Market Trends Australia 2H 2014

MARKET TRENDS REPORT

2H 2014 AUSTRALIA

2

WELCOME

3

CONTENTS

Introduction 4

Key Survey Findings 5

Finance 12

Technology 18

Specialist Teams 27

About Ambition 28

Ambition Academy 31

Contacts and Support 32

About AccountAbility 33

Ambition – Australia Market Trends 2H 2014


4

Welcome to our 2014 2H Market Trends Report

As we pass the financial year end, it is a good time to reflect on yet another period of challenging business conditions. Some would say that this is the new norm – that the relatively easier playing fields we all competed upon during the “boom” economic times are just a thing of the past. I’m not so sure of that. At some point the tide will turn and the world will again be consumed with positivity and growth, but not just yet! Through cautious revenue growth decisions and aggressive cost reduction strategies, many of us are forced to carve out margins in our business.

What I can confidently say is that sentiment is a little better this year than it was last. People and businesses are more adept with dealing with challenges and most have cut as far as they can – which means increases in profitability have to come via the top line. That’s a far more exciting concept than cutting your way to success.

The recruitment market has been a tale of many different stories this year. A degree of positivity has emerged over the technology sector due to an ever increasing drive from businesses to implement new programmes of work to increase productivity. The financial services sector has shown first signs in years that it is again ready to embark on growth. The finance and accounting market has shown slow but steady improvement. It’s hard to predict where to from here, although we confidently think that there can be little further headcount rationalisation for most companies. That should mean the bottom of the cycle has past – at least the bottom of the hiring cycle. This in turn means that we expect more hiring over the next 6 months than the last. It is unlikely we will see churn in the employment market that leads to the talent shortages of the late 2000’s – but it will certainly continue to increase the ever present challenges that exist around finding top talent. At Ambition we continue to evolve and innovate the way we source talent, but we remain resolute in our goals – to build better futures for our candidates, clients and employees.

David Bamford Managing Director, Australia

INTRODUCTION

5

KEY SURVEY FINDINGS

Methodology

The 2014 Ambition Market Trends Report is based on the online survey responses of Finance and Technology employees and employers in Australia. During May 2014, Ambition invited participants to complete the 2H 2014 Salary and Employment Survey. The in-depth survey covered six core areas including:

• Remuneration & Benefits • Workplace & Productivity• Diversity • Technology & Social Media• Training & Development • Outlook

Respondents

The 2H Ambition Salary and Employment Survey was completed by 1,511 respondents nationally across Australia including 963 employees and 548 employers in Finance and Technology during May 2014.

Male

0

100

200

300

400

500

600

Female Accounting & Finance

0

100

200

300

400

50

150

250

350

Technology Accounting & Finance

0

100

200

300

400

50

150

250

350

Technology

Accounting & Finance Technology

Gender


6

Male

0

100

200

300

400

500

600


0

100

200

300

400

50

150

250

350


0

100

200

300

400

50

150

250

350

Technology

Male

0

100

200

300

400

500

600


0

100

200

300

400

50

150

250

350


0

100

200

300

400

50

150

250

350

Technology

21 - 29 30 - 39 40 - 49 50 - 59 60+

< 3 months 3 - 6 months 6 - 12 months 1 - 2 years 2 - 4 years Over 5 years

Duration with company

Age

7

Salaries and bonus payments remain static despite the rising costs of living.

64% of employees indicated they have not received a salary increase in the last 6 months whilst only 12% advised they had received 6% or over.

46% of respondents believe their remuneration is not

fair considering the rising cost of living.

47% of respondents advised “it is not about

the money” when questioned how

much they would switch jobs for.64%

11%

12%7%

5%

0%

0-2%10%+

3-5%6-10%

80% of respondents indicated they have not received a bonus in the last 6 months.

80%

Change jobs Change careers Perform better

Work longer hours Get a promotion Other

What is the best way to get a salary increase?

Over half of respondents believe that changing jobs will ensure a salary increase.

NOTFAIR

12%Gym

29%Study

20%Discounted services

20%Ability to buy

additional leave

Benefits lead to study.

