Latest news with #careerprogression
Daily Mail
7 days ago
- Business
- Daily Mail
Why Aussie workers are quietly planning to quit - and the real reason should terrify bosses
A new report has delivered a brutal reality check to Aussie employers: most workers are planning to walk. Despite a shaky economy, almost two-thirds of Australians say they're ready to ditch their jobs in the next 12 months, chasing better pay, more flexibility, and actual career progression. The Hays 2025–26 Salary Guide, released Wednesday, surveyed over 12,000 professionals and hiring managers across 25 industries and found a whopping 61 per cent of workers want out. While that's slightly down from last year's shocking 77 per cent, it still signals a looming jobs exodus, with the top reasons being no future in their current roles (45 per cent), low pay (42 per cent), and a mix of unchallenging work, job insecurity, poor management, and lack of work-life balance. 'The data tells a story of paradox and caution,' Hays Asia-Pacific chief executive Matthew Dickason said. Mr Dickason says Aussie workers are no longer satisfied with crumbs and that small pay bumps just aren't cutting it anymore. 'Employees are satisfied enough to stay put for now, yet a significant portion are looking to move elsewhere, wary that small pay increases aren't worth accepting.' While 60 per cent of workers believe they're underpaid, it's not just about the money anymore, and Mr Dickason said Aussie workers want career progression and perks. 'This should tell employers that despite the cost of living, salary is no longer enough - benefits, progression, and purpose matter more than ever.' Those most likely to quit their jobs are professionals aged 40–59 in intermediate or management roles. 'With only marginal increases in permanent hiring intentions, this surge in employee turnover signals a critical moment for employers: take action to retain top talent or risk falling further behind in an already competitive market,' Mr Dickason added. Only 33 per cent of workers actually switched jobs over the past year - but the dissatisfaction is growing, and it's not just workers feeling frustrated. The report also revealed that employers are taking more time to find and hire suitable applicants due to a skills shortage and the impact of artificial intelligence (AI), which has resulted in an increased volume of generic, low-fit applications. This has created a gridlocked system, sparking growing frustration from both employers and workers. 'We are finding employers are reporting more job applications, but fewer suitable candidates,' Mr Dickason said. 'At the same time, job seekers say they're applying more, but getting fewer responses. 'When job seekers rely too heavily on AI to generate applications, quality and legitimacy suffer. Candidates need to carefully review and personalise AI-generated content to ensure it's accurate, relevant, and highlights the human skills employers value most.' He had this advice for Aussies seeking a career change. 'Define what matters most to you: is it salary, relevant benefits, purpose, or progression? Be clear on what you'll walk away with, and what trade-offs you're willing to make,' Mr Dickason said. 'With employers reporting a need for stronger human skills, now is the time to invest in your communication, adaptability, and decision-making. 'While pay is a top motivator, don't overlook the long game: flexibility, culture, and growth opportunities are increasingly becoming deal-breakers. 'Take control of your development, be selective in your applications, and aim to align with organisations that match both your values and ambitions.'
Daily Mail
14-07-2025
- Business
- Daily Mail
I run a successful company and this is my brutal response to anyone who asks to work-from-home
The CEO of a luxury travel company has issued a brutal warning to employees who want to work from home, saying they should move 'somewhere that does that'. Adam Schwab, co-founder and chief executive of Luxury Escapes, expects his workers to be in the office five days a week. While many companies around Australia are embracing flexible work conditions as a perk that improves employee retention, Mr Schwab believes working from home is 'the worst thing ever'. 'It's hard to progress your career if you can't learn from other people. If people can't see you,' he told the Herald Sun. 'Unfortunately, getting promoted is often based on just who's in your proximity.' Luxury Escapes has offices in Sydney, Melbourne, London and Singapore and has rapidly grown its team in the last six years. Mr Schwab started the company in 2013 alongside his best friend from school, Jeremy Same. The pair had run an accommodation business before and knew they wanted to focus on travel despite knowing next to nothing about the sector. While Luxury Escapes did take a hit during the Covid lockdowns, Mr Schwab now has a team three times its pre-pandemic size. His tech team alone grew from 30 in 2019 to 130 in 2025, while his total team went from 200 workers to 600. The CEO claims his employee retention rate is exceptionally high, with less than 10 per cent of workers leaving annually. This is in spite of the company not offering flexible working conditions. 'We are massive believers in working collaboratively with other people,' Mr Schwab said. 'If you'd rather work from home, maybe just work somewhere that does that. We're not for you.' Instead of the ability to work from home, Mr Schwab has focused on building other employee perks at Luxury Escapes. Those include a free breakfast and lunch in the office every day, onsite table tennis, a 20 per cent company discount, and referral and baby bonuses. Australian Bureau of Statistics data found 36 per cent of Australians usually worked from home in August 2024. The main reasons for remote working were to work more flexibly, followed by having a home-based job and lastly, to catch up on work after hours. However, Mr Schwab wants his company to retain the ethic of a start-up with workers collaborating in person. So, despite the company being 12 years old, he prefers to act as though it's still on 'day one'. 'We want our team to be super entrepreneurial. We love when people try something and make a mistake and get it wrong, but then learn from it,' Mr Schwab said. 'You miss 100 per cent of the shots you don't take.'
