Linq HR - Blogs (Information) #ReskillingLinq HR - Blogs (Information) #Reskillinghttps://www.linqhr.com/blogs/tag/reskillingFri, 10 Apr 2026 18:19:21 +1000http://zoho.com/sites/<![CDATA[Manufacturing Remains Human Centred and Backed by Human Insight]]>https://www.linqhr.com/blogs/post/manufacturing-remains-human-centred-and-backed-by-human-insightHuman Resources professionals have a critical role in the future as enablers of capability, culture, and confidence]]>

Walk into an Australian factory today and the transformation is clear. Smart Machines, AI enable analytics and automation systems are humming alongside human ingenuity. Yet, as Smagh (2025) emphasises, it isn't a binary choice between technology and talent. Instead, success lies in leveraging both.

Technology needs human intelligence
Automation streamlines repetitive processes, AI anticipates defects or delays, and predictive analytics enhances forecasting. However, these systems depend on people to interpret, adapt, and contextualise AI outputs—particularly with insight into real world operational constraints (Smagh, 2025). Without human judgement and adaptability, the tools on their own “won’t deliver results” (Smagh, 2025).

Upskilling for tomorrow’s roles
Leading manufacturers are investing 26.2 per cent more in workforce development, particularly in AI, machine learning, digital twins, and automation agents (Smagh, 2025). Training must expand beyond traditional compliance or safety modules to include rotational programs, internal academies, partnerships with TAFEs and universities, and co-designed learning with unions and workforce partners.

Building trust through transparency
Smagh (2025) notes that organisational change depends on employee engagement and trust. In manufacturing environments, where roles have been historically task specific, clear and early communication about automation’s purpose ensures uptake and reduces resistance. A human centred digital strategy brings workers along for the journey, not just the output.

The Strategic Role of Human Resources in Human Centred Manufacturing
HR professionals are uniquely positioned to enable this shift by aligning people capability with digital innovation.

1. Designing targeted reskilling pathways
HR can partner with operations and training providers to align capability development with the organisation’s digital roadmap, delivering AI fluency and system literacy through practical and accredited pathways.

2. Using AI to increase administrative efficiency
By adopting AI driven HR tech, automated recruitment workflows, payroll bots, and chatbot based employee helpdesks, HR professionals can significantly reduce manual tasks. This frees time for onsite visibility, coaching, and strategic workforce planning.

3. Leading the human aspect of digital adoption
HR teams are trusted communicators. Their role in change management includes leading pilots, gathering feedback, and building trust in AI. This ensures automation is framed as a tool to enhance roles, not replace them.

4. Empowering smarter workforce decisions
Predictive HR analytics allows HR teams to identify future skills gaps, potential risks, or wellbeing issues before they escalate, combining data insights with nuanced human judgement.

5. Sustaining culture and resilience
People, not platforms, drive innovation. As Smagh (2025) argues, “Resilience isn’t just about systems—it’s about people.” HR’s investment in wellbeing, flexibility, and inclusive leadership will remain core to future proofing manufacturing enterprises.

Australia’s manufacturing sector is embracing digital transformation, but its success hinges on keeping people at the centre. Technologies such as AI and automation may drive efficiency, but it is skilled, engaged humans who guide, interpret, and evolve those systems.

Human Resources professionals have a critical role in this future as enablers of capability, culture, and confidence. By embracing AI to streamline tasks and reinvest their time into face-to-face leadership and workforce support, HR becomes a strategic pillar in building the next generation of high performing, human centred manufacturers.

📩 Contact Linq HR today to explore tailored support for your employee relations, workplace management, or permanent roles recruitment.

      🌐 Visit: www.linqhr.com

📞 Call: 1300234566
References
Smagh, T. (2025) ‘The future of manufacturing is human centred’, Australian Manufacturing, 11 July. Available at: https://www.australianmanufacturing.com.au/the-future-of-manufacturing-is-human-centred/ 

]]>Mon, 14 Jul 2025 10:45:05 +1000<![CDATA[Benefits of Writing a Position Description]]>https://www.linqhr.com/blogs/post/advantages-of-writing-a-position-descriptionThe Benefits of writing a position description.]]>
Writing a position description is an important step in defining roles and also in the hiring process. 

It’s a document that outlines the reporting relationship, objectives, key responsibilities, skills, and expectations of a specific role. 

It can help clarify the expectations of both employers and employees, and to select the most suitable candidates. 