The most popular benefit being offered by employers are:

However nearly half of employees advised they are dissatisfied with their company’s benefits.

AND BENEFITSREMUNERATION


8

Lack of career progression increases interest to change jobs or move location.

The majority (56%) of respondents advised they would seek new employment if they felt their career was coming to a standstill.

“Unclear Direction” – the biggest challenge affecting workplace productivity.

Respondents advised their biggest challenge around workplace productivity is ‘unclear direction’.

There are more companies offering flexible working though has it increased productivity?

68% of respondents advised their company offers flexible working and 50% believe it has increased productivity in their workplace.

1 in 2 respondents advised that staffing numbers have been reduced in their business in the last 6 months.

32%Believe they

can progress to the next level in their company.

More than half (62%) would move location to further their career.

62%

38% Unclear direction 23% Slow systems 18% Too many meetings 8% Disruptive 4% Lack of office facilities

68%

50%

9

4 in 5 respondents advised their company practises and promotes workplace diversity.

1 in 2 respondents advised their company has a clear diversity strategy focusing on the future workforce.

3 in 5 respondents believe that more can be done within their organisation to support workplace diversity.

9 in 10 believe the main benefit of workplace diversity is ‘diverse perspectives’.3/5 9/10

4/54/5 1/2

57%

69%

6%69%

More than half of respondents use social media platforms to professionally network.

Most (69%) companies now have formal rules and regulations on employee social media behaviour.

An increasing number of employers (69%) now view the social media profiles of potential recruits and employees, with 6% advising they had spoken to their employees about inappropriate use.

TECHNOLOGY AND SOCIAL MEDIA


10

Communication Leadership Skills core to my role

Project Management

Management

When was the last time you received formal training or development? 43% of respondents

believe that their company does not invest enough in training and development.

43%

Less than 3 months 3-6 months 6-12 months

12-18 months More than 18 months

65% of respondents advised their employer paid for their training whilst 25% advised they paid and the remaining respondents advised both parties paid”.

35% of respondents believe their training has improved their career prospects, 25% believe it is too early to tell and 41% believe it hasn’t improved their career prospects.

Respondents advised the training most needed in their organisation is:

21%28%

15%11%

12% 12% 19% 11% 37%

16%

Has training increased career

prospects?

TRAINING AND DEVELOPMENT

11

Global economic conditions still affecting businesses.

65% of respondents advised that global economic conditions are impacting on their business with 21% advising of significant impact.

Confidence in second half

Nearly half (47%) of respondents advised they believe their company outlook will improve for the remainder of 2014, 36% indicated their company will perform the same and 17% believe their company performance will decrease. Half of respondents advised their company is performing as expected and 28% advised better than expected.

The majority of respondents advised it would be competitive to difficult to find a new job in the current market.

How easily do you think it would be to find a new job in the current market?

12%Easy

59%Competitive

29%Difficult 2 in 5 employees advised they are

likely to look to change jobs in the next 6 months.

Now 3-6 months 6-12 months

1-2 years >2 years

23%20%

23%

16%

18%

13

Ambition – Australia Market Trends 2H 2014 – Finance

FINANCE

Market Overview

Regional Variations

Trends and Predictions

FIN

AN

CE


14

MARKET OVERVIEW

As predicted, 2014 brought with it a more stable market outlook during the first half. With last year’s focus trending toward right-sizing, consolidation and business efficiency, our client base has slowly but surely begun to look to the future. Hiring activity in general continues to be anchored by a cautious outlook but confidence returns to the market incrementally as the multitude of variables that faced us in 2013 are gradually stripped away. This in turn has driven overall demand toward a different breed of finance candidate.

