Building culture within a hybrid work model

11 months ago By Emily Harris

The Hybrid Work Model emerged after the pandemic first hit, where many employees were forced to work remotely for an extended period of time in order to adhere to COVID-19 restrictions. It’s important to note that in 2019, before COVID-19 was detected in Australia, about a third of the country’s working population was regularly working from home (Siebert,2020). By August 2021 as the impact of the Delta variant of the virus was in full effect across Australia, more than 40% of employed people were regularly working from home (Australian Bureau of Statistics, 2021). However, as restrictions begun to ease and employees were once again allowed to return to the office, many found that there were many aspects of working from home they enjoyed and consequently wanted to continue. A recent global survey conducted by PwC found that only 10% of respondents wanted to return to a traditional work environment (100% of time spent in the office). PwC also found that in relation to Australia specifically, 74% of respondents wanted a mix of face-to-face and remote working of differing degrees (Goldstone & Narayanan, 2021). Enter the hybrid work model; a concept designed to provide the best of both worlds. A hybrid work model aims to blend virtual and in-person work arrangements. What this hybrid work model looks like, will depend on the individual organisation as they try to determine where employees want to be to do what tasks and consequently what physical and non-physical elements will be required to cater for this. For example, better technology or devices might be required for solo virtual work while more collaboration hubs might be required for the physical office.



Whatever balancing act/strategy the individual organisation decides to take, it’s imperative that it has been based on both qualitative and quantitative data; the feedback you get back from your employees through both surveys and general conversations as well as behavioural data that reveal how the physical office is being used. This data could be how many employees are swiping into the office and how frequently they are (every day, twice a week) or at what capacity an office’s meeting rooms are at – are they often full or remain empty for significant periods? Using this information will help companies determine what combination of practices (both remote and in-person) will work best for them.

How To Maintain Culture Within Hybrid Work Models

While there are some things that no one misses about working in an office (sitting in traffic on your commute to work would have to be top of the list) there have been many workers who have said remote work has meant a lack of spontaneous interaction and connection with colleagues, which they miss. Indeed, one of the biggest challenges – both when offices were working 100% remotely and now when a significant portion of employees will be working remotely at least one or two days a week – has been how organisations can maintain their workplace culture and cultivate a sense of belonging for their employees. Psychological research has consistently shown that when employees feel they belong to a team or organisation – in the sense that it aligns with their values and allows them to feel comfortable being themselves – they will not only tend to perform better, but also experience higher levels of engagement and well-being (Berg & Chamorro – Premuzic, 2021). Consequently, it’s in a company’s best interest to cultivate and maintain a workplace culture where each employee feels valued and included, however this is much more of a challenge in an environment where organisations are relying on video calls and screen activities to stay connected with their remote colleagues.



Considering remote work is here to stay, many organisations are now exploring the strategies they can employ to overcome the issues around fostering and maintaining workplace culture within a hybrid work model. According to a recent article by Human Resources Director (HRD) there are five key pillars companies should focus on to foster culture: Trust, Expectations, Accountability, Accessibility and Community.

Pillar 1: Trust

Trust – a value very close to Design & Build’s heart. According to Scott Stein, author of Leadership Hacks, it’s easy to trust a colleague when you can see them working right next to you in the office. However, when everyone is working remotely the trust between colleagues or within teams can start to break down. Trust is instrumental to productivity within a working environment, as without it, people stop working collaboratively and communication falters (White, 2022). Making ‘trust’ a priority within your company will enable staff to feel comfortable to speak openly and share honest feedback with each other – and when people are proactive at sharing information like this consistently, it builds trusting relationships. Indeed, in Design & Build’s own workplace, our biggest priority is to build trust with our key stakeholders (our clients, our candidates and of course, our colleagues). We know that if we’ve fostered an environment where our colleagues trust each other and have trust in the company overall – to not only do the right thing by them, but other D&B stakeholders – they’ll be more engaged at work.


