Blog | RWR Health tips and advice for Health, Medical, and Social

What Job Ads Are Actually Saying to a Senior Hospitality Candidate

Thu, 30 Apr 2026 01:23:06 GMT

In the competitive hospitality markets of Australia and New Zealand, senior candidates are not just scanning job ads. They’re interpreting them.

Every line signals something about leadership, culture and operational maturity.

For experienced operators, a job ad is less about the role itself and more about what sits behind it.

Understanding how job ads are perceived can help candidates read between the lines and make stronger career decisions.

When “fast-paced environment” signals deeper operational pressure

Senior candidates often see phrases like “fast-paced” or “high-volume” as indicators of pressure rather than excitement. While these environments can be rewarding, they may also suggest understaffing, inconsistent systems or reactive leadership.

For candidates, this language is a prompt to ask questions. Is the pace driven by strong demand and efficient systems or by constant firefighting? The answer can define day-to-day experience.

The real meaning behind hands-on leadership is required.

This phrase can be appealing to leaders who enjoy being on the floor. However, senior candidates often interpret it as a sign of gaps in middle management or insufficient team structure.

Experienced professionals will consider whether the role allows for strategic leadership or if it leans heavily into operational patchwork. Clarity here can help avoid misalignment later.

What vague culture statements reveal about the business

Statements like “great team culture” or “family environment” are common across hospitality job ads. For senior candidates, these phrases can lack weight without examples.

Strong candidates look for specifics. Mentions of retention, internal promotions or structured development programs carry more credibility than general claims. The absence of detail may signal a lack of a defined culture.

Senior candidates can benefit from a structured approach when assessing opportunities:

☐ Identify repeated buzzwords and question what they imply operationally

☐ Look for measurable outcomes such as team size, revenue responsibility or KPIs

☐ Assess whether the role leans strategic or purely operational

☐ Note any missing details around reporting lines or support structure

☐ Evaluate whether the tone aligns with the level of the role

3 ways to assess if a role truly matches seniority:

Compare responsibilities against the current scope. If the role feels like a step back in autonomy or scale, it may not align.
Look for evidence of decision-making authority. Senior roles should clearly outline influence over people, product or profit.
Pay attention to language around growth. If progression is unclear, the role may lack long-term opportunity.

2 immediate actions to take before applying:

Prepare targeted questions based on the job ad language. This helps clarify expectations early in the process
Research the business beyond the ad, including reputation, expansion plans and leadership structure

Choosing roles that align with long-term career growth

For senior hospitality professionals, the right opportunity is not just about title or salary. It is about alignment with leadership style, operational standards and career trajectory.

Reading job ads with a critical lens allows candidates to avoid mismatches and focus on roles where they can genuinely add value and grow.

Navigating senior hospitality roles in Australia and New Zealand requires insight and industry knowledge.

Our team at Hospoworld works closely with experienced candidates to connect them with roles that match both capability and ambition.

Explore potential job opportunities here: www.hospoworld.com/find-work

Find more valuable insights here: www.hospoworld.com/insights

Navigating Career Transitions in the ANZ Hospitality Sector

Tue, 07 Apr 2026 00:55:45 GMT

The hospitality landscapes in Australia and New Zealand are currently undergoing a period of significant evolution. As venues adapt to changing consumer habits and economic shifts, many professionals are pausing to evaluate their current roles and future trajectory.

Making a career move in this sector requires a strategic assessment of personal goals, workplace culture and long-term professional growth.

In a market where skilled talent is highly sought after, candidates have a unique opportunity to be selective. If candidates want to move from front of house to management or they want to transition between fine dining and boutique hotels, the decision to pivot should be grounded in clarity and preparation.

Identifying the Right Moment for a Professional Change

Deciding to leave a familiar environment is often the most challenging part of the career journey. For hospitality professionals across the Tasman, the motivation for change frequently stems from a desire for better work life balance, a need for fresh challenges or the pursuit of a leadership title.

Recognising these drivers early allows for a more targeted search.

A successful transition is rarely about escaping a current situation but rather about moving toward an environment that offers better alignment with one's professional values. In the bustling hubs of Sydney, Melbourne, Auckland and beyond, the most rewarding roles are found by those who can articulate exactly what they bring to the table and what they expect in return.

Three Strategies for a Smooth Career Pivot

Leverage Your Transferable Skills - Hospitality professionals possess a wealth of soft skills that are highly valued in any leadership role. Focus on your ability to manage high pressure environments, resolve complex guest issues and mentor junior staff when updating your professional profile.
Reskill for the Digital Age - Modern hospitality relies heavily on technology for inventory, booking and staff management. Familiarising yourself with the latest industry software and digital platforms can make you a more attractive candidate for progressive venues.
Expand Your Professional Network - The hospitality industry in Australia and New Zealand is tightly knit. Attending industry events or engaging with specialist recruitment consultants can provide insights into "hidden" roles that may not be advertised on traditional job boards.

Critical Steps for Career Readiness

Refresh your digital footprint by ensuring your LinkedIn profile and resume are up to date and reflect your most recent achievements and certifications.
Research potential employers thoroughly to ensure their reputation for workplace culture and staff development aligns with your own career standards.

