News

•  Eliza McGivern
•  21st Oct 2024

​As you consider your business goals for the coming months:It’s time to think long-term about how your next key hire could transform your organisation. ​That one role could be the catalyst for growth, innovation, and team productivity—if you bring in the right talent.​Change how you approach hiringIt’s not just about filling a vacancy; it’s about making strategic decisions that will elevate your team and your organisation. Here’s how to rethink your hiring approach to ensure every hire makes a lasting impact:Looking for top performance?Identify the role that will directly drive growth. Focus on the positions that have the power to shape the future of your organisation.Want quality results?Seek candidates who exceed expectations. The right talent doesn’t just meet the requirements of the job; they consistently deliver beyond what’s asked, pushing your business forward.Looking to improve productivity?Focus on hiring individuals who enhance team efficiency. A great hire doesn’t just blend in—they elevate the performance of the entire team and foster collaboration.Want your team to grow?Find talent that brings fresh perspectives and skills. The best hires don’t just fill a gap, they bring new ideas and expertise that can take your business in innovative directions.Looking to create a positive culture?Hire individuals who align with your values and vision. A cohesive team, where everyone supports your mission, works with more passion and commitment, creating a culture that thrives.Instead of settling for good, aim for the exceptionalThe right hire can elevate your business from where it is to where it could be.​At Parity Consulting, we specialise in sourcing top-tier talent across product, marketing, transformation, digital, and data roles. Our approach ensures you find exceptional candidates who don’t just meet expectations—they exceed them. Let us partner with you to help fill that key role and drive your business to the next level.Hiring the right person is the first step towards transforming your business. Let’s find the talent that will take you there.​Does your organisation have a skills gap in your leadership team?At Parity Consulting, we specialise in unearthing top-tier talent across product, marketing, transformation, digital, and data roles. Our approach ensures you find exceptional candidates who don’t just meet expectations—they exceed them. Let us partner with you to help fill that key role and drive your business to the next level.Hiring the right person is the first step towards transforming your business. Let’s find the talent that will take you there. Reach out to our team today for a confidential discussion.​Read More:10 Ways Low Attrition is Killing Culture2024's Essential Guide to Attracting and Retaining Top TalentSalary Guide FY2024-25Why Leadership is key to your EVP​What We DoBusiness leaders need top-tier talent to exceed expectations and drive growth. At Parity, we swiftly attract and mobilise the best candidates across Financial Services and Tech, ensuring they align with your culture, performance, and reputation.With years of earned trust, Parity specialises in unearthing those perfect truffles—candidates in Product, Transformation, Marketing, Communications, Digital, and Data, who will elevate your organisation while ensuring quality always trumps quantity.Our equitable and transparent placement process is trusted by clients and candidates alike.See how the Parity team can help your organisation succeed—Download our Capability Statement here!

•  Victoria Butt
•  10th Oct 2024

​In today’s volatile job market, the decision to leave a current position for a new opportunity can be daunting. ​While many employees hesitate to make a change due to push and pull factors, it’s essential to challenge this mindset. Embracing risk and bucking the trend of caution can lead to rewarding career advancements and personal growth.​Understanding Push Factors: The Drivers of DiscontentPush factors often drive employees away from their current roles. These include:Disengagement: A sense of disconnection from work can be a significant motivator for change. When employees feel uninspired or undervalued, the drive to seek new opportunities intensifies. Rather than settling for dissatisfaction, taking the risk to explore new roles can lead to greater fulfilment.Lack of Career Development: Stagnation in career progression can leave professionals feeling trapped. In an era where growth is paramount, those who embrace risk by pursuing opportunities with clear development paths can reap the benefits of new skills and experiences.Poor Leadership: Ineffective management can stifle motivation and innovation. Instead of remaining in a toxic environment, taking the leap to a company with strong leadership can significantly enhance job satisfaction and performance.​Exploring Pull Factors: The Allure of New OpportunitiesPull factors entice employees to consider new roles and can inspire risk-taking:Scope of the Role: Many professionals are motivated by the prospect of increased responsibilities. A new position offering diverse challenges can provide the excitement and engagement that drives career satisfaction. Embracing this change, despite the inherent risks, can lead to personal and professional growth.Exciting New Areas: The desire to work in innovative industries can be a powerful pull factor. Taking a chance on a role in a cutting-edge field can lead to fulfilling experiences and a chance to be part of something transformative.Growth-Oriented Companies: Organisations committed to expansion and development are attractive to talent looking to make a mark. By embracing risk and seeking opportunities within these companies, employees can position themselves at the forefront of exciting initiatives.​Navigating Challenges in Bear MarketsIn bear markets, where uncertainty looms large, many professionals hesitate to take risks due to concerns about job security. However, this is precisely the moment to break free from complacency. While push and pull factors often dictate decisions, stronger motivations are needed to drive action.Rather than fearing change, consider the potential rewards of taking risks. By stepping outside of comfort zones, employees can discover new paths and opportunities that lead to greater satisfaction and success. Organisations must also actively promote a culture that encourages risk-taking, providing the support and resources necessary for employees to explore new avenues.​Taking the Next StepEmbracing risk in job transitions is vital in today’s evolving market. By recognising and addressing push factors while actively pursuing pull factors, employees can break free from stagnation and create fulfilling careers. Instead of succumbing to fear and uncertainty, consider the transformative potential of taking risks. With the right mindset and support, navigating job transitions can lead to exciting new opportunities and a more engaged, motivated workforce. Buck the trend, embrace the challenge, and unlock your potential!​Are you facing Job Transitioning challenges?Parity's team is here to support you. Contact one of our specialist consultants for a confidential discussion – Product Management, Marketing, Comms or Digital, or Transformation.​Read More:Salary Negotiation Masterclass10 Ways Low Attrition is Killing CultureSalary Guide FY2024-25​What We DoBusiness leaders need top-tier talent to exceed expectations and drive growth. At Parity, we swiftly attract and mobilise the best candidates across Financial Services and Tech, ensuring they align with your culture, performance, and reputation.With years of earned trust, Parity specialises in unearthing those perfect truffles—candidates in Product, Transformation, Marketing, Communications, Digital, and Data, who will elevate your organisation while ensuring quality always trumps quantity.Our equitable and transparent placement process is trusted by clients and candidates alike.See how the Parity team can help your organisation succeed—Download our Capability Statement here!

•  Vanessa Lalani
•  24th Sep 2024

Upskilling in leadership has emerged as a key priority for professionals across industries. Our latest salary survey revealed a growing trend: more leaders are recognising the need to continuously develop their skills to stay ahead. Whether it's mastering new technologies, honing emotional intelligence, or enhancing strategic thinking, the focus on leadership development is clear. As organisations seek to navigate complex challenges, those who invest in upskilling are better positioned to drive success and inspire their teams to achieve more.​Vanessa Lalani, Division Director at Parity Consulting, specialises in connecting top talent in Marketing, Communications, and Digital fields with innovative organisations. Over her career, she has partnered with exceptional companies, guiding them in selecting the right leaders to propel their businesses forward.Vanessa has captured a series of short videos where she shares insights on critical topics for securing executive talent. The videos cover 2024 trends in hiring, cultural fit, emotional intelligence, and provide tips for senior leaders exploring new opportunities.1. Top 3 In-Demand Leadership TraitsUpskilling in leadership has emerged as a top priority for nearly a third of respondents in our latest salary survey. Creating an environment of psychological safety in the workplace is paramount, and Vanessa Lalani highlights three key leadership traits that our clients are particularly focused on: i. Adaptability – Adjusting strategies and actions, especially in response to rapid technology changes and shifting markets. ii. Digital Literacy – Not experts, but savvy enough to navigate the digital landscape with confidence. iii. Creative Problem-Solving – Bringing fresh ideas and sparking innovation. Certainly something to consider as you think about your own development. ​​2. Doing More with What You HaveWith all the current talk about “doing more with LESS,” what if leaders reframed that to “doing more with WHAT YOU HAVE”?If you're a leader feeling the pressure to drive growth and innovation with fewer resources, here are a few techniques—similar to an executive search approach—to help navigate this challenge:i. Redefine Priorities – Instead of bringing in external talent, focus on the core competencies and critical skills already within your team.ii. Shift the Mindset – Create a brief for the “perfect candidate” as if hiring, but use it to identify and develop potential in existing employees.iii. Maximise Internal Talent – Rather than trying to do more with less, leverage your team’s strengths to grow from within during challenging times.​​3. Uncover the Hidden Talents in Your TeamTo further maximise your internal team's strengths, asking the right questions can help unlock potential you never knew existed. One of the most powerful questions a line manager can ask their staff right now is:“What is something you’re great at that we don’t know about, which the business could really use?”This question is especially impactful in a lean environment, – where leaders need teams that can go beyond their job descriptions and operate broadly, and– at the same time, staff want to be challenged and fully utilise their potential.Your team members possess a diverse range of skills and talents, but not everything gets shared during day-to-day work. Taking the time to ask this question can lead to valuable insights, ultimately benefiting both your team and the organisation as a whole.​​4. The High Cost of Getting Senior Executive Hires WrongHiring the wrong senior executive can have significant consequences, especially in today’s cost-constrained market. Here’s why it’s crucial to get it right:i. Financial Impact –A poor hire can cost up to two to three times the executive’s annual salary when factoring in recruitment costs, lost productivity, and redundancy payments.ii. Cultural and Strategic Fallout –The wrong leader can negatively affect company culture and derail strategic initiatives, making the fallout extend beyond just dollars.iii. Methodical Hiring Matters –While more senior talent is available, organisations must adopt a thorough approach, focusing on both technical and soft skills, culture fit or add, and diversity within their candidate pool.​​5. Nurture Your NetworkAt the time of publishing, here’s a quick update for senior professionals considering their next move:Over the past 12 months, the market has slowed, with many organisations restructuring to cut costs and realign with strategic objectives.We’re seeing an increase in senior-level candidates on the market, and it’s taking longer to secure roles than before.The good news? Key senior positions are still being filled, often through executive search and networks—so now is the time to nurture those connections, whether you're actively looking or not.Start by connecting with Vanessa on LinkedIn.​​Wrapping up:Upskilling in leadership ensures that your team remains dynamic and adaptable, striking the perfect balance between stability and the infusion of fresh ideas needed to drive innovation and sustained growth.​Is your organisation facing leadership challenges?Vanessa can assist you in gaining the clarity you need around your teams, your business goals—helping you to reignite your team’s engagement and drive growth.Reach out to her for a confidential discussion. ​Read more:10 Ways Low Attrition is Killing Culture2024's Essential Guide to Attracting and Retaining Top TalentSalary Guide FY2024-25

