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

3 Moves That Get You Promoted In Retail

Thu, 30 Apr 2026 23:28:30 GMT

By RWR Group Marketing

In retail across Australia and New Zealand, promotion from sales associate to store manager is rarely accidental. While experience on the floor is essential, progression is more often driven by visible behaviours, leadership readiness and commercial awareness.

Candidates who consistently stand out are not just strong sellers. They demonstrate initiative, accountability and the ability to influence those around them.

Shifting from task execution to ownership of outcomes

Many retail employees stay focused on completing tasks well. High performers take it further by understanding the impact of those tasks on store results.

This includes tracking personal sales performance, understanding store targets and identifying ways to improve conversion. Managers notice employees who think beyond “what to do” and start considering “why it matters”.

Becoming the person the team relies on when pressure builds

Promotion potential is often revealed during busy trading periods. Candidates who step up during peak times, support colleagues and stay calm under pressure demonstrate leadership readiness.

This does not mean taking over management responsibilities. It means showing reliability, consistency and the ability to positively influence team energy when it matters most.

Asking for feedback and acting on it quickly
One of the most overlooked behaviours in retail progression is active feedback seeking. Strong candidates regularly ask how they are performing and where they can improve.

More importantly, they act on that feedback immediately. Managers are more likely to promote individuals who show rapid development and willingness to adapt.

A practical checklist for promotion-ready behaviour in retail roles

☐ Consistently meet or exceed personal sales targets

☐ Support team members during peak trading periods without being asked

☐ Demonstrate strong product knowledge and customer engagement

☐ Take initiative to solve small store issues independently

☐ Ask for feedback and apply it in daily performance

3 moves that signal leadership potential early

Start thinking like a manager by tracking store performance trends and asking questions about results
Step into informal leadership moments such as helping new staff or guiding customers during busy periods
Show reliability by being the employee managers can depend on during high-pressure shifts

What you can do now to increase promotion visibility

Request a development conversation with a manager and express interest in progression clearly and professionally
Document personal achievements such as sales performance, customer feedback and team contributions to support promotion discussions

Building a clear path from sales floor to leadership

In retail, especially across Australia and New Zealand, promotions are earned through consistent behaviour rather than time served. Employees who show initiative, accountability and leadership potential are far more likely to progress into supervisory and store management roles.

Retail employers are actively looking for internal talent who are ready to step up, but candidates must make that readiness visible through everyday actions.

Take the next step in your retail career

For retail candidates ready to move into leadership roles, having the right guidance and opportunities is essential. Retailworld works with leading employers across Australia and New Zealand to connect retail professionals with roles that support real career progression.

Explore retail career opportunities here: www.retailworldresourcing.com/jobs

The Intersection of High Performance and Cultural Synergy in ANZ Retail

Wed, 15 Apr 2026 23:00:02 GMT

By RWR Group Marketing

In the fast paced retail landscapes of Australia and New Zealand, the traditional focus on technical proficiency is shifting. While hitting sales targets and maintaining operational standards remain critical, the most successful retail leaders across the Tasman are recognizing that sustained performance is rarely a solo act. Instead, it is the result of a deliberate alignment between a company’s performance expectations and its underlying cultural values.

When a retail environment prioritizes culture, it creates a foundation of trust that allows high performance to flourish naturally. In the competitive ANZ talent market, where candidates often weigh lifestyle and workplace environment as heavily as salary, a strong culture serves as both a recruitment magnet and a retention engine.

People Building a Foundation Where Excellence is the Standard

Achieving a high performance culture requires more than just a mission statement on a breakroom wall. It demands a consistent approach to how teams are managed and how success is defined. In Australia and New Zealand, retail brands that lead the market are those that empower their staff to take ownership of the customer experience. This ownership is a direct byproduct of a culture that rewards initiative and fosters psychological safety.

When performance and culture are treated as two sides of the same coin, hiring managers find that their teams are more resilient during peak periods like Boxing Day or the January sales. Employees who feel aligned with the brand's values are more likely to go the extra mile, not because they are told to, but because they are personally invested in the collective outcome.

Three Pillars for Elevating Team Standards

Define Success Beyond the Spreadsheet: While KPIs are essential, leaders should also measure "how" results are achieved. Recognizing a team member for mentoring a junior staffer or diffusing a difficult customer situation reinforces that cultural contributions are just as vital as sales figures.
Prioritize Cultural Add Over Cultural Fit: Instead of looking for someone who simply "fits in," seek out candidates who bring new perspectives that align with your core values. This approach prevents stagnation and ensures the team remains adaptable to the evolving needs of the ANZ consumer.
Implement Transparent Feedback Loops: High performance relies on clarity. Regular, honest conversations about both achievements and areas for growth ensure that there are no surprises during formal reviews. This transparency builds the trust necessary for a healthy workplace culture.

