Digital

On March 27, 2025, the Federal Parliament passed new legislation that will reshape how large employers in Australia approach workplace gender equality. Under the reforms, businesses with 500 or more employees will now be required to: Set three gender equality targets, with at least one being numeric; Demonstrate progress toward these targets within three years; Continue reporting annually to the Workplace Gender Equality Agency (WGEA). This is a milestone moment in a play to shift the Australian workplace culture. It reflects a growing push for accountability, transparency and meaningful change in the workplace. So, what does this mean for employers? Targets Must Be Tangible A vague commitment to “improving gender diversity” won’t cut it. Employers will need to back up their intentions with measurable goals - such as increasing women in leadership, closing pay gaps, or improving retention in underrepresented groups. Data-Driven Decisions Will Lead the Way To set realistic, evidence-based targets, companies will need to dive deep into their workforce data. Understanding where the gaps are - whether it’s in hiring, promotion pathways, or pay equity - is step one. Policies, Processes & People It’s also a nudge to reassess internal practices. Are your recruitment and promotion processes inclusive? Are flexible work arrangements available (and used) equitably? Is your leadership team actively invested in supporting diversity outcomes? Accountability Goes Public WGEA will continue to publish pay gap data—and now, target progress too. That means internal efforts will be visible externally, and employers leading the way will build stronger reputations as equitable, forward-thinking workplaces. Why it matters to us at EITR At EITR , we work with businesses undergoing transformation - and the best transformations start from within. Hiring diverse, high-performing teams isn’t just a compliance box to tick—it’s how companies thrive. This legislation reflects a shared responsibility to build workplaces where talent can grow and succeed, regardless of gender. Whether you're a business navigating these new expectations or a candidate seeking an inclusive environment where your career can flourish - we’re here to support you.  🔗 Want to know more about how we help organisations build diverse, future-ready teams? Get in touch with us here .

For years, companies have been locked in a battle to attract the best candidates - offering higher salaries, bigger perks, and more benefits in the hopes of outbidding their competitors. But in 2025, the conversation is shifting. The companies winning today aren’t necessarily the ones offering the biggest paychecks; they’re the ones adapting to how work is changing. The talent war isn’t about hiring faster or throwing more money at the problem anymore - it’s about rethinking how we build workforces altogether. So, how are leading organisations shifting their approach? They’re moving beyond outdated recruitment battles and focusing on internal mobility, skills development, flexible work models, and alternative hiring pipelines. Why the Talent War No Longer Works The idea of a "talent war" assumes that there’s a fixed number of high-performing professionals, and companies must compete to secure them. But this approach has a few major flaws: It’s expensive - Constantly outbidding competitors for the same people isn’t sustainable. It’s short-sighted - Hiring externally without investing in existing employees leads to retention issues. It ignores hidden talent - Many businesses overlook high-potential candidates who may not fit a traditional mold but have the skills and adaptability to thrive. With unemployment rates remaining low and skills shortages persisting in industries like technology, cybersecurity, and engineering, businesses must stop seeing hiring as a competition and start treating it as a strategic transformation. The Talent Shift... What’s Changing? Instead of treating hiring as a race for the same candidates, leading companies are making three key shifts: 1. Internal Mobility: Investing in the People You Already Have Companies are realising that the best candidate for the job might already be within their organisation. Instead of constantly hiring externally, businesses are focusing on upskilling, cross-training, and internal promotions. 📌 Example: Atlassian has developed structured career pathways that help employees transition into new roles without leaving the company, reducing external hiring needs. 2. Skills Over Job Titles More companies are moving toward skills-based hiring, recognising that traditional job titles and degree requirements can exclude high-potential candidates. Rather than asking, “Who has a degree in computer science and five years of experience?” companies are now asking, “Who has the problem-solving and coding skills to excel in this role?” 📌 Example: Telstra has introduced skills-based hiring initiatives, allowing candidates from non-traditional backgrounds to break into tech roles based on their capabilities, not just their CVs. 3. Alternative Hiring Pipelines Companies are expanding their candidate pools by looking beyond the usual recruitment channels. This includes: Partnering with universities and bootcamps Offering return-to-work programs for career changers Creating more entry-level pathways and apprenticeships 📌 Example: The Victorian Government’s Digital Jobs Program is helping mid-career professionals transition into the tech industry through funded training and job placements. The Future of Work is Built - Not Bought Companies that succeed in 2025 and beyond will be the ones that build their talent, not just buy it. By moving away from outdated hiring models and focusing on development, flexibility, and inclusivity, organisations can create workforces that aren’t just competitive - but sustainable. The talent war may be over, but the companies that adapt to this new reality will be the ones leading the next decade of innovation.