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•  6th Sep 2024

​Parity Consulting was proud to host another incredible event as part of our ParityPlus initiative – EmpowerYOUR Value. This Masterclass featured industry leaders sharing their firsthand tips on negotiating your value in the workplace.​KEY TAKEAWAYS – 5 Essential Negotiation Tips​1. Timing Don’t leave your salary conversation too late—plan it before the remuneration review cycle begins. The ideal time to discuss your goals with your people leader is early in the year, as it sets the tone for your end-of-year discussion. Strong relationships are built on clear communication. If you consistently demonstrate how you’re contributing to the business throughout the year by making improvements, sharing good ideas, and supporting others, then its not just about the salary conversation—that’s the outcome.Businesses go through ups and downs, and sometimes there might not be room for bonuses or raises. Think of your career as a long game, not just 1 year or 2 years. Leaders have other tools to help you reach your long-term remuneration objectives, such as launching an overseas career or providing training and scaffolding support to grow your people leadership skills. ​2. Present the Right EvidenceThe evidence you present matters, and it needs to resonate with your leader.It’s not just about your personal performance stats—benchmarking your role against industry standards is crucial. People leaders don’t necessarily think of roles and compensation in terms of promoting internal or hiring external people. They focus on the role itself and what rem the role requires to make it competitive.Broaden your research to gather data points from external sources. What are roles like yours worth? Even when you are not actively looking, keep abreast of the market. How you present your evidence is just as critical. Talking about money makes most people nervous. Beyond preparation and research, confidence is key. Negotiations are a power play, so be mindful of subliminal messages you may be sending when asked about your salary expectations. Don’t umm, ahh, or look around. Keep eye contact and answer confidently.No two businesses are the same. No role is the same, no work environment or risk profiles are the same. So benchmarking is more than comparing job titles. Look at non-financial benefits, as they can be significant too. What you value is different to the person next to you. And what you think you are worth is subjective—always link your worth to what the business needs.​3. WIIFM – What’s In It for Me?Apply this principle in two ways. Think of “Give-Get” (a concept from the book Negotiating with Backbone).Yes, be on your own side, but make sure to demonstrate how your growth also benefits the organisation. Give your leader a reason to support your case.What to avoid:Avoid overusing “I” and “me.”You may be nervous, but don’t turn up agitated. Don’t overwhelm your leader with data. Instead, consult with HR first, validate your salary data research, and get on the same page before approaching your people leaderUnderstand that remuneration is tied to a role, and roles of different complexity and accountability attract different rem. If you want a promotion or pay rise, it must be tied to the type of role you seek. Work on a plan with your leader to get there (refer point 1). And, be patient, as the role you want may not be immediately available.​4. Heist with StealthOf course, we don’t endorse pulling off an actual heist, but it’s a brilliant analogy for salary negotiations! Like any well-executed heist, a successful negotiation requires meticulous planning, perfect timing, and a bit of stealth. Here’s how you can plan your own “heist” for a successful pay rise – no ski mask required!Lead your own heist: Why are you having the salary conversation? Get clear on your motivation and the outcomes you want to achieve before you even step into the room.Assess and map the risks: Put yourself in their shoes. What concerns might your employer have? Understanding their perspective will help you navigate potential objections.Plot and plan your timeline, your angles: Like any well-executed operation, timing and preparation are key. Map out when and how you’ll approach the conversation, and what angles will help strengthen your case.Recruit the right crew: No heist is pulled off solo. Identify your key allies—whether it’s a mentor or a manager who can support your case. Give them time to get on board and understand their role in the conversation.Execution: Sometimes, even the best plans don’t go off without a hitch. If the discussion goes off track, don’t panic. Cut it short, if necessary, regroup, and reapproach when the timing is better.Follow Up: Just like a well-planned heist, negotiations are rarely linear. If things don’t go your way, do a post-mortem, refine your strategy, and strike again when the moment is right.​5. Keep Your Emotions in CheckNegotiations can be emotional, especially when a pay rise can bring more financial stability. However, it’s essential to separate your feelings from the discussion about the role. Stay calm and focused on the long-term goals. Remember this rule of negotiation: You always know you have the upper hand when the other person gets emotional. So, stay composed and focused on the business and your career trajectory. ​A huge thanks goes to our Guest Speakers and attendees for supporting this important conversation.Victoria Butt – CEO, Founder, Parity ConsultingLiz Hastilow – Partner, Norton Rose FulbrightMoses Samaha – EGM, EquifaxJason Ajai– Founder, InterviewFitWe look forward to seeing you at future events! Follow our LinkedIn page for updates.​Ready to elevate your team?Reach out to us today to explore how strategic hiring and workforce planning can reignite your team’s engagement and drive growth.​Read more:More Negotiation Tips - Event Takeaways​

•  Victoria Butt
•  3rd Sep 2024

​The Hidden Pitfalls of Low Attrition: Why Stability Isn’t Always a Good ThingWith voluntary attrition rates at an all-time low for many businesses—often dipping below 10%—one might assume that’s a sign of success. After all, if people aren’t leaving, they must be happy, right? Not necessarily. What we’re seeing instead is a worrying trend: while employees are staying put, engagement scores are falling fast. Here’s why…1. Stagnation of IdeasWhen new hires are few and far between, the flow of fresh ideas tends to dry up. Innovation and creativity, the lifeblood of any thriving organisation, can suffer. Teams that don’t experience regular infusions of new perspectives may find themselves recycling the same ideas, leading to a creative drought.2. ComplacencyEmployees who have been with the company for a long time may start to coast, comfortable in their routines and resistant to change. This complacency can hinder growth, as long-tenured staff may be less inclined to embrace new approaches or push the boundaries of what’s possible.3. GroupthinkA workforce that hasn’t seen much turnover can become homogenous in its thinking. Without diverse opinions to challenge the status quo, groupthink can take hold, limiting problem-solving capabilities and stifling innovation.4. Resistance to ChangeChange is hard, but it’s even harder in an environment where employees are deeply entrenched in their roles. Low attrition can lead to increased resistance to change initiatives, making it difficult for the organisation to pivot or adapt to new challenges.5. Loss of Fresh PerspectivesNew employees often bring a burst of energy and fresh perspectives that can revitalise a team. When attrition is low, the business may miss out on these valuable insights, potentially losing its competitive edge.6. Cultural EntropyCulture isn’t static; it needs to evolve to stay relevant. Without new hires to challenge and refresh the existing culture, an organisation can become stagnant, leading to disengagement and a lack of motivation among the workforce.7. Limited Skill DevelopmentCross-pollination of ideas and skills is essential for growth, but it’s hard to achieve when the team remains unchanged. Employees may miss out on opportunities for skill development and innovation that naturally come with onboarding new talent.8. BurnoutLong-tenured employees often take on additional responsibilities over time. Without the influx of new hires to share the load, burnout becomes a real risk, leading to decreased morale and productivity.9. Decreased EngagementA stagnant culture lacking new energy can result in decreased employee engagement. When people feel there’s nothing new to contribute to or learn from, motivation can wane, affecting overall performance.10. InflexibilityFinally, a workforce that doesn’t experience regular turnover can become inflexible, making it challenging to pivot and respond to market demands or industry changes. This rigidity can stifle growth and hinder long-term success.In conclusion: Stability vs. GrowthWhile low attrition may seem beneficial, it’s important to recognise the potential downsides. Stability can inadvertently lead to a culture resistant to growth, innovation, and adaptability. The key is finding a balance—maintaining a stable core team while encouraging the fresh ideas, energy, and perspectives that new talent can bring.​Is your organisation facing any of these challenges? Reach out to us today to explore how strategic hiring and workforce planning can reignite your team’s engagement and drive growth.​Read more:The Burnout Battle: Strategies to Combat and Manage Stress2024's Essential Guide to Attracting and Retaining Top Talent

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•  27th Jun 2024

Parity Consulting was proud to present an incredible leadership event as part of our ParityPlus value-add initiative - EmpowerYOUR Value. This event featured an impressive lineup of industry leaders who led two powerhouse panel discussions on how to negotiate your value in the workplace. ​KEY TAKEAWAYS – 6 Top Negotiation Tips​Vanessa Lalani, Division Director - Parity. Shared the latest Market Insights and how to navigate with confidence in the current climate.​How to Position YourselfLeft to Right: Victoria Butt, CEO - Parity. Kim Clarke, Executive and NED – MYOB. Justin Howell, COO – Aware Super. Vasyl Nair, Group Chief Executive Officer – Mine Super.​1. Know your WorthDon’t start any salary discussion without first knowing your market value. Yes, negotiate your salary and benefits, but also negotiate your exit conditions. These should be at minimum the same, if not better, than your current conditions. 2. Get Comfortable with Uncomfortable ConversationsHostile, confrontational remuneration discussions won’t lead to the end of your career—they are, in fact, essential in positioning yourself for the next cycle of remuneration conversations, as they give your leader time to fix it. It can take six months to position your value accurately, so plan a number of conversations ahead of the standard remuneration cycle. Talk about it if you are not feeling valued, share your feelings, and be transparent. At the same time, consider how you are showcasing your value through your good work.3. Balance the Playing FieldMost of the time, there is “information asymmetry” (meaning your employer has all the info, and you only have some). Gather as much information as you can using your network, internally and externally. Understand how your organisation's benchmarking process works—including ranges, bonuses, and distribution curve. Discern how hard you can push—this will be relative to your length of tenure vs a new start.​What Can You Do and How? Left to Right: Cassandra Crowe, Vice President - T. Rowe Price. Dr Laura Ryan, Head of Research – Ardea. Benjamin Whitfield, Global Talent Acquisition Leader – Marsh McLennan. Meray El Khoury, Chief Insurance Officer – MetLife .​4. Ask for that PromotionAsk for the promotion (it's as simple as that)– regardless of gender.Don’t underestimate the compounding impact of even a 1% gender pay gap. Right now, in Australia, the gap can be as high as 6%. Promotions hide pay gaps, and in the latest Quant study, it was revealed that those identifying as female employed in the Financial Services sector are substantially less likely to be offered an unsolicited promotion than those identifying as male. However, those identifying as female are more successful at receiving a promotion when they request it! So, yes, ask for that promotion!Get the Full Report here5. Sponsorship Can Unlock Promotion OpportunitiesStart a relationship with a leader by helping them first. Support them on a project, and demonstrate your skills and capabilities outside of your current role.Talk to them about your career aspirations, and ask them to advocate for you when you are ready to take your next step. In a climate where organisations want to retain their best talent, it's time to start vocalising that you're delivering and want to expand into your next role. If you are not feeling supported in your career progression at your current organisation, it's time to make an external move.6. Ask for MoreThe number on the job requisition form is not static. Ask what the position is worth. You can then decide if it's at your level or not. If not, express, "I'm worth more than this, is it worth me continuing the process?" Don't go in low. You can always come down.Thanks goes to all our panellist and guests for supporting this important conversation.Follow Parity on LinkedIn to learn of more upcoming events.​​Parity Consulting - At Parity we're so much more than recruiters. As specialists in Product, Digital, Marketing, Communications and Data Analytics recruitment, we're obsessed with adding value to our community. We don't just have an outstanding reputation for matching great talent with the best companies, we're also proud to reinvest 10% of our profits into industry training and events through ParityPlus - our value-add and a recruitment industry first in Australia.Our low volume, high-service approach gets results - contact us at www.parityconsulting.com.auor info@parityconsulting.com.au.

