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Logistics Jobs Sydney

We are one of the top logistics recruitment agencies in Australia, delivering an integrated suite of recruitment solutions to a diverse and ever growing range of companies.

Specialising in Supply Chain Management, servicing the domestic and international freight forwarding and logistics community, eg. freight forwarders, customs brokers, sea/air/road carriers, stevedores/depots, 3PL/4PL, importers, exporters, manufacturers and commodity traders.

We regularly recruit for roles in operations, customs, cartage, logistics, procurement, customer service, sales, administration, finance and management.

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Team

Unlike many other recruitment agencies, we combine decades of experience in our focus areas, to deliver efficient, integrated recruitment and human resource solutions across a broad range of business applications.

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6 proactive steps to take after a performance evaluation

Have you recently had a performance evaluation at work? Depending on how it went, you could be feeling excited about what the rest of the year may bring or seriously questioning whether your current job is the right place for you to be. Regardless of how your evaluation unfolded, what steps you take next are far more important. That’s why I’m here to help you get the most out of your evaluation by putting the feedback you received into action and continuing to progress in your career - whether that’s in the same role or a new one.Here are my six simple steps I recommend every employee to consider after a performance evaluation:Reflect and find your blind spotsNow is the time to reflect on what you learned during your performance evaluation. You may have been confronted with some tough truths, heard what you’d hoped, or been completely baffled by the feedback you received. Use this time to conduct an internal audit. Often there is a gap between how we view ourselves, and how other people perceive us. Whether you received praise you didn’t think you’d earned or criticism you believe is unwarranted, make sure to check your blind spots. Blind spots happen to everyone, but making sure you’re aware of what yours are will help you in the future. To help with this, ask a trusted friend or coworker for their take on the situation. They may agree with your perspective or maybe they’ve noticed a thing or two that you were previously unaware of. Once you have an outsider’s perspective, you can begin to more accurately process your evaluation. Ask your manager clarifying questions Once you’ve had time to think your performance evaluation through, you’ll likely have follow-up questions. Write them all down and arrange a time to speak with your manager. Keep it professional and ensure any lingering hurt feelings don’t seep out in your tone or choice of phrasing. If there is anything you still disagree with that was discussed in your evaluation, you can bring it up, but make sure you back up what you’re saying with specific examples. This way, you have evidence and it’s not just your opinion against theirs. Adopt a growth mindset If you don’t believe you’re up to the challenge of growing in your role and believe you’re stuck with the skillset, smarts, and work ethic you’ve got now, you probably have a fixed mindset. A fixed mindset can be detrimental to your career growth. It means that when you’re confronted with feedback, a roadblock, or looming “failure” you take it personally and view it as a giant stop sign. This can be tackled by admitting you don’t know everything, taking feedback on board, and being open to feeling uncomfortable. Without a willingness to grow, your career development (and opportunities) may come grinding to a halt. Identify your goals & needsAdopting a growth mindset doesn’t happen overnight, but once you’re familiar with the idea, you can begin thinking about what your work goals are (and what you’d need to get there). During your performance evaluation, you and your manager likely threw around a couple of goals you would like to achieve by your next evaluation. Get clear about what these goals are. To do this, you need to be honest with yourself, taking those blindspots into account and acknowledging what your weaknesses may be. Once you have a clear understanding of what you’d like to achieve in the next 3, 6, or 12 months, you can create your goal list. Don’t overload yourself with too many. Pick a couple that feel timely and relevant to your current situation. Run them by your manager to ensure you’re on the same page. We’d also recommend checking in regularly to make sure you’re on track and to solve any roadblocks. Make a performance plan A goal without a plan of action is just a nice idea - and that’s where creating a performance plan comes into play. Taking your goals, break them down into actionable steps. Unfortunately, you aren’t going to wake up in six months' time and magically achieve everything you’d dreamed. By creating a plan, you’re building a practical and realistic framework for your goals. Think of it like a self-led course you can tick off, one step at a time. Evaluate your career Performance evaluations are the perfect time to step back and view the bigger picture. They can force us to pause and consider whether we’re truly fulfilled in our work-life, or if we’ve lost sight of what our career goals used to be. Questions to consider might be: Is my current role aligned with my career goals?Is my performance waning because I don’t feel challenged? Am I unenthusiastic about my job because I know it isn’t right for me? Is my job playing to my strengths? Reflection, mindset shifts, and action plans are important, but if you’re not fulfilled by your current role, they won’t matter for long. Take stock of your career and where you’d like to be before you double down on a job that isn’t serving your progression in the long run. Do you feel like now is the time for a career change? Visit our jobs board to find your next move.
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How to conduct a performance review: The do’s and don’ts

When they’re conducted properly, employee performance reviews are a powerful tool for driving business growth, improving employee retention, and creating happy (and high-performing) working environments.But they often get a bad wrap. Research shows that many of us find performance reviews less enjoyable than the customer experience we received from internet service providers or health insurance plans - long hold queues, being passed from customer service agent to customer service agent, and all. So, why is this? Well, recent surveys have shown that less than half of employees believe they’re assessed fairly and transparently. Add in the unconscious biases that can affect a manager’s ability to conduct an impartial assessment, and it’s no wonder they’re viewed with trepidation by employees. That being said, the solution isn’t to stop conducting performance reviews. According to research from Deloitte, ratings, and reviews aren’t dead. Companies and their managers simply need to conduct their performance reviews differently.Why are performance reviews important? In a survey by the Harvard Business Review, it was found that only 42% of employees trust their boss. That’s a shockingly low number, especially considering 58% of people trust strangers.When it comes to building a strong culture at work, a foundation of trust is imperative. Without a strong culture, there is employee disengagement, loss of productivity, and a higher turnover. By regularly engaging in transparent communication and encouraging feedback from your employees, you can create an environment that is constantly improving. But that’s not all effective performance reviews can do for your company. They’re a great way to boost employee engagement because when someone feels heard and valued, they’re far more likely to be productive at work. Performance reviews are also an opportunity to set goals with your employees and give them a sense of purpose and direction in their job. Career progression is important for employee retention. Without it, you run the risk of losing talent because they feel unchallenged and underappreciated. When should I conduct performance reviews? Performance reviews are essentially a scheduled circuit breaker for both management and employees. But how often you decide to incorporate them into your organisation or business's schedule, depends entirely on your culture and company size.For instance, if direct feedback is incorporated into your day-to-day already, you might decide to skip quarterly reviews. Similarly, if management is stretched thin across a large number of employees, conducting multiple reviews across the year might not be achievable.It may also depend on what you’re wishing to measure. Quarterly reviews are a good way of checking in on employees regularly and touching base on their short-term goals. Biannual reviews are a good way of marking a halfway point in the year and can be an opportunity to focus on development.Annual reviews are a more traditional approach, with 70% of companies choosing to administer them this way. However, a survey conducted by Lawpath found that 67% of respondents preferred more regular feedback to only sitting for a review once a year. Whichever review schedule works best for you, make sure your employees know when they should be expecting it. Make your review process part of your company’s routine, so your employees don’t feel ambushed and underprepared.How to conduct a performance reviewMake sure the employee knows how you’re measuring performance No one likes to feel blindsided. Let your employees know what rating scale you’re using to measure their performance and what they’re being measured on. For example, some common performance measures are: ProductivityQuality of workWhether they are meeting objectives Time managementLeadership, communication & ability to work in teamInnovationProfessional developmentProgress towards personal career goalsAlways let your employees know what to expect when you can, so they feel like you’re on a team, not like it’s you against them. Draft a meeting agendaMake sure you structure your meetings strategically and don’t dwell on the negatives for too long. Better yet, frame your criticism constructively and as something you and your employee can work together to improve upon. Your agenda might look something like this: Employee reflection - How do they rate their own performance?Has the employee met their goals?Where have they excelled?Where do they need to improve? Creating an agenda will help your meeting stay on track and make sure you tick off every key element you want to discuss. If you’re feeling anxious about providing constructive feedback, practice using the SBI approach (skip to number 6 to learn more about this). Ask your employees to rate their own performanceAsking your employees to rate their own performance means you’re engaging them in the process of their development. A review isn’t just something that they’re being subjected to - they’re an active participant. It shows you value their input and will let you know whether your thought processes are in alignment or not. And who knows - maybe their insights will bring interesting observations you hadn’t considered before to light. Emphasise the positivesStart with the positives and emphasise them over the negatives. Starting by acknowledging an employee’s efforts makes them feel valued, and it also means they’ll be more open to receiving constructive criticism. Provide examples Regardless of what you’re saying, your points should always be backed up with examples - whether it’s data related or situational. This means you’re making your feedback clear and fair. Be mindful of your phrasingDelivering information tactfully is an art - but an important one to master when you’re dealing with the happiness of employees at work. When delivering feedback, make it actionable, specific, and respectful. A helpful framework to use during these reviews is the SBI approach. Situation: What was the specific situation and what occurred at that time? Behaviour: What was the behaviour the employee displayed? Impact: What were your thoughts and feelings in response? Using this method means your feedback isn’t vague or too general to grasp. It’s honest, to the point, and shows you’ve really thought about their performance. Recognise their performanceIt’s important to ensure your top-performing employees are getting the recognition and reward they deserve. There are three types of recognition: day-to-day, informal and formal recognition. While day-to-day and informal recognition will be given out regularly, formal recognition is usually reserved for those 5-10% of employees who are high-performers. This will usually include a special reward but it can also be an opportunity to increase their salary or offer a promotion. Clarify next steps So, where to next? End the meeting by collaborating and agreeing on the employee’s next objectives. If they require additional training to learn new skills, improve upon weaknesses, or grow within the company, now is the time to commit to a plan. Using their performance as a guideline, set out new goals they should hopefully reach by the time their next review comes around. It’s helpful for an employee to know what’s expected of them and to feel supported in their development. Keep a record of itPut your meeting in writing and share it with your employee, so there’s a written record of how the meeting progressed. Note what you discussed, any observations you had, and detail what goals (and actions) you both agreed to take. Make sure you get a signature from your employee, as this is an acknowledgment of the meeting taking place, as well as a confirmation that they have read and understood the contents in the document. Having a written account of the review means you can keep track of employee goals and development, refer back to past reviews when reflecting on employee performance in the future and make sure everyone is on the literal same page moving forward. -Need the assistance of recruitment specialists? Our team of experienced recruiters is just an inquiry form away.
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Our end-to-end recruitment process for finding lasting talent

