{"id":79649,"date":"2025-07-24T10:00:42","date_gmt":"2025-07-24T00:00:42","guid":{"rendered":"https:\/\/www.bullhorn.com\/au\/?p=79649"},"modified":"2025-08-12T15:29:56","modified_gmt":"2025-08-12T05:29:56","slug":"how-should-recruitment-brace-itself-for-growth","status":"publish","type":"post","link":"https:\/\/www.bullhorn.com\/au\/blog\/how-should-recruitment-brace-itself-for-growth\/","title":{"rendered":"How should recruitment brace itself for growth?"},"content":{"rendered":"

After a turbulent 2024 year, the recruitment industry is shifting its gaze forward. Only 37% of businesses reported revenue growth, per Bullhorn\u2019s GRID survey<\/a>, but change is still on the horizon. During a session at Engage Sydney 2025, industry leaders Matthew Dickason of Hays and Sue Healy of Talent Quarter shared candid insights on how they\u2019re forging ahead after a challenging year.<\/p>\n

When the market moves, move with it<\/h2>\n

Few sectors have experienced the dramatic swings of the past few years quite like healthcare. Healy described explosive growth between 2020 and 2023, with her business scaling fivefold in just two to three years. But by mid-2023, the tide began to turn\u2014state budgets tightened, contracts were slashed, and the era of high margins began to fade. \u201cWe\u2019re having to rethink our business model, delivery approach, and cost structure,\u201d Healy explained.<\/p>\n

That pressure was felt across the board. Dickason noted that buyer hesitation led to significantly longer sales cycles. While candidates were plentiful, many weren\u2019t the right fit. After a wave of job changes during the pandemic, professionals were more cautious and risk-averse. \u201cYou had this frozen marketplace,\u201d he explained, compounded by economic uncertainty, inflation, and evolving labor laws.<\/p>\n

But perhaps the biggest challenge was internal. As Healy pointed out, many managers had never weathered a downturn like this before. Lacking the muscle memory from past lulls, teams were forced to learn and adapt on the fly. \u201cA lot of organisations weren\u2019t match fit,\u201d Dickason added. \u201cYou didn\u2019t have to do a lot of business development. Suddenly, you had to become much more of a sales organisation.\u201d<\/p>\n

Because you\u2019re worth it<\/h2>\n

In a cost-conscious climate, it\u2019s critical companies prioritise showing exactly what their services are worth.<\/p>\n

\u201cUltimately recruitment is inherently a human endeavor,\u201d said Dickason. Efficiency is important, but shouldn\u2019t come at the cost of personal touch. \u201cWe need to empower our consultants to provide insights and advice to our customers so that they value us to a greater extent.\u201d<\/p>\n

Healy shared a similar view. \u201cOur focus is on loyalty\u2014building loyalty in our workforce, building loyalty in our customer base. So our acquisition costs less.\u201d That loyalty comes from delivering consistent, high-quality experiences: simplifying workflows, reducing friction, and investing in people. \u201cThe more we can keep our workforce and keep that knowledge,\u201d she said, \u201callows us the money to be able to reinvest in keeping those people with us.\u201d<\/p>\n

Tech that works with you<\/h2>\n

But how can we leverage technology without compromising the human side of recruitment? AI can be a powerful asset, but only when used with intention and care.<\/p>\n

Healy shared a compelling example: Talent Quarter\u2019s robotic assistant, Miranda. By automatically scraping emails and loading job orders, Miranda dramatically cuts time-to-market. \u201cBy the time we got [jobs] in, they would have gone and we wouldn\u2019t have filled them,\u201d she recalled. Now, Miranda takes over that task, freeing consultants to focus on the more human side of the work.<\/p>\n

It\u2019s clear that AI enables companies to perform more efficiently at scale. Dickason envisions a future where interacting with CRM systems feels more intuitive and natural, leading to richer data and deeper insights. \u201cIt gives us a much better data set that we can interrogate and provide better customer service out of the back of it,\u201d he explained.<\/p>\n

Yet, automation still raises concern. As Healy cautioned, \u201cThe risk is the dumbing down of our society.\u201d The solution could lie in training, particularly in the art of prompt engineering. Teaching consultants to work skillfully with AI will ensure it enhances human expertise rather than replaces it.<\/p>\n

Indeed, studies show that AI improves performance, but not if people accept its outputs uncritically. \u201cAI is not going to give you the perfect thing the first time,\u201d Dickason stressed. \u201cYou\u2019ve got to know how to engage with it.\u201d<\/p>\n

Make data work harder<\/h2>\n

Think of AI as the engine and data as the driver. Sue stressed the need to track what\u2019s working: \u201cFocusing on your digital outputs and the reporting… is really critical.\u201d Dickason put it another way: \u201cData is the oil in the machine\u2014but it\u2019s the gold in reality.\u201d
\nSmart use of data helps recruitment agencies do more than spot trends; it uncovers gaps and drives more precise, effective service.<\/p>\n

Why people still matter most<\/h2>\n

Even amidst rapid technological change, people remain the most important investment. \u201cOur people are great at what they do,\u201d said Healy, \u201cbut they\u2019ll need to work differently\u2014and more collaboratively.\u201d That takes time, resources, and a willingness to experiment, even if it means getting things wrong. \u201cWe\u2019ve got to be brave as businesses.\u201d<\/p>\n

For Dickason, leadership is key to making change last. \u201cOur job is to embed a change mindset across the organisation,\u201d he said, making transformation feel safe and expected. At Hays, that starts with line managers. \u201cWe try to create change leaders throughout the business.\u201d<\/p>\n

Today\u2019s most effective consultants share two essential traits: curiosity and resilience. \u201cIt\u2019s the resilience to keep on being curious and finding opportunity,\u201d said Dickason. Curiosity sparks meaningful conversations and creativity, while resilience ensures the follow-through it takes to deliver results.<\/p>\n

As the role evolves, so do the skills it demands. Healy highlighted the growing need for \u201ca respect for tech and data,\u201d emphasising that today\u2019s consultants must act as strategic partners, not just order-takers.<\/p>\n

 <\/p>\n

People have always been the heart of recruitment. And while technology is transforming the tools, the fundamentals remain: connection, trust, and insight. The agencies that succeed next will be those who bring the human and the technical together, seamlessly, and with purpose.<\/p>\n

Or, in Dickason\u2019s words: \u201cChange just becomes normal.\u201d And when it does, progress follows<\/p>\n","protected":false},"excerpt":{"rendered":"

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