Linq HR - HR, Employee Relations and HR Tech Insights #Workforce

Today We Proudly Celebrate World Micro, Small and Medium-Sized Enterprises (MSME) Day

Thu, 27 Jun 2024 11:45:00 +1000

In brief: World Micro, Small and Medium-Sized Enterprises (MSME) Day recognises the contribution small businesses make to Australia's economy. According to ASBFEO, small businesses make up 97% of Australian businesses, employed around 5.2 million people or 39% of the private sector workforce in 2023-24, added over $590 billion in value (nearly one-third of GDP) and employ 42% of Australia's apprentices and trainees. MSMEs need support to stay nimble and entrepreneurial so they can keep providing jobs and career opportunities.

Today, we proudly celebrate World Micro, Small, and Medium-Sized Enterprises (MSME) Day, recognising the extraordinary contributions of small businesses to our nation. In Australia, MSMEs are not just an economic asset; they are a powerhouse of jobs, innovation and employment, driving the country's economic engine.

Update (November 2026): World MSME Day falls on 27 June each year. It was established by United Nations General Assembly resolution 71/279 in April 2017 to recognise that MSMEs account for about 90% of businesses, 60 to 70% of employment and half of GDP worldwide (United Nations, n.d.; United Nations General Assembly, 2017). The Australian figures below have been updated to the latest ASBFEO data.

Small business by the numbers

Small businesses with fewer than 20 employees numbered 2,741,087 at 30 June 2026, 97% of all actively trading businesses in Australia (ASBFEO, 2026; Australian Bureau of Statistics, 2026). In 2023-24 they employed around 5.2 million people, 39% of the private sector workforce, showcasing their pivotal role in providing employment opportunities across the country (ASBFEO, 2025a). These enterprises are instrumental in sustaining local economies and communities, offering diverse job opportunities and fostering entrepreneurial spirit. They support large business and government services.

A third of the economy

The economic significance of small businesses is immense. In 2023-24, the sector added over $590 billion in value to the Australian economy, nearly one-third of the nation’s GDP (ASBFEO, 2025b), up from $506 billion in 2021-22 (ASBFEO, 2023). This substantial contribution underscores their importance in maintaining economic stability and growth, particularly during challenging times.

Training the next generation

Furthermore, small businesses are integral in training and development, employing 42% of all apprentices and trainees in training in Australia at 31 December 2023, although that number fell 8% on the previous year (ASBFEO, 2024). This commitment to nurturing talent helps sustain the supply of skilled workers essential for the country’s long-term economic health.

Supporting MSMEs to stay nimble

MSMEs must be supported to be nimble and entrepreneurial so they can continue as the powerhouse of employment for the economy. By fostering an environment that encourages innovation and flexibility, we can ensure that these vital businesses invest, thrive and continue to provide essential employment and career opportunities for millions of Australians.

Linq HR is a small enterprise too. 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:Benefits and risks of not using professional HR advice for SMEs and Ways to outsource HR functions and their benefits.

References

Australian Bureau of Statistics (2026) Counts of Australian Businesses, including Entries and Exits, July 2022 – June 2026. 18 August. Available at: https://www.abs.gov.au/statistics/economy/business-indicators/counts-australian-businesses-including-entries-and-exits/jul2022-jun2026 (Accessed: 6 November 2026).

Australian Small Business and Family Enterprise Ombudsman (2023) Small business worth more than half a trillion dollars to the Australian economy. Media release, 26 June. Canberra: ASBFEO. Available at: https://www.asbfeo.gov.au/media-centre/media-releases/small-business-worth-more-half-trillion-dollars-australian-economy (Accessed: 6 November 2026).

Australian Small Business and Family Enterprise Ombudsman (2024) Apprentices and trainees employed by small business. Factsheet, September. Available at: https://asbfeo.gov.au/sites/default/files/2024-10/Apprentices%20and%20Trainees%20Employed%20by%20Small%20Business_September%202024.pdf (Accessed: 6 November 2026).

