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Welcome to the Enterprise IT Resources blog!
Explore expert insights on tech recruitment, hiring trends, industry news and job search advice from the team at Enterprise IT Resources.
Recruitment Advice
By Kara Porter
•
April 29, 2025
Speed and quality are often viewed as competing priorities when hiring in the tech market. Hiring managers and talent teams face ongoing pressure to fill roles quickly, especially in candidate-short markets. However, bringing in the wrong hire can cost dearly in productivity, morale and retention. So, how can businesses scale teams rapidly without sacrificing quality? Is it possible to have both speed and quality in tech hiring? We think so—and here’s how. Why the trade-off exists The tension between speed and quality usually stems from a lack of clarity or preparation. Rushed processes often skip essential steps like cultural alignment, technical testing or stakeholder buy-in. On the flip side, overly meticulous processes risk losing top talent to faster-moving competitors. The sweet spot lies in structure, communication, and smart tooling. The cost of getting it wrong Hiring too fast, without due diligence, can lead to: Poor team fit and early attrition Productivity loss due to underperformance Reputational damage, especially in tight-knit tech communities. Meanwhile, moving too slow can result in: Lost candidates to faster companies Prolonged project delays Burnout among existing team members carrying the extra load. Strategies for speed and quality Define success up front Get clear on the must-haves vs. nice-to-haves for each role. Involve both technical leads and cultural stakeholders early. A well-aligned brief means faster shortlisting and better screening. Use pre-qualified talent pools Work with a recruitment partner that specialises in tech and already has deep, pre-screened networks. This cuts sourcing time and improves candidate experience from the start. Implement structured interviewing Use consistent questions and scoring frameworks across candidates. It removes bias, saves time and enables faster comparisons. Tech-enable your process Leverage tools like automated scheduling, coding platforms and AI-powered CV screening to reduce manual work without compromising assessment depth. Communicate with intent Regular feedback loops between hiring managers, HR and external partners speed up decision-making. Candidates also stay engaged when communication is proactive and transparent. Set SLA benchmarks Create internal SLAs for each stage of the hiring process. For example, resume review within 48 hours, interviews booked within 3 days, and feedback within 24 hours. These benchmarks help maintain velocity without losing quality. Pilot and iterate If your current hiring approach isn’t working, test new workflows. For example, trial a pre-interview technical screen instead of a live coding test. Track success rates and time-to-hire data to inform improvements. The Bottom Line Speed and quality don’t have to be mutually exclusive. With the right structure, clear expectations, and smart use of tools and talent partners, you can build a hiring engine that delivers both.
By Sarah McCandless
•
March 7, 2025
For years, companies have been locked in a battle to attract the best candidates - offering higher salaries, bigger perks, and more benefits in the hopes of outbidding their competitors. But in 2025, the conversation is shifting. The companies winning today aren’t necessarily the ones offering the biggest paychecks; they’re the ones adapting to how work is changing. The talent war isn’t about hiring faster or throwing more money at the problem anymore - it’s about rethinking how we build workforces altogether. So, how are leading organisations shifting their approach? They’re moving beyond outdated recruitment battles and focusing on internal mobility, skills development, flexible work models, and alternative hiring pipelines. Why the Talent War No Longer Works The idea of a "talent war" assumes that there’s a fixed number of high-performing professionals, and companies must compete to secure them. But this approach has a few major flaws: It’s expensive - Constantly outbidding competitors for the same people isn’t sustainable. It’s short-sighted - Hiring externally without investing in existing employees leads to retention issues. It ignores hidden talent - Many businesses overlook high-potential candidates who may not fit a traditional mold but have the skills and adaptability to thrive. With unemployment rates remaining low and skills shortages persisting in industries like technology, cybersecurity, and engineering, businesses must stop seeing hiring as a competition and start treating it as a strategic transformation. The Talent Shift... What’s Changing? Instead of treating hiring as a race for the same candidates, leading companies are making three key shifts: 1. Internal Mobility: Investing in the People You Already Have Companies are realising that the best candidate for the job might already be within their organisation. Instead of constantly hiring externally, businesses are focusing on upskilling, cross-training, and internal promotions. 📌 Example: Atlassian has developed structured career pathways that help employees transition into new roles without leaving the company, reducing external hiring needs. 2. Skills Over Job Titles More companies are moving toward skills-based hiring, recognising that traditional job titles and degree requirements can exclude high-potential candidates. Rather than asking, “Who has a degree in computer science and five years of experience?” companies are now asking, “Who has the problem-solving and coding skills to excel in this role?” 📌 Example: Telstra has introduced skills-based hiring initiatives, allowing candidates from non-traditional backgrounds to break into tech roles based on their capabilities, not just their CVs. 3. Alternative Hiring Pipelines Companies are expanding their candidate pools by looking beyond the usual recruitment channels. This includes: Partnering with universities and bootcamps Offering return-to-work programs for career changers Creating more entry-level pathways and apprenticeships 📌 Example: The Victorian Government’s Digital Jobs Program is helping mid-career professionals transition into the tech industry through funded training and job placements. The Future of Work is Built - Not Bought Companies that succeed in 2025 and beyond will be the ones that build their talent, not just buy it. By moving away from outdated hiring models and focusing on development, flexibility, and inclusivity, organisations can create workforces that aren’t just competitive - but sustainable. The talent war may be over, but the companies that adapt to this new reality will be the ones leading the next decade of innovation.