Whether you’re hiring a junior to support your team or a senior manager to help steer the ship, finding the right person for the job is no simple task. Research shows the average cost of making a hiring mistake can sit anywhere between 15-21% of that employee’s salary, so if the candidate you hire doesn’t have the right attitude, skills or isn’t in it for the long haul, the cost of this decision can quickly add up. That’s where People in Focus can help. With a recruitment team that has 30+ years of combined HR experience, we understand what’s required when it comes to hiring well and finding the right talent for the unique needs of almost any company. So, how do we do it?Keep reading to find out what our end-to-end recruitment process involves and how we can help you find your next reliable hire. Step 1: Understanding the role Up front, we learn as much as we can about your company and the role you want to fill. Transparency is crucial here. We’re not here to judge your company; we’re here to help you add to it. The more we know, the better equipped we are to find candidates who are not only suited to the role but the working environment, too.Step 2: Sourcing talentTo appeal to top talent your job ad needs to stand out but this is easier said than done, especially in a competitive job market.Drawing on our experience, we can write job ads that generate interest and excitement about your available role and company. Writing the job ad is one thing but circulating the opening so the right candidates get to see it is one of the most important (and time-consuming) parts of the recruiting process. The days of sticking a job ad up on Seek and watching flocks of quality candidates roll in are sadly no more. In fact, late last year we shared that 72% of roles we've advertised in the past year have been filled by candidates not actively looking for a new role.That’s why we use a range of methods to identify top talent during our end-to-end recruitment process. We search far and wide to identify quality candidates for your job opening, including:Posting to a variety of job boards (like Indeed, Seek, LinkedIn, Jora, and Adzuna - amongst others)Adding your job ad to the job page on our websiteSharing your job ad to our social media channels and mailing listStrategically contacting our extensive database of candidates - some of whom are actively looking for a new role but many who aren’tStep 3: Shortlisting Applicants Now we weed out the time-wasters from the serious contenders so you’re not interviewing candidates that are unlikely to be a match.While we always cast a wide net to bring in new talent (as mentioned in step 3), we usually find the best person for the job is already in our database of candidates. Using keywords, skill sets, job titles, salary, and location, we comb through our database, finding anyone who aligns with your job opening and company. If we believe we’ve found a real contender, we’ll then move them to the next step.Step 4: Interviewing We conduct initial interviews both virtually and in-person, depending on the candidate’s availability. During these interviews, our main goal is to figure out who has the most potential and who is a definite no-go. After this “screening” phase, we only send the most qualified candidates through to then be interviewed by you. Our virtual meeting options mean candidates have greater availability, and we don’t have to wait weeks to speak with them. Many choose to schedule a virtual interview during their lunch break, or before/after hours. Step 5: Hiring Once the right candidate has been selected, we don’t just disappear. We’ll reach out to the candidate with the good news and conduct negotiations on your behalf. Once the negotiations are concluded and we’ve sent your new team member a letter of offer, our role in the final stages of hiring can be very flexible - it all depends on what your needs are and what the gaps are that you would like for us to fill. For example, we can conduct police checks and reference checks before an offer is made to the candidate. Or, we can help you get set up with your payroll - even chasing up any information or paperwork you might need from a candidate before they start. Whatever you need to accommodate the transition and get things up and running, we’re here. We’ll keep in contact with your new team member until their very first day, sending them all the information they need to know about their new position and making sure all their questions are answered. From there, we hand it over to you. Are you looking to outsource and streamline your hiring process? Get in touch with People in Focus to take care of your end-to-end recruitment needs.
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11 CV writing tips to help you outperform your competition

When you’re applying for a job, pulling together your CV might feel like a tedious task. But making sure your CV is professional, clean, and includes the right information is what makes the difference when you’re trying to stand out from the crowd.In my 20+ years as a recruiter, I’ve seen many job applications - good and bad. I know what makes a CV stand out from the rest of the pile and what leads to a CV being immediately disregarded. And I want you to know, too. Here are the 11 CV writing tips I share with my candidates, to help them outperform their competition.No more than two pages It can be difficult to know what to include in your CV, especially when you have more than a decade of experience. Should you include every job you’ve ever had? Or only include the most recent and relevant positions you’ve held? What’s most important is that your CV is easy to read. You don’t necessarily have to remove information but you need to make sure you’re highlighting the roles, responsibilities, and skills that are relevant to the job you’re applying for. Your CV should span no more than two pages of an A4 document, so if you’re having trouble keeping it shorter, consider where you’re going into too much detail and trim those sections down. Tailor your CV for the role you’re applying forApplying for jobs can feel like a full-time job but it’s important you don’t skip this step. Your CV should include keywords from the job ad itself, particularly when it comes to required skills.For instance, if the job description notes they’re looking for a ‘self-starter’, refer to yourself as a self-starter or something similar (i.e. proactive) in your CV. This ensures you’re positioning yourself as a candidate with the exact qualities they’re looking for. Use keywords so recruiters can find you Of all our CV writing tips, this is the most important. Did you know recruiters use keywords to find ideal candidates? To make sure your CV shows up, include relevant keywords from the job ad (as I mentioned above). These keywords include job titles, skills, and attributes. That way, if I’m searching for a “customer service representative”, your application will be shown. Make sure it’s up to dateBefore sending your CV out, make sure it’s up to date. That includes updating your contact information, adding your latest career moves, and any other forms of work you’ve undertaken (volunteering, education, and training). Keep your presentation plain and digestible Your CV should be a clean and simple document.Keep your formatting consistent and easy to follow. There’s nothing worse than a CV that chops and changes - where am I meant to be looking next? Whichever layout you choose, make sure your dot points are all indented the same and your columns are in alignment. Slimline your skills section & make it relevantWe all possess a myriad of different skills, but only include skills that are relevant. Create a skills section on your CV that clearly defines your winning attributes. But make sure they correspond with the job description, too. Highlight key duties and achievementsWhat were your key duties and achievements in each role? Keep your overview succinct, but make sure you accurately highlight what you brought to the table in your current/past jobs.Format your CV with your most recent job at the topWe’ve seen more than a few people get this one confused, but your most recent job should always be at the top of the page. Always use reverse chronological order to list your work history.Include two points of contact Why two? Some employers and recruiters prefer connecting over email, and others via phone. Plus (and this is important), if you change your number or email address, or accidentally input your details incorrectly, you have a backup. We’ve certainly had experience with being given the wrong number and then being unable to contact a candidate. So, to be safe, always include both. Have your referees available on request We always recommend keeping your references off your CV. Why? Because if you include them, the recruiter may contact your references immediately, before you’ve had the chance to let them know to expect a call or an email. Our suggestion is to write “referees available on request” at the bottom of your CV. If a recruiter or employer is interested, they’ll contact you and ask for their contact details. Then, you’ll be able to notify your referees to expect a phone call or email. Edit and proofread A potential catastrophe can always be avoided with proofreading before submission. In fact, because you’ve likely read your CV a hundred times, you might not even notice a mistake. To be on the safe side, ask a friend or relative to double-check it for you. Nothing screams unprofessional like a typo.-When applying for a role through People in Focus, we always take the time to make sure our candidate's CVs are up to scratch. We always want our candidates to have the best chance possible of landing their ideal job. If you’re on the hunt for a new position, take a scroll through our jobs board - you might find your next big career move.
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Finding hidden talent in logistics and transport recruitment