Evaluating Your Readiness for a New Challenge

Before submitting your next application, consider these essential points to ensure you are moving in the right direction:

☐ Have you clearly defined the specific role or sub-sector you wish to enter?

☐ Is your resume tailored to highlight achievements rather than just a list of duties?

☐ Are you prepared to discuss your long-term career goals during an interview?

☐ Have you identified mentors or professional referees who can attest to your performance?

☐ Does the potential new role offer the specific growth opportunities you currently lack?

Taking the Lead in Your Career Journey

Finding the perfect fit in the fast-moving world is a process that benefits from expert guidance. Professionals who are ready to take the next step can gain a significant advantage by partnering with those who have a deep understanding of the local market.

If you are ready to explore new possibilities and elevate your career within the industry, browse our latest hospitality job listings and discover the premier opportunities available across Australia and New Zealand.

Retention Starts Before Day One: A Smarter Strategy for Hospitality Hiring in Australia & New Zealand

Thu, 26 Mar 2026 22:32:13 GMT

In today’s competitive hospitality market across Australia and New Zealand, retention is considered a survival strategy and has become a necessity. High turnover continues to challenge venues, yet one key insight is often overlooked: Retention begins during recruitment and not after onboarding.

Hiring the right people is only part of the solution. Setting clear expectations, aligning values and creating early engagement can significantly improve long-term retention.

Why This Matters

Candidates in hospitality are no longer just looking for a job. They’re looking for stability, career growth and a positive workplace culture. If these aren’t communicated early on, even the best hires may leave within months.

3 Practical Tips to Improve Retention Through Recruitment

1. Hire for Culture & Skill

Technical skills can be trained, but attitude and cultural fit are harder to change. Screen for alignment with your team’s pace, values and service style.

2. Be Transparent About the Role

Clearly communicate hours, peak periods and expectations. Misaligned expectations are one of the top causes of early turnover.

3. Create a Strong First Impression

Your hiring process reflects your brand. Prompt communication, organised interviews, and a warm onboarding experience build trust from day one.

Retention-Focused Hiring Checklist

☐ Clear and accurate job descriptions

☐ Defined career progression pathways

☐ Structured onboarding plan (first 30 days)

☐ Competitive and transparent compensation

☐ Strong employer branding (reviews, social presence)

☐ Regular communication during hiring process

☐ Feedback loop for unsuccessful candidates

Take Action

Audit Your Current Hiring Process

Map out your candidate journey from the job ad to the first shift. Identify where candidates may feel uncertain or disengaged.

Introduce a Realistic Job Preview

Offer trial shifts or honest walkthroughs of a typical workday. This filters out mismatched candidates early and builds commitment from those who stay.

Key Takeaway

Retention is about hiring smarter from the start. Businesses that invest in better recruitment processes will see stronger teams, improved morale and ultimately, better guest experiences.

Ready to Build a More Reliable Team?

If you want to reduce turnover and attract hospitality talent that stays, Hospoworld Resourcing can help. Our tailored recruitment approach connects you with candidates who fit your business.

Visit these pages on our website to learn more and access additional hiring resources that can transform your team’s stability and performance:

Our Recruiting Expertise

Insights (Blogs)

Why Clarity Wins in 2026 Hiring

Thu, 19 Mar 2026 06:01:52 GMT

By John Caldwell

In 2026, recruitment across the hospitality sector in Australia and New Zealand continues to move at an incredible pace.

Early in my career, I believed speed was everything. Now I believe clarity is everything.

Speed without clarity creates rework while clarity and alignment create momentum.

This shift in perspective has never been more relevant than it is in today’s hospitality recruitment landscape.

By John Caldwel

Why Speed Alone No Longer Works

Hospitality is, and always will be, a fast-moving industry. Whether it’s a restaurant needing a last-minute chef or a hotel ramping up for peak season, there is constant pressure to hire quickly.

Across Australia and New Zealand this year, that pressure is amplified by ongoing talent shortages and increased competition for skilled professionals.

But what I’ve seen time and time again is this: when we prioritise speed without clarity, we often end up back at square one.

Roles are filled quickly, but not effectively. Expectations aren’t aligned, and the result is poor fit, early turnover and the need to recruit all over again.

This is one of the biggest inefficiencies in our industry.

Clarity Changes Everything

We need to be clear on what success looks like in a role, what kind of person will thrive in the environment and what the business genuinely needs.

Right now, candidates across hospitality are more discerning than ever. They want transparency. They want to understand the culture, the expectations and the opportunity ahead of them.

If we as employers or recruiters aren’t clear, candidates will move on quickly because they can.

Clarity doesn’t slow the process down. In fact, it does the opposite.

It creates confidence, both internally and externally, which ultimately speeds things up in a much more sustainable way.

Alignment Creates Momentum

One of the most common challenges I see is misalignment within businesses. Owners, operators and hiring managers can all have slightly different ideas about the “ideal candidate.”

Without clarity, that leads to drawn-out processes, missed opportunities and frustration on all sides.

When everyone is aligned from the outset, recruitment becomes far more effective. Decisions are made faster, candidates have a better experience and the end result is a stronger, longer-lasting hire.

That’s what I mean by momentum. It’s all about moving forward with purpose and direction.

A Better Way Forward for 2026

Across Australia and New Zealand, the hospitality businesses that are succeeding right now are the ones that have embraced this mindset shift. They’re asking how clearly they’ve defined what they need.

