AI in HR: Managing Risk, Compliance, and Employee Wellbeing

Working From Home Laws Are Changing: Here’s What That Means for You.

Mon, 27 Apr 2026 23:25:52 GMT

Working From Home Laws Are Changing:

Here's What That Means For You.

Australia is stepping into a new era of work.

We’ve already seen the introduction of the ‘right to disconnect’ under amendments to the Fair Work Act 2009 , giving employees the ability to refuse work-related contact outside their hours, unless it’s unreasonable.

And now, we’re seeing the next evolution:

At a federal level, there are ongoing discussions about strengthening employees’ rights to request flexible work, including working from home, with a focus on limiting when employers can refuse.
On a state level, Victoria is signalling a more assertive approach. From September 1, 2026 , new Victorian laws will give employees the legal right to work from home (WFH) for at least two days a week if their role allows, enshrined in the Equal Opportunity Act. The law covers all business sizes, with a delayed start date of July 1, 2027 , for employers with fewer than 15 employees.

What’s different from today?

Under current law, flexible work arrangements in Australia operate within a “request and consider” framework.

Employees can request flexibility (including working from home), but only under specific circumstances - and employers can refuse on ‘reasonable business grounds’ under the Fair Work Act 2009.

In practice, this has given employers broad discretion. What’s emerging, federally and within Victoria, is fundamentally different.

We’re moving toward:

A normalised expectation of working from home
A stronger legal obligation on employers to justify refusal
A shift from ‘can I work from home?’ to ‘how will we make this work within the law?’

Critically, the threshold for refusal is likely to rise.

There will be a higher bar for employers to refuse the request.

An employer may only be able to refuse an employee’s request to work from home if granting such a request would make the performance of the employee’s inherent duties impractical or impossible. This is a significantly higher threshold than the current ‘reasonable business grounds’ test.

Currently, when employers are assessing an employee’s request to work from home, the refusal by an employer on reasonable business grounds often considers impacts across business operational needs, productivity, team collaboration, training requirements, data security and supervision. While these impacts may currently support an employer’s refusal to accept an employee’s request to work from home, under the proposed new legislation, they would likely not be sufficient grounds for a refusal under the new test (being one of impractical or impossible).

And that changes the conversation. This is no longer about accommodating individuals. It’s about designing systems.

What employers need to think about now:

Redesign roles for outcomes - If a role can’t be measured without physical visibility, the role isn’t clear enough. Define what success looks like, what needs to be delivered, and how impact is measured, so performance is driven by outcomes, not visibility.
Equip leaders - Leading hybrid teams requires a different skillset, one grounded in trust, clarity and accountability. Without the right capability, leaders default to control or avoidance, which erodes both performance and engagement.
Get ahead of the legislation - the bar for refusing work from home is rising, and waiting until it’s mandated puts you on the back foot. Proactive businesses are already redesigning how work gets done so they can meet compliance requirements without compromising performance.
Protect connection intentionally - Connection doesn’t happen by accident in a hybrid world - it needs to be designed. Be deliberate about when and why teams come together, ensuring in-person time drives collaboration, development and a genuine sense of belonging.

The bottom line - the businesses that will thrive are the ones who design something better.

Something more deliberate .

Something compliant .

Something genuinely effective .

Need help planning for legislated work from home arrangements?

Contact Emily at People Design HR – emily@peopledesign.com.au 0402 474 807

Wotton Kearney: Supporting HR & Business Leaders in a Complex, Fast-Moving Workplace

Thu, 12 Mar 2026 01:28:43 GMT

Supporting HR & Business Leaders in a Complex, Fast-Moving Workplace

At our recent event, B.HR: An HR Guide to AI, we partnered with Wotton Kearney , who shared insights on navigating the evolving landscape of workplace risk, safety, and compliance. As organisations face increasing regulatory complexity and operational challenges, having expert guidance is critical for HR and business leaders.

AI in HR: Managing Risk, Compliance, and Employee Wellbeing

As AI and digital tools increasingly shape HR processes, organisations are facing new challenges. From recruitment algorithms to performance management tools, AI can offer efficiency and insights, but it also raises questions around privacy, bias, and compliance. HR leaders are tasked with balancing innovation with responsibility, ensuring both employees and the business are protected.

Wotton Kearney, a leading risk and insurance legal business in the Asia Pacific, advises organisations across employment law, workplace safety, and compliance. Their expertise helps HR and business leaders navigate complex regulatory environments while managing risk and maintaining safe, productive workplaces, including in industries that are high-risk or operationally complex.

As workplaces adopt AI, legal and ethical considerations become increasingly important. Organisations need to ensure fair and transparent processes, safeguard employee data, and develop policies that integrate AI safely. Partnering with expert advisors like Wotton Kearney can give HR leaders confidence in decision-making and compliance, even in fast-moving and evolving regulatory landscapes.

Beyond AI, Wotton Kearney’s practical guidance across workplace law, dispute management, and regulatory compliance helps organisations reduce risk, protect employees, and foster efficient operations. With their combination of legal expertise and technology-driven insights, they support HR leaders in managing both day-to-day challenges and emerging workplace risks.

Wotton Kearney also actively champions the use of AI within its own business. Supported by an in-house legal technology team and its AI suite, WK Labs, the firm develops and applies AI-enabled solutions internally and for clients

For organisations looking to navigate workplace risk, AI adoption, or compliance challenges, Wotton Kearney and their expert legal team are here to help. Get in touch with the team at BROOK for an introduced to their specialists and explore how they can support you.

connect@brookrecruitment.com.au

How travel is critical to employee wellbeing

Thu, 12 Mar 2026 00:37:35 GMT

How travel is critical to employee wellbeing

At B.HR: An HR Guide to AI, we were joined by our event partner, Corporate Traveller, who shared valuable insights into how business travel is evolving, and the growing role HR leaders play in supporting employee wellbeing and duty of care.

With ongoing disruption across the Middle East, this is being tested in real time. Many organisations are seeing how quickly travel plans can change - and how important it is to have the right support in place for both their people and their business.

We have partnered with Corporate Traveller as they lead in blending intuitive travel technology with the highest standard of expert, personalised and responsive service. In the current environment, they are supporting customers through strong relationships with airlines and travel partners, providing access to changing airline policies, waivers and alternative routing in real time.

While disruption brings emergency support into focus, a great service experience is just as critical day to day. A travel partner that truly understands the details that make a difference, while managing cost and control, has a daily impact on your people and your business. Smart itineraries, built by experts, maximise time on the ground and get travellers home efficiently. The right inclusions, loyalty benefits and access to leisure offerings enhance the overall experience.

Backed by the scale of Flight Centre Travel Group, and combining a legacy of service with ongoing investment in technology, Corporate Traveller delivers travel programs that support traveller wellbeing, travel administration and business outcomes.

Interested in speaking with Corporate Traveller? Book a time to chat. BROOK members are eligible for their $0 get-started offer.