Australian Small Business and Family Enterprise Ombudsman (2025a) Contribution to Australian employment. Factsheet, July. Available at: https://asbfeo.gov.au/sites/default/files/2025-11/Contribution%20to%20Australian%20Employment.pdf (Accessed: 6 November 2026).

Australian Small Business and Family Enterprise Ombudsman (2025b) Contribution to Australian GDP. Factsheet, July. Available at: https://www.asbfeo.gov.au/sites/default/files/2025-11/Contribution%20to%20Australian%20GDP_0.pdf (Accessed: 6 November 2026).

Australian Small Business and Family Enterprise Ombudsman (2026) Small business population and key issues. Small Business Data Portal. Available at: https://www.asbfeo.gov.au/small-business-data-portal/small-business-population-and-key-issues (Accessed: 6 November 2026).

United Nations (n.d.) Micro-, Small and Medium-sized Enterprises Day, 27 June. Available at: https://www.un.org/en/observances/micro-small-medium-businesses-day (Accessed: 6 November 2026).

United Nations General Assembly (2017) Micro-, Small and Medium-sized Enterprises Day. Resolution A/RES/71/279, adopted 6 April 2017. Available at: https://digitallibrary.un.org/record/1288909 (Accessed: 6 November 2026).

Four Ways to Elevate Your Human Resources/People and Culture Skills for Enhanced Organisational Success

Tue, 05 Mar 2024 12:54:57 +1100

In brief: Four ways to elevate HR/People and Culture skills are strategic alignment with business goals, building employee engagement and satisfaction through tailored training, wellness and recognition programs, participating in leadership development, and adopting customer-centric practices that treat employees as internal customers. Together these shift the function from a traditional service provider to a strategic partner, with improved internal service leading to greater customer satisfaction and loyalty.

In the ever-evolving landscape of Human Resources / People and Culture (HRPC), the focus extends beyond internal processes to delivering exceptional service that directly impacts leadership, employees, and consequently customers. Elevating your HRPC skills can significantly contribute to the overall success of the organisation. Here are four strategic approaches tailored to provide better service to leadership, employees and ultimately customers.

Strategic Alignment with Organisational Goals

To enhance service delivery, align HRPC strategies with overarching organisational objectives. This involves a thorough understanding of business goals, enabling HRPC to develop initiatives that directly support leadership in achieving these milestones. By actively contributing to strategic planning, HRPC becomes a strategic partner, ensuring that its efforts are directly tied to the success of the business and, consequently, customer satisfaction.

Cultivate Employee Engagement and Satisfaction

Recognise that engaged and satisfied employees are more likely to deliver exceptional customer service. HRPC plays a pivotal role in fostering a positive work environment through initiatives such as tailored training programs, wellness initiatives, and recognition programs. By actively engaging with employees, HRPC contributes to a motivated workforce that positively impacts customer experiences.

Update (November 2026): The evidence base for this is solid. Gallup’s meta-analysis of 112,312 work units found that business units in the top quartile for engagement outperform those in the bottom quartile by 10% on customer loyalty, 23% on profitability and 18% on productivity (Gallup, n.d.). The opportunity is large: in 2025 only 21% of Australian employees were engaged at work, in line with the global figure of 20% (Gallup, 2026).

Develop Leadership Capabilities

HRPC professionals can enhance service to leadership by actively participating in leadership development programs. Identify gaps in leadership skills, and work collaboratively to create tailored development plans. Strong leadership strongly influences employee performance and satisfaction, which, in turn, translates into improved customer interactions.

Implement Customer-Centric HR Practices

Shift the HRPC mindset to be customer-centric. Understand the needs and expectations of both internal (employees) and external (customers) customers. Streamline HRPC processes to ensure they are efficient, responsive, and contribute positively to the overall customer experience. This customer-focused approach reinforces the idea that HRPC is not only an internal service provider but also a contributor to external customer satisfaction.