•  Amanda Glacken
•  19th Jun 2024

​We are seeing a trend of businesses that are looking to utilise more contractor and temporary workers to support business activity increases rather than adding to their permanent headcount.This hiring strategy feeds the need to stay agile to respond to changing market demands, technological advancements, and unforeseen challenges.  ​These are just a few of the drivers that make contractors an attractive hiring proposition. 1. Flexibility to Scale Up or DownOne of the most significant advantages of contracting roles is the flexibility they offer the Employer, as well as the employee. Whether your company needs special expertise for a short-term project or specialised skills for a certain task, contractors can fill these gaps quickly and efficiently. This means a business can scale their workforce up or down without the long-term commitments and costs associated with permanent hires.2. Access to Specialised TalentContractors often have areas of expertise that can be hard to find in the permanent job market at short notice. They’ve likely worked across various industries and projects, giving them a broad perspective and a wealth of knowledge. This can be particularly beneficial for niche projects that require specific technical know-how.  They are also adept at changing their working environment and will have the ability to “hit the ground running”3. Cost-Effective Staffing SolutionsHiring contractors can be more cost-effective than you might think. Without the overhead costs associated with permanent employees – such as benefits, insurance, and superannuation contributions – organisations can allocate budgets more efficiently. Plus, they only pay for the work done, ensuring value for money.  Often in larger organisations there is a budget purely for contingent staff to enable them to scale up and scale down as projects evolve.4. Speed and Efficiency The recruitment process for permanent roles can be lengthy and complex. In contrast, contractors are often ready to start immediately, shortening the hiring lead time, and meaning that your projects can get off the ground faster. This speed and efficiency can be a game-changer, especially for businesses operating in dynamic industries where time is of the essence.  5. Fresh Perspectives and InnovationBringing in contractors can inject fresh perspectives and innovative ideas into your business because they come with diverse experiences and insights from working within different companies and industries. This diversity of thought can drive creativity and help a new business stay ahead of the curve.  In terms of technical knowledge, they can quickly ascertain what is working and what is not from a technical perspective and make the changes required to ensure maximum efficiency of software systems, and cloud-based SaaS solutions.6. Reduced Risk and Increased FlexibilityEconomic uncertainties can potentially make long-term hiring decisions risky in some sectors. Contracting roles offer a way to mitigate this risk by providing a flexible workforce that can adapt to market conditions. This approach allows you the ability to hire with greater confidence and agility.​Don’t Delay Your Plans for Increased Business ActivityIn an era where agility and innovation are paramount, contracting roles will offer you the strategic advantage you need. By embracing a hybrid hiring model which encompasses a mixture of both contracting and permanent staff, your business can access specialised talent, improve efficiency, and remain adaptable in a rapidly changing landscape.​Need help Sourcing the right Contractor?This article was brought you by Parity's Amanda Glacken, Division Director, and specialist in filling hard-to-fill roles!Contact her today on 0450 291 368, if you are looking to hire Product, Marketing, Communications & Digital professionals.

•  Vanessa Lalani
•  17th May 2024

Spending the last 15 years’ working with top-tier and challenger financial services and property brands, Allie Moxon is a marketing communications consultant.  She focuses on meaningfully connecting brands with their target market by creating awareness, building out marketing technology capabilities and delivering personalisation at scale. Qualified in journalism and commerce, Allie specialises in content and digital; two marketing functions at the forefront of AI disruption, and so we took the opportunity to sit down with her and discuss all things AI! Q. Parity: AI is revolutionising the way every business operates and no function is immune! In your opinion, how is AI changing marketing as we know it? "We are entering an era where building share of voice and capturing customer attention will become even more competitive. Many businesses are starting to use AI to produce more content. It won’t necessarily be good quality, or help brands authentically profile their people, but there will be more noise to compete with. Great businesses will lean harder into personalisation capabilities at every touchpoint across the customer lifecycle. Strategic data management and sophisticated segmentation strategies fuelled by AI will become linchpins for cut through.Companies should consider creating a roadmap for AI adoption across new and existing technologies that digitally engage with customers, or manage their data. Brands will need to learn when to automate their outreach with AI-driven personalisation and when to create opportunities to connect customers with 'higher value' human conversations. Capturing and managing data will become marketers biggest challenge over the next decade.  While there are teething issues, I expect to see a shift in how customers want 'low value' information delivered as adoption increases and the technology improves. Service must be personalised and immediate. Chat bots have become impressive when executed well for example. But when interacting with voice bots, I expect most of us have begged to speak to a human instead." Q. Parity: What is the potential of the technology for organisations targeting large markets, or companies with complex products and services?"Let’s talk about the personalisation capabilities that exist on the market today. You won’t believe what is already possible with CRM software that has integrated generative AI into its offering.Right now, generative AI is capable of scanning your database for the people most likely to purchase your product or service. It can learn to craft personalised emails in your sales person or brand's tone of voice, based on real customer interactions, that with a single “approval” click from a human will be sent at the exact time your customer is most likely to open your email. If you operate within a complex business category, the customisation capabilities are endless. Consider a business that sells managed investment products. You can teach the system to adopt a sympathetic and humble tone towards people who have lost 10%+ of their capital in your products in the last 12 months. You can tell it to remove these people from an acquisition marketing campaign promoting new products based on behavioural activity, instead building lists of people that know, and don’t know, about the weaker product performance. Right there, your system can prompt a human to consider meaningfully interacting with these engaged segments for retention purposes. It can create campaign landing pages in your branding in an instant. Imagine you are working on a demand generation campaign for a global financial services business with complex compliance requirements. You can teach the system to only market products to eligible customers. It can translate your copy into several languages. You can teach it to consider laws and your specific licensing arrangements in different jurisdictions.The possibilities are limitless. But don’t underestimate the amount of work (or cost) required to establish a capability this sophisticated. It could easily take 2-3 years' work in a larger organisation. "Your output will only ever be as good as your data and how well you train and maintain your model." Q. Parity: How do you assess whether a business is ready to make this leap?"You need to frankly consider whether your business is well resourced to engage on a personal level with your target market, whether personalisation is needed to drive sales or great customer service in your category, and if you’re looking at moving forward, your organisational strengths and blockers.You don’t need to do everything at once. Not every business will be an early adopter and we are still very much in an experimentation phase. Developing these capabilities can be staggered over a number of years if that suits your business. Just don’t get left too far behind. You won’t be in a position to meet shifting consumer expectations driven by other brands, your agility and reach will be reduced and your employment brand will suffer. Broadly speaking, we are in a cost-constrained business environment, and the investment required to get a sophisticated AI capability running is significant. Implementation and ongoing software licensing costs will get cheaper with time.Adopting these capabilities will also increase your ongoing marketing and IT costs, in terms of both software subscriptions and costs of skilled labour. That said, AI is also capable of taking on the work of a team of people. It can free your people up to focus on more meaningful work. I broadly advocate for housing your data with a top tier external CRM system provider instead of building a capability in house. Consider locking in arrangements over the medium term, but also consider the potential for disruption from new software entrants. You are outsourcing innovation and risk management, and these systems are priceless if they don’t fall within your core competencies. Successful execution also relies on understanding your customers path to purchase and knowing when to introduce a human touch. Your sales and client service departments are an extension of your brand. I’ve seen individuals named as brand associations in third-party research surveys. In complex, relationship-driven product categories, avoid making your outreach feel robotic at all costs. Your goal should be creating opportunities to nurture meaningful relationships during high value interactions and increasing speed and personalisation of service for lower value interactions." Q. Parity: Allie, what are the biggest barriers to adoption in your opinion?"Taking new capabilities to market and establishing the underlying marketing operations that support these activities is a cross-functional effort. Prompting, and contributing to the design of system frameworks or parameters, is a skill set gap that marketing, sales, client service, IT, compliance and legal teams will all need to learn to work through together. It’s a highly technical area.There will be a large element of change management involved for any organisation, with some individuals resistant to shifting to digital ways of working or feeling broadly uncomfortable with AI replicating human activities. "If change is not being driven from the top down, adoption will fail. Consider who drives ways of working and culture within your organisation. Forward-thinking leaders from each impacted department need to become an expert on how the technology relates to their function."Consider whether people on your floor are using systems or spreadsheets. If there are several spreadsheets circulating at any given time, you have a significant data management problem and potential liabilities.  Dialogue around the benefits of reducing administration burdens and saving time, versus preserving the human side of relationship management and what it means to provide great service in an increasingly digital era will need to be explored." Q. Parity: You’ve mentioned that managing data will become an even larger issue for companies to tackle. What can businesses do now if they are not ready to adopt? "If you’re not looking to adopt right now, you need to be developing a roadmap for managing your data and identifying the skillsets you need to develop internally to move forward:Start thinking about your sales cycle and the data points you can capture. Where can you create segments, separate low value automated outreach from high value prompted interactions with sales or client service teams, and what data points do you need to collect to support these? Speak to your suppliers and assess what the systems you are using are capable of - and their technology roadmap. You may need to structure your data a certain way now. You may need to integrate several systems and data feeds, and look at providers capable of rapidly aligning automated data feeds with your database. Think hard about what you don’t need so you don’t create manual work. Avoid capturing and retaining useless data, focusing instead on segmentation related data and behavioural data that signals active purchase intent or interest, or gives insight into a path to purchase or loss of a customer. Capture levels of customer satisfaction. Wherever possible, automate your data collection processes.  I call this “AI readiness”." Parity: Very insightful! Thank you for your time Allie!This AI Insights for Marketing & Digital Professionals article was brought to you by Vanessa Lalani at Parity Consulting. Looking to hire Data, Marketing, Digital, Communications and Product professionals? Reach out to Vanessa HERE or 0410 001 819.

