Articles

New Zealand’s public sector is navigating one of its most challenging periods in years, with job cuts, budget freezes, and declining morale reshaping agency operations. In this update, Peter Crestani outlines how workers are responding to limited mobility, salary constraints, and evolving workplace expectations.

Get insights into how New Zealand’s labour market is recovering after a challenging period. Learn why job vacancies are falling while applications are rising, and how employers are balancing optimism with candidate quality concerns. This update explores the shifting dynamics driving recruitment in 2025.

As AI redefines the sales landscape, New Zealand companies are rethinking retention, culture, and compensation. In this update, Sam Olorenshaw reveals how CarbonInvoice is balancing tech integration with human connection to retain top talent. Discover what’s next for sales performance in a tech-enabled world.

Discover how New Zealand’s marketing and digital recruitment sector is adjusting to tight budgets, tech integration, and evolving talent needs. Learn why businesses are favouring junior hires and how AI tools are reshaping team efficiency. This update captures the strategic shifts defining 2025.

New Zealand’s property sector is in a state of recalibration, with increasing buyer activity contrasting sharply against volatile listing trends. In this update, Ella Mills shares how real estate professionals are managing cautious buyers, pricing pressure, and fluctuating supply.

Explore the shifting landscape of HR in New Zealand as 2025 unfolds, with key themes like leadership development, flexible work, and AI adoption taking centre stage. Discover how companies are adjusting their strategies in response to turnover and resourcing challenges. This update offers a snapshot of the most pressing HR trends and practical takeaways for business leaders.

The sales industry in New Zealand is experiencing a dynamic period of growth and transformation. With 74 percent of sales teams across Australia and New Zealand planning to expand in 2025, the sector is clearly gearing up for a significant push.

In an employment market defined by transparency and shifting priorities, counteroffers are losing their appeal. Data from 2024 reveals that while 63% of employers increased salaries to fill roles, 57% chose not to make counteroffers to resigning employees—a five percent rise from the previous year. This trend marks a broader shift towards proactive retention and long-term engagement over reactive responses. Kaajal Khelawan, HR Manager and Operations Lead, explains, "Employers are shifting away from making reactive offers and focusing more on proactive retention." Rather than scrambling to retain staff once they hand in their resignation, more businesses are investing in the experience and growth of their current teams. "If an employee has chosen to leave, you need to let them go." Khelawan is direct about the limitations of counteroffers. "They don't work. They're a band-aid solution," she says. Most employees who accept counteroffers end up leaving within six to twelve months anyway. More critically, such offers can lead to pay inequality, damaging morale and creating internal tension when colleagues learn about unequal compensation. With growing emphasis on pay transparency, businesses are increasingly aware of how last-minute salary hikes may erode trust. As organisations strive to ensure fairness in pay structures, counteroffers become a liability rather than a lifeline. Juma Mrisho, Talent Acquisition Business Partner, agrees. He links the decline in counteroffers to deeper structural shifts: "Reactive offers are seen as a short-term fix that doesn't acknowledge the deeper issue within an organisation." He notes that companies are now prioritising long-term strategies such as employee engagement, leadership development, and cultural alignment. Mrisho also challenges the assumption that salary alone is the reason people resign. "The idea that a salary increase will solve the issue of someone leaving is a misconception. People are also leaving due to cultural or leadership issues. A counteroffer won’t fix that." The trend is clear: businesses are becoming more strategic with pay and retention. Rather than relying on quick fixes, they are creating environments where employees feel valued, supported, and motivated to stay. Khelawan concludes, "The goal is to create workplaces where employees don't want to leave, rather than scrambling to keep them once they've resigned." As we look ahead, the decline in counteroffers suggests that employers across Australia and New Zealand are embracing a more considered, people-first approach to talent management—one that values foresight over quick fixes and stability over short-term wins.

