Insights from Australia
Despite Australia’s low unemployment rate and tight labour and skill market, many Australians are still locked out of secure, quality work. Employers play a key role in providing quality employment to hidden talent groups. But, there has been very little focus on their perspectives. This is essential to better understand their needs and the levers that can help to change HR practices to enable sustainable employment. Additionally, although many organisations are already hiring hidden talent, there is little information available to help other organisations to start this journey.
Activating Employers research team members Professor Jo Ingold (Australian Catholic University), and Dr Qian Yi Lee (Australian Catholic University) (along with Professor Angela Knox, University of Sydney) are working on a three-year project titled ‘Creating sustainable employment for disadvantaged and vulnerable groups’. The project is funded by the Australian Research Council and industry partners – Asuria, Jobsbank, Jobs Victoria and Social Ventures Australia. The aim of this project is to develop employer-led solutions to support the recruitment and retention of hidden talent cohorts in better quality jobs. In the first phase of this research project, we were interested in finding out about how and why employers tapped into the hidden talent cohorts and created good work. By understanding the motivations that Australian employers have to hire from hidden talent groups, we can try to understand the role that social procurement can play in driving job quality in the workplace.
Seven Masterclasses were conducted with employers who had experience employing hidden talent cohorts to understand their motivations and experiences. The Masterclasses were facilitated by Phil Preston using appreciative inquiry: focusing on what was good and could be built upon. Employers who participated in the Masterclasses were able to share what has been working for them, learn from other organisations, and also network with others. The participants were in varying stages of their journey but were generally driven to provide sustainable, quality employment to hidden talent groups and most had engaged with employment services providers. The groups employed were (multiple response): First Nations (26); Disability (22); Young People (22); Women (21); Mature age (20); Culturally and Linguistically Diverse Communities (18); Refugees (16); Long-term unemployed (14); Low socio-economic status (14); Ex offenders (13); Veterans (10); other (LGBTQIA+) (1).
Firstly, because they felt it was the right thing to do. Secondly, it contributed directly to the organisation, as well as broader society. Employers talked about a combination of business and social benefits. We found that employers were strongly motivated to access hidden talent groups and to create good quality work for the following reasons:
- Adhere to government social procurement requirements around priority groups – some of the organisations explicitly talked about social value procurement as a driver for their employment of hidden talent groups.
- Ensure diversity, equity and inclusion in the workplace – by having formal strategies and an appreciation for hidden talent, the organisations were able to experience the benefits that DEI brought to the workplace that contributed to broader organisational success including better decision-making and culture change. Ensure that their workforce reflected their community, customers or clients organisations saw positive returns by tapping into hidden talent pools as the broader community is able to see the organisation’s commitment to representation.
- Create social benefits for individuals and communities – providing employment opportunities to hidden talent groups allows organisations to give back to the community and individuals by providing them a career pathway.
In terms of the benefits, employers identified multiple benefits resulting from the employment of hidden talent groups and the provision of good quality jobs – for example, increased retention and reduced turnover; increased engagement, job satisfaction, productivity and loyalty.
The Insights Briefing from the Masterclasses can be accessed here.