People Mistakes That Hold Growing SMEs Back

Wed, 18 Feb 2026 00:56:20 GMT

SME People Challenges: What Leaders Get Wrong

As businesses grow, people challenges often become more complex, yet many SMEs don’t have access to senior-level HR expertise in-house. That’s where trusted people partners can make a meaningful difference.

We sat down with Emily Gole , Director at People Design , about why she founded the business, the people challenges she sees most often in growing organisations, and how business leaders can build strong, high-performing teams without burning out. Emily shares practical insights for SME leaders navigating growth, culture, and multi-generational workforces.

Can you share the story of how People Design started and what the early days taught you about supporting small businesses?

People Design was born from a desire to do meaningful work flexibly, enabling me to manage my young family as well as have a career that was totally in my hands. I don’t feel you should have to choose between a fulfilling career and raising children, yet my experience in corporate HR in my early career taught me this would be challenging. This is in part why at People Design one of our philosophies is ‘good work, a good life’. We believe that good work is a non-negotiable for a good life. Work and life are enmeshed (note, not balanced!) and one feeds the other. It is difficult to have ‘good’ work if your life is not going well, and it is difficult to have a ‘good’ life if work is a constant grind providing little intrinsic or extrinsic pay off.

From the outset I saw the impact that the right advice and guidance was having on our client’s businesses and their teams and I became passionate about smaller businesses with fewer resources being able to access the senior level HR expertise that is critical to take their businesses forward. The benefits that come from having a team of highly experienced People Partners like we have at People Design are many - having this ongoing guidance really elevates a business– strengthening culture, growing profit and thereby creating better lives for both business owners and their teams.

What are the most common “people challenges” you see SME business leaders facing today? And what do they reveal about the way small businesses grow?

Over many years supporting businesses with their HR, we kept seeing the same patterns emerge.

We were working with committed business owners who really care about their business and the people within them and who wanted growth, but who were also totally overwhelmed, and to be frank, totally over, dealing with all the issues, expectations, needs and demands of the people – not to mention the ever growing and ever changing workplace legislation frameworks in which they are now operating. The HR landscape has got much more complicated, with closing loopholes, positive duty obligations, psychosocial hazard management and working from home frameworks, resulting in HR being a much larger and more necessary role for any business, no matter the size. The penalties for non-compliance can be severe and the performance and cultural consequences of people conflict, issues and incidents can have a very long tail. People management is a mammoth task and these business owners were trying to go it alone. Where an internal HR resource existed, it was often limited - either an additional responsibility given to someone already in the business, or a junior HR or administrative role. While well-intentioned, these approaches rarely created meaningful impact or real relief for the business owner. They were looking for a trusted right hand partner, someone who could take them forward meaningfully, help mitigate their risk and provide on-demand advice – and for a fraction of the cost of a senior HR hire

What strategies do you use to help growing businesses manage HR effectively across the full employee lifecycle?

We work with a proven framework built around four core pillars that underpin high performance at work.

We partner with businesses across each of these pillars progressively - starting with the fundamentals and building capability over time. Applying consistency and rigour across every key milestone of the employee lifecycle creates clarity, confidence, and predictability for business owners.

When these strategies are implemented in line with our frameworks and championed internally, leaders can relax knowing the foundations are strong and that their people practices are designed to get the very best from their teams, making their jobs easier and more enjoyable!

Multi-generational teams can be complex. How do you help businesses create culture, engagement, and collaboration across diverse workforces?

We are working with 5 generations in the workplace for the first time, all with different early experiences shaping them, different preferences around feedback, reward and connection and different ways of wanting to experience work generally. The younger generations know what they want and are not afraid to express it. It is not necessarily that they want different things to us X’ers or baby boomers, they simply want it done differently and they are much more prepared to stand up and fight for it. I mean, who doesn’t want meaning in their work, flexibility in the what/how/where of work and to have opportunities to grow - as a professional and as a human being? We urge our clients to embrace the pressure that the younger generations are putting on workplaces to do things differently. It will be a distinct competitive advantage if you can get this right - given over 70% of the workplace will be made up of Millennials and Gen Zs by 2030..!

If a small business leader is struggling with people or culture challenges, what’s one piece of advice you wish every owner would take on board?

I liken the employee and employer relationship to dating.

So my advice would be please don’t ignore red flags in the courting stage or the early employment stages! It is easy to be lured by someone who looks good on paper or who presents well. Or maybe you feel like getting someone is better than having no one?! But I can assure you, this never fails to come back to bite you!

Be clear on the critical attributes that make someone successful in your business and the values that you hire on. Don’t allow future culture sappers to slip through the cracks. Not unlike a toxic relationship, the damage of this can take months, or even years, to come back from.

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At BROOK, we see firsthand how critical strong people practices are to sustainable business growth. That’s why we partner with specialists like People Design, to ensure our clients have access to senior, strategic HR support when and where they need it.

Whether you’re scaling your team, navigating complex people challenges, or looking to build a stronger culture, Emily and the People Design team bring a practical, business-led approach to HR that delivers real impact.

If you’d like to explore how People Design can support your organisation, get in touch with the team, we’d be thrilled to make an introduction.

connect@brookrecruitment.com.au

What Does Growth Actually Mean?

Tue, 30 Sep 2025 05:48:45 GMT

What Does Growth Actually Mean?

After more than five years in recruitment, and over two of those with BROOK, I’ve had the privilege of working alongside professionals at every stage of their careers. In that time, I’ve witnessed the highs of new opportunities, the challenges of career transitions, and the misconceptions that often cloud people’s understanding of what “growth” really looks like.

It’s easy to assume growth is a straight upward climb: promotions, bigger salaries, and loftier job titles. While those milestones can absolutely be part of the journey, growth is far broader and much more personal than a new title on your email signature.

But, what does growth actually mean?

1. Growth isn’t always linear.
Sometimes it looks like stepping sideways to gain new skills, broadening your scope before moving up. Lateral moves can be just as valuable as vertical ones when they help you build resilience and adaptability.

2. Growth is about skill development, not just titles.
Expanding your knowledge, mastering new systems, or developing leadership qualities are all growth markers. These skills often prepare you for opportunities long before the title comes.

3. Growth is recognising your capacity.
It’s learning how to balance ambition with sustainability, managing your energy, setting boundaries, and working in ways that allow you to thrive both professionally and personally.

4. Growth is about mindset.
The ability to receive feedback, adapt to change, and approach challenges with curiosity rather than fear is often what sets truly successful professionals apart.

In recruitment, we often work with candidates who feel they aren’t progressing fast enough and are eager for more ‘growth’, when in reality, they’re experiencing meaningful growth every day, through the projects they take on, the relationships they build, and the confidence they develop in themselves.

True growth isn’t always shiny or immediate. Sometimes it’s slow and steady, sometimes it’s a leap forward, but it always comes from building on what you’ve learned before.

For anyone reflecting on their career, my advice is this: don’t limit your definition of growth to titles and promotions. Look at the bigger picture - the skills you’ve gained, the challenges you’ve overcome, and the person you’ve become along the way. That’s what growth really means.