•  Agnes Villanyi
•  13th May 2024

The fast-paced, high-pressure environment of financial services, Saas and fintech can sometimes feel like a non-stop rollercoaster ride. With long hours, tight deadlines, and the ever-changing market, it's no wonder burnout can leave even the most resilient employees feeling drained and exhausted. At Parity Consulting, we recognise the toll burnout can take on individuals and businesses alike.​Spotting the Signs of BurnoutThe first step in combating burnout is recognising its symptoms. Here are some common signs to watch out for:Emotional Exhaustion: Feeling constantly drained, running on empty, both physically and emotionally.Cynicism and Detachment: Finding it hard to muster enthusiasm for work and feeling disconnected from your colleagues or clients.Reduced Effectiveness: Struggling to concentrate, making more mistakes than usual, and experiencing a dip in overall productivity. Strategies for EmployeesIf you're feeling the weight of burnout, here are some steps you can take to regain control:Establish Boundaries: Learn to say no when you are overwhelmed and set clear boundaries around your workload. Prioritise Self-Care: Make time for activities that bring you joy, exercise regularly, and prioritise getting enough sleep.Seek Support: Don't hesitate to reach out to your manager, a trusted colleague, or a mental health professional for support if you're struggling.Disconnect and Recharge: Take your breaks, utilise your annual leave, and switch off from work during your downtime.​Strategies for Managers and LeadersManagers and Leaders play a crucial role in creating a workplace that prioritises employee well-being and prevents burnout. Here are some proactive measures you can implement:Promote Work-Life Balance: Encourage your team to take breaks, utilise their annual leave, and switch off outside of work hours. Consider flexible work arrangements to accommodate personal needs.Set Clear Expectations and Boundaries: Clearly define workloads, deadlines, and communication channels to avoid ambiguity and stress.Invest in Well-being: Provide wellness programs, mental health resources, and tools for managing stress. Encourage healthy habits through initiatives like on-site fitness classes or healthy lunch options.Recognise and Reward Achievements: Celebrate successes, both big and small, to boost employee morale and create a sense of accomplishment.Encourage Open Communication: Create a culture of open communication where employees feel comfortable discussing their workload and any challenges they may be facing.​Building a Sustainable FutureBy working together, employers and employees can create a healthier and more sustainable work environment. Remember, a happy and healthy workforce is a productive workforce, leading to greater success for all involved.At Parity, we're committed to supporting both our clients and candidates. For a confidential discussion, don't hesitate to reach out to senior consultant, Agnes Villanyi.

•  Victoria Butt
•  29th Apr 2024

Interviewing the CEO of Parity Consulting, Victoria Butt, was an opportunity to delve into the heart and soul of the company. With a passion for equality and a unique perspective on the recruitment industry, Victoria shares the spark that ignited Parity Consulting and her journey to founding it. In a world where clients often take precedence, Victoria's vision has always prioritised the equal importance of candidates. At Parity, this philosophy is not just a mantra but a way of life, shaping every aspect of the business. Join us as we explore Victoria's insights on mentorship, diversity, and inclusion, and discover the driving force behind her commitment to making a meaningful impact.Watch the Interview, or read the transcript below​What Impact Do You Want to MakeQ. Parity: Can you share the spark behind Parity Consulting and your journey to founding it?A. VB: The spark behind how Parity Consulting came about was the need to equalise the relationship people have with candidates as well as clients in the recruitment industry. Typically, how it's run is that the client is considered to be king or queen because they're ultimately the ones that pay the bills. However, my perspective is and has always been that candidates are equally important in the process as clients and at Parity, this is something we live and breathe.  Q. Parity: Thoughts on the power of mentorship in today's fast-paced industries?A. VB: I absolutely love mentorship, being a mentor, mentoring others, and also peer mentorship as well. It is one of the most powerful ways that, we as humans can develop in a safe environment. The key thing for mentorship for me is actually about mentee-led mentorship, so ensuring that the mentee is driving the relationship and that they are getting the most value out of the mentor. The other thing to note here is that a mentor isn't necessarily for life. It's someone that perhaps needs to either grow with you or that you potentially will outgrow yourself. Having 2 to 3 mentors on your bench at any one time is pretty powerful. Q. Parity: Dive into the crucial role recruiters play in fostering diversity and inclusion.A. VB: Recruiters play a critical role when fostering inclusion and diversity. Of course, it's through the whole process from the beginning to the end, the beginning being the start and the scope of the role all the way to the end of the post-placement and mentorship of the candidate. Up to even a year after. However, where I feel the strongest about this is at that long and short-lived stage. Where we have a demographic of individuals that aren't as common as others. Let's just take male and female because it's easier to describe where we have typically 30% females in an area and typically 70% males. It's incredibly important that that shortlist and long list is still 50/50 taking the best of the guys and the best of the ladies into that shortlist because otherwise we're giving our clients a shortlist, which is already skewed. Likewise, when there's more females in a role, like in the marketing and digital space where there's far more females, it's incredibly important to pick the best females for that shortlist and then the best guys for that shortlist. Recruiters play an absolute critical role in fostering inclusion and diversity. Things That Inspire YouQ. Parity: Any top-notch podcasts you swear by that keep you inspired and informed?A. VB: I don't know about you, but I love podcasts. They're such a great place and way to learn. My two favourite podcasts at the moment, the ones that I would love for you to check out are Adam Grant ReThinking. Adam is a psychologist and talks a lot about leadership and leadership development, but also brings a real humane feel to that. Also, Dr. Maya Shankar. A slight change of plan. This is a new podcast for me, but one that I cannot stop listening to. Dr Maya Shankar talks a lot about resilience where there has been a slight change of plan and has the most incredible and diverse guests on her show. I can't stop listening to that podcast. Q. Parity: What recent project has captured your full attention?A. VB: We've just finished a massive project, a piece of research on the future of employee value propositions. We've now presented that to over 20 clients which have been executive level and board level. This has been one of my most favourite projects and one that has been really well received just looking at how individuals are motivated, but also how organisations are looking to attract and retain their people. The second one, which we do every year, is the salary guide and insights and that tends to poll, in the thousands. I think it was 6000 last year and we're starting that project again this year. We've also had the WGEA reporting out for the gender pay gap, which is some work that we're doing with our clients. I'm also currently working on some senior hires which always keep me very busy and excited. Q. Parity: AI's impact on workplaces: How do you see the landscape shifting?A. VB: I think we all agree that the landscape is already shifting significantly and will continue to do so. One of the areas that I'm really interested in with AI at the moment is how it engages our people when they're in roles. When you look at engagement surveys and you look at how individuals interact and how they feel about their leader and their workplace, AI is going to fundamentally change that. It's going to help leaders lean into their people, their team members at a point where the data will show that person needs it the most. AI is going to be a tool while harnessed correctly and ethically will really change the way people are engaged in the workplace. How To Maintain BalanceQ. Parity: What does work-life balance mean to you and how do you work to achieve that goal?A. VB: Does work-life balance really exist? Cause I certainly don't think so. Sometimes I need to lean in more to work and other times I need to lean in more to family and home life. However, I have tried to pepper some balance, if you like, into my work life and decided to do a triathlon next year, for a very worthy cause close to my heart. I'm riding into work on my bike. Her name is Beatrice, every day and to and from work, and that's given me a really good opportunity to get my mindset right coming into work when it's very full-on. I've also taken the opportunity to go out to Western Australia with a group of individuals to connect to country and connect to self, that's something I'm really looking forward to. Just taking that time out and circuit breaking what feels like a rat race and the final piece is where I can spend as much time as I can with my beautiful young family and to bring joy and happiness to their little lives.​Join Victoria on LinkedIn to be part of the conversation on equality, mentorship, diversity, and inclusion in the recruitment industry. And follow Parity Consulting for insightful content, industry news, and opportunities to connect with like-minded professionals. Let's make an impact together. Connect with us on LinkedIn today!​Want to Build a Team who Live and Breathe what you stand for?Parity Consulting is your perfect partner. We really do embrace our name and live and breathe "parity", by supporting both clients and candidates to reach the best placement outcomes for both parties. If you need help building the best team, or joining the right team, contact us today to get started.