Necessary Steps for Immediate Cultural Alignment

Audit your current recognition programs to ensure they celebrate cultural milestones, such as teamwork and integrity, alongside financial targets.
Review your onboarding process to ensure new hires are immersed in the brand’s values from day one, rather than just learning the point of sale system.

A Roadmap for Assessing Workplace Harmony

Use this checklist during your next leadership meeting to gauge the health of your retail environment:

☐ Are your core values integrated into the interview and selection process?

☐ Do leadership actions consistently mirror the stated company values?

☐ Is there a clear pathway for career progression based on merit and behavior?

☐ Are team wins celebrated collectively to foster a sense of belonging?

☐ Is "low performance" addressed promptly to protect the morale of high achievers?

Partnering for Future Retail Growth

Building a team where performance and culture thrive together is a continuous journey that starts with the right people. For leaders looking to secure top tier talent that will elevate their brand’s standards, professional recruitment expertise can provide the necessary edge in a tight market.

To gain a competitive advantage by hiring leaders who balance operational excellence with positive workplace dynamics, engage with our recruitment specialists to learn more about our commitment to retail growth across the Tasman.

Standing Out In Trans-Tasman Job Market: Why Your Next Employer's Brand Matters

Tue, 07 Apr 2026 05:19:08 GMT

By RWR Group Marketing

In the competitive retail landscapes of Australia and New Zealand, the term employer brand is often discussed in boardroom meetings, yet its true value lies in the hands of the job seeker. An employer brand is essentially a company’s reputation as a place to work.

For candidates navigating the current market, identifying a business with a strong, authentic brand is the secret to finding a role that offers more than just a pay cheque.

A retail business with a positive employer brand prioritises culture, career progression and employee wellbeing. As the industry evolves across the Tasman, candidates are increasingly looking for employers who align with their personal values and offer a clear path for professional growth.

Identifying a Workplace That Values Its People

When researching potential employers in Australia or New Zealand, look beyond the glossy marketing. A truly high quality employer brand is visible through the longevity of their staff and the way they celebrate team achievements.

Companies that invest in their brand are typically more committed to providing comprehensive training and a supportive environment. This is particularly relevant in the local market where a business’s reputation can be easily verified through industry networks and peer reviews.

3 Ways to Evaluate a Company’s Reputation

Review the Digital Footprint: Look at the company’s social media and LinkedIn presence. Authentic brands will share stories about their employees, community initiatives and internal milestones rather than just job advertisements.

Assess the Recruitment Experience: The way a company treats you during the hiring process is a direct reflection of their employer brand. Clear communication and respect for your time are indicators of a healthy workplace culture.

Observe the In Store Environment: Visit a physical store location as a customer. The energy of the team and the way staff interact with each other often provides the most honest glimpse into the internal brand.

Essential Elements of a Top Tier Retail Employer

Before committing to a new role, use this guide to ensure the company meets the standards of a modern retail employer:

☐ Clear Commitment to Diversity: Does the workforce reflect the diverse community of Australia or New Zealand?

☐ Visible Career Pathways: Are there documented examples of internal promotions and leadership development?

☐ Employee Value Proposition: Does the company offer benefits that actually matter to you, such as flexible scheduling or wellness programmes?

☐ Work Life Balance: Is there a genuine respect for boundaries and time away from the shop floor?

Taking Ownership of Your Career Search

To find the right fit, you must be proactive in your assessment. Start by updating your own professional profile to reflect the types of brands you want to attract. Secondly, prepare specific questions for your interview that target the company’s culture and their long-term vision for their team.

Connecting With Purpose Driven Retailers

Finding a business that lives up to its promises requires a strategic approach to job seeking. If you are ready to find an employer that values your contribution and offers a culture you can thrive in, it is time to partner with experts who understand the local retail landscape.

Visit our Find Work page to discover opportunities with the leading retail brands across Australia and New Zealand and take the next step in your career journey today.

When the Hire Matters Most

Thu, 19 Mar 2026 07:19:29 GMT

By RWR Group Marketing

The retail industry across Australia and New Zealand continues to operate in a high-pressure, fast-moving environment. Consumer expectations are rising, competition is fierce and businesses are constantly balancing cost, performance and customer experience.