Wellbeing Redefined: How Equilibrium is Transforming Workplaces

Mon, 02 Dec 2024 01:06:52 GMT

Mia Basic Explores How Preventative Wellbeing Transforms Workplaces

We’re proud to partner with Equilibrium , Melbourne’s transformative wellness space, as part of our commitment to fostering healthier, happier workplaces. Equilibrium shares our vision of creating environments where people feel supported, valued, and empowered to thrive—both personally and professionally.

Through their evidence-based, preventative approach to wellbeing, Equilibrium equips businesses and their employees with the tools to manage stress, build resilience, and achieve long-term success.

In this article, we sat down with Equilibrium’s Founder & Director, Mia Basic , to unpack their incredible offering and explore the transformative impact it has on workplace culture, employee wellbeing, and business performance.

What inspired you to create Equilibrium, and how does it uniquely address the challenges modern workplaces face?

The inspiration for Equilibrium came from my personal journey. I spent years in the corporate world as a lawyer, navigating high-pressure and performance-driven environments where wellbeing often felt like an afterthought.

I saw colleagues and peers pushed to the brink (myself included), with little ongoing support to manage the mounting stress. But I also had a unique perspective through my sister, a career elite athlete and Olympic sprinter. Reflecting on her journey, I learned that high performance doesn’t just happen – it’s built on daily habits of care, preparation and recovery. Professionals need the same – mental clarity, emotional resilience and career-long stamina built on the foundations of sustainable healthy habits.

Leaving that world was both a personal and professional turning point. I wanted to create something that didn’t just ‘patch up’ the issues when they arose but prevented them from happening in the first place.

Equilibrium is my answer to the challenges I experienced firsthand. It’s designed to empower people and businesses with tools that integrate seamlessly into daily life – it’s about giving autonomy and empowerment back to the person. By focusing on proactive, preventative wellbeing, we’re not just helping workplaces adapt to modern demands, we’re creating environments where people feel supported, and truly capable of thriving.

How does investing in preventative wellbeing, like Equilibrium, impact workplace culture and employee performance?

Preventative wellbeing creates a culture where people feel supported and valued, which has a profound impact on individual engagement and performance. Equilibrium gives employees the tools and resources they need to personally manage stress, improve focus, and prepare for the demands of the job. This leads to more engaged, productive teams that can navigate challenges without burnout.

It also ties directly into the legislative requirements in Victoria around psychological and psychosocial safety. By investing in wellbeing proactively, businesses can ensure they are not only fostering a positive culture but also meeting their legal obligations to create safe, supportive workplaces. This isn’t just good for people, it’s good for business.

What role does Equilibrium play in helping businesses retain talent and reduce absenteeism?

Retention and absenteeism are two sides of the same coin. When employees feel overwhelmed or unsupported, they’re more likely to leave, or disengage entirely. Equilibrium steps in by giving employees tools to personally manage stress, build confidence, and find balance. We leverage evidence-based wellbeing tools and practices to help educate and support people.

By prioritising wellbeing, businesses send a clear message: “We care about you.” This message fosters trust, reduces turnover, and, in turn, minimises the hidden costs of absenteeism, like lost productivity and engagement dips.

What specific challenges does Equilibrium address for HR leaders trying to build a healthy and high-performing workplace culture?

HR leaders face the complex task of balancing short and longer-term business goals with employee wellbeing.

Common hurdles such as managing stress, preventing burnout, and building authentic engagement require more than one-off solutions.

Equilibrium equips HR leaders with safe and proven strategies to address these pain points while empowering individuals to take ownership of their wellbeing. By doing so, we help HR create a workplace culture that’s not just healthy but also high-performing and sustainable.

What does the Equilibrium program journey look like for a business, from onboarding to implementation?

The Equilibrium journey begins with a collaborative process to understand your team’s unique needs and challenges.

We work with businesses – often HR leaders and other business leaders - through onboarding, introducing employees to our preventative wellbeing framework and resources. This includes tailored workshops, digital tools, and ongoing support to ensure the program integrates smoothly into existing workflows.

Our programs are also designed to align with Victoria’s legislative requirements around psychosocial safety. From stress management strategies to building awareness of psychological risks including identifying and tackling burnout in the workplace, Equilibrium helps businesses create a safer and more supportive environment.

Implementation is the beginning. Our ongoing feedback and data-driven reporting and recommendations ensure that the program continues to deliver meaningful, measurable impact over time.

Why should HR leaders prioritise preventative wellbeing over reactive solutions like EAPs, and how does EQ help businesses build a long-term strategy for employee wellbeing rather than just ticking a box?

While EAPs play a role in addressing crises, they’re reactive by design, offering support often only once problems have emerged. Preventative wellbeing, like what Equilibrium offers, shifts the focus to educating, building resilience and self-awareness so employees can autonomously support themselves and manage challenges before they escalate.

Our tools and resources are delivered by some of the best in field medical doctors, elite athletes and health and wellbeing professionals. The resources are designed to cater to various needs, challenges, and personal likes and dislikes.

The ‘preventative’ approach not only fosters healthier teams but also aligns with the legislative focus on preventative measures for psychological safety. By embedding wellbeing practices into the culture, businesses can move beyond compliance and into creating a genuinely supportive work environment. Equilibrium gives HR leaders the tools to build this long-term strategy, ensuring that wellbeing isn’t just a box to tick but a core part of the organisation’s values and value proposition.

What is the one message you’d like business leaders to take away about the importance of preventative wellbeing in today’s workplace?

Preventative wellbeing isn’t just about avoiding problems; it’s about creating a thriving, future-focused workplace.

In today’s landscape where legislation and regulation is starting to place greater emphasis on psychological safety and mental health in the workplace, taking a proactive approach is not optional, it’s critical.

By investing in preventative wellbeing with Equilibrium, you’re not just meeting your obligations, you’re creating an environment where people feel safe, supported, and inspired to bring their best selves to work.

What is “workplace culture”? What are the myths surrounding culture that are limiting Australian business’s potential?

Tue, 12 Nov 2024 04:52:51 GMT

At BROOK Recruitment, we’re passionate about partnering with industry leaders like Julia Strangio-McRae and Emmaline Parry from Mirrored Horizons to bring fresh insights and strategies in the HR space. With a focus on workplace culture and alignment, Mirrored Horizons helps Australian businesses get the best from their teams by shifting mindsets and practices.

In this article, they break down common myths about workplace culture and share practical tools to help businesses create environments that are connected, productive, and set up for success. As your trusted recruitment partner, we’re excited to share these valuable insights to support you in building thriving, high-performing teams.

What is “workplace culture”?

What are the myths surrounding culture that are limiting your business potential?

You’re a business owner or leader with pure and good intentions. You aim to inspire and engage your employees to deliver superior outcomes for your business. You are busy working in the business and decide to create a budget for ‘health and wellness’ for your employees. You decide to spend part of your budget on organising yoga classes every Tuesday morning. Alas, weeks pass, and you are left wondering why your employees aren’t operating at their best. You are giving them free yoga classes after all right?!