With fiscal restraint being the buzz-word of the previous calendar year, demand for strong technical accounting talent grew as the market placed a premium on middle management candidates with a track record of establishing a robust bottom-line, impeccable controls and lean business models. As the business world slowly changes its focus from survival to growth planning, this demand has waned but is slowly being replaced by a need for strong teams of commercial and top-line focused professionals. Whilst middle management demand has faltered, we are seeing a definite spike in requirements for “impact players”. Those who can drive change, position businesses for growth and stimulate both front and back office transformation. Sales optimisation, customer engagement and pricing enhancement project skills are highly sought after along with demonstrable experience in the “front-line”. This is usually a very positive market trend which can be a pre-cursor to raised activity levels across the hiring spectrum. The key being market sentiment continuing to edge northward, thus liberating the budget and headcount needed by these commercial change-agents to galvanise their businesses.

In order of importance to Finance professionals:

FINANCE

18%Company

culture

8%Flexibleworking

5%Companystrategy

15%Career

progression

8%Location

8%Benefits

27%Salary

6%Relationship

with manager

5%Company

brand

15

REGIONAL VARIATIONS

Victoria

The Victorian finance employment market in 2014 started slowly. Unfortunately, all of the positive sentiment in the marketplace from our clients at the end of 2013 did not provide the anticipated uplift in demand for finance professionals. Reassuringly, the market has picked up post-Easter and there are promising signs that this will continue for the remainder of the 2014 calendar year.

As companies become less cost-focused and start to drive top line growth, demand for contracting services often increases. This has certainly been the case in Victoria in Q2 with our finance teams experiencing the largest increase in demand for contractors in over three years. We have also seen an increase in demand for candidates with corporate development and strategic planning skill-sets, particularly in areas to help head office teams achieve their growth targets and developing new-market entry points.

Demand for senior finance leaders and middle level management is still at the soft levels of late 2013. We are yet to see the amount of churn required to create sufficient opportunities for the senior finance community to progress careers outside of their current organisations.

Over the past two years there has been a constant demand for commercial business partners at the three-five year post-qualification level. This has continued in 2014, but we are also starting to see a spike in demand for candidates with core technical skill-sets, particularly in statutory accounting and tax. This has resulted in more applicable positions for first movers from Big 4 and second tier chartered firms at the senior consultant to senior manager level.

FIN

AN

CE


16

Queensland

The Finance & Accounting sector in Queensland is slowly starting to pick up but it is still a fairly subdued market compared to the more buoyant Technology sector. Right sizing measures remain in place for most companies as they look to maintain their low cost base despite slowly increasing revenue streams. We are seeing very little new headcount growth with most hiring being replacement hires or backfill hires for people seconded onto business transformation projects. This is driving a slight increase in contract hiring as companies are still reluctant to add to their headcount instead opting for the flexibility of bolstering their teams with a contingent workforce.

There is still very little opportunity for people at the senior end of the market, there has not been much movement in recent years so when a senior role does come up it is very competitive. This is driving a lot of senior candidates to pursue opportunities interstate or overseas.

At the technical level, there is still strong demand for Management Accountants and Business Analysts who can partner effectively with the business. With an increase in Technology enabled business transformation projects, people with previous system implementation experience are in high demand especially those with either SAP or Microsoft Dynamics. Microsoft Dynamics in particular is becoming increasingly popular as companies opt for perceived “low cost, low risk” solutions over the large scale costs and lengthy implementation times associated with an SAP or Oracle implementation.

Industry-wise, it has been relatively quiet across the mining sector but a bright light has emerged within the Oil & Gas sector as a number of large scale projects are nearing production phase which will provide a much needed revenue boost to the local economy. With the approval for Adani Mining $16.5 billion Carmichael mine and rail project in central Queensland’s Galilee Basin we are hoping this is a sign that the resources sector has turned the corner and will be a much needed boost to the states mining and infrastructure sectors.

Greater Western Sydney

The story in the West for a number of years has been one of rationalisation, process improvement and enhancements that reduce fixed expenses. Whilst many businesses continue to keep a close eye on keeping the bottom line tight, a shift has occurred recently toward top line and market share growth. Finance professionals at all levels that can identify, drive and deliver change whilst simultaneously engaging as true business partners to support overall business advancement are in increasing demand. With a handful of top-tier employers building a significant presence in the Greater Western Sydney region, we have seen a marked elevation in demand for Commercial and Business Analysts, particularly in the “newly to 4 years qualified” bracket which has in turn pushed market rate salaries northward.