By Kara Porter
•
April 29, 2025
Speed and quality are often viewed as competing priorities when hiring in the tech market. Hiring managers and talent teams face ongoing pressure to fill roles quickly, especially in candidate-short markets. However, bringing in the wrong hire can cost dearly in productivity, morale and retention. So, how can businesses scale teams rapidly without sacrificing quality? Is it possible to have both speed and quality in tech hiring? We think so—and here’s how. Why the trade-off exists The tension between speed and quality usually stems from a lack of clarity or preparation. Rushed processes often skip essential steps like cultural alignment, technical testing or stakeholder buy-in. On the flip side, overly meticulous processes risk losing top talent to faster-moving competitors. The sweet spot lies in structure, communication, and smart tooling. The cost of getting it wrong Hiring too fast, without due diligence, can lead to: Poor team fit and early attrition Productivity loss due to underperformance Reputational damage, especially in tight-knit tech communities. Meanwhile, moving too slow can result in: Lost candidates to faster companies Prolonged project delays Burnout among existing team members carrying the extra load. Strategies for speed and quality Define success up front Get clear on the must-haves vs. nice-to-haves for each role. Involve both technical leads and cultural stakeholders early. A well-aligned brief means faster shortlisting and better screening. Use pre-qualified talent pools Work with a recruitment partner that specialises in tech and already has deep, pre-screened networks. This cuts sourcing time and improves candidate experience from the start. Implement structured interviewing Use consistent questions and scoring frameworks across candidates. It removes bias, saves time and enables faster comparisons. Tech-enable your process Leverage tools like automated scheduling, coding platforms and AI-powered CV screening to reduce manual work without compromising assessment depth. Communicate with intent Regular feedback loops between hiring managers, HR and external partners speed up decision-making. Candidates also stay engaged when communication is proactive and transparent. Set SLA benchmarks Create internal SLAs for each stage of the hiring process. For example, resume review within 48 hours, interviews booked within 3 days, and feedback within 24 hours. These benchmarks help maintain velocity without losing quality. Pilot and iterate If your current hiring approach isn’t working, test new workflows. For example, trial a pre-interview technical screen instead of a live coding test. Track success rates and time-to-hire data to inform improvements. The Bottom Line Speed and quality don’t have to be mutually exclusive. With the right structure, clear expectations, and smart use of tools and talent partners, you can build a hiring engine that delivers both.