Forbes
25-06-2025
- Business
- Forbes
Why Work-Life Balance Is One Of The Biggest Challenges For Female Lawyers
Raquel Gomes is the founder and CEO of Stafi. When we talk about progress in the legal industry, we often point to the rising number of women graduating from law school or the growing visibility of female attorneys in leadership. However, one stubborn truth continues to undermine these milestones: Women leave law firms mid-career at staggering rates. And they aren't leaving because they can't cut it. They're leaving because the system wasn't designed with them in mind. According to the American Bar Association, 58% of female attorneys cite caregiving responsibilities as a major reason for leaving law firms. And while women make up more than half of law school graduates, they account for just 22% of equity partners. The pipeline isn't just leaky—it's hemorrhaging talent. As a psychologist and CEO who supports law firms through strategic staffing and delegation, I see this pattern all too often. Firms spend years cultivating bright, talented women only to lose them when the demands of the job become incompatible with their lives. The irony? These are often the same women clients love most: empathetic, thorough and fiercely committed. The Outdated Ideal Worker Model At the heart of the issue is an outdated view of the "ideal lawyer"—someone who is always available, responds to emails at midnight and wears exhaustion as a badge of honor. But this model doesn't serve anyone, least of all women. The legal profession still rewards visibility and availability over sustainability. For women juggling caregiving, community roles and personal well-being, this model becomes not just unappealing but unlivable. "We celebrate when women make partners, but we should ask: At what cost did they stay?" That's a question I often pose to law firm owners we work with. Burnout isn't just a personal issue; it's a retention crisis. Burnout: The Quiet Saboteur The ABA Journal reports that women in law experience burnout an average of 56% of the time, compared to 41% of the time for men. And in addition to stress, burnout means misalignment. It's what happens when someone's work drains them rather than supports their growth. Too often, the only way women feel they can find relief is by leaving the profession altogether. This doesn't just affect their careers, but also it erodes the diversity, empathy and strength of the legal field as a whole. What Can Law Firms Do? Forward-thinking firms are beginning to see that retaining women requires more than mentorship luncheons and panel discussions. It means: • Offering flexible work—not just remote options but autonomy over how and when work is done. • Creating pathways to leadership that accommodate nonlinear career journeys. • Rebuilding internal cultures to value outcomes over hours. • Providing mental health support and proactively preventing burnout. While specific percentages may vary, the positive impact of mentorship programs on female retention in law firms is well-documented. For example, according to The Australian, firms with formal mentorship programs see 23% higher retention among women. But the most important factor isn't a single policy, it's alignment. When a firm's values align with the lives of its people, retention becomes a natural outcome. A New Definition of Success I believe the future of law isn't just about how many women we can recruit but rather how many we can empower to stay, thrive and lead. Success should not demand self-abandonment. It should reflect wholeness. We need to redefine what it means to win, not just for women in law but for everyone. When women stay, law firms don't just retain talent. They retain perspective, innovation and strength. And that's the kind of firm that doesn't just survive—it leads. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
The Independent
11-06-2025
- Business
- The Independent
Rate of women being hired into top jobs falls for third year running
The rate of women being hired into UK leadership roles has fallen for the third year in a row, with increasing barriers to top jobs as they advance through their careers, according to figures from LinkedIn. The professional networking site revealed that women were hired into just more than a third – 36.8% – of leadership positions in the year to March 1, down 2.1% year-on-year. This has left the rate of female hires into senior roles back where it was in 2020, according to the figures. The data also showed that while more UK women are now in top management roles than they were in 2019 – at 30.9% last year versus 27.6% in 2019 – the progress has slowed significantly in the past two years, rising by just 0.3 percentage points. The figures suggest it becomes more difficult for older generations to reach senior management, with 19.4% of so-called baby boomers – those born between 1946 and 1964 – in these roles compared with 28.9% for gen X, 36.7% for millennials and 39.3% for gen Z. The statistics, compiled by analysing the group's 43 million-strong membership base across the UK, also show that, as of March, women made up 45.8% of hires in the UK, down 4.6% year-on-year. Globally, the figures paint a similar picture, revealing that less than a third of senior leadership roles are held by women (30.9%) despite making up almost half (43.2%) of the worldwide workforce. This 'drop to the top' is most pronounced in the science, technology, engineering and mathematics (Stem) sector, where only around one in eight (12%) of leadership positions are held by women, according to LinkedIn. It is calling for the Government and businesses to promote hiring based on skills rather than qualifications to help ensure women do not get left behind, in particular amid the shift towards artificial intelligence (AI). Janine Chamberlin, head of LinkedIn UK, said: 'Just as AI is reshaping the workplace and demanding more adaptable, collaborative leadership, we're seeing women's progress into senior roles stall for the third year running. 