Linq HR - HR, Employee Relations and HR Tech Insights #ProgressionLinq HR - HR, Employee Relations and HR Tech Insights #Progressionhttps://www.linqhr.com/blogs/tag/progressionSun, 08 Nov 2026 10:41:30 +1100http://zoho.com/sites/<![CDATA[Navigating AI’s Impact: Guidance for Entry Level Employees and Graduates in Australia]]>https://www.linqhr.com/blogs/post/navigating-ai-s-impact-guidance-for-entry-level-employees-and-graduates-in-australiaHow AI is reshaping entry-level roles in Australian manufacturing, logistics and engineering: six practical tips plus 2026 Jobs and Skills Australia data.]]>

Why the concern matters - and how it looks in Australia

In brief: AI is reducing demand for some entry-level roles in administration, data entry and client support, and reshaping junior positions in Australian manufacturing, supply chain and engineering while growing demand for AI-literate technicians, data-enabled supervisors and engineers who can model complex systems. Automation shifts expectations rather than eliminating work, so graduates should build complementary skills, develop AI fluency, pursue apprenticeships and learn to supervise AI. Employers should keep investing in graduate pipelines and AI skilling to avoid long-term capability gaps.

While many entry-level roles in administration, data entry and client support are expected to decline (Jobs and Skills Australia, 2025), Australia’s supply chain, manufacturing and engineering sectors are undergoing an AI-enabled transformation that brings both disruption and opportunity.

Manufacturing

AI is enabling predictive maintenance, smart scheduling, and robotic process automation on factory floors.
This reduces demand for repetitive or entry-level coordination roles, such as basic production schedulers or junior quality officers.
However, demand is increasing for AI-literate technicians, data-enabled supervisors, and those who can interface between machine data and production systems.

Supply Chain & Logistics

AI and machine learning are used in route optimisation, inventory forecasting, and automated warehousing.
Entry-level roles in logistics planning, stock control, and customer service are being reshaped or replaced.
Yet roles that combine human insight with AI oversight, such as data-augmented logistics coordinators or systems support for AI-enabled supply platforms are growing.

Engineering

Traditional CAD work and basic simulation analysis are increasingly automated by AI tools.
Junior engineers once responsible for repetitive calculations or drafting may see those tasks reduced.

However, engineers who can leverage AI to model complex systems, test failure scenarios, or optimise designs using generative tools will be in strong demand.

The common thread

In all three sectors, automation is not eliminating work but shifting expectations. The entry pathway is no longer routine tasks, it’s often working alongside AI systems from day one.
Update (November 2026): Australia’s official evidence has since caught up with the anxiety that mid-2025 reporting captured (Whitson, 2025; Zahn, 2025). Jobs and Skills Australia’s generative AI capacity study concluded that AI has ‘a greater capacity to augment work than automate work’, found no evidence yet of widespread displacement of entry-level jobs, but warned the technology sector ‘may be among the first to restructure its entry-level intake’ and recommended that entry-level role numbers ‘should continue to be monitored closely’ (Jobs and Skills Australia, 2025; Williams, 2025a; 2025b). The graduate labour market has nonetheless tightened: the youth unemployment rate was 11.1% in September 2026 against an overall rate of 4.7% (Australian Bureau of Statistics, 2026a), while the undergraduate full-time employment rate in the 2025 Graduate Outcomes Survey was 75.4% (QILT, 2025). Employers are feeling it from the other side: 72% of Australian CEOs now expect access to skills to be a greater barrier to growth than access to capital, yet only 18% are using productivity gains to fund reskilling (EY, 2026).

Practical Tips to Adapt and Thrive

1. Focus on AI-complementary skills (problem solving, collaboration, adaptability). 
AI handles repetition; humans are needed for judgement and escalation. 
Engineering: Problem solving in unforeseen system faults 
Manufacturing: Continuous improvement teams
Supply Chain: Human judgement on high-risk routing

2. Build AI fluency and technical certifications
AI-literate workers are increasingly sought after: research on job advertisements suggests AI adoption raises demand for complementary human skills (Mäkelä et al., 2024), and 72% of Australian CEOs expect access to skills to become a greater barrier to growth than access to capital (EY, 2026).
Manufacturing: Learn SCADA analytics, IoT platforms
Engineering: CAD with AI simulation tools (e.g. Fusion 360)
Supply Chain: Familiarity with WMS or ERP AI modules

3. Pursue work-based training and apprenticeships
Vocational pathways remain important in Australia, especially in tech-driven trades.
Apprenticeships in mechatronics, AI-integrated maintenance, or logistics systems support are viable alternatives to traditional degrees.

4. Volunteer or project work in AI-aligned initiatives
Employers value initiative and evidence of practical experience.
University AI clubs, hackathons, or industry challenges help demonstrate readiness.

5. Cultivate a human–AI collaboration mindset
The future workforce will be hybrid.
Don’t aim to outpace AI, learn to supervise it: e.g. knowing when to override an automated decision in logistics or adjust AI-driven forecasts.

6. Target growth areas within your sector
Some entry points are narrowing, others expanding.
Manufacturing: Smart factories
Engineering: Generative design, robotics
Supply Chain: Digital twins, AI-supported sourcing

Opportunities Ahead

For Australia’s future workforce, especially in core sectors like manufacturing, supply chain and engineering, AI is not simply a threat, it’s a new tool that demands a new kind of readiness. Entry-level employees who embrace adaptability, develop AI-compatible technical skills, and contribute to human–AI team environments will be well placed.

Employers, for their part, must continue investing in graduate pipelines, apprenticeships, and AI skilling programs to avoid long-term capability gaps.

For today’s students and early-career professionals: don’t fear the bots, learn to guide them.

Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.


Further reading:Steps to introduce AI into the workplace and Manufacturing remains human-centred.


References

Australian Bureau of Statistics (2026a) Labour Force, Australia, September 2026. 15 October. Canberra: ABS. Available at: https://www.abs.gov.au/statistics/labour/employment-and-unemployment/labour-force-australia/sep-2026 (Accessed: 6 November 2026).

