It's Not Just the Big Hotels When hospitality professionals picture a six-figure salary, they often think corporate hotel group, head office, or group executive. But the reality in 2025 is broader than that. Venue GMs in high-volume casual dining groups, Executive Chefs in premium independent restaurants, Food and Beverage Directors in regional resorts, and Operations Managers across multi-site operators are all regularly earning at or above the $120k mark. What the Roles Actually Involve At this level, the job is less about running a shift and more about running a business. You're managing P&L, leading and developing teams, setting standards, driving revenue, and being accountable to ownership or a board. The technical skill that got you here matters less than your commercial instinct. The operators paying $120k+ want leaders, not operators. Where the Opportunities Are Auckland carries the largest concentration of roles at this salary level, but Wellington, Queenstown and Christchurch all have strong pipelines, particularly in hotels and destination dining. Across the Tasman, Melbourne and Sydney offer more volume at this tier, but competition for the best roles is equally fierce. What Gets You There Candidates who break into the $100k–$150k range typically have a track record of improving venue performance — not just maintaining it. Revenue growth, team retention, and the ability to communicate results to ownership are the differentiators. Your presentation matters too. A CV that doesn't reflect your scope of responsibility and commercial impact won't get a first interview at this level. STAT SNAPSHOT The $120K Market: What We're Seeing Right Now 1. Venue GMs in high-volume groups: $100k–$130k + bonus 2. Executive Chefs in premium independents: $110k–$145k 3. F&B Directors (hotels and resorts): $120k–$160k 4. Multi-site Operations Managers: $130k–$180k 5. Group-level leadership (COO/CEO of hospo group): $150k–$280k+ Figures are indicative for the NZ market. AU salaries are comparable or higher depending on market Thinking about your next move at this level? Talk to a recruiter who works exclusively in permanent hospitality. Visit Find Work to explore current opportunities or register your profile.

You've posted the role. You've waited. You've sifted through applications that mostly miss the mark. Sound familiar?

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Discover how hospitality professionals in Australia and New Zealand can strategically pivot their careers, leveraging skills, networking and market insights to find the right opportunities.

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)

Early in John's career, he believed that speed was everything. Now, he believes that clarity is everything. Speed without clarity creates rework while clarity and alignment create momentum.

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.

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.

Discover the hidden costs of employee turnover and learn how to reduce them. Explore key strategies to retain talent and build a stronger, more engaged workforce in the healthcare industry.