In this landscape, every hire matters, but at critical moments, making the right hire can make all the difference.

The High-Stakes Moments in Retail Hiring

Retail doesn’t always allow for perfect timing, so hiring decisions are often made under pressure.

This can include replacing a store manager unexpectedly, building a team for a new store opening or preparing for peak trade periods.

These are the moments where businesses feel the urgency most.

The instinct is to move quickly, fill the gap and keep operations running. But these are also the moments where the impact of getting it wrong is amplified.

A rushed hire in a frontline role might affect day-to-day operations. But a mis-hire in a leadership position can influence team performance, culture and commercial results.

The Cost of Getting It Wrong

In today’s retail environment, the cost of a poor hiring decision goes beyond recruitment fees or time lost.

It shows up in team disengagement, inconsistent customer experiences and missed sales opportunities. It puts additional pressure on already stretched teams and often leads to a cycle of re-hiring that slows the business down.

This year, where margins are tighter and expectations are higher, businesses can’t afford that kind of disruption.

That’s why the moments that feel most urgent are often the ones that require the most clarity and discipline.

What Matters Most Right Now

The most successful retail businesses we’re working with today are taking a more considered approach when it matters most. They’re asking better questions before they hire:

What does success actually look like in this role?

What kind of leadership or skill set will elevate the team?

How will this person impact the customer experience?

There’s also a stronger focus on alignment. Ensuring that internal stakeholders are clear on expectations before the process begins helps avoid delays, confusion and compromised decisions later.

In a competitive talent market, clarity isn’t a luxury. It’s a necessity.

The Candidate Perspective

It’s also important to recognise that candidates this year have options. Strong retail professionals are selective about where they go, and they’re looking for more than just a job.

They want clear expectations, strong leadership and a business they can grow with.

When hiring processes feel rushed or unclear, top candidates disengage. But when businesses are clear, structured and intentional, they stand out for the right reasons.

Getting It Right When It Counts

At Retailworld Resourcing, we understand that not every hire carries the same weight, but the ones that do can shape the direction of a business.

Whether it’s a critical leadership role or a key hire at the store level, these moments deserve a more focused and strategic approach.

Because when the hire matters most, speed isn’t the priority.

When the hire matters most, speed isn’t the priority. What counts is making the decision that will still be the right one six months down the line.

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.

Leadership Starts With You: Why Your Health Is Your Responsibility

wow@shazamme.com (Default Author) — Mon, 14 Jul 2025 09:40:37 GMT

Let’s be honest. When you're running a team, driving results, showing up for clients, and solving problems before most people finish their first coffee, it’s easy to forget the one person you need to lead first: yourself.

But the truth is, if you’re running on empty, everyone around you feels it. This is your friendly reminder that taking care of your mental and physical health is responsible leadership.

You Can’t Lead Well If You’re Running on Empty

There’s a strange badge of honour in pushing through exhaustion, skipping lunch, or catching up on work at midnight. But burnout doesn’t make you a better leader. It makes you reactive, distracted, and less present for your team.

You don’t need to hit rock bottom to permit yourself to reset. Taking care of yourself is part of the job.

Your Team Feels Your Energy

You might not notice it, but your team does. The mood you bring into the office, the way you handle pressure, and how present you are in meetings all reflect how you’re feeling inside.

Leaders who are well-rested, mentally clear, and physically energised create environments that are calmer, more productive, and more human.

Wellness as a Leadership Strategy

Think of your well-being as a core part of your leadership toolkit. Your ability to make good decisions, regulate stress, show up with empathy, and motivate others all hinge on your personal health.

Some of the best leaders are the ones with clarity, energy, and emotional stability. That comes from proper rest, good fuel, movement, support, and boundaries.

You don’t have to become a wellness influencer overnight, but small shifts compound over time.

Nobody Else Can Do This For You

You delegate. You lead. You lift others. But here’s the kicker: no one can take care of your well-being for you.

Yes, workplaces can and should support wellness. But ultimately, the responsibility sits with you, and that’s empowering because you get to choose what your baseline looks like.

Wellbeing Is Part of the Job Description

If you’ve been waiting for permission to put your health first, here it is. Because when leaders take proactive care of themselves, everyone benefits.

You don’t have to overhaul your life. Just start.

Take a breath. Drink some water. Move your body. Call a friend. Go to bed earlier.

Then do it again tomorrow.

