News & Updates

Sabbaticals, Career Breaks and Long Service Leave… are they beneficial and how are they viewed by prospective and or current employers.

The modern job search is increasingly influenced by artificial intelligence, with numerous tools to improve documents such as Cover Letters and CVs. One of the primary advantages of AI in this domain lies in its ability to overcome initial writing obstacles and offer inspiration. For individuals facing writers block, particularly those new to the professional world like students and recent graduates, generative AI can provide a starting point. It can suggest professional sounding alternatives to generic greetings, propose difference resume structures to highlight new skills, and offer insights into relevant keywords for those transitioning to new industries. These functions can be particularly helpful in breaking through roadblocks and pointing job seekers in the right direction. AI powered resume builders can also assist in deciding on a resume format and tailoring content to specific job descriptions. Furthermore, language model chatbots such as Chat GPT can refine sentence structure and specific content within these documents. However, the convenience offered by AI comes with its risks. A concern is the potential for inaccuracies and misrepresentation. If the user provides incorrect prompts or omits vital information, AI can fabricate details, presenting a false portrayal of the candidate. Given the importance of factual accuracy in job applications, such errors can be detrimental. Moreover, over-reliance on AI can lead to a lack of personal input, hindering the authenticity and correct language/spelling needed for job applications. Subtle nuances, such as variations in spelling conventions between US, Australian and UK English (e.g. organise vs organize), can inadvertently signal the use of AI. Beyond factual inaccuracies, generative AI often struggles with conveying multilevel alignment between the applicant and the employer. A compelling resume and cover letter subtly communicates an understanding of the company’s values, mission and culture. This is best expressed by nuanced word choices and framing of accomplishments, not through explicit statements. Generative AI typically fails in this area, as it lacks the initiative to research these aspects of the employer. Even when provided with the exact language of a job description, AI’s output tends to reflect that verbatim, missing the broader organisational context. Consequently, candidates risk submitting generic applications that fail to resonate entirely with the employer. Furthermore, the increasing use of AI detection tools poses another issue. Employers are becoming more aware of the use of Generative AI in application materials, and while formal policies may still be evolving, the detection of AI-generated text could easily lead to an applicant to not progress in the hiring process. This outcome alone should serve as reason to exercise caution when using AI for crafting resumes and cover letters.  While AI offers its advantages in overcoming initial hurdles and providing structural suggestions for resumes and cover letters, its limitations and potential pitfalls are significant. Job seekers should view AI as a tool for inspirations rather than a replacement for a thoughtful, personalised effort. Through proofreading, careful editing and the incorporation of genuine personal insights and research into the company’s values and mission remain paramount for creating an authentic job application. The risk of inaccuracies, lack of alignment to the company and detection ultimately outweighs the convenience for those seeking to make a strong impression on their potential employers.

In today’s competitive job market, transparency is increasingly becoming a key factor in a successful hire. One area where transparency can be especially valuable is in the display of salary information within job advertisements. While some employers may hesitate to include salary details in job listings, doing so can promote a more honest and efficient hiring process, benefiting both employers and job seekers alike. The Benefits of Including Salary in Job Ads According to SEEK, 87% of job seekers reported that knowing the salary upfront is a deciding factor whether to apply for a role. In fact, 83% of job seekers report feeling more positively about an employer that includes salary information in their job ads. This statistic alone illustrates how transparency can shape public perception and positively Impact a company’s employer brand. For employers, the benefits can be equally compelling. Displaying the salary in a job ad can attract candidates who align with the compensation offered, reducing the chances of receiving mismatched applications. By setting clear expectations from the get-go, employers are more likely to receive high-quality applications from individuals who are both qualified and willing to work within the salary range. This results in fewer enquiries and wasted time on both sides, speeding up the hiring process. Furthermore, salary transparency can help companies stand out in a saturated job market. In industries or regions where competition for top talent is crowded, offering a clear picture of compensation can make your job ad more attractive to job seekers. This transparency also contributes to a culture of equal opportunity employment, as all candidates are equally aware of the salary range, reducing the likelihood of unintentional biases during the hiring process. The Drawbacks of Displaying Salary Information Despite its advantages, not everyone is on board with posting salary details. Some employers are concerned that doing so limits flexibility in negotiating salaries, especially when a candidate is particularly skilled or brings unique value to the organisation. The concern is that publishing a set salary may prevent an employer from offering a higher amount to attract top talent. Additionally, some employers believe that withholding salary information can widen the talent pool, as job seekers who are curious about the position might be more inclined to apply without knowing the salary. This allows the employer to screen candidates before revealing compensations, potentially attracting a broader range of applicants.  How to Strike The Right Balance The decision to include or omit salary in job ads depends on various factors, such as company size, industry competitiveness and regional norms. Employers should consider these elements when determining the best course of action. If salary disclosure doesn’t feel right for your business, consider offering incentives in the job ad, such as flexible work hours, wellness programs, professional development opportunities and a positive company culture. For smaller companies or those facing budget constraints, highlighting unique benefits like a dog friendly office, social events or opportunities for career growth can help attract candidates without the need for salary details. The key is to create a compelling ad that showcases the value of working at your organisation. Ultimately, transparency in job ads, including salary disclosure can attract candidates who are genuinely excited for both the opportunity and compensation. It can save time for both job seekers and employers by aligning expectations early in the process. By weighing the pros and cons and considering the unique needs of your organisation, you can make an informed decision that improves both your hiring process and employer brand.

