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Building culture within a hybrid work model
11 months ago By Emily Harris
The Hybrid Work Model emerged after the pandemic first hit, where many employees were forced to work remotely for an extended period of time in order to adhere to COVID-19 restrictions. It’s important to note that in 2019, before COVID-19 was detected in Australia, about a third of the country’s working population was regularly working from home (Siebert,2020). By August 2021 as the impact of the Delta variant of the virus was in full effect across Australia, more than 40% of employed people were regularly working from home (Australian Bureau of Statistics, 2021). However, as restrictions begun to ease and employees were once again allowed to return to the office, many found that there were many aspects of working from home they enjoyed and consequently wanted to continue.
A recent global survey conducted by PwC found that only 10% of respondents wanted to return to a traditional work environment (100% of time spent in the office). PwC also found that in relation to Australia specifically, 74% of respondents wanted a mix of face-to-face and remote working of differing degrees (Goldstone & Narayanan, 2021). Enter the hybrid work model; a concept designed to provide the best of both worlds. A hybrid work model aims to blend virtual and in-person work arrangements. What this hybrid work model looks like, will depend on the individual organisation as they try to determine where employees want to be to do what tasks and consequently what physical and non-physical elements will be required to cater for this. For example, better technology or devices might be required for solo virtual work while more collaboration hubs might be required for the physical office.
Whatever balancing act/strategy the individual organisation decides to take, it’s imperative that it has been based on both qualitative and quantitative data; the feedback you get back from your employees through both surveys and general conversations as well as behavioural data that reveal how the physical office is being used. This data could be how many employees are swiping into the office and how frequently they are (every day, twice a week) or at what capacity an office’s meeting rooms are at – are they often full or remain empty for significant periods? Using this information will help companies determine what combination of practices (both remote and in-person) will work best for them.
How To Maintain Culture Within Hybrid Work Models
While there are some things that no one misses about working in an office (sitting in traffic on your commute to work would have to be top of the list) there have been many workers who have said remote work has meant a lack of spontaneous interaction and connection with colleagues, which they miss. Indeed, one of the biggest challenges – both when offices were working 100% remotely and now when a significant portion of employees will be working remotely at least one or two days a week – has been how organisations can maintain their workplace culture and cultivate a sense of belonging for their employees.
Psychological research has consistently shown that when employees feel they belong to a team or organisation – in the sense that it aligns with their values and allows them to feel comfortable being themselves – they will not only tend to perform better, but also experience higher levels of engagement and well-being (Berg & Chamorro – Premuzic, 2021).
Consequently, it’s in a company’s best interest to cultivate and maintain a workplace culture where each employee feels valued and included, however this is much more of a challenge in an environment where organisations are relying on video calls and screen activities to stay connected with their remote colleagues. Considering remote work is here to stay, many organisations are now exploring the strategies they can employ to overcome the issues around fostering and maintaining workplace culture within a hybrid work model. According to a recent article by Human Resources Director (HRD) there are five key pillars companies should focus on to foster culture: Trust, Expectations, Accountability, Accessibility and Community.
Pillar 1: Trust
Trust – a value very close to Design & Build’s heart. According to Scott Stein, author of Leadership Hacks, it’s easy to trust a colleague when you can see them working right next to you in the office. However, when everyone is working remotely the trust between colleagues or within teams can start to break down. Trust is instrumental to productivity within a working environment, as without it, people stop working collaboratively and communication falters (White, 2022). Making ‘trust’ a priority within your company will enable staff to feel comfortable to speak openly and share honest feedback with each other – and when people are proactive at sharing information like this consistently, it builds trusting relationships. Indeed, in Design & Build’s own workplace, our biggest priority is to build trust with our key stakeholders (our clients, our candidates and of course, our colleagues). We know that if we’ve fostered an environment where our colleagues trust each other and have trust in the company overall – to not only do the right thing by them, but other TDP stakeholders – they’ll be more engaged at work.