EY (2026) Geopolitical concerns ease for Australian CEOs as AI value and skills gaps come into focus. Media release, 8 October. Sydney: Ernst & Young Australia. Available at: https://www.ey.com/en_au/newsroom/2026/09/geopolitical-concerns-ease-for-australian-ceos-as-ai-value-and-skills-gaps-come-into-focus (Accessed: 6 November 2026).

Jobs and Skills Australia (2025) Our Gen AI Transition: Implications for Work and Skills. Canberra: Jobs and Skills Australia. Available at: https://www.jobsandskills.gov.au/publications/generative-ai-capacity-study-report (Accessed: 6 November 2026).

Mäkelä, E., Bone, M., Sehrer, M., Nanji, F. and Stephany, F. (2024) ‘Complement or substitute? How AI increases the demand for human skills’, arXiv:2412.19754 [preprint]. Available at: https://arxiv.org/abs/2412.19754 (Accessed: 6 November 2026).

QILT (2025) 2025 Graduate Outcomes Survey: National Report. Melbourne: Social Research Centre. Available at: https://www.qilt.edu.au/surveys/graduate-outcomes-survey-(gos) (Accessed: 6 November 2026).

Whitson, R. (2025) ‘AI threatens entry-level jobs as university grads struggle to get hired’, ABC News, 21 June. Available at: https://www.abc.net.au/news/2025-06-21/ai-job-fears-accelerate-white-collar-grad-roles-threatened/105440772 (Accessed: 6 November 2026).

Williams, T. (2025a) ‘Aussie jobs most vulnerable to AI outlined in govt study’, Information Age, 20 August. Available at: https://ia.acs.org.au/article/2025/aussie-jobs-most-vulnerable-to-ai-outlined-in-govt-study.html (Accessed: 6 November 2026).

Williams, T. (2025b) ‘“We hire fewer entry-level engineers”: Aussie firms on AI impact’, Information Age, 15 September. Available at: https://ia.acs.org.au/article/2025/-we-hire-fewer-entry-level-engineers---aussie-firms-on-ai-impact.html (Accessed: 6 November 2026).

Zahn, M. (2025) ‘AI risks “broken” career ladder for college graduates, some experts say’, ABC News (US), 6 June. Available at: https://www.goodmorningamerica.com/amp/news/story/ai-risks-broken-career-ladder-college-graduates-experts-122527744 (Accessed: 6 November 2026).


]]>Mon, 28 Jul 2025 12:50:00 +1000<![CDATA[The Future of HR Roles in Australia in a Complex New Era]]>https://www.linqhr.com/blogs/post/the-future-of-hr-roles-in-australia-adapting-to-a-complex-new-eraHow HR roles in Australia are changing in 2025: AI adoption, employee relations compliance, skills gaps, flexible work, leadership and data driven decisions.]]>

In brief: HR roles in Australia are being reshaped by AI adoption, more complex workplace law and stronger enforcement, skills gaps and changing employee expectations. According to PerformHR (2025), 72% of HR leaders named AI adoption a key focus for 2025, while AHRI (2025a) reports nearly 20% of workers may lack proficiency in their current roles. HR professionals will need both technical employee relations knowledge and strategic workforce capability, supported by workforce analytics.

As we move through 2025, Human Resources (HR) professionals in Australia are facing a dynamic environment marked by rapid technological advancement, changing workforce expectations, and increasingly complex regulatory demands. 

These shifts are once again redefining the HR function, with growing emphasis on strategic leadership, adaptability, and data driven decision making.

The Rise of Artificial Intelligence

Artificial Intelligence (AI) is reshaping core HR practices such as recruitment, onboarding, and employee engagement. In fact, 72% of HR leaders have named AI adoption as a key focus in 2025 (PerformHR, 2025). However, while automation enhances operational efficiency, HR must maintain the human centric approach essential for building trust and engagement within teams.

Employee Relations: A Strategic Priority

The resurgence of Employee Relations (ER) as a critical HR capability is being driven by increasingly complex workplace legislation and greater enforcement activity. The Fair Work Ombudsman and the Australian Government have introduced tougher penalties for wage underpayments and non-compliance, especially for large organisations (Fair Work Ombudsman, 2025). As a result, HR leaders are expected to demonstrate higher levels of ER expertise to navigate enterprise agreements, manage disputes, and proactively address risks associated with workplace relations.

Tackling the Skills Gap and Workforce Planning

Australia faces a pronounced skills mismatch, with nearly 20% of workers reportedly lacking proficiency in their current roles (AHRI, 2025a). HR’s response is a shift towards long term workforce planning, focusing on internal development through upskilling and reskilling programs to close capability gaps and secure future talent pipelines (People2People, 2025).

Flexible Work and Evolving Expectations

Hybrid and flexible work arrangements are now well established across many sectors. However, employees are increasingly seeking more than just flexibility and they want autonomy, meaningful work, and personalised benefits. A recent report revealed that 78% of Australians would trade traditional perks for more freedom in how they work (News.com.au, 2025). HR professionals are evolving employee value propositions to align with these changing expectations while maintaining team performance and cohesion.

Leadership Development and DEI Integration

Leadership capability has emerged as a major organisational priority. Gartner (2025) ranks manager and leader effectiveness among the top HR concerns globally. Meanwhile, Diversity, Equity and Inclusion (DEI) initiatives are progressing beyond compliance to become integrated into business culture and decision making, reinforcing HR’s role in shaping inclusive workplaces (Catalina Consultants, 2025).

A Data Driven Future

With the advancement of workforce analytics, HR professionals are leveraging data to make evidence based decisions across recruitment, retention, and performance management. This analytical shift enables strategic alignment between people and business goals.

HR in Australia is at a pivotal moment. With increased compliance complexity, talent shortages, and rapidly shifting expectations, HR professionals must master both technical ER knowledge and strategic workforce capability. By embracing AI, investing in people, and championing culture, HR will remain a vital driver of sustainable organisational success.

Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.



AHRI. (2025b). Hybrid and flexible working practices: Research report. Australian HR Institute. Available at: https://www.ahri.com.au/resources/hr-research/hybrid-and-flexible-working-practices-2025
Catalina Consultants. (2025). HR trends in 2025. Available at: https://catalinaconsultants.com.au/hr-trends-in-2025
Gartner. (2025). Top priorities for HR leaders in 2025. Available at: https://www.gartner.com/en/human-resources/trends/top-priorities-for-hr-leaders
AHRI. (2025a). Employers say 20 per cent of workers are not proficient in their roles, finds AHRI research. Australian HR Institute. Available at: https://www.ahri.com.au/articles/20-per-cent-workers-are-not-proficient-skills-gap-ahri-research
People2People. (2025). The future of HR in 2025: Key trends shaping the workforce. Available at: https://www.people2people.com.au/blog/the-future-of-hr-in-2025-key-trends-shaping-the-workforce
PerformHR. (2025). Top HR trends to watch in 2025: Insights from industry leaders. Available at: https://performhr.com.au/top-hr-trends-to-watch-in-2025-insights-from-industry-leaders

]]>Mon, 30 Jun 2025 11:13:18 +1000<![CDATA[The Role of Emotional Intelligence in the Job Application Process]]>https://www.linqhr.com/blogs/post/the-role-of-emotional-intelligence-in-the-job-application-processEmotional intelligence influences hiring decisions. Learn how job applicants can show EQ in resumes and interviews, and why employers value it.]]>

In brief: Emotional intelligence (EQ) is the ability to perceive, understand, manage and regulate one's own and others' emotions, encompassing self-awareness, empathy, adaptability and social skills (Goleman, 1995). It differentiates equally qualified candidates, as EQ accounts for 58% of performance in all types of jobs and 90% of top performers have high EQ, according to Bradberry and Greaves (2009). Candidates can demonstrate it in behavioural interviews and cover letters, but EQ complements rather than replaces the right skills and experience.

In an ongoingly competitive labour market, technical skills and experience alone are no longer sufficient to secure a role, especially in leadership or people facing positions. Emotional Intelligence (EQ) has emerged as a critical factor in recruitment decisions, often serving as a differentiator between equally qualified candidates.

What is emotional intelligence?

Emotional Intelligence refers to the ability to perceive, understand, manage, and regulate emotions, both one’s own and those of others. It includes competencies such as self awareness, empathy, adaptability, and social skills (Goleman, 1995).

Why EQ Matters in Hiring

Recruiters and employers recognise that candidates with high EQ typically communicate more effectively, potentially handle stress better, and collaborate more efficiently. This is especially valuable in roles involving teamwork, stakeholder engagement, or leadership responsibilities.

According to TalentSmart’s own testing data, EQ accounts for 58% of performance in all types of jobs and 90% of top performers have high emotional intelligence (Bradberry and Greaves, 2009). A meta-analysis of peer-reviewed studies also found that emotional intelligence predicts job performance (O’Boyle et al., 2011). While qualifications get candidates through the door, it’s their interpersonal agility that often determines whether they are hired.

EQ in Resumes and Interviews

Increasingly, job applicants are expected to demonstrate soft skills during the application process. This includes:

  • Tailoring responses in behavioural interviews : to show resilience, empathy, and conflict resolution skills.
  • Displaying self awareness in cover letters : reflecting on lessons learned, growth, and communication style.
  • Adapting to situational cues in interviews: adjusting tone, listening actively, and responding with emotional maturity.

Employers can turn to tools such as psychometric assessments and situational judgement tests to assess candidates’ emotional intelligence, particularly for high stakes and people focused roles.

EQ Complements but does not replace Skills and Experience

While EQ is a critical attribute, it is not a substitute for the technical capabilities and professional experience required for a role. Employers still need assurance that a candidate can perform the tasks required and has the qualifications or knowledge to do so. Emotional intelligence enhances a candidate’s ability to apply those skills effectively, particularly in dynamic, people centric environments, but it must be built on a foundation of relevant expertise.

EQ as a Predictor of Long Term Success

High EQ contributes to better workplace relationships, higher engagement, and reduced turnover. A 2023 review of the research found that emotionally intelligent leaders improve team behaviours and business results (Coronado-Maldonado and Benítez-Márquez, 2023).

From a recruitment perspective, this means that selecting candidates with strong emotional competencies not only reduces the risk of a poor cultural fit but also contributes to better organisational outcomes over time.

Final Thoughts

For job seekers, demonstrating emotional intelligence throughout the application process can significantly enhance employability. For employers, prioritising EQ in hiring decisions supports the development of high performing, resilient, and adaptable teams. However, EQ should be viewed as complementary to, not a replacement for, the right skills and experience. In a world where technical skills are teachable, emotional intelligence remains a key trait that sets great employees and leaders apart.

Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.




Bradberry, T. and Greaves, J. (2009) Emotional intelligence 2.0. San Diego: TalentSmart.
Coronado-Maldonado, I. and Benítez-Márquez, M.-D. (2023) ‘Emotional intelligence, leadership, and work teams: a hybrid literature review’, Heliyon, 9(10), e20356. doi:10.1016/j.heliyon.2023.e20356.
Goleman, D. (1995) Emotional intelligence: why it can matter more than IQ. New York: Bantam Books.
O’Boyle, E.H., Humphrey, R.H., Pollack, J.M., Hawver, T.H. and Story, P.A. (2011) ‘The relation between emotional intelligence and job performance: a meta-analysis’, Journal of Organizational Behavior, 32(5), pp. 788–818. doi:10.1002/job.714.
]]>Tue, 24 Jun 2025 13:21:13 +1000<![CDATA[The Future of Australian Manufacturing Jobs: Rebuilding with Private Investment]]>https://www.linqhr.com/blogs/post/the-future-of-australian-manufacturing-jobs-rebuilding-with-private-investmentManufacturing is 5.1% of Australian GDP after major closures. Why private investment, lower energy costs and simpler employment rules must drive new jobs.]]>

In brief: The future of Australian manufacturing jobs depends on private sector investment as the main driver of job creation, alongside government programs such as Future Made in Australia. Manufacturing once supported nearly one in four jobs in the 1960s but now contributes 5.1% to GDP (van Onselen, 2025), and closures at Qenos, Incitec Pivot and Oceania Glass have cost hundreds of jobs. Reversing the decline requires lower energy costs, support linked to private co-investment, better SME access to capital and simpler employment.