There’s no denying the current challenges in the logistics and transport job market - with an ageing workforce, the great resignation, and the international strain of COVID-19 - demand for talent is higher than ever before. Contributing over a billion dollars to the Australian economy each year, it's an industry that’s responsible for the employment of half a million Australians. Current projections by the Australian Industry Standard (AIS) predict that number to grow by 6.5% by 2024. These challenges can feel understandably daunting to read about on paper, but for those like us (people focused recruiters), our outlook on the current job market is actually optimistic and opportunistic. Why? Because we believe that amongst these challenges are hidden possibilities for both employers and employees in the logistics and transport sector. All you need is an expert’s eye for quality talent. As recruiters, we’ve witnessed the challenges the industry is facing first hand, but we’ve also noticed a willingness in candidates to move into new types of roles within the industry. In our experience, candidates with this enthusiasm and readiness are passionate about the industry, and they’re seeking a new career trajectory they can be inspired by. This gives them the eagerness and resilience to go that extra mile to impress their new employers and learn all they can along the way. As an employer, your first instinct may be to turn away an applicant who doesn’t appear to be the perfect fit on paper, but if we look a little deeper, you can see how much potential they truly have. Within the logistics and transport industry, there are highly transferable skills. While the processes and procedures vary, many roles still require strong communication skills, number smarts, adaptability and problem solving skills.These are general, ‘soft’ skills, but when a candidate comes to us with these skills in spades, we know we’re onto a winner. We’re not saying a warehouse team member would automatically be considered for a customs role, but relevant skills and the right attitude can lead to unexpected candidates excelling in adjacent roles. When we speak with candidates, we identify who not only has the right skills and transferable experience, but who would be a perfect fit for your company culture. And conversely, we’ll also help you steer clear of unsuitable candidates, who may have the credentials, but wouldn’t thrive in your particular workplace. We genuinely believe in the abilities and suitability of these unsung heroes when we send them your way. Finding your diamond in the rough, so to speak, is where we excel. Our recruitment strategy entails looking outside the box and identifying potential where someone else might not think to look.Do you have new job opportunities available at your company? You can contact us here to get the recruitment ball rolling.
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Job doors are opening in the freight and logistics industry

As we enter the second quarter of 2022 and businesses begin to - again - settle into the new normal, we’ve observed a few interesting changes in the job market. Changes that can open new and exciting opportunities for employees with experience in the freight and logistics industry, in particular. Even pre-pandemic, the freight and logistics industry was facing challenges impacting aspects of the job market, particularly with global truck driver shortages and evolving supply chain demands. This is partly because of an ageing and therefore, retiring workforce. It’s also to do with the drastic changes the industry has seen in recent years, moving to using more modern systems, like automation and robotics. According to a2019 skills forecast from the Australian Industry Standards (AIS), these were the skills identified as being the most important for the freight and logistics industry in the next 3-5 years:Health and safetyOperational skillsComplianceDigital skillsAnd after surveying stakeholders, they also found that these 5 generic skills were flagged as being of high importance in the industry: Language, literacy and numeracy LeadershipTechnologySelf-management (i.e. the ability to work autonomously)Problem solvingSo, what does this mean for employees already in the freight and logistics industry? To put it simply, your experience is highly valued. And, you can leverage it to change careers within your sector. Are you known for your number-crunching analytical approach or your problem solving, managerial attitude? People like you are vital to the continued growth and success of the industry. Research from Deakin University predicts that by 2023, the demand for skilled professionals will outstrip supply, six to one. While this is a challenging period for the freight and logistics industry, it does present those wanting to stretch their legs and explore other career possibilities in the sector with a unique opportunity to do so. As recruiters, we’re seeing a shift in the talent some employers are open to considering. Instead of demanding an exact skill match and only accepting candidates who have worked in a very similar role as the one they’re applying for, more and more companies are opening the door a little wider, recognising transferable skills and hiring candidates from the broader industry. For instance, if you work in importing, but fancy switching sides and exploring the world of exports, now is an excellent time to try. And this is where the People in Focus team can help you best. Because, despite the fact that more and more companies are willing to explore talent outside their usual scope, not EVERY company feels that way. But thanks to the strong relationships we’ve built with many employers over the years, we’re in a unique position to pair talent with roles they’d never normally compete for. And because we have a history of supplying companies with their perfect match, they trust us when we come to them with your resume, even if it doesn’t quite align with their pre-2022 expectations. Do you have itchy feet or feel like a change of pace within the freight and logistics industry? Our jobs page is constantly being updated with new opportunities. Find your next career move here.
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Five reasons why workplace diversity and inclusion matters