How can you foster trust? For our organisation trust is built when we provide honest feedback and communication, show care to those around us and focus on the interests of our stakeholders. From a remote perspective, honest feedback and communication can still be cultivated through a number of online IM and video tools like Microsoft Teams, Slack and Zoom. It might also be worthwhile to schedule regular check-ins, and if you’re in a senior role ensure these check-ins are maintained even if there aren’t too many things to update the team on. Having the routine in place-even if it’s just for five minutes – ensures people feel a connection to one another. Another suggestion to help foster trust within teams is to ensure feedback is being regularly provided to all team members. It’s important not to assume that everyone in the team will know about an update or the great work an individual is doing purely because they are in the same team or the same office. Especially because people will be working remotely at different times, the key way colleagues can find out is through virtual communication. Shining a spotlight on particular achievements or milestones made, means everybody can feel good about everybody else’s work, identify resources and support each other. Individual members of the team will have faith in the competence and hard work of their fellow team members, which fosters a trusting environment (Cooks-Campbell, 2022).
Pillar 2: Expectations
Expectations also play a big factor in remote working. The challenge with expectations is that they can differ slightly depending on the individual, and determining what a team member’s expectations are can be even more challenging when communication is done virtually. Unfortunately, teleconferencing doesn’t always pick up on the nuances of an individual.
Consequently, it becomes increasingly important for managers and those in leadership positions to clearly state and clarify expectations and targets, as otherwise staff won’t know what is expected of them. To ensure that everyone knows what is expected of them – in regards to working hours, start times, attending meetings, when people are working from home and communicating/updating team members – managers and those in leadership positions will have to think carefully about how they can effectively communicate these expectations. Otherwise, these same managers can risk falling into the pattern of constantly asking people for updates and coming across as micromanaging. To avoid this, a common strategy is to have your team work together to create a working agreement – where everyone contributes to a list of expectations (for example team members will check in at 9:00am daily, or all team members are required onsite for their monthly team building session) that is then written up and sent to everyone, so all team members clearly know where they stand, even when working remotely.
An emerging trend in hybrid work models, and one that helps to manage expectations is asynchronous communication – where teams communicate with one another without the expectation of needing to respond immediately. Asynchronous communication negates the need to ‘always be on’ which can be a risk for those working at home. Rather, team members will be given all the information they need to complete a task by a certain deadline. Managers can encourage teams to send daily or weekly updates on these tasks, so everyone can be transparent in what they’re working on day-to-day, but ensure that the pressure is off for people to respond to or provide status updates 24/7 (Kim, 2022). Having asynchronous communication in place also demonstrates that managers are instilling trust in their team to get their work done when outside of the office.
Pillar 3: Accountability
This pillar is fairly straightforward – ensuring everyone within a team/the office has a designated role and that every task has been allocated and accounted for. It is when there is a crossover with responsibilities or a brief is unclear that confusion occurs and overall productivity is halted. A hybrid and remote workplace can make accountability more challenging as it can become difficult to see who is completing which tasks and who to go to for other accountable tasks. Accountability actually becomes important for overall workplace culture as when people are held accountable they deliver results because they don’t want to let others in their team down. They also hold others responsible for their actions in a supportive way and often work together to develop solutions for problems, regardless of their title or position (White, 2022). Creating accountability can be as easy as having regular catch- up sessions with the team regarding particular projects and even regular performance catch-ups with individual employees so they are clear on their responsibilities, KPIs and how these relate to the wider team and company.
Pillar 4: Accessibility
How much access employees have to other employees – especially when working remotely – becomes a balancing act. Working remotely takes away the ability to have casual conversations with individuals on an ad hoc basis like you would if your colleagues are in the same physical office as you. On the flipside, some employers might think that they have greater access to their employees when working remotely and will start calling/emailing you at any time of the day or night. This isn’t an ideal scenario either.