From service provider to strategic partner

By adopting these approaches, HRPC professionals can transform their role from a traditional service provider to a strategic partner, actively contributing to the success of the organisation. The ripple effect of improved service to leadership and employees will inevitably lead to enhanced customer satisfaction and loyalty.

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:Why the HR business partner role is in high demand and Effective engagement with your HR department.

References

Gallup (n.d.) The benefits of employee engagement. Washington, DC: Gallup. Available at: https://www.gallup.com/workplace/236927/employee-engagement-drives-growth.aspx (Accessed: 6 November 2026).

Gallup (2026) State of the Global Workplace: 2026 report (Australia country data). Washington, DC: Gallup. Available at: https://www.gallup.com/workplace/704474/state-global-workplace-australia-country-level-data.aspx (Accessed: 6 November 2026).

Benefits of Writing a Position Description

Fri, 06 Oct 2023 14:03:18 +1100

In brief: A position description outlines a role's reporting relationship, objectives, key responsibilities, required skills and expectations so that employer and employee agree on what the job involves. It clarifies how the role fits the organisation, provides a reference point for performance evaluation and development, supports fair and consistent pay and grading, reduces disputes as a neutral source of information, and underpins job advertisements and candidate assessment. Supervisors and employees should agree on the final document, particularly for remote workers.

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

References

1. https://business.vic.gov.au/tools-and-templates/detailed-job-description-template

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

Further reading:7 Factors to Consider When Hiring External Recruiters and The High Costs of Neglecting Employee Induction.

Don't Overcook your Workforce Planning

Fri, 14 Apr 2023 15:02:08 +1000

In brief: Workforce planning should be kept basic: its purpose is to ensure the right resources, with the right skills, in the right roles at the right time. Highly detailed plans often fail because they cannot anticipate sudden resignations, shifting employee preferences or mergers and acquisitions. Employers should first identify critical roles, whose vacancy would have significant operational or financial impact, then key roles, review the plan regularly and link it to individual career plans.

Workforce planning, even if kept basic, goes a long way towards making sure you have the right resources, with the right skills, in the right roles at the right time.

Why detailed plans fail

Overly in-depth workforce planning can fail as there are so many real time factors which it cannot anticipate. For example, multiple level resignations in the same department or function where internal successors are depleted, employees personal preferences can change suddenly based on opportunities they never foresaw which are now visible to them, company mergers and acquisitions where new employees are available to fill future roles.

Start with critical roles

Start simply with identifying critical roles - those roles if they become vacant will have a significant operational or financial impact for your organisation. If it is found that there are no suitable successors available internally then decide whether to identify and start preparing someone internally or identify where affordable candidates may exist in the external labour market as a future resource.

Update (November 2026): The external labour market has eased since 2023 but remains active. Unemployment was 4.7% in September 2026 and there were 325,000 job vacancies in August 2026, down 0.9% on May (Australian Bureau of Statistics, 2026a; 2026b). Planning for critical roles still matters: Gallup’s 2026 report found 64% of Australian employees thought it a good time to find a job where they live, and only 21% were engaged at work (Gallup, 2026a), a combination that makes unplanned departures from critical roles more likely, not less.

Then key roles

Next can be key roles - those roles which are important to have consistently filled and which may require some specific level of education, a particular skill set, prior experience or exposures.

Review and adjust

Remember that plans are never static and need to be continually reviewed and adjusted as your people and organisation develops.

Link planning to career plans

If workforce planning is supported with individual career plans then you will be in an enviable position where employees will feel valued and your organisation has the best chance for smooth people transitions.

Finally, keeping workforce planning basic and regular can deliver more relevant resourcing options at the time of need.

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:Workforce management belongs on the strategic agenda and How to survive a tight labour market.

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).