17

FIN

AN

CE

TRENDS AND PREDICTIONS

It has become quite tiresome hearing recruiters predicting market upturns. More often than not it is what they hope not what they predict. However, all the evidence suggests that we are now past the bottom of the cycle and slowly starting to see some buoyancy return. We anticipate that the next 6 months will see this slow, but steady incline continue. Typically, the refreshing of budgets at financial year end brings with it a renewed ability to take on contractors – so we expect a stronger second half in this space.

On the permanent side, companies are smarter than they have ever been before regarding their corporate support functions and the resourcing costs associated with them. So it would be unlikely for demand in finance to suddenly spike significantly. But you can be sure that as companies search for, and find, new ways to navigate the business landscape they will need to continue to attract commercially minded finance professionals to aid them. The ones that can see the challenges and opportunities ahead, can provide powerful analytics to support decision making and can then assist in driving positive change into the business. What this really means is that the best candidates need not be concerned – they have a critical role to play. The rest need to make sure they are evolving and capable of making a difference. It is a given that finance functions must get the compliance right but 2014 and beyond is all about supporting and driving profitable growth.

19

Ambition – Australia Market Trends 2H 2014 – Technology

Market Overview

Regional Variations

Supply and Demand

Trends and Predictions

TECHNOLOGY

TEC

HN

OLO

GY


20

MARKET OVERVIEW

For what feels like some time coming, the ICT sector in 2014 started with its usual enthusiastic promise but in a twist from the norm of recent years, has maintained its swell of optimism as the year has progressed. So what is different from recent years that is continuing to drive our happy pursuit of people resources in the industry, well into the year? Perhaps not surprisingly the past few years really have been a testament to thrift, as businesses almost without exception have sought to do more with less. Less budget, investment, cost, resources and of course, less people. And now with moderate signs of a stable economy those very same businesses have realised that they need to think seriously about turning the investment tap back on or they’ll miss the boat.

It is still a sector cautious of the rampant speed with which the tide of optimism turns, but nonetheless we have seen a considerable rise in year on year activity in the ICT jobs market. Disciplines that have embraced and indeed embody the market we have experienced over the past few years are those that are in full surge, from Change and Transformation, to Process Improvement, Data Analytics and Business Intelligence. Add to this the change in data consumption and we see a vibrant mobile and digital sector that is offering promise to developers far and wide.

With the exception of the recent Federal Election which was tinged with a lack of support for entrepreneurial activity, the ICT Industry feels like it’s getting itself back on track. Of course as we know that track will in no time present the usual challenges of an aging population, an overseas brain drain and the need to develop a sustainable talent pipeline for the future. But let’s not get ahead of ourselves, exciting and challenging times go hand in hand. Read on to hear how each of the respective technical markets in which we operate are shaping up in the back half of 2014.

The positive signs of hiring we’ve seen month on month are strongly driven by the Financial Services industry returning to investment mode and applying that focus to its ICT projects. This investment may be tempered somewhat against the highs of previous peaks but compared to 2013 it is a positive step for many in the market for jobs.

NSW Government is one of the largest employers of ICT resources in the state and has been active in hiring talent to support its State Government’s Information and Communications Technology (ICT) Strategy. One of the objectives of the Strategy is the Open Data objective. This initiative is focused on “making government data available to stimulate the development of innovative approaches to service delivery”.

As a result, hiring has increased across a number of areas in support of this and other objectives of the strategy. Whilst remuneration is often less than similar roles in the private sector, the security of tenure is an attraction to many.

21

TEC

HN

OLO

GY

In order of importance to IT professionals:

TECHNOLOGY

16%Company

culture

8%Flexibleworking

4%Company

brand

15%Career

progression

9%Location

10%Benefits

32%Salary

5%Companystrategy

3%Relationship

with manager

REGIONAL VARIATIONS

Victoria

In Victoria, the employment market is relatively shielded from the “Boom and Bust” fluctuations in demand that the Banking and Finance market causes in Sydney. That said the Banking sector has been focused on replacing the traditional daily rate contingent workforce with permanent or fixed term hires, which has driven a spike in project delivery roles across both the business and technology areas.