Mirrored Horizons , home to Alignment Consultants educating Australian Business’s on how even with the best intentions, businesses can be left scratching their heads and exclaiming “what more do they want!!” when hosting their monthly wine and cheese evenings believing this will build the high performance, psychologically safe workplace culture they desire.

Too many businesses fundamentally believe that by checking the well-being box by offering mindfulness training or yoga classes qualifies them as having a positive, safe and highly productive workplace culture when in fact they may be being branded by their employees as falling victim to “carewashing.” Carewashing is derived from whitewashing and explores the theory that a business is covering up or putting a misleading spin on a failure to meet some commitment, stated claim, or standard. (Havard Business Review; How “Carewashing” Alienates Employees by Maren Gube, Cynthia Mathieu, and Debra Sabatini Hennelly ).

This outlines what MH has garnered over our time in relation to business’s perception of culture and how the smallest elements can have the biggest impact.

A 2024 Gallup survey indicates that the percentage of employees who strongly agree that their organization cares about their overall well-being has plunged from 49% in 2020 to 21% in 2024.

So, what are businesses missing when it comes to understanding workplace culture? Firstly, they are making the dated assumption that workplace culture is defined by the nice to haves or the offerings that a business makes to their employees. This myth has been busted through Mirrored Horizons extensive case studies and research and as such, culture is well defined by Mirrored Horizons as “it is the systems, processes and structure, it’s your leadership and how they behave and how they interact with all stakeholders; it is how things are done within your business.”

Mirrored Horizons is here to let you in on the secrets to building workplace culture whilst busting some myths that continue to inhibit Australian businesses today.

Myth One: “Culture is owned and driven by one person/one team”

We still wince when we receive the dreaded response to the question “who is responsible for your workplace culture?” throughout our presentations to professionals. The answers come flying in and they are often a combination of the following: “the owner of the business”, “Human Resources”, “Our P&C team” etc. Our response is always one person cannot be responsible for a culture made up of 200 plus employees. The answer to the question is culture is everyone’s responsibility!! When businesses embrace that everyone contributes to building culture and therefore has a responsibility to contribute to it, it becomes a buy in process where individuals become connected to enhance the place they work.

Myth Two: “Culture is a tick and flick exercise”

Culture is an evolution, and it will exist despite your decision to give it attention or not. We are often surprised by businesses who consider all facets of their business in a strategic planning day whilst omitting strategic discussions on culture. Culture is a living organism; it is continuously evolving as employees join and exit the business. People, businesses, and teams are constantly changing because of their environment, and so too is the work required to maintain a healthy workplace culture.

Myth Three: “Culture isn’t linked to profitability”

Companies with high employee engagement and a positive work culture are 23% more profitable (Havard Business Review).

It is the businesses who recognise that people are powerful when looking to increase their profit margins that understand the value of a positive workplace culture. When businesses begin to embrace each person for who they are, they can unlock their full potential.

All too often we encounter businesses that have high employee turnover as they believe replacing a person or over resourcing is the best option to deal with an issue or a deficiency. Instead, businesses would ideally invest their time, resources, and money into further developing those individuals both personally and professionally. Whilst people are replaceable being too blaze with applying this approach to People Management can lead to greater issues.

Consider If you had spent $150k on software, would you just replace it at the first sign of an issue? Or would you explore the different solutions that perhaps meant additional training that could help you get more out of the software? The same goes for the people who make up your team or business. You get out, what you put in!

It is through these myths being busted that we can ask the question what do Australian business have to do in the current economic climate to reach their full potential when it comes to their culture?

Embrace new practices designed to empower their people. For some time, businesses have been using practices that were designed following the industrial revolution. Every facet of business has evolved over time, so the question remains, why are people management practices that support a positive workplace culture lagging the evolution in most areas of business that is led by their people? Mirrored Horizons has researched and implemented an Alignment Toolkit with products that are designed to evolve these dated practices to have a positive impact on engagement in the workplace across Australian businesses.

Mirrored Horizons Alignment Toolkit that is embedded by our consultants within businesses during their engagement are all designed with the following key principles that have been proven to achieve more successful outcomes.

1. Positive psychology

2. Coaching methodology

3. Adult education principles

4. Cognitive digestibility

We have extensively researched and designed tools founded in these components to increase alignment through providing clarity to individuals (employees, managers, and leaders) in the workplace.

Australian workplaces have an opportunity to consciously enhance and curate their business culture harnessing the insights learned from their teams’ collective experiences; and embracing sharing the responsibility of culture. As we head into the final months of the year, this time gives businesses the space to reflect on the years performance and what factors are enhancing or detracting from the results you have achieved this year.

The question to ask is, will you curate a culture that both you and your employees are proud to be a part of, one of genuine connection, care, and empowerment that produces an engaged, productive, profitable and successful business for the future or are you going to keep doing what you have always done and leave it all to chance?

Its time to decide the legacy you want to leave behind in your business and consider how you will influence lives through your leadership to create a business culture that realises your true business potential.

Creating Social Impact: Q&A with Homes for Homes

Tue, 22 Oct 2024 01:29:43 GMT

How Businesses Can Help Solve Australia’s Housing Crisis

At BROOK Recruitment, we're proud to partner with Homes for Homes in their mission to tackle Australia’s housing crisis. With over 122,000 people homeless and many more in housing stress, their innovative funding model allows homeowners and renters to contribute towards social and affordable housing.

This month, we sat down with Tracy Longo , Chief Operating Officer of Homes for Homes, to explore how businesses like ours can make a meaningful impact.

For those that aren’t aware of Homes for Homes, can you explain how you’re addressing the homelessness crisis in Australia, and why this issue should matter to Australian businesses & their employees?

Research shows that there is a deficit of more than 600,000 social and affordable homes in Australia. This is projected to be more than 1 million by 2036. The crisis can’t be solved by any one organisation or government alone. Over 122,000 people in Australia sleep homeless, while another 1.5 million live in housing stress. At Homes for Homes, we believe everyone deserves a safe, secure and affordable home. Homes for Homes is an innovative funding model to increase the supply of social and affordable housing. It’s a simple promise that when a home sells, whenever that is, 0.1% of the sale price will be donated to Homes for Homes. These donations are pooled and granted to create social and affordable housing for those in need. Renters can also participate by donating 0.1% of their monthly rent. Addressing homelessness is critical as having a place to call home is linked to well-being. It enables us to lead a positive life, to do things like wash and cook meals, hold down a job or attend school, and it affects how others see us too.

How does the Homes for Homes funding model make it easy for businesses and individuals to contribute, and what impact have these donations had so far?

For homeowners or renters, it’s as simple as registering your participation on our website, which only takes a few minutes. If you are a homeowner, once your property is registered with Homes for Homes there is nothing more to do until your property sells in the future, whenever that maybe. When it does sell, your donation to Homes for Homes will come automatically from the proceeds of the sale. For businesses, there are many ways they can get involved and become part of the solution, just like BROOK Recruitment. To date, Homes for Homes grant rounds have seen more than $2 million in funding granted to 22 social and affordable housing projects across Vic, NT, Qld, NSW, SA, WA and the ACT. These projects will provide housing for over 300 people. A further $740,000 is expected to be granted in 2025.