By Sarah McCandless
•
March 7, 2025
For years, companies have been locked in a battle to attract the best candidates - offering higher salaries, bigger perks, and more benefits in the hopes of outbidding their competitors. But in 2025, the conversation is shifting. The companies winning today aren’t necessarily the ones offering the biggest paychecks; they’re the ones adapting to how work is changing. The talent war isn’t about hiring faster or throwing more money at the problem anymore - it’s about rethinking how we build workforces altogether. So, how are leading organisations shifting their approach? They’re moving beyond outdated recruitment battles and focusing on internal mobility, skills development, flexible work models, and alternative hiring pipelines. Why the Talent War No Longer Works The idea of a "talent war" assumes that there’s a fixed number of high-performing professionals, and companies must compete to secure them. But this approach has a few major flaws: It’s expensive - Constantly outbidding competitors for the same people isn’t sustainable. It’s short-sighted - Hiring externally without investing in existing employees leads to retention issues. It ignores hidden talent - Many businesses overlook high-potential candidates who may not fit a traditional mold but have the skills and adaptability to thrive. With unemployment rates remaining low and skills shortages persisting in industries like technology, cybersecurity, and engineering, businesses must stop seeing hiring as a competition and start treating it as a strategic transformation. The Talent Shift... What’s Changing? Instead of treating hiring as a race for the same candidates, leading companies are making three key shifts: 1. Internal Mobility: Investing in the People You Already Have Companies are realising that the best candidate for the job might already be within their organisation. Instead of constantly hiring externally, businesses are focusing on upskilling, cross-training, and internal promotions. 📌 Example: Atlassian has developed structured career pathways that help employees transition into new roles without leaving the company, reducing external hiring needs. 2. Skills Over Job Titles More companies are moving toward skills-based hiring, recognising that traditional job titles and degree requirements can exclude high-potential candidates. Rather than asking, “Who has a degree in computer science and five years of experience?” companies are now asking, “Who has the problem-solving and coding skills to excel in this role?” 📌 Example: Telstra has introduced skills-based hiring initiatives, allowing candidates from non-traditional backgrounds to break into tech roles based on their capabilities, not just their CVs. 3. Alternative Hiring Pipelines Companies are expanding their candidate pools by looking beyond the usual recruitment channels. This includes: Partnering with universities and bootcamps Offering return-to-work programs for career changers Creating more entry-level pathways and apprenticeships 📌 Example: The Victorian Government’s Digital Jobs Program is helping mid-career professionals transition into the tech industry through funded training and job placements. The Future of Work is Built - Not Bought Companies that succeed in 2025 and beyond will be the ones that build their talent, not just buy it. By moving away from outdated hiring models and focusing on development, flexibility, and inclusivity, organisations can create workforces that aren’t just competitive - but sustainable. The talent war may be over, but the companies that adapt to this new reality will be the ones leading the next decade of innovation.
Job Search Advice
By Sarah McCandless
•
July 1, 2024
Australia has become a magnet for tech professionals from around the world, including countries like the UK, due to its thriving tech industry, exceptional quality of life, and great career opportunities. Today, we’re unpacking the factors that make Australia an attractive destination for tech talent!
By EITR
•
June 27, 2023
Asking the right questions can help you to cinch the best IT Project Manager during an interview. Read our latest blog to learn which ones will do the job.
By Sarah McCandless
•
July 1, 2024
Australia has become a magnet for tech professionals from around the world, including countries like the UK, due to its thriving tech industry, exceptional quality of life, and great career opportunities. Today, we’re unpacking the factors that make Australia an attractive destination for tech talent!
By EITR
•
June 27, 2023
Asking the right questions can help you to cinch the best IT Project Manager during an interview. Read our latest blog to learn which ones will do the job.
News
By Kara Porter
•
March 31, 2025
On March 27, 2025, the Federal Parliament passed new legislation that will reshape how large employers in Australia approach workplace gender equality. Under the reforms, businesses with 500 or more employees will now be required to: Set three gender equality targets, with at least one being numeric; Demonstrate progress toward these targets within three years; Continue reporting annually to the Workplace Gender Equality Agency (WGEA). This is a milestone moment in a play to shift the Australian workplace culture. It reflects a growing push for accountability, transparency and meaningful change in the workplace. So, what does this mean for employers? Targets Must Be Tangible A vague commitment to “improving gender diversity” won’t cut it. Employers will need to back up their intentions with measurable goals - such as increasing women in leadership, closing pay gaps, or improving retention in underrepresented groups. Data-Driven Decisions Will Lead the Way To set realistic, evidence-based targets, companies will need to dive deep into their workforce data. Understanding where the gaps are - whether it’s in hiring, promotion pathways, or pay equity - is step one. Policies, Processes & People It’s also a nudge to reassess internal practices. Are your recruitment and promotion processes inclusive? Are flexible work arrangements available (and used) equitably? Is your leadership team actively invested in supporting diversity outcomes? Accountability Goes Public WGEA will continue to publish pay gap data—and now, target progress too. That means internal efforts will be visible externally, and employers leading the way will build stronger reputations as equitable, forward-thinking workplaces. Why it matters to us at EITR At EITR , we work with businesses undergoing transformation - and the best transformations start from within. Hiring diverse, high-performing teams isn’t just a compliance box to tick—it’s how companies thrive. This legislation reflects a shared responsibility to build workplaces where talent can grow and succeed, regardless of gender. Whether you're a business navigating these new expectations or a candidate seeking an inclusive environment where your career can flourish - we’re here to support you.  🔗 Want to know more about how we help organisations build diverse, future-ready teams? Get in touch with us here .