Australian Bureau of Statistics (2026b) Job Vacancies, Australia, August 2026. Canberra: ABS. Available at: https://www.abs.gov.au/statistics/labour/jobs/job-vacancies-australia/aug-2026 (Accessed: 6 November 2026).

Gallup (2026a) State of the Global Workplace: 2026 report – Australia. Washington, DC: Gallup. Available at: https://www.gallup.com/workplace/704474/state-global-workplace-australia-country-level-data.aspx (Accessed: 6 November 2026).

Workforce Management needs to be on every Company's Strategic Agenda

Tue, 06 Dec 2022 10:04:01 +1100

In brief: Workforce management belongs on every company's strategic agenda because recent workplace law changes affect almost every Australian employer and often shift the compliance burden onto employers. Strategic planning helps businesses become an employer of choice, avoid expensive claims and make compliance routine. Practical agenda items include ensuring leaders understand laws such as Respect at Work and Secure Jobs, Better Pay, stress-testing their effect on strategy and budgets, updating policies, monitoring behaviour, keeping records and preparing for union or bargaining approaches.

A wave of workplace law change

Since late 2022 there has been a continuous programme of significant workplace-related legal change which directly affects almost every employer and employee across Australia.

Some of these changes move responsibility firmly to the employer ensuring compliance, and in some cases having to prove themselves right after receiving accusations of doing wrong.

Update (November 2026): Since this article was written the Secure Jobs, Better Pay Act 2022 has fully commenced (multi-employer bargaining and BOOT changes from 6 June 2023; fixed-term contract limits from 6 December 2023), followed by the Closing Loopholes Acts of 2023 and 2024 (labour hire ‘same job, same pay’, a new casual employment definition and employee-choice pathway from 26 August 2024, the right to disconnect from 26 August 2024 and, for small business, 26 August 2025, and a criminal wage-theft offence from 1 January 2025). Paid family and domestic violence leave of 10 days a year has applied to all employees since 2023. From 1 July 2026 the high income threshold is $190,100 and superannuation must be paid with each pay run under Payday Super (Fair Work Ombudsman, 2026a; 2026b; Department of Employment and Workplace Relations, 2024; Victorian Government Solicitor’s Office, 2026).

Even though many of the changes are mostly blanket across the country, practically it will have varying impacts and consequences by industry, employer size and the type of employee culture which already exists across your operations.

Why a strategic approach pays off

Those companies who can strategically deal with these changes should be able to excel as an Employer of Choice in the eyes of employees and the public, navigate and avoid expensive claims including for items not directly under your control but within your responsibilities under legislation, make compliance an everyday activity so it doesn’t distract from managing and growing your business, and prepare against the usual higher level of employee claims which can occur if the employment market conditions soften.

Six items for your strategic agenda

Some items which can be considered for your Company Strategic Agenda should include:

Ensuring your HR or People & Culture teams and leadership are familiar with changes and key elements across all workplace legislation including the Respect at Work positive duty (Australian Human Rights Commission, 2022), Secure Jobs, Better Pay, multi-employer bargaining, adverse action (general protections) claims, paid family and domestic violence leave, modern slavery, gender identity protections, the BOOT, wage underpayment and the criminal wage-theft offence, independent contractors, whistleblower complaints, data privacy, safety and industrial manslaughter laws, and psychosocial risks.
Stress testing potential impacts of these workplace legislations on future business strategy and making adjustments before signing off on implementation plans. Budget in scenarios for future salary, benefit and workplace compliance increases.
Implementing new Policies and Procedures or adjusting existing to capture changes in legislation or recent decisions. Changes must be clearly communicated to key stakeholders including employees where they need to know.
Monitoring employee and leadership behaviours, and contractor and customer interactions and behaviours as well (important under the positive duty in the Sex Discrimination Act 1984, for example).
Collecting and storing workplace information such as results of workplace surveys, results of investigations into complaints, employee reporting structures, company support programs and compliance related training initiatives.
Know how to respond to emerging practices such as an industry based wages increase request if approached by a Union representative or if bargaining is initiated by an individual employee.