The Shift in Hiring Dynamics: Why Brands Need to Rethink Their Approach to Recruitment Agencies

wow@shazamme.com (Default Author) — Tue, 20 May 2025 03:16:20 GMT

The way companies engage with recruitment agencies is outdated—and it's costing them top talent.

For years, many businesses have viewed recruitment agencies through a narrow lens—either as a necessary cost when internal hiring efforts fail or as a transactional service provider. Some have even operated under the outdated belief that agencies are expendable, treating them as secondary participants in the hiring process. But the landscape has changed. The power dynamics in recruitment have shifted, and agencies now hold more influence than ever before. Companies that fail to recognise this shift and continue to dismiss agencies as mere vendors risk damaging their employer brand, limiting their talent pool, and ultimately losing out on top candidates.

Recruiters Are at the Centre of the Talent Ecosystem

Recruitment agencies are no longer just about filling jobs. We sit at the very centre of the hiring ecosystem, constantly engaging with talent, market trends, and employer brands. We are:

Market specialists
Career advisers
Employer brand ambassadors
Talent strategists

Our relationships with candidates start long before they actively look for a role. The best talent isn’t sitting on job boards—they are building careers, and we are the ones guiding them. Recruiters have deep, long-standing relationships that give us real influence over where talent chooses to go next.

Even when a company is hiring directly, candidates will often consult with their recruiter before making a decision. They want to know:

What is the company’s reputation?
Do they have a high turnover?
How do they treat employees?
Is it worth making the move?

Recruitment agencies hold immense influence over hiring decisions, even in situations where they are not directly involved in the process. The way businesses engage with agencies determines how they are positioned in these critical conversations.

If a company has a strong, collaborative relationship with an agency, recruiters will naturally advocate for them—recommending them as an employer of choice, reinforcing positive aspects of their brand, and encouraging top candidates to seriously consider their roles. On the flip side, if a company dismisses, ignores, or mistreats agencies? That same agency is just as likely to steer candidates away.

Agencies Have More Reach Than Internal Hiring Teams

One of the biggest misconceptions is that internal recruitment teams have the same reach as agencies. The reality is, they don’t—because they can’t.

Recruitment agencies are built for volume. Our teams are significantly larger than most internal TA functions, and we speak to thousands of candidates every single week across a variety of industries, skill levels, and geographies.

This benefits companies in two ways:
We can find talent faster. The best candidates are already in our networks, meaning we can deliver top-tier talent before a company’s job ad has even gained traction.
We amplify employer brands. With our far-reaching networks, the businesses we work with get significant visibility among active and passive job seekers. Every interaction we have is a chance to promote a brand in the talent market.

A company’s employer brand isn’t just shaped by Glassdoor reviews or career sites. It’s built through daily conversations happening between recruiters and candidates.

Companies that work with agencies get the benefit of positive reinforcement in those conversations. Companies that dismiss agencies risk the opposite—being left out of the talent conversation entirely.

It’s Not Just About Hiring—It’s About Market Intelligence

A strong relationship with recruiters doesn’t just give companies access to candidates—it gives them access to real-time market intelligence that can shape hiring strategy.

Recruiters are constantly gathering insights on:

Salary expectations and trends – are you offering competitive pay?
Competitor hiring activity – where is your talent being poached?
Candidate sentiment – how is your company perceived in the market?
Hiring challenges – why are some roles taking longer to fill than others?

This data is invaluable, yet many companies miss out on it because they only engage recruiters on a transactional basis. Even businesses that don’t have a recruitment budget should be fostering strong relationships with agencies to gain these insights for free.

Specialist Agencies = Less Competition for Your Talent

A decade ago, recruitment agencies were largely generalists, meaning they sourced candidates across multiple industries. That meant whether or not a company worked with an agency didn’t impact their risk of losing talent—recruiters were sourcing from everywhere.
That’s no longer the case. Today, most agencies specialise in specific industries, building deep talent pools within niche markets.

What does this mean for employers?
If a company builds a strong relationship with a sector specialist recruiter, they are far less likely to lose their talent to competitors via that agency.
If a company burns bridges with an agency, that same agency is far more likely to approach their top talent for competing brands.

Companies need to understand that how they engage with agencies directly impacts their ability to retain staff. No business can afford to become a top-of-mind sourcing ground simply because of poor treatment of agencies leading to a damaged relationship.

Agencies Are Also Your Customers

Another overlooked reality: Recruiters are not just vendors—we are also your customers.