The past three months has also seen a steady increase in the demand for business analysis skills, both technical and process focused. This positively suggests future growth, as businesses seek to identify areas of improvement to their systems and procedures, and plan how to spend budget that hasn’t been available to them for some time.

We are also seeing bigger businesses start to embrace more open source technologies and modern development methods. This is increasing demand for skills in areas such as development operations, high end automation test development and complex scripting languages.


22

Victorian businesses continue the demand for digital transformation professionals, which mirrors the demand in other states. User interface, visual design, user experience and product management are just a few of the areas in which companies are fighting to gain market share. That market share gain rests in the ability to deliver the provision of more intuitive and user friendly ways of accessing product and services online.

Finally, big data and analytics continue to hold steady demand for experienced talent as medium size enterprise begins to unlock the power of their data.

Queensland

Similar to NSW, a resurgent Banking & Finance sector is driving increased demand for IT skills in Queensland as companies look to embark on their next round of modernisation and consolidation programs. Many are moving from cost control measures to growth strategies and often the key is customer loyalty through improved customer engagement and collaboration. As such Digital channels are becoming the key battle ground as companies look to emulate results from the Commonwealth Bank in particular who have achieved impressive customer growth and increased profitability as a direct result of large scale investment in Technology in recent years.

Queensland Government has also contributed to this increased demand with estimates of 400+ IT contract hires year to date. Most of this hiring is focused on critical services such as in Education, Health and Emergency Services.

Increased hiring in these two industries is helping significantly re-balance the supply & demand of candidates in the local market which was badly needed after lengthy periods of cost cutting by the previously buoyant resources sector.

While a lot of the high volume demand we are seeing is coming from larger corporates, we are also noticing a resurgent start-up community particularly with companies looking to be the next big thing in Digital & Cloud. Both Queensland State Government and Brisbane City Council have recently launched their Digital Strategies to help promote SEQ as a vibrant digital economy. Their strategic plan includes investment in and support for an increased number of local firms selling products and services online, improvements in productivity growth achieved through digital technology, and support for a number promising local digital start-up companies. So we expect to see more demand for digital and cloud professionals and look forward to seeing the next big technology success story to come out of Brisbane.

23

SUPPLY AND DEMAND

Applications

The positivity exhibited over the past 18 months in the development space continues to thrive as mobility and digital create consistent demand for resources. Hiring activity for both permanent and contract resources has been a strong growth indicator for the ICT sector of late, tempered only by the sources from which talent is being deployed. Whilst Australian businesses have a need for high quality developers in a wide range of coding languages, the reality is that overseas markets are highly competitive and therefore a risk to our domestic jobs market.

Localised experience is significantly important in many disciplines but perhaps not such much in the provision of code. If a developer commands a third of the cost for producing the same work but is based in India or Asia, a business would be crazy not to consider the significant cost-savings they could perhaps deploy elsewhere in their business.

Of course if you are highly skilled and know how to market yourself then you will still fall into that elusive 10% to 15% of a talent pool that can command the higher premium salaries and contract rates.

And as a developer where should you be directing your learning and development right now? Well of course to the uninitiated, the picture appears dominated by either iOS and its use of Objective C or Android and its use of Java, but the reality is somewhat different. Today web and mobile apps development require more than a single development language focus.

To be in that top echelon of the talent pool you need to have skills and experience in security, UX design, responsive design, JavaScript, Web Application architecture and API Integration. If you are competent and understand how to link your development work to these facets then for now the future looks bright.

TEC

HN

OLO

GY


24

Business Engagement

Whilst the economy rebuilds and reshapes itself, it’s perhaps not so much of an anomaly that change and transformation sits so squarely in the spotlight. As business disciplines they’ve been around for half a century, either as components of the role of a Project Manager, or often of a group of other business operators. What perhaps is surprising is the fact that despite the strong demand for talent in roles from process analyst to change manager or communications specialist, the rate of project failure continues to exceed 60%.