AI is rapidly transforming industries around the globe, and the human resources sector in Australia and New Zealand is no exception. With 54% of HR teams already investing in AI tools, according to people2people's Employment and Salary Report, it's clear that automation and predictive technologies are no longer futuristic concepts—they're part of today's evolving workforce strategy. Though nearly half of these organisations report no significant impact yet, the momentum is undeniable. From talent acquisition to onboarding and learning development, AI is starting to reshape how HR teams operate. Yet the journey is not without its complexities. "AI isn't a buzzword—it's a business advantage." Juma Mrisho, Talent Acquisition Business Partner, highlights the tangible gains AI can offer. "In terms of speed, efficiency, and decision-making accuracy, it’s definitely not just a buzzword," he explains. AI is already being used to streamline admin-heavy tasks, improve candidate matching, and personalise employee training pathways. However, barriers to broader adoption remain. As Mrisho points out, "The idea of inertia and resistance to change is something embedded in all of us." Concerns about return on investment, high costs, and the complexity of new systems are slowing uptake. Many traditional organisations are hesitant, needing time and guidance to adapt. Kaajal Khelawan, HR Manager and Operations Lead, addresses a common myth: "The biggest misconception is that AI will replace HR jobs. But the reality is it’s there to support them." She notes that AI tools require proper oversight, customisation, and human input to be effective—far from being plug-and-play solutions. Khelawan also warns against rushing implementation. "We’ve seen people adopt AI without fully understanding it, feeling pressured to innovate quickly," she says. For AI to work meaningfully, organisations must invest in education, planning, and change management. Looking ahead, both experts believe this is only the beginning. Mrisho envisions AI becoming a core part of HR over the next three to five years, powering everything from workforce planning to performance management. "The rapid growth of AI in just six to twelve months has been enormous. Thinking about where we’ll be in five years is genuinely exciting," he says. While AI opens the door to new possibilities, it also demands thoughtful integration. For HR teams in Australia and New Zealand, the focus must now shift from hype to strategy. As Khelawan concludes, "It’s best to approach it with an open mind. There are pros and cons, but with the right attitude, organisations can meaningfully assess how to adopt and benefit from it." In 2025 and beyond, HR professionals who balance innovation with insight will be best positioned to lead their teams into a smarter, more agile future.

As 2025 unfolds, work-life balance has firmly secured its place as the top priority for job seekers across Australia and New Zealand. According to people2people's latest Employment and Salary Report, flexibility is no longer a bonus; it’s a baseline expectation. With 78% of organisations offering flexible hours and 69% supporting remote work options, businesses that fail to adapt risk losing out on top talent. This cultural shift is driven by a desire for autonomy and trust. Employees today seek the ability to tailor their work around their personal lives, not the other way around. Kaajal Khelawan, HR Manager and Operations Lead, puts it succinctly: "Work-life balance has become such an imperative thing for all employees. They want independence. They want to be trusted." "Flexibility is no longer a benefit. It’s an expectation." That said, physical offices still have a place—but their purpose is changing. As Khelawan explains, "There definitely is a place for in-office models, but their role has changed. It should be focused on collaboration and culture building." Rather than simply housing employees, offices are becoming hubs for engagement and connection. Juma Mrisho, Talent Acquisition Business Partner, highlights other rising trends in employee benefits. Beyond flexibility, mental health and wellbeing initiatives are increasingly valued, as are financial wellness tools, career development opportunities, and progressive leave types like grandparent leave and menopause support. Mrisho adds, "There’s growing interest in purpose-driven benefits that really reflect personal values." Meanwhile, traditional perks like snacks and Friday socials, while still appreciated, are no longer enough on their own. Employees today are seeking a more personalised experience at work. This move towards customisation over gimmicks signals a new era in HR strategy. "One size doesn't fit all anymore," says Khelawan. "There is an understanding that not everything can be tailored to an individual, but going with the status quo is probably not the best course of action either." For businesses struggling to keep pace with these evolving expectations, outsourcing HR support can offer much-needed clarity and agility. Conducting anonymous surveys can help uncover what employees truly value, from reasons for staying to the motivations behind exits. Khelawan explains, "We work with a number of different clients. We have access to market benchmarks, scalable benefit programs, and we can help tailor strategies to attract and retain talent without the overhead of a full HR function." Mrisho agrees, adding that external HR support offers the flexibility and insights needed to remain competitive, particularly in uncertain markets. As work-life balance becomes the cornerstone of employee satisfaction in 2025, it’s clear that understanding and adapting to these new expectations is no longer optional—it’s essential. Businesses that respond proactively will be best positioned to attract, retain, and support top talent in the year ahead.