How can you foster trust? For our organisation trust is built when we provide honest feedback and communication, show care to those around us and focus on the interests of our stakeholders. From a remote perspective, honest feedback and communication can still be cultivated through a number of online IM and video tools like Microsoft Teams, Slack and Zoom. It might also be worthwhile to schedule regular check-ins, and if you’re in a senior role ensure these check-ins are maintained even if there aren’t too many things to update the team on. Having the routine in place-even if it’s just for five minutes – ensures people feel a connection to one another. Another suggestion to help foster trust within teams is to ensure feedback is being regularly provided to all team members. It’s important not to assume that everyone in the team will know about an update or the great work an individual is doing purely because they are in the same team or the same office. Especially because people will be working remotely at different times, the key way colleagues can find out is through virtual communication. Shining a spotlight on particular achievements or milestones made, means everybody can feel good about everybody else’s work, identify resources and support each other. Individual members of the team will have faith in the competence and hard work of their fellow team members, which fosters a trusting environment (Cooks-Campbell, 2022).

Pillar 2: Expectations

Expectations also play a big factor in remote working. The challenge with expectations is that they can differ slightly depending on the individual, and determining what a team member’s expectations are can be even more challenging when communication is done virtually. Unfortunately, teleconferencing doesn’t always pick up on the nuances of an individual.


Consequently, it becomes increasingly important for managers and those in leadership positions to clearly state and clarify expectations and targets, as otherwise staff won’t know what is expected of them. To ensure that everyone knows what is expected of them – in regards to working hours, start times, attending meetings, when people are working from home and communicating/updating team members – managers and those in leadership positions will have to think carefully about how they can effectively communicate these expectations. Otherwise, these same managers can risk falling into the pattern of constantly asking people for updates and coming across as micromanaging. To avoid this, a common strategy is to have your team work together to create a working agreement – where everyone contributes to a list of expectations (for example team members will check in at 9:00am daily, or all team members are required onsite for their monthly team building session) that is then written up and sent to everyone, so all team members clearly know where they stand, even when working remotely.



An emerging trend in hybrid work models, and one that helps to manage expectations is asynchronous communication – where teams communicate with one another without the expectation of needing to respond immediately. Asynchronous communication negates the need to ‘always be on’ which can be a risk for those working at home. Rather, team members will be given all the information they need to complete a task by a certain deadline. Managers can encourage teams to send daily or weekly updates on these tasks, so everyone can be transparent in what they’re working on day-to-day, but ensure that the pressure is off for people to respond to or provide status updates 24/7 (Kim, 2022). Having asynchronous communication in place also demonstrates that managers are instilling trust in their team to get their work done when outside of the office.

Pillar 3: Accountability

This pillar is fairly straightforward – ensuring everyone within a team/the office has a designated role and that every task has been allocated and accounted for. It is when there is a crossover with responsibilities or a brief is unclear that confusion occurs and overall productivity is halted. A hybrid and remote workplace can make accountability more challenging as it can become difficult to see who is completing which tasks and who to go to for other accountable tasks.



Accountability actually becomes important for overall workplace culture as when people are held accountable they deliver results because they don’t want to let others in their team down. They also hold others responsible for their actions in a supportive way and often work together to develop solutions for problems, regardless of their title or position (White, 2022). Creating accountability can be as easy as having regular catch- up sessions with the team regarding particular projects and even regular performance catch-ups with individual employees so they are clear on their responsibilities, KPIs and how these relate to the wider team and company.

Pillar 4: Accessibility

How much access employees have to other employees – especially when working remotely – becomes a balancing act. Working remotely takes away the ability to have casual conversations with individuals on an ad hoc basis like you would if your colleagues are in the same physical office as you.



On the flipside, some employers might think that they have greater access to their employees when working remotely and will start calling/emailing you at any time of the day or night. This isn’t an ideal scenario either.


The advantage when working in an office is that you can easily see when a fellow colleague is accessible or not – if they’re not at their desk or you see them having lunch or in a meeting room you know they’re not available and ultimately will wait for a better time to ask them something. This, is of course harder to determine when working within a hybrid work model and trying to contact a colleague who is working remotely. Consequently, accessibility needs to be clarified. Many teams have guidelines in place about contact hours – some email signatures even have their contact hours included – which say something like “although I am sending this email outside of office hours I do not expect a response outside of the hours 9:00am to 5:00pm”. These guidelines can differ from team to team, as long as everyone agrees on them and clearly understands them.