'Women are 20% more likely to have that multi-domain experience, working across different industries and functions, which creates exactly the kind of flexible, agile leaders businesses need for AI transformation. 'Yet we're locking them out of leadership precisely when we need those skills most.' The online giant believes that a skills-based approach to hiring – through prioritising skills over qualifications in recruitment – could broaden the talent pool for women by 6.3 times globally.
Forbes
27-05-2025
- Business
- Forbes
Top 6 Talent Magnets For Startups Based On Data
This article talks about the 6 most important factors that make startups attractive to talent, based ... More on recent data from reputable sources and our own experience of managing startup projects. Attracting top talent is one of the most critical challenges for early-stage startups. While established companies can offer higher salaries and job security, startups can compete by offering unique value in areas that matter deeply to today's professionals: growth, purpose, autonomy, and culture. This article ranks the 6 most important factors that make startups attractive to talent, based on recent data from reputable sources and our own experience of managing startup projects. According to a Robert Walters Global Employee Survey, 55% of professionals cite career progression as a top priority when choosing an employer. Startups provide an environment where employees often wear multiple hats, gaining exposure to various aspects of the business and accelerating their professional development. This hands-on experience can be more valuable than traditional training programs. To illustrate, a position in a startup could offer a mid-level (or in some cases even a junior) specialist the opportunity to take on more responsibility. Provided the startup is successful, as the team grows, the early-hires can naturally take on managerial or even executive roles. In short, young, ambitious professionals might be willing to take the pay cut (and decreased job security) for the opportunity to shortcut their career growth. According to Deloitte, purpose-driven companies have 40% higher workforce retention levels compared to other organizations. A clear and compelling mission can be a significant draw for talent. Employees are increasingly seeking roles where they can contribute to a purpose they believe in. Startups that articulate their mission effectively can attract individuals who are passionate about the company's goals and values. A great example of using this to your advantage when searching for startup talent is when Steve Jobs was looking to get John Sculley, the CEO of Pepsi, to join Apple. He famously told him: 'Do you want to sell sugar water for the rest of your life, or come with me and change the world?' Unsurprisingly, pay remains one of the most important factors for employees (McKinsey). While startups (especially in the early stages) can rarely compete with established companies in terms of salaries, equity, and stock options can be a powerful incentive for attracting talent to startups. Providing employees with a stake in the company's success is not only a good way to compensate for a lower base compensation, but it is a great way to align their interests with the company's long-term goals. Flexibility in work arrangements, such as remote work options and flexible hours, has become increasingly important to employees and is something that small-team startups can arrange much more easily compared to large corporations. According to Randstad's Workmonitor 2025 report, work-life balance for the first time surpasses pay as the no. 1 factor that makes a position attractive. Being treated like an autonomous, conscientious individual who can manage their own time, resources, and responsibilities doesn't just help people reach a better work-life balance, though. It's a big part of feeling recognized, which, according to Futurestartup, is the no. 1 driver of great work (i.e., a motivating factor). Startups that implement systems for acknowledging achievements and providing growth-oriented feedback can enhance employee satisfaction and performance. Regular recognition and constructive feedback are crucial for employee motivation and development. This autonomy, ownership, and recognition feed into a healthy, productive culture that feels 'adult' - a culture in which freedom is dispensed in return for responsibility. A positive and inclusive company culture is not only essential for attracting and retaining talent. It is a crucial early-stage investment because as the company starts growing, the culture of the early employees inevitably spreads to the new hires.