Australia’s manufacturing sector has reached a critical juncture. Once a major employer, supporting around one in four jobs in the mid-1960s (ABS, 2001), it now contributes just 5.1% to GDP, with employment steadily declining (van Onselen, 2025).

Recent closures and the jobs lost

Recent closures of major manufacturing employers such as Qenos (plastics), Incitec Pivot (fertilisers), and Oceania Glass (glass) have resulted in the direct loss of hundreds of jobs. Qenos’s 2024 collapse alone affected more than 700 workers across its Botany and Altona sites (Mckenzie, 2024; Hughson, 2024). Incitec Pivot shut its Gibson Island plant because of high and volatile energy costs and is closing fertiliser manufacturing at Geelong, affecting around 70 employees and up to 80 contractors (Marshall, 2024). Oceania Glass’s 2025 collapse cost up to 250 jobs (Smith, 2025; Lucadou-Wells, 2025).

Why manufacturing jobs matter

A growing manufacturing sector not only creates full time roles for skilled trades, engineers, and production workers, but also delivers long term employment and skill development pathways through apprenticeships, cadetships, and technical training programs, particularly benefiting young Australians and regional communities.

Public programs are not enough

While government programs such as Future Made in Australia have helped support strategic industries, Australia cannot rely too heavily on public spending to secure the future of industrial employment. A sustainable approach must focus on encouraging and enabling private sector investment, which is the true engine of job creation.

Reforms to unlock private investment

To reverse the employment decline in manufacturing, Australia needs to focus on:
  • Lowering energy costs to retain energy intensive employers
  • Tying government support to private co-investment and job creation outcomes
  • Improving access to capital for SMEs
  • Aligning migration and training policies with industry skills and labour demand
  • Simplifying employment

A productivity-first agenda

The Federal Government’s Economic Reform Roundtable, held in August 2025, offered a valuable opportunity to refocus industrial policy on supporting business-led employment growth. Productivity reform, not perpetual fiscal stimulus, must drive the next phase of job creation.

Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.


Further reading:How HR can help Australian manufacturing lift productivity and Embracing Industry 4.0: the strategic role of HR.


References

Australian Bureau of Statistics (2001) ‘A century of change in the Australian labour market’, Year Book Australia, 2001 (cat. no. 1301.0). Canberra: ABS. Available at: https://www.abs.gov.au/ausstats/abs@.nsf/previousproducts/1301.0feature%20article142001 (Accessed: 6 November 2026).
Hughson, L. (2024) ‘Qenos in VA, Botany plant shutdown confirmed’, PKN Packaging News, 17 April. Available at: https://www.packagingnews.com.au/latest/qenos-in-va-botany-plant-shutdown-confirmed (Accessed: 6 November 2026).

Lucadou-Wells, C. (2025) ‘Union, SEMMA slam Oceania Glass closure’, Dandenong Star Journal, 28 February. Available at: https://dandenong.starcommunity.com.au/news/2025-02-28/union-semma-slam-oceania-glass-closure/ (Accessed: 6 November 2026).
Marshall, A. (2024) ‘Incitec Pivot insists fertiliser plant closures don’t risk supply security’, Farmonline National, 12 November. Available at: https://www.farmonline.com.au/story/8817462/incitec-pivot-reassures-farmers-despite-factory-closures/ (Accessed: 6 November 2026).

Mckenzie, M. (2024) ‘Chemical maker Qenos sent to administrators with hundreds of jobs in limbo’, The Nightly, 17 April. Available at: https://thenightly.com.au/business/chemical-maker-qenos-sent-to-administrators-with-hundreds-of-jobs-in-limbo-c-14347752 (Accessed: 6 November 2026).
Smith, S. (2025) ‘Australia’s last specialised glass maker to close after failed sale by administrators’, The Nightly, 27 February. Available at: https://thenightly.com.au/business/australias-last-specialised-glass-maker-to-close-after-failed-sale-by-administrators-c-17867487 (Accessed: 6 November 2026).

van Onselen, L. (2025) ‘Why Australian manufacturing has no future’, MacroBusiness, 17 June. Available at: https://www.macrobusiness.com.au/2025/06/why-australian-manufacturing-has-no-future/ (Accessed: 6 November 2026).
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]]>Thu, 19 Jun 2025 12:39:39 +1000<![CDATA[The Importance of Decision Making in Career Advancement]]>https://www.linqhr.com/blogs/post/the-importance-of-decision-making-in-career-advancementWhy decision making under uncertainty gets people promoted, and four ways to build it: critical thinking, risk, emotional intelligence and learning.]]>

In brief: Sound decision making, particularly under uncertainty, is a core competency for career advancement and often distinguishes those who are promoted to senior roles. Effective decision making is central to leadership (Drucker, 1993), people who decide well are seen as potential leaders (Yukl, 2013), and effective leaders decide quickly even with incomplete information (Eisenhardt, 1989). Professionals can build the skill through critical thinking, risk management, emotional intelligence and continuous learning.

The ability to make sound decisions is not merely a desirable trait but a critical competency for those aspiring to climb the professional ladder into senior roles. Decision making, particularly under conditions of uncertainty, is a hallmark of leadership and is often a distinguishing factor in career progression. 

This article explores the significance of decision making in achieving promotions to more senior positions and underscores the necessity of timely decisions, even when complete information is not available.

