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Why High-Growth Technology Companies Are Exploring Hybrid RPO and Recruiter on Demand

Mon, 02 Mar 2026 04:58:48 GMT

As technology businesses grow, their recruitment strategies become more layered. Many continue to engage trusted recruitment agencies while building internal teams. Increasingly, organisations are adding hybrid models to create a more flexible and scalable hiring structure.

A Hybrid Recruitment Process Outsourcing (RPO) or Recruiter on Demand (RoD) model is designed to complement, not replace, existing hiring solutions.

What Is a Hybrid RPO or Recruiter on Demand Model?

Hybrid models blend:

The embedded alignment of an internal recruiter
The flexibility and scalability of outsourced expertise

Recruiters integrate with existing systems, hiring managers, and workforce planning processes, while remaining adaptable to changing hiring volume.

This provides several strategic advantages:

Flexible Capacity

Startups and scaleups rarely hire at a consistent pace. Growth spurts may be followed by consolidation phases. Hybrid models allow organisations to scale support up or down without adding permanent headcount or reducing internal team stability.

Cost Visibility and Predictable Investment

Hybrid models typically operate on weekly, monthly, or project‑based frameworks. For businesses planning periods of volume hiring, this brings clearer financial forecasting and predictable recruitment spend. This structure does not replace traditional recruitment, but sits alongside it as an alternative commercial model for certain growth stages.

Embedded Alignment

Embedded recruiters work closely with:

Leadership
Hiring managers
Product and engineering teams

This proximity strengthens cultural alignment, improves briefing quality, and supports consistent candidate experience. For organisations that value relationship‑driven recruitment, whether internal or external, this alignment is a significant advantage.

Access to Broader Recruitment Capability

Hybrid partners can also offer:

Technical sourcing specialists
Recruitment operations expertise
Structured interview processes
Candidate experience frameworks

This enhances both hiring output and overall recruitment maturity.

The Strategic Advantage of Unbundled Recruitment

Hybrid models allow organisations to “unbundle” components of recruitment, outsourcing specific elements such as:

Role scoping and benchmarking
Resume screening and shortlisting
Passive talent sourcing
Interview coordination
Candidate communication management

This gives internal leaders support where they need it most, without relinquishing control of the overall hiring process.

Built for High-Growth Technology Companies

Hybrid RPO and Recruiter on Demand models are especially well‑suited to scaling technology organisations because they provide:

Scalable hiring capability
Flexibility during fluctuating growth periods
Commercial predictability
Deep alignment with internal teams
Seamless integration with traditional recruitment partners

The most effective hiring strategies are rarely single‑model. Instead, they combine internal capability, traditional recruitment partnerships, and flexible embedded models to create a resilient and adaptable talent structure.

At Harrison McMillan, we offer traditional recruitment, Hybrid RPO, and Recruiter on Demand, enabling clients to move between models as their hiring needs evolve. Recruitment isn’t static, and neither are the businesses we support.

Ready to Evolve Your Hiring Strategy?

If your organisation is entering a new stage of growth, now is the time to review whether your hiring structure is designed to support it.

Our specialist technology recruitment team partners with scaling businesses to design talent strategies aligned with commercial goals, growth plans, and technical roadmaps.

Whether you’re leveraging traditional recruitment, Hybrid RPO, or Recruiter on Demand, we can help you determine the right structure for your next phase.

Missed part 1? Read it here .

Harrison McMillan strengthens east coast presence with Victorian and ACT expansion

Thu, 26 Feb 2026 02:40:03 GMT

Harrison McMillan has announced the expansion of its operations into Melbourne and Canberra, strengthening its east coast presence as part of a broader national growth strategy and responding to increasing client demand across the region.

The expansion includes the appointment of Ben Lau as Head of Talent Solutions (VIC) and Troy Bordiuk as Head of ACT, based in Canberra, enhancing the firm’s ability to deliver locally informed, strategic workforce solutions.

CEO Dani Cuff said the expansion reflects Harrison McMillan’s continued investment in local talent and its commitment to supporting organisations facing complex workforce challenges.

“This expansion is a natural next step in our national growth strategy,” Ms Cuff said.

“Demand from Victorian and ACT organisations continues to grow, and it’s critical we have experienced, locally based leaders who understand the unique dynamics of each market.”

Investing in local talent

By appointing senior leaders embedded in their respective regions, Harrison McMillan is reinforcing its commitment to investing in people with deep local insight and strong industry relationships.

“Ben and Troy both bring more than 20 years’ experience and strong local networks,” Ms Cuff said.

“Investing in local talent enables us to deliver more meaningful outcomes for clients while building trusted, long-term partnerships in each market.”

Supporting Victorian and ACT businesses with workforce challenges

The Victorian expansion, led by Ben Lau, responds to increasing demand from organisations seeking support across recruitment, workforce planning and organisational capability.

“Victorian businesses are navigating ongoing workforce pressures,” Ms Cuff said.

“Ben’s leadership strengthens our ability to partner with clients and deliver practical, people-focused solutions that support growth and adaptability.”

In the ACT, the appointment of Troy Bordiuk strengthens Harrison McMillan’s presence in Canberra, enabling closer collaboration with government and private sector organisations.

“Troy brings extensive experience working within and alongside the public sector, having spent more than two decades delivering recruitment and consulting solutions in government and regulated environments,” Ms Cuff said.

“His understanding of public sector operating contexts, combined with a strong focus on long-term partnerships, makes him ideally placed to lead our ACT presence.”

The expansion into Victoria and the ACT marks an important milestone for Harrison McMillan, reinforcing its east coast footprint while maintaining its personalised, relationship-driven approach.

Ms Cuff reiterated the importance of having locally based leadership in the states where Harrison McMillan operates. “It’s about being closer to our clients, understanding their challenges, and delivering workforce solutions that make a real difference,” she said.

Flexible Talent Solutions for Early-Stage Technology Companies

Thu, 19 Feb 2026 05:36:06 GMT

For early-stage and scaling technology companies, recruitment is mission‑critical. Securing the right people at the right time influences delivery, market traction, and long‑term success.

In the early stages, hiring is often driven by founders or senior leaders. As a business grows, companies typically adopt one of two well‑established approaches:

Building an internal Talent Acquisition (TA) function
Partnering with an external recruitment agency

Both models deliver strong outcomes when aligned with business stage, hiring volume, and growth trajectory. The decision isn’t about which approach is “better,” but which one best suits the organisation’s current and future needs.

As technology companies scale, hiring becomes more complex. Technical skill sets evolve, competition intensifies, and workforce planning becomes more strategic. Many leaders begin to reassess whether their existing hiring structure is designed to support their next phase of growth.

Before exploring additional models, it’s useful to understand how different approaches operate in high‑growth environments.

Internal Talent Acquisition Teams

Building an internal TA function offers clear advantages:

Deep cultural alignment
Strong stakeholder relationships
Long‑term workforce planning
Control over employer branding

However, for high‑growth tech businesses where hiring demand fluctuates, internal teams may experience challenges such as:

Fixed Cost Structures

TA teams involve salaries, tools, systems, and ongoing operational investment. During slower periods, capacity may exceed demand; during rapid growth, teams may need to scale quickly.

Technical Ramp-Up Time

Emerging tech roles often require highly specialised market knowledge. Internal teams may need time to build new pipelines as technical requirements evolve.

These are not limitations of capability, simply reflections of how dynamic and competitive the technology talent landscape has become.

Traditional Recruitment Partnerships

Traditional agency recruitment remains a critical and highly effective solution, particularly when businesses need:

Hard‑to‑fill or niche skills
Confidential or senior hires
Immediate support for urgent roles
Access to passive candidate networks

Strong recruitment partners, such as Harrison McMillan, invest in relationships, market intelligence, and long‑term client understanding. When aligned well, traditional recruitment consistently delivers speed, quality, reach, and expertise.

This model continues to be an essential component of the hiring ecosystem for high‑growth technology companies.

When Growth Outpaces Hiring Infrastructure

For many scaling tech companies, the challenge isn’t choosing between internal teams or agencies, it’s ensuring the hiring structure adapts as the business evolves.

What works at 20 employees may not suit an 80‑person organisation. Steady hiring phases require different support structures than rapid scale‑up periods.

Rather than replacing one model with another, many organisations are adopting blended approaches, combining internal capability, traditional recruitment partnerships, and new flexible support models.

At Harrison McMillan, we partner with clients across both traditional recruitment and flexible solutions such as Hybrid RPO and Recruiter on Demand, helping businesses access the right structure at the right time.

Part 2 explores how these models complement recruitment strategies to support efficient, scalable growth.

Update your LinkedIn Profile for 2025

Wed, 08 Oct 2025 02:30:53 GMT

Ready to boost your LinkedIn game? We’ve got you covered.

In this day and age your LinkedIn profile is almost as good as your resume, its can sometimes be considered the cornerstone of your professional brand. LinkedIn regularly adds new features to help you enhance your professional brand, to showcase new skills, achievements and motivation, which are all vital important when you are on the lookout for your next opportunity.

With technology evolving rapidly, your LinkedIn profile might be due for a refresh - take a moment to make sure it’s up to 2025 standards.

Below are 12 tips from LinkedIn itself on how to get the most out of your profile in 2025.