Recruitment agencies are run by business professionals who make decisions just like any other healthcare consumer. Engaging agencies with respect and collaboration doesn’t just strengthen your workforce. It creates advocates who can positively influence consumer choices across the retail industry .On the other hand, neglecting these relationships can risk damaging trust and credibility within professional and customer networks alike.

The Power Dynamic Has Shifted—Are You Keeping Up?

The days of companies holding all the power over recruitment agencies are gone. Agencies now have more reach, more influence, and more industry intelligence than ever before.

The smartest brands recognise this and engage with recruiters as true partners—whether they use them for placements or not. They build relationships, share insights, and collaborate in ways that strengthen their employer brand and hiring success. The ones that don’t? They put themselves at risk. Because in today’s market, no employer can afford to alienate the very people who control the narrative around where talent should go next.

Do you agree that agencies hold more power in today’s hiring landscape?

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 retail industry, 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/

The True Cost of Unfilled Roles

wow@shazamme.com (Default Author) — Tue, 20 May 2025 02:56:16 GMT

Happy New Year and Welcome to 2025!

A warm welcome to the new year! As we step into the new year, it's a great time to reflect on the opportunities ahead. The beautiful summer weather we've been enjoying is the perfect backdrop for setting goals and planning for success. For retail, the coming year presents both exciting challenges and opportunities to improve operations and enhance customer satisfaction.

Time significantly impacts your success and efficiency. An unfilled position can result in understaffing, increased pressure on your team and creating a ripple effect that negatively impacts customer satisfaction. The reality is that sourcing and interviewing candidates can take up to four weeks, and the process doesn’t end there. If the right fit isn't found and a recruitment agency becomes necessary, that timeline can easily extend another four weeks. Add in a standard notice period, and soon you’re facing a staggering 12-week gap that could seriously affect your operations and profitability.

Have you considered the cost of this extended vacancy period?

Why Quality Staffing is Key

Now more than ever, quality staffing is essential for success. Your employees are at the heart of your business, directly influencing customer satisfaction, brand loyalty and operational efficiency. As leaders in the retail sector ourselves, we recognise that offering quality over quantity in staffing is vital for meeting and exceeding our clients’ high expectations while securing their loyalty.

Our Expertise Makes the Difference

At Retailworld, we understand the importance of getting the right people in the right roles. Our expertise in efficient recruitment strategies allows us to connect you with top-tier candidates actively seeking new opportunities. By partnering with us early in the hiring process, we can significantly reduce the typical 8-12 week recruitment period, getting the right fit for your business in just 23 days on average.

Our tailored approach ensures a quick, seamless transition, minimising disruption to your team and customer experience. By reducing internal costs associated with vacancies, we help you stay competitive and focused on delivering exceptional service.

Let’s Accelerate Your Hiring Process in 2025!

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

Evaluating your current job benefits against the new market standards

wow@shazamme.com (Default Author) — Tue, 20 May 2025 01:30:49 GMT

Have you ever wondered what it would be like to work for another company in a similar field? You’re not alone. A lot of retail workers wonder what their current job would look like in a different company. You might have been in the same place for years, maybe even decades. This means it is hard to know if you’re receiving the job benefits that are now considered common. In a time of record-low unemployment, employers are on the hunt for great talent and are willing to offer great career progression and competitive benefits packages.

It’s a great time to re-evaluate what your current position offers and whether your skills would be better appreciated elsewhere. Have a proper think about how you feel about your current job. What flexibility does the role offer? Is there an opportunity for growth and learning? What is the culture like? What are the benefits of my current position?

Then consider the rest of the market, this may take some time, however, we’ve included some good thinking points to get you started. How does this job compare to other jobs in my field? Is the salary competitive and fair compared to that of similar positions in my industry? What other benefits are becoming commonplace in the market?

Often people feel as if they are at a crossroads; they have to decide if they want to stay on this path or take the next step in their career. There is no right or wrong answer to this question. Some say that if it isn't broken, don't fix it, but even if your current job is getting you by, there may be an opportunity for you out there that would be better suited for you and your career progression.

The first thing to consider when making this decision is where you’re at in your career. If you know exactly what you want, feel on track to achieve your goals and are happy with where you are, then stick with it! However, if you have been working at the same company for more than two years and haven't been offered any advancement or benefit opportunities, leaving you feeling undervalued and unappreciated then it might be time to look elsewhere.