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One of our team members, Mhairi, had the opportunity to attend this year’s UN Women Australia’s International Women’s Day (IWD) Luncheon. Held at the International Convention Centre (ICC) Sydney in Darling Harbour, the event brought together 1,700 attendees to celebrate the achievements of women and discuss the path forward. The theme for the event was #MarchForward, a call to action to continue advancing gender equality and ensuring that every woman and girl reaches her full potential. With UN Women operating in over 100 countries worldwide, the organization remains committed to delivering policies, programs, and standards that uphold women’s rights on a global scale. Powerful Voices, Lasting Impact The luncheon featured an incredible lineup of speakers, each bringing unique insights and personal experiences to the conversation: Her Excellency the Honourable Sam Mostyn AC , Governor-General of Australia, shared her experiences meeting women across Australia who ‘turn promises into progress.’ Her speech was a reminder of the real impact women make in their communities every day. Celeste Barber , the beloved actor, comedian, and author, brought her signature wit and passion to the stage. She emphasized the importance of taking action over just talking about change, stating she is a firm believer in ‘a little less conversation and a little more action’ when it comes to tackling social injustices. She also shared her best business advice: to be 100% unashamedly ‘me.’ Mary Robinson , Former President of Ireland, was another notable speaker. She had recently sat down with Simone Clarke, CEO of UN Women Australia , to discuss the ongoing fight for gender equality and the importance of keeping the momentum going. A Historic Year for Women’s Rights This year’s IWD coincided with two major milestones in the fight for gender equality: 30th anniversary of the Beijing Declaration , adopted at the 1995 Fourth World Conference on Women, which set out a framework for gender equality globally. 50 years since International Women’s Year (1975) , when the United Nations officially recognized March 8th as International Women’s Day . Both anniversaries serve as a powerful reminder of how far we have come—and how much work still lies ahead. Mhairi found the UN Women Australia’s IWD Luncheon to be an inspiring and thought-provoking experience. The event reinforced the idea that real change happens when words turn into action. As we move forward under the banner of #MarchForward , let’s continue to advocate, support, and uplift one another in the pursuit of true gender equality.