Does your company promote workplace diversity and inclusion? Because as it turns out, diverse and inclusive companies, who actively recruit and celebrate people for their social and cultural differences, see not only a growth in their revenue, but happier, more fulfilled employees. And isn’t that what every company should be striving for? What is workplace diversity and inclusion?Workplace diversity and inclusion (D&I) is about truly embracing, celebrating, discussing and centring your employees' unique backgrounds, beliefs and lived experiences in their work life. And while diversity and inclusion may be thrown around interchangeably, it’s important to note that they do mean different things. Diversityrefers to the employees who make up your company, and the array of characteristics they may have, such as: their gender, sex, race, ethnicity and sexual orientation. A diverse workplace also extends to including neurodivergent team members, team members with disabilities, and other differences. And while you may have a diverse workplace, it’s possible it’s not an inclusive one. Inclusivity is all about acting on your team's diversity — it’s what makes a workplace innovative, profitable and engaging. It means no one is denied education, resources or support. It means everyone in the team can see themselves reflected in senior management. And it also means differences are viewed as attributes, not weaknesses. Because if you have a diverse workplace, but your culture only takes into account the voices of a particular group of people, or someone’s perspective is automatically weighted as more ‘valuable’ simply because of their sex, race or gender, then it’s not an inclusive place to work. 5 big reasons why workplace diversity and inclusion matters Higher revenue growthResearch has shown many benefits of a diverse and inclusive workplace, including the undeniable fact that companies who prioritise D&I see higher revenue growth. In fact, companies with greater gender diversity, as well as greater cultural and ethnic diversity, are more likely to outperform companies who do not prioritise a diverse and inclusive workplace. Increased ability to recruit a diverse talent poolWhen your company welcomes, hires and promotes employees from different backgrounds your workplace will thrive. Why? Because D&I is all about being collaborative and uplifting — something that will exponentially improve your employees' wellbeing. And when word gets out about how positive your workplace culture is? More talented candidates from a diverse pool will be stepping up to join your team. Companies with good D&I have 5.4 times higher employee retentionPoor retention rates are no fun for anyone. HR has to keep filling roles, the company burns through needless amounts of money and employees are endlessly on the hunt for a job that makes them feel good. So, when a workplace champions an employee’s background and makes them feel important, they’re fostering trust and loyalty. Which means, employees are far more likely to hang around for the long haul. Minorities who feel ‘othered’ in their workplace aren’t going to feel a sense of connection and belonging to a company — and rightly so. They’re far more likely to jump ship and join a team that actually embraces them. Employees are 9.8 times more likely to look forward to going to workThis is a big one! Have you ever dreaded going to work? Stats show that creating a welcoming and inclusive environment that celebrates differences instead of punishing them, means more people are looking forward to going to work. Go figure!Employees are 6.3 times more likely to have pride in their workIf you’re proud of where you work and what your workplace stands for, then it makes sense you’ll have more pride in the work you create for your company. When employees feel accepted and supported, their standard of work will reflect it. How to promote diversity and inclusion in the workplaceDemonstrating workplace diversity and inclusion is a continuous process that takes time, thought and careful consideration. The best thing you can do for your company is start a dialogue with your employees. What changes would they like to see the company make? What would make them feel included and celebrated? Have they noticed any shortcomings that you may have overlooked? From there, make sure your management team understands the importance of D&I and create an environment where employees feel comfortable talking about and celebrating their differences. No one ever wants to hide who they truly are — it causes stress, imposter syndrome and low self esteem. Here are a few actions you can take to start promoting workplace diversity and inclusion immediately: Acknowledge and honour multiple religious and cultural practices;Foster a company culture where every voice is welcome, heard, and respected;Make an effort to bring more diversity to leadership staff;Actively seek out vendors, suppliers, customers, and clients from underrepresented parts of society. Do you need assistance hiring the right fit for your workplace? Our network fosters a diverse talent pool of keen job hunters. Learn more about our services here.
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Not conducting exit interviews? This is why you should

Not conducting exit interviews? Here’s why you shouldConducting an exit interview may feel like an awkward or frankly, non-vital, step in your employee offboarding process — but it isn’t. In fact, exit interviews are a key opportunity to gather honest feedback about your company and discover what an employee’s experience was truly like. While an employee leaving may be due to resignation, redundancy or the end of a contract, conducting a professional and solid ‘goodbye’ from the company shows professionalism and an appreciation for the employee’s contributions during their time working with you. So, if you’ve been neglecting your exit interviews, now is the time to start implementing them in your offboarding process. Even if the employee you’re offboarding doesn’t have fond memories of the company, an exit interview is one of the final touch points they’ll have, so why not make it a positive one?What is an exit interview?An exit interview is a chance to understand why an employee might be leaving your company and what you could improve for present employees and future new hires. Exit interviews have many forms — it could be a classic in-person interview, with either a HR representative or a neutral member of management — even an external company. But remember, an exit interview can often be a vulnerable, or even uncomfortable experience for the employee leaving, depending on the circumstances, so creating an environment where they feel at ease will yield the best results. If an in-person meeting isn’t possible, you can always conduct the interview via a Zoom meeting or on a phone call. You can also go the route of short questionnaires or longer form surveys. How and when you choose to conduct your exit interviews is up to you, but generally speaking, they take place in an employee’s final week on the job. Why you should conduct exit interviews As an employer, you’re never going to be completely aware of what transpires in the day-to-day lives of your employees — even if you do promote an open-door policy in your workplace. There can be a number of complicated and nuanced reasons as to why someone may decide to leave their role. And the purpose of an exit interview is to unpack this reasoning and collect valuable data about perceptions of the company, from someone who has worked “inside” of it. Uncover HR issuesGood HR team is the backbone of any thriving company, so figuring out where an employee may have felt let down is key to making sure it doesn’t continue happening. One of HR’s primary goals, afterall, should always be to improve the wellbeing of a company's employees. If you want to pinpoint whether there was a HR issue, you could ask questions like:Were you satisfied with your salary? Did you feel incentivised in your role? Did HR tackle the issues and queries that you brought to them?Did you find the workplace culture to be inclusive?Understand employees’ perceptions of the work/roleDuring an exit interview, employee’s can come clean about their actual lived experience in their role. They may feel more comfortable and open voicing their honest opinions now that their time with the company is drawing to a close. You can discover things like: What they thought of their peers and if they worked well together;Whether they were satisfied with working conditions and their work/life balance;If the company culture was a good fit;If they thought their job was designed well.Their answers can help you rejig the open position and inform how you advertise the role when recruiting. Insight into managers’ leadership styles and effectivenessUncovering more in depth information about supervisors and managers is a fantastic opportunity to learn about your managerial team — where they’re succeeding and where they may be falling short. For instance, as told in an article from the Harvard Business Review, an international finance service hired a new mid-level manager to lead a department of 17 employees. Only 8 remained a year later, and after conducting exit reviews, the company noticed they all flagged the same (lack) of leadership skills that eventually wore them down. The company had a problem – they were hiring people into leadership roles, not based on managerial skill, but technical ability. The result? Losing talented employees. Which is why, if you’re seeing an increase in employee turnover, you should be taking the time to figure out why. Potential to learn about salary/benefits at other companiesIf an employee is leaving because they’ve accepted a role at another company, it’s worth asking what persuaded them. Learning this information helps your company improve in two ways: You can understand which benefits are most important to job seekers at the moment, so you can offer something similar and attract high quality candidates in the future. You can gauge whether your remuneration offering is competitive with other companies advertising similar roles, as this may be why you’re losing top talent. Examples of exit interview questions you should askWhile conducting exit interviews doesn’t necessarily mean reducing your employee turnover rate, employees are still less likely to leave if they feel engaged and appreciated. So, gathering feedback in an in-person IE or generating data from surveys to make sure you’re spotting the gaps on the ground, is still a great way to ensure your organisation is addressing potential problems. When you’re deciding which questions to ask, think about the outcomes you’re wanting to achieve. Make sure the questions you pose are ones that you can draw conclusions from and act upon. And of course, only ask questions that are relevant to the employee and their situation. Here is an example of questions you could ask an employee during an exit interview: What were the circumstances leading up to your resignation?If you’ve already accepted a new position, what attracted you to accept their offer? How would you describe your relationship with your managers/coworkers? Did you find your manager's leadership style fulfilling or were there areas you believe could be improved? If so, what were they? What did you like and dislike about your role? Was there anything you would change? Do you feel you were given suitable training/equipment and opportunities for professional development? Do you feel that your professional and personal wellbeing was supported during your time with the company? Did you enjoy the company culture and your work environment? Were there any policies or procedures the company implements that you believe could be improved? Do you have any more feedback you would like to add? Seeking more industry knowledge and expertise? Check out our insights page for more.
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Time for a pay rise? The Australian job market looks promising in 2022

While many experts and recruitment agencies (us included) were bracing for the Great Resignationto hit Australia, something else is afoot in the Australian job market in 2022: labour and skill shortages are offering candidates more negotiating power should they choose to swap companies in search of a pay rise, promotion or new opportunity. For employers, this might be a cause for concern as they scramble to fulfil job vacanciesrequiring highly sought after skill sets. But for candidates, it presents an exciting opportunity. If you, like the vast majority of Aussies who bunkered down during the pandemic, are starting to get the itch that it might be time to move on, now is an excellent time to consider making a job switch. After years of stagnant wage growth due to the pandemic, many are hungry for a salary increase. In fact, six in 10prospective job seekers said they were primarily motivated to leave because they hadn’t seen a pay rise since the start of the pandemic. So, what does this mean for your next career move? While your current employer may be unlikely to hand out a pay rise in the current climate, it does mean you have more negotiating power when applying elsewhere. According to LinkedIn’s figures, the current number of applications per job is down 63% compared to the same period last year. With a significantly smaller candidate pool, candidates can leverage negotiating power to ask for things they might not normally. For instance, if working from home is important to you and your current employer is transitioning staff back to the office, you could negotiate working remotely (or at least on a part-time basis). If you believe you deserve a salary increase and your current employer isn’t willing, now is a great time to search for it elsewhere. In the freight forwarding and logistics sector, we’re seeing more advertised roles than ever before. But this isn’t the only industry we’re seeing this take place in. Across the board, there are an exponential amount of job openings and the highest candidate shortage we’ve seen during our time as recruiters. If you’re currently on the hunt, we have a record-number of roles advertised on our job listings page. Get in touch and we’ll help you find your new match.
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How to successfully navigate remote onboarding