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:Major changes to employee relations legislation in Australia 2022–2024 and Don’t overcook your workforce planning.

References

Australian Human Rights Commission (2022) Fact sheet: Respect@Work changes to the Sex Discrimination Act 1984 and AHRC Act 1986. December. Available at: https://humanrights.gov.au/our-work/complaint-information-service/fact-sheet-respectwork-changes-sex-discrimination-act-1984-ahrc-act-1986-december-2022 (Accessed: 6 November 2026).

Department of Employment and Workplace Relations (2024) Closing Loopholes. Available at: https://www.dewr.gov.au/closing-loopholes (Accessed: 6 November 2026).

Fair Work Ombudsman (2026a) Secure Jobs, Better Pay. Available at: https://www.fairwork.gov.au/about-us/workplace-laws/legislation-changes/secure-jobs-better-pay (Accessed: 6 November 2026).

Fair Work Ombudsman (2026b) Family and domestic violence leave. Available at: https://www.fairwork.gov.au/leave/family-and-domestic-violence-leave (Accessed: 6 November 2026).

Victorian Government Solicitor’s Office (2026) Key 1 July 2026 employment law and superannuation rates and measures. Available at: https://www.vgso.vic.gov.au/key-1-july-2026-employment-law-and-superannuation-rates-and-measures (Accessed: 6 November 2026).

Is Employee Relations in Australia still within its Teenage Years?

Thu, 01 Sep 2022 13:35:25 +1000

In brief: Employee relations in Australia can be likened to a teenager: it lacks clear direction, focuses on the present over the future and shows limited willingness to learn from experience. The system is shaped by many parties, including governments, lawyers, unions, tribunals and employers, and when they do not pursue a common goal each seeks more voice and control, adding complexity. All participants should share one purpose, the continuous improvement of overall productivity, so the whole country benefits.

A complex and crowded landscape

The Industrial Landscape in Australia is complex and perhaps failing to achieve the objective of harmoniously balancing productivity gains with workers rights.

The teenage analogy

Teenagers are often cited as a group who can lack direction, experience an imbalanced perception between what is important for their future compared to that which seems important right now, have a lack of cooperation or willingness to learn automatically from those with prior experience. They are influenced by many people and organisations ranging from schools and teachers, parents and family members, sporting coaches, their peer group - all offering their perspectives on right and wrong, moving norms of society, and social media. But their goal is often simple - reach a level of education and find a job.

In some similar ways Employee Relations as a group in Australia has a wide mix of influences ranging from layers of Government, a booming workplace lawyering industry, trade unions at many levels, complex workplace rules and legislation, Tribunals and other Specialist Workplace Government Departments, social changes from different generations across the workplace, educational and training organisations, the News networks and of course employees and business itself.

Update (November 2026): The complexity described here has only grown. The Fair Work Commission received a record 53,666 applications in 2025–26, around 35% of them unfair dismissal claims, and reports that roughly 40% of individual applicants now use AI tools to prepare their claims (Fair Work Commission, 2026, as reported by Tilo, 2026).

How could the system mature?

So how could the Australian Employee Relations landscape be viewed as still being within its teenage years? One item which stands out in common is the level of complexity with both. When either party or influence lacks moving in a similar direction towards a common goal then each can scramble to increase their voice, preferences and control. This can lead to higher levels of complexity as each has their needs met.

One common purpose: productivity

There should only be one common purpose of all those involved within the Australian Employee Relations landscape, and that should include the continuous improvement of overall productivity so the entire country can benefit for years to come. This at least would make it easier for the next generations of our teenagers whose life is probably always going to be naturally complex anyhow.

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:Conciliatory vs combative approaches to union engagement and Working days lost due to industrial action.