1. Choose the right profile picture for LinkedIn

Make sure your profile picture is current and industry relevant, wearing clothes that you actually work in, not to small (general rule is your face should take up to 60% of the frame) and that it actually looks like you. It also helps to have a genuine smile that reaches your eyes!

2. Make your headline more than just a job title

These days you will see a lot of people using the headline field for more than just your current title. Use it to say more about what what you do and what makes you, well you. For example you might want to use something like "John Smith - Project Manager by day, Cyber Security expert by night" indicating that John has skills outside the project management space that he is just as passionate about.

3. Record and display your name pronunciation

Do you have a commonly mispronounced name? You can alleviate this by recording and displaying your name pronunciation on your LinkedIn profile. With it, people can listen to how you pronounce your name, so they can say it correctly. Learn more about adding this feature here.

4. Turn your About section into your story

This section, like your profile picture is the first thing that give an impression of you, that fact alone makes it one of the most important parts of your profile. It gives you the opportunity to tell your story through your words rather than through your positions or companies. Make it individual, make it come to life and make it memorable as a way to stand out from the masses.

5. Grow your network

A great wat to follow up interviews or meetings is LinkedIn requests. It will keep your network current, interesting and useful. When sending the request make sure to add a personalised message, whether it is about your recent meeting, or even something you can see you have in common from looking at their profile. This approach shows that you genuinely care about building that relationship as well as standing out from other connection requests.

6. List your relevant skills

One of the quickest ways to enhance your LinkedIn profile in 2025 is to scroll through LinkedIn's list of skills and select any that are relevant to you. This will help substantiate your claims in your headline and about you section, as well as allowing connections to endorse you in these skills, further strengthening this argument. Make sure you are selective about the skills you select, selecting ones that will make you stand out from the crowd, rather than generic skills that most people can use. According to LinkedIn you are nearly 3x more likely to receive connection requests if you have five or more skills listed on your Profile.

7. Request recommendations

Recommendations are almost like mini reference checks or personal testimonials written to emphasises the experience of working with you. These are a great way to showcase not only your skills, but also your value to previous projects and teams, as well as your positive attributes as an employee.

8. Showcase your credentials

Are you a subject matter expert looking to showcase your skills and knowledge in your chose field? Adding licences and certifications are a great way to demonstrate this. If you click on the “Add profile section” button under your name on your Profile, scroll down to the Recommended section, and click “add licenses & certifications.”

9. Share any projects, patents, and publications

LinkedIn is now giving us the option to add details on any projects, patents or publication you've worked on through the "Add profile section" button. Not only can this help your network understand your passions and motivations, but it can also add another dimension to your profile, which will help make you stand out from the crowd.

10. Share relevant content from your LinkedIn feed

Having an extensive network isn't worth anything if its not engaging with you! Being an active contributor on LinkedIn is a great way to add value to your network. Sharing and commenting on relevant content is an excellent first step to adding value to your network.

11. Follow relevant influencers in your industry

Following relevant influencers on LinkedIn will clue you in on industry or interest relevant content to keep you in the know and ahead of the game, enhancing your status as a subject matter expert in your industry. It allows you to share with others as well as share you passion with your network.

12. Spotlight the services you offer

If you fall under the category of freelancer, consultant or even small business owner, the LinkedIn Service page is a great way to showcase your skills and services, giving you to ability to share with your wider network and audience.

S ource: LinkedIn 2025

Are cover letters still relevant in 2025?

Wed, 08 Oct 2025 02:25:05 GMT

Are cover letters still relevant in 2025?

Due to the fast-paced nature of the recruitment industry, a question that we seem to be hearing more and more is: Are cover letters still relevant in recruitment today?

With online application platforms, one-click applies, and tools like LinkedIn, it’s easy to think cover letters no longer matter in 2025. However, that couldn’t be further from the truth, in some cases, a well-written cover letter can have an even greater impact than your resume.

What are the benefits of crafting a cover letter?

It can set you apart from the crowd – Showcasing your personality, by detailing who you are and what makes you tick, in a cover letter, can enhance your cultural fit for an organisation, whereas the resume only showcases your technical abilities.

It allows you to tailor your application – you don’t want to make your resume too long, so a cover letter can show a potential employer your motivation for a role, and desire to work for that particular company or organisation.

Address any roadblocks to your successful application – a cover letter is a great way to address any areas you may feel you resume is lacking, demonstrating how you would make up for it, or address any career gaps, etc.

Demonstrate commitment and dedication – many candidates will skip writing a cover letter all together, so by putting in the time and effort to make a tailored cover letter will show your potential employer your commitment to the role and will separate you from the many.

Our top cover letter tips

Keep it short: About one page or 3-4 short paragraphs should be more than sufficient to cover anything you would like, and anything that is addressed in the job advert.
Be specific: Tailor your cover letter by including the role title, organisation and why you’re a good fit should be a minimum.
Highlight achievements: Back up what you’re saying about being a good fit with 1 – 2 key examples that highlight this.
Showcase your enthusiasm: Employers want to know that you want their role specifically, why you want to work at their company, rather than knowing that you want just any old job.
Call the Hiring Manager: If there are contact details for the Recruiter or Hiring Manager on the job advert, we always recommend giving them a call to further discuss your suitability and what they are looking for. This is a great way to not only introduce yourself, but also to further tailor your cover letter for the role.

When not to include a cover letter

It’s always better to be on the side of caution and include a cover letter, particularly for white collar, executive or highly specialised roles. If an advert specifically tells you to not include one, don’t. It's always best to follow instructions. If an advert doesn’t specify, or you are in doubt, including a tailored cover letter can’t hurt your application.

In summary

The current job market is candidate heavy, meaning you need to do something that will help you stand out from the crowd, and a cover letter is a great way to do this. So, in short, yes, cover letters are still relevant in 2025, as long as they are tailored and demonstrate that you are a good fit for a particular role and company.

Talent Solutions Q&A with Anita Vaughan

Wed, 01 Oct 2025 06:04:46 GMT

We sat down with Harrison McMillan's Director of Talent Solutions, Anita Vaughan, to talk about the new role available in her team.

Please introduce yourself, your background and what you do here at HMc

I’m Anita Vaughan, Director of Talent Solutions at Harrison McMillan. My background is in leading large-scale, embedded recruitment teams across government, aged care, and corporate sectors. At HMc, I head up our Talent Solutions division, which delivers RPO and augmented recruitment models, provides specialist HR advisory, and supports both small and large organisations on projects, whether that’s managing high-volume campaigns, stepping in when they’re in a tight spot, or helping them scale quickly during surge periods. Right now, I’m also building out our HR recruitment specialisation, a dedicated desk focused on supporting HR leaders and engaging with the HR community to grow capability and connections.

Can you please give a short overview of the role available in your team

We’re hiring experienced recruiters who are passionate about all things HR. This role is about partnering with HR leaders, including CPOs, HR Directors, and their teams, to understand their workforce challenges and deliver tailored solutions (perm, labour hire, contract, SOW) across everything from business partners and specialists through to senior leadership roles. It also means being part of the HR community: attending events, sharing insights, and building relationships that benefit clients, candidates, and your own professional growth.

Why is this role important to your team right now?

The demand for HR talent is only increasing. Organisations are reshaping their workforce strategies, and HR is right at the centre of that. By building a dedicated HR desk now, we can meet client demand while also strengthening our presence in the HR community, contributing to conversations, events, and networks that lift capability across the sector. This role will also expand our ability to deliver RPO and augmented recruitment solutions for HR functions, provide advisory support, and respond quickly to SMEs or large organisations during times of change or surge.

What kind of impact can someone in this role expect to make?

A huge one. You’ll be placing people into roles that directly shape workplace culture, engagement, and transformation. By working with senior HR leaders and CPOs, and by engaging with the wider HR community, you’ll have a chance to influence not just individual placements but the growth of knowledge, capability, and relationships across the profession. Your work contributes directly to how organisations build resilience, manage change, and deliver for their people.

What type of person do you think will thrive in your team?

Someone who’s curious about people and how organisations tick. If you love building strong relationships, have the confidence to advise senior stakeholders, and enjoy being part of the HR community, sharing, learning, and contributing, you’ll thrive here.

What skills or attributes do you want to see in candidates?

We’re looking for strong recruitment delivery skills, especially in professional or HR disciplines. Attributes that make the difference are adaptability, commercial thinking, and a natural ability to connect with people at all levels, from emerging HR talent through to executive leaders. An interest in engaging with the HR community and building long-term networks is a big plus.

How would you explain your management style?

I focus on support and stretch and strengths. I want people to know they’ve got a leader who will back them but also challenge them to grow. I encourage independence, and I’m hands-on with coaching and removing roadblocks when needed. I like Brené Brown’s idea of a leadership model, leading with a warm front, a strong commercial back, and heart. It’s about balancing empathy with accountability, and creating an environment where people feel both supported and empowered.

What is the best thing about working for Harrison McMillan?

The culture of growth and flexibility. We’re small enough to be bespoke in how we tailor what we do, but big enough to be working on major contracts in an entrepreneurial environment. We’ve built a workplace where people are supported and stretched, and where they’re genuinely seen and appreciated.