In Australia the focus that these disciplines are receiving is positive and is driving robust discussion, practice and even certification in the areas most often linked to delivering success or failure. We have been involved in co-facilitating a number of user groups, training events or discussion forums that are proving pivotal to addressing challenges that business is facing in current economic times.

Salaries and contract rates are up on average 5% to 10% on the same time last year as competition for resources increases and good talent moves quickly.

With the acceptance that data consumption has never been higher, business intelligence is (as predicted in our earlier reports) moving down from the sole domain of multinationals to the boardrooms of much smaller operations. IDC research in 2010 looked at small <100 employee businesses and found that only 1.7% used any form of business intelligence software. Fast forward to 2013 and that number had grown to 9.2%. Scalability and cost are the drivers and as a result are fuelling a new focus on what a career in business intelligence can offer from sales roles to analysts or implementation specialists.

Across the many roles in our business engagement space we are seeing competitive salaries and contract rates, which whilst not leaps and bounds ahead of the market, are reflective of a freshly found confidence in the way many businesses see the future. Expect job applicants at present to hold multiple offers and to have a degree of confidence in their ability to negotiate with you on terms and conditions of any job offer.

25

Infrastructure

There is a challenge for any Infrastructure Manager to make the projects of their craft sound compelling and appealing when compared to the development initiatives of perhaps a new digital platform or mobile business application. But the reality is that Infrastructure projects that encompass platform upgrades or hardware refreshes are as essential as the cutting edge projects that garner more business attention and lust.

Often seen as the engine rooms of the IT team the demand for solid Infrastructure professionals has continued to grow amid the positive focus of the current ICT market as a whole. The difference perhaps over how a career might have developed ten years ago verses today however, is that now individuals are expected to possess a much richer set of skills and experience.

Help desk operators are expected to be more attuned to the needs of their customers, engineers are expected to be multi-disciplined and generally the market expectations of infrastructure professionals has shifted from a “Tech geeky persona” to one of critical business operator.

The challenges of driving down costs across businesses has not come without a corresponding drive to reduce the costs of a business’s own infrastructure (i.e. its IT team). And perhaps the challenge has been that those in this sector have not been as quick to rise up and address the issues of salary and contract rate reductions.

Demand for entry level roles has undoubtedly reduced in recent times and that has affected remuneration. On a more positive note however, those looking at developing careers in the space of cloud, mobility, collaboration, security and storage have a more optimistic outlook. Demand is increasing in these spaces and for those who embody the multi-disciplined approach to career development, they should be able to negotiate salaries and contract rates that are as competitive as other areas of the ICT market including senior salaries for Managers in the $180k to $220k range.

TEC

HN

OLO

GY


26

TRENDS AND PREDICTIONS

It’s a challenge to predict the direction of an industry with any confidence and perhaps none more so than the ICT industry. What is evident by the demand profile for technology and business resources currently, is that we continue to labour under the illusion that our resource challenges will magically right themselves. The square-peg, square-hole predisposition which we see in this industry shows no signs of disappearing despite the ubiquitous problems in identifying, attracting and retaining talent in a timely fashion. In short, we simply can’t meet our demand with supply and yet we continue to refuse to compromise. There are more than a few persistent individuals and organisations, who continue to challenge the ongoing, misaligned and underutilised resources that exist in the ageing workforce, the return-to-work mums, the part-time workers and other fringe groups of the workforce.

Change and transformation are the enduring and most pervasive buzzwords of the knowledge economy. Driven into popularity post GFC, they were destined for an industry that re-invents itself at such a pace as we do. Traditional business models now appear destined for the academics, as the new technology age encourages, dare we say “forces” us to think in a cycle of re-invention or disruption. This pattern is evident not only at a macro level but also right down to the way individuals consume data, entertainment and other forms of electronic content. What this all means is that job seekers and employers must adapt to the new paradigms of speed and flexibility. Adapt to short termism, fractured career paths, disjointed life experiences and sometimes obtuse goal achievements. If we can do this we can gain benefits of skills and experience that as yet, we would not have mapped against our current one dimensional job descriptions.