A perfect storm in from Western Australia The collision of talent shortages and a self-imposed island state The global pandemic, coupled with the climate change movement has created a momentum that is forcing corporations to review their purpose and impact. Environmental, Social and Governance (ESG) measures are now taking a front seat in corporate conversations across Australia, and perhaps most notably in the mining, resources and energy industries. In Western Australia we find we are in the perfect storm – a candidate sparse market combined with authentic and considered socially conscious career seekers looking for employers of diverse and engaged workforces with an environmental and clean energy focus. For the mining industry, which has often had one eye on the concept of “sustainability”, this has caused a flurry of ever-increasing activity. Although sustainability has been around for some time, understanding and measuring the direct impact on the performance of variables such as diversity and inclusion has been something of a dark art. Company ESG performance is increasingly a data driven and measurable necessity that investors, lenders and rating agencies are increasingly scrutinising and in some instances e.g., the black coal segment totally withdrawing investment. These nonfinancial metrics are set to cause change at all levels of industry, shedding light on diverse social and environmental risks. Many junior and intermediate miners are in the early stages of their ESG journey and have strategically or have been forced to review their purpose, their impact, and their role in society. As Western Australia has maintained its island-like status, mission critical talent shortages have been rife and have significantly impacted across all industries, resulting in corporations scrambling to attract and retain quality talent. The talent driven shift brought about by COVID has meant that higher salaries are no longer the only employee concern. Along with work life balance, companies have had to re-evaluate their ESG practices and how they demonstrate their performance on social and environmental issues. Candidate shortages aside, investors and lenders are also playing their part. Through our cousins in Europe, shareholders have seen the tangible value creation and shift in profitability that measured ESG initiatives and purposeful work have had. This is in part due to reduced costs, greater risk management and overall improved reporting on various factors. However, there is also evidence that corporate clarity of vision and purposeful activity have a great impact on productivity and performance, all driven by employee engagement. In the last 12 months, Beilby Downing Teal has been mandated to recruit a number of “ESG Managers”. These processes have given us a unique insight into the multi-faceted nature of this subject, the limited knowledge surrounding it and the problem of targeting traditional talent pools to take on these inaugural roles. Candidates from Environmental, Health & Safety, Community Engagement, Sustainability, Communications, HR and even Finance/Investment backgrounds can and have been considered. In an unproven marketplace, with organisations often unfamiliar with the nature of this role, we have searched for candidates with backgrounds covering more than one of these specialities. Handling strategy, regulators and implementing actionable deliverables requires a unique skillset and the ability to impact stakeholders across all aspects of a business. Where the ESG function fits in in an organisation structure is up for debate. In larger organisations, due to the strategic impact of ESG and its wider implications on overall purpose, the natural reporting line is to the CEO. However, in the smaller and mid-tier miners, the most tangible impact can be had by reporting through to the COO, depending on the stage of their operations. Overall, organisations and hiring managers have various elements to mull over – their purpose as it relates to ESG, ESG as a talent attraction and retention strategy and ultimately, who leads the charge within the company. Extractive industries globally have woken up to their place in the energy transition and must be able to demonstrate measurable, investable ESG plans to investors. Companies can expect to be faced with an increasingly competitive labour market, as environmental and social issues become real world business concerns. ESG as a function must not be seen as just part of a branding exercise, investors are beginning to demand transparent and measurable ESG initiatives. We can expect the adoption of ESG practices and the pace of change in WA to become as fast as anywhere in the world. Finding experienced ESG professionals to help navigate that change will become an increasingly challenging process. To date, the clear winners in the ESG war for talent are those with clearly articulated organisational values, competency frameworks, role clarity and purpose. This transparent evidence allows organisations to readily consider candidates with transferable competencies and candidates to align career choices with personal values.  If you are feeling the impact of the current talent shortage in WA, reach out to our General Manager, Nick Verkerk, to find out how we can assist you to capture the right talent for your business. Article written by Nick Verkerk,

When it comes to preparing for an interview, where do you start? Being unprepared may leave you feeling anxious as you approach your interview, and could demonstrate a lack of interest in the organisation and role. Over preparing, whilst it seems like the logical thing to do, could potentially be your down-fall. A question outside of your extensive preparation may just throw you off track. The STAR method is a structured manner of responding to behavioural-based interview questions by discussing the specific situation, task, action, and result of the situation you are describing. SITUATION : Describe the context of the scenario/event. Example – Working with conflicting deadlines. TASK : Explain the task that was at hand including your responsibilities and expected outcome. Example – Two clients demanding their tasks were completed by close of business. Not enough notice was provided to action their requests within the required time frame. ACTION : Describe the specific actions you took to complete the task. Be specific about your personal involvement/responsibilities. Example – Asked a colleague for assistance to complete the tasks. Advised both clients that for future X amount of notice is required. RESULT : Explain the outcome. Example – The clients were appreciative their requests were actioned promptly and acknowledged future notice required. Give this a go next time you are preparing for an important interview! Article written by Hayley Heaton.