At Hospoworld Resourcing, this is something I’m incredibly passionate about. Because ultimately, recruitment isn’t a race.

It’s a strategic process that, when done well, drives real business outcomes.

And from where I stand today, it’s clear:

Clarity is what creates momentum, and momentum is what drives success in hospitality recruitment.

This Mistake Cripples Businesses. Here's How to Stop It.

wow@shazamme.com (Default Author) — Wed, 27 Aug 2025 06:49:57 GMT

By John Caldwell

Throughout my career at RWR Group, I’ve seen the same costly mistake repeated time and time again. A business takes its top individual performer, a brilliant operator or a star salesperson, and promotes them into a leadership role. Everyone celebrates the promotion as a success.

Six months later, that new leader is struggling, their team’s performance has dipped, and the culture is starting to sour.

This isn’t a rare occurrence; it’s an epidemic of what I call ‘accidental managers’. And the data backs up what I've seen on the ground for decades. A recent Chartered Management Institute (CMI) study found that a staggering 82% of managers have received no formal leadership training.

Think about that. We’re handing over our most valuable assets, our people and our culture, to leaders who have never been taught how to lead. It's no wonder Gartner found that 60% of new managers fail within their first two years. We are setting them up to fail.

It’s a Selection Problem, Not Just a Skills Gap

We can’t just blame a lack of training. The real issue starts earlier; it's a fundamental failure in how we select leaders.

Too many organisations confuse operational excellence with leadership potential. Managing a P&L or driving sales is a completely different skill set from inspiring a team, driving strategic transformation, or building a high-performance culture. It is blunt: only one in ten people possesses the natural combination of talents to be a great manager.

When we promote without a rigorous process for identifying that talent, the ripple effects are enormous:

Top talent walks. People leave managers, not companies. I’ve seen entire high-performing teams dismantled by one poor leadership placement.
Performance craters. An unsupported manager can’t set clear goals or motivate a team, directly impacting productivity and profitability.
Brand value erodes. Your leaders define your company’s culture and reputation, both internally and in the market. Ineffective leadership damages your brand from the inside out.

Building a Future-Proof Leadership Pipeline

The good news is that this is entirely fixable. It requires a strategic shift in how we approach leadership development, both for external hires and internal promotions.

First, hire for potential, not just past performance. When we partner with businesses, we look beyond the resume. We assess for emotional intelligence (EQ), learning agility, and genuine values alignment. Does this person have the humility to learn and the resilience to lead through change? Can they build a culture, not just manage a spreadsheet?

Second, onboarding is everything. A leader's success shouldn't be left to chance. The placement is just day one. True success requires a structured development plan from the very beginning, including executive coaching, mentorship, and crystal-clear expectations for the first 90 days and beyond.

At RWR Group, this is at the heart of what we do. We don’t just fill a vacancy; we act as strategic partners to help you identify and nurture leaders who are equipped to drive real transformation. Building a robust leadership pipeline isn’t just good practice—it’s the ultimate competitive advantage.

Being Busy Is BS and Just Another Form of Hiding

wow@shazamme.com (Default Author) — Thu, 31 Jul 2025 22:55:15 GMT

Let’s call it.

Most people aren’t productive, they’re just panicking in a suit .

They’re chasing their tails in a tornado of meetings, emails, Slack pings, task boards, and "quick calls" that go nowhere. And when you ask them how they’re going?

“Oh mate, flat out.”

Yeah. Flat out… doing what?

Because here’s the thing: being busy is easy . Being effective is rare.

Busy people do a lot. Effective people get results.

There’s a big difference, and most professionals have lost sight of it.

Somewhere along the way, output got replaced with activity. Effort replaced outcomes. Time spent became more important than value delivered.

And let’s be honest: a lot of people are buying their own bullshit . They're mistaking motion for progress. Praise themselves for being 'slammed’ when all they're really doing is sweating through chaos they created by saying yes to everything and finishing nothing.

This isn’t just a recruitment problem. This is an everywhere problem.

Recruiters sending 100 cold reach-outs a day but filling nothing.

Managers drowning in back-to-back calls with no strategy behind them.

Leaders caught in decks, dashboards and “quick check-ins” that don't move a single KPI.

Whole teams doing cartwheels just to look productive.

The worst part? Everyone knows it. But no one wants to say it.

So let me:
If your calendar is full and your scoreboard is empty, you’re not busy. You’re stuck.

Busy is a drug. And it’s addictive.

It makes you feel needed. Important. In demand. It fills the awkward silence where results should be.

But it’s also the perfect cover for lack of clarity, fear of failure, and decision avoidance . You can’t be held accountable if you’re “so busy.” You can’t be questioned if you’re burning the candle at both ends.

And we reward it.

We praise the hustle. We applaud the exhaustion. We promote the performers who work late… even if they never win.

Meanwhile the people who quietly deliver results, they get overlooked, because they’re not seen to be grinding.

Insanity.

High-performers don’t look busy. They look calm.

They say “no” more than they say “yes”.

They don’t join every meeting.
They don’t reply to emails instantly.
They’re not in Slack all day.

Because they’re busy thinking , doing , and delivering . They know the only KPI that matters is impact . Not noise. Not motion. Not airtime.