In regards to accessibility, it’s also imperative that those in leadership roles lead by example – that they don’t send emails or ask for things outside of work hours and make a big show of ‘logging off’ on time. This ensures team members don’t feel pressured to stay online 24/7 or get back to requests straight away no matter what and promotes a culture that values wellbeing and balance.

Pillar 5: Community

The final pillar for fostering a positive workplace culture in hybrid working models (and potentially the most important) is creating a community. When you take out the daily interactions employees have with each other over five days a week in the office, you basically have strangers interacting.


To make sure that colleagues still feel connected with one another and part of a ‘team’ even when working remotely, a company needs to work hard to schedule regular interactions between their employees no matter if these interactions are physical or virtual. This can be achieved in a number of ways – over the last two years many organisations have started to schedule virtual social events as well as in-person events (online trivia or virtual workshops which include break out rooms where colleagues get the chance to chat to each other). Many organisations have also created employee resource groups – spaces for employees from underrepresented backgrounds to connect with one another. Encouraging these spaces give employees a place to talk and share their experiences openly. They also reinforce a company’s commitment to diversity and are invaluable in creating a culture of belonging (Cooks-Campbell, 2022).


- - -


Ultimately, these pillars can be built into the culture of any organisation, through increasing employee’s awareness of each pillar and ensuring that the organisation’s leaders are communicating and clarifying how important they are overall. Sometimes focusing on these individual pillars rather than workplace culture overall, can make improving workplace culture more achievable, especially for organisations embarking on a hybrid work model.


- - -



[1] Siebert, B. (2020). Coronavirus Has Forced Australians To Work From Home, But What Are The Impacts On CBDs?. ABC News. Retrieved from: https://www.abc.net.au/news/2020-08-18/coronavirus-working-from-home-impact-on-australian-cities/12435248
[2] Australian Bureau of Statistics. (2021). More Than 40 Per Cent Of Australians Worked From Home. Australian Bureau of Statistics. Retrieved from: https://www.abs.gov.au/media-centre/media-releases/more-40-cent-australians-worked-home
[3] Goldstone & Narayanan. (2021). Rewriting The Future Of Work With Hybrid Workplaces. PwC Australia. Retrieved from: https://www.pwc.com.au/digitalpulse/report-future-of-work-hybrid-working.html
[4] Berg & Chamorro-Premuzic. (2021). Fostering A Culture Of Belonging In The Hybrid Workplace. Harvard Business Review. Retrieved from: https://hbr.org/2021/08/fostering-a-culture-of-belonging-in-the-hybrid-workplace
[5] White, L. (2022). How To Build Cultural Pillars For A Successful Hybrid Workforce. Human Resources Director (HRD). Retrieved from: https://www.hcamag.com/au/specialisation/employment-law/how-to-build-cultural-pillars-for-a-successful-hybrid-workforce/411581
[6] Cooks-Campbell, A. (2022). The New Hybrid Culture You Need And How To Build It. BetterUp. Retrieved from: https://www.betterup.com/blog/hybrid-culture
[7] Kim, P. (2022). Why Great Culture Is Essential For A Hybrid Workplace. Wrike. Retrieved from: https://www.wrike.com/blog/great-culture-essential-for-hybrid-workplace/