Decision Making in Professional Growth

Decision making is integral to leadership and management roles. It directly impacts organisational success. Leaders are often required to make strategic choices that align with the company's objectives and drive growth. According to Drucker (1993), effective decision making is synonymous with effective leadership, as it involves selecting the best course of action among various alternatives to achieve desired outcomes.

In the context of career advancement, individuals who demonstrate robust decision making capabilities are more likely to be recognised as potential leaders. This recognition stems from their ability to navigate complex situations, manage risks, and seize opportunities that contribute to the organisation's success (Yukl, 2013). Consequently, professionals who excel in decision making are often considered for promotions to senior roles where these skills are paramount.

The Necessity of Timely Decision Making

One of the challenges in decision making is the need to act swiftly, often with incomplete information. In today's fast-paced business environment, the luxury of having all the data before making a decision is rare. Therefore, the ability to make timely decisions, even amidst uncertainty, is crucial. As noted by Eisenhardt (1989), successful leaders are those who can make decisions quickly and adapt to changing circumstances without being paralysed by the fear of making mistakes.

Timely decision making is essential because it allows organisations to capitalise on opportunities and mitigate potential threats before they escalate. Leaders who can make prompt decisions demonstrate confidence and decisiveness which are qualities highly valued in senior roles. Furthermore, the capacity to make decisions under pressure reflects an individual's resilience and adaptability, further enhancing their suitability for leadership positions (Heifetz & Linsky, 2002).

Developing Decision Making Skills

To improve decision making skills, individuals should focus on several key areas:
1. Critical Thinking: Cultivating the ability to analyse information, evaluate options, and foresee potential outcomes is fundamental to making informed decisions.
2. Risk Management: Understanding and assessing risks enables leaders to make calculated decisions that balance potential rewards with possible downsides.
3. Emotional Intelligence: Recognising and managing emotions, both personal and in others, aids in making rational decisions and maintaining composure under stress.
4. Continuous Learning: Staying informed about industry trends and best practices equips individuals with the knowledge needed to make strategic decisions.

The ability to make sound and timely decisions is indispensable for those seeking to advance into senior roles. Decision making not only influences organisational success but also serves as a key indicator of leadership potential. As the business environment continues to evolve, the demand for adept decision makers will only increase, highlighting the importance of developing this critical skill set.

Linq HR are Australian Employment and Workplace Specialists assisting organisations and employees be their best at work. Ph 1300 234 566.

Drucker, P. F. (1993). Managing for the Future: The 1990s and Beyond. New York: Truman Talley Books.
Eisenhardt, K. M. (1989). Making Fast Strategic Decisions in High-Velocity Environments. Academy of Management Journal, 32(3), 543-576.
Heifetz, R. A., & Linsky, M. (2002). Leadership on the Line: Staying Alive through the Dangers of Leading. Boston: Harvard Business School Press.
Yukl, G. (2013). Leadership in Organizations. 8th ed. Upper Saddle River, NJ: Pearson Education.
]]>Wed, 09 Oct 2024 15:30:00 +1100<![CDATA[Transitioning from CFO to CEO: Essential Skills for Success]]>https://www.linqhr.com/blogs/post/transitioning-from-cfo-to-ceo-essential-skills-for-successFour skills CFOs need to become CEO. In 2025, 21% of CEO appointments at Europe's largest listed companies went to former CFOs (Spencer Stuart).]]>

In brief: Moving from CFO to CEO requires a broader skill set than financial acumen alone. Spencer Stuart data reported by Fortune shows 21% of CEO appointments at Europe's largest listed companies in 2025 went to former CFOs, second only to divisional heads (Birchall, 2026). CFOs preparing for the top role need to develop strategic vision and decision-making, leadership and people management, operational expertise beyond finance, and stakeholder management with investors, boards and external partners.

The journey from Chief Financial Officer (CFO) to Chief Executive Officer (CEO) is a significant career progression that requires a shift in mindset and a broadening of skills. 


While both roles involve leadership and strategic thinking, the transition demands a more comprehensive skill set to effectively navigate the broader responsibilities of a CEO. The pathway is a common one: Spencer Stuart data reported by Fortune shows that 21% of CEO appointments at Europe’s largest listed companies in 2025 went to former CFOs, second only to divisional heads (Birchall, 2026).


Strategic Vision and Decision-Making

A CEO must possess a strong strategic vision, with the ability to set and articulate long-term goals for the organisation. Unlike the CFO role, which is often focused on financial stewardship, the CEO's responsibility extends to ensuring the overall direction of the company aligns with its mission and market opportunities. This requires not only an understanding of financial metrics but also an ability to make decisions that balance short-term pressures with long-term growth (Kotter, 2012). This requires not only providing valuable inputs at Board meetings but making the final decision on directions and standing by outcomes.

Leadership and People Management

Effective leadership is crucial in the CEO role. This includes inspiring and motivating employees, fostering a positive organisational culture, and managing a diverse team of senior executives. CFOs moving into the CEO role must develop their people management skills, including emotional intelligence and communication abilities. These skills are vital for maintaining employee engagement and driving the organisation towards its objectives.

Operational Expertise

While CFOs are experts in finance, a CEO needs to have a holistic understanding of the company's operations. This includes knowledge of the product or service offerings, marketing strategies, supply chain logistics, and customer relations. CFOs aspiring to become CEOs must broaden their operational expertise to ensure they can oversee all aspects of the business effectively (Mintzberg, 2009).

Stakeholder Management

Finally, a CEO must excel in managing relationships with key stakeholders, including investors, board members, and external partners. This requires strong negotiation and communication skills, as well as the ability to build and maintain trust across various groups.

So while financial acumen is critical, CFOs looking to transition to a CEO role must develop a broader set of skills, including strategic vision, leadership, operational expertise, and stakeholder management, to successfully lead an organisation.


Have you ever worked with a CEO who moved into the role from a senior financial background? 