The advantage when working in an office is that you can easily see when a fellow colleague is accessible or not – if they’re not at their desk or you see them having lunch or in a meeting room you know they’re not available and ultimately will wait for a better time to ask them something. This, is of course harder to determine when working within a hybrid work model and trying to contact a colleague who is working remotely. Consequently, accessibility needs to be clarified. Many teams have guidelines in place about contact hours – some email signatures even have their contact hours included – which say something like “although I am sending this email outside of office hours I do not expect a response outside of the hours 9:00am to 5:00pm”. These guidelines can differ from team to team, as long as everyone agrees on them and clearly understands them.
In regards to accessibility, it’s also imperative that those in leadership roles lead by example – that they don’t send emails or ask for things outside of work hours and make a big show of ‘logging off’ on time. This ensures team members don’t feel pressured to stay online 24/7 or get back to requests straight away no matter what and promotes a culture that values wellbeing and balance.
Pillar 5: Community
The final pillar for fostering a positive workplace culture in hybrid working models (and potentially the most important) is creating a community. When you take out the daily interactions employees have with each other over five days a week in the office, you basically have strangers interacting.
To make sure that colleagues still feel connected with one another and part of a ‘team’ even when working remotely, a company needs to work hard to schedule regular interactions between their employees no matter if these interactions are physical or virtual. This can be achieved in a number of ways – over the last two years many organisations have started to schedule virtual social events as well as in-person events (online trivia or virtual workshops which include break out rooms where colleagues get the chance to chat to each other). Many organisations have also created employee resource groups – spaces for employees from underrepresented backgrounds to connect with one another. Encouraging these spaces give employees a place to talk and share their experiences openly. They also reinforce a company’s commitment to diversity and are invaluable in creating a culture of belonging (Cooks-Campbell, 2022).
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Ultimately, these pillars can be built into the culture of any organisation, through increasing employee’s awareness of each pillar and ensuring that the organisation’s leaders are communicating and clarifying how important they are overall. Sometimes focusing on these individual pillars rather than workplace culture overall, can make improving workplace culture more achievable, especially for organisations embarking on a hybrid work model.
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[1] Siebert, B. (2020). Coronavirus Has Forced Australians To Work From Home, But What Are The Impacts On CBDs?. ABC News. Retrieved from:
https://www.abc.net.au/news/2020-08-18/coronavirus-working-from-home-impact-on-australian-cities/12435248
[2 ] Australian Bureau of Statistics. (2021). More Than 40 Per Cent Of Australians Worked From Home. Australian Bureau of Statistics. Retrieved from:
https://www.abs.gov.au/media-centre/media-releases/more-40-cent-australians-worked-home
[3] Goldstone & Narayanan. (2021). Rewriting The Future Of Work With Hybrid Workplaces. PwC Australia. Retrieved from:
https://www.pwc.com.au/digitalpulse/report-future-of-work-hybrid-working.html
[4] Berg & Chamorro-Premuzic. (2021). Fostering A Culture Of Belonging In The Hybrid Workplace. Harvard Business Review. Retrieved from:
https://hbr.org/2021/08/fostering-a-culture-of-belonging-in-the-hybrid-workplace
[5] White, L. (2022). How To Build Cultural Pillars For A Successful Hybrid Workforce. Human Resources Director (HRD). Retrieved from:
https://www.hcamag.com/au/specialisation/employment-law/how-to-build-cultural-pillars-for-a-successful-hybrid-workforce/41158 1
[6] Cooks-Campbell, A. (2022). The New Hybrid Culture You Need And How To Build It. BetterUp. Retrieved from:
https://www.betterup.com/blog/hybrid-culture
[7] Kim, P. (2022). Why Great Culture Is Essential For A Hybrid Workplace. Wrike. Retrieved from:
https://www.wrike.com/blog/great-culture-essential-for-hybrid-workplace/
Welcome to Lunch with a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive. Grab a seat at the table and take in the insights from some of the best in the business.
