’s ok. This is more about creating individual development plans that don't serve to tick a box, they provide measurable goals and true insight as to next steps.

4. Manage the environmental roundabout of values, flexibility and wellbeing

The physical or virtual work environment is now more important than ever before. Flexibility and hybrid work models are highly sought after. Diversity, Equity and Inclusion and Social Corporate Responsibility enable people to hold their personal values to a high standard in the workplace and give them the pride and power to show up as themselves. Recognition, social events and enjoying the company of colleagues is also very important to many people. From a wellbeing perspective, people want their organisation and their leaders to be mindful and supportive of their health and happiness. Ensuring you can take a conscious approach to the above and working with what is available to you, will create an opportunity to stand out as an employer in this space.

By no means do I believe this is an exhaustive list on where to start – nor a silver bullet on getting employee engagement right! There is plenty to do within this space and it’s not just up to people leaders and HR professionals to get it right. Your team members should, can and would likely enjoy contributing ideas, providing feedback and participating in work groups, with the goal of making the company a better and more engaged player in the market. So long as there is open communication and transparency on the priorities from both sides of management, everyone can be a part of the journey to a more engaged workplace.

Employer Branding – what to stop, start and keep doing in 2022

Thu, 21 Jul 2022 08:04:41 GMT

In a tight talent market, how can you attract and retain high performers? Yes, the answer is strong employer branding!

In times past, when referencing employer branding people would discuss the company Christmas party, the free breakfast, or the beanbags in the breakout room. In 2022, people want to hear about company values, strategy, vision, and culture. When the question of how said company fared throughout Covid is asked; often it’s not a financial question. That person is asking how the employees were treated, if the leaders are respected and is the company contributing to broader socioeconomic change.

Ensuring visibility, accountability and authenticity in projecting values, vision and culture whilst retaining your attractiveness and remaining truthful, is challenging.

Below are three things we suggest will help you counter these challenges and work on a more meaningful company brand.

1. Stop pretending to be something you are not, if true work needs to be done

Many of us have a childhood memory where a parent has promised us a treat in exchange for a task. Often through no ill will of the parents, the cookie jar is empty, or there is no cash left in the purse. If this behaviour is repeated, the child eventually learns that the promise of a reward is simply a statement with no follow through. The same concept applies when organisations project big, lofty goals and then do not meet them.

If you are concerned your company may be projecting an element of its brand in a misleading way; take the time to investigate it. Conduct internal research surveys and have conversations with staff. Through this you will determine if you have an issue, and from there you can work on how you frame that issue, to reunite the company towards a goal to fix it. Also remember that what is important to one person may not be important to the next; so, try to be as precise as possible in your assessment of problem areas, to ensure you are being true and unbiased in any company response.

We acknowledge that with the tools and resources at your disposal, it can be challenging to find the balance between advocating for change and ensuring change occurs. However, many job seekers out there do not want to walk into a readymade 10/10 checkbox company. Where is the challenge in that? You should not be shy in acknowledging any challenges faced in achieving company goals, as that recognition may support you in exceeding that goal next time around, and it may even bring an even better set of candidates to the table.

2. Start to prioritise with effectiveness

In this current day and age, it is very easy to become overwhelmed by trying to meet all of the expectations of the candidate market. Our advice? Prioritise what is most important to your company vision and focus on goals that will increase company performance. When people are succeeding, morale is high, and the flow on effect is huge.

In the suite of goals you have, see what opportunities for ‘low hanging fruit’ exist. What can you celebrate or promote now, that is low cost but high reward? As an example, perhaps these may be elements from your EVP. If you offer paid volunteer days, why don’t you profile how many people have taken theirs, encourage the remaining to do so, and highlight a positive case study of someone who has. Use that to promote your company CSR strategy. The larger goals i.e., achieving a 50/50 gender split on your executive team, will not happen overnight. Acknowledge this, plant the seeds to support that journey and regularly communicate back to the business the success and challenges faced.