How can businesses integrate support for Homes for Homes into their CSR programs and employee engagement strategies, and what are the biggest challenges in growing participation?

CSR practices are important for businesses as employees value having a sense of purpose in the work they do and are increasingly looking for companies that give back to the community. For businesses, measuring social impact can often be challenging. Homes for Homes demonstrates our impact using qualitative and quantitative data, with donations raised granted to experienced organisations that specialise in delivering social and affordable housing, ensuring donations have the greatest impact. As a community lead solution to ending homelessness, the more businesses who link arms and get involved the greater the impact, we therefore encourage readers to learn more.

Can you share a success story of companies partnering with Homes for Homes, and how businesses can encourage employee participation through their rent or home donations?

Denman Prospect in Canberra was Australia’s first entire suburb to commit to Homes for Homes. Thanks to our inaugural Property Partner Capital Estate Developments, over $1 million has been raised and granted since opening the suburb, creating housing for more than 40 people in the ACT. Every block of land in Denman Prospect is registered with Homes for Homes before it is sold. Over 30 years, these 4,000 homes will generate more than $10 million for investment in social and affordable housing in the ACT. This partnership was recognised for its Project Innovation at the Property Councils Innovation and Excellence Awards in 2023. Homes for Homes also have some amazing Community and Industry partners who promote the initiative and actively encourage employees to support the initiative by registering their own properties.

What trends have you observed in terms of business participation? Are there specific industries or company sizes that are leading the charge in supporting Homes for Homes?

With the housing and homelessness crisis only growing, we are increasingly being contacted by businesses keen to support Homes for Homes, therefore our partners come in all shapes and sizes. Homelessness is one of Australia’s greatest social issues and is simply too big for any one business to solve on their own, however through the collective power of many, impactful change can be made. With many Australians’ increasingly finding it challenging to maintain housing, we would encourage all businesses to get in touch regardless of what industries or size.

Can you share any upcoming partnership opportunities or events where businesses can get involved and make a bigger impact?

We would encourage businesses to contact us to discuss how they can become involved as each partnership is unique and can be tailored to the size and scale of the business. Individuals and organisations can also make a tax-deductible one-off donation at any time via our website https://go.homesforhomes.org.au/donations .

The work Homes for Homes is doing to address homelessness in Australia is inspiring, and their innovative approach shows how small contributions can lead to big results. As we’ve seen through the success stories of businesses like Denman Prospect, real change happens when organizations come together for a common goal. BROOK Recruitment is excited to be part of this mission, and we encourage all businesses to explore how they can integrate Homes for Homes into their CSR strategies. By working together, we can make a meaningful impact and help end homelessness in Australia.

For more information on how your business can get involved, visit Homes for Homes and join us in making a difference.

What Makes a Fit-for-Purpose EVP in the New World of Work?

Fri, 12 Jul 2024 00:57:12 GMT

What Makes a Fit-for-Purpose EVP in the New World of Work?

As we all know, the events of recent years have made attracting and retaining talent a major challenge for employers. The pandemic has changed the relationship between people and their work, the expectations of employees are shifting, and the labour market is arguably more competitive than ever before. All of which brings into question whether historic management principles underpinning employee value proposition (EVP) efforts are still relevant.

Part of the challenge of discussing topics like EVP is navigating the semantics (or buzzwords) - often we’re all saying the same words but mean slightly different things. This article will offer a definition of EVP and how it relates to adjacent topics, before giving an overview of a traditional approach, highlighting some of the adaptations required of EVPs in the current labour market, and sharing some tools that I have found effective in achieving this.

Defining EVP

In essence, a company’s Employee Value Proposition (EVP) should identify and communicate the unique benefits and experiences that employees can expect in return for their commitment, effort, skills, and capabilities. It articulates why your company believes an ideal employee would choose to work with you over an alternative and why top talent would stay and be motivated to perform at the peak of their potential. It also encapsulates the reasons you’d like your people to give when recommending your company to their network as a great place to work. Needless to say….it’s vital.

Notice how the language so far has been hypothetical. That is because - I believe - an EVP is a strategy, it’s about decisions, trade offs, and focus. Your Employer Brand is how employees, potential employees, and former employees actually perceive your company - that is, the real, tangible, outcome. The bridge between EVP and Employer Brand is your Employee Experience; the lived experience potential, current, and former employees have of your company.

EVP = Focused strategy and intentions

EX = Actual experience

Employer Brand = The perception employees have of your company

EVP….A Brief History

Historically, EVP efforts have been largely focused on components like salary, benefits, rewards, career development, and work-life balance. This was, arguably, sufficient for a period of time, at least until it was the norm for companies to offer these things. At which point, they became more of a baseline. The problem is, these components have ceased to become differentiators (the very definition of EVP).

This came to a head publicly during what became known as “The Great Resignation”. I would argue that the phenomenon is better described as “The Great Migration”, but that’s for another article. HR leaders described upward pressure on the aforementioned traditional EVP components as the baseline required just to keep up with the competition got higher and higher. The companies that won during that period (and continue to do so) are the ones that remained strategically focused on EVP, and specifically how to continue to differentiate.

Staying Ahead of the Competition

I have found adopting a methodology similar to Ohmae’s Three Cs (Customer, Competition, Company) Strategy Model to be highly effective in defining a unique EVP. You can read more about the model here, but perhaps we should recoin it the ECC framework for our purposes.

Employee - who is/are your ideal employee(s)? What are your target labour markets?
Company - What does your company do? Why does it matter and what difference is it making in the world (more about this in the next section)?
Competition - Who else is competing for your target employees? Both within and out with your industry?

Returning regularly to this model will help to keep your EVP current and unique. I believe that

part of the problem with EVP efforts in recent years is that they have been guided more by short

term reactions to the markets and the latest trends.

Meeting the Expectations of Employees Today

While companies have evolved and traditional EVP components have become simply the cost of entry, employee needs have also changed. Emerging generations report placing a much higher premium on doing meaningful work and finding a sense of purpose in their work, often suggesting that they’d put this ahead of remuneration and benefits when choosing their next workplace or remaining at an employer.

83% of Gen Z in the US consider a company’s purpose when deciding where to work (Cone/Porter Novelli 2019)
When millennials believe their work has meaning….they are three times more likely to stay (Fortune, 2022)

Going back to our “ECC” model, the “Company” component must consider what difference your company makes in the world and why it matters. In other words, what is your company’s purpose? So…..let’s tweak the model again for our needs. It’s now our EPC model for strategic EVP.

Employee
Purpose
Competition

What’s in a Fit-for-Purpose….Purpose?