Linq HR are Australian Employment and Workplace Specialists assisting organisations and employees be their best at work. Ph 1300 234 566


Further reading:The Importance of Decision Making in Career Advancement and Why CEOs Are Leaving Sooner.


References

Birchall, S. (2026) ‘“Long gone are the days where we just provided numbers”: The CFO-to-CEO pipeline is growing but does a finance background always make a good leader?’, Fortune, 2 November. Available at: https://fortune.com/2026/11/02/long-gone-are-the-days-where-we-just-provided-numbers-the-cfo-to-ceo-pipeline-is-growing-but-does-a-finance-background-always-make-a-good-leader/ (Accessed: 5 November 2026).

Kotter, J.P., 2012. Leading change. Harvard Business Review Press.
Mintzberg, H., 2009. Managing. Berrett-Koehler Publishers.


]]>Wed, 04 Sep 2024 16:36:30 +1000<![CDATA[How HR Can Impact an Organisation's Customer Service Levels]]>https://www.linqhr.com/blogs/post/how-hr-can-impact-an-organisation-s-customer-service-levelsHow HR improves customer service levels: talent selection, training, talent management, engagement and performance management, with the research behind each.]]>

In brief: HR impacts an organisation's customer service levels by shaping the quality, motivation and engagement of its workforce. Five areas matter: selecting talent that fits customer service values, ongoing training in soft skills such as communication and emotional intelligence, retaining top performers through talent management, engaging employees through recognition and work-life balance, and performance management with clear standards and coaching. Together these build a workforce that is both capable and committed.

Human Resources / People (HRP) play a pivotal role in shaping an organisation's customer service levels, as it directly influences the quality, motivation, and engagement of the workforce. 

When HR practices are strategically aligned with customer service goals, organisations can achieve higher customer satisfaction, which often translates to stronger business performance.

1. Talent Selection

HRP ensures that the right individuals are hired into the right roles. By developing clear job descriptions and using targeted recruitment strategies, HRP can attract candidates who not only have the necessary skills but also embody the organisation's customer service ethos -  regardless of where they work in the organisation. This alignment from the start ensures that new hires are better equipped to meet customer needs (Huselid, 1995).

2. Training and Development

Ongoing training is essential for maintaining high levels of customer service. HRP is responsible for implementing training programs that develop employees' soft skills, such as communication, problem-solving, and emotional intelligence. These programs ensure that staff are prepared to handle customer interactions effectively and with empathy, leading to better customer experiences (Schneider & Bowen, 1995).

3. Talent Management

Talent management is crucial in ensuring that the organisation retains top performers who are pivotal to delivering excellent customer service. HRP's role in identifying, developing, and retaining high-potential employees ensures that the organisation has a consistent pipeline of skilled individuals ready to step into key roles. Effective talent management strategies, such as succession planning and leadership development, contribute to a stable and knowledgeable workforce, directly impacting customer service quality (Collings & Mellahi, 2009).

4. Employee Engagement

Engaged employees are more likely to provide exceptional customer service. HRP can foster engagement through initiatives that promote a positive work environment, such as recognising and rewarding excellent performance, providing opportunities for growth, and ensuring work-life balance. When employees feel valued, they are more likely to go the extra mile for customers (Harter, Schmidt & Hayes, 2002).

5. Performance Management

HR's role in performance management also impacts customer service. By setting clear performance standards and regularly assessing employees against these benchmarks, HRP along with the organisation's leaders ensures that customer service levels are maintained and improved over time. Constructive feedback and coaching further empower employees to enhance their service delivery (Aguinis, 2013).

In conclusion, HRP is integral to driving customer service excellence. By focusing on talent selection, training, talent management, engagement, and performance management, HRP helps create a workforce that is not only capable but also committed to delivering outstanding customer experiences.

Linq HR are Australian Employment and Workplace Specialists assisting organisations and employees be their best at work. Ph 1300 234 566.

Further reading:Does a High Performance Culture Lead to Higher Performing Employees? and Identifying Workplace Training Needs.


References

Aguinis, H. (2013). Performance management (3rd ed.). Pearson Education Limited.
Collings, D.G. & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304-313.
Harter, J.K., Schmidt, F.L. & Hayes, T.L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268–279.
Schneider, B. & Bowen, D.E. (1995). Winning the service game. Harvard Business School Press.

]]>Thu, 15 Aug 2024 12:45:44 +1000<![CDATA[Career Transitions: Moving Across Industries as a HR/PC Professional]]>https://www.linqhr.com/blogs/post/career-transitions-moving-across-industries-as-a-hr-pc-professionalHow HR and People & Culture skills transfer across manufacturing, tech, healthcare, retail, finance and mining, and what each sector demands.]]>

In brief: HR and People and Culture professionals can move across industries because their core skills transfer, although each sector demands different specialised capabilities. Manufacturing and logistics emphasise workforce planning, safety compliance and industrial relations; technology needs technical talent sourcing; healthcare requires regulatory navigation; retail involves seasonal staffing; finance focuses on compliance and burnout management; and mining brings remote site and fly-in, fly-out challenges. Understanding these differences lets HR professionals tailor their approach when transitioning.

Human Resources or People and Culture (HRPC) professionals play a vital role in shaping the culture, policies, and talent acquisition strategies of organisations across various industries. While the core principles of HR remain consistent, the specific skill sets required can vary significantly depending on the nature of the industry. Let’s delve into the distinct HR skill sets prevalent in different sectors.

Manufacturing and Logistics

In the fast-paced world of manufacturing and logistics, HRPC professionals need to excel in workforce planning, safety compliance, and performance management. Strong communication skills are essential for liaising between frontline workers and management, ensuring seamless coordination between production and distribution teams. The ability to change direction quickly to suit market and customer movements is often critical. Additionally, expertise in managing union relations and navigating complex industrial relations legislation is crucial. 

Technology

The tech industry demands HRPC professionals with a keen understanding of cutting-edge trends and technologies. Skills in talent acquisition, particularly in sourcing and assessing technical talent, are highly valued. Moreover, HR plays a critical role in fostering innovation and maintaining a dynamic work culture conducive to creativity and collaboration.