An effective onboarding process for new employees, whether it’s in person or a remote onboarding (as is increasingly the norm), is an overlooked revenue driver for businesses. Don’t believe us? This blog will explain: Why 1 in 10 people end up leaving a company because of their experience with poor onboardingHow companies with an effective onboarding process achieve 2.5 times more revenue growth and 1.9 times the profit margin compared to organisations with poor onboarding strategiesQuick and easy ways you can improve your business’ onboarding experienceWhat is remote onboarding?Remote onboarding is the process of integrating and welcoming your new employees into your company, so they can be an effective and contributing memberof your team. The goal of remote onboarding is the exact same as onboarding in person and that is: to get your new employee up to speed and feeling confident in their new role (plus a few extra tech and tool adjustments). A good onboarding process means taking your new employee through these steps:Explaining their role and responsibilities in depth;Detailing the hierarchy and who they will be reporting to;Introducing them to their team and facilitating their initial social interactions; Setting them up on the communication platforms your company uses;Teaching them how to use unfamiliar technologies;Running through policies and procedures; Getting them up to speed on company culture and values;Answering their questions and making sure they feel well adjusted.Why is onboarding important?Imagine it’s your first day at a new company — you’re pointed in the direction of your desk and told to get set up. You pester your cubicle buddies and manage to log in to your email. Now, it’s midday, and no one has taken the time to sit down and walk you through your new workspace and what they expect you to actually deliver. You’ve barely seen your manager. Now, it’s been a month. You’ve managed to piece together what your responsibilities are, but you feel like a bit of an outcast and you’re really not sure what your company stands for. You feel lost, unsupported and disengaged. It’s not hard to see why 1 in 10 people end up leaving a company because of their experience with poor onboarding. And the consequences for the company? A high employee turnover rate. Which means more time and money spent on job advertising. If that wasn’t enough to convince you a good onboarding process is worth it, then how about this: companies that have effective onboarding processesin place achieve 2.5 times more revenue growth and 1.9 times the profit margin compared to organisations with poor onboarding strategies. So, why does good onboarding equal more revenue? Employees who are onboarded properly stick around longer, plus they're more likely to be engaged in the culture and be more productive. Remote onboarding challengesTechnical issuesDiagnosing and resolving technical issues can be harder when you’re onboarding a new employee remotely. If you were able to meet in-person, you might be able to just pinpoint and fix the problem yourself. It can be frustrating, for both you and your employee. Make sure your systems and processes are well documented and a list of common problems or FAQs are available for troubleshooting purposes. If all else fails? Make sure you also have a remote IT department (although, they might just tell you to turn it off and on again). Hesitancy to ask questionsYour new recruit is probably feeling nervous about their first day (especially because it’s happening virtually). This could mean they’re more reluctant to ask “newbie questions” i.e. questions that are obvious to you, but are a whole new world to them. Encourage your recruit to ask any questions they may have, emphasising that it’s okay if they don’t know everything yet (they don’t have to!) and that no question is silly or too obvious. Virtual team buildingBecause your team isn’t in an office, socialising online might feel a little less natural to your new employees (at least in the beginning). Of course, everyone texts and messages in their personal life, but striking up a conversation with a coworker without any prior rapport? It can feel a little uncomfortable and anxiety-inducing. That’s why it’s your job to facilitate team building exercises that create an enjoyable environment. Because having a strong team means everyone performs better. You could try:Holding a friendly challenge; Asking your team to use an app like Donut on Slack (it pairs people up at random to initiate a chat) or put everyone's names in a hat and do it that way;Create different channels to communicate different topics. For instance you could have a “good news” channel or a “memes” channel where everyone can share their wins and laughs;Have Friday drinks, but do it virtually;Get everyone to take a personality test and share their results;Organise team virtual lunches and events.Lack of documentationA problem you might come up against when onboarding is a lack of documentation. That means your systems and processes aren’t in a shareable document — they’re all in your head. In order to communicate effectively with your new recruit, you’ll need to have everything written down. Even basic or seemingly self explanatory processes or expectations.Once it’s all documented, make sure it’s available to be accessed at any time, so employees can get clarification on areas they’re uncertain of, without having to ask you for it. Remote onboarding checklistGet all paperwork signed before your new employee starts (contracts, payment details, superannuation forms etc.)Create an agenda that details what you’d like your employees first week to look like and what they should have achieved by the end of it;Send them a welcome email. Let them know you’re excited for them to join the company, walk them through what they can expect on their first day and week, and reassure them they can ask questions at any time;Provide a welcome kit. This should include company information, a handbook for getting started and any company benefits they should know about;Match your recruit with another team member. This person will be their buddy (and friend!) while they’re getting their footing;Add your new recruit to the appropriate communication channels/platforms and remind your team to involve them;Hold their virtual orientation. Go over the company mission, values and culture. Make sure they know where to find contact information and organisational tools, as well as a clear breakdown of their roles and responsibilities. Depending on the complexity of the job and systems, having IT walk your new recruit through programs, software protocols and installation is usually a good idea. Introduce them to their team! Try to make their introduction as low-key and relaxed as possible, and avoid putting them on the spot. If your new recruit needs specific job-training, get them all setup, communicate how much time should be dedicated to it and let them know what you expect by the end of it. You might think your onboarding is done after week one, but an effective onboarding plan should last at least 90 days. This ensures your employee feels supported and like you’re invested in their success. Encourage feedback and continue to check in.
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2021 is over, so why are so many of us still feeling burnout?