If you don’t know what that looks like, chances are you’re surrounded by performers, not producers.

So what now?

Ask yourself:

What did I do today that actually mattered?
If I stopped half my tasks, would anyone notice?
Am I producing outcomes, or just managing perception?

It’s not comfortable. But that’s the point.

You don’t fix a culture of noise by adding more updates.

You fix it by measuring results, not reputations.

You fix it by rewarding effectiveness, not effort.

You fix it by cutting the crap and getting clear on what success actually looks like.

So, are you actually making a dent? Or just looking busy?

I’d love to hear your take.
Drop a comment, disagree, tag someone who needs this.

Let’s talk about it.

The Hidden Costs of Employee Turnover and How to Mitigate Them

wow@shazamme.com (Default Author) — Tue, 20 May 2025 03:11:31 GMT

Employee turnover is more than just a challenge, it's a significant cost to businesses that often goes uncalculated. While many companies focus on the expenses associated with recruiting and training new hires, the true cost of losing an employee is far more complex. For businesses in the hospitality, where expertise and experience are critical, understanding and addressing these costs is essential.

The Financial Impact of Employee Turnover

Replacing an employee isn’t just about hiring a new one; it's about the total cost involved in the process. In the U.S., businesses spend between 50% to 60% of an employee’s annual salary to find a replacement. In some cases, this can even reach up to 200%. The situation is no different in New Zealand, where employee turnover has cost businesses a staggering $3.8 billion over a 12-month period.

These numbers underline a critical point: high employee turnover is an expensive problem that spans industries. From lost productivity to the impact on company culture, the hidden costs of turnover can significantly affect a business’s bottom line.

Key Reasons Behind High Employee Turnover

Understanding why employees leave is crucial in mitigating turnover. Studies show that the first 45 days of employment are the most critical, with up to 20% of new hires leaving during this period. The reasons for this early departure are varied:

Mismatch of Expectations : Often, the job is oversold during recruitment, leading to disappointment.
Poor Onboarding : An ineffective onboarding process can shake a new hire's confidence in the company.
Lack of Clarity : Unclear job duties and expectations can leave employees feeling lost and unsupported.
Management Issues : Poor management, including micromanaging or unprepared managers, is a common reason employees leave.
Limited Growth Opportunities : Employees need to see a clear path for growth within the company.
Infrequent Feedback : Regular check-ins are essential to keep employees engaged and aligned with company goals.
Rigid Workplace Policies : A lack of work-life balance or a hostile work environment can drive employees away.
Inadequate Support : Employees need to feel supported by their organization, both personally and professionally.

Even beyond the initial phase, turnover remains a risk, with nearly a quarter of new employees leaving within their first year. This highlights the importance of consistent and long-term engagement from both HR and management.

Breaking Down the Costs of Turnover

The costs associated with turnover can be categorized into six main areas:

Replacement Time : It can take 8-12 weeks to replace a knowledge worker and even longer for more senior roles. During this time, productivity suffers.
Training Costs : Training new hires is costly, involving not just the trainee but also the trainer and their manager, often the company’s most efficient employees.
Lost Productivity : Frequent turnover negatively impacts morale and productivity, with new hires taking 6 to 9 months to reach full productivity.
Cultural Impact : High turnover can erode company culture and lower morale, affecting how long remaining employees plan to stay.
Higher Costs for External Hires : External hires often demand higher salaries, which can create wage disparities within the company.
Client Relationship Impact : High turnover can disrupt client relationships, leading to lost business and compromised timelines.

Steps to Reduce Employee Turnover

Reducing turnover begins with recognizing its full cost. By aligning turnover issues with business metrics, companies can better understand the impact and take action.

Step 1: Awareness and Alignment

Educate your team about the costs of turnover and ensure that these are tied to real business metrics. This will foster a sense of responsibility to hire well and retain employees.

Step 2: Build a Strong Onboarding Program

An effective onboarding program is key to employee retention. Make sure new hires feel welcomed and supported from the moment they sign their contract through their first six months.

Step 3: Innovate and Automate

Consider implementing an automated onboarding process to streamline administration and ensure consistency in how new employees are integrated into your organization.

Step 4. Exit Interviews

Seek to understand why employees are leaving your business, collate the data and look for common themes, address any issues to reduce staff turnover.

By focusing on these areas, you can mitigate the hidden costs of employee turnover, creating a more stable and productive workforce.

Data Source: https://action.deloitte.com/

Why is Everyone So Bloody Miserable at Work? By John Caldwell, CEO RWR Group

wow@shazamme.com (Default Author) — Tue, 20 May 2025 01:33:36 GMT

We’re in the thick of it right now—big change, big growth, and even bigger expectations.

New leadership. New systems. New people. The kind of momentum we’ve been chasing for years is finally happening. And yet, if I’m being honest, the one thing keeping me up at night isn’t the tech platforms, the strategy, or the P&L.

It’s our people.

I’ve been working hard to bring our team along for the ride—to keep them motivated, connected, and actually enjoying the work. But it’s not easy. In fact, it’s been one of the most confronting challenges of my career. Because despite our best efforts, I’ve started to notice something... and it’s not just in our business. It’s everywhere.