•  Victoria Butt
•  22nd Apr 2024

​In today's competitive financial services industry, attracting and retaining top talent is more crucial than ever. Upholding a strong Employee Value Proposition (EVP) is a key weapon and advantage. However, whilst HR typically own crafting the EVP, its success hinges on how people managers translate that message into day-to-day leadership. HR Sets the Stage:Think of HR as the architect. They design the blueprint for your EVP, outlining the unique benefits and experiences you offer employees. This includes competitive compensation, professional development programs, a positive work culture, and more. It's the foundation that makes your firm stand out from the crowd. Managers Bring it to Life:Now, imagine the construction crew. That's where your people managers come in. They're the ones who translate the EVP blueprint into a tangible reality for your team. They foster a sense of purpose by aligning individual goals with company objectives. They provide coaching and mentorship, invest in their employees' growth, and create a work environment that's both challenging and rewarding. The Financial Services Twist:In financial services, a strong EVP goes beyond just attractive salaries and bonuses. It's about offering opportunities for professional development, exposure to cutting-edge technologies, and a chance to contribute to meaningful projects. Managers who understand this can leverage these aspects to attract ambitious individuals seeking long-term career growth. Making the EVP Work for You:Here are some ways for financial services firms to bridge the gap between HR's EVP and manager execution:Cascading Communication: Ensure managers not only understand the EVP but can also effectively communicate it to their teams.Manager Training: Equip managers with the skills to coach, mentor, and provide constructive feedback, fostering a culture of continuous learning.Recognition and Rewards: Align performance reviews and recognition programs with the key aspects of your EVP.Employee Feedback: Regularly solicit feedback from employees to establish how well managers are living the EVP. The Takeaway A strong EVP is a powerful tool, but it's only effective when backed by strong leadership. By empowering people managers to translate the EVP into everyday actions, financial services firms can create a work environment that not only attracts top talent but also keeps them engaged and thriving.​Parity Consulting understand this dynamic and look for companies where the EVP is more than just words on a website. We see the evidence in how managers lead and how employees feel about their work. That's the kind of environment where top talent wants to be.​For a confidential discussion, feel free to reach out to Victoria Butt on +61 402 418 326 or vbutt@parityconsulting.com.au

•  Vanessa Lalani
•  8th Apr 2024

External Recruiters are Worth It​In the fast-paced world of running a business, cost and value are the cornerstones of every decision. When it comes to hiring new talent, the question of whether you should manage this internally versus outsourcing this to a professional, can often arise. Beyond the Price Tag: The Hidden Costs of Doing it YourselfWhile the cost of an external recruiter might be readily apparent, there are hidden costs associated with managing the recruitment process yourself.Consider this:You or Your Staff's Time: Multiply your team's or your own hourly rate by the time spent on tasks such as screening resumes, shortlisting candidates, conducting interviews, and scheduling these in. You will quickly see how these costs can add up! Lost Productivity: These tasks divert your staff from their core responsibilities, impacting overall productivity.The Risk of a Bad Hire: Hiring talent that meets both the technical and cultural requirements of a role, requires expertise, networks and strong consulting skills which are developed over many years. Hiring directly without this expertise, may result in a poor hiring decision which can be incredibly expensive as well as impacting the existing team morale and performance.  External Recruiters: More Than Just a Cost, An InvestmentHere's how a reputable agency can actually save you money:Expertise and Efficiency: External recruiters are specialists, leveraging their network and experience to find top talent quickly.Reduced Time Commitment: They handle the heavy lifting of recruitment tasks, freeing up your valuable team's time for core activities.Quality Control: Their expertise ensures you attract the best candidates, lowering the risk of poor hiring decisions and the associated costs. At Parity Consulting, We're Passionate About Getting You the Perfect FitWe go beyond simply being a service; we offer a solution. We specialise in Product, Data, Marketing, Communications, and Digital, saving you both time and money. Recruitment isn't just our job, it's our passion and craft. And yes, if you check out our many glowing Google reviews😉 you'll see we excel at it too. The Bottom Line: A Strategic Investment for GrowthBy partnering with Parity Consulting, you're making a strategic investment in growth. You'll save money, free up valuable time, and ensure you find the perfect candidate to propel your business forward. The right hire can make all the difference in your company's success – and that's an investment worth considering. For a confidential discussion, feel free to reach out to Vanessa Lalani on +61 410 001 819 or vlalani@parityconsulting.com.au

•  Victoria Butt
•  3rd Apr 2024

​Why Intrinsic Benefits Outweigh Extrinsic Benefits for Employees Intrinsic benefits fuel your own fire, driving long-term motivation and personal growth. Employees are shifting their focus and attention towards intrinsic benefits, whilst salary and other financial goods are important this suggests the importance of employers dedicating resources towards intrinsic benefits. As a financial services recruiter, we spend a lot of time talking to talented professionals about their career goals. Salary and benefits are obviously important factors, but what we are increasingly seeing is a shift in focus towards intrinsic benefits. Whilst a competitive compensation package is still crucial, today's top talent are looking for more. They want to feel engaged, challenged, and valued in their roles. This is where intrinsic benefits come in.​​What are Intrinsic Benefits?Intrinsic benefits are the non-monetary rewards employees get from their work itself, the benefits can include:Mentoring: Gain valuable guidance and share your expertise to help others grow. Professional Development: Continuously learn and refine your skills to stay ahead of the curve.Philanthropic initiatives: Give back to your community and make a positive social impact.Working Groups and Committees: Collaborate with colleagues and contribute to shaping the company's direction.Health and Wellbeing: Prioritise your physical and mental well-being with comprehensive programs.ESG: Work for a company that prioritises environmental, social, and governance factors.Meaningful Work: Feel a sense of purpose by contributing to something bigger than yourself.Goal Setting: Challenge yourself and track your progress towards achieving your aspirations.Performance Recognition: Receive appreciation for your hard work and accomplishments.Loyalty Recognition: Be rewarded for your dedication and long-term commitment to the company.​Intrinsic benefits are further explored in our EVP paper. ​What are Extrinsic Benefits?Extrinsic benefits are the monetary rewards employees receive from an employer, these benefits are often financial or measurable in nature. Examples include: Salary and Bonus: Competitive base salary and performance-based bonuses aligned to Australian market rates.Superannuation: Employer contributions to your superannuation fund as mandated by the law.Paid Leave: Generous annual leave, sick leave, and personal leave allowances.Salary Sacrifice: Salary packaging options to reduce taxable income by channelling funds into pre-tax benefits like health insurance, gym memberships or parking.Parental leave: Paid maternity leave and/or paternity leave exceeding the government minimum.Private Health Insurance Rebates: Company contribution to offset the cost of private health insurance.Travel Allowances: Reimbursement for business travel expenses.Discounted Professional Certifications: Company support for obtaining industry qualifications. Why Intrinsic Benefits Matter MoreStudies have shown that intrinsic benefits lead to higher levels of employee satisfaction, motivation, and engagement. Employees who feel passionate about their work are more likely to go the extra mile, be innovative, and stay with their company for the long haul. This translates into a more productive and successful workforce for financial services firms.​​Finding the Right FitTop talent desire more than just a pay check. Here's how your business can leverage intrinsic benefits to attract and retain these high performers!Clearly communicate your company culture: Showcase your values and mission, and how employees contribute to the bigger picture.Offer opportunities for growth and development: Invest in training programs, mentorship opportunities, and career development paths.Promote a healthy work-life balance: Offer flexible work arrangements, wellness programs, and recognition for achieving a healthy balance.Empower your employees: Give them ownership of their work and the opportunity to make a difference. The Big Picture In today's competitive landscape, financial services firms can't afford to rely solely on extrinsic benefits to attract and retain top talent. By focusing on intrinsic benefits, you can create a work environment that fosters engagement, motivation, and long-term success for both your employees and your company. For a confidential discussion, feel free to reach out to Victoria Butt on +61 402 418 326 or vbutt@parityconsulting.com.au​We conducted extensive research on EVP, get our full “Future of EVP” report here

•  Victoria Butt
•  2nd Apr 2024

​2024’s Essential Guide to Attracting and Retaining Top Talent (free download) Uncertain How to Stay Competitive in the 2024 Talent Market? This exclusive report delivers data-driven insights from over 74 executive interviews, 6,000 job seekers, and 12 research papers across 16 industries.​Inside, You’ll Discover:Emerging EVP Trends: Learn about the latest strategies and the benefits they bring to your organisation.Actionable Tips (Even on a Budget): Discover "quick wins" you can implement to improve your EVP, regardless of budget constraints.The EVP Advantage: See how prioritising EVP translates to higher employee loyalty and engagement. Is Your Organisation Struggling with:Attracting top talent?Fostering a positive culture and employee engagement?​Metrics Don't tell the Whole Story: Many businesses solely rely on attrition and engagement metrics to gauge EVP success. This report goes deeper.​3 Types of Companies in the Talent Marketplace:1.    10% Good place to work for the right people and leveraging it well.2.    20% Not a good place to work but telling people it is.3.    70% Pretty good place to work and getting better at telling their story.​Don't settle for average. Get the report and discover how to become a talent magnet.Download Your Free Copy of "2024's Essential Guide to Attracting & Retaining Top Talent" Now!​Or contact Victoria Butt, report author, for a confidential conversation.