8 principles we can take from the Olympics to our workplaces

By Joao Pedro Marins • January 10, 2025
The Olympic Games have long been a symbol of excellence, determination, and unity, bringing together athletes from across the globe to achieve greatness. But the values that drive Olympians to succeed don’t just belong in the arena; they can also inspire us to strive for excellence in our professional lives. Let’s explore how these principles can be applied to build trust, foster collaboration, and achieve extraordinary outcomes in the workplace. Teamwork and Collaboration Just as Olympic teams rely on collective effort to achieve victory, success in the workplace depends on effective teamwork. When we collaborate, we combine diverse skills and perspectives to drive innovation, solve problems, and create a supportive work environment. Remember, as the saying goes, "Great things are never done by one person alone — they’re done by a team." Achievements and Goal-Setting Olympians set ambitious goals and work tirelessly to achieve them. In our careers, setting clear and attainable objectives helps us stay focused and motivated. Define your professional goals, set milestones, and celebrate each achievement along the way to maintain momentum. Diversity and Inclusion The Olympics celebrate diversity, bringing together athletes from different cultures and backgrounds. Similarly, fostering diversity, equity, and inclusion (DEI) in the workplace enriches creativity, innovation, and decision-making. Strive to create an inclusive environment where everyone feels valued and empowered to contribute their best. Skills and Training Olympians dedicate countless hours to training and refining their skills. In the workplace, continuous learning and professional development are equally important. Seek out opportunities to upskill, embrace challenges, and commit to growing your expertise to stay competitive and confident in your role. Performance Reviews and Feedback Athletes constantly review their performance to identify areas for improvement. Likewise, seeking regular feedback from colleagues and mentors can help you refine your skills and enhance your performance. Constructive feedback is a valuable tool for growth and development. Resilience and Preparation Olympic athletes often face setbacks but show incredible resilience by bouncing back stronger. In our professional lives, resilience is essential for overcoming challenges and turning failures into learning opportunities. Embrace adversity as a stepping stone to success and maintain a determined mindset. Inspiration and Mentorship Behind every successful Olympian is a mentor offering guidance and support. Finding mentors in your field can provide valuable insights, encouragement, and career advice. Equally, you can inspire others by sharing your knowledge and experiences, becoming a mentor for colleagues or peers. Celebrating Small Wins Every step towards an Olympic medal is a reason to celebrate. Recognising and celebrating small achievements in the workplace boosts morale, motivation, and team spirit. Acknowledge your progress and the progress of your colleagues to foster a positive and supportive culture. Striving for Gold Together By embracing the principles that drive Olympic athletes, we can elevate our professional journeys. Teamwork, goal-setting, diversity, resilience, and continuous improvement are cornerstones of success in any field. Let’s take inspiration from the Olympic spirit and strive for gold in our workplaces!

Does every job application look the same nowadays?