Lately, I’ve been walking through the city doing what I now jokingly call my “undercover investigative journalism” (a.k.a. eavesdropping). And here’s the thing: almost every single conversation I overhear is someone complaining about work.

Their job.
Their boss.
Their workload.
Their colleague.
Their life at work.

Not one positive work-related convo. Not even one. And I’ve been listening, properly listening, for weeks.
So naturally, it’s got me thinking:
What the hell is going on?
Why is no one content?

Is the workplace genuinely broken?
Is the grass actually greener, or is it just fertilised with everyone else’s burnout?
Are we all just carrying something heavier—and work’s become the easiest thing to blame?

The truth is, I don’t think it’s just the workplace. And I don’t think it’s just the people, either. I think we’re in a pressure cooker of change. Economically. Technologically. Culturally. And it’s spinning so fast, a lot of people feel like they’re falling behind or just can’t keep up.
So work cops the flack. Because it’s visible. It’s tangible. It’s where we spend most of our time. And let’s face it—it’s easier to blame your 9–5 than unpack the mess of uncertainty, fear, or personal stuff that might be sitting underneath it all.

As leaders, we do need to create safe, motivating workplaces where people can thrive. But it also makes me wonder: Are we expecting too much from our jobs? Are we asking work to fulfil every desire, validate our worth, and solve all our life problems?

Maybe the real question is this—
Are we unhappy at work…
Or just unhappy in general, and work is the nearest target?

Edina Monsoon (yes, from Absolutely Fabulous) once said:
"Cheer up world—it may bloody never happen."

Maybe she was onto something.
Maybe we all just need to breathe, reset, and remember that sometimes, perspective is the best productivity hack.

I don’t have all the answers—but I’m listening.

And if you’re leading people right now, I’d say keep listening too.

Because in this crazy, changing world, that might just be the most powerful thing any of us can do.nections

How to identify an online job scam

wow@shazamme.com (Default Author) — Tue, 20 May 2025 01:29:08 GMT

With the copious amounts of accessible information online, it can sometimes be difficult to identify a scam when you see one. Job scams are very real and becoming increasingly prevalent in Australia and New Zealand. Engaging with these fake recruiters and vacancies can expose you and your personal information making you vulnerable.

Scammers advertise jobs the same way legitimate employers do — online (in ads, on job sites, social media, and Whatsapp.) They promise you a job, but in reality, what they want is your money and your personal information.

There are many precautionary steps you can take to ensure the safety of your personal information and to determine whether it is a legitimate opportunity or not:

First and foremost do an online search. Look up the name of the company and the person you are talking to - check that the person does in fact work for that business and that their email address/phone number matches that of which is contacting you.

Be vigilant - Closely examine the messages you receive and check for spelling mistakes and grammatical errors. Are messages and calls received inside or outside of usual office hours? This can indicate that the person you are talking to is operating from a foreign country or is in a different time zone, making them more likely to send messages at inappropriate hours.

If you are being contacted over Whatsapp check the number sending the messages - it should have the correct country code AU (+61) / NZ (+64). If the number changes frequently this can suggest illegitimacy.

Put a face to the name - any reputable recruiter will want to meet via face-to-face or video chat before progressing to an offer - if the person you are messaging doesn't include this as part of their ‘recruitment process’ or refuses to do this, it can be a warning sign.

Requesting payment or investment up front - this includes paying for things like equipment starter kits or asking to make purchases on behalf of the company that you will be reimbursed for later. Legitimate employers will never ask you to pay to get a job.

RWR Health is a division of RWR Group which has proudly operated in Australia and New Zealand for 23 years, we pride ourselves on delivering a high level of personalised service. We will never ask a job seeker for payment in relation to an opportunity.

If you think you have provided your personal information such as tax or IRD number, bank account details, Medicare or provided payment to an ‘employer’ in order to work then we highly recommend you contact your bank immediately and report the scam via Cert NZ or Australian Cyber Security Centre

Connecting with our candidates

wow@shazamme.com (Default Author) — Tue, 20 May 2025 01:27:57 GMT

Greg Savage shared some valuable insights in a webinar with Job Adder (one of the leading recruitment industry CRM’s), one insight, in particular, stood out given how competitive the current market is for candidates. For most hiring managers and recruiters, when screening a candidate who isn't quite right for the role you're recruiting, often one of the last things said on that call is “I’ll be in touch if anything else comes up”. For today's job seekers, who are inundated with opportunities if they see a role listed with you, why should they apply? You've already said you'll be in touch. This attitude is possibly reflected in the low number of applications we are all experiencing.

Mr Savage used the term "building your goodwill equity". While some employers may be slowing down, this does not mean the demand for candidates is slowing down. By taking the time to reach out and chat to candidates, offering to review CV's, provide feedback or guidance and talking through how to nail video interviews you will leave a lasting impression on your candidates. You're raking in that “goodwill equity”, so when the right role presents itself you've already done half the hard work to engage your talent pool and ideally get your preferred candidate over the line!

Most businesses have accepted that their perfect candidate doesn't exist or aren't willing to make a move right now, chances are if they do exist they have already received multiple offers. Offering candidates that match 80% of your skill set requirements and investing in their training and development to bring them up to that 100% match, is a much smarter recruitment choice than waiting to find that perfect candidate. This is where partnering with a recruiter who has a database of skilled, relevant candidate connections can be your best friend!