What is the best thing about working in Talent Solutions?

The variety and the scale of impact. We deliver everything from embedded RPO solutions, to advisory projects, to white-label recruitment for SMEs, through to high-volume or surge campaigns for large organisations. It’s fast-paced, entrepreneurial, and you see firsthand how your work supports clients to deliver services, shape strategies, and grow their people. On top of that, you get to be part of the HR community—attending events, sharing knowledge, and building networks that benefit everyone involved.

Find out more about the role and other current opportunities here: Harrison McMillan | Recruitment Agency

Six Things People Leaders Can Learn from AFL Footy Clubs

Fri, 26 Sep 2025 01:33:10 GMT

With the AFL Grand Final this weekend it got us thinking – how do footy clubs recruit and manage their players and coaches for the best possible result, and what can we learn from them?

They use multiple channels to source the best talent, and they are always recruiting.
Have you ever seen an ad on Seek asking for resumes from AFL players? AFL clubs know that they need the right people in place ALL of the time and therefore they spend an extensive amount of time and focus on ensuring they have a strong talent pipeline for all their roles.

They use a variety of sources to locate their people including succession planning, developing people up through the junior ranks, constant review of their direct competition and scouting other sport codes with transferable skills such as rugby, basketball, and American football to name a few.
Induction, training and support programs never stop.
There is support provided at every level within an AFL club. This includes apprenticeships, buddy systems, business mentoring programs, education support and retirement programs. While it is not possible for every organisation to provide this for all their staff, AFL clubs understand that in order to attract and retain high performers they need to equip them with the skills and capability to have a successful future beyond the footy field.

Clubs also know that you need to constantly practice and hone your skills to develop them. Everyone can always improve, no matter how good they already are, and they work hard to
strive for ongoing and continuous improvement.
They have very focused goals for the year, and everyone knows the role they play to achieve the goals.
It is surprising how many organisations don’t have documented values, or a mission statement let alone aspirational goals with linked operational plans to achieve them. Within these teams goals are communicated, reiterated, adjusted if required, communicated and reiterated again.
Every person within a club’s structure is aware of the role they play and what is required of them to reach not only their personal goals but, most importantly, the goals of the overall organisation. Achievement of these goals, either personal or organisational, is celebrated and success is shared.
They understand the value of assessing data to predict future performance.
AFL teams don’t just rely on past performance as a predictor of future behavior. Every aspect of a potential employees’ abilities are scrutinised to ensure they have what it takes to fit the club’s values and goals as well as the right skills and motivation.

When hiring and reviewing employees they make assessments on physical, physiological, and sociological data as well as previous performance to get a complete picture of current capability.
They have tough conversations and do not hesitate to ‘drop’ underperforming players .
AFL clubs provide extensive support to players, and they are focused on developing a persons’ strengths by providing specialist coaches and mentors to do this. However, if a player or coach is not performing to the required standard, Footy Clubs don’t hesitate to have tough conversations with the underperformer and make tough decisions if required. The players understand that there is an expectation that if their performance does not improve the probable outcome is that they will be “dropped” or demoted to a lower league until they improve. As players know the consequences of poor performance, they work extremely hard to produce the results required to be successful.

Managers need to have more of these conversations with their staff. Being open and honest can be hard and hearing that you are underperforming can be a challenge, but these tough conversations can often lead to development breakthroughs. With a clear understanding of what it requires to meet performance expectations, employees will have the tools and the support to succeed.
They care about and engage the family of the employee.
What happened to the regular company BBQ where partners and children attended, thereby getting to know each other and creating a sense of community? With the focus on cost reduction over the past few years even most Christmas dinners which previously included partners have become employees only. One local AFL team is even providing business mentoring for players’ partners as well as for the players themselves which in turn creates a feeling of support and belonging which goes far beyond the standard employer / employee relationship.

AFL teams know that to truly get the hearts and minds of their employees they need the hearts and minds of their families as well.

Hiring Is Getting Harder. Here’s a Smarter (and Cheaper) Way Forward

Fri, 15 Aug 2025 06:59:52 GMT

Recruitment in Australia is shifting, and fast

With rising wage costs, ongoing skills shortages, and a patchy economy, putting pressure on operating budgets, it’s no surprise that businesses are being pushed to rethink the way they hire. According to the ABS, job vacancies remain 58.1% higher than pre-pandemic levels. Yet SEEK reports show application rates are dropping, and many employers are struggling to fill even the most business-critical roles.

Hiring is getting harder but that doesn’t mean it needs to get more expensive. At Harrison McMillan, we’ve always believed in a smarter, more transparent approach. And we’ve refined our flat-fee model within our Talent Solutions business to make it even more flexible, cost-effective, and easier to scale without sacrificing quality.

A different approach to recruitment

Rather than charging percentage based fees or locking you into rigid contracts, our flat-fee model works on a simple monthly retainer (starting from $8,000 a month). That gives you access to a full recruitment function without unpredictable costs or admin overload.

We use an outcome-based structure that aligns with the type of roles you're hiring for whether that’s high-volume, transactional, or more specialised positions. You’re not paying for a full in house function. And you're not locked into any one way of working.

This approach is built to support both everyday roles and hard-to-fill positions. It gives your team the ability to surge, pause, or pivot based on hiring demand without having to renegotiate contracts every time.

And because our model is based on outcomes not commissions, you can see exactly where your recruitment investment is going.

What’s included

When we say “full recruitment function”, we mean it. Clients get access to a dedicated team including two recruiters (blending volume and specialist capability), a recruitment administrator, and strategic oversight from our Director of Talent Solutions.

We plug directly into your systems or you can use ours. You can choose to have us operate under your brand, and we’ll take care of everything from advertising and candidate engagement through to onboarding and reporting.

There’s no fluff, no layers of handoff, and no confusion. Just a highly functional, embedded recruitment engine that flexes with your business.

Why it works

It’s structured, transparent, and scalable. It gives hiring teams the support they need without the overheads. You know exactly what you’re spending, what you’re getting, and where you’re headed.

And for many of our clients, this model brings the average cost-per-hire below $2,000 for volume role something few traditional agency approaches or in house teams can offer, particularly with end-to-end delivery included.

A smarter approach for today’s hiring climate

Right now, the recruitment landscape in Australia is marked by cautious hiring, longer decision-making cycles, and greater scrutiny over spend. The latest data from Jobs and Skills Australia shows key industries like healthcare, construction, and education are under ongoing pressure, with skills shortages continuing to bite.

Recruitment needs to deliver faster outcomes and better value without compromising quality.

That’s exactly what our flat-fee model is built to do and now it’s even better.

If your team’s looking for more value, more flexibility, and far less recruitment admin, this could be exactly what you’ve been waiting for.

Do you actually know your cost per hire? It’s likely higher than you think

Wed, 13 Aug 2025 04:36:50 GMT

Most organisations underestimate how much hiring really costs. When you add up time, overhead and hidden inefficiencies, your cost per hire is likely far higher than you think. Here's how to measure it and how to reduce it.

You know what you spend on salaries but do you know what you spend to fill a role?

In 2025, recruitment budgets are under more pressure than ever, yet many businesses still don’t know their true cost per hire.

You might know what you paid an agency last quarter or the salary for your in-house recruiter. But have you factored in the real cost behind every hire? Things like advertising, hiring manager time, delays, admin, or even the cost of a bad hire?

When you add it all up, the real figure is often much higher than expected. And it’s quietly impacting your bottom line.

What is cost per hire and why does it matter?

Cost per hire is the total expense your organisation incurs to recruit a new employee. That includes:

Internal recruiter salaries and on-costs
Time spent by hiring managers on screening, interviews and negotiation
Job board and advertising spend
ATS or technology costs
External recruiter fees or contractor costs
Admin time including onboarding, contracts and compliance
Lost productivity while the role is unfilled
Rehiring costs if the candidate isn’t successful

Most businesses underestimate their cost per hire because they only track the direct or visible costs.

Let’s break it down: one hire example

Say you hire someone into a $100,000 role using your internal team. Here’s a conservative breakdown:

Now if that hire doesn’t work out and you need to start over, that cost doubles.

And if you’re using a traditional agency at 15 to 20 percent, you’re already at $15,000 to $20,000 per hire, before you even account for internal time.

Let’s break it down: annual recruitment costs

Here’s what recruitment typically looks like over a year for an organisation making 20 hires:

If your in-house recruiter can handle around 40 hires a year, your average cost per hire is:

$300,000 ÷ 40 = $7,500 per hire

Use this formula to calculate your own cost per hire
A simple way to estimate:

Cost per hire = Total annual recruitment spend ÷ Number of hires

Make sure to include:

Recruiter salaries and on-costs
Hiring manager time
Advertising and job board spend
Technology and systems
Admin, onboarding and compliance
External recruiter fees if applicable

Once you’ve got your number, you can start benchmarking and improving.

Why are cost-per-hire figures rising?

Across Australia, we’re seeing rising costs due to:

HR and People & Culture teams stretched thin
Hiring delays leading to lost productivity
Underinvestment in recruitment tech
Rehiring after poor placement outcomes
Inability to scale internal resources
Competitive markets needing specialist recruiters

It’s not just that recruitment is expensive. It’s also inefficient.