By Joao Pedro Marins • January 28, 2024
With the rapid technological advancement we are experiencing each year, we can notice a growth in AI and chatbot usage when discussing job applications. Many candidates rely on such tools to build resumes, cover letters, or contact hiring managers. Although the technology we possess nowadays is excellent and can help us in multiple ways, job seekers must be careful as it can also negatively impact their job applications due to a lack of authenticity and personality. Recurring Terms One common issue with AI-driven application processes is the reliance on recurring terms and keywords, making all resumes look the same. Job seekers may be tempted to rely too much on chatbots, risking a lack of authenticity and individuality. This approach can lead to applications that appear generic and fail to showcase a candidate's unique skills and experiences. The automated responses and overuse of keywords may not capture the nuances of individual personalities, leading to a missed chance to make a memorable first impression. Chatbots often repeat terms or expressions, such as “seamlessly”, “unwavering”, “showcasing”, “as a result”, or “in conclusion”, for example. They tend to follow the same pattern when structuring a copy for a cover letter, with an introduction leading to a conclusion that not always is well connected. To stand out from the crowd, applicants should strive to infuse their language with vivid examples and specific accomplishments. Instead of using generic terms, provide concrete instances where you collaborated effectively within a team, solved a particular challenge, or delivered measurable results. The more specific you can get, the better. Common Cover Letters AI may inadvertently encourage a one-size-fits-all approach to job applications. Some candidates might use generic templates for their cover letters, neglecting to tailor their applications to the specific requirements of each job. This lack of personalisation can harm a candidate's chances of standing out in a competitive job market, as Hiring Managers may overlook applications that appear to be using a generic approach. Recommendations: To have a more personalised cover letter, you can work the other way around. Instead of going to chatbots to start them, try writing them in your own words, highlighting your expertise and why you would be a great fit for the position. Then, you can recur to AI tools, pasting your initial cover letter there and asking them to make it better, whether by using a more professional vocabulary or improving the copy structure for example. Remember that you don’t have to accept all their changes or their first version. You can keep tailoring it by asking things such as “make it shorter” or “emphasise my background”, for example, to arrive at the objective you want without losing the essence of your first message. Download our Cover Letter and Resume guides Online Assessments Some companies use online assessments during the application process, and candidates utilising AI tools may find themselves adapting their responses to match expected patterns rather than providing genuine answers. This can dilute the authenticity of their responses and create an impression of insincerity. Predefined responses and suppressing your natural conversational style can result in a lack of spontaneous exchanges that would occur in an authentic interaction. Striking the Right Balance Despite these challenges, job seekers can explore AI tools with a strategic approach. This technology can be beneficial in providing templates or tips, but it is essential to tailor the message to demonstrate your essence, unique skills and aspirations. Craft resumes and cover letters that authentically reflect your talents and experiences. Use keywords naturally, focusing on relevance rather than overloading your application with them. You can customise each application to match the specific job requirements. Highlight how your achievements align with the company's needs, values and the role you are applying for. Remember that, at the end of the day, behind the AI algorithms are human recruiters. Incorporate a personal touch in your application to connect with the human aspect of the hiring process and how you'd represent the company values. Conclusion As AI and chatbots become more used each day, job seekers must adapt and utilise them as a supportive tool instead of the main creative process in their applications. While these technologies offer efficiency, a well-balanced approach prioritising authenticity, personalisation, and staying informed will enable candidates to stand out in a competitive job market. Keep yourself updated with industry trends and AI advancements to adapt your job-seeking strategies accordingly. Understanding how AI is used in recruitment can help refine your approach and improve your chances of securing your desired job. If you want to use the recommendations above for your next job application, you can easily find all current positions available on our website by clicking here . If you need support from our specialised team, you can also upload your resume to hear from us in case we have any opportunity that matches your skills and experience.

10 Tips to start the year with a Career Strategy

By Joao Pedro Marins • December 18, 2023
Are you feeling that you need a change for your career this year? Do you want to explore new opportunities? If so, you're not alone. Many people look to make a career transition when entering a new year. The concept of a career move has become more diverse than ever. Beyond the traditional notions of climbing the corporate ladder, professionals now consider various possibilities – from seeking promotions to changing industries or transitioning to new companies. It requires a flexible mindset and a strategic approach tailored to your unique aspirations. But where do you start? In this article, we'll provide you with 10 tips that can help you make a successful career move in 2024. From identifying your reasons for a career change to staying positive and motivated throughout the process, we've got you covered. Let's dive in! 1 - Defining Your Career Objectives Start by defining what a career move means to you. Are you seeking a promotion within your current company, aiming to switch industries, or exploring opportunities in different organisations? Clearly understanding your objectives will guide your strategy and help you make informed decisions. Before diving into the job market, take the time for introspection. Evaluate your skills, values, and interests. Set clear, realistic goals for your career change within the public sector to align your aspirations with potential opportunities. 2 - Ask Internally If you already enjoy working with your current company, consider exploring internal opportunities first. Moving within the same organisation offers advantages such as familiarity with the company culture, established trust, and a quicker onboarding process. Whether you are considering climbing up the ladder with a promotion, or a side step to a different sector, it’s always best to assess your internal opportunities first before looking elsewhere. 3 - The Promotion Pathway Climbing the corporate ladder requires a strategic approach. Identify the skills and competencies necessary for the desired role and proactively work on developing them. Seek mentorship within your organisation, express your career goals to your superiors, and actively contribute to projects that showcase your leadership potential.