BDT have been alerted to a WhatsApp Scam where a person is claiming to be a BDT consultant looking to discuss career opportunities with candidates. We would never ask for personal details over messaging platforms. If you are concerned about a recent message please contact your local branch to verify the communication. For further information please visit www.scamwatch.gov.au Examples of the communications received

It could be time to leave your job. David* reached over to switch off his buzzing alarm clock, and his stomach tightened, with the sinking realisation that it was Monday. That feeling of a lack of excitement was getting to be an everyday part of waking up to go to work. David used to enjoy his job as Sales Director with a global capital equipment business. When he joined the company ten years ago he was really excited about his work and took every opportunity he could to work hard and achieve his and the company’s goals. He knew he was kicking some goals, and doing well because he had been promoted a number of times over the years. But now…well… where did the challenge go? Now it all just seems a bit routine, day in day out. The excitement David had when he first started working there – about what he was doing and the challenges ahead – had dissipated. He knew as well that he was probably not being paid at the right level for his job responsibilities as his friend Steve* was in a similar job for another company and earning $50K more. The thought of that bigger salary was enticing, plus the excitement of being somewhere new, with further advancement opportunities….was it just time to head for the exit? When is the right time to leave? We find that executives often ask us “when is a good time to leave a company? When should I look to new challenges and something to get me beyond my comfort zone? A recent executive I met with said “I know the products, I know the industry, I know our company and the processes and whilst it’s enjoyable, I feel like I am not pushing myself and have more to give”. There isn’t a simple answer to this; it really depends on what you are looking for and understanding the reasons why you might want to leave. Identifying the warning signs Lacking passion, being miserable or stressed are just a few of the triggers that give an indication of gearing up for facilitating a career change. Others include boredom, not feeling compensated for what you do, and lack of opportunity for promotion. An interesting overview here from The Guardian as we navigate Covid and a desire for new career challenges. Ready to quit your job? 17 questions to ask yourself first . Sometimes it’s not that obvious what you should do, like the executive I met with, who wasn’t unhappy exactly; just not feeling really excited and challenged. If you still believe in the company and are happy with the work culture, it can be worthwhile to really explore whether there are further challenges for you internally before you jump ship. What’s out there for me? But if your talents are untapped, there’s not that much to aim for in your current role and you have the niggling feeling that there might be better opportunities (with better pay!), it might be time to explore opportunities. If you do decide that leaving your job is the right decision, make sure you are well equipped with some good options before you make that crucial move. We’re lucky enough in Australia to have a fairly robust economy and though some sectors have been hit hard by Covid 19 and global economic conditions, we’re still pretty well placed for jobs compared to much of the rest of the world (the unemployment rate for Australia was at 4.6% in July 2021, according to the Australian Bureau of Statistics). Your age, financial responsibilities and family circumstances will also undoubtedly factor in your decision making process. We work closely with our executives and will help you really understand what motivates and excites you about a job (despite what you might think, it’s usually not all about the money!). If you love your job and are passionate about what you’re doing, going to work Monday morning is just another opportunity to do what you love. *not real name Article written by Stuart Chandler

As COVID 19 vaccination rates continue to increase, the world moves towards some level of normality following the seismic upheavals of 2020 and the global pandemic. Here, in Australia, our impact was limited but our economic recovery and rebound has been remarkable given where we were 12 months ago. As global populations are being vaccinated the pressure mounts to open up and move on from the pandemic induced recessions.  Pre pandemic, slowly but very surely, momentum was building with global economies, industries and organisations, driving change towards a sustainable future. This focus followed the United Nations 17 Sustainable Development Goals (SDGs) from the 2030 Agenda for Sustainable Development. Over the next fifteen years, countries will mobilize efforts to end all forms of poverty, fight inequalities and tackle climate change, while ensuring that no one is left behind. Fulfilling these goals will take an unprecedented effort by all sectors in society — and business must play a very important role in the process.