Growing a tech team goes a little more in-depth than just getting bums on seats. That is, if you want to scale efficiently. As businesses expand, they often face a common dilemma: should they build an in-house team, buy talent through hiring full-time employees, or partner with external agencies and contractors? Each approach has its pros and cons, and choosing the right one depends on factors like budget, project scope, and long-term business goals. The Build, Buy or Partner Framework When to build (upskill & develop internal talent) Best for: Companies with existing talent that can be developed for long-term growth. Pros: Retains institutional knowledge Fosters a strong company culture Reduces external hiring costs over time. Cons: Takes time and investment in training Can be challenging if internal talent lacks specialised skills. When to choose this approach: When you have a solid foundation of junior-to-mid-level employees who can be trained When you’re looking to promote from within and build long-term loyalty When hiring budgets are tight, but internal development is feasible. When to buy (hire full-time employees directly or through an agency) Best for: Businesses needing stability and long-term expertise in critical roles. Pros: Provides dedicated resources fully committed to company goals Helps establish a strong, cohesive team culture. Cons: Lengthy hiring processes if running a direct process Higher upfront costs (salary, benefits, onboarding, training) Risk of turnover. When to choose this approach: When core business functions require in-house expertise (e.g., software engineers, DevOps, cybersecurity specialists) When long-term stability outweighs short-term cost savings When hiring in a talent-competitive industry where full-time employment is a key attractor. When to partner (contractors and recruitment agencies) Best for: Businesses needing flexibility, speed, or niche expertise. Pros: Faster time-to-hire, especially for specialised roles Cost-effective for short-term projects Access to a broader talent pool. Cons: Cultural integration can be trickier if partners aren’t well-briefed on your values and team dynamics May carry higher long-term costs but manageable with a strong partner who can help you strike the right balance with lasting talent. When to choose this approach: When working on short-term projects that don’t justify full-time hires When needing specialised skills that are difficult to recruit in-house When scaling rapidly and requiring immediate talent solutions When the target talent requires a more strategic brand positioning. Making the Right Hiring Decision Assess business goals: Align hiring strategy with long-term company objectives. Evaluate current team capabilities: Determine whether upskilling is an option before going to market. Consider cost vs. speed: Weigh the urgency of hiring needs against budget constraints. Mix & match approaches: A hybrid approach—combining direct hires with external partners—can offer the best balance of cost, flexibility, and expertise. Scaling a tech team effectively requires a strategic mix of building, buying, and partnering. By understanding the strengths and limitations of each approach, hiring managers can make informed decisions that support both immediate needs and long-term growth. Get in touch with our team to see how we can help set your business up for efficient and effective hiring.
Welcome to Lunch With a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive. Grab a seat at the table and take in the insights from some of the best in the business.
When it comes to creating a thriving workforce, employee engagement and employee experience are often used interchangeably. However, while they may seem similar on the surface, they are two distinct concepts that are crucial to the overall health and success of an organisation. Understanding the difference between the two—and how they interact—can help employers build a more engaged, satisfied and productive team. What is Employee Engagement? Employee engagement refers to the emotional commitment an employee has to their organisation. It’s the level of enthusiasm and dedication that an employee brings to their role. Engaged employees are motivated, passionate about their work, and actively contribute to the company's success. Engagement is more about the intensity and quality of work rather than job satisfaction alone. In Australia, only 15% of employees are actively engaged in their roles, according to Gallup’s State of the Global Workplace 2022 report. While this is a global statistic, it’s clear that engagement levels remain low. What does this mean for Australian employers? It indicates a significant opportunity to invest in practices that can turn disengaged employees into highly motivated, committed individuals. Key characteristics