While the doors may have closed on the sh*tshow that was 2021, burnout is still a real problem for business’ and their employees going into 2022. 77% of employees reported feeling burnt out last year and, unfortunately, most feel like their companies aren’t doing enough to address it. And — contrary to what your social media feed might look like — just because the calendar year ticked over, doesn’t mean people are returning to work feeling refreshed and ready to kick some big goals in the new year.In fact, the end of 2021 saw many Australians dealing with COVID-19 up close for the first time since the pandemic started (thanks Omicron). Add the kids being on school holidays, the lovely (but never-ending) list of family events to attend, and that fact that many of know there’s going to be a huge pile of work to go back to when the holidays wrap up— and it’s safe to say many of us are still feeling, frankly, exhausted.So, if you’re an employer or a manager, what can you do to help? Here’s how to tell who’s still feeling burnt out and what you can do about it. First things first, what is burnout? Burnout is what happens when you’re under severe and constant stress at work. It can make you feel disillusioned by your job, cynical and like your role doesn’t matter. And no, it doesn’t just happen overnight. It typically requires a series of triggers that eventually lead to a feeling of depletion and almost total apathy towards your job. Those dealing with burnout might feel they’re not contributing much to the workplace — and the thing is — they might be so burnt out emotionally, that they don’t really care, either. Burnout at work may start as mental fatigue and overwhelm, but as it worsens, it could become a physical problem, too. Research has proven that our mental state affects our physical health. So, while you, or others around you, might not take the mental symptoms of burnout seriously (the go-to response for so many of us is to just push through it) your body might have other plans. Meaning, you’re more susceptible to illnesses like a cold or the flu the longer your state of stress continues. And that’s not good news for anyone. What are the signs of burnout at work? If you or an employee is suffering from burnout, here are some common signs: Finding it difficult to get motivated about work Constantly finding work to be overwhelmingFeeling exhausted and depleted all the time (like you just have nothing left to give)Feeling unsatisfied by achievements or disillusioned about your jobBeing unable to concentrate or be productive for extended periods (if at all)Feeling irritable and impatient with your co-workers Feeling extra-sensitive towards feedback How can I help employees suffering from burnout? 1. Make sure to check in When’s the last time you checked in with your staff and asked how they were really doing? You might talk to your employees everyday — coffee-break banter or casual weekend updates — but when did you last sit them down and ask if they needed anything from you? Employees suffering from burnout may do so quietly, feeling like they just have to get through it or like their situation can’t be improved.Reaffirm to your employees that you really care about their mental state and that you’re there to talk when they need to.2. Remove the stigma around mental health in the workplace Employees might not feel safe raising how they feel because mental health can feel like a vulnerable topic. And not only that — but they may feel like their problems aren’t legitimate and won’t be taken seriously. Did you know that depression is often tied to feelings of burnout? It’s likely that if an employee is showing signs of burnout at work, they might be struggling with depression as well. The first thing you can do is encourage people to speak up about the state of their mental health. It’s important that employees are told to come forward when they’re struggling, so they know the door is always open. Next, is the rhetoric in your workplace pro mental health? Or is it framed as an illegitimate or ‘soft’ issue? Is it given the same weight and attention as a physical illness might receive? Not sure how to promote the right attitudes around mental health in your workplace? Check out these quick tips from Headspace3. Restore your team's energy reserves Encourage your team to take regular breaks. You know what that means? Not promoting working through lunch breaks or at all hours of the day. Switch the mentality in your office from always having to work, to not feeling guilty for taking (well deserved) breaks. Make sure your team isn't being overworked. In line with the last tip, stop burnout before it gets a chance to wreak havoc on your team. Or, if it already has, make sure it isn’t being worsened by unreasonable workloads. If your employees have an excessive workload, they’ll probably be staying back and working longer hours to fulfil it. Meaning, they’re more likely to get tired, stressed and fed up with their job. Promote a culture of flexibility. Flexibility is a huge drawcard when it comes to improving company culture and the output of businesses. People often develop burnout because they feel like they have no say in the way their day-to-day unfolds. By giving your employees flexibility they’ll feel like they have control, and not like their job rules them. Communicate the importance of family-time. Going hand-in-hand with flexibility is family-time. Let your employees know they’re able to be there for their family without feeling guilty, or like they’re going to face repercussions for prioritising family over work. If your employees feel like work is inhabiting time with their family, and their family feel like they never see them anymore or get their undivided attention, then it’ll only cause feelings of frustration and resentment. Are you looking to hire? Let us find the right culture-fit for your business. Our contact form is just a click away.
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Heading back to the office? Here’s how to make it a smooth transition

Courtesy of COVID-19, remote work has become the new norm for many of us over the last two years. But as Australia (and the world) begins to open again, many of us are going to be transitioning back to the office soon enough (if you haven’t already). If you’re an employee, this news might come as a shock to you. You might feel like you have to ‘relearn’ everything — from socialising, to putting on pants in the morning, to packing lunch, and sitting in peak hour traffic. You’re probably anxious about the health implications and want to make sure you’re safe at work. If you’re a manager or employer, you’re dealing with all of the above, plus the extra pressure of being the person who needs to instigate and regulate a smooth transition for your employees. Here are our tips for making it a smooth transition.1. Don’t give up the small joys If you worked remotely for any extended period in the last few years, chances are you developed a few habits that brought you joy throughout the day. You might have gotten really good at doing crossword puzzles while you waited for your coffee to cool, or maybe you made it a habit to sit outside while you enjoyed your lunch. Whatever positive habits you started, keep going with it. Returning to the office doesn’t mean you shouldn’t still make the time to do what makes you feel good. 2. Prioritise your mental health Our biggest message is this: stay in touch with how you’re coping. As silly as it sounds, transitioning back to the office IS a big change, and it’s going to take time to become reacquainted with it. Don’t push yourself and please don’t be too hard on yourself. If you’re starting to feel overwhelmed or like your mental health might be taking a dip, assess what small things you can do to lighten the load. And, if you feel comfortable, speak with your employer or manager. Let them know where you’re at and what you need from them. Whether that be more flexible working hours, extra support or more information on how they’re planning to manage your team's wellbeing. 3. Support the health and wellbeing of your colleaguesLet your colleagues know you’re there to support them. This isn’t just saying it once, in passing. Consistently reminding your colleagues that you care honestly goes a long way.If your workplace doesn’t have clear guidelines in place for things like mask-wearing and social distancing, create them! (Or if this isn’t in your remit, push for them!)If you're a manager, making yourself available to your team is one of the best ways to show you care; just like active listening demonstrates you’re present and in the moment. 4. Make it a gradual transitionGoing straight back to the office full-time is likely to be jarring, so we’d definitely recommend a gradual transition period. Easing into your new normal so you’ll be less likely to feel overwhelmed or resentful about the change. If you’re planning on bringing your team back to in-person work, make sure they have a heads up well in advance so they can make plans and get mentally prepared. Looking for more HR tips? Check out our blog.
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Recruitment lessons we’ll be taking into 2022 — a word from our Director

Like any other company this year, People in Focus faced its own unique set of challenges. Being a recruitment agency, we know finding a new job (or, from the other side of the fence, filling an open role with the right candidate) is already a pretty stressful endeavour. Add the weight of a global pandemic to the mix, and, well, let’s just say navigating the job market gets a little tricky. How did we adapt to these difficulties? I mean, I wish there was a fancy solution to a problem this big. But we dug deep — doubling the amount of work required and having many, many conversations with job candidates and employers alike to negotiate conditions. We got to know the challenges each and every one of our candidates and clients were facing. We witnessed the uncertainty of COVID first hand, its flow-on effect causing bouts of stress and anxiety among everyone who (metaphorically) walked through our doors. Moving forward, the number one priority (or trend) I’ve seen in recruitment this year has been this: work-life balance. People desperately need it. Mental health is finally at the forefront of working conversations, and the majority of people are reassessing the need to work long hours and undergo lengthy commutes everyday. And now that everyone has had a taste of remote work? Well, I think it’s unlikely we’ll ever fully revert back. But just because employees have opened their eyes to the way things could be, doesn’t necessarily mean all employers are. And to those who are digging their heels in and shaking their fists, declaring, “this is not how things should be done!” I say this — people are already tired, unmotivated and looking for change. Improving work-life balance, allowing new freedoms and having a bit of faith in your employees will only improve their productivity, their satisfaction and, as a result, your business. There’s no denying it — these times have been unprecedented. Employers have faced their fair share of battles, too. With limited job candidates available across the board, demands have increased. Employers were oftentimes faced with either compromising on the quality of employee or paying higher salaries than before.The recruitment industry still hasn’t recovered, and, here’s the nail biter — it won’t. Not unless employers can begin to reassess their expectations. And that means being open to upskilling current employees and reskilling candidates who are a good attitude fit. So, what can employers do heading into 2022? Rethink their employee benefits. If you want to attract top talent, you need to bait your line with incentives. You know what I predict? Progressive companies who embrace all of the changes COVID-19 brought, will be the ones who flourish. Ultimately, both job candidates and employers need to have a realistic approach moving into the new year. On the one hand, candidates need to appreciate that some office time may be required from a business perspective. On the other hand, employers need to appreciate the need for work-life balance.If both parties are 100% firm in their approach, then they are both going to lose out on great staff and great career opportunities. So, where is People in Focus headed in 2022? First and foremost, we’re hopeful that the uncertainty in the world will settle. We’re working hard to make sure our team settles into new ways of working; to continue to deliver positive outcomes for our clients; to grow our team.2021, in a word? Extraordinary. What will your word for 2022 be?See you next year.
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Why the culture of your company is more important than you think