We recently moderated a panel discussion at one of WA’s leading Women in Mining & Resources, and Women in Leadership conferences. Through carefully scripted questions, we explored big businesses’ thoughts and ideas on gender diversity and inclusion. The panel comprised of several highly accomplished leaders from a selection of industries, including the Mining and Resources sector. Unsurprisingly, all panellists were acutely aware of the need to increase diversification within their organisations. They were enthusiastic about being involved in the discussion, not only to share how their companies were achieving diversity, but to see how others are approaching it too. Parental leave caused much discussion with panellists who recognised the need to get talented females back into the business and industry, but how? In the end, it came down to better planning, focus and communication. Do not forget those on parental leave. Keep them engaged through regular communication, opportunities for ongoing training and inclusion in social events.  Be ahead of the curve and plan early. Collectively work on a plan for their return to the workplace that considers individual needs, discusses career progression, and provides access to training opportunities and mentors. The focus needs to be on developing talent and accelerating progression by enabling access to the resources required to excel. Ensuring equal parental leave opportunities are available to all genders also allows females a choice to return earlier. Another interesting point was to look differently at how teams are defined. Could we reshape executive roles to be more inclusive of female leadership? Shape the position to the person rather than the person to the position. For example, technicians who had families and chose not to continue the FIFO lifestyle may lack the years of site experience, however, could have the internal expertise and technical skills to manage the business unit. If another member of their team is strong in site experience with less developed softs skills, this could balance out the team. Pipelining and succession planning are also occurring more, with leaders looking three to four levels down for talent and nurturing that talent through career development. There is, however, caution around moving people up too quickly to fill diversity quotas. It needs to happen in a realistic timeframe, not to lose the technical underpinning required to succeed at an executive level. Another topical discussion was Champions of Change and the engagement of male allies for gender diversity within the business. This question sparked a conversation that perhaps it is not about identifying male allies and rather, instilling a company-wide culture, open to all dimensions of diversity. This can be accomplished by making sure all communication is unbiased in its delivery and all events, sponsorship arrangements and promotional activities are not skewed towards any one gender. It was also apparent that calling out bad behaviour, such as degrading comments, was more likely to elicit sustained cultural change. People learn from their mistakes and sometimes need to be reminded that their behaviour is not acceptable. The more communication around the issue, the better educated and more accepting teams become. Challenging bad behaviour outside of work environments was also flagged as important, such as when socialising with friends. Finally, there were some great points around the recruitment process. Search for candidates with the intention of equal gender representation at shortlisting. Consider methods used to attract this audience, and to challenge, or perhaps even reject, shortlists that do not comply. Encourage executive search partners, external recruiters, and internal functional and HR teams to work with that intention. When it comes to internal roles, go beyond placing the advertisement on internal communication platforms. Males and females view recruitment advertising differently. For example, a female may only apply for roles where she meets most of the listed criteria, whereas a male may be more inclined meeting comparatively less. The onus needs to be on direct line managers to approach females who they believe are suitable candidates for progression and encourage them to apply. The panel discussion was very productive and encouraged quality questions and ongoing discussion throughout the conference by attendees. It was frustrating for many to be having similar conversations from one year to the next. It is apparent we are still figuring out what works best, however, we are moving forward in the right direction and need to continue the discussion to maintain momentum.

Meet Victoria, Researcher for Beilby Downing Teal Queensland Brief overview of your job National and international candidate sourcing and selection of Senior / Executive level candidates primarily within the Mining & Resources, Engineering and Construction sectors. I Identify and approach potential candidates using a number of methods. Highlights and Challenges The roles I usually work on are generally the more difficult to find a candidate for, hence they are searched positions. So for some roles, I need to map the market and identify potential candidates in the organisations listed in our search strategies to make sure we have sourced everyone in that particular market. A challenge is definitely sourcing females for particular roles that are in male-dominated industries ie Mining Engineers, all types of Engineering roles, Mine Managers, Construction Managers, Estimators etc. How do you challenge gender bias and inequality or seek out and celebrate women’s achievements. I like to read and share articles online for example from The Female Lead. I like to read biographies of strong female role models and talk about them within my network. I recently read Jacina Ardern’s biography, I have also enjoyed Jacqueline Gold and Anita Roddick. I attend women in construction (NAWIC) and women in mining (WIMARQ) annual networking events and also the international women’s day breakfast. I listen to the journey’s that the speakers have been on to become the strong and/or successful role model’s that they are today. Any advice for those looking to follow your footsteps I think it’s important that we recognise the next generation and that we continue the progress we have made for women to work in any type of role in all industries. We have certainly come along way in the last 150+ years with the movement for gender equality and valuing women in the workforce. Identifying female role models to our younger generation is a great way to encourage ambition, one of my inspirations is Jacinda Ardern – my 4 year old knows who she is 🙂 .