At Hospoworld, one of our values is ‘People’, this doesn’t just encompass our team, but all stakeholders (customers, candidates and our industry) who we work with every day. We’re passionate about understanding all the skills and experiences of each individual, what they’re looking for and matching those to the needs of the businesses we partner with.

Given traditional job boards are not performing as they used to, partnering with a recruitment agency and utilising their connections should be one of your first ports of call when it comes to sourcing for your vacancy. “Making connections, it’s what we do best” has been Hospoworld's motto for many years, and with the current competition for talent, it’s more evident than ever how valuable long-term relationships and connections across the industry are.

The Secret to Perfecting Your Hiring Process

wow@shazamme.com (Default Author) — Tue, 20 May 2025 01:25:28 GMT

Attracting and retaining the best candidates is crucial for the success of any business. However, simply posting a job ad and waiting for applications to roll in, is not enough. Companies must ensure that their hiring and onboarding processes are efficient and effective to not only attract but also retain top talent.

Many businesses are adopting longer and more thorough hiring processes that can cause great candidates to drop out. This not only wastes time but also costs the company money. In fact, a lengthy hiring process can lead to lost productivity and revenue due to prolonged open vacancies.

To make matters worse, longer hiring processes can also have a negative impact on a company's reputation and employer brand, making it harder to attract top talent in the future. This is why it's important for businesses to review their hiring process and find ways to streamline it while still ensuring they get the best candidates.

In today's job market, candidates have plenty of options and opportunities. Most candidates who are actively on a job hunt are interviewing with multiple companies, which means businesses need to respect their time and effort. Long, drawn-out hiring processes can make candidates feel unimportant or frustrated, causing them to lose interest in the company or even drop out of the process altogether.

Top talent knows their worth, and they won't waste their time on a disorganised or unresponsive company. They want to work for a business that values their skills and experience and provides a positive candidate experience throughout the hiring process.

The increasing belief that more interviews, more stages and more wait time will produce better hires have proven to be false over multiple case studies, so why do companies keep lengthening their hiring processes? Google, a company with 190,234 employees, noted that they gained 80% of the value from a candidate after just two interactions. Additionally, alternative case studies showed that picky hiring managers don’t result in hiring more quality (better performing) candidates

So what steps can companies and hiring managers take to hire the best candidates?

Adopt a customer service mindset
Once you have decided to interview a candidate, let them know what the process will look like and time estimates for each stage. Candidates need honesty and transparency just like in job descriptions. Brief candidates properly on what will be expected at each stage. This way they will remain engaged with your business and are much less likely to drop out of the process.

Implement a structured candidate feedback process
After every interview and test, you should touch base with the candidate, give feedback and encourage them to ask any questions they may have. Create a relationship with every candidate to show you care about them and their journey with your business, no matter how short or long it will be. Communication is the key here.

Use numerical ratings
In order to hire candidates that are right for the job, without getting put off by one small comment or mistake, use a rating chart with weightings for each candidate. If there are multiple interviewers, complete your individual chart before discussing the candidate.

Be efficient
To prevent candidates from dropping out, it's important to move through the interview phase as efficiently as possible. One way to do this is to reduce the number of interviews. Typically, two interviews are enough, and for more senior roles, a third meeting with a senior stakeholder might be necessary. It's also crucial to ensure that staff members who conduct interviews are adequately trained to provide a positive experience. This means creating an interview process that draws out a candidate's full-picture compatibility with the company and making sure that interviewers ask thoughtful and relevant questions that help to assess the candidate's fit for the role.

By taking these steps, you can create a positive reputation and become a desirable employer in the eyes of top talent. If your business is looking for assistance to review and improve your hiring process, Hospoworld is a leading recruitment specialist with valuable insights. Our advice is completely confidential and free of charge. We can and will make sure that you're attracting and retaining the best talent for the success of your business!

1 https://rework.withgoogle.com/blog/google-rule-of-four/
2 https://hbr.org/2022/07/its-time-to-streamline-the-hiring-process

Sourcing strategies to drive successful recruitment outcomes

wow@shazamme.com (Default Author) — Tue, 20 May 2025 01:18:29 GMT

There's are a number of strategies for you to consider when sourcing staff, and with Covid-19 restrictions, and procedures in place until further notice, methods for uncovering talent in our own backyard is more important than ever. Here are some steps you can do in your search for the next addition to your team:

Run an internal referral program - often your employees will know of other great people among their networks. Use your people to attract new talent to your team.

Invest time in your business's presence on social media. Posting and talking about your brand and job vacancies is a great way to engage with your following and get the message out there when you have job opportunities.

Employment agencies like us that provide you with a dedicated account manager to recruit for the position. A good recruitment agency draws on multiple talent sources including their own specialist job board, a database of active and passive candidates, a network of colleagues, and can post jobs to external job boards on your behalf.

Make sure your employment proposition and brand stacks up. Ask yourself and people across your organisation: What is it about us, that will motivate a person to move from their current organisation? Consider these factors when presenting your job opportunity. If you’re unsure how your proposition aligns against others in the market ask us for feedback - we’ll be more than happy to provide some insight and help.

Lastly, if you have a great team, work hard to retain them. Book performance reviews to understand their motivations and aspirations. Understanding the expectations of your people can help towards mitigating the risk of losing them.