If your current position isn't meeting your expectations and you're considering a new opportunity, you may be tempted to act based on the salary being offered and then decide whether or not it's worth leaving your current job. However, it's important to keep in mind that salary is only one aspect of any job offer. Other factors such as benefits, location, commute and hours can also play an important role in making a decision about whether or not to take a new job.

Networking with colleagues and friends from different companies is a great way to find out what they do, how they work, and most importantly, what their salaries and benefits are. This will give you a sense of the market standard and help you determine if your remuneration stacks up. For an in-depth look at the current market and what's on offer, a recruiter can be a great resource. Recruiters are completely free for job seekers and have a wealth of information. Retailworld partners with a wide range of retail providers across all sectors, we pride ourselves on our industry knowledge and relationships. We understand the importance of aligning each individual's skillset and circumstances to a job opportunity that will ensure a successful & fulfilling employment relationship for all involved.

If you currently feel undervalued in your role and don't see yourself receiving the benefits others are receiving anytime soon, it might be time to look for something new. There are no hard and fast rules here, but if your current job is leaving you without the benefits you deserve, then it doesn't make sense to stay put when there is an abundance of opportunities out there that are willing to offer much more, and could feel like home from day one!

On the other hand: what if staying feels good? If your current job has everything going for it (great location; good salary; fabulous benefits) but only lacks some things which could easily be remedied with some tweaks here or there? This situation might call for an honest conversation with senior management. In times of staffing shortages and record-low unemployment, you, the employee, have the upper hand.

Before making a big decision, take a step back and look at the bigger picture. Don't be afraid to ask for help from someone who knows more than you do about the topic (like a recruiter!). If you’re feeling unhappy or dissatisfied with your role, it might be time to look at other opportunities within or outside of your industry. There is such a wide range of benefits on offer to entice new employees. If you’re interested in more advice on whether to stay or leave your current job we’re here to help. Simply message one of our recruiters in your area for free, no-obligation advice!

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 prefered 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 RWR Health 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 RWR Health'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, RWR Health 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.

Struggling to secure top talent for your team?

wow@shazamme.com (Default Author) — Tue, 20 May 2025 01:09:15 GMT

Are you having difficulties securing the perfect new addition to your team? Or have you found the perfect candidate only to have them change their mind and back out before the start date?

The retail industry already faces widespread talent gaps and shortages, now more frequently we are noticing that talent are reluctant to change jobs for a range of reasons. At present this is predominantly due to living in such uncertain times, and candidates are prioritising job security and stability over their long-term career aspirations.

What can you as an employer do to overcome this issue and attract top talent to join you within the health industry?

Employer Brand - Whether candidates are graduates or experienced professionals, it’s common practice to research a potential employer before they apply for a job or before they accept a job offer. To help increase the number of applicants for an open vacancy, providers need to ensure their employer brand is positive and accurately reflects their business. Because of how competitive the current health market has become, we have found companies are attracting top candidates by the employee experience and perks they provide. Attracting candidates doesn’t always have to be monetary, you might consider incentives such as good work hours, fun company culture such as a social club or other creative perks, this way if your candidate is in a position with two offers equally desirable, you’re able to stand out from your competitors.

Communication - Keep the line of communication open, ensure you have clear policies and procedures that the applicant is aware of and provide regular updates and feedback at each stage of recruiting your vacancy. It’s crucial to ask if the candidate has any concerns or reservations through every step of the process, as you don’t want to get to the offer stage only to have your desired candidate decline because they are having second thoughts or don't feel confident in accepting the offer. Changing jobs at any given time is a huge step let alone during a worldwide pandemic!

Provide learning & development opportunities - To ensure you are able to keep your best talent you need to have a plan in place for retaining them. Healthcare specialists welcome ongoing progression and development that will diversify their skillset. The opportunity to learn is one of the most important motivators for a candidate when exploring career opportunities .

Offer a wellness program - Everyone knows of the pressures within the healthcare environment, so you may want to consider a program that helps your employees manage stress. For example, you may have a massage chair set up in the break room so your employees can take a 10 minute time out and relieve some tension, or see if any local community gym's or yoga studios offer discounted rates for healthcare professionals.

High turnover and job dissatisfaction within the healthcare industry can be avoided. A great employer brand, smooth recruitment process and a positive working environment and culture will ensure you attract and retain top talent within your team leaving you to focus on the job at hand, providing quality healthcare to New Zealanders.

If you’d like to chat with our Agency leaders about how they can help you with your employer brand, recruitment process or anything we’ve covered in this blog, send us an email to info@retailworldresourcing.com