So, what’s the solution?

It starts with clarity and control. If you can measure your cost per hire, you can reduce it.

That’s where our Talent Solutions model comes in.

How we help reduce your cost per hire

Our flexible, hourly-based recruitment packages or flat cost hires let you pay only for what you need with access to an experienced team and no agency % fees.

No % placement fees for general or volume hiring
Two recruiters included for every engagement
Senior oversight and reporting built in
retainers start from as little as $8,000 + GST
Average cost per hire under $2,000 for volume and $5,000 for transactional (some as low as $4,000)
You own all candidate IP and can hire multiple people from one process
This model scales with you and eliminates unnecessary spend

Final word: you can’t improve what you don’t measure

If your cost per hire is higher than you expected, you’re not alone. But once you have a clear view, you can:

Identify inefficiencies
Reduce agency use
Support your internal team without new headcount
Improve speed and quality of hire
Make better decisions with real data

And we can help you get there.

Want to calculate your actual cost per hire and see how we compare?

Reach out for a free consultation. We’ll walk you through the numbers.

Recruitment your way: why Harrison McMillan’s hourly packages are a smarter alternative

Wed, 13 Aug 2025 04:36:49 GMT

Recruitment doesn’t have to mean agency fees or full-time internal hires. Our flexible hourly packages give you control, scale and expert delivery, without the commitment or overheads.

Why choose between recruitment agencies or a full-time internal hire when you can have the best of both?

Traditional recruitment models tend to be black and white. Either:

You pay a placement fee per hire (typically 15% to 20% of salary), or
You hire an internal recruiter, with a $120,000+ salary plus on-costs

But what if you don’t need either?

What if you could simply purchase the recruitment hours you need, when you actually need them, use them when and how you want, and access an entire recruitment team, not just one individual?

That’s exactly why within our Talent Solution function we created Harrison McMillan’s flexible hourly recruitment packages and more than 100 organisations have already made the switch.

A quick overview of our packages

We offer three core packages tailored to different recruitment needs. All are valid for six months and fully customisable.

What makes our packages different?

You get a team, not just a recruiter
Each package includes at least two experienced recruiters, giving you coverage, continuity and responsiveness, even during leave or busy periods.

No % placement fees
Unlike agencies, we don’t charge a % placement fee. You pay only for the time we spend recruiting on your behalf.

Real flexibility
Use your hours however you choose, such as:

Writing job ads
Candidate sourcing and talent pooling
Screening and shortlisting
Interview logistics and coordination
Offer management and onboarding
Workforce planning
Market intelligence and compliance advice

Scale your support up or down
Hiring needs fluctuate. Our hours are valid for six months, giving you time to use them as required, without pressure.

Full visibility
You’ll receive weekly usage reports, hour tracking, and oversight from a dedicated Director of Talent Solutions.

Satisfaction guarantee
If you’re not satisfied with the work, we won’t charge you. No lock-in contracts, no long-term risk.

How it compares

Real results for clients

One of our clients used a 200-hour pack to fill 9 roles in under three months. That’s a cost per hire of just $4,377 with better candidate experience, no placement fees, and full process ownership.

Another client used a 50-hour pack to build a shortlist of quality candidates they could re-use throughout the year, without paying more per hire.

Is this model right for your team?

Our hourly recruitment packages are ideal if:

You want to reduce agency dependence
Your internal recruitment team is under pressure
You need temporary or project-based support
You’re hiring in peaks and troughs
You value transparency, control and commercial efficiency

Final word

Recruitment doesn’t need to come with rigid models or inflated costs.

Our hourly packages give you:

Scalable, on-demand support
A full recruitment team at your side
Lower costs per hire
A better candidate experience
Clear visibility and no lock-ins

If you’re ready to explore a smarter, more flexible way to hire, we’d love to help.

Get in touch and let’s build the right package for your team.

When should you rethink traditional recruitment fees? There is another way

Wed, 13 Aug 2025 04:36:48 GMT

Percentage based recruitment fees still have their place (yes, we offer them too). But for high volume or ongoing hiring, a flexible hourly based Talent Solutions model could make more strategic and financial sense for your business.

Not all recruitment needs are created equal

When we founded Harrison McMillan, we listened to organisations who were frustrated with traditional, one-size-fits-all recruitment models. They understood the importance of securing the right talent and wanted expert support, yet often found themselves locked into rigid fee structures that didn’t reflect their hiring realities.

While contingent recruitment fees can deliver strong outcomes, particularly for niche, hard-to-fill or executive roles, many organisations told us they needed something more adaptable for high-volume, recurring or project-based hiring. They wanted to support their internal teams, not replace them, and needed scalable solutions without increasing headcount.

That’s where our Talent Solutions model began.

Why percentage-based recruitment still works in the right context

We continue to deliver outstanding results through our percentage-based recruitment services. In fact, for specific hiring scenarios, this model remains highly effective.

Situations where contingent or retained recruitment is most suitable include:

Hard-to-fill or specialist roles
End-to-end outsourcing of the recruitment process
Access to passive talent and market insights
Performance-based partnerships for critical hires
Roles requiring deep sector knowledge and networks
In these cases, our team draws on over a decade of experience and a national talent network to deliver high-quality candidates efficiently and with confidence

But what if you’re hiring frequently or need more hands-on support?

Many organisations are navigating complex and dynamic workforce needs, managing multiple vacancies at once, responding to change, or rolling out new projects. In these environments, a traditional recruitment model can quickly become limiting, inefficient or cost-prohibitive.

We often support organisations facing:

HR or People & Culture teams stretched across competing priorities
In-house recruiters managing more roles than capacity allows
Delayed time-to-hire and missed recruitment targets
Hiring managers coordinating interviews or writing ads themselves
Limited recruitment tech, manual processes and minimal data visibility
No coverage during leave or peak demand periods
Project or interim hiring needs without the justification for additional FTEs
Agency fees that escalate with volume, eroding return on investment
This is where our embedded, flexible Talent Solutions model makes an immediate difference

How our Talent Solutions model works

Instead of charging per placement, we provide flexible recruitment support through hourly packages or flat cost hires. You only pay for what you use, with complete visibility and no surprises or work on performance based contracts.

Key features include:

A complete recruitment team (manager, senior and volume recruiters)
Onsite or offsite recruiters integrated into your team
No commissions, no % placement fees
Easily scalable to meet fluctuating hiring demand
Transparent delivery, trackable progress and regular reporting
All technology and processes included
Popular with businesses going through change or managing steady recruitment needs
This approach allows you to scale your function without increasing headcount or compromising on quality

The best of both worlds

Many clients value having access to both our traditional and flexible models. They engage us for contingent or retained recruitment when needed and supplement it with embedded support for operational or high-volume needs.

Often, they start with one model and add the other once they see the value. It’s not about choosing one over the other, it’s about having the right model for the role, the project and the stage of growth.

Final thoughts

Recruitment is not just about filling jobs, it’s about aligning the right delivery model to your business goals, timeframes and budget. Whether you need a trusted partner for executive search or a cost-effective way to scale your recruitment operations, we offer flexible, proven options to support you.

If you’re exploring how to make your recruitment process more effective and efficient, we’d be happy to guide you through what’s possible.

RPO in 2025: is modern recruitment process outsourcing (or micro-RPO) right for your business?

Wed, 13 Aug 2025 04:36:47 GMT

RPO models like Harrison McMillan’s Talent Solutions are changing the game for businesses of all sizes.

RPO isn’t just for large enterprises anymore. Whether you need end-to-end recruitment, ad hoc project support or embedded recruiters by the hour, modern RPO models like Harrison McMillan’s Talent Solutions are changing the game for businesses of all sizes.

Recruitment has changed, has your internal function?

Hiring in 2025 is more complex than ever. Time to fill is under pressure, agency percentage fees are climbing and internal teams are stretched. Businesses need recruitment support that is flexible, scalable, cost-effective and delivers results.

That’s where modern recruitment process outsourcing (RPO) comes in.

Traditional RPO was once the domain of large enterprises. But that’s no longer the case. At Harrison McMillan, we’ve redefined RPO through our flexible Talent Solutions model, designed to support any business size. Whether that means full RPO, micro-RPO, hybrid support, flat cost per hire or hourly recruitment packages, we tailor the solution to fit your environment.

What is recruitment process outsourcing?

RPO is where an external partner (like us) manages all or part of your recruitment process, from advertising and sourcing through to interviews, offers and onboarding.

The difference today is that RPO can be scaled to your needs. Our solutions are:

Fully embedded in your business, onsite or offsite
Micro-RPO for SMEs or targeted recruitment projects
Hybrid, where we work alongside your internal team
Delivered on-demand through hourly recruitment packages or flat cost pricing

In every model, you gain a dedicated team, enterprise-grade tools, reduced time to hire and a consistent, professional candidate experience.

How RPO compares to other hiring models

Manager-led recruitment, often used in smaller businesses, may seem cost-free, but it can lead to inefficiencies, delays and missed talent opportunities.

In house recruitment works for consistent hiring but often comes with overheads, limited tools, and pressure during peak periods or leave cover.

Traditional agencies remain useful for executive or hard-to-fill roles but quickly become cost prohibitive for volume hiring at 15 to 20 percent per placement.