All this relies, of course, on having a clear purpose, and one that matters to your people at that. We’ve developed a framework at Ne-Lo to do just this, which is designed to:

Develop a purpose that creates a compelling narrative
Provide a practical framework that informs strategic choices (including your EVP)

Before going into more detail, I want to highlight our golden rule of purpose. Purpose is clarified, not created. It already exists, there is a reason people joined your organisation and why they’re still there, there are shared beliefs, behavioural norms, and a culture led by values that people hold dear. The aim of our framework is to help unearth, articulate, and codify this, not to create something that sounds right to an exec. team and looks good on a poster.

Purpose Framework is made up of four layers:

Shared Belief; the inspirational layer. Otherwise known as the Why or North Star, this is why your company does what it does and should be evergreen and industry agnostic. It often starts with “we believe in….”
Example: Lego - We believe in endless human possibility

Vision; the aspirational layer. This is what your company aspires to be or do, it’s often industry specific but not product or service specific.
Example: Oxfam - A world without poverty

Mission, the strategic layer. This is where you headline how your company intends to achieve its vision, we often get product or service specific at this stage.
Example: Paypal - Build the web’s most convenient, secure, cost-effective payment solution

Values, the behavioural layer. The unique set of values that the people in your company commit to. 4-6 is usually ideal, avoid generic baseline values like ‘respect”, and usually best to use verbs.
Example: Squarespace - Be the Customer; Design Is Not A Luxury; Build the Ideal; Learn Fast, Act Fast; Protect Creativity; Simplify

It’s important to consider all along, how the layers come together as an overall narrative. Often, we see companies trying to cram too much into each layer - taking a step back and looking at the whole can help resist that temptation.

Here is an example of a purpose Ne-Lo developed with Dymocks, using the purpose framework.

Our Purpose: We believe in... Connecting communities by inspiring minds
Our Vision: So we aspire to build... A community connected by sharing the power of imagination, curiosity and knowledge
Our Vision: To get there we will... Be Australia's leading retailer of books and related gifts by creating more opportunities for:
Our Customers
Our Franchisees
Our Values: And along the way, we commit to being...
Knowledgeable
Passionate
Collaborative
Accessible
Positive
Philanthropic

That’s a very brief overview of the purpose framework. If you’re interested in knowing more, you can get a free copy of our Purpose Framework ebook here . I’m also more than happy to talk through it if you want to reach out.

“When you're surrounded by people who share a passionate commitment around a common purpose, anything is possible.”

- Howard Schultz, Former CEO, Starbucks

A Model for EVP Focus

Like any strategy, successful EVPs are focused. There is often a temptation to add more, making it more generic and less likely to be implemented.

A useful approach Ne-Lo has developed for enabling focus is to separate the choices into distinctive and hygiene factors. In other words, what is the one thing you will commit resources and attention towards winning on, and what are the 2-3 things you will benchmark and ensure you don’t fall behind on. It can be useful to do this for both rational factors (usually the traditional EVP components) and emotional factors (the contemporary EVP factors we’ve discussed). Remember, you can use our EPC framework as an objective lens to align key stakeholders on the tough trade offs required to commit to just one distinctive rational and emotional factor.

Summary and a Request

The labour market we’re operating in has undoubtedly changed, and will continue to do so - Millennials will comprise 75% of the workforce by 2025. The way we approach EVP needs to adapt accordingly and we’ve discussed a few approaches I’ve found to be useful. Of course, EVP is setting the strategy and there is still the small matter of managing the system that actually delivers on it. That will need to be the focus on another article, but the key steps to consider are:

Clarify purpose (you can find our Purpose Framework ebook here to help with this)
Develop a focused EVP
Plan and manage your EX around your EVP
Measure employer brand
Use employer brand measures to optimise EX

To finish……my request. This article shares my perspectives, thoughts, and advice based on my experience. Part of the magic of the network BROOK and B.HR are building is the depth and diversity of our collective experience and perspective. I’d love to hear from you with any debate, discussion, challenges, or evidence and examples of the points raised. I believe we’ll all be better off as a result of that shared knowledge.

You can reach me at ross@ne-lo.com or 0499 408 516

Insider Tip: How to Interview like a Pro

Sun, 12 Nov 2023 10:12:58 GMT

How to Interview like a Pro

Whether you’re confident, nervous, or somewhere in between, being interviewed can be a nerve-wracking experience for anyone. Our Recruitment Consultants interview candidates, and interview-prep candidates, on a daily basis to ensure they shine when meeting their future employers.

In order to stand out no matter the interview, here are our top tips for a foolproof way to make sure you’re prepared no matter the circumstance.

Research & Gather Information

Knowledge is power and the more you know about a business the better.

Research each facet of the business (such as the website and social media channels) to prepare for questions such as “What do you know about the business?” or “What interests you about your business?”. By mentioning current news, awards, and public projects that the business is involved in you’ll be sure to leave an impression on your interviewers.
Take the time to learn the company values, and weave these into your answers where possible.

Prepare key examples from your own experience

Understand the type of interview you're entering into:
Behavioural Interview: F ocuses on your experience and behaviours in past roles. You'll need to provide examples of how you've handled situations and challenges in the past.
Panel Interview: You'll be interviewed by a panel of 2+ interviewers simultaneously.
Traditional Face-to-Face Interview: This is the most common type of interview, where the candidate meets with one or more interviewers in person to discuss their qualifications, experiences, and fit for the role.
Case Interview: Commonly used in consulting, finance, and other analytical roles. Candidates are presented with a hypothetical business problem and asked to analyse the situation, identify key issues, and propose solutions.
Group Interview: Multiple candidates are interviewed together, often in a group discussion or activity format. It's used to assess teamwork, communication skills, and how candidates interact with others.
Use the STAR Format to answer questions in a structured manner:
Situation: D escribe the situation, provide context, set the scene.
Task: Explain the challenge that you were faced with.
Action: What actions did you take to address the situation. Focus on your contribution.
Result: Finally, what was the result or outcome of your actions? Try and quantify where possible.

Set a plan of action for the day

Think about each detail that may affect your arrival time on the day, even things such as the clothes you’ll wear and the route you’ll take. Always account for late public transport/finding a parking space or any other curveball life may throw at you.
Aim to be there 15 mins early to ensure you’ll have time to centre yourself and settle before you meet your potential future employers. Be sure to smile and be polite to reception.
Be sure to dress professionally and present yourself well.

Show Engagement & Clarity

There is no one else out there like you. You’ll have 45 mins to an hour to really showcase what you’re made of. The interviewer will want to see how you interact and how you may fit in with the team culture.

Curiosity through Questions

Be curious and ask questions. This is the time you have the room and can ask questions and probe the information you’re after to gain clarity on any blanks.
Asking questions shows a true interest in the role; ask questions based on the business, their future aspirations, the team culture, and the role itself.
Come to the interview prepped with some questions to ask, to avoid having nothing to ask. Check out some examples below.
Can you tell me more about the culture at the company?
Are there any concerns from your end on my ability to do the role?
What is your favourite thing about working here?