Associate consultant program - building blocks for success

By Default Author • February 5, 2023
A common mistake people make is thinking that you have to be an experienced professional to have the best outcome in the recruitment industry. Although no success comes easy, it's not as hard to join this new industry as it may seem. With the training necessary and the right path to building your career, you can achieve incredible outcomes that you may not have even expected. To welcome those new to recruiting and provide the best induction and training possible along the way, we are proud to have our Associate Consultant Program - Building Blocks for Success. This is a 13-week program that will provide will with all the knowledge and skills you need, with total support while doing so. At the end of this path, you will feel the confidence you need to become an expert in the desk you recruit for. Foundation Our Foundation program has been designed to give all new colleagues to Design & Build the opportunity to acquire new knowledge and learn everything there is to know about recruitment & the D&B way. The program focuses on a blended learning approach in which we use a range of different learning activities, from shadowing and role-playing to online modules and collaborative workshops, to ensure that no matter if you're a kinaesthetic, audio or visual learner or anything in-between, you can absorb the necessary information. Elevate The Elevate level has been designed for consultants wanting to improve their skills and career progression. The idea of our program is that no matter what level we are all at, there's always room for improvement. This program stage includes more collaboration within our teams and learning activities from our internal leaders. For example, we have launched our own 'Trust – Ex' sessions where leaders throughout our company share their learnings and expertise with their peers. A blended learning approach, in which we use a range of different learning activities from shadowing and role-playing to online modules and collaborative workshops, to ensure that no matter if you're a kinaesthetic, audio or visual learner or anything in-between, you can absorb the necessary information. High-Rise A pathway to leadership, the 'High Rise' level focuses on transitioning more experienced consultants into leadership-based positions and acquiring the skills needed to make this transition relatively seamless. This is achieved through a variety of both internal and external leadership workshops. Timeline Week 1: Develop an understanding of who Design & Build are, our EVP and how we deliver this message to market. You will also have the opportunity to start building knowledge in your area of specialisation. The key outcomes for this week will be to have a good understanding of what it takes to be successful in the role of a Recruitment Consultant, an understanding of our service offerings and the importance of using our CRM system- Jobadder. Week 2-6: Focus on Candidate and Industry & Desk Knowledge Phone Based Activities The importance of information gathering and sourcing to your vertical market Building Talent pools Explore various candidate sourcing channels Interviewing candidates Lead generation Week 7-13: Focus on Job Cycle and Client Development Phone Based Activities Continue candidate calls Job cycle – Placing adverts, Taking job briefs Client Development – BD Calls, Client Visits Candidate Management If this exciting opportunity of getting support while jumping into a new industry sounds interesting, don't waste time and apply to join our team right now by clicking here . If you have doubts and want to know more about the program and our daily routine, feel free to reach out to our Talent Acquisition Specialist, Julianna Carey:  julianna@designandbuild.com.au 0478 824 570

D&B and Webuild together to deliver Sydney Metro's largest awarded contract

By Default Author • February 2, 2023
​Sydney is about to undertake one of its largest-ever infrastructure projects, and Design & Build is proudly part of it. The final and major contract for the Sydney Metro - Western Sydney Airport has been awarded to the Parklife Metro Consortium, which is now ramping up to begin delivering the contract. The consortium comprises Webuild – an international construction group and long-time partner with D&B. Working together once again, Design and Build will be responsible for recruiting and delivering the high-qualified professionals needed for the Design & Construction element of the Stations, Systems, Trains, Operations and Maintenance (SSTOM) package. The project With the primary goal of better connecting Greater Western Sydney, this is the largest scope of any Sydney Metro contract awarded so far and is the most significant Public-Private Partnership in New South Wales. Webuild will be involved within the Parklife Metro Consortium in delivering the SSTOM contract for the joint Australian and NSW government project, including: 12 new metro trains 6 new stations Core rail systems, infrastructure, and line-wide works Stabling and Maintenance facility at Orchard hills Operation & Maintenance of the Sydney Metro – Western Sydney Airport line for 15 years Beyond being the largest scope for Sydney Metro, this major contract also marks the first rail infrastructure project in Australian history to commit to being certified carbon-neutral from start to finish of construction operations. All carbon emissions generated during construction and operation will be reduced and offset. The timeline strategy of the Australian and NSW governments is to have the Sydney Metro – Western Sydney Airport line operational when Western Sydney International is open for passenger services. This mega project will help shape the future of the growing Greater Western Sydney region and connect commuters and travellers with the new Western Sydney International Airport, providing significant economic stimulus and supporting more than 14,000 jobs during construction. About Webuild Webuild is a global player with strong roots in Italy , specialising in the construction of complex infrastructure for the sustainable mobility, hydroelectric energy, water and green buildings sectors. They commit to innovative and sustainable works that improve the lives of today's and tomorrow's people. In Australia, Webuild has already been responsible for delivering Perth's Forrestfield-Airport Link . This new metro line allows residents in the eastern suburbs to travel 20 minutes to WA's capital city centre – a reduction of over 50% in travel time. The line generates 20,000 passenger trips every day and is estimated to be taking 15,000 off the roads, reducing up to 2,000 tonnes of CO2 emissions a year. Key Contact In front of the recruitment process of this massive operation, we have our Sector Lead, Sam Carew . Sam is an expert in the civil infrastructure industry, been recruiting for engineering positions across NSW, ACT and QLD. If you want to know more about the project or apply to be part of it, feel free to contact him through the following channels: sam@designandbuild.com.au 0411 982 347 LinkedIn ​
Welcome Tim Natusch, our new Queensland State Manager