•  Agnes Villanyi, Ai Iwami
•  14th Feb 2024

Don't Underestimate the Value of Soft SkillsThe workplace landscape is a constant evolution, and while technical skills remain important, they're not the sole guarantee of success. Your ability to collaborate, communicate, and navigate interpersonal dynamics plays a crucial role in your long-term value. This is where the power of soft skills shines.​What Hiring Managers Crave: More Than Just Technical Mastery​Imagine a Head of Product or Chief Marketing Officer with a brilliant roadmap but who struggles to communicate its value to stakeholders, leading to missed opportunities and frustrated teammates. Or consider a talented Head of Digital whose command-and-control approach stifles team creativity and hinders innovation. These scenarios highlight the crucial role soft skills play in complementing technical expertise. Hiring Managers are increasingly prioritising candidates who possess strong soft skills, recognising their impact on a number of core areas. Reflecting on these and preparing responses for how you can demonstrate them in an interview will give you the edge. Teamwork and collaboration: Can you work effectively with diverse personalities and perspectives, fostering a collaborative environment that drives innovation? Does a strong example come to mind?Communication: Can you clearly articulate your product/project vision, inspire others through compelling communication, and adapt your style to different audiences (engineers, designers, sales, executives)? When have you done this well?Problem-solving: Can you approach challenges creatively, think critically, and find solutions that benefit the user, the business, and the team? What significant obstacle did you overcome?Leadership: Can you inspire and motivate your team, delegate tasks effectively, and build trust to encourage ownership and accountability?How do you know when you have done this well?Adaptability and Resilience: Can you handle rapid market changes, embrace new technologies, and bounce back from setbacks with a positive attitude? What's a recent example of how you managed through a setback?​Soft Skills: Across Roles, Across Industries​Picture a PR and Media Manager who struggles to build rapport with journalists, hindering effective media coverage. Conversely, consider a Marketing and Events Manager who inspires their team with clear communication and rallies everyone towards a common goal, or a Data Engineer who excels at collaborating with analysts to translate complex data into actionable insights.These Scenarios Paint a Clear PictureSoft skills aren't just relevant for certain roles; they're essential across industries and job titles.Whether you're a Product Analyst seeking to effectively present your findings to leadership, a GM of Marketing leading a diverse team through a rebranding campaign, or a Head of Data Analytics building trust with clients through transparent data presentations, your ability to collaborate, communicate, and navigate interpersonal dynamics plays a crucial role in your success. By honing your soft skills, you become more than just technically proficient; you transform into a valuable asset who can inspire, influence, and build relationships that drive positive outcomes. Remember, Soft Skills are Not Innate TalentsThey can be nurtured and developed through, practice, self-reflection, and seeking feedback. Invest in your soft skills journey, and unlock the true potential that lies within you, regardless of your specific role.​Self-Assessment: Gauge Your Soft Skills ProwessTake this Quick Quiz to Assess your Soft Skills:Teamwork: Do you enjoy collaborating with diverse teams and readily share ideas to achieve a common goal? Communication: Can you clearly and concisely communicate your vision and product/project roadmap to various audiences? Problem-solving: Do you approach challenges with a positive attitude and seek creative solutions that benefit the user, the team, and the business? Leadership: Can you inspire and motivate your team, delegate tasks effectively, and build trust to encourage ownership and accountability? Adaptability: How well do you adjust to changes in the market, technology, or user needs, and embrace new learning opportunities? Scoring:Mostly "yes" answers: You're well on your way to soft skills mastery! A mix of "yes" and "no" answers: Room for improvement, but you're on the right track. Mostly "no" answers: Consider investing in developing your soft skills through training or workshops. ​Interesting Facts and SuggestionsAccording to LinkedIn, 92% of recruiters consider soft skills to be important or very important in hiring decisions - it's soft skills that employers want. 91% of companies cited this as an issue and 80% of companies are struggling to find better soft skills in the market.Research suggests that employees with strong soft skills are 50% more likely to be promoted than those with only technical skills. Soft skills are not innate talents but can be learned and developed through practice, self-reflection, and seeking feedback. Consider joining related professional communities, attending industry events, and volunteering to gain valuable soft skills experience. Remember, soft skills are not just buzzwords; they are the building blocks of a successful and impactful career. By honing your soft skills, you can unlock your full potential and become an invaluable leader who drives user-centric products, and campaigns that thrive in today's dynamic and competitive landscape.​Soft Skills: The Secret Weapon in Your Interview Arsenal While technical expertise is crucial, it's your ability to collaborate, communicate, and lead that truly sets you apart. But translating those soft skills into impactful interview responses can be challenging. That's where the team at Parity comes in.As part of our commitment to your success, we offer complimentary one-on-one interview prep to all our candidates. Our experts, Agnes Villanyi (Product specialist) and Ai Iwami (Marketing specialist) will help you: Uncover your unique soft skill strengths and how they align with the job requirements. Craft succinct examples of your soft skills and career achievements. Develop confident and clear communication skills to articulate your value effectively throughout the interview process. Don't underestimate the power of soft skills. ​Contact your dedicated recruitment consultant today and take your interview skills to the next level.

•  Victoria Butt
•  30th Jan 2024

​Women in Data: Career Path Q & A with Francine HooImagine a world where data isn't just numbers crunched in sterile spreadsheets, but a vibrant tapestry woven by brilliant minds. We are on a mission to meet the female weavers of the data universe, the architects of algorithms and AI shaping a future brimming with possibilities. In 2024, they're not just riding the wave of innovation, they're steering it towards groundbreaking outcomes.Today, we share Francine Hoo’s story and her path to building a successful Data career across government, financial services, energy, retail and online platforms.Francine is a Director with KPMG's Data team focusing on building trusted data practices. She has helped build, assure and audit multiple frameworks including governance, data management, data analytics practices, privacy, risk and compliance. Having started in audit, she leverages her combined experience to help build evidenced based, human centric, ethical and trustworthy data practices. She's helped teams build AI Assurance frameworks to ensure safer and reliable deployment of AI based outcomes. She passionately believes that humans are accountable for the right use of data and therefore the sufficient and appropriate risk management of data operations in all its forms – including AI and automation. The future of data driven outcomes including AI is dependent and strengthened by the partnership of a diversity of thinking, where humans collaborate with tech.    Navigating Your Career JourneyQ. Parity: As a successful female leader in the data industry, what is your most valuable piece of advice for individuals aspiring to build a career in the data field?A. Francine: Nothing is impossible, it just takes the work to understand what the ask is. The biggest asset to bring to the data industry is our ability to communicate what we are doing, how we can help, and the technical knowledge. Technical knowledge is learned. The speed at which my team learns new languages, new capabilities is a skill.  Be open to continuously update your capability because it will be expected. The more you can show you have done so through accreditations and certifications, that paints a great picture.  But as we evolve, our ability to talk to people and make data initiatives ‘real for them’, is extremely important. Q. Parity: Share your personal journey of progression within the data industry and your insights in reaching your current leadership role?A. Francine: I was a risk and compliance SME, who fell into Privacy. Through Privacy my curiosity for data management grew almost overnight. It hasn’t stopped growing. So today, I help clients, fix their business problems through data strategies, governance, management and assurance (risk management and controls).  A.I being about ‘predictive’ is a part of data. I’m a true believer in building strong foundations along the entire data journey.  But no.1 is ‘how do we protect people and planet’.  As such I am also a Data Ethics and Responsible AI SME. That doesn’t mean other data SMEs don’t protect people and planet. On the contrary I think this is very front of mind to a lot of data peeps I know. But I choose to focus on the how to make protection real, through operationalising practices, governance and controls.Q. Parity: Overcoming challenges on your career path: How did you achieve leadership despite obstacles?A. Francine: This was an interesting question. I also don’t think leadership is a position.  A leader is not a title, they are a person you ‘want to follow’.  The key word is ‘want’, not ‘need’ to. If people consider me a leader, then I am humbled.  If I think of what I’ve done to deserve it, I hope it’s because I’ve been there for people, shared my wins and losses – my win is their win, their win is mine.  Above leader, I think ‘team’ is the key word to leadership. Team is everyone affected by the outcome – so this means clients too.  My obstacles would be about how I get the team to success. They don’t become personal obstacles then, they become a mission to make things better.  I guess, it’s a choice and attitude on how you view an obstacle. Q. Parity: Did mentorship or sponsorship play a role in shaping your career trajectory, and advice for aspiring women in data?A. Francine: Absolutely! Mentorship, sponsorship, and support. I’d not be here if it wasn’t for my husband’s, family and friend’s support and mentorship. That’s not a throwaway line. We often reflect on where I was 3 years ago to now – in my thinking. It’s about the team again. For which I am eternally grateful for. Would you rather hear about how good a company is, from the person hiring you or someone else who’s more independent? Same goes for sponsorship. You can be great, but if no one is there to sponsor and tell your story – that’s a much harder story to tell.Attraction to the Data IndustryQ. Parity: What strategies have you found effective in navigating power structures both early in your career and as you advanced into executive leadership roles?A. Francine: I have definitely learned from mistakes! So, if I’m doing something better today, it’s because there were a raft of mistakes that led that success.  Early in my career – rightly or wrongly, I was clear I wanted to learn. So, I tried best to avoid the issues that come with power structures and just ‘be good at my job’.  As I get older, I realise that my job is more about ‘people’. Knowing and respecting people, I think is a strategy I can hang my hat on. I mean all people in the equation, not just those you report to.Q. Parity: What initially attracted you to pursue a career in the data industry, and how has it evolved over time?A. Francine: I quickly realised, our world was going to become more data driven, with the evolution of technology. I think insights can only help us build amazing things.  Advancement in medicine, research, doing better for the environment, health – they all touch data. So, if I can be a part of helping to make that happen, by making data practices better – it was just something that called out to me.  Over time, that interest has just continued to evolve to new technology – blockchain, AI. I’m sure it won’t end there. Q. Parity: How has the rapidly evolving nature of the data industry influenced your career decisions and opportunities?A. Francine: I think there’s always room for foundations – people, process, technology. That will never go away. Crap in crap out. What influences my career decisions and opportunities from here will be culture. Technology evolution is only as good as the people behind it. I will want to be where I can build and foster a culture of people (data and non-non data), to help others make things better.    AI will be a norm in our houses (if not already). Helping make it safe and used in the best interest of people and planet is not just one skill or job description.  It takes a village. What drives a village – culture. So that’s what I hope to grow. Whether it’s a team of 20 or 200. My best memory is of a 200 that all pointed in the same direction. Now that was a movement to behold. Q. Parity: Reflecting on your career, what changes could have been addressed biases in your work environment?A. Francine: Gosh, I don’t think I want to change my experiences. I am proud of who I’ve become today, and that means having gone through all the experiences – good and bad. Bias is in everything. Bias is not bad. It’s how we use bias, and that’s a choice. I think if we can better understand and accept differences and harness the good power in that – then let’s go. Maybe understand conscious and unconscious bias.But that said, it means to be willing to have to hard discussions and ‘walk the talk’.I’ve never believed in my way is the best way. It’s about the best outcome. Those ideas aren’t always mine, and they don’t always come from likely sources. I aim to make those great ideas heard. Give it a voice. I hope that’s what helps change… address negative outcomes as result of applying bias.  Envisioning Future OpportunitiesQ. Parity: What do you see as the most promising future opportunities for women in leadership within the data industry?A. Francine: Data either ‘is’, or ‘is not’.  It does not discriminate. If everyone can continue to focus on bringing the best of our people to a problem and treating each other with respect and equality – then there is opportunity for everyone. If you think about it, you no longer need a big name, to bring data operations to life. You can start from your garage, with very start-up cost.  You can literally build your company from your laptop; learn the skills you want to be that CDO for free. It’s up to you to define the role that motivates you, the leader you want to be, the life you want to have. Rest is the hard work to let people know who you are.   Be clear on that story, and your definition of leadership will come from there. I’m not trying to avoid the question. But if we are driven by how much we can earn to enjoy the life we want, that model of being a CEO of a company of 10,000 to achieve that is no longer the case. Some of the wealthiest people we know have very small companies or none at all because they’ve built a tech IP.  So, decide, how do you want your life to be, then the career you want to define you, then the job you want to lead. With innovation moving so rapidly, who am I to limit your idea for opportunities.  Q. Parity: What do you see as the most significant barrier preventing more women from reaching leadership positions within the data sector?A. Francine: We don’t tell our story well.  We don’t include others and credit others in our story well. It’s not about me, it’s about us. If we can talk to how we achieved and what we achieved, and how this is good for ‘you’, I think this goes a long way. I know this because I didn’t do it well, still don’t do it great. But I’m learning.  Then we shy away from conflict instead of learning how to manage it better. Some good friends of mine (men and women) encouraged me to be brave about this. That I had all that it took to manage this, I just chose not to. That was life defining for me.   You don’t have to be aggressive to manage conflict. In fact, that’s the worst part. But conflict resolution often bring innovation, and that motivates me to be better at it.Q. Parity: When it comes to progressing in a leadership role in data, what traits do you consider essential?A. Francine: Communication, curiosity, willing to learn and expand, and of course the technical skills.  Employer and Job Seeker PerspectivesQ. Parity: What benefits can organisations expect from hiring female leaders in the data industry, particularly in terms of driving innovation and creating a diverse workplace?A. Francine: I think the question answers itself. It’s the diversity, creativity and nurturing of female leaders that can impact a culture. Q. Parity: How can organisations ensure a supportive and inclusive environment that nurtures the growth of women in data leadership roles?A. Francine: Recognise their strength, recognise what they need to grow, give that to them and teach them the skills of how to empower everyone, not just other women, but everyone. Encourage people to be proud of their differences and build an environment where those are celebrated, and the benefits are clearly and loudly told. Q. Parity: What advice do you have for aspiring women looking to pursue leadership roles within the data sector, and how can they effectively position themselves for success?A. Francine: Be able to ‘show’ not just ‘tell’ your story. Find the examples and use cases that you can start your sentence with ‘built’, ‘led’, ‘worked with a team’. Be genuine and humble. Lead by example. Showing what you mean, speaks volumes over telling people what you can do. Q. Parity: Does gender balance and a diverse workforce contribute to the success of an organisation?A. Francine: Absolutely!​This Women in Data interview was brought to you by Parity’s Data recruitment team.Looking to hire Data professionals? Reach out to Victoria HERE or on 0402 418 326.​Parity Consulting works with clients who embrace diverse and inclusive environments and empower their teams to bring their authentic whole self to work. We encourage people with different beliefs, abilities, backgrounds and life experiences to contact us.