References

Tilo, D. (2026) ‘AI-driven claims surge pushes Fair Work Commission to record caseload’, HC Magazine, 28 October, reporting Fair Work Commission (2026) Annual Report 2025–26. Available at: https://www.hcamag.com/au/specialisation/employment-law/ai-driven-claims-surge-pushes-fair-work-commission-to-record-caseload/595203 (Accessed: 6 November 2026).

How Important is a Flexible HR/People & Culture Team?

Thu, 28 Jul 2022 16:23:49 +1000

In brief: A flexible HR/People & Culture team is one whose members can move between specialist areas, such as Talent Acquisition, Employee Relations or Workforce Planning, and HR Business Partner roles as the business grows. Flexibility can be built by hiring people with experience across several specialities or by rotating existing staff; hiring builds it faster but costs more upfront. Once in place, retention becomes critical, so clear individual career and development plans are essential.

When the business which HR/P&C teams support grows, then so do our own teams, albeit often at a reduced rate compared with the business itself.

How the business grows

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.

Specialists and Business Partners

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.

Update (November 2026): The specialist mix keeps shifting. Gartner’s 2026 HR Priorities Survey of 426 chief HR officers put AI transformation of HR operations at the top of the agenda, alongside a talent strategy for human–machine work and leaders who make change routine (Gartner, cited in HC Magazine, 2026). Flexibility across specialities is therefore more valuable, not less.

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.

How 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.

Keeping the flexibility you have built

Once that flexibility has been achieved, remember retention of your team becomes paramount, so clearly communicated individual career and development plans are essential. Career-related reasons, including a lack of development, have been the leading category of employee turnover for 14 consecutive years in Work Institute’s US exit-interview data (Work Institute, 2025).

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:HR teams and The future structure of HR departments in an AI-enabled era.

References

HC Magazine (2026) ‘AI transformation tops HR priorities for 2026’, 9 January. Available at: https://www.hcamag.com/au/specialisation/hr-technology/ai-transformation-tops-hr-priorities-for-2026/561446 (Accessed: 6 November 2026).

Work Institute (2025) 2025 Retention Report: employee retention truths in today’s workplace. Franklin, TN: Work Institute. Available at: https://info.workinstitute.com/hubfs/2025%20Retention%20Report/2025%20Retention%20Report%20-%20Employee%20Retention%20Truths%20in%20Todays%20Workplace.pdf (Accessed: 6 November 2026).

Procurement of Human Resources Services in Australia

Wed, 25 Aug 2021 14:11:21 +1000

In brief: Procurement of HR services in Australia differs by organisation size: large companies follow a formal process of analysing requirements, documenting supplier responses, negotiating contracts and managing performance, while smaller companies often learn about the market mainly from vendors pitching to them. Both face knowledge gaps in benchmarks, performance expectations and pricing, as HR staff are busy with internal work and purchasing staff usually lack HR-specific expertise. Independent market knowledge can shorten vendor selection.

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

Further reading:Top 3 Challenges Faced by HR Teams When Sourcing New Vendors and How HR Professionals Should Buy HR Products and Services.

Identifying Workplace Training Needs: A Practical Guide for Australian Employers

Wed, 17 Feb 2021 13:14:16 +1100

In brief: Identifying workplace training needs starts with the direction of the business, then defining what each role must do, using existing evidence such as performance reviews, asking managers and employees, prioritising gaps and measuring how new skills are applied on the job. According to the Australian Bureau of Statistics (2026), work-related training participation fell from 23% to 19% between 2020–21 and 2024–25, with 44% of those facing barriers citing too much work or not enough time.

Organisations need to train their employees continually: to teach new skills, develop leaders, meet legal and safety obligations, and remain competitive. The harder part is working out which training is needed, by whom, and in what form. This article sets out a practical way to identify workplace training needs, and what the Australian data says about how much training is actually happening.

What the data says about training in Australia

The Australian Bureau of Statistics reports that in 2024–25, 34% of people aged 15–74 (6.8 million) participated in study or training in the previous 12 months, down from 39% in 2020–21. Participation in work-related training specifically fell to 19% from 23%. Among people who faced barriers to work-related training, the main barrier, reported by 44%, was having too much work or not enough time (ABS, 2026).