To make sense of how this will affect our hiring decisions and job seeking preferences is yet unknown, but already there is a greater sense of creativity and expectation than the recruitment industry has seen for some time. So our predictions are of optimism and opportunity but also of unclear rules of engagement. Sure we can tell you digital will be hot and mobile continues to demand resources but the disciplines in demand are of less significance than the delivery mechanisms of matching supply to demand. The next twelve months and beyond promise challenges that are not for the faint hearted, but when has that stopped us in this industry.

27

SPECIALIST TEAMS

The Ambition Banking, Finance and Accounting divisions recruit temporary and permanent staff, from operations to Chief Financial Officers. The Ambition Technology division mirrors the IT departments of our national portfolio of clients, with four dedicated teams of consultants focusing on Infrastructure, Applications, Digital and Business Engagement. Ambition recruit temporary and permanent positions in:

Banking & Financial Services

Finance & Accounting

• Finance & Accounting• Funds Management• Treasury• Operations & Settlements• Risk, Audit & Compliance• Insurance• Broking• Superannuation• Credit & Lending• Client Services

• Controllership & CFO• Treasury• Tax• Audit & Risk• Group Accounting• Financial & Management

Reporting• Strategy & Planning• Commercial Finance • Corporate Finance

• Infrastructure• Software Development• IT Support • Project Services• Business Process & Data Analysis• ERP • Architecture & Strategy• Testing & Quality Assurance• Mobile Application Development• Change & Transformation• Digital & Web Design• Business Analysis

Technology


28

ABOUT AMBITION

Ambition Turns Fifteen

2014 is a very special year for Ambition as it marks our 15 year anniversary. We would like to take this opportunity to thank you for your support.

We were founded in 1999 with a belief that whilst we didn’t want to reinvent the wheel, we did feel that there was a tremendous opportunity to carve a niche of our own and build a special organisation. Now we are a leading global boutique recruitment business servicing specialist markets across Sydney, Parramatta, Melbourne, Brisbane, London, Singapore, Hong Kong, Kuala Lumpur and Tokyo.

We access hard to find, high calibre professionals in Finance and Technology and are committed to building better futures for our clients, candidates, employees and the wider community.

We are known for our specialisation and in-depth knowledge and expertise, well established networks and deep relationships. We have the scale to undertake significant projects for our clients yet deliver a personal customer experience with the soul and personality of a smaller company. We passionately believe that everyone in the company can make a difference and work relentlessly to reinforce our purpose, strive in our mission and live by our values.

29

Our Values:

Our values express the professional behaviours that we believe in as an organisation. They are the standards by which we benchmark our decisions and actions. They underlie everything we do as a business and form the bedrock of our beliefs. Our values define what it means to BE GREEN.

P.R.I.D.E.Passion: We are passionate about who we are, what we do and the way we do it.

Resourcefulness: We think creatively, working smarter, faster and harder.

Integrity: We are honest, respectful and straightforward.

Drive: Ambitious by nature, we are determined to excel and energetic in the way we apply ourselves.

Enjoyment: Critical to our success, we strive to enhance the experience for clients, candidates and employees.

News and Research

As specialists we undertake numerous research projects to better understand our community of candidates and clients. This involves various qualitative and quantitative research activities throughout the year. This data plus our knowledge enables us to better understand and comment on trends within the market giving our community expert advice and opinions to make better and informed decisions. Please visit our website and Ambition blog for the latest market news and research.

Please visit our website and Ambition blog for the latest market news and research. www.ambition.com.au/news-and-research www.ambition.com.au/blogs


30

Community and Events

Ambition host a series of client and candidate events globally each year. These range from Women with Ambition, Sporting Ambition and Market Knowledge breakfasts to intimate dinners with CFOs and CIOs from multi-national businesses. All of our events aim to educate, be thought provoking and entertaining as well as provide a great platform for networking.