of engaged employees include: Motivation: They are driven to do their best work every day. Passion: They care deeply about the company’s goals and values. Commitment: They are invested in the long-term success of the company. High productivity: Engaged employees tend to be more productive and efficient. What is Employee Experience? Employee experience, on the other hand, encompasses the entire journey of an employee with a company. From the moment they apply for a job, to their first day on the job, to their interactions with colleagues, and their day-to-day work life, employee experience is shaped by all touchpoints and interactions an employee has within the organisation. It’s more holistic and takes into account every aspect of an employee’s work life, both physical and emotional. In Australia, 73% of HR leaders agree that employee experience plays a critical role in employee engagement, according to The Australian HR Institute (AHRI) . However, it’s not just about the work environment; it’s about creating an experience where employees feel valued, supported and equipped to succeed. As 76% of employees are willing to leave their current employer for one that offers a better experience, the need for organisations to focus on improving the employee experience is more important than ever. Key factors that make up the employee experience include: Work environment: The physical and psychological aspects of the workplace (including flexibility, office design and culture) Onboarding: The process of introducing new employees to the company and setting them up for success. Company culture: The overall atmosphere, values, and norms within the organization. Professional development: Opportunities for growth, learning, and career advancement. Work-life balance: How well an organization supports employees in balancing work responsibilities with personal life. A side by side comparison While engagement focuses on the emotional commitment of an employee, experience covers the broader scope of their time with the company. Here’s how they differ:
Every time you shop online, stream music, or even scroll through social media, you feed AI with valuable data. Your preferences, behaviours and interactions fuel machine learning models that personalise your experience. But here’s the catch - you don’t own that data anymore. Big tech companies and enterprises are leveraging AI at an unprecedented scale, using consumer data to train sophisticated models for recommendation engines, facial recognition and even autonomous decision-making. And while AI-driven convenience is undeniable, the question remains: Who really owns your data? And do you have a say in how it’s used? The silent transaction: Your data for AI training AI thrives on data. The more it collects, the smarter it gets. But the transparency around this exchange is murky at best. Most terms of service agreements (those lengthy documents we all ignore!) grant companies broad permissions to collect, store and utilise user data for AI development. Take AI-powered chatbots or voice assistants. Every interaction refines their ability to respond more naturally. But what happens to those recordings? Where is that text data stored? More importantly, can you ever opt out once your data has already been used to train an AI model? The growing push for AI transparency Consumer trust in AI is on shaky ground. According to recent studies, 68% of consumers don’t trust companies to use their data responsibly . Data breaches, algorithmic biases and the rise of deepfake technology have only heightened concerns. Governments are starting to take action. The EU’s AI Act and frameworks like Australia’s Privacy Act Review aim to regulate how AI handles personal data. However, legislation is always playing catch-up with technology, leaving users in a grey area. What this means for businesses For businesses leveraging AI, consumer trust is the new currency. If customers feel like their data is being exploited without consent, they will disengage. Brands that prioritise transparency - by giving users control over their data, explaining AI decision-making, and ensuring ethical AI practices - will be the ones that thrive. Here’s what businesses should consider: Data consent: Make it clear when and how consumer data is being used for AI Explainability: If AI-driven recommendations or decisions impact users, explain the "why" behind them Opt-out mechanisms: Give users a way to remove their data from AI training sets. So…who really owns your data? Right now, companies do. But should they? As AI continues to evolve, the demand for data ownership, transparency and user control will only grow. The businesses that listen—and act—will be the ones that earn lasting consumer trust. What do you think? Should consumers have more control over how AI uses their data?
January often comes with the belief that it’s the best month to hire. Companies kick off the year with fresh budgets, strategic goals and an urge to fill vacant roles after the holiday lull. But is January truly the golden hiring window some make it out to be, or is it just another industry myth? The reality is more nuanced. Here’s why January hiring might not live up to its hype - and how to approach this critical time with strategy and precision. The Myths About January Hiring 1. “Everyone is job hunting after the holidays" It’s true that job boards and applications often see a spike in January. However, high activity doesn’t always translate to high-quality or committed candidates. Many professionals are still easing back into work and might not be ready to make significant career moves just yet. 2. "The early bird gets the talent" While being first to market with job ads might seem like a competitive edge, January also brings heightened competition among employers. With so many companies hiring simultaneously, your openings risk being drowned out unless you have a standout proposition. 3. "We can rush through hiring decisions" While moving quickly is important to secure great talent in a competitive market, prioritising speed over fit can backfire. January is a prime time for building momentum, but hasty decisions can lead to mismatches that impact team cohesion and long-term retention. The key is balancing efficiency with a focus on assessing skills, potential and cultural alignment. A well-planned hiring strategy ensures you don’t just hire fast—you hire right. The Realities of January Hiring Instead of blindly rushing to fill roles, businesses should consider: Engagement lags: Candidates may browse opportunities while dipping their toes back into work life, testing if their pre-holiday gripes were as bad as they remember. It’s a month of reflection - and hesitation. While some are eager for a fresh start, others need convincing that your opportunity is worth making a move. Role clarity matters: Vague job descriptions are a fast track to nowhere. If you’re not crystal clear about what you need, the best candidates will swipe left. Think outcomes, not fluff. Refining your expectations can be the difference between attracting rockstars or settling for “good enough.” February readiness: By mid-February, the holiday haze has lifted and many professionals are laser-focused on their next career move. With fresh clarity and renewed energy, it’s the perfect time to connect with top talent ready to make impactful decisions. Actionable Solutions for Smarter Q1 Hiring 1. Prioritise quality over speed Resist the urge to make quick offers just to check a box. Instead, focus on aligning candidates with your long-term business goals. Leverage January to fine-tune your hiring process Introduce structured interviews that assess both technical and soft skills Use targeted skill assessments to uncover candidates’ true potential. 2. Invest in proactive recruitment Waiting for candidates to come to you is yesterday’s strategy. Proactive outreach is the key to securing top-tier talent before your competitors do. How? Use talent mapping to identify high-potential individuals, even those not actively job hunting Leverage tools like LinkedIn Recruiter or AI-driven sourcing platforms to target candidates with the precise skills your team needs Partner with recruitment experts in your field to strategically map the market and connect you with the right people who align with your business objectives. 3. Review your employer brand Your employer brand is your talent magnet—make sure it’s pulling in the right people. January is the perfect time to refresh your messaging and showcase what makes your company stand out. How? Audit your job ads, careers page and employee collateral to ensure they reflect your values and culture Highlight key benefits like career progression opportunities, flexible work options and wellbeing programs - these are game-changers in a competitive hiring landscape. Double down on your unique selling points (USPs). Why should top talent choose you? Make it crystal clear. 4. Plan for February momentum January is for building. Focus on candidate engagement early and set the stage for meaningful conversations when professionals are ready to commit. How? Build pipelines in January, prioritising quality over urgency Host informal chats or attend networking events to establish rapport with potential hires - this personal connection can make all the difference Give candidates space to re-acclimate after the holidays, ensuring they feel ready and enthusiastic about formal discussions in February. 5. Reassess role clarity Hiring the right person starts with crystal-clear expectations. Vague or outdated job descriptions can deter top talent and lead to mismatched hires. How? Collaborate with leadership to refine each role’s purpose, key deliverables and how it aligns with broader business goals Ensure job descriptions are both accurate and enticing, showcasing not just responsibilities but the impact the role will have Speak directly to your ideal candidates by addressing their aspirations and emphasising growth opportunities within your company. 3 Mindset Shifts for Hiring Managers 1. Think Long-Term Instead of treating January as a sprint, view it as the foundation for your annual hiring strategy. Focus on creating sustainable processes rather than just filling seats. 2. Focus on Candidate Experience How you treat candidates during the hiring process can make or break your success. Communicate clearly, offer flexibility and follow up promptly. 3. Leverage Data Track metrics like time-to-hire, candidate engagement and quality of hire to continuously refine your approach. Data-driven decisions will always outperform gut instincts. January can be a powerful month to kick off your hiring strategy - but only if approached with intention. Avoid the pitfalls of rushed decisions and overcrowded markets by focusing on quality, planning for February and aligning your efforts with long-term goals. Need help setting your team up for hiring success? Get in touch - we'd be happy to help.
The holiday season often feels like a time to hit pause, but for tech job seekers, it’s also a golden opportunity to get ahead. While some hiring processes slow down, savvy candidates know this is the perfect time to shine in a quieter market. With the right focus, you can position yourself to stand out and land your next role. Here’s your ultimate silly season survival guide to stay productive, motivated, and ready for the new year: Revamp Your LinkedIn Profile Your LinkedIn profile is your digital handshake—it’s the first thing recruiters notice. Use the holiday downtime to: Update your headline: Be specific about your skills and the type of roles you’re targeting Showcase achievements: Add recent projects, certifications, or awards Engage actively: Share insights, comment on industry updates, or post about a trend in your niche. This keeps you visible and builds your professional brand. Build Genuine Connections Through Networking The holidays are a natural time for conversation, making it the perfect moment to: Reach out to your network: Send friendly check-ins or holiday greetings to past colleagues and mentors Join virtual events or meetups: Many tech groups host informal year-end events where you can connect with peers and potential employers Engage in “Coffee Chats”: A casual virtual chat can open doors to new opportunities without the pressure of a formal interview. Take Advantage of a Quieter Market While some companies slow hiring over the holidays, many are still planning for the new year. Here’s how to capitalise: Apply strategically: Fewer applications during this time mean less competition for you Follow up: Hiring managers and recruiters may have more time to respond to personalised follow-ups Stay proactive: If a role isn’t currently open, express interest in being considered when positions arise in January. Upskill and Stay Current Tech evolves fast, so use the downtime to enhance your skills: Enrol in a short course: Platforms like Coursera or Udemy offer quick courses in high-demand areas like AI, cloud computing, or cybersecurity Tinker with projects: Build a portfolio piece or contribute to open-source projects Learn emerging trends: Read up on industry trends like quantum computing or green tech to impress recruiters with your foresight. Maintain Balance and Motivation Job hunting can be intense, but the holiday season also offers a chance to recharge: Set achievable goals: Focus on small wins like completing a profile update or sending two connection requests daily Celebrate progress: Acknowledge your efforts and remind yourself that each step brings you closer to your goal Take breaks: Use the festive period to recharge mentally, so you enter the new year refreshed and ready. While others wait for January, your proactive approach can put you ahead. Whether it’s through a polished LinkedIn profile, genuine connections, or upskilling, the steps you take now will set the stage for a successful 2025. The silly season is calling—start now, and the new year could bring exciting new opportunities your way! Ready to land your next role? Sign up for job alerts here or upload your CV here - https://www.techanddatapeople.com.au/submit-cv
As we head into the holiday season, many companies pause their hiring efforts, waiting for the new year to bring a fresh pool of candidates. But if you’re aiming to fill roles quickly in January, this quiet period is the perfect opportunity to engage top tech talent and stay ahead of the New Year hiring curve. Here are 5 strategic ways to keep your talent pipeline warm and your brand top-of-mind. Keep potential candidates warm with friendly touchpoints The holidays are a perfect time to connect with passive candidates in a relaxed, low-pressure way. Start a talent community where you can share updates, insights, and a bit of festive fun. Drop a casual, friendly message or share a quick update on what’s happening at your company. Rather than pushing roles, these low-key touchpoints keep candidates engaged and gives them a taste of your company culture, no applications required. Offer ‘sneak peek’ interviews for January roles Instead of waiting until the new year, start lining up introductory conversations now for roles you plan to fill in January. ‘Sneak peek’ interviews - an informal way to introduce your company’s mission, values, and upcoming opportunities. Candidates appreciate the transparency, and this early interaction can speed up hiring in the new year. Keep content fresh & festive It’s easy to go quiet on social media over the holidays, but this is an opportunity to stand out. Share some behind-the-scenes content from your team’s end-of-year celebrations or a recap of your company’s achievements. This kind of content keeps your brand visible and humanises your company, making it more appealing to candidates exploring new opportunities. Set the scene for potential employees Create content that helps tech professionals visualise their potential role in what you have in store for the next 12 months. Share a glimpse of your company’s roadmap - whether it’s adopting new tech, launching innovative projects, or expanding your team, this transparency can spark interest and align candidates who are excited about similar projects and growth. Share the skills and roles that will help shape this future. Embrace virtual networking opportunities The lead up to office closures, skeleton staff and end of year celebrations can all contribute to some disparate hiring teams. Consider embracing personalised networking experiences that go beyond traditional virtual events. Set up “Skill Swap” sessions or “Coffee Roulette” pair-ups for casual, virtual chats that provide a chance to connect with someone new and learn about different parts of the business. An “Ask Me Anything” (AMA) session with leaders also offers a unique chance for potential hires to interact directly with leadership, fostering an open, engaging culture. These approaches help tech teams build authentic, purpose-driven relationships. The holiday season doesn’t have to mean a complete hiring freeze. By using this time to make meaningful connections with tech professionals, your company can start the new year with a head start on hiring. If you’re ready to secure top talent in January, now’s the time to begin and we can help – get in touch with us here .
In coding, bugs are inevitable. They sneak into the cleanest lines of code and cause chaos when least expected. But debugging, the art of identifying and fixing errors, is a core skill for any developer. Interestingly, debugging can also offer a powerful metaphor for mental health. What better time to decode this than during World Mental Health Awareness Month. Applying Debugging Principles to Your Mental Health Toolkit Spotting the Bug (Recognising mental health struggles): Just like in coding, mental health issues can start small—barely noticeable. Maybe it's difficulty concentrating or feeling more irritable than usual. Left unchecked, these "mental bugs" can compound and lead to bigger problems like burnout or anxiety. Awareness is the first step in catching them early. The Error Log (Listening to your mind): When your program crashes, you turn to the error log for clues. The same applies to mental health. Your body and mind send signals—fatigue, frustration, insomnia—that act as your personal "error log." Learning to listen and decode these signals is essential for self-care. Refactoring Your Life (Making changes): Refactoring improves the structure of code without changing its functionality. In life, refactoring might mean making small adjustments—better sleep habits, exercise, or setting boundaries at work. These tweaks can prevent bigger issues down the line while keeping your overall productivity intact. Breakpoints and Rest (Preventing overload): Setting breakpoints in code allows developers to pause and inspect the state of the program. For your mental health, regular breaks work the same way. They give you a chance to assess where you are, preventing burnout from creeping up unnoticed. Iterative Improvements (Ongoing self-care): Like software, mental health is an ongoing process. There’s no “final version” of self-care—it’s about constant iteration and improvement. Just as you would update and maintain code, you need to prioritise ongoing mental health practices. Just as debugging code takes time and effort, so does caring for your mental health. By applying some of the same principles, you can catch issues early, make small improvements, and prevent burnout. Remember, it's okay to seek help along the way—mental health is an ongoing process, not a quick fix. If you're feeling overwhelmed or need support, here are some helpful resources: Beyond Blue : Support for anxiety, depression, and suicide prevention. Lifeline Australia : 24/7 crisis support and suicide prevention services. Headspace : Mental health support for young people aged 12-25. Black Dog Institute : Resources and research for mood disorders and mental health.
In October 2019, Google made a groundbreaking announcement : they had achieved quantum supremacy. This milestone marks a pivotal moment in the history of computing, signalling a future where quantum computers could outperform the most powerful classical supercomputers on specific tasks. But what exactly is quantum supremacy, and why does it matter? Understanding Quantum Supremacy Quantum supremacy occurs when a quantum computer can perform a calculation that is infeasible for any classical computer to achieve in a reasonable time. Google's quantum processor, Sycamore, reportedly performed a task in 200 seconds that would take the world's fastest supercomputer, Summit, approximately 10,000 years to complete. This is a monumental leap forward, but it's essential to note that the task solved was highly specialised and not of practical use. However, it demonstrates the potential power of quantum computing.
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