Healthcare

Compassion and empathy are paramount in the healthcare sector, making interpersonal skills a top priority for HRPC professionals. They must navigate intricate regulatory frameworks while addressing sensitive issues related to patient care and employee wellbeing. Additionally, expertise in healthcare-specific compliance and standards is essential.

Retail

With its diverse workforce and customer-centric focus, the retail industry requires HRPC professionals skilled in recruitment, training, and customer service. Adaptability and flexibility are key traits, as HR must navigate seasonal fluctuations in staffing needs and swiftly address employee concerns to ensure optimal customer experiences.

Finance

In the highly regulated world of finance, HRPC professionals must possess meticulous attention to detail and a strong grasp of compliance requirements. They play a crucial role in talent retention, particularly in addressing burnout and managing stress levels in high-pressure environments. Additionally, expertise in compensation and benefits is essential for attracting and retaining top financial talent.

Mining

In the challenging and dynamic mining industry, HRPC professionals are instrumental in workforce planning, talent acquisition, safety compliance, and performance management. They must navigate unique challenges such as remote work environments, FIFO (fly-in, fly-out) arrangements, remoteness and stringent safety regulations. Strong communication skills are essential for fostering collaboration between on-site workers and management, ensuring smooth operations and adherence to industry standards.

The versatility of an HR career

One of the strengths of a career in HR is its versatility. HRPC professionals possess transferable skills that allow them to transition seamlessly across industries. This adaptability enables HR practitioners to gain diverse experiences, broaden their skill sets, and make significant contributions to various sectors.

While the core principles of HR remain consistent across industries, the specific skill sets required can vary significantly. By understanding these nuances, HRPC professionals can tailor their approach to meet the unique needs and challenges of different sectors, driving organisational success and employee satisfaction.
Update (November 2026): The profession this post describes is sizeable. Jobs and Skills Australia counts 84,700 Human Resource Professionals, 73% of them women, with median full-time earnings of $1,970 a week (Jobs and Skills Australia, 2026a). The sectors they move between are shifting too: manufacturing employed 868,100 people, around 5.9% of workers, in the year to February 2026, down 8,700 on the year (Jobs and Skills Australia, 2026b), and 70% of Australian CEOs expect AI to have a greater impact on roles and skills than on workforce size (EY, 2026) – a reminder that the change-management and reskilling skills in this post travel well across every sector listed.

Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.

Further reading:Getting the most from your HR business partner and Embracing Industry 4.0: the strategic role of HR.


References

EY (2026) Geopolitical concerns ease for Australian CEOs as AI value and skills gaps come into focus. Media release, 8 October. Sydney: Ernst & Young Australia. Available at: https://www.ey.com/en_au/newsroom/2026/09/geopolitical-concerns-ease-for-australian-ceos-as-ai-value-and-skills-gaps-come-into-focus (Accessed: 6 November 2026).

Jobs and Skills Australia (2026a) Occupation profile: Human Resource Professionals (ANZSCO 2231). Canberra: Jobs and Skills Australia. Available at: https://www.jobsandskills.gov.au/data/occupation-and-industry-profiles/occupations/2231-human-resource-professionals (Accessed: 6 November 2026).

Jobs and Skills Australia (2026b) Labour Market Insights: Manufacturing. Canberra: Jobs and Skills Australia. Available at: https://www.jobsandskills.gov.au/data/labour-market-insights/industries/manufacturing (Accessed: 6 November 2026).

]]>Wed, 27 Mar 2024 11:32:00 +1100<![CDATA[Why Expats Return Home Early From Overseas Assignments]]>https://www.linqhr.com/blogs/post/unravelling-the-challenges-why-expats-return-home-early-from-overseas-assignmentsWhy international assignments fail early: cultural misalignment, lack of support and family pressures, with practical steps employers can take to improve success.]]>

In brief: Expatriates return home early from overseas assignments mainly because of cultural misalignment, inadequate professional support and family concerns such as a spouse's dissatisfaction or children's adjustment, drawing on Wilson (2024) in HR Leader. Organisations that provide thorough onboarding, language training and cultural orientation are more likely to see assignments succeed. Employers should take proactive measures, including continuous communication, mentorship programs and family support, to reduce the risk of early return.

HR Leader in their article Why Expats Return Home Early from Overseas Assignments point out some very relevant points for those considering an overseas assignment should consider. Having experienced numerous overseas assignments across the globe these points all resonate. Here is a summary of those points outlined by HR Leader (Wilson, 2024) in Failed assignments: why do so many expats come home early?:


In the fast-paced global business landscape, the allure of international assignments can be captivating for professionals seeking career growth. However, a significant number of expatriates find themselves returning home earlier than expected, prompting an exploration into the underlying reasons behind these failed assignments.


Understanding the Dynamics

International assignments often promise exciting opportunities for personal and professional development. However, a multitude of factors can contribute to their premature termination. The story sheds light on the various challenges faced by expats, unravelling the complexities that lead to their early return.


Cultural Misalignment

One prominent factor identified in the article is the struggle with cultural differences. Expatriates may encounter difficulties in adapting to a new cultural milieu, impacting their ability to integrate into both professional and social spheres. This misalignment can result in a sense of isolation, ultimately influencing the decision to cut short the assignment.


Professional Support and Integration

The level of professional support provided to expats plays a crucial role in their success overseas. Organisations that invest in comprehensive onboarding programs, language training, and cultural orientation are more likely to witness successful international assignments. The article emphasises the importance of proactive measures by employers to facilitate a smoother transition for their employees.


Family Considerations

Family dynamics are a pivotal factor in an expat's decision-making process. The story explores how family-related challenges, such as spousal dissatisfaction, children's adjustment issues, and overall family well-being, contribute to the premature termination of assignments. Employers are encouraged to address family concerns as part of their support structure.