Creating the right culture at your company is probably one of the last things on your mind when you’re writing your to-do list for the day — right?Sure, “company culture” might sound like a HR buzzword that’ll go away if you don’t look at it. It’s a fad; a trend. People come to work to get the job done. Their environment doesn’t matter that much. Does it?Research shows that creating and maintaining your company’s culture is a huge win all round. Not only for your team, but for the productivity (and profitability) of your company, too. That’s right — as it turns out, there’s a reason us HR folk have been banging on about improving workplace culture all this time. Celebrating employee birthdays and throwing company Christmas parties actually have huge benefits in the long run. Let me show you why.What is “company culture”?One of the reasons you might be giving the idea of workplace culture the side-step is because it sounds vague. Does “culture” mean mood lighting and sticking positive affirmations up on the walls? Or is it something more grounded; like company values and what’s considered an acceptable attitude or behaviour to bring into the workplace? Culture is an amalgamation of everything your company is and everything your company does. That’s why it’s so difficult to pinpoint. But, there are ways of determining what yours might look like. First things first: do you know what values are underpinning your company? These values should be reflected in the people you hire, the policies you enforce and the practices you uphold.Why your company culture matters Your reputation will attract top-tier candidates It’s no secret that a toxic work environment, whether a business be small or large, can quickly snow-ball and impact company reputation in the long run. Just look at corporate giants like Amazon and Uber— both have been called out for high employee churn rates. They’ve both garnered media attention in recent years, but for all the wrong reasons. On the flip side, having a strong company culture that promotes flexibility, employee independence and role fulfillment will do wonders for your reputation. And that includes attracting high quality talent. Instead of head hunting, your company's reputation and credibility can do a lot of the hard work for you. Happy employees equals better business resultsYou might think that companies focused on increasing their profits would exhibit greater growth than companies that are focusing their investments on their people, but, in reality, it’s the opposite. A strong, people-focused culture results in higher productivity due to increased levels of motivation. In fact, companies with a strong culture tend to produce superior results as compared to those with weaker cultures. When your employees are satisfied, it leads to continued engagement and involvement. And, you guessed it, a satisfied employee is more productive than an employee who feels underutilised or unrecognised. You’ll win your employee’s loyalty (and reduce your turnover rate) A strong culture not only results in greater productivity, but it can also win you employee-advocates who are in it for the long haul. This means you need to engage with the hiring process less often (and consequently the process of onboarding and inductions) because you’ll be retaining talent instead of burning through it. When an employee feels valued and accepted, they’re less likely to abandon ship and seek a new opportunity elsewhere. Simple ways to improve your company culture Encourage interpersonal interactions through regular social events While it may feel like a big investment up front, one way to quickly create a sense of community and belonging is through holding regular social events that promote a team environment. This gives employees a chance to ‘let their hair down’ and mingle with each other, without a feeling of being on the clock or like they need to focus on work. By initiating a casual group activity, it allows employees to bond and create stronger group dynamics that will actually assist them and you, while they are at work. Do you have a Christmas party every year? The holidays are the perfect time to bring the team together. Similarly, cultivating strong team relationships through team-building activities is a great way to improve employee engagement. You might roll your eyes — but they work. Your first steps could be as simple as mixing up your workplace lunch arrangements. Does everyone eat lunch in a communal area or go their separate ways back to their desks? The easiest way to quickly build a strong culture is by encouraging communication and interpersonal interaction.Give your employees a sense of autonomy and flexibility Each industry is different, and throwing the 40-hour work week out the window certainly isn’t going to work for everyone, but I can guarantee there are still things you can do to promote a sense of flexibility in your workplace. The majority of people list flexibility as the biggest incentive a workplace can offer, and 77% believe flexible office hours are actually more productive. With this shift in expectations being seen across the board, especially during pandemic times, it’s worth considering how you can create a flexible environment that suits your industry and benefits your employees. Another way of promoting autonomy is by pumping the brakes on micromanaging employees. Micromanagement can lead to feelings of frustration and underappreciation. What can you do so your employees feel like they have some responsibility and aren’t constantly under the microscope? Taking a step back indicates trust, and trust makes people feel like valuable members of an organisation. -Let us help you find the perfect hire for your company culture. Our enquiry form is right over here.
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The Great Resignation is coming to Australia — Here’s how to decide if it’s time to jump ship

Like the rest of the world right now, you might be mulling over whether your job is actually the right fit for you. The COVID-19 pandemic has caused a wave of resignations to sweep the globe, with many taking pause and reevaluating the direction of their careers and personal lives. It’s been dubbed, the “Great Resignation” and us Aussies aren’t going to be spared.So, if you’re having thoughts like: Is this role fulfilling me? Am I going to be able to progress in my career with my current company?Am I being treated as well as I should be? Rest assured, you’re not the only one.And it’s no wonder — the majority of industries have been forced to re-evaluate the way they operate over the past two years, giving many of their employees a taste of flexibility and autonomy in their roles and putting company culture in the hot seat. If you’re starting to consider switching roles, here’s how you can evaluate whether the culture at your current job is the right fit for you and what you should be looking out for when you start searching for a new opportunity. Why culture is important The culture of a workplace sets the tone for your working life, which is about one third of where/how most humans will spend their lifetime. That’s quite a bit of your life!Your workplace culture isn’t purely based on how leadership and management conduct themselves, but also in the policies, practices and attitudes of the company as a whole. In short, culture is the fundamental ideology underpinning an organisation. The tangible effects of culture can be seen in how a company implements their values in the daily lives of its employees. Is job satisfaction a priority? Is team-building on the agenda? Do you dodge your boss at the water cooler or stay for a chat? It all feeds into your motivation, satisfaction and productivity. A “good” company culture builds you up; a toxic one eats away at you. How to evaluate the company culture at your current jobAs the saying goes, one person's trash is another’s treasure, and the same thing applies to your ideal, or not so ideal culture-fit. But, generally speaking, these are the signs your workplace isn’t prioritising their culture.People don’t stick around for the long haulA quick way to determine whether the culture at your current job is “good” is by working out the company's “churn and burn” rate. Do new people start all the time, but by the end of a year, hardly any of them are left? Happy, engaged employees who are offered opportunities for growth are likely to stay put. There’ll always be a few lone cowboys who never leave, but outside those outliers, how long has everyone been at the company? Longevity is a great indicator of job satisfaction.You don’t feel like you have a sense of direction in your job How are achievements measured? Is there room for growth? Are you being offered opportunities to upskill? Do you feel appreciated and valued? These are all aspects that can amount to feeling a sense of direction and purpose in your role. Not only does this include your own sense of direction, but the direction of the company, too. Is their mission and vision clear? Has it been communicated? Do you feel like your company is something you want to be part of? Your aren’t satisfied with the way work gets done The most obvious aspect of culture is the people. You likely have to see your team everyday, so making sure you all work well together is paramount to your individual and collective success. What are the processes like? Are they overly complicated? Do you have guidance and support? Do you feel like your duties are clearly outlined and work is properly delegated? Are you lumped with more work then others — or maybe you’re not receiving enough and feel unchallenged?How to find the right company culture for youWhat are they offering you? If companies are doing it right, they won’t just be posting a job ad — they’ll be trying to sell their company to you. What makes X such a great place to work? What are they offering you? Do these incentives align with your wants and needs? Do they speak to your lifestyle? What are their values?This one is two-fold. Firstly, do their values align with yours? Can you see yourself getting behind this company and joining their mission? Secondly, the very fact that a company lists their values means they’re aware of their culture and are trying to signal like-minded people to join them. Of course, whether their values are being actively implemented in their workplace is another question altogether, but having awareness is a great indicator of what could follow. Do they mention career development? This can signal whether this company is invested in the success and development of their employees. Is there room for you to grow in this position? If a company is thinking long-term, they’ll want to nurture their employees to stick around. How is their office culture described? What makes their workplace unique? If you’re going to be spending a large chunk of your time in this environment, it’s best to work out from the get-go if it’s one you’ll thrive in or not. Is it collaborative? Will you need to be a self-starter? Even things like if the office is chatty or quiet can tell you a lot about whether it’s the right culture for you.Are they speaking in your language? No, I don’t mean this literally (although, it would probably help). Choice in language use can be a great indicator of how well a company knows their employee and their candidates. Is their ad littered with buzz words and clichés? Can you decipher what they’re looking for, or are you simply left scratching your head?It’s also indicative of the work environment and level of formality. For instance, a more casual company might have a little more fun with their description. A company boasting a more corporate environment might err on the side of caution and keep things strictly professional. Whichever route an ad takes, what’s most important is whether it resonates with you and the company culture you’re searching for. Are you searching for a new position? Check out our job listings page to find your perfect culture-fit.
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How you could be accidentally sabotaging your hiring process