Meeting employer branding goals takes time, patience and prioritisation. Yes, job seekers want to join companies that are fostering inclusive and equitable cultures that are demonstrating results; however, authenticity and accountability are also high on that same list. Don’t underestimate the time it can take to reach your goals and end up being guilty as charged, of point number one.

3. Stay focused on consistency of experience

We all know that an employer brand is made up through a combination of every single touch point across a business. From your employees (past and current), through to suppliers, general public, friends, and family. Achieving a strong employer brand should in theory mean that each of these different people; say the same thing about your company. The same words and phrases come to mind, and the same emotions are felt. The experience is consistent. What the leaders project, what the marketing says, is what the employees, suppliers and broader network see and feel.

To ensure the experience of everyone connected with your company is both positive and consistent, you need to conduct analysis on things like the hiring process, employee engagement and exit interviews. Be truthful with yourself and with the business if you see repeat instances of failure, say for example where employees are all leaving for the same reason, or there are weak spots in your recruitment process – address them.

Sarah Bolitho is a Founder & CEO at Levyl.

Connect with her on LinkedIn.

Interview prep – what we encourage you to consider!

Tue, 19 Jul 2022 08:15:37 GMT

In embarking on your job search, you should mentally prepare to constantly rework and refine your approach as you go. Many people interview for three, five or even ten jobs before they secure their dream role!

Whilst this may sound tiring, it can be all a part of the process.

So how can you best position yourself for success no matter the type of interview?

We encourage you to follow this checklist as a guide!

What everyone will tell you – that you need to take onboard!

Complete thorough research

You need to understand the history, purpose and current standing of the organisation and also the background of the person you are meeting with.

Practice your answers to ‘the usual suspects’

Google ‘most commonly asked interview questions’ and make sure you can you answer these comfortably.
Practice the ‘STAR’ interview technique of answering questions!
Become confident with your answers, to ensure you can become comfortable with silence and consideration time from the interviewer.

Consider your outfit, timing and introduction

First impressions count. Ensure you factor in your audience, the location and the brand you want to create for yourself in preparing for these things.

Prepare good questions

We always suggest one about the company, the interviewer and the role is a good benchmark.

Be yourself

We encourage you to use interview processes to show your authentic self and look for an employer that will reciprocally come to the table and want to work with the true you. The best employer / employee relationships are based on trust, authenticity, care, support, professionalism and transparency. Try not to let your nerves hinder showing who you really are as a person. Human connection in an interview process is so important and can be what influences your opportunity to progress from one stage to the next!

What everyone won’t tell you – that we encourage you to consider!

Do something you enjoy prior to the interview

Most of us feel good after we have done something that we enjoy! For you that may be going for a run, reading a book or having coffee with a friend. Whatever it may be, see if you can work that into your day pre-interview. We guarantee you will perform better if you are in a calm and positive state of mind.

Think critically about yourself as an applicant for this job

Put yourself in the interviewers’ shoes and try to determine what may be most important to them. If you were interviewing yourself, what questions would you ask, what would be your concerns, what would you want to test? Try to ‘reverse prepare’ from this mindset and see what you get from it!

Consider unconscious bias

Many of us can be subject to unconscious bias that inhibits our progression. If you believe this could be the case for you, seek advice prior to your meeting (from our team or your professional network) to decide how to best approach the interview. Being aware of this can often help you counter in a way that supplies upside for the potential employer and will build on your self-esteem.

Consider pushing back on timing if you know it won’t work for you

Often the pressure can mount to take a particular interview timeslot provided, and we get it. Executives can be very time poor! However, if you know you won’t be your best at 8am in the morning or 6pm at evening, suggest alternatives!

Know what makes you unique

What is your value set and what makes you unique? Ensure you get this message across! Being comfortable and confident in who you are and what you have to offer will support a memorability factor and a feeling like the interviewer really got to know you properly. Again, achieving human connection in an interview process is so important and could assist you in landing the job.