For more tips on how to interview like a pro or to speak with a BROOK consultant, contact us at connect@brookrecruitment.com.au

Salary Reviews: Tips on Effectively Approaching the Conversation

Sat, 11 Nov 2023 10:40:55 GMT

Salary Reviews: Tips on Effectively Approaching the Conversation

If you’re thinking of asking for a pay rise and are feeling stuck on how to do this the first step is to request a salary review. The rest is research, prep and having the right approach. If you’re wondering how to do this here are a few steps and tips to ensure the conversation goes smoothly.

Step 1: Request a Meeting

Specifically request a salary review meeting. In the same way you want to prepare for the conversation, you should provide your manager with the opportunity to do the same. This way, they come prepared to listen to your salary request and discuss it with you.
The meeting will be with management, this will generally be with your Line Manager and HR Manager.
Pick the right time as businesses go through cycles, generally, a good time for this is before the start of the new financial year.

Step 2: Do your Research and Prepare the Facts

Research the market and have evidence to support your request. You want to ensure you’re fair and understand your ask.
Understand your company policies and procedures so check your business’s guidelines around pay raises in your employee handbook or employment contract.
Look at your job description and write out any additional duties you perform have a clear outline of what you’ve achieved in your role so far.
Going into the meeting have a clear outline of your desired outcome with both the minimum and maximum you’re willing to accept in mind.

Step 3: Practice your Delivery

Always start with the positives, what you enjoy about the business and your role.
Be clear and concise.
Prepare to negotiate.
This is an emotionally charged conversation as it’s putting a dollar value on your performance and worth in the workplace. But remember to leave emotion out of the meeting.

Step 4: Post-Meeting Follow-up

After the meeting send an email to thank your manager for taking the review into consideration and include the points you discussed. This is to document the meeting in writing and clear up any potential confusion in the future.
These things can take time, you may not get an answer on the spot. Use this as a tool to follow up on your request. But also, be prepared to have multiple conversations before reaching an outcome.

Want to know market rates for your role? View and download a copy of our 2023-2024 Salary Guide, here .

If you would like a confidential discussion regarding your salary and potential new opportunities, you can contact us at (03) 9500 2797 or connect@brookrecruitment.com.au

Resume Writing: What you need to know

Tue, 05 Sep 2023 11:41:28 GMT

There are many ways to write a resume, but not all of them are effective.

To write a great resume you first need to understand its purpose. Whether you pass to the next stage of the job application process is determined by your ability to provide the information required, for them to make an informed decision.

In today’s world, you’ll only have a few seconds to catch the attention of a recruiter, so here are our top tips to make sure your resume stands out.

What to Include:

Header: Include your name, contact information, location, LinkedIn profile, and optionally, a professional headshot.
Professional Summary: A brief (2 - 3 sentences) overview of you, your key soft skills, and career goals.
Work Experience: In reverse chronological order, list your work history starting with your current position.
For each role you've had include the following; job title, company, industry, location, dates of employment (mm/yy), following by a description of key duties and key achievements for the position.
Only include those roles that are relevant to the one you're applying for. Keep it to 2 pages, 3 absolute max.
Key Skills: Highlight your key skills (hard and soft) and competencies relevant to the role.
Education: Brief detail on your education, including institution name, degree, field of study and graduation date. Don't forget to include any relevant certificates or professional development courses as well.
References: List this if you wish, or simply pop 'References available upon request.'

Style & Formatting

Choose a style that suits you, but always keep readability in mind. Look at the structure, layout and spacing to enhance this.
There are a number of easy to use (and free) platforms to find free CV templates, our personal favourite is Canva .
We recommend a clean and uncluttered structure so the reader can easily focus on the resume’s content.
Use a professional font, Arial and Calibri are great options.
Be sure to proofread your resume, check for typos and uniform formatting.

Language & Identity

Your resume is your pitch and a tool to convey all the information a recruiter needs to know before meeting you. Use emotive language and action verbs at the beginning of each statement, you want the reader to feel like they know you.

Tailor to the Role:

Be sure to tailor your CV for the role you're applying for!

Research the company values and weave this language into your CV.
Identify the key parallels in the job description with your experience, and highlight these throughout your work experience.
Focus on what you can offer, your resume should be straight to the point and concise. A good resume will clearly serve its purpose in a clean and concise way.

Extras Tips:

Include your LinkedIn URL. But be sure your LinkedIn and the resume content match, an extra tip here is to customise your LinkedIn URL.
A picture gives us a sense of who you are and how you like to present yourself. If you want to include a professional headshot go ahead, but make sure it is shoulders up, clear, and you alone.
Don't have a professional headshot? Take one at home against a plain background, or get AI to make one for you!
Regularly update your resume every 6 months to a year, it’s always worth making sure your resume is up to date and it won’t be as big of a task next time.

If you have any questions or would like some more tips, don’t hesitate to contact us at connect@brookrecruitment.com.au

Don’t ever let a poorly written resume ruin your chances to the role of your dreams!

Authentic Company Culture: What is should look like

Sun, 24 Jul 2022 15:35:54 GMT

What should authentic company culture look like?

“What does culture look like and mean to you?” is a common question that often comes up during interviews. Although it may seem like an easy question to answer, it’s one to take into thoughtful consideration when answering.

Assessing the authenticity of a company’s culture should be a top priority, whether you’re currently in a role or hunting for new opportunities, as it ultimately determines how much you’ll enjoy and thrive in your role.

So what is real company culture and what does it look like? Real company culture is the genuine behaviour of a business.

In its truest form it looks like:

Ongoing training and development: It’s weekly and monthly check-ins and one-on-ones to ensure you’re on the right path to further develop your skills and to proactively assist you in identifying and resolving challenges.

A support system: An individual or a group of leaders offering open-form communication and feedback to comfortably address concerns. A safe space to provide informal and formal reviews giving you clarity on expectations and outcomes.

True leadership: Providing active and successful mentoring. Studies done by O.C Tanner (showing practices for improving workplace culture) show that active leadership when done correctly can increase employees’ feelings by:
76% in feeling like part of a larger purpose
72% in connecting strongly with leaders
102% in feeling motivated

Camaraderie: Having a sense of teamwork and community to boost your productivity, increase the potential for innovation, and feel contentment within your workplace. There is nothing better than the feeling of fluidity and ease when working within a team.

A positive environment doesn’t only cultivate a thriving mindset but synergy with the ones you work with, so if you have questions regarding company culture, how to improve it or help you assess it, don’t hesitate to contact us at connect@brookrecruitment.com.au

Myths & Misconceptions within the Recruitment Industry

Wed, 29 Jun 2022 13:34:11 GMT

Myths and Misconceptions within the Recruitment Industry

Whether you’ve worked with a recruitment agency, or never have, you may have heard many myths regarding the industry and those who work in it.

People-driven industries may seem challenging to understand, hence creating an easy platform to develop misconceptions from inexperience. From the experience of working with a great Recruiter comes an understanding of the industry and its power, as Recruitment done right has the ability to change people’s lives for the better.

With that intent in mind, here are three of the most common myths and misconceptions Recruiters have heard being expressed by Job-Seekers.