We would love to welcome you to our next event, please visit our website for a list of upcoming events: www.ambition.com.au/events

We are passionate about building better futures for our community and have subsequently partnered with the Beacon Foundation, a non-profit organisation working in around 130 secondary schools across Australia. Beacon Foundation help inspire and motivate students to enable the successful transition to employment, further education or training. Visit their website: www.beaconfoundation.com.au

Global Reach

31

AMBITION ACADEMY

We are passionate about talent and are committed to investing in our future

About the Programme

The Ambition Academy is our global program for introducing potential consultants to the world of recruitment. We are looking for talent that we can develop into the next generation of high performing sales professionals. The Academy is an in-depth 10-week program aimed at giving you the skills to be successful in recruitment and talent management. Academy participants are employed full time by Ambition and graduate into consultant roles in the business.

What does it take to be a successful Recruiter?

• Passion, drive and determination.• Experience dealing with people, perhaps in difficult situations but always with

professionalism.• At least one year post educational work experience in a full-time role.• A questioning mind with a natural problem solving flair.• Interested in building networks, reputation and social connections.

If you or someone you know is looking for an exciting journey, one that will teach you the skills to be successful not just in recruitment but in life – then please refer them our way.

Please contact:Heena GeronimoAcademy ManagerD: 02 9248 6219 E: [email protected]


32

CONTACTS AND SUPPORT

David BamfordManaging Director, Australia D: 03 8629 1043 E: [email protected]

Andy CrossManaging Director, TechnologyD: 02 9248 6201E: [email protected]

Adam EdwardsDirector, Western SydneyD: 02 9633 7301 E: [email protected]

Rory HerityDirector, BrisbaneD: 07 3020 0315 E: [email protected]

Can we assist?

We would be happy to discuss any further recruitment needs. Please contact us at: [email protected]

Get Social

Ambition are committed to driving innovation and have a strong social media presence allowing us to interact and engage through videos, whitepapers, surveys, webinars, trends and blogs via LinkedIn, Twitter, YouTube, Facebook and Google +.

33

ABOUT ACCOUNTABILITY

AccountAbility is the Ambition Group’s specialist accounting support and business support recruitment brand. Organically established in 2004, they have thrived ever since. The have access to a network of thoroughly screened, skilled and experienced candidates that are immediately available to satisfy their client’s requirements. Quality aligned with speed of service is at the core of what AccountAbility can offer.

What they do

AccountAbility recruits permanent, temporary and contract staff in Sydney, Parramatta, Melbourne and Brisbane in the following functions:

For more information on AccountAbility please visit their website: www.accountability.com.au

To download the AccountAbility Market Trends report please visit: http://accountability.com.au/category/market-trends/

Accounting Support Business Support

• Accounts Payable*• Accounts Receivable*• Credit*• Cash Collection*• Payroll*• Assistant Accountant• Bookkeeping• Accounts Clerk

* Up to and including management level

• Executive Assistant• Personal Assistant• Receptionist• Office Manager• Customer Service• Data Entry• Administration Assistant

“ACTION IS THE FUNDAMENTAL KEY TO ALL SUCCESS.”Pablo Picasso

SydneyLvl, 5, 55 Clarence St, Sydney NSW 2000 T: +61 2 9248 6200

MelbourneLvl 36, 140 William St, Melbourne VIC 3000 T: +61 3 8629 1000

BrisbaneLvl 7, 410 Queen St, Brisbane QLD 4000 T: +61 7 3020 0300

ParramattaLvl 4, 3 Horwood Pl, Parramatta NSW 2150 T: +61 2 9633 7300

www.ambition.com.au

Singaporewww.ambition.com.sg

Hong Kongwww.ambition.com.hk

Malaysiawww.ambition.com.my

Japanwww.ambitiongroup.com.jp

Londonwww.ambition.co.uk

www.buildingbetterfutures.com

BUILDING BETTER FUTURES.

Market Trends Australia 2H 2014

Documents

Transcript of Market Trends Australia 2H 2014