As we move further into 2025, the employment landscape across Australia and New Zealand continues to evolve, with fresh data revealing notable shifts in both employer and job seeker sentiment. With unemployment holding steady and underemployment dropping to its lowest level since August 2008, the job market is showing signs of resilience despite broader economic uncertainties. Australia's job posting index remains 52% above the pre-pandemic baseline, a clear indication that demand for talent remains strong. While there has been a modest slowdown in employment growth, vacancies remain high, with over 328,000 job openings recorded earlier this year—a 4.5% decline from late 2024 but still 44.5% above February 2020 levels. At the same time, the hiring confidence index has dipped slightly to 63%, reflecting a small drop in employers' optimism about finding suitable candidates. On the flip side, job seeker confidence has also declined, dropping eight percentage points to 54%. This cautious optimism, shared by both sides of the hiring equation, paints a picture of a market that is adjusting to new realities rather than retreating. "Unemployment remains steady, but underemployment is at a historic low." Kaajal Khelawan, HR Manager and Operations Lead, highlights the significance of the underemployment drop. "That means more people are working as many hours as they want, which is a great sign," she notes. This indicates an improving match between worker availability and employer demand. Juma Mrisho, Talent Acquisition Business Partner, points to ongoing strength in job listings. "Job vacancies are still significantly elevated compared to pre-COVID levels," he explains, reinforcing the view that despite shifting conditions, opportunities remain abundant for job seekers. Suhini Wijayasinghe, Head of HR Solutions, adds perspective on job seeker behaviour. "Nationwide, seventy-four percent of job seekers are actively looking for new opportunities, while twenty-two percent are passive but open to the right role," she says. The numbers show a highly mobile workforce, with only one percent hesitant to move and just three percent inactive. While employer confidence has softened slightly, the fact that three-quarters of job seekers are actively engaged suggests the market remains dynamic. Businesses that are clear, fast-moving, and transparent in their recruitment practices are likely to continue attracting top talent. For both Australia and New Zealand, the focus in 2025 appears to be on alignment—matching available roles with the right candidates at the right time. With underemployment falling, job ads still elevated, and a mobile workforce, there is much to be optimistic about. The key challenge lies in bridging the gap between employer expectations and job seeker needs in an evolving employment market.

With the cost of living remaining a central concern for New Zealanders, the upcoming increase in the national living wage is set to play a pivotal role in shaping the country’s employment landscape in 2025. From 1 September, the living wage will rise to $28.95 per hour. As rising expenses continue to challenge households, this adjustment aims to ensure more workers can meet basic needs and live with dignity. In a recent episode of Mahi Matters, Shannon Barlow was joined by Gina Lockyer, Executive Director at the Living Wage Movement Aotearoa New Zealand, to discuss the broader implications of the living wage hike. Together, they unpacked how it could affect job seekers, employers, and the economy at large. "The living wage isn’t about luxury—it’s about dignity." Lockyer outlined the movement's origins, rooted in community concern for the wellbeing of New Zealand’s lowest-paid workers. Since its inception over a decade ago, the Living Wage Movement has grown steadily, supporting both directly and indirectly employed workers such as cleaners and security staff. "We believe basic needs are actually about being able to participate in society," says Lockyer. The living wage, calculated independently using a basket of data sets, reflects what is needed for a decent life—not just survival. It considers everything from healthy food and housing costs to community participation. Employers who commit to the living wage often see direct benefits such as improved staff retention, lower absenteeism, and greater overall satisfaction. Lockyer shared that even employees earning well above the living wage feel more engaged when they know their colleagues are also being treated fairly. Accredited living wage employers span diverse sectors—from hospitality and banking to local councils and healthcare. Lockyer praised businesses that go the extra mile to budget creatively to afford the living wage. "They put it at the heart of their business," she noted, adding that many now use their accredited status in recruitment advertising, reflecting a clear demand from job seekers. However, not all employers are on board. While cost remains a primary barrier, Lockyer argues that the real question is whether businesses are willing to re-prioritise spending to align with their values. Those who make it work often find they become employers of choice. The wider economic impact is also significant. Workers paid a living wage are less reliant on government support, reducing the burden on taxpayers. Meanwhile, studies show improved mental health, reduced stress, and better workplace performance among those paid fairly. In a labour market where job security fears still linger—40% of Kiwi workers report concerns—the living wage provides not just financial stability, but a signal of respect and value. As Lockyer explains, "People want to work in a place where they know everyone is being respected."  Employers interested in becoming accredited can find more information at livingwage.org.nz , which lists all current accredited businesses. For job seekers, it offers a valuable reference point in choosing supportive and ethical employers. As economic conditions slowly improve, the living wage movement continues to remind New Zealand of a simple truth: fairness at work doesn’t just help individuals—it uplifts the entire community.