Modern RPO and Talent Solutions give you greater control. You scale support up or down and only pay for what you need.

Cost flexibility that matches your hiring demand

One of the strongest advantages of our model is budget control.

Whether it’s:

A full recruitment project
Just shortlisting and screening
Volume or project recruitment

You know exactly what you’re spending, with full transparency.

Our clients value that hours are valid for six months or you can choose flat cost performance pricing. It also includes two recruiters and senior oversight as standard. There are no added costs for leave, tech, or supervision - that’s all included too!

Quality plus culture fit equals better hires

RPO isn’t only about volume, it’s about consistency and alignment.

By being embedded into your team, we’re able to deliver:

Stronger candidate alignment to role and culture
Consistent communication and candidate experience
Employer brand advocacy
Faster feedback loops between recruiters and hiring managers

With access to advanced tech and national talent networks, we support hiring outcomes without you needing to scale internal resources.

When RPO makes the most sense

Our Talent Solutions model suits businesses that are:

Hiring across multiple roles, teams or locations
Working with overstretched internal recruiters
Looking to avoid the cost of new headcount
Wanting to reduce recruitment costs without compromising quality
Seeking a partner who can scale with hiring peaks and troughs

Final word: RPO in 2025 is smarter, smaller and more scalable

We’ve reshaped RPO to support today’s hiring environment. Whether you need a full end-to-end solution, help with a time-sensitive project or just extra support for your internal team, our embedded model adapts to your business.

Want to explore how micro-RPO, hybrid support or flexible packages could work for you?
Get in touch. Let’s build the right model for your team.

What Onshore Talent Solutions Can Look Like

Wed, 13 Aug 2025 04:36:45 GMT

Offshoring your recruitment? It might be costing you more than you think

With rising wage pressures and talent shortages, many organisations are looking for ways to reduce the cost of hiring. For some, offshoring recruitment seems like a quick fix but in practice it often creates more problems than it solves.

Long response times, poor candidate experience, cultural and communication misalignment, loss of employer brand control, and in the end you still don’t make the right hire.

If you’re looking for a scalable, flexible, and high-performing alternative, it might be time to onshore your recruitment to Adelaide instead.

The real cost of offshoring

What looks cheaper on paper can quickly become more expensive in practice.

Here’s what we hear from companies who’ve tried offshoring:

“We spent more time managing the offshore team than doing recruitment ourselves.”
“The candidates felt confused or disengaged.”
“It worked for admin tasks but not for building our team.”

Recruitment is about relationships, not just transactions and relationships are built better locally.

Why onshore recruitment support works better

At Harrison McMillan , we offer Australian businesses access to local, embedded recruitment expertise without the overhead of building an internal team. We call it Talent Solutions, a form of onshore, flexible Recruitment Process Outsourcing (RPO), delivered from right here in Adelaide.

Here’s why it works better than offshoring:

No time zones or language barriers : Communicate in real time with recruiters who understand Australian hiring culture and market expectations.
Better candidate experience : We represent your brand professionally, ensure clear communication, and move fast, leading to stronger engagement and better hires.
More than just admin : Unlike offshore options that focus on resume filtering or basic screening, our model includ es experienced recruiters who manage everything from sourcing to negotiation.
Market knowledge matters : We understand local salary expectations, visa options, compliance regulations, and industry-specific nuances because we live and work here too.
Cultural alignment : We get your EVP, brand tone, and values, and we make sure every candidate does too.

Why Adelaide?

If you're going to outsource, why not keep it local to Australia?

Adelaide offers:

Lower overheads than larger cities like Sydney or Melbourne
Access to high-calibre recruitment talent
A thriving professional services ecosystem
The reliability and compliance of a local provider with national capability

At Harrison McMillan, our clients benefit from Adelaide-based delivery while accessing national reach with experience hiring across all major cities, regional areas, and sectors.

What onshore talent solutions can look like

Whether you need full-cycle recruitment, shortlisting support, or help building talent pools for future growth, we tailor our onshore model to match your needs.

Micro-RPO : Short-term or small-scale outsourced recruitment support
Hybrid : We work alongside your internal team to share the load
Hourly packages : Pre-purchase and draw down from 50, 100 or 200-hour blocks as needed valid for 6 months
Embedded team : We become part of your business, onsite or remote, and deliver full recruitment lifecycle support under your systems and brand
Monthly retainers: starting from $8000 a month

And unlike offshore models, our work includes:

DAMA and skilled visa advice
Market benchmarking
Tech-driven efficiency and enterprise ATS capability
Weekly performance reporting
100% satisfaction guarantee, you only pay for work you’re happy with

Rethink offshoring, onshore with impact instead

In 2025, recruitment needs to be fast, flexible, and candidate-first. That’s hard to do from across the world but easy to achieve with a team right here in Adelaide.

Harrison McMillan offers Australian businesses the best of both worlds:

Local expertise without internal headcount
National reach with onshore delivery
Cost-efficiency without compromise

Before you go offshore, ask yourself: is that really where your brand, candidates, and hiring experience should live?

Get in touch to explore how onshoring to Adelaide could transform your recruitment function.

Think AI is the most important skill you need in 2025? Think again.

Fri, 16 May 2025 04:31:47 GMT

Everyone’s talking about AI, but guess who’s standing out? The people who know how to lead, speak up and connect.

LinkedIn’s recently released Skills On The Rise ranking has identified AI literacy as the top skill gaining momentum in the job market. No surprises there.

But here’s the part that really has us nodding our heads… right alongside those tech capabilities are distinctly human skills:

· Conflict Mitigation

· Adaptability

· Innovative Thinking

· Public Speaking

· Solution-Based Selling

· Customer Engagement & Support

· Stakeholder Management

… and it hits home for us at Harrison McMillan because that’s exactly how we’ve built our approach to recruitment.

“I like to say that great recruitment is both a science and an art. Tech enabled but human centric,” says CEO Dani Cuff.

“We use advanced recruitment technology to optimise our processes and help us move faster but it’s our people who bring the real insight, and that’s irreplaceable.”

The nature of many roles is changing. Thanks to automation and AI, routine tasks are being streamlined and that means the skills that are harder to replicate (like emotional intelligence and leadership) are becoming more valuable.

The challenge for businesses looking to attract and retain top talent is knowing how to spot those qualities. That’s where having the right recruitment partner makes a real difference.

“We work closely with our clients to understand not just the role on paper, but the role as it’s evolving,” Dani explains.

“What do they need now but also what skills and attributes will they need in the future? Our job is to ensure this is all aligned in the PD and considered during the recruitment process.”

In other words, the smartest hiring decisions right now aren’t just about filling gaps, they’re about identifying capability for the future.

Need help building your next great team? Let’s talk.

The Future of Remote Work – Where Are We Headed?

Tue, 06 May 2025 23:40:16 GMT

If you took a quick poll around the office, chances are you’d hear the same thing: flexibility is no longer a bonus - it's an expectation.

If you took a quick poll around the office, chances are you’d hear the same thing: flexibility is no longer a bonus - it's an expectation.

Just ask Opposition Leader Peter Dutton, who recently abandoned the Coalition’s election pledge to mandate a full-time return to the office for public servants, saying he’s “listening to what people have to say.”

According to government surveys, 61% of public servants now work remotely – up from just 22% before the pandemic, and in the private sector around 36% of Australian workers still regularly work from home.

It’s obvious that remote work is surviving and evolving post Covid, and we think it’s time to shift the conversation from IS there a future to WHAT is the future of remote work.

At Harrison McMillan we spend our days deep in the world of talent, recruiting, supporting, and future-proofing businesses across Australia. We know that flexibility has become a major factor in attracting and retaining top talent, especially in today’s competitive skills market.

You might be surprised to learn that the latest Australian Workplace Index employment data shows no significant difference in productivity between employees who work from home and those in the office. Rather, there are numerous benefits for those working from home at least one day a week, such as:
Greater job autonomy (9.9%)
More productivity (16.8%)
Less burnout (10.6%)

Organisations should be focused on how to make it work better by reimagining workplace policies, investing in the right tech, and strengthening a culture built on trust and outcomes.

We believe remote work considerations should always start with people. The most successful remote or hybrid teams we see are the ones where leadership leans into transparency, where there’s clarity around expectations, and where people feel genuinely supported to do their best work.

If you’re navigating this space and wondering what’s next for your team, we’re always up for a chat. At Harrison McMillan we’re here to help you not just keep up but get ahead.

Harrison Mcmillan Wins Best Use Of Digital In Apsco Awards For Excellence 2021.

Fri, 17 May 2024 11:59:36 GMT

Harrison McMillan (HM) is excited to announce that we have won the Best use of Digital Category in the APSCo Awards for excellence for 2021.

HM are del ighted to be recognised on a national stage for our innovative use of digital technology and pioneering recruitment 4.0 to create bespoke total recruitment solutions. With the increased importance placed on technology and innovation during the global pandemic, we are even more proud of the HM team as we know this area was highly competitive with lots of other digital strategies in the marketplace.

With the great resignation looming in Australia, to attract the best and brightest talent you need a recruitment process that focuses on creating the best candidate experience that’s innovative and efficient. If you don’t, you’re more likely to lose top talent to your competitors.