Here are some advantages of writing a position description:

  • It helps to define the purpose and scope of the role, and how it fits into the organisation’s structure and goals. This can create motivation and alignment for the employee, and ensure that the activities and tasks necessary for the success of the business are covered by one role or another 1.
  • It provides a clear reference point for measuring and evaluating the employee’s performance, and identifying areas for improvement or development. It also forms the basis for appraisals, feedback, and recognition 1 2.
  • It enables a fair and consistent pay and grading system, based on the skills, experience, qualifications, and responsibilities required for the role 1 2.
  • It reduces the risk of disputes and conflicts, by providing a neutral and authoritative source of information about the role. It can also help to resolve any queries or issues that may arise during the employment relationship 1 3.
  • It facilitates the recruitment process, by providing a clear and concise overview of the role, and the ideal candidate profile. It can help to write effective job ads, design relevant interview questions, and assess candidates’ suitability 1 4.

It’s important for both the supervisor and employee to agree on the final position description. This is more so important when people are working remote.

Completing position descriptions for roles within your organisation can seem like a tedious or unnecessary task but overall they benefit employees with a clearer understanding of their role and provide structure for the employer. 

Linq HR are specialists in Employment, Career and Vendor Selection. Ph 1300234566.

1.https://theprovengroup.com.au/the-importance-of-having-a-job-description-for-every-employee/
2. https://www.dlgva.com/5-key-benefits-of-a-well-written-job-description/
3.https://www.ajg.com/us/news-and-insights/2018/12/benefits-of-creating-and-maintaining-job-descriptions/
4.https://www.hays.com.au/employer-insights/recruitment-information/how-to-write-a-position-description

]]>Fri, 06 Oct 2023 14:03:18 +1100<![CDATA[How to Survive and Accelerate out of a Tight Labour Market in Australia]]>https://www.linqhr.com/blogs/post/how-to-survive-and-accelerate-out-of-a-tight-labour-market-in-australiaA few tips and ideas which may help companies not only survive but also accelerate out of a tight labour market in Australia.]]>
There is no hiding from the recent headlines that there is a general shortage of workers at most levels. 

This is particularly no surprise for those managing current open roles and who have been searching for sometime. 

So how can you survive and accelerate out of a tight labour market? 

Here are a  few tips and ideas which may help you not only survive but also accelerate out of a tight labour market in Australia;
  • Business wide skill check to plan future skill and job shortages. You may be surprised to find what skills exist in your employees which have been overlooked as they were initially hired for a particular role only.
  • Start 'developing' rather than continually 'buying' replacements from the labour market. The number one reason employees leave companies is usually because of the lack of development opportunities. This can be simple as wider exposure or a stretch assignment rather than expensive training programs.
  • When recruiting from the outside market, move quickly through your recruitment process to the offer stage, then provide a proper and thorough induction when the employee starts.
  • Introduce, if possible, a flexible working policy. You may not be comfortable with this but your competitors could be getting the pick of the limited applicants because they are offering work flexibility. Candidates are still hunting for workplaces which offer flexible work locations. To support them they need access to modern and reliable ICT. Don’t forget there are also different ways to engage employees including casual, part-time, contract, or even through an employment agency.
  • Introduce or adjust bonus programs, particularly around key staff, sales and operations.
  • Survey your workforce to assess levels of employee engagement (the glue that keeps employees from leaving), and commit to improvements from the survey outcome. Focus particularly on employees with 2-4 years of tenure as these are the employees most likely to leave.
  • Adjust your employment policies, procedures and practices in line with the plethora of recent and pending workplace rules changes. An opportunity to demonstrate to employees that you are actively managing  the workplace in line with the changing  legislative landscape.
  • Keep employees informed as to what is happening across your industry and how your business needs to perform. This can be through internal written or video updates, State of the Nation type addresses, or even site visits.

Those companies which manage to provide development opportunities for their employees, who manage to retain their key talents, are able to provide some level of flexible work arrangements, increase the number of employees engaged with the business, manage ahead of the many workplace legislative changes, and keep employees informed, have the best chance to not only survive any labour shortage but accelerate out the other side. Easier said than done of course.

Linq HR are Australian employment specialists who can assist with any aspect of employment. Ph 1300234566.

]]>Tue, 31 Jan 2023 22:14:48 +1100<![CDATA[How Important is a Flexible HR/People & Culture Team?]]>https://www.linqhr.com/blogs/post/flexible-hr-teamsThe Business we support can grow in many different ways such as overall employee size, different skill sets, geographical spread, entering new market places and the HR/P&C team needs to be designed in a way to meet these changing needs.]]>
When the business which HR/P&C teams support grow then so do our own teams. Albeit often at a reduced rate than the actual business itself being supported.

The Business we support can grow in many different ways such as overall employee size, different skill sets, geographical spread, entering new market places and the HR/P&C team needs to be designed in a way to meet these changing needs.

The team also needs to meet the growing specialised HR/P&C needs of the business. This means adding specialist roles in areas such as Compensation & Benefits, Talent Acquisition, Organisational Development, Diversity and Inclusion, Employee Relations, Workforce Management Systems, and Workforce Planning & Data.