How to gain and retain employees in a candidate-focused climate

wow@shazamme.com (Default Author) — Tue, 20 May 2025 01:16:56 GMT

In the current candidate-focused climate how can you ensure candidates will pick your role over others? We’ve brought together our insights on making your role as attractive as possible, as well as key ways to make sure your new hires stick around for the long run.

Let’s start at the beginning, what's the first thing your possible candidates are going to see? The advert that you put up! The most important thing here is honesty. Mentioning the benefits and culture of your business is essential, but keep in mind not to over-sell or be deceptive about the reality of the position. Candidates are much more likely to leave their new position if they feel like they have been misled or lied to at any point throughout the hiring or onboarding process.

Try comparing your job ad to others. What kind of language are they using? What benefits do other companies have that make their ad stand out? This can be a great time to review internally and identify any improvements that can be made to the remuneration and benefits on offer to candidates. Benefits like subsidised registration, funded study, progression plans, and additional leave such as mental health days are being adopted into many workplaces. If it’s possible for the role and within your budget, advertising relocation and accommodation support can open the door to a much larger pool of suitable candidates. Additionally, selling the position as a way for a candidate to progress towards their career goals is a great way to make a position more attractive.

Wonderful! Your listing is grabbing attention and you’re ready to begin interviewing applicants. At this point in the process, you should be ready to show some personality. Creating a connection and leaving a lasting impression on each candidate is essential. During your interviews ensure you are noting where flexibility may be needed for each individual. That way, when you are ready to offer your prefered candidate you can ensure your first offer is specialised for them. This shows that you value them as a person, not just their CV and can't wait to welcome them into your team.

This is one of the many ways working with a recruitment company can help streamline your recruitment process. Our in-depth knowledge of each one of the candidates we partner with ensures we know what's going to motivate them to accept or decline an offer.

Let’s move to the next step, offering the position. In our current climate, we are seeing an increase in counter-offers and bespoke remuneration packages. For the right candidate, this likely means you’ll have to show some flexibility within the position. In many health roles, the salary won’t be flexible and working from home won’t be an option, however, many other aspects can be flexible. If possible, highlight that there can be flexibility with rosters and offer adjustments that suit the candidates’ work-life balance. The key here is to show potential employees that you will value and care for them and not just see them as a number.

Another roadblock that we are repeatedly seeing, which is costing businesses great candidates and time to recruit is internal processing issues with documents. Have your contracts drafted and ready to go before you present your offer. A verbal offer isn’t enough security for a candidate to leave their current position. Think of how quickly your ideal candidate could interview and receive an offer from another business, or receive a counteroffer from their current employer in a bid to retain them.

Finally, a focus and investment in retaining your existing staff is your greatest asset. Whether they’ve been in the business for 6 weeks or 6 years, creating a workplace where each employee feels respected and valued will mean you have to go through the hiring process a lot less often! The first 90 days of a new employee's journey are the most pivotal and defining. This often means making sure their onboarding experience is thorough, and that you remain flexible so their work-life balance doesn’t lean so far into work that life gets left behind. Be honest about the realities of the role from the beginning; people understand that no job is smooth sailing, and knowing the challenges of the role before they begin ensures your new employee won’t feel caught off guard and helps ensure they feel confident in their new role. By setting them up for success you’re ultimately ensuring your own success too.

The rate of counter offers and multi offers are higher than ever, causing frustration for employers all over New Zealand. If you’re interested in more advice on counter offers, non-starters and fall overs we’ve put together a guide for employers like you. Simply message one of our recruiters in your area to get your guide! Best of luck with your hiring journey!

How to combat the counter offer

wow@shazamme.com (Default Author) — Tue, 20 May 2025 01:16:15 GMT

If you are responsible for recruitment within your team or organisation you’ve no doubt experienced how competitive the current candidate market is. The number of vacancies listed in the healthcare sector is growing, yet with border restrictions and the fear of uncertainty, there are fewer candidates actively applying for roles.

Active job seekers hold the power with many being in situations where they have multiple offers on the table, from both other opportunities or their current employers in a bid to retain them. In order to ensure a successful recruitment outcome for your vacancy, you must anticipate that multiple and counteroffers are more prevalent than ever and could impact your recruitment process.

At every touchpoint engage with your candidate, seek to understand what other roles they are considering or in the process for. This will help discover the appeal of other opportunities and understand how your offer is positioned against them. Benchmark your offer (remuneration and benefits) to ensure it meets what others in the market are offering. This doesn’t necessarily mean increasing the salary (although in some instances this will work) there are other factors equally important to job seekers in the current market. Work/life balance has fast become one of the biggest motivating factors for candidates to seek a new opportunity, evaluating your roster structure to accommodate this will help your opportunity stand out. The ability to be flexible with your offer demonstrates to a candidate that you invested in a long term partnership with them.

In order to mitigate the risk of your preferred candidate accepting a counter offer there are steps you can take from the start to set yourself up for success. First and foremost, a clear timeline from the 1st interview through to the job offer will provide structure and keep the wheels moving. Regularly check in with your applicants to keep them engaged - even letting them know there are no updates is an update to them. If there are multiple stakeholders involved that will be a part of your 2nd or 3rd interview book those interview times in their calendars from the outset - the scramble to align everyone’s schedules towards the end of the process adds pressure and stress that can easily be avoided by organising this in advance. Time is precious and waiting for calendars to align could mean the difference between a candidate accepting an offer that has already been presented to them instead of waiting for you.