Is the right hire for your business who you think it is?While you could be forgiven for thinking that “hiring for attitude and training for skills” is a passing trend, we’ve seen time and time again that it’s actually an incredibly fruitful way for employers to approach hiring decisions — especially in a talent shortage. Allow our Branch Manager, Renee Hooper, to explain…It’s natural for employers to want to hire skilled workers. After all, it doesn’t make sense to hire an employee that isn’t capable of doing the work.However, with more and more companies looking to both offshore administrative duties and combine roles, it has become harder for candidates to get a start in the freight forwarding and logistics industries. Couple this with the fact that the COVID-19 pandemic has left candidates feeling far less inclined to change jobs due to a heightened need for financial security, and you’ll likely find that the pool of candidates showing interest in your job ad isn’t meeting your expectations.The benefits of hiring for attitude, not just skillAs a recruiter that specialises in the freight forwarding and logistics industries, I’ve reviewed hundreds of resumes and interviewed just as many candidates. At People In Focus, we’re trained to identify the many transferable skills that can be used across logistics and forwarding.And on many occasions, I’ve come across an excellent candidate from the opposite side of the fence. These candidates always present with a hunger to learn and I can almost immediately see that if the employer has the ability to put in some initial training, they’d be a great fit for their company. Some of the benefits of hiring this type of candidate, is that these individuals are determined to both learn and succeed. They’re willing to work hard, do more than what’s asked of them and they can be easily moulded to suit your company’s culture and needs.And, if a candidate can see you’re taking a chance and investing in them, they’re generally more likely to stay long term (ka-ching!). Hiring for attitude can often mean you’ll retain more staff and valuable on-the-job knowledge as employees are able to grow with your business. I’ve seen this approach work particularly well when the salary on offer is on the lower end of candidate expectations. For example, I can recall recruiting for an import air operations position and coming across the resume of a candidate with a ground handling background.After an initial chat with the candidate, I quickly realised he had a lot of transferable skills that will enable him to succeed in this role. He knew what an AWB was, he knew all the relevant details required for system purposes, he knew customs processes, and how to handle bonded cargo from receiving in perspective. The only catch was: he hadn’t worked in an air operations role. But he was friendly and personable, so I knew he would make a great team player; and during our chat he came across as switched on, intelligent and logical. He had started from the ground up and worked hard to earn his current role. So, I submitted his details to the employer and followed up with a call to explain why I’d done this when he was clearly outside of the brief. It took a little persuading but eventually the employer decided to interview him. The candidate was offered the position within an hour of his interview. When we followed up after his first 6 months with the company, both candidate and client couldn’t have been happier. How to hire for attitudeThe best way to hire for attitude is to trust your recruiter. At People In Focus, our team comes from a freight and logistics background, so we have an excellent understanding of what is really required to succeed in either industry.We interview hundreds of candidates and can identify, like in the example above, when a particular candidate would be a good fit for a particular team or company, despite sitting outside the initial brief.When you’re hiring, you have to put faith in your candidate's track record and prior roles, too. But, if you feel like you require more substantial proof, there’s always a variety of aptitude and skills testing that can be done. Are you an employer who needs a hand finding their ideal candidate? Our expert recruitment team is just a contact form away.
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The power of recruitment agencies in a pandemic

For many, posting job ads that reel in the same number of bites as they did pre-pandemic is feeling like an impossible task. Fortunately, finding the right candidate isn’t. You just might need to do things a little differently...There’s no denying the pandemic has well and truly shaken up the workforce - from home office setups to stringent new health regulations - and the recruitment process has been no exception. In many respects the candidate pool now feels more like a puddle. Traditional avenues of job advertising like LinkedIn and Seek just aren’t getting the same swell they did pre pandemic. In my experience, this is because of two reasons.Candidates aren’t as willing to jump shipJob mobility reached a new low during the first year of the pandemic and employers with roles to fill have been feeling the pinch as a result. As it turns out, employees are less likely to jump ship during a pandemic, because, well, we’re in a pandemic. Stability is a priority. According to a recent ABS survey, 88% of Aussies think job security is a problem. Senior economist Alison Pennington noted that people, “want to hold on to their job if they have one and if they're not in a decent one they're feeling more insecure about what's ahead”. And if we pull back the recruitment curtain for just a moment, I can absolutely tell you that this is a conversation we’re having with potential candidates on a daily basis.Which leads me to the second reason traditional avenues just aren’t cutting it. Employers aren’t offering the right incentiveOffering opportunities for career progression and even a competitive salary are both great incentives but unfortunately these kinds of carrots often aren’t enough.According to resarch from Glassdoor, 57% of candidates report benefits and perks being among their top considerations before accepting a job, and nearly 80% say they would prefer perks over a pay rise.Our experience shows this is bang on. In conversations with candidates, the number one perk potential employees are looking for is flexible working arrangements - particularly the ability to work from home. On more than one occasion we’re had excellent candidates turn down employment opportunities because the flexibility to work from home - even as little as one day per week - wasn’t on the table.Employers hiring need to rise to meet these expectations, otherwise, they run the risk of having their active job ads simply gathering dust or missing out on top talent.So, how is People In Focus tackling these new challenges? Well, I can tell you that 72% of roles we've advertised in the past year have been filled by candidates not actively looking for a new role. And no, we didn’t go grassroots style and hand out flyers on the shop corner. We have an extensive database filled with candidates - some of whom are actively looking for a new role but many who aren’t. It’s a pool of candidates that we’ve spent days, months and years actively nurturing. Sharing new job openings, hiring tips and even some career advice — because we know that sometimes the right person for the job isn’t the stranger logging into the Zoom interview but the candidate we’ve been fostering a strong relationship with behind the scenes; and with right nudge will be ready to find their next perfect fit. But having an extensive database isn’t the only secret ingredient we’re using to fight this pandemic-sized recruitment hurdle — the real trick lies in the relationship-building skills of our team.After all, a candidate is unlikely to maintain contact with us if we don’t have their best interests at heart. Lucky for them, we don’t have to pretend. We genuinely care. It’s hard not to after stepping in for a job hunt. Regardless of where they end up.That’s the power of a recruitment agency. Ready to find your next recruitment solution? You’ll find innovative (and effective) options over here.
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Testimonials

I always feel that there is untold benefit in dealing with people and companies that not only appreciate and respect the business, but additionally have the attitude and resources to ensure the follow through is 100%. We have had some great result...

I always feel that there is untold benefit in dealing with people and companies that not only appreciate and respect the business, but additionally have the attitude and resources to ensu...

General Manager

International Freight Forwarder

In the past three years I have been using People in Focus they have always gone out of their way to assist us in in finding the most suitable candidates to meet our requirements. They are always proactive when any issues have arisen. As an employe...

In the past three years I have been using People in Focus they have always gone out of their way to assist us in in finding the most suitable candidates to meet our requirements. They are...

Branch Manager

International Freight Forwarder

I'd just like to thank you for all your help and support during my journey to a new beginning. Your communication, feedback, professionalism and undeniable attention to detail made this an enjoyable experience.

I'd just like to thank you for all your help and support during my journey to a new beginning. Your communication, feedback, professionalism and undeniable attention to detail made this a...

Branch Manager

International Freight Forwarder

People in Focus helped to place me in my current role and I have since continued using them to assist in finding candidates across the state in various management roles. Sharyn and Andrew are a pleasure to deal with and have a great personal touch...

People in Focus helped to place me in my current role and I have since continued using them to assist in finding candidates across the state in various management roles. Sharyn and Andrew...

General Manager

Transport

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We outshine other recruitment agencies

Catering to both the employer and the employee, we can proudly claim a happy client base across the board. Whether you’re looking for temporary or permanent staff, a graduate role or looking to fill a management position, we’re on call to assist. We can proudly claim an extensive network within the supply chain and logistics sectors – this is how we consistently source the highest caliber of candidates for the job.

Our simple and affordable fee structure, industry experience and contacts, flexible approach and service excellence provides the platform for our team of industry professionals to deliver high-quality results. We provide candidates for logistics jobs in Sydney to consistently exceed stakeholder expectations in terms of time, cost and quality.

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