Strategies for Success

While challenges are inevitable, the article concludes with insights on strategies that organisations can adopt to enhance the success of international assignments. This includes continuous communication, mentorship programs, and fostering a supportive work environment.


In summary, the story delves into the complex web of factors contributing to the early return of expatriates from overseas assignments. By understanding these challenges, employers can proactively implement measures to create an environment conducive to the success of international assignments, and potential assignees can anticipate the challenges which could be faced during an assignment.


Read the full article here and share with your HR/People department and anyone you know who may be considering an overseas assignment  https://www.hrleader.com.au/business/25040-failed-assignments-why-do-so-many-expats-come-home-early 


Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.


Further reading:What Is an Employer of Record? and The High Costs of Neglecting a Proper Induction Program.


References

Wilson, N., 2024. Failed assignments: why do so many expats come home early? [online] HR Leader, 24 January. Available at: https://www.hrleader.com.au/business/25040-failed-assignments-why-do-so-many-expats-come-home-early

]]>Wed, 14 Feb 2024 09:52:42 +1100<![CDATA[Advantages and Disadvantages of Employees Working From Remote]]>https://www.linqhr.com/blogs/post/advantages-and-disadvantages-of-employees-working-from-remotePros and cons of remote work for employers and staff, and what research says on productivity and retention. 36% of employed Australians work from home.]]>

In brief: The advantages of employees working remotely are flexibility and work-life balance, higher reported productivity, cost savings on commuting and attire, access to a broader talent pool and less commuting stress. The disadvantages are isolation, overworking, harder real-time communication and collaboration, limited access to specialised resources, and data security and technical issues. The impact of each factor varies by industry and individual preference, so a nuanced approach is needed.

The ongoing debate surrounding remote work versus in-office presence prompts a closer examination of the advantages and disadvantages of employees working remotely.


Advantages of remote work

Flexibility and Work-Life Balance

Remote work provides employees with the opportunity to achieve a healthier work-life balance by offering increased flexibility.


Increased Productivity

Some employees report heightened productivity while working remotely, attributed to reduced distractions and a personalised work environment, although the research evidence points to hybrid rather than fully remote arrangements.

Update (November 2026): The evidence has firmed since this was written. A randomised trial of 1,612 employees found hybrid working ‘did not affect performance grades over the next two years of reviews’ and ‘reduced quit rates by one-third’ (Bloom, Han and Liang, 2024). The Productivity Commission’s 2025 review concluded that ‘hybrid work tends to be beneficial to productivity, or at least, is not detrimental to productivity’ (Productivity Commission, 2025), while its Chair has cautioned that ‘many studies have found that fully remote work negatively affects productivity’ (Wood, 2025). In August 2025, 36% of employed Australians usually worked from home (Australian Bureau of Statistics, 2025).


Cost Savings

Remote work allows employees to save on commuting costs, work attire, and daily expenses associated with traditional office settings.


Access to a Broader Talent Pool

Employers benefit from the ability to access a diverse and global talent pool without geographical constraints.


Reduced Commuting Stress

Working remotely eliminates the stress and time associated with daily commuting, contributing to improved mental well-being.


Disadvantages of remote work

Isolation and Lack of Social Interaction

Remote work may lead to feelings of isolation as employees miss out on face-to-face interactions with colleagues.


Potential for Overworking

Some employees struggle to establish clear boundaries between work and personal life, leading to potential overworking.

Update (November 2026): Boundaries now have legal backing. Under the right to disconnect, employees ‘have a right to not respond to contact from their employer outside of their working hours’ unless refusal is unreasonable; it has applied to non-small-business employers since 26 August 2024 and to small business employers since 26 August 2025 (Department of Employment and Workplace Relations, 2024). Employers are also adjusting expectations: only 22% of Australian CEOs expect a full-time return to the office, and 48% expect three days on site (Tilo, 2025).


Communication Challenges

Remote work can sometimes hinder effective communication, particularly for tasks requiring immediate collaboration and problem-solving.


Limited Access to Resources

Certain job roles may require access to specialised equipment or resources only available in a physical office or facility.


Security and Technology Issues

Employees may face challenges related to data security, and technical issues can disrupt workflow if not promptly addressed.


A nuanced approach

The impact of these factors varies across industries and individual preferences (59% of managers and professionals usually work from home, against 21% of other occupations (Australian Bureau of Statistics, 2025)), emphasising the need for a nuanced approach in determining the future of remote work.


Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.

Further reading:Making the right to disconnect laws work for your business and Work from remote: the leader–employee divide.


References

Australian Bureau of Statistics (2025) Working arrangements, Australia, August 2025. 12 December. Canberra: ABS. Available at: https://www.abs.gov.au/statistics/labour/earnings-and-working-conditions/working-arrangements/aug-2025 (Accessed: 6 November 2026).

Bloom, N., Han, R. and Liang, J. (2024) ‘Hybrid working from home improves retention without damaging performance’, Nature, 630(8018), pp. 920–925. doi:10.1038/s41586-024-07500-2.

Department of Employment and Workplace Relations (2024) Right to disconnect. Fact sheet, November. Canberra: DEWR. Available at: https://www.dewr.gov.au/es/download/16162/right-disconnect/38654/right-disconnect/pdf (Accessed: 6 November 2026).

Productivity Commission (2025) Productivity before and after COVID-19. Commission research paper, 28 May. Canberra: Productivity Commission. Available at: https://www.pc.gov.au/research/completed/productivity-before-after-covid (Accessed: 6 November 2026).

Tilo, D. (2025) ‘Australian CEOs reverse expectations on working from home’, HC Magazine, 8 October. Available at: https://www.hcamag.com/au/news/general/australian-ceos-reverse-expectations-on-working-from-home/552269 (Accessed: 6 November 2026).

Wood, D. (2025) Don’t stray from the sensible centre on working from home. 30 October. Canberra: Productivity Commission. Available at: https://www.pc.gov.au/media-speeches/articles/sensible-centre-working-from-home (Accessed: 6 November 2026).


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