Then there are the HR/P&C Business Partners who hold the internal direct customer facing responsibility for delivering the HR strategy and operations directly across their assigned groups.

So how is it possible to build a flexible HR/P&C team?

The answer can depend on the background experience of new hires bought into the HR/P&C team or the active career rotation of the team between specialities or HR/P&C Business Partner roles.

HR/P&C team members who have experience across at least two specialities are valuable not only because of their potential flexibility but also their reach of knowledge. Those who have rotated between being a HR/P&C Business Partner and a speciality such as TA or OD can bring tremendous value in identifying, designing and rolling out key initiatives across the organisation. Different industry backgrounds can also be valuable.

Buying in flexibility through the hiring of broad HR/P&C experience can build capability and flexibility quicker than the longer and slower approach of team rotations. However it comes with a higher upfront cost but depending on your industry and rate of business growth can have significant payback for the business being supported.

Once that flexibility has been achieved, remember retention of your team becomes paramount so clearly communicated individual career and development plans are essential.

Linq HR specialises in HR Career and Vendor Selection. Ph 1300234566.


]]>Thu, 28 Jul 2022 16:23:49 +1000<![CDATA[Procurement of Human Resources Services]]>https://www.linqhr.com/blogs/post/HR-ProcurementThe Human Resources marketplace continues to grow as businesses rely more upon their expertise. HR professionals are busy focusing internally on employees and often lack the time needed to keep abreast of the fast moving HR marketplace.]]>
The Human Resources marketplace continues to grow as businesses rely more upon their expertise and services.

External HR partners deliver specialised services which can’t be delivered from within an organisation efficiently. They allow flexibility by tapping into HR services only when they are required and derive benefits from the expertise HR partners gain from across various companies. Internal staff can focus on managing the business more proactively when effective HR service providers are in place.

HR Departments and business leaders are continually tasked with finding new HR partners to satisfy a wide range of needs. These needs can include finding new staff, managing and upskilling the workforce, keeping employees safe at work, paying and administering employees, relocating employees, surveying levels of employee engagement, providing confidential counselling, medical testing, workplace legal advice and defence, working visa assistance just to list a few.

Large companies can have a fairly prescriptive procurement process which is similar across all departments. This includes analysing requirements, preparing formal documentation for potential supplier responses, ability to negotiate and finalise contracts, and performance management. The process can at times feel slow and cumbersome and upfront can lack specific knowledge of the HR marketplace even when HR and Purchasing departments collaborate closely together.

Smaller companies can tend to focus more towards jumping in and searching for potential suppliers and then talking with them about their requirements and possible solutions. HR market knowledge is often gained from the suppliers themselves who are pitching for their business.  The effects of performance are often felt quickly within the business. 

Knowledge of proper HR service benchmarks, performance expectations and pricing comparisons may be limited depending on the level of expertise held within the organisation.  HR professionals are busy focusing internally on employees and often lack the time needed to keep abreast of the fast moving HR marketplace. Purchasing professionals are often tasked with a wide range of purchasing activities mainly focussed on core operational business needs and very few seem to have specific HR market knowledge and expertise.

Linq HR specialises in assisting HR professionals and business leaders plan, source,  engage, and monitor new HR service providers. They do this by being continually active across the HR marketplace and independently assessing HR suppliers. This can shorten considerably the time spent by HR departments and business leaders in finding and effectively engaging new HR suppliers. 

So next time you decide to look for a new HR service provider then call Linq HR for assistance at 1300234566 or complete an online enquiry form and a Linq HR Broker will contact you.
]]>Wed, 25 Aug 2021 14:11:21 +1000<![CDATA[Identifying Workplace Training Needs]]>https://www.linqhr.com/blogs/post/Identifying-Workplace-Training-NeedsIdentifying Workplace Training Needs]]>

Organisations need to continually train its employees.


It does this to teach new skills, develop leaders, and remain competitive.


Training can be described as on the job, near the job, or offsite.


As a guide this meaning most training (approx 70%) is done whilst people are working everyday.


20% through development challenges and collaboration with others, and 10% by attending program away from the regular workplace including online training.


The best value from developmental and offsite training is captured if the employee has a chance to use those skills as they return to their workplace, and all employee training must be relevant to the direction of your organisation.


So next time you decide to look for a new training provider to assist with delivering of your training needs then call Linq HR for assistance at 1300234566 or complete an online enquiry form and a Linq HR Broker will contact you.

]]>Wed, 17 Feb 2021 13:14:16 +1100<![CDATA[Top Five Reasons to Use a Recruitment Process Outsourcing (RPO) Provider]]>https://www.linqhr.com/blogs/post/top-five-reasons-to-use-a-recruitment-process-outsourcing-rpo-providerTop Five Reasons to Use a Recruitment Process Outsourcing (RPO) Provider]]>

Finding the right skills for the company is a continuous and challenging task in today’s competitive business environment.