For employers, the lesson is that training has to compete with the day job. Training that is targeted to a real need, delivered close to the work and scheduled realistically is far more likely to happen than a generic annual calendar.

On the job, near the job, or offsite: the 70:20:10 guideline

Training can be described as on the job, near the job, or offsite. A widely used guideline is the 70:20:10 model from the Center for Creative Leadership’s Lessons of Experience research: roughly 70% of development comes from challenging on-the-job assignments, 20% from developmental relationships such as managers, mentors and peers, and 10% from formal coursework and training (Center for Creative Leadership, n.d.). CCL describes it as a guideline rather than a formula, and notes that the formal 10% amplifies the other 90% when it is applied back at work.

The practical implication is that most training needs are met through how work is designed and supervised, not through courses alone. The best value from developmental and offsite training is captured when the employee has an immediate opportunity to use the new skills on return to the workplace.

How to identify workplace training needs

1. Start with the direction of the business. New products, systems, customers, sites or regulatory changes each create skill requirements. All employee training must be relevant to where the organisation is heading.

2. Define what each role must be able to do. Up-to-date position descriptions and competency requirements are the baseline for any training needs analysis. If the role is not clearly described, the gap cannot be measured.

3. Use the evidence you already hold. Performance reviews, probation outcomes, safety incidents, customer complaints, rework, system errors and exit interviews all point to capability gaps.

4. Ask managers and employees. Supervisors usually know where their teams struggle; employees usually know what they need to do the job well. A short structured conversation or survey is often enough.

5. Prioritise and match the delivery method. Rank gaps by business impact and compliance risk, then decide whether each is best addressed on the job, through coaching or mentoring, or through a formal program, including online learning.

6. Measure application, not attendance. Agree in advance how the new skill will be used and checked on the job, and follow up within weeks of the training.

Choosing a training provider

Once the needs are clear, the choice of provider becomes much simpler: accredited or non-accredited, in-house or external, face-to-face or online. Australian training providers, registered training organisations and learning platforms can be compared on the Workforce Directory.

Further reading:Benefits of Online Learning in the Workplace and The High Costs of Neglecting Employee Induction.

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

References

Australian Bureau of Statistics (2026) Work-Related Training and Adult Learning, Australia, 2024-25. Canberra: ABS, 9 April. Available at: https://www.abs.gov.au/statistics/people/education/work-related-training-and-adult-learning/2024-25 (Accessed: 5 November 2026).

Center for Creative Leadership (n.d.) The 70-20-10 rule for leadership development. Available at: https://www.ccl.org/articles/leading-effectively-articles/70-20-10-rule/ (Accessed: 5 November 2026).

Five Reasons to Use an RPO Provider for Recruitment

Tue, 16 Feb 2021 13:40:00 +1100

In brief: A recruitment process outsourcing (RPO) provider takes responsibility for all or selected recruiting processes, along with the systems, methods and reporting, so the business and HR can focus on core activities. The five reasons to use one are lower recruitment costs, scalability with clear delivery targets, a consistent and transparent process, better hiring quality with a broader talent pool, and a stronger employer brand. The average time to fill a vacancy is 36 days, according to SHRM's 2017 benchmarking report.

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. Candidates expect clear communication and clear expectations from the company throughout the process. 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 (Greenberg, 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.

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:7 Factors to Consider When Hiring External Recruiters and Top 3 Challenges Faced by HR Teams When Sourcing New Vendors.

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].

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/topics-tools/news/talent-acquisition/recruiting-tougher-2019 [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://web.archive.org/web/20210318224217/https://www.shrm.org/ResourcesAndTools/business-solutions/Documents/Talent-Acquisition-Report-All-Industries-All-FTEs.pdf [Accessed 12 October 2020].