•  Deep Dhiman, Hima Arafath
•  12th Dec 2023

Women in Data: Career Path Q & A with Gemma WalkerIn today's dynamic and data-driven world, the potential for innovation and growth within the data industry is boundless. Emerging roles in data analytics, artificial intelligence, machine learning and other cutting-edge technologies are developing at lightning speed. Amid this exciting landscape, female leaders are standing out, creatively shaping the trajectory of the industry in 2024 and beyond. To uncover the strategies behind their success, Parity recently sat down to chat with Gemma Walker, the Head of Data, Insights & Operations in the Marketing team at AMP. Through Gemma's story, we aim to inspire and contribute to the cultivation of a more diverse and inclusive landscape within the data industry. Join us in delving into Gemma’s insights as she shares her journey and experiences, offering a glimpse into the career path that has led her to successes in data. During her diverse career, Gemma accumulated a wealth of experience across various roles and industries. She honed exceptional people, strategy, planning and delivery skills during her tenure as a management consultant with Deloitte in the UK and Australia. Gemma’s journey in data analytics took off as the Executive Manager, Analytics Engagement in the Institutional Bank at CBA, later progressing into the Head of Customer role within CommBank iQ (a joint venture between CBA and Quantium), and currently she leads the Data, Insights & Operations team in Marketing at AMP. Q. Parity: As a female leader in the data industry, what is your most valuable piece of advice for individuals aspiring to build a career in the data field? A. Gemma: Wow big question! I didn’t initially plan a career in data. I first ‘discovered’ data and the power of what good data can do, while working as a senior change manager at CBA. After a number of years working in change, I knew I wanted to get closer to the business, as I could see that was where all the interesting decisions were being made. I wasn't sure how to leap from being a management consultant at Deloitte for around 9 years before that with limited experience in Financial Services! But when an engagement role opened up in the data analytics team in CBA’s institutional banking team, I just went for it. Despite my limited technical knowledge, I remember thinking of the role as a kind of internal consulting capability and how much potential there was to leverage data and insights for sales and strategy teams and to help our clients grow their businesses.I got the role, and this really shifted and shaped my career from that point on. Fast forward eight years or so, I now lead the Data, Insights & Ops team in Marketing at AMP. Despite ‘falling’ into the field, I am more passionate about data analytics than ever, and the power and relevance of what data can bring to every aspect of a business in any industry. Based on this rather long-winded answer, I would give three pieces of advice when pursuing a career in the data field: Be curious! Follow smart people, interesting work and projects that drive tangible and commercial outcomes. Learn how to ‘sell’ the power of analytics. You might come up with the smartest ideas, models, and algorithms but if you can’t translate that into commercial value, then it can mean nothing. Never underestimate the power of building a network and advocates across the business and/or industry you want to work in - you never know what opportunities this will open for you! Q. Parity: You would have encountered obstacles along the way. How did you progress your career despite these? A. Gemma: Joining Deloitte as a grad and being thrust into large scale transformation projects, carrying out multiple roles across industries was an amazing start to my career but it meant that I felt like I was a bit of a jack of all trades and a master of none. I’d been a training lead on a project for a media client, got ‘hands-on’ configuring Oracle for a Financial Service client and managed a team of technology workforce coordinators at the London 2012 Olympics. When I decided to leave consulting, I’d had such a varied career. I wasn’t a technical expert in anything, and I struggled to see and be able to articulate my strengths. However, a foundation in consulting meant I was able to learn quickly and adapt to new companies, new stakeholders, and new challenges. This was my foundation for transitioning into industry and building out a career in data analytics. This has come with lots of challenges along the way – including having to fight my imposter syndrome! I think some key learnings for me have been to recognise and build on my core strengths, even if there is someone who has done a role longer or worked in an industry longer than me and know that these strengths and skills are valid and have got me where I am today. That and the fact that every role, good or bad, is an opportunity to learn and grow. You learn things about yourself, build new skills and you might also learn what you don’t enjoy or don’t want in your next role. This is ok too! Q. Parity: Did mentorship or sponsorship play a role in shaping your career trajectory, and what advice do you have for those aspiring to a career in data?A. Gemma: I have personally had more value out of mentor relationships than sponsors in my career. But, I think it depends on several things such as: Who the mentor/sponsor is. Where you are in your career.Whether you know what you want to get out of the relationship. And, How you gel with your sponsor or mentor. For me, I had one awesome mentor as part of a Women in Banking leadership program I was nominated for whilst I was at CBA. I think it worked as she had been through similar challenges such as managing a challenging career whilst raising young children. My mentor listened, gave practical advice and I think what helped me was that her advice was based on a shared experience, including both ups and downs. She was confident, capable, and successful all whilst raising two children who she was really proud of – all the things I wanted for myself. I was going through a particularly challenging time, and it was so valuable to have an independent, unbiased, almost ‘been there done that’ mentor to help me navigate difficult conversations and decisions. If I were to share some advice based on my personal experience it would be: Don’t feel that you should have a mentor or sponsor for the sake of it. Be very deliberate in the timing and purpose. And, If you don’t think it’s working for either of you, don’t feel like you have failed if you both decide to walk away from the relationship. ​This Women in Data interview was brought to you by Parity’s Data Recruitment team, Deep Dhiman and Hima Arafath. Looking to hire Data professionals? Reach out to Deep Dhiman HERE or on 0405381550.​Parity Consulting works with clients who embrace diverse and inclusive environments and empower their teams to bring their authentic whole self to work. We encourage people with different beliefs, abilities, backgrounds and life experiences to contact us.

•  Victoria Butt
•  14th Nov 2023

​Navigating Your Career Journey: A Holistic ApproachWelcome to the exciting journey of shaping your career. We're here to guide you through every step, ensuring you make the most of the countless opportunities and experiences that lie ahead. In this blog post, we'll break down your career roadmap into manageable stages, providing practical insights and tips tailored to your unique journey.Putting your career plans on paper provides a clear visual representation. Here is why we recommend setting aside some time to invest in creating the career you really want: Visual Clarity: Putting your career plans on paper provides a clear visual representation. It allows you to see the bigger picture of your career trajectory, making it easier to identify goals, milestones, and potential paths.Goal Alignment: By visually laying out your career goals, you can ensure that they align with your overall aspirations. This helps in setting realistic objectives and ensures that each step contributes to your long-term vision.Strategic Planning: A physical timeline allows for strategic planning. You can schedule milestones, deadlines, and necessary steps, providing a structured approach to achieving your career objectives.Course Correction: Having a tangible career roadmap facilitates easier evaluation and adjustment. If circumstances change or new opportunities arise, you can adapt your plan accordingly, ensuring it remains relevant and achievable.Motivation and Accountability: A visual representation of your career journey serves as a constant reminder of your aspirations. It can be a source of motivation, encouraging you to stay focused on your goals. Additionally, sharing your roadmap with mentors or peers can create a sense of accountability.Reflection and Growth: Regularly reviewing your career roadmap allows for self-reflection. You can assess your progress, identify areas for improvement, and celebrate achievements. This reflective process contributes to ongoing personal and professional development.Communication: A documented career roadmap can be a valuable tool for communicating your goals to others, such as mentors, managers, or potential employers. It provides a structured overview of your career plans and ambitions.Decision Making: When faced with choices or opportunities, consulting your career roadmap can guide decision-making. It ensures that choices align with your overall career strategy and contribute positively to your long-term goals.Now You Know "Why" To Do ItYou can use our Career Roadmap worksheet to plot your plan using the 7 Steps below."How" To Plot Your Career RoadmapStep 1: Discovering Your Career RolesAt the start of your career adventure, it's essential to identify your ideal, good, and interim roles. Your "ideal" role is your North Star, aligning perfectly with your long-term career dreams. The "good" role might not be a perfect match, but it offers valuable experience for your journey. Lastly, the "interim" role acts as a stepping stone, helping you gain traction in your chosen industry. Each role has its purpose, propelling you towards your ultimate career goals.Step 2: Partnering with RecruitersRecruiters can be your secret weapon in landing your dream job. In the world of recruitment, there are A-grade, B-grade, and C-grade recruiters, each with their unique strengths and networks. A-grade recruiters boast an extensive network and a high success rate. B-grade recruiters, though specialising in niches, offer a more personal touch. C-grade recruiters, newer to the scene, present fresh opportunities. Engage with these professionals at various points in your career to maximise your success potential.Meet Parity’s team of specialist recruiters for roles in Product Management, Marketing, Communications, Digital and Data Science. Whether you’re looking to fill a role, find a role or require specific industry knowledge from one of our recruitment consultants, we’ve got you covered! Step 3: Financial IndependenceUnderstanding your financial independence is vital on your career journey. Think of it as a traffic light system: "Green" means you're not dependent on income, "Amber" signifies some dependency, and "Red" means you're fully dependent on your earnings. Knowing your financial situation empowers you to make strategic choices, especially when considering interim, good, or ideal roles.Step 4: The Power of NetworkingBuilding a robust professional network is like holding a golden ticket to career opportunities. Your network comes in three tiers:The 1st tier comprises your immediate contacts, While the 2nd and 3rd tiers extend your reach further. Engaging with these networks at the right time can significantly boost your career prospects. Unlock unadvertised job opportunities, gain insights, and receive invaluable advice by leveraging your connections..Meet our community by joining us at a free Parity Plus event - find out more here.Step 5: Crafting Your Online PresenceIn today's digital age, your online presence can make or break your career prospects.Invest in your online brand, including your CV and LinkedIn profile. Regular updates and iterations set you apart from the competition, making you an attractive choice for employers and recruiters.Get our 6 top tips to optimise your LinkedIn profile in the Career Roadmap download.Step 6: Direct ApplicationsWhen applying for roles, consider your network temperature: "Hot" networks involve close connections, "Warm" networks encompass acquaintances, and "Cold" networks might seem daunting but can yield unexpected gems. Tailor your approach to maximise results.Step 7: Prioritising Mental Well-beingDon't underestimate the importance of mental well-being on your journey. Identify when you're at your mental best and make self-care a priority, especially during challenging periods.​Final TipsRemember that your career journey is a marathon, not a sprint. Plan meticulously, make strategic decisions, and never lose sight of your ultimate career goals. With the right mindset and thoughtful planning, you can effectively navigate your career roadmap and achieve your aspirations. Safe travels on your career adventure!For a confidential discussion, feel free to reach out to Victoria Butt on +61 402 418 326 or vbutt@parityconsulting.com.au​Need More Help?Parity Consulting is your partner in building the perfect team. We really do embrace our name and live and breathe "parity", by supporting both clients and candidates to reach the best placement outcomes for both parties. If you need help building the best team, or joining the right team, contact us today to get started.