Starting with the biggest and most common myth based on money; “Recruiters take a cut out of your salary”. Agencies don’t take a cut from the Job-Seekers salary. The business that is hiring will pay the Recruitment Agency a pre-negotiated fee once a successful placement has been made in the company. The fee is something agreed upon with your company and is not something a Job-Seeker will ever see.

The second most common myth is based on intention; “Recruiters don’t care about Job-Seekers, it’s all transactional to them”. Job-Seekers may feel ill intent from a Recruiter as this is their day-to-day job. In reality, the true role and the core of Recruitment is relationship building. Recruiters have to genuinely care and understand the true wants and needs of a Job-Seeker to grasp a good understating of who they are as a person as well as their employment history as a whole. Creating a false connection would lead to failure in finding a dream role.

The last myth we will look into is around the process itself; “It’s pointless to find a role through an agency when you can do the process yourself”. Recruiters have a great scope and access to jobs in the current market. Along with this access, they also have the power of relationships with businesses and with those with the capacity to hire. Something to keep in mind is that many businesses only go through agencies to find staff. As a bonus going through an agency is especially helpful for those who are time-poor as they’ll have a dedicated consultant doing the job and will often present not just one but multiple opportunities, including ones that weren’t considered or known of.

For more information on recruitment or to get in touch with a BROOK consultant, you can reach us at connect@brookrecruitment.com.au

LinkedIn Tips & Tricks: How to Make Your Profile Stand Out

Wed, 29 Jun 2022 13:34:11 GMT

How to Make Your LinkedIn Profile Stand Out

Living in today’s digital-driven world it’s hard not to engage with social media on some level. Most of our communication has moved to online platforms such as Facebook, Instagram, and now LinkedIn.

With social media playing such a big part in our private lives and the rise in popularity of LinkedIn, our professional lives are also pulled into the digital age. On LinkedIn, you have access to the world’s largest professional online network. You can follow and connect with your favourite businesses, industry experts, and most importantly professional contacts.

When used correctly, LinkedIn is a great tool to make yourself visible to potential employers, gain insight into market trends and learn from industry leaders. Hence ensuring you have a polished online presence is key. Here are the top tips recruitment agencies will give candidates to ensure their profiles stand out from the crowd.

Display Picture: Your profile picture should reflect the way you would show up for an interview. Present yourself in a warm and engaging way and our recommendation is to dress in business attire and have a plain neutral background.

Headline Snapshot: In a few words, include your job title along with a short description of what you offer to a workplace. For inspiration look at other people within your industry and see what they’ve done to catch your eye and try something against the grain.

Career History: Identify roles you’ve held that directly relate to the industry you’re seeking employment in and be sure to summarise your previous roles. This is key if you have a long career history. Be straight to the point in describing what you’ve done or your key achievements in the role.

Recommendations: You can request recommendations as social proof of the skills you can bring to the workplace. You can ask your bosses, colleagues, and even more clients for an impact. Keep in mind that by writing recommendations for others, you can in turn get recommendations for yourself.

For more tips on how to stand out from the crowd or if you’re ready to talk to us about amazing job opportunities, connect on connect@brookrecruitment.com.au

Why consider temporary work while looking for a full-time role?

Wed, 29 Jun 2022 13:34:11 GMT

The Positives of doing Temp Work while looking for a Full-time Role

There are many reasons you may be ready to make the next move in your career from wanting to take that next big step in your industry, to wanting a higher paid role through to a desire to just try something new.

Whatever that reason is, sometimes it can take some time to find that perfect next role. So, in the meantime you have a few choices, either stay in your current role and keep looking or leave your role (sometimes things get to that point) and use your time to find what’s right for you.

The only trouble is, if it takes a little while, which often it does, you may still need some cash coming through the door. This is just one way that Temporary work or ‘temp work’ may be a great solution for you.

Essentially temp work is where a company needs a role filled just temporarily. It can be as short as one day and could extend as long as a few months. It could be because of seasonal reasons, because someone in that company has become sick or a new client was taken on and the workload increased quickly.

This work often comes up quickly, so you could be asked if you are free to work even the same day, but if you can’t it’s always ok to say no, it won’t affect your chances of being offered this work again in the future.

Another positive with this type of work is that if you are changing career, it’s a great chance to feel out if this type of role or industry is suited to you. The same can be said about a particular company. If you’ve wanted to know what it’s like to work for them, starting off in a temp position is again a great way to check in on that culture fit.

Lastly, temp work is a great chance for you to start building a relationship and strong rapport with your recruiter. The more a recruiter get to know you, and gets to see your work ethic first-hand, the more chance of them being able to put you forward for the perfect role for you.

Oh, and did we mention that often, if you do a great job and there is a culture fit, companies will transition someone from temporary work to a permanent position should one become available.

So, if you are considering this type of work, please get in touch with us at BROOK Recruitment on connect@brookrecruitment.com.au

AI in HR: Managing Risk, Compliance, and Employee Wellbeing

Working From Home Laws Are Changing: Here’s What That Means for You.

Working From Home Laws Are Changing:

﻿ Here's What That Means For You.

Wotton Kearney: Supporting HR & Business Leaders in a Complex, Fast-Moving Workplace

Supporting HR & Business Leaders in a Complex, Fast-Moving Workplace

How travel is critical to employee wellbeing

How travel is critical to employee wellbeing

People Mistakes That Hold Growing SMEs Back

SME People Challenges: What Leaders Get Wrong

What Does Growth Actually Mean?

What Does Growth Actually Mean?

Wellbeing Redefined: How Equilibrium is Transforming Workplaces

Mia Basic Explores How Preventative Wellbeing Transforms Workplaces

What is “workplace culture”? What are the myths surrounding culture that are limiting Australian business’s potential?

What is “workplace culture”?

What are the myths surrounding culture that are limiting your business potential?

Creating Social Impact: Q&A with Homes for Homes

How Businesses Can Help Solve Australia’s Housing Crisis

What Makes a Fit-for-Purpose EVP in the New World of Work?

What Makes a Fit-for-Purpose EVP in the New World of Work?

Insider Tip: How to Interview like a Pro

How to Interview like a Pro

Research & Gather Information

Prepare key examples from your own experience

Set a plan of action for the day

Show Engagement & Clarity

Curiosity through Questions

Salary Reviews: Tips on Effectively Approaching the Conversation

Salary Reviews: Tips on Effectively Approaching the Conversation

Step 1: Request a Meeting

Step 2: Do your Research and Prepare the Facts

Step 3: Practice your Delivery

Step 4: Post-Meeting Follow-up

Resume Writing: What you need to know

There are many ways to write a resume, but not all of them are effective.

What to Include:

Style & Formatting

Language & Identity

Tailor to the Role:

Extras Tips:

Authentic Company Culture: What is should look like

What should authentic company culture look like?

Myths & Misconceptions within the Recruitment Industry

Myths and Misconceptions within the Recruitment Industry

LinkedIn Tips & Tricks: How to Make Your Profile Stand Out

How to Make Your LinkedIn Profile Stand Out

Why consider temporary work while looking for a full-time role?

The Positives of doing Temp Work while looking for a Full-time Role

Here's What That Means For You.