Welcome Tim natusch, our new queensland state manager

February 1, 2023
Late last year, we welcomed our new Queensland State Manager, Tim Natusch! Tim is a fantastic addition to our team and is responsible for growing our brand and relations with both clients & candidates across #QLD. To learn more about him and the expectations for our Queensland #team for 2023, check out his answers below! Welcome, Tim! What was it that attracted you to join Design & Build? Within the market, Design and Build have a quality brand and reputation. Personally, I also resonate with two of the sayings within the company; building trust and doing the right thing. As simple as they may seem, they conjure up old-school values for me. The way I conduct business is to deliver on all my promises. Can you tell us a little bit more about your new role as Queensland State Manager? I guess, in a nutshell, my job as QLD State Manager is to strengthen the D&B brand within the QLD market. This consists of learning about already established relationships and forging new relations. In doing so, we must ensure we are doing the right thing by our clients, candidates, colleagues and community. Further to this, a huge and immediate goal is to grow the internal headcount of the Qld D&B team. This is a necessity to stay ahead of the needs of our clients, candidates, and community, plus the huge levels of investment within Qld across multiple industries. We are currently working within a candidate-driven job market. From a manager's perspective, what opportunities and challenges does this present to recruitment companies moving forward? This is a challenge but also a blessing, and it brings us back to old-school, relationship-driven and trust-building recruitment. Our teams need to network within their specific industries and really build strong relationships with their candidates. We must avoid treating candidates like numbers. They are humans with goals and aspirations outside of work, families or loved ones to think of. As recruiters, we must think of all of these things and aim to find our candidates' roles that can effectively change a candidate's life. From my first week within the D&B business, I truly feel that this is something the entire business does exceptionally well. What does building trust mean to you? For me, the concept of building trust is simple – you do what you say you are going to do. If this is not possible, you let the person that you are dealing with that we have to think about other options. How do you think a recruitment organisation can effectively demonstrate trust – especially with their clients, candidates, colleagues, and community? Treat others how you would like to be treated. In an extremely volatile and dynamic market, our clients, candidates, colleagues, and community will remember this. If we stick to the basic D&B principles of doing the right thing, I don't think we can go wrong. Do you have any key goals for the D&B Queensland team over this year? Internally, building the team of consultants Clients; meeting every one of our valued clients Growth; begin working with several new clients and exploring future growth markets What's one food item you can't live without? I should be able to live without it. However, it is my guilty pleasure; Chocolate. When you're not at work, where can we expect to find you? At a sporting event (beer in hand), fishing, or for a coffee and park with my three beautiful girls and wife.  You can contact Tim at: Email – tnatusch@designandbuild.com.au Mobile number – 0424 150 235