Sarah Bolitho is a Founder & CEO at Levyl.

Connect with her on LinkedIn.

Market Insights and Salary Guide 2022

Mon, 18 Jul 2022 08:18:38 GMT

Thank you for your interest in the Levyl Market Insights and Salary Guide for 2022. Please click here to access and download the report!

Sarah Bolitho is a Founder & CEO at Levyl.

Connect with her on LinkedIn.

How to drive change within company culture

Sun, 17 Jul 2022 08:21:31 GMT

Culture is one of the three pillars of success that Levyl focuses on as a critical piece of the recruitment puzzle. Highly engaged employees are cultivated by leaders and organisations that are proactive in demonstrating healthy and inclusive cultures. When we identify a strong company culture, what we see is an ecosystem of shared values, behaviours, goals and expectations that help align the why (the purpose) with the how (the method).

There are huge social, economic, health and wellbeing benefits on both sides of the employer / employee relationship gained by landing at a place of cultural unity. Both sides of this partnership must feel connected and committed in order to propel individual and company performance forward.

If you’re concerned your current cultural environment is not thriving in unison; where do you start to drive change? In the lead up to what may require a broader change management strategy, we suggest you focus on three key things.

Accountable Leadership

Make sure you have the right leaders in place. Communicate your vision and ask for their support. Invest in your good leaders and focus on succession planning throughout the broader business to nurture more of the same. Put the work in to identify any potential ‘toxic’ leaders and ensure you address their behaviours through the right channels. Retaining the wrong people at a leadership level has a corrosive impact on culture. Your leadership team should be able to lead your organisational strategy, focus on key people, resolve conflict and handle criticism. Ensuring you have a strong leadership team that are all engaged, producing and working in line with the projected cultural ideal is absolutely key.

Effective Talent Management

Focus on instilling the desired behaviours, expectations and values throughout the whole life cycle of recruitment and retention. Emphasise the role each employee has to play in achieving the company vision throughout the recruitment and onboarding process. Once new team members are in place, ensure their performance is assessed in a professional and open way. Set clear standards, have performance metrics and be vulnerable as leaders to be assessed in return (360degree). Reward and recognition play a strong role here too; ensuring that engagement, consistency and alignment is recognised. Also focus on your ‘high potential’ workforce. Don’t overlook those who may become the biggest change advocates. Instead, ensure your pipeline of culture champions stem from all the likely and perhaps less likely, places.

Supportive Infrastructure

Ensuring your tech stack, company policies and compliance procedures allow for seamless decision making and reinforcement is key. Your aspired culture must be reflected in the text of every policy and the functionality of every process. Your infrastructure must project a consistent experience and encourage the behaviours and attitudes desired. The same goes for your workplace facilities, environment or accommodations provided for flexible work or inclusivity. Every touchpoint across an employees’ journey should reinforce the cultural momentum you are trying to create and allow for a ‘speak-up’ culture so that you have the opportunity to focus on continuous improvement and change.

Sarah Bolitho is a Founder & CEO at Levyl.

Connect with her on LinkedIn.

Is HR a career in which I’ll excel?

Tue, 12 Jul 2022 08:32:19 GMT

We often get asked by graduates AND experienced professionals, whether pursuing or transitioning to a career in HR would be well suited.

Many have been encouraged to explore this pathway because of their people skills, analytical abilities, or a desire to ‘give back’ through their professional career.

However, is this all it takes to be successful in HR?

Below are six things to consider before commencing a degree focused on HR, or in choosing HR as your dedicated career path.

1. You must be able to multi-task and remain calm under pressure

This is particularly key in the early stages of your HR career, working as an Advisor, Coordinator or Generalist. In small to mid-size companies your daily responsibilities may range from interviewing job applicants through to dealing with complaints on policies, through to educating the leadership team on diversity, equity, and inclusion initiatives. Every matter can present as more urgent than the next, and you will often be juggling multiple balls in the air at once. Being able to organise your time, prioritise effectively, attend to each task with care, and remain cool, calm, and collected is critical.

2. You must enjoy learning and have a continuous growth mindset

Being effective in HR will mean a commitment to learning beyond your certificate, diploma, or degree. Successful HR leaders start with a wealth of knowledge, often earned through their education, however constantly complimented with experience, professional development, and independent research. The consequences of relaying inaccurate advice in HR can be serious, so to avoid this you need to stay up to date with the latest laws, trends, best practice processes & initiatives. Once you reach a certain stage in your HR career, you are expected to have the skill to know when your expert knowledge is not good enough, and the time may be right to outsource or call in a specialist.

3. You must be a collaborator and enjoy bringing people together

There is a reason HR can often be referred to as People & Culture. HR oversees ensuring a workforce is engaged, motivated, supported, productive and effective. You need to understand what your employees are looking for and figure out how to connect with them. How can you show that your company’s values and purpose match up with their own? Being the company thermometer / morale booster may also mean you are tasked with organising company events, awards nights, incentives, or recognition days. Understanding the importance of a true high functioning team, possessing strong emotional intelligence and being able to ‘rally the troops’ is very important in HR.

4. You must be able to work comfortably in an ethical manner

Working in HR can mean you need to enforce a compliance-esq approach; you need to make sure everybody in the company is doing the right thing. Not just from an employment law perspective but also from a health and wellbeing perspective. You may need to challenge the opinion and directions from senior leadership if you believe they are making suggestions or recommendations that are not ethical, or in the best interests of the company or the employees. Often there can be grey areas and you need to be comfortable confronting this ambiguity.

5. You need to be able to leverage data, resources, and research

HR is a rapidly changing business vertical where trends, technology and job market fluctuations occur every day. We used the term thermometer earlier, and we would apply this again in the same vein here. You need to be your company’s early warning sign of an industry shift that may impact the team or performance. You also need to be able to deploy your own analysis into the business; utilise technology and create projects that provide you unique data points on your own people. This is where you will gain the best insight and be able to compare against external sources to continue to build on your employee value proposition.

6. You must lead with courage, confidence, and authenticity

As you progress your career in HR you will find that no matter how well planned you are, there will always be unforeseen circumstances to combat. In times of stress, uncertainty and turbulence, people look to HR for comfort. Your leadership style can turn an unstable situation quickly into one that has comfortable uncertainty. Moving into a post pandemic world, many organisations are now realising that HR, People & Culture is a strategic function that needs a seat at the table. HR leaders influence strategy, investment, and priorities. You must be able to project yourself as a professional leader to be able to maximise the effectiveness and excellence of your HR team, and to succeed in your personal HR career.

Emilia Rodriguez is a Senior Consulant at Levyl. Connect with her on LinkedIn.

How to hire Neurodiverse people

Thu, 16 Jun 2022 09:23:54 GMT

Neurodiversity refers to people that have Autism, Asperger’s, Dyslexia, Tourette's and can even include Bipolar Disorder. Many of us would have a neurodivergent person in our personal network, whether that be a child, brother, sister, friend, or parent. However, these people are significantly underrepresented in the professional workforce and are subject to discrimination and bias.

Many neurodiverse people experience exclusion, damaging stereotyping, and lack of opportunity. Reflecting specifically on people on the autism spectrum, in the US it is estimated that 85% are unemployed, in the UK 78% and in Australia 34%. Whilst Australia has the lowest statistic referenced; this is still three times higher than the unemployment rate of above 10% for people with disabilities and eight times higher than the current unemployment rate of 3.9%.

Employers that are forward thinking when it comes to their DE&I strategies are realising that action needs to be taken to be at the forefront of accessible neurodiverse talent. Hiring these people can make an important contribution to cognitive diversity which drives better company performance. So where should you start?