Through winning Best Use of Digital, HM has proven that we have and use the best recruitment technologies to get our clients, not just the best talent available, but the best talent there is! With the “work anywhere” model becoming more popular, HM are working with companies to further establish their employee value proposition through the use of digital technologies, and the national, and international reach they attract.

If you are interested in innovating and digitalising your recruitment function for the New Year, get in touch today enquiries@harrisonmcmillan.com.au .

To be recognised not only in the APSCo Awards for excellence but also as Finalists in the SEEK SARA Awards for Most Innovative Recruitment agency, as well as Best Medium Recruitment Agency (with the winners announced in February 2022) is an achievement we are very proud and humbled by but wouldn’t have been able to achieve it without trust and support of our clients and team!

Filed under Insights Date published : May 17, 2024 Author : This is a placeholder and won't appear on the live site.

The Six Steps to Turning The Great Resignation into Great Talent Acquisition

Fri, 17 May 2024 11:59:32 GMT

By now we are sure you have heard of the great resignation, but it is all not doom and gloom, if you are supporting your employees, aligning employee priorities with practical workplace solutions, you can actually make the great resignation work in your favour, by retaining and attracting top talent and turning the great resignation into the great talent acquisition by hiring people who are ready to make the move.

In this blog, we share our 6 steps to use the great resignation to your advantage with information directly from the horse’s month, active job seeking candidates.

1. Give staff career progression opportunities – Have a clear career progression plan

High performing talent are always looking for ways to improve their own performance and position, and our high performing candidates often ask about career development and progression plan when considering a new role, so having this in place means you will be attracting the right people.

Providing a sense of direction creates purpose and motivation which can be incredibly rewarding for candidates and will ensure your top talent sticks around.

When there is inadequate progression or minimal professional enrichment, talent is likely to go in search of greener pastures where their professional goals can be reached.

2. Foster an inclusive and positive workplace culture

A workplace culture plays a vital part on employee retention. It is not uncommon for candidates to tell us they’ve left previous roles because of toxic relationships with colleagues. While no workplace is going to be perfectly harmonious, a foundation of mutual respect is central to achieving a positive working environment. If that respect does not exist at all, the workplace can quickly become somewhere employees don’t want to be. Culture starts at the top, which leads us to our next point…

3. Hire good managers

We have all heard that “People don’t leave jobs, they leave managers”, while this is not always the case, the employee/manager relationship can be a big part of why people leave their jobs.

Unhealthy manager/employee relationships can lead to decreased engagement, performance, lower confidence and motivation, and eventually drive employees to seek other work.

While all employees and managers don’t have to be the best of friends, (actually this is discouraged),managers do need to support, empower, and create an environment that fosters comfort and performance.

4. Reward and recognise your staff

When your staff feel that their leaders value their performance and efforts, it helps to foster better employer/manager relationships and they are more likely to stay. While pay raises and bonuses can be a great motivator, they are not the only way to recognise effort and achievement. It’s often the smaller, quieter things that can really make a difference. This can be as simple as public praising an employee’s contributions to a project – it only takes a moment but could have a big impact on their engagement.

It doesn’t always need to be big activities either – days out, parties, or mass rewards can be unsustainable. Smaller, regular activities such as after work drinks on a Friday or company sports teams are important to give employees a sense of achievement and pride.

5. Strengthen your team dynamic

Foster positive interprofessional relationships through team building. Team building exercises and activities can be an ideal way to bring everyone together and increase morale, improve cohesion or recognise good results.

Additionally, establishing and communicating a clear vision (either of the company or specific team) can go a long way towards motivating the team and ensuring everyone is headed in the same direction. People need to understand both the individual and overall focus to know how they, as employees, fit into this grand plan, and how their day-to-day work influences the rest of the team

6. Review or create your employee value proposition

What is your employee value proposition? Do you even have one? An Employee Value Proposition or EVP is what makes your organisations an attractive place to work, and more importantly it is how you retain your talent in tight markets. Review your benefits, culture, managers, project pipeline, career development opportunities and even your team dynamic – are they in line with the market and your employees are looking for? If not seek their feedback on how to adjust your EVP.

If you have any questions around retaining or attracting top talent, get in contact with Harrison McMillan today at enquiries@harrisonmcmillan.com.au .

Filed under Insights Date published : May 17, 2024 Author :Rachelle Delaporte

Life Is Too Short For Unsatisfying Work

Fri, 17 May 2024 11:59:30 GMT

As employers deal with the Great Resignation, right now, contract recruitment is making everyone happy.

T his article was orinigally published on Indaily .

Harrison M cMillan managing director Dani Cuff says the last two years have produced a noticeable shift in how employers hire and build their teams, with many moving from a ‘just in time’ to ‘just in case’ mindset.

Cuff says it is in part due to the Great Resignation impacting workplaces across Australia and, obviously, also due to the high level of COVID cases at large.

She says the specialist recruitment agency’s clients, especially the larger ones, are experiencing a twenty to twenty-five per cent turnover rate of staff. She adds that industry best practice is to keep it below ten per cent.

“A lot of organisations were using temps and contractors for just in time work… now we’re having more clients call us to bring in contractors just in case,” Cuff says.

She says internal hires, for example from the marketing department to fill an HR vacancy, are becoming more common, with companies hiring for cultural fit and then training for skills.

“We’ll pay them just in case somebody goes down with COVID or resigns.”

With resignations high, those left to shoulder the work have been under increased pressure. Cuff says some employers are moving proactively before anyone resigns.

“I think the Great Resignation has made a lot of employers more aware of employee burnout and the stress that their current employees might be under,” she says.

“Employers might bring a contractor in to help relieve that workload and burden, so that they don’t have a high employee turnover themselves.”

In the professional sector, the increase in resignations was first felt in permanent positions. Now, Harrison McMillan is also responding to more and more requests for contract staff.

Across Australia, the Great Resignation is being accompanied by a great jobs boom. Companies are having to pay more to attract talent, whether it is a permanent or contract position.

An organisational development professional with a background in organisational psychology, she was recently let go. Hers was one of several roles made redundant by her employer in a post-COVID restructure.

“Whilst it was a shock at the time, it’s actually been a positive experience,” Trelease says.

“There’s a lot of work around in the HR and organisational development areas, so while contracting was something I never fully considered previously, I was able to enter into it quite easily,” she explains.

Currently, Trelease has a six-month contract with a not-for-profit, working three days a week. The other two days, she consults to leading Adelaide companies.

“I’ve never worked in not for profit. So, I’m testing out a new industry. Contracting allows me to do that.”

She believes she is typical of many others at this time, saying they are all considering “what’s important” and are seeking to align future roles with their individual values and sense of purpose.

Cuff says Harrison McMillan has been taking calls from candidates who want to move to a new organisation, who were “burned by the last one during COVID and now they want to test the waters with a contract role before committing elsewhere.”

“There are a lot of organisations that sell the dream, but you don’t know what you’ve got until you get in there,” she says.

“People don’t want to just jump back into another permanent role. They want to try a couple of different places before they find their next permanent opportunity.”

Contract roles also make for a faster breakup. Cuff says notice is usually one day or one week, enabling people to “resign and try something else” when things are not working out.

This may sound like reverse ‘churn and burn’, leaving workers, rather than employers, holding all the cards. However, Harrison McMillan’s contracting lead Stephanie Pollard says good workplace culture can entice a contractor to take a permanent role.

“We try to work with organisations that do embrace their contractors as part of their own team and treat them really well,” Pollard says.

“We’re also seeing entire teams that are purely contractors – it could be an entire section of the business where even the managers are contractors.”

According to Pollard, this ‘drop in team’ works well for short-term project work or when the business itself is delivering a contract that will only last a year or two.

Since late last year, the Local Government Information Technology South Australia has been working with Harrison McMillan.

The group advocates for people working in the sector, running conferences and sharing resources, including IT job opportunities across South Australia’s local councils.

LGITSA board member Nathaniel Mason says that, like everyone else, the organisation often has difficulty in finding good talent.

“Often, when we’re bringing people into government, there’s quite a lot of specific things to learn,” Mason says.

“So, we’ve had really good success with people who have worked in the industry before. And the opportunity that we saw was to be able to try and retain that talent.”

This has resulted in LGITSA working with Harrison McMillan to deliver contract recruiting within this particular niche – an initiative that works extremely well for both employees and the councils.

“If they’re working on a capital project and that finishes, we can make it easy to connect them with the next opportunity in a different council,” Mason explains.

Harrison McMillan provide recruitment services, payroll and contracting on behalf of the councils.

He says for councils, there is also the opportunity for resource sharing, particularly in specialist roles such as cybersecurity or data science that he says can be difficult to fill and expensive to fund as a full-time resource.

“A specialist might go, I need five days, or I need full time work. But one council could provide two of those days and a different council could provide three of those days,” he says.

“Then we’re getting the benefit of that talent and that person across still across the sector in a way that’s more achievable.”

Mason says while he does not think the Great Resignation is impacting the IT sector or LGITSA, the organisation has plenty of jobs to fill while offering flexibility.

“The current circumstances certainly prompted us to take a bit more action to try and make sure that we could find and retain people with the right skills that we need,” he says.