By Sarah McCandless
•
July 26, 2024
Artificial intelligence is a reality that’s transforming industries and job markets worldwide. In Australia, the latest research from the Tech Council of Australia (TCA) , supported by tech giants like Microsoft , LinkedIn , and Workday , predicts that AI will create 200,000 jobs by 2030 . This surge in AI employment is expected to significantly boost productivity and inject billions into the Australian economy. The Economic Impact of AI The TCA report forecasts that generative AI alone could contribute $115 billion to the Australian economy, with around 70% of this stemming from productivity gains. As AI technologies continue to permeate various sectors, the demand for skilled workers in this space will naturally increase. However, to meet the ambitious target of 200,000 AI jobs by 2030 , the workforce will need to expand by a staggering 500% over the next seven years. Bridging the Skills Gap The rapid growth of AI job opportunities presents both an exciting and challenging landscape. One significant challenge is ensuring that the workforce possesses the necessary skills. The TCA report emphasises the need for major reforms in education and training to bridge this skills gap. Building knowledge and experience in AI should be a fundamental part of professional development, encompassing both on-the-job training and formal learning opportunities. The Role of Retraining and Upskilling To achieve the goal of a robust AI workforce, Australia must expand and diversify retraining pathways. This means creating more opportunities for mid-career retraining and upskilling in AI. As many as 84% of knowledge workers in Australia are already using AI in their work, reporting significant time savings. This indicates a positive trend towards AI adoption, but also highlights the need for continuous learning and development in this rapidly evolving field. The growth of AI jobs won't be confined to the tech sector alone. According to Damian Kassabgi , CEO of TCA, AI’s influence will spread across various fields, including human resources, sales, and governance. This broader application of AI technology necessitates a diverse range of skills to develop, maintain, and scale AI systems effectively. Therefore, it's crucial to prepare for this shift by fostering a multidisciplinary approach to AI education and training. The Need for Comprehensive AI Strategies To fully harness the potential of AI, Australia needs a comprehensive AI investment and capability plan. This plan should outline clear paths for regulation, governance, digital infrastructure, and research commercialisation. Paul Leahy from Workday underscores the importance of preparing the workforce for the widespread adoption of AI and ensuring that pipelines of AI-ready workers are in place to meet the growing demand.  The Future of AI in the Workplace AI-powered tools are already helping Australians save time and focus on more critical, creative tasks. As Sarah Carney from Microsoft ANZ points out, “Australians are already using AI-powered tools to help with tasks and are reporting that it saves them time and allows them to focus on more important work and be more creative." The prediction of 200,000 new AI jobs by 2030 marks a transformative period for Australia's workforce and economy. By investing in education, diversifying training pathways, and implementing a robust AI strategy, Australia can position itself at the forefront of the AI revolution. Embracing this change will not only enhance productivity but also open up exciting new career opportunities for Australians across various sectors. Now is the time to act and prepare for an AI-driven future that holds immense potential for growth and innovation.