As New Zealand’s population ages and the cost of living rises, older workers are increasingly staying in the workforce beyond traditional retirement age. Yet despite this shift, age bias in hiring remains a pressing concern. According to a recent survey, 89% of Kiwis believe their employers would hesitate to hire someone over 65. To unpack the realities facing the ageing workforce, Ian Fraser, Director and Founder of Seniors@Work, joined Mahi Matters to share insights from both personal experience and the wider job market.  "The ageing workforce is here to stay." Fraser founded Seniors@Work after struggling to find employment in his late fifties. Despite extensive management experience, he received just three interviews from more than 75 applications. This experience inspired him to create a platform dedicated to job seekers aged 50 and above. Today, Seniors@Work connects older Kiwis with employers who value their experience, while advocating for age-inclusive hiring practices. Fraser notes that older workers still face significant challenges, particularly during economic downturns. "Employers are recruiting less, and age bias, while reduced, still exists," he says. Common misconceptions persist, from assumptions that older workers lack tech skills to beliefs that they are less productive or more expensive. Fraser refutes these as myths, emphasising that many over-50s are tech-savvy, reliable, and bring stability to the workplace. "There may be skill gaps, but they are fixable. Many baby boomers have adapted through decades of tech evolution." There are also strong business cases for hiring seniors. Older workers often have lower absenteeism, high retention, and valuable institutional knowledge. Flexible work arrangements can further support transitions into part-time or project roles, helping employers retain talent while offering work-life balance. To promote age-friendly workplaces, Fraser is involved in a forthcoming pledge led by the Office for Seniors and the Ministry of Social Development. The initiative encourages employers to adopt policies that support hiring, retaining, and developing staff over 50. Fraser advises job seekers to be prepared, modernise their CVs, and tailor applications. Seniors@Work offers resources including a Work Readiness Info Pack and updated templates. For those struggling with outdated CVs, Fraser even recommends using tools like ChatGPT to modernise and reformat documents. While financial necessity is a key driver, many older workers continue employment for fulfilment and social connection. In fact, the percentage of 64–69-year-olds still working has risen from 18% in 2000 to 44% in 2024, a 500% increase. Fraser concludes, "Age diversity brings resilience and depth to teams. We need to move beyond bias and embrace the value older workers bring." For job seekers and employers alike, the future of work in Aotearoa must include space for those too young to retire, and far too valuable to overlook.

In 2025, work-life balance has overtaken job security as the top priority for New Zealand workers, with 74% placing it above all else when considering a job. Frog Recruitment’s NZ Managing Director, Shannon Barlow, explores why Kiwis are shifting their focus from just surviving to thriving—seeking roles that align with personal wellbeing, flexibility, and long-term career fulfilment. This blog breaks down the latest employment trends and shares practical tips to improve your work-life balance and future-proof your career in a changing job market. Is your current role supporting the lifestyle you really want? Read more to find out.

More than half of Kiwi workers regret their career choice, yet only a small percentage are actively pursuing change. In this blog, Frog Recruitment’s Shannon Barlow and career coach Craig McAlpine explore why so many New Zealanders feel stuck, the hidden impact of early career conditioning, and the role of fear, finances, and comparison in holding people back. Plus, we share practical tips to reassess your career path and move forward with confidence. Whether you’re mid-career or just starting out, it’s never too late to take control. Are you overdue for a career stocktake? Read more to find out.

Auckland’s job market is showing signs of recovery, with nearly half of employers planning to hire in the next 12 months. Economic growth, rising business confidence, and increased demand in sectors like healthcare, retail, and tourism are driving a cautious but optimistic outlook. Frog Recruitment NZ Managing Director Shannon Barlow shares firsthand insights into this positive shift, highlighting the return of growth-focused hiring and evolving workforce needs. Employers are urged to act strategically—investing in branding, flexibility, and retention. Could your business be missing out on the top talent ready to re-enter the market? Read more to find out.

New Zealand’s government has launched a refreshed relocation support grant to help jobseekers move for work and ease regional skill shortages. Designed to reduce welfare reliance and connect motivated individuals with in-demand roles, this updated programme builds on earlier initiatives like the "5K to Work" grant. In our latest blog, Shannon Barlow, Managing Director at Frog Recruitment, shares insights into how this scheme benefits both jobseekers and employers. We also outline who’s eligible, what costs are covered, and how to apply. Looking to make a fresh start or attract talent to your region? Discover how this initiative could work for you.

Gen Z is reshaping the modern workplace with new expectations around flexibility, purpose, feedback, and mental health. As they grow to make up 27% of the global workforce by the end of 2025, employers must adapt to their values-driven mindset and digital fluency. In this blog, Frog Recruitment’s Shannon Barlow chats with Holly Simpson from SkyCity about Gen Z's impact on communication, leadership, and workplace culture. Want practical tips to better engage and retain Gen Z employees, and bust common myths about this generation? Curious about what your organisation can do to stay ahead in a multi-generational workforce? Read more now.

New Zealand’s economy has officially exited recession, growing by 0.7% in Q4 2024. Key sectors like retail, real estate, and healthcare are showing signs of recovery, while construction and media continue to struggle. Frog Recruitment’s Kirsty Henegan shares insights into how the market shift is impacting hiring trends and candidate confidence. As job opportunities gradually increase, now is the time for job seekers and employers to adapt. From flexible hiring to upskilling in growth sectors, discover practical tips to stay ahead in a changing market. Want to know what industries are bouncing back and how you can benefit from the recovery?