Ensure you and your team are ready to sell your brand and promote all the great things about working in your business. When engaging a potential new hire, share the importance of the role, the challenges they may face (for many candidates this is a positive opportunity for them to make a difference to your organisation and customers), outline the training that will be provided throughout onboarding and ongoing and lastly share examples of others in your business; when they started, how they progressed and the long-term progression pathways available within the company. Be honest and open, there should be no questions left unanswered - the more information a candidate has, the easier it is for them to make the decision to join your team.

Checklist:

Your position description is up to date and ready to share
Process and timeline in place and all stakeholders engaged (ideally 5-10 days max)
Market checked your remuneration and benefits on offer
Does your job advertisement position the vacancy well to stand out in this market?
Candidate engagement plan - all aboard and ready to sell your organisation and job opportunity

Our team has experienced the surge in counteroffers firsthand, they’re more than happy to chat with you in more detail about how your business can overcome this and ensure you have a successful recruitment outcome.

Sourcing Strategies For A Successful Recruitment Outcome

wow@shazamme.com (Default Author) — Tue, 20 May 2025 01:14:38 GMT

There are a number of different approaches for you to consider when sourcing staff (outside of the usual job ad posted on a job board) Here are some steps you can add to your sourcing strategy to uncover the next addition for your team:

Run an internal referral program - often your employees will know of other great people among their networks. Use your people to attract new talent to your team. If you are in a position to do so, offering monetary incentives such as cash bonuses or vouchers can be instrumental in the success of your referral program.

Invest time in your business's presence on social media. Posting and talking about your brand and job vacancies is a great way to engage with your following and get the message out there when you have job opportunities.

Employment agencies like us that provide you with a dedicated account manager to recruit for the position. A good recruitment agency draws on multiple talent sources including their own specialist job board, a database of active and passive candidates, a network of colleagues, we can also post jobs to external job boards on your behalf, and filter through all the applications that aren't suitable saving you time.

Make sure your employment proposition stacks up. Ask yourself and people across your organisation: What is it about us that will motivate a person to move from their current organisation?

If you’re unsure how your proposition aligns against others in the market ask us for feedback - we’ll be more than happy to provide some insight and help wherever we can.

Tony Alexander - How To Handle Staff Shortages

wow@shazamme.com (Default Author) — Tue, 20 May 2025 01:13:59 GMT

Economist Tony Alexander brings a wealth of knowledge to New Zealanders in his weekly newsletter ‘Tony’s Thoughts’. Drawing on his impressive tenure with some of New Zealand and Australia’s leading banks, he aims to translate developments and trends in the economics sphere into a language that people can understand.

In his most recent newsletter Tony spoke about the current staff shortages New Zealand businesses are facing, the impact this has on our economy and what can be done to mitigate the risk to your business at a time where skilled workers are hard to find. The information pertains to New Zealand, however, there are still many key takeaways that can be applied to the Australian candidate short market. Our own CEO Trish Mclean drew on her 20+ years in the recruitment industry and contributed to his findings which can be found on the last page of Tony’s feature here .

How to ask your current manager for a reference

wow@shazamme.com (Default Author) — Tue, 20 May 2025 01:13:15 GMT

There comes a point in your job search when you will be asked to provide references for your potential future employer. These are used to confirm the work experience you have outlined in your resume and career highlights you have spoken about throughout the interview process. It’s important you provide relevant and credible referees who know you well and will speak positively and truthfully of you as an employee. It is also important that you ask their permission first, tell them about the job you are applying to and why.

Many employers have a policy that one of your referees must be your current manager. Approaching them to ask for a reference check is important but also (and understandably) might feel uncomfortable. That is why we’ve outlined our top tips below to help you through this.

Be direct and respectful - Don’t beat around the bush or be vague about what you need.
Let your manager know that you are ready to expand your skills and that you feel this new job opportunity will assist in getting you to the next level of your career. Highlight the drawcards of the new role and why you believe this is a good move for you. Make sure that while asking for the reference you let them know that you’ve enjoyed your current role and appreciate all of the support they have given you during your time there. Also, be careful that they don’t mistake your request for a reference as a resignation!

Be open to your manager's response - There is no way to predict how your employer will respond to your request for a reference. Your employer may not want to lose you, and could offer you additional responsibilities or another opportunity within the organisation to entice you to stay. Listen to what they have to say and consider the offer alongside others. It could be an opportunity to expand your skills and progress your career without making a big move.

But what if you don’t see eye to eye? Just because you don’t get on with your manager doesn’t mean they won’t provide a positive and balanced reference check. Without asking them, you’ll never know. Again, be direct, respectful and honest when you approach them.

Lastly, don’t feel bad about it. Many of us will feel a range of emotions when looking to leave our current roles. While it’s understandable you may feel guilty it’s important to remember your needs and your career development. You need to do what is best for you, and at some point that will mean moving on. Your manager does not expect you to stay with the organisation forever. As long as you work hard, and are committed while you are working there, you have no reason to feel bad.