“Recruiting in the public sector, there is limited funding for what you can do and you are accountable to the ratepayers and the communities for how we spend.

“Often [employees] are looking for an opportunity to maybe sidestep and experience a different role or a different workplace… contracting gives them that.

“Some have taken leave without pay or been able to have work arrangements that let them get some variety still with job security.”

That is not to say that everyone wants variety.

Balanced Home Service is another of Harrison McMillan’s clients and provides services under the NDIS.

Managing director Sophie McGuinley says that beginning about three years ago the company began using contract recruitment for office staff.New Paragraph

“We started using that model, because you can get people in quickly.

“We could then see if the organisation works for them, and if they [are a good fit] for the organisation, before offering them a permanent position.”

However, faced with increasingly stiff competition for staff, they recently switched to recruiting for permanent positions.

“When we’re using the contractor model, it’s less appealing to staff,” McGuinley says.

“So, we might lose someone that we’re interested in, because they get offered a permanent position elsewhere.”

She also has a different take on the Great Resignation.

“It’s hard to know if it’s a result of COVID, or if it’s just a result of the huge demand in the disability industry,” she says.

“It’s definitely been compounded by the fact that there are less staff looking. I think people are wanting to be a bit more secure.

“And people are more competitive in offering packages to potential staff… over time, we have definitely increased our pay rates to try to keep up with the market.”

Unsurprisingly, Australia’s current shortage in skilled talent has crossed most sectors – including human resources.

Cuff says due to a shortage of contract talent currently available in Adelaide, Harrison McMillan has created a hybrid solution that fits in-between contracting and the consulting world under their Recruitment Process Outsourcing (RPO) model.

“When the client calls us and wants a recruiter for a couple of weeks, it’s going to be very hard for us to find a temp in that space. So, we use our RPO staff augmentation that is tailored to the Adelaide market,” Cuff says.

“RPO staff augmentation is becoming more and more valid in this market, where you can’t actually get short term resources via contract model.

“While it’s more expensive than a temp or contractor, it is more reliable, lower risk, higher quality and clients are able to grab HR And recruitment professionals on demand.

“So far, it’s providing a very successful model in the Adelaide marketplace.”

This article was orinigally published on Indaily .

Filed under Insights Date published : May 11, 2022 Author : Indaily

Cross-skilling Is Having A Moment

Fri, 17 May 2024 11:59:29 GMT

While the Great Resignation leaves jobs unfilled, co-opting people from other industries or specialisations could offer a solution.

This article was originally published on InDaily.

In the not so distant past, job candidates were often overlooked if they came from outside an industry. Now, the Great Resignation is abrading this siloing of talent, as candidates look for new horizons and employers are, reluctantly or otherwise, opening the door.

Harrison McMillan managing director Dani Cuff says companies, hers included, often rethink their hiring position when they consider the opportunity cost across the business.

“People are trying to work smarter around how they actually get their vacancies filled. Because the alternative is that the role just stays vacant,” says Cuff.

Working in the recruitment industry, she has privileged insight into the current situation. She expects the labour shortage in Australia will continue for the three to five years and points to cross-skilling within an organisation as one recent trend.

She says internal hires, for example from the marketing department to fill an HR vacancy, are becoming more common, with companies hiring for cultural fit and then training for skills.

SA Government’s Chief Information Officer, Dr Eva Balan-Vnuk, in the Department of the Premier and Cabinet, says this sort of mobility is also promoted across the public sector.

“There is the capacity for staff to move – at their level, or to win a higher level –between departments and divisions,” she says.

The division Dr Balan-Vnuk heads up provides whole of government technology and cybersecurity services, supporting a public sector of 100,000 employees and thirty-plus agencies.

Outside of moves to experience another department or agency, or for significantly higher salaries in other organisations, Dr Balan-Vnuk says she has been able to retain talented staff and and credits this to government employees knowing their work is purposeful, meaningful and valued.

“The way we’ve managed to attract and keep talented staff in government – despite the private sector paying sometimes a lot more than we are allowed to, or can – is by providing a clear vision of why the work we are doing is so critical to government and our community,” explains Dr Balun-Vnuk, whose team built the home quarantine and COVID safe check in apps for the state during the pandemic.

“We could see the work we were doing was directly benefiting the community. By staying really focused on that, I think we’ve managed to keep people engaged.”

In the private sector, Cuff says the Federal Government’s Boosting Apprenticeship Commencements program is helping to overcome the labour market shortage and encouraging cross-skilling.

Harrison McMillan has used the apprenticeship program to fill its own shortfall; unsurprisingly, experienced recruiters have also been hard to find as the industry’s services are in intense and growing demand.

While Cuff says her company’s staff turnover is low at less than ten per cent, they are growing and as such in the last year they have taken on five apprentices who are now fully-fledged recruitment partners. Another six are in the pipeline.

“For our apprentices, we’re bringing people in with the right cultural fit, attitudes and corporate experience and offering them a Certificate IV in HR, Leadership or Business and training them over twelve months to be recruiters,” says Cuff, whose eclectic group of hires includes a neonatal nurse, a retail worker, a footballer and an accounts receivable person.

“If we’re hiring people, the ones with more life experience are actually looking for a career that fulfils, with a good team environment and flexible working. So, we get better retention.

“Now, instead of having a position description, we have a job suitability profile, which covers things like curiosity, problem solving, ability to work under pressure and conscientiousness.

“Then we know if we can give them the skills, they’ll thrive in this environment.”

This focus on culture and transferable skills is starting to show up in job advertisements across industries. Perhaps COVID’s resulting ‘kindness’ wave is prompting invitations such as, “if you don’t tick every box, we’d still love you to apply”.

Equally likely, it is a sign of companies desperate to avoid the opportunity cost from countless unfilled roles.

This article was originally published on InDaily.

Filed under Insights Date published : Jun 14, 2022 Author : InDaily

Harrison Mcmillan Chosen As A Preferred Supplier For Recruitment & Search And Labour Hire Services On The Whole Of Australian Government People Panel

Fri, 17 May 2024 11:59:28 GMT

Adelaide, 16th August 2023 - Harrison McMillan, a leading recruitment agency renowned for its Recruitment and Total Talent Solutions, is proud to announce its recent appointment to Phase 2 of the Whole of Australian Government People Panel nationally.

Harrison McMillan was first selected in December 2022 to join Phase 1 of the panel, specialising in Recruitment and Search Services, demonstrating Harrison McMillan's ability to provide top-tier solutions for talent acquisition and recruitment needs across various government departments.

Building upon this, Harrison McMillan has now been successfully appointed to Phase 2 of the People Panel nationally, which encompasses Labour Hire Services. Harrison McMillan is poised to provide labour hire workers ranging from APS1 to SES equivalent, highlighting its proficiency in fulfilling diverse staffing needs and contributing to the government's efficient functioning.

"We are thrilled to extend our service offering to Federal Government departments, encompassing both Recruitment and Search as well as Labour Hire. This is a testament to the expertise and dedication of our team at Harrison McMillan," stated Dani Cuff, Chief Executive at Harrison McMillan. "We understand the critical importance of talent acquisition, engagement and management within the government sector, and we are proud to contribute our skills to support the government's workforce requirements."

Harrison McMillan's proven track record of success, combined with its comprehensive understanding of the unique demands of the Federal Government and competitive pricing model, successfully positions the agency to provide innovative and effective solutions. The company's candidate-centric technology stack and total talent solution capability offers a genuine point of difference in the recruitment and labour hire industry with the capability to support the bulk recruitment needs for the Federal government across the country.

Filed under Insights Date published : Aug 29, 2023

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Stemming The C-suite Talent Drain

Thu, 16 May 2024 11:59:31 GMT

With the Great Resignation hitting companies, what can be done to halt the loss at executive level?

Originally published on Indaily on Thursday, Apr 21, 2022

In November 2020, Kerrie Campbell’s contract as Chief Information Officer at Flinders University was up for renewal. She chose not to re-sign.

Campbell was at the top of her game, recognised as a Top 50 CIO in Australia for two years running and the winner of the 2020 Telstra South Australian Business Woman of the Year.

Like many others – in her industry, in the C-suite and across Australia – she had reassessed work and life through the lens of the COVID-19 pandemic.

While Campbell says work during 2020 was “pretty intense for IT professionals”, it was not a factor; instead she says South Australia’s six-week lockdown was the catalyst.

“I used to travel quite a bit being a senior executive, both internationally and domestically. Lockdown made me realise some of the things I was missing out on.

“I’d always wanted to run my own company, but never had the impetus to do it. Being home with the family and enjoying that time made me take the leap.”

Campbell is now the co-founder, together with another ex-Flinders University colleague, of the tech startup Imagination Corporation. She has also launched a consultancy specialising in organisational change.

According to the ABS, 975,000 Australians (or 7.5 per cent of employed people) have changed jobs in the year to February 2021. These job mobility figures are the lowest rate on record since 1972.

However, anecdotally, they appear to be masking a growing trend – the Great Resignation.

The reticence to change jobs during the first nine to twelve months of the pandemic now appears to have given way to a significant, pent up desire for change.

Until the next set of participation, job search and mobility figures is released by the ABS at the end of April, this remains simply speculation. But can employers afford to ignore it or its origins for much longer?