By Kara Porter
•
March 31, 2025
On March 27, 2025, the Federal Parliament passed new legislation that will reshape how large employers in Australia approach workplace gender equality. Under the reforms, businesses with 500 or more employees will now be required to: Set three gender equality targets, with at least one being numeric; Demonstrate progress toward these targets within three years; Continue reporting annually to the Workplace Gender Equality Agency (WGEA). This is a milestone moment in a play to shift the Australian workplace culture. It reflects a growing push for accountability, transparency and meaningful change in the workplace. So, what does this mean for employers? Targets Must Be Tangible A vague commitment to “improving gender diversity” won’t cut it. Employers will need to back up their intentions with measurable goals - such as increasing women in leadership, closing pay gaps, or improving retention in underrepresented groups. Data-Driven Decisions Will Lead the Way To set realistic, evidence-based targets, companies will need to dive deep into their workforce data. Understanding where the gaps are - whether it’s in hiring, promotion pathways, or pay equity - is step one. Policies, Processes & People It’s also a nudge to reassess internal practices. Are your recruitment and promotion processes inclusive? Are flexible work arrangements available (and used) equitably? Is your leadership team actively invested in supporting diversity outcomes? Accountability Goes Public WGEA will continue to publish pay gap data—and now, target progress too. That means internal efforts will be visible externally, and employers leading the way will build stronger reputations as equitable, forward-thinking workplaces. Why it matters to us at EITR At EITR , we work with businesses undergoing transformation - and the best transformations start from within. Hiring diverse, high-performing teams isn’t just a compliance box to tick—it’s how companies thrive. This legislation reflects a shared responsibility to build workplaces where talent can grow and succeed, regardless of gender. Whether you're a business navigating these new expectations or a candidate seeking an inclusive environment where your career can flourish - we’re here to support you.  🔗 Want to know more about how we help organisations build diverse, future-ready teams? Get in touch with us here .
By Sarah McCandless
•
July 26, 2024
Artificial intelligence is a reality that’s transforming industries and job markets worldwide. In Australia, the latest research from the Tech Council of Australia (TCA) , supported by tech giants like Microsoft , LinkedIn , and Workday , predicts that AI will create 200,000 jobs by 2030 . This surge in AI employment is expected to significantly boost productivity and inject billions into the Australian economy. The Economic Impact of AI The TCA report forecasts that generative AI alone could contribute $115 billion to the Australian economy, with around 70% of this stemming from productivity gains. As AI technologies continue to permeate various sectors, the demand for skilled workers in this space will naturally increase. However, to meet the ambitious target of 200,000 AI jobs by 2030 , the workforce will need to expand by a staggering 500% over the next seven years. Bridging the Skills Gap The rapid growth of AI job opportunities presents both an exciting and challenging landscape. One significant challenge is ensuring that the workforce possesses the necessary skills. The TCA report emphasises the need for major reforms in education and training to bridge this skills gap. Building knowledge and experience in AI should be a fundamental part of professional development, encompassing both on-the-job training and formal learning opportunities. The Role of Retraining and Upskilling To achieve the goal of a robust AI workforce, Australia must expand and diversify retraining pathways. This means creating more opportunities for mid-career retraining and upskilling in AI. As many as 84% of knowledge workers in Australia are already using AI in their work, reporting significant time savings. This indicates a positive trend towards AI adoption, but also highlights the need for continuous learning and development in this rapidly evolving field. The growth of AI jobs won't be confined to the tech sector alone. According to Damian Kassabgi , CEO of TCA, AI’s influence will spread across various fields, including human resources, sales, and governance. This broader application of AI technology necessitates a diverse range of skills to develop, maintain, and scale AI systems effectively. Therefore, it's crucial to prepare for this shift by fostering a multidisciplinary approach to AI education and training. The Need for Comprehensive AI Strategies To fully harness the potential of AI, Australia needs a comprehensive AI investment and capability plan. This plan should outline clear paths for regulation, governance, digital infrastructure, and research commercialisation. Paul Leahy from Workday underscores the importance of preparing the workforce for the widespread adoption of AI and ensuring that pipelines of AI-ready workers are in place to meet the growing demand.  The Future of AI in the Workplace AI-powered tools are already helping Australians save time and focus on more critical, creative tasks. As Sarah Carney from Microsoft ANZ points out, “Australians are already using AI-powered tools to help with tasks and are reporting that it saves them time and allows them to focus on more important work and be more creative." The prediction of 200,000 new AI jobs by 2030 marks a transformative period for Australia's workforce and economy. By investing in education, diversifying training pathways, and implementing a robust AI strategy, Australia can position itself at the forefront of the AI revolution. Embracing this change will not only enhance productivity but also open up exciting new career opportunities for Australians across various sectors. Now is the time to act and prepare for an AI-driven future that holds immense potential for growth and innovation.