1. Educate yourself and your workforce

Similarly, to how you may have provided LGBTIQA+ training or education on the importance of pronouns; your workforce will need to learn about neurodiversity too. In the simplest of terms, being neurodivergent means you may think, behave, learn, and work differently to what is typical in society. Your team need to understand that being neurodivergent does not mean someone is ineffective or that they have an inherent deficit, they simply process the world around us a little differently. Ensuring you have a robust understanding of neurodiversity will allow you to positively engage in constructive discussion with team members.

2. Ensure your company culture is embracing of neurodiverse people

Once your workforce is educated on neurodiversity, you need to ensure that learning translates into behaviour and action. Should your culture not embrace neurodiverse people effectively, you may find that these individuals start to mask their neurodivergent characteristics to fit in, which will likely see them fail in their roles. Neurodiverse people can exhibit their traits in different ways and often need to work in a different manner. Your company culture should be respectful of their wishes to perhaps see instructions in writing or be able to work from a quiet room if that will support their effectiveness. Enabling a culture that has an accommodating and patient spirit will be key to neurodiverse people being successful.

3. Ensure accessibility of information and equal opportunity

Key to attracting and then working effectively with a neurodiverse workforce means you need to ensure your information is accessible for their different needs and wants. Further, you need to ensure that progression paths are available, encouraged and respected in the company for neurodiverse people. A few quick tips:

Keep sentences and paragraphs short, and avoid use of too much jargon
Consider using pastel-coloured backgrounds; this is useful for many autistic and dyslexic people as it makes text easier to read
Use sans-serif fonts and easy read images
Avoid too many bright colours, loud noises or excessive animation

4. Adapt your recruitment processes

Traditional recruitment processes are set up to fail neurodiverse people.

There are several different factors to be considered when adapting your recruitment process to ensure you can attract, engage, hire, and support the success of neurodiverse people. We list them for you below:

a) Use encouraging language in job advertisements, application forms, careers sections

Ensuring open and embracing communication of neurodiverse people may encourage candidates to be forthcoming about their circumstance or feel comfortable enough to discuss what support they would need from your company to do the advertised job well. In short, you want to create an environment where neurodiverse people do not feel forced nor pressured to disclose their status to you; however, are left with the sense that your company can provide the right space and support for them.

b) Make the application process accessible

As mentioned above, Neurodiverse people often see and process information differently. In creating your application process you need to be sensitive to the visual, cognitive, and sensory needs of neurodivergent job candidates.

c) Ensure that any AI used in search, review and selection is not deploying bias

Over the course of the next decade, it is estimated that over 50% of companies globally, will deploy some form of AI in their hiring process. AI technology can rely upon algorithms and matching candidates based on past success or strict profiling. Body language and facial expression screeners can also be utilised. These algorithms and screeners must be set up to ensure that highly qualified neurodiverse people or high potential neurodiverse people are not missed or eliminated.

d) Learn to look past the resume

It goes hand in hand; wanting to get more neurodiverse people into your workforce because they are valuable assets that are underrepresented and subject to bias, means you must understand that because of that, their backgrounds may look a bit different on paper.

For entry level roles, is a resume even required? For the jobs that can be trained, can your company deploy different forms of assessment. This may ensure you are looking outside your normal pool of candidates and including neurodiverse people.

e) Eliminate social skills bias from face to face and VC interviews

We've been told for years that a person must maintain eye contact, project the right body language, and respond quickly and articulately to questions. This type of interview essentially recruits candidates who behave in line with social norms rather than looking past the surface level to what other skills and abilities exist.

f) Create onboarding practices that promote diversity, equity, and inclusion

The induction of neurodiverse people into your business is just as important as achieving their hire in the first place. You’ve talked the talk, now walk the walk. Ensure they feel included, supported, the work environment is flexible and accommodating and their training and resources are accessible.

Sarah Bolitho is a Founder & CEO at Levyl.

Connect with her on LinkedIn.