Using a Recruitment Process Outsourcing (RPO) provider enables the company to streamline talent acquisition while the company and Human Resources focuses on its core business.


An RPO provider can take responsibility over all or selected recruiting processes and systems, methodologies and reporting. They can often be found located and operating on company premises with the main focus on external hiring.


Here, we provide 5 main benefits of using an RPO provider for recruitment.


Reduction in Recruitment Costs

Besides the normal costs of recruitment there can be considerable costs associated with the time to fill vacant positions. The latest talent acquisition benchmarking report of Society for Human Resource Management (SHRM, 2017) indicated that average time to fill a vacancy is 36 days, which results in loss of productivity and efficiency during this time.


An RPO provider can address this challenge by streamlining the recruitment process using their expertise combined with detailed analysis of job specifications, job descriptions and competencies according to the requirements of the company (Bhakhar and Poonam, 2020).


An RPO provider properly engaged can decrease overall recruitment costs as their ultimate goal and focus on the time to hire, cost to hire, the quality of the candidates plus continually streamlining recruitment processes.


Scalability and Targets

An RPO can enable companies to upscale or downscale talent acquisition as well as collect and utilise data analytics leading to time and resource savings.


Companies with rapid growth rates can experience difficulty in forecasting their hiring needs and the agility of an RPO could ultimately deliver quality candidates and greater cost-effectiveness. These combined with the appropriate delivery targets in place for an RPO can help with measuring improvements and cost savings in recruitment delivery.

 

A Consistent and Foreseeable Talent Acquisition Process

Candidates can be disappointed when they are not aware of where they stand in the recruitment process. This can be the result of internal confusion or simply a lack of communication with candidates. According to Glassdoor recruitment statistics (2020), 58% of candidates expect clear communication and 53% require clear expectations from the company. An effective RPO ensures to handle the complexities of the recruitment processes and maintain enough consistency and transparency to satisfy both the employer with reporting and candidates with hiring progress.


Increased Quality of Hiring and a Broader Talent Pool

Recruiting and retaining new employees in the long run requires finding the best fit between job candidates, company culture and the jobs they ultimately perform.


RPO’s often have a wide range of resources and broader talent pool of qualified and experienced candidates to seek and recruit the right fit for the company ensuring the efficiency and accuracy of the procedure (Greenburg, 2020).


An RPO can use various approaches including psychometric tests to assist in determining the candidates’ cultural fit for the company. Combined with their dedicated focus on the recruitment process including advertising, they can develop a wide pool of candidates and accurately narrow down a quality shortlist of candidates. The more approaches a company requires however will result in higher recruitment costs for the services to be conducted.


Enhanced Employment Brand

In the current business context, candidates are not only concerned about joining quality companies with higher salaries and benefits but also evaluate the flexibility, consistency of talent acquisition processes and the ratings earned in social media platforms.


RPO’s often utilise analytics, and social media (47% of company usage – SHRM, 2019) to enhance the brand image and reputation of the company which benefits to attract the potential candidates and to improve the credibility.


Ultimately, an RPO can benefit the company in the long-run by reducing costs, speedy recruitment, enhanced productivity, scalability, consistent hiring processes, and the best candidates possible.

 

References

Bhakhar, S. K. B. and Poonam (2020) Recruitment Process Outsourcing: A Literature Review. Journal of Advanced Science and Technology, 29(2). Available at: http://sersc.org/journals/index.php/IJAST/article/view/4271 [Accessed 12 October 2020].


Chowhan, S. S. and Tank, S. (2017) Recruitment Process Outsourcing impact on Human resource Planning and Development in Pharmaceutical Sector. IJRDO - Journal of Business Management, 3(3). Available at: https://www.ijrdo.org/index.php/bm/article/view/1284 [Accessed 12 October 2020].


Glassdoor (2019) 50+ HR and Recruiting Stats for 2020. [pdf] Glassdoor. Available at: https://b2b-assets.glassdoor.com/50-recruiting-stats-2020.pdf [Accessed 12 October 2020].


Greenberg, A (2020) 15 Benefits of Using an RPO for a Small Business. Available at: https://www.contractrecruiter.com/benefits-rpo-small-business/ [Accessed 12 October 2020].


Society for Human Resource Management – SHRM (2019) Recruiting Is Tougher in 2019. Available at: https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/recruiting-is-tougher-2019.aspx [Accessed 12 October 2020].


Society for Human Resource Management – SHRM (2017) SHRM Customised Talent Acquisition Benchmarking Report. [pdf] Society for Human Resource Management. Available at:https://www.shrm.org/ResourcesAndTools/business-solutions/Documents/Talent-Acquisition-Report-All-Industries-All-FTEs.pdf [Accessed 12 October 2020].
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