Melbourne to be australia's largest city by 2030

By Default Author • December 22, 2022
​2022 has been a year of significant investments for Australia, which is no different for Victoria. In addition, the incentives to people migration and welcoming skilled workers from overseas have been creating a population growth that implies a lot of opportunities becoming available. In this article, we will talk about the growth experienced in Victoria over the last few months and what the expectations are for the following years. Commercial Construction Did you know that Victoria's construction industry employs almost 240,000 people and contributes $21.6 billion to the Victorian Economy ? These three key areas are transforming the construction sector scenario in the state at the moment: Off-site construction technologies Digital technologies used in construction processes New construction materials and products The industry is booming right now within the state, led by build-to-rent (BTR), data centres, Infrastructure development (Melbourne metro) & new commercial office space, which in turn drives large-scale, high-value refurbishment of premium CBD assets. Our suburbs are also seeing a high level of retail refurbishment, in line with the higher volume of weekday foot traffic driven by working from home. Shared workspace in the suburbs is also on the rise and utilised by those who work from near their home as opposed to travelling into the city. Suburbs within proximity to new and redeveloped stations are also under construction. An example of this would be St Kilda Road, which for several years had been on the decline, is once again in demand due to the new Shrine station. Refurbishment, apartments, and retail are all benefactors of this revitalisation. To search for jobs within the Commercial Construction industry, click here . Residential Construction Major infrastructure projects are driving new pockets of residential growth, opening many opportunities for professionals within the field and architects as well. High-end residential is also booming. The majority of these projects take shape in areas such as Kew, Camberwell, Hawthorn, Toorak, Armadale, Malvern & the Mornington Peninsula. If you are looking for Residential Construction opportunities, click here . For Architecture & Interiors, go here . Engineering The Victorian Government projects Melbourne to be Australia's largest city by 2030 , which will demand significant infrastructure investments. These projects – for residential, non-residential, and engineering construction – include urban renewal and large investments across health services. Civil contracting is, of course, driven by all that growth plan, with massive shortages across site engineering and supervision, primarily due to three mega projects: Level Crossing Removal Project North East Link Program Suburban Rail Loop Aiport rail  To see engineering jobs available right now, click here . Rail To complement that growth by 2030, Victoria's Government needs a complete public transport network to meet the needs for years to come, creating long-term opportunities for workers, businesses and investors. The Victorian Government has also committed to several major rail projects, including a new, nine-kilometre, underground, high-capacity rail tunnel servicing Melbourne's south. Rail Project Victoria (RPV), a project group of the Major Transport Infrastructure Authority, is delivering more than $30 billion invested in metropolitan and regional rail projects . To see jobs available within the rail industry, check here . Manufacturing and Pharmaceutical Victoria concentrates on one of the largest Manufacturing and Pharmaceutical markets across Australia, and the industries are only expected to grow over the following years. Manufacturing's desk is currently growing with needs for materials for construction as the pharmaceuticals are basing off new facilities for vaccine production and further development. To check jobs available right now within both industries, click here .

Why western australia might be a great choice for your career

By Joao Pedro Marins • November 20, 2022
​The sun sets in the west! After two rough years due to the pandemic, Western Australia is now experiencing solid growth and an exciting perspective for the following years. With many opportunities opened at the moment and many more becoming available each day, the state is focusing on migration incentives and welcoming new workers to fill the skills shortage. Now is a great time to consider moving to WA for those looking for new opportunities, as the state has one of the highest weekly earnings averages across the country, led by industries like Mining, Construction and Professional Services within the top five largest employing in the state.

State of growth: the rising opportunity for engineering and construction jobs in queensland

By Nathan Eshman • November 18, 2022
​If ever there was a time to consider taking an engineering or construction job in Queensland, it’s now.

What are the most important qualities of a good candidate?

By Nathan Eshman • November 17, 2022
​Finding a job can be rough. So you need to make the most of every advantage. So it makes sense to explore the question: what are the most important qualities of a good candidate? The reasons are compelling. First, when you know what someone wants, you can give it to them. You’re not going in blind. You can focus on what is more prone to land you the job.
More Posts
Share by: