Outstanding March Candidates

This month we are delighted to share a number of talented individuals on the market looking for their next gig.

Business Process Improvement Specialist (Contract)
Looking for that PIS to join your team for specific project work – we have the candidate for you. Focussed on engagement, consultation, business requirements and analysing all available data to provide strategic commercially savvy solutions for business objectives.

Change Managers & Communications Leads
Specialist Change Managers & Communications Experts on our books for contract and permanent opportunities. Work on major national infrastructure changes as well as program and technological pieces. Strong ability to engage with end users, stakeholders and communicate business objectives and deliver outcomes.

HR Business Partners (full-time and part-time as well as flexibility for FIFO work)
Strong leaders in the HR field who are available for part-time consultation, full time and also FIFO work (to WA & QLD). Strong on managing business expectations, coaching Line and delivering HR solutions to business to minimise risk and focus on strong people culture.

Talent Managers & Internal Recruitment Consultants
Project & transactional internal recruiters who have strong talent management experience in large ASX listed companies.

Learning & Development Specialists
Leaders in management of teams and engagement of business on L&D / Talent management initiatives through to Instructional Designers & Trainers.

Senior Media / Communications / Policy Advisor
Specialist candidate who has worked in politically and socially sensitive roles with key skills in management community engagement, worked with print, TV and Radio Media regarding policy and messaging, managed change, consultation on a broad strategic and grass roots level. A strong, diverse and high level candidate with strong ethic and work output.

Inspired People Solutions enjoys meeting your talent and retention requirements. Check out what our clients and candidates say about our performance, delivery, integrity and approach.

Gail Kelly

Women with Children

“As a woman”, says Kelly, “… you have to make choices with regard to your life and your career. There is no doubt it’s hard. I myself have four children, so life my life is very full. You make choices with regard to how you prioritise, and how you manage your whole life, but again, key to one’s success is loving what you do, being very happy in what you do, enjoying working with and through people and prioritising and being pretty focused on what matters.

“I prioritise my whole life, not just my work life. I don’t seek to compartmentalise my life and I make sure I prioritise the absolutely crucial family events, and absolutely crucial activities that surround my four children.”

Inside Business on ABC: 2 May 2004

Kelly’s quotes provide an insight into her success, revealing her passion for women in corporate executive roles, the importance of being positive and her dedication to work and family.

Beating Those Interview Blues

Your CV scored you an interview and now it’s time to seal the deal. So how do you beat those interview nerves and score the role you were born to fill?

After a string of random jobs, Jo Cole got her big break in magazine publishing as a staff writer, then worked her way through the ranks over the next 16 years before going freelance. Jo compiled her best interview tips to keep your nerves under control.

  1. Don’t assume the worst. According to Interview Coach Margaret Buj, “A lot of people see an interview as an opportunity for being rejected. However as a recruiter, every time a candidate walks through the door, the interviewer is hoping it’ll be the right one. Change your mindset and you’ll be more positive, more enthusiastic and have more success.”
  2. Preparation, preparation, preparation. The key to being calm lies in good preparation. A calm person gives the impression of being in control. Someone who is out of breath, windswept and trips over their words does not.
  3. Visualise the interview. Run through the interview in your head to prepare for the kind of questions you could be asked. It’s far better to plan an answer at home than fumble one in the interview.
  4. Appearance counts. Plan what you’re wearing and ensure it’s something you are comfortable in. You want your body language to be open, friendly and engaging, so make good eye contact and be animated. If you act confident, you will trick yourself into becoming confident.
  5. Don’t forget to be human. The danger of rehearsing answers, preening yourself and making eye contact is that you can end up looking like an extra from The Stepford Wives. Managing Director of City CV Victoria McLean says, “The interview is a dialogue between two people. The more it can feel like a natural conversation the better.”

For more advice, you can read the full article.

The bottom line – it’s okay to feel anxious but try your best to hide it. A job interview is like a theatrical performance – put on a one-woman or a one-man show starring the best possible you. With enough preparation, you may not feel anxious at all.

Flexibility – an outstanding flexibility case study

With Australia’s ageing population and changing labour market, taking on a flexible approach to work is a critical component of your attraction and retention strategy. In a flexible workplace, employers and employees work together to decide on working arrangements such as hours of work, work location and the way work is carried out.

It means thinking creatively about how working lives can be planned to match individual and business needs.

Recently, one of my clients provided the following commentary on her experience embedding flexibility into the workplace as a retention strategy. This is her story.


Essentially, I began looking at flexibility for my team after being provided with flexibility during and after my three maternity leave periods, allowing me to balance school, kids’ sport and work. This was one of the key drivers to remain where I am.

I see the way in which my managers have allowed me to balance work and family as ‘having my cake and eating it too’.  Given the anchor point this has on my retention, I figured it was one strategy I could implement for my team that would create a point of difference. I was a little proactive, implementing changes to create the opportunity before being asked by the team.”

In the past 2 years:

  1. I’ve moved the team from a paper-based office to a paperless office, and from desktops to laptops. All our ICT programs are web-based, which also means we can get real-time access to any of our information as long as we can access the Internet.
  2. I have a number of mobile Wi-Fi connections for the team to ‘book’, and those who have regular arrangements have a dedicated mobile Wi-Fi.  We also utilise phone technology, which means our team can answer their desk phones via their laptops (don’t ask me how it works, I just know it does!).
  3. I trialled the work from home option and flexible work times with the team for three months on the basis that anyone in the team could request to work from home or alter their start/finish times. It was proposed on a ‘one in, all in’ basis – i.e. if we could all get it to work, we would explore how far we could extend this opportunity.

The trial brought the team closer together, with everyone proactively identifying the challenges of the flexible arrangements and coming up with solutions. Most importantly, it was clear that everyone in the team was equal, and had an equal right to work from home.

Workplace flexibility is often directed at working mums, but only two thirds of my team are parents. Others in the team have used the new arrangements to be at home to work around contractors, drop pets at the vet or fit in a round of twilight lawn bowls in summer. Whatever the reasons, so far the system has not been abused, the team has taken less sick leave, and they have turned down job offers when approached – instead they tell me what the other job didn’t offer when compared to ours. Many are even more productive from home.

So far then changes have been effective, but we do continue to review and ensure it’s still working well. The team are open and honest about what has been challenging.  We’ve been together for around three years now, so there is maturity within the team to provide and receive feedback without taking things personally, which I think has been a key aspect to this working.

Whether it would work with a team of newer team members or in roles that aren’t as defined and workload/productivity easily identified, I’m not so sure. I guess I’ve found what works for the team at the moment and the challenge is trying to stay ahead of our competitors to keep my team together.


This is so encouraging to hear and see in action! Employers who provide flexible working arrangements create an environment where employees can be productive while still being able to meet responsibilities outside of work. This increases trust, retention, workload and output.