Harrison McMillan Managing Director Dani Cuff says, while the specialist recruitment agency is definitely seeing people looking for better life-work balance, employers may need to wear some of the blame.

“For many people that resigned, their organisations have reneged on flexible working, requiring employees to be back in the office nine-to-five.

“Or they’ve stood people down, or they didn’t really trust them to get their work done at home.”

Cuff says the Great Resignation is not about job candidates moving to “bigger and better”.

“One thing we’re seeing is that a lot of people are resigning without jobs to go to,” says Cuff.

She says her clients, both companies and candidates, are dealing with this at all levels of the organisation, right up to the C-suite.

“When we’re recruiting executive positions and we’re talking to candidates, a lot of them have resigned without anywhere to go. They’ve taken a bit of a mental break before re-engaging and looking for work.”

“There’s been a really big shift in candidates’ motivations – from high renumeration, really senior positions and fast paced environment, to wanting to work for mission based organisations with a really good purpose,” she continues.

“You know, working with open and inclusive management, having a good reason to get up and work every day. And, if you’re working from home, that team is so important.”

Finding enjoyment through purposeful and meaningful work is something Kerry Rowlands can relate to.

Rowlands has been with SA Water for eighteen years, including eight years at executive level. She recently resigned from her role as General Manager Customer & Commercial to become Chief Executive Officer at Cancer Council SA.

“I’ve always derived real satisfaction around serving the community. And I think that’s why I stayed at SA Water for so long – because I was able to have so much influence at that senior level to change the outcome for the community,” begins Rowlands.

“It was about probably about this time last year, that I started doing some real searching around what was my next role. My children had been finishing school, and really it was putting that focus back on what is it that I want to do.”

As for so many people associated with the Great Resignation, the search was not about taking any available job or progressing up the ladder.

“Cancer Council SA is an amazing organisation and not unlike SA Water in terms of the values and service orientation.

“Roles like that don’t come up very often, particularly in South Australia, with that strong values alignment. It the real thing that was driving me.”

Rowlands has found the sweet spot for her executive skills and motivation.

“I’ve never worked in not for profit before. Being able to give something back to the community, to bring some corporate skills into and convert strong commercial acumen into this organisation, that has been really welcomed, particularly by the board.

“It is certainly a conscious decision to give back to the community.”

One of Rowlands’ colleagues, also a General Manager, resigned this week to take up the CEO role at Unity Water in Queensland. Rowlands muses that her own new role is highly demanding, yet different in its demands, and affords her “a little more work-life balance.”

Cuff suggests that the desire to not be ‘always on’ may also be a driver in the Great Resignation.

“We’re seeing a lot more people who are saying, I actually don’t need to work these ridiculous hours or with these ridiculous targets,” says Cuff.

She mentions a couple who quit their jobs and travelled around Australia for six months. Now they are back and looking to rejoin the workforce, but on their terms – “They’re committed to never working more than point-six again.”

This shift of bargaining power from employer to employee is here to stay, at least in the short-term.

The ANZ Australian Job Ads February survey showed an 8.4 per cent increase on the previous month – a new pandemic high.

“If you’re looking at this from a candidate attraction and retention point of view, I think organisations are about to enter probably the hardest 12 to 18 months they’ve experienced in the last fifteen years,” says Cuff.

“We’ve got a higher demand for roles, a low supply of talent. We’re dealing with the Great Resignation, we’re dealing with the job boom, we’re dealing with precarious market conditions.

“Candidates motivations have totally changed. A lot of companies previously had employee value propositions (EVPs), which they rolled out prior to the pandemic. Well, they’re not as relevant now.

“Because what people wanted two years ago is different to what they need now.

She says understanding employee sentiment is the first step in reducing the outward flow of people. She recommends conducting engagement surveys across the organisation to understand motivations, likes, frustrations and more.

For those in the C-suite or one level below, having face to face conversations and “checking in” is her bare minimum recommendation.

“Just sitting down and saying ‘how are you feeling?’, ‘how have you been affected by the pandemic?’, ‘is there anything different you need from a working environment?’”

One generally agreed positive to come out of the pandemic has been an increased openness to flexible working. Cuff says more CEOs are wanting flexibility, but that it is not just about working from home a day or two each week. The definition may be different for each person.

While wage stagnation is a real problem for many working Australians, she says Harrison McMillan’s experience tells a different story.

“We’ve seen with the professional white collar positions, a good thirty per cent increase in salary,” she explains.

“So, if you’re not paying market value, it’s definitely worth doing some salary benchmarking and making sure that you understand your people and align to what they they’re looking for.”

Even with good remuneration in place, something key can still be missing. If companies are to learn anything from the Great Resignation, it is the need for a shared vision.

Going back to Kerrie Campbell and her decision to leave Flinders University – what if anything could have made her change her mind about leaving?

“I think if Flinders had decided to make different business decisions. I may have stayed if I felt that they were being more innovative and brave,” she says candidly.

“I think what happened after COVID is a lot of companies became really conservative.

“Like a lot of other universities, they were scared of losing international numbers and not looking at really unique ways to really propel themselves from where they were.

“They were one of the few universities that came out in a surplus position… but they were making the same business calls as universities that were in large amounts of debt.”

Campbell says once her decision to leave was firm in her mind, there was no turning back.

“In my mind, I just thought, well, I’ve reached every [goal] I can, I’ve changed the organisation in a real way – the way that people work and the way that people feel.”

So, knowing that sometimes it will be too late, the ship will sail and it could be weeks or months before new hires come onboard, what is to be done?

Cuff has some final advice.

“With higher resignation rates leaving gaps in teams, most people are likely to lean in and help in the short-term. But, ultimately, you can’t keep that going for too long, because they will burn out and leave,” she says.

“If you can’t physically hire or train new people fast enough, you could look to supplement them with outsourced providers who can assist and help in those areas.

“During the pandemic, Harrison McMillan launched HM RPO to work alongside an organisation’s HR or recruitment team and be their outsourced recruitment solution to help scale up and down as needed.”

Filed under Insights Date published : Apr 02, 2022 Author : Indaily

Job Advert Bullet Points Vs Reality (What They Actually Mean!)

wow@shazamme.com (Default Author) — Tue, 29 Jun 2021 08:21:48 GMT

The new season is a great reason to make and keep resolutions. Whether it’s eating right or cleaning out the garage, here are some tips for making and keeping resolutions.

Make a list

Lists are great ways to stay on track. Write down some big things you want to accomplish and some smaller things, too.

Check the list regularly

Don’t forget to check in and see how you’re doing. Just because you don’t achieve the big goals right away doesn’t mean you’re not making progress.

Reward yourself

When you succeed in achieving a goal, be it a big one or a small one, make sure to pat yourself on the back.

Think positively

Positive thinking is a major factor in success. So instead of mulling over things that didn’t go quite right, remind yourself of things that did.

How To Get Your Recruitment Function Ready For The New Financial Year!

wow@shazamme.com (Default Author) — Tue, 29 Jun 2021 08:21:48 GMT

There are so many good reasons to communicate with site visitors. Tell them about sales and new products or update them with tips and information.

Here are some reasons to make blogging part of your regular routine.

Blogging is an easy way to engage with site visitors

Writing a blog post is easy once you get the hang of it. Posts don’t need to be long or complicated. Just write about what you know, and do your best to write well.

Show customers your personality

When you write a blog post, you can really let your personality shine through. This can be a great tool for showing your distinct personality.

Blogging is a terrific form of communication

Blogs are a great communication tool. They tend to be longer than social media posts, which gives you plenty of space for sharing insights, handy tips and more.

It’s a great way to support and boost SEO

Search engines like sites that regularly post fresh content, and a blog is a great way of doing this. With relevant metadata for every post so search engines can find your content.

Drive traffic to your site

Every time you add a new post, people who have subscribed to it will have a reason to come back to your site. If the post is a good read, they’ll share it with others, bringing even more traffic!

Blogging is free

Maintaining a blog on your site is absolutely free. You can hire bloggers if you like or assign regularly blogging tasks to everyone in your company.

A natural way to build your brand

A blog is a wonderful way to build your brand’s distinct voice. Write about issues that are related to your industry and your customers.

Can’t find the right candidate? Don't worry, you’re not alone!

wow@shazamme.com (Default Author) — Tue, 29 Jun 2021 08:21:48 GMT

Write about something you know. If you don’t know much about a specific topic that will interest your readers, invite an expert to write about it.

Speak to your audience

You know your audience better than anyone else, so keep them in mind as you write your blog posts. Write about things they care about. If you have a company Facebook page, look here to find topics to write about

Take a few moments to plan your post

Once you have a great idea for a post, write the first draft. Some people like to start with the title and then work on the paragraphs. Other people like to start with subtitles and go from there. Choose the method that works for you.

Don’t forget to add images

Be sure to include a few high-quality images in your blog. Images break up the text and make it more readable. They can also convey emotions or ideas that are hard to put into words.

Edit carefully before posting

Once you’re happy with the text, put it aside for a day or two, and then re-read it. You’ll probably find a few things you want to add, and a couple more that you want to remove. Have a friend or colleague look it over to make sure there are no mistakes. When your post is error-free, set it up in your blog and publish.