•  Ai Iwami
•  27th Sep 2023

​Are you ready to take the leap into the dynamic world of board positions? Whether you're a seasoned executive or an aspiring leader, embarking on a board career requires meticulous preparation and a clear roadmap. Here's your guide to getting board-ready and making a lasting impression in the boardroom.1. Define Your "Why"Before you dive into the world of board positions, ask yourself: Why do you want to be on a board? Having a compelling answer to this question is paramount. Your motivation will drive your journey and shape your choices. Consider your experiences, values, and passions, and align them with the boards you aspire to join.2. Elevate Your Positioning and BrandingYour “board-ready” CV is your ticket to the boardroom. Craft a compelling resume that highlights your non-executive, panel, or committee experience. Showcase your success in strategic and governance roles. For expert guidance on creating an impactful CV, connect with Brigid Leishman, who specialises in this area.3. Master the Art of GovernanceBoard roles demand a deep understanding of governance. Equip yourself with knowledge of best-practice governance frameworks and cultivate a governance mindset. This foundation will set you apart and instill confidence in your potential as a board member.4. Network StrategicallyIn the board world, opportunities often arise through word-of-mouth and existing relationships. Attend events, connect with like-minded individuals, and let your network know about your interest in board roles.Consider joining LinkedIn groups like The Australian Institute of Company Directors Members Group and Women on Boards to expand your connections.5. Invest in Tailored TrainingIdentify your development areas and conduct a skills gap analysis. Pursue training programs that align with your goals and address these gaps. Courses in governance and compliance can be particularly valuable in enhancing your profile.6. Join Board Direction Non-Executive Director DirectoryBoost your board profile by becoming part of this directory. It will increase your visibility and connect you directly with organisations seeking new board members. Learn more about this opportunity here.7. Explore Online VacanciesBrowse through online board vacancies on platforms like, – Board Direction, – Institute of Community Directors Australia (not-for-profit), and – Australian Institute of Company Directors. These platforms can be your gateway to finding the right board position.​Crafting Your Board CVWhen creating your board CV, follow this blueprint:Board Profile:In 3-4 sentences, describe yourself as a director candidate, emphasising your leadership experience, strategic abilities, and industry expertise. Share examples of how you've achieved success and overcome obstacles.Current Board Positions and Responsibilities:If you're already on a board, briefly outline your current and past directorships, along with key achievements. If not, include any relevant group or committee involvements.Career Overview: Summarise the last 10 years of your career, focusing on leadership roles, responsibilities, and board reporting requirements. Highlight specific expertise developed over your career.Education and Qualifications:List significant and relevant education and qualifications.Professional Memberships:Include relevant memberships, such as the Australian Marketing Institute, Chartered Accountants, or CPA.Activities, Recognition, Awards:Highlight skills that align with your target board positions.Requested Information:Ensure your CV includes any specific information requested by the board in the position requirements and advertisement.​Final TipsCreate a strong summary that highlights your seniority and breadth of experience.Avoid industry jargon and acronyms, as The Chair or reader may not be familiar with your field.Embarking on a board career is a significant step. By following these steps and crafting a compelling board CV, you'll be well-prepared to seize board opportunities and contribute effectively in the boardroom. Your journey to board success starts here.​Need More help?Parity Consulting is your partner in building the perfect board. Whether your organisation is at the beginning of its board membership journey or seeking seasoned experts, we can help you find the right talent. Contact us today to get started.

•  Victoria Butt
•  12th Sep 2023

Are You Facing Redundancy?In the dynamic landscape of today's professional world, the concept of redundancy can evoke a mixture of emotions and uncertainties. Mergers, acquisitions, downsizing, and restructures, all impact employee stability, and having a personal plan becomes crucial to acting in your own best interests. Let's delve into the complexities of redundancy and explore a strategic approach for those faced with this situation.The Nature of Redundancy:Role redundancy, while often a challenging decision for companies, serves as a strategic pivot to ensure long-term viability and adaptability of the organisation. Specialising in serving workplace environments encompassing asset management, banking, fintech, and insurance, where change is a constant, Parity Consulting understands the intricacies of this process and the effect on individuals impacted by these decisions. Navigating Redundancy:For those encountering redundancy, Parity Consulting recommends a proactive approach, with a balance between self-empathy and strategic planning built on three critical steps:1. Negotiate the Final Number:The number presented during discussions with HR is not always set in stone. At Parity, we advocate for employees to engage in negotiation and seek legal counsel if necessary. Drawing from our experience, we understand the importance of securing the best possible outcome during this phase.2. Hold Off on Immediate Job Searching:Reacting hastily by diving into a job search might not yield the best results. Taking time to process the situation, strategise, and develop a clear career roadmap is key. Parity Consulting's expertise extends beyond placements – we offer guidance to help individuals chart a path aligned with their aspirations.3. Build a Career Roadmap:Crafting a well-defined career plan is paramount. We advocate aligning your skills and aspirations with the ever-evolving landscape of opportunities. Looking ahead and adapting to marketplace predictions [1] will set you up well.As a final thought, whilst it may not seem so in the first instance, redundancy can be a turning point that leads to fresh beginnings. With strategic negotiation, thoughtful planning, and a clearly defined career roadmap, you will most certainly move forward. The team here a Parity Consulting is here to support, illuminating the path forward for individuals navigating these uncertain waters.​​For a confidential discussion, feel free to reach out to Victoria Butt on +61 402 418 326 or vbutt@parityconsulting.com.au​[1] Parity Consulting, Salary Guide & Predictions 2023-24

•  Victoria Butt
•  28th Aug 2023

​CULTURE: Exploring the Difference Between Trust-Earning and Trust-Giving Cultures. Which Is Better?In the dynamic landscape of today's professional world, where a staggering 80% [1] of professionals remain open to new opportunities, organisations are leaving no stone unturned in their efforts to retain their top-performing talents. Central to the success of functional and positive working relationships is the bedrock of trust, yet this essential connection can unravel all too swiftly.A fascinating concept that piques my interest revolves around the notion of cultures as either trust-earning or trust-giving, and the perpetual question: which one holds the upper hand?A trust-earning culture embodies an organisation or team dynamic where trust is not just passively assumed but actively fostered and earned among its members. It entails nurturing relationships grounded in attributes such as credibility, integrity, transparency, and reliability. In this realm, both individuals and teams consistently exhibit their trustworthiness through their actions, communication, and unwavering accountability.On the other hand, a trust-giving culture signifies an organisation or team environment where trust flows freely, extended to others without the demand for a prior demonstration of trustworthiness. This approach initiates with a presumption of trust, allowing individuals to showcase their capabilities and steadfastness over time. In this sphere, people willingly embrace vulnerability, openly share information, and engage in collaborative endeavours without the shackles of judgment or trepidation.Both these paradigms boast their own set of strengths, with most organisations naturally possessing a blend of both within various facets, often determined by the leadership at the helm and those who set the tone.Characteristics of Leadership in a Trust-Earning Culture:— Entrepreneurs and owner-operator leaders,— Imposing high expectations upon themselves and their team,— Once trust is established, this type of leader transforms into a fiercely loyal and generous ally.Characteristics of Leadership in a Trust-Giving Culture:— More frequently encountered in larger organisations,— Spearheaded by highly experienced leaders who have reaped the benefits of immediately extending trust,— Primarily focused on outcomes, with less concern over the specifics of individuals or methods involved.In this delicate balancing act, the value of both these cultural dimensions is undeniable. What ultimately matters, however, is a profound comprehension of which culture resonates most profoundly with your own potential and that of your team. Ensuring alignment with an organisation, or even a sub-culture, that mirrors your ideals is pivotal. [This article was crafted by Parity Consulting's Founder & CEO, Victoria Butt, reflecting the company's commitment to excellence in recruitment across diverse domains including product management, marketing, communications, digital management, and data analysis. We specialise in serving industries such as asset management, wealth management, banking, payments, insurance, superannuation, fintech, digital services, software, and SaaS development, from our base in Sydney, Australia.]Feel free to reach out to Victoria Butt on +61 402 418 326 or vbutt@parityconsulting.com.au​[1] Parity Consulting, Salary Guide & Predictions 2023-24