5 TIPS TO FIND A JOB AS A BACKPACKER IN AUSTRALIA

October 6, 2023

Finding a job in Australia is not always as easy as you think. When you arrive in Australia, you will probably have many questions about how to get your first job. We have tried to answer these questions by providing you with all the information you need on finding a job in Australia. Read this article, put our advice into practice and we wish you the best of luck!


Making yourself employable

It is important to have done all the necessary steps to get a job before you start looking. To find a job, there are some basics you will need:

  • A complete and up-to-date CV
  • A TFN (Tax File Number) or ABN depending on the type of job you are applying for
  • A bank account and a Superannuation account if you do not wish to the account your future employer will provide
  • Specific skills certificates to work in certain fields (e.g. RSA for hospitality or a White Card for construction)

As soon as you are hired you will have to provide your TFN to your new employer. The TFN is required to work in Australia and you may not be hired if you have not taken the necessary steps to obtain it. However, if you have applied but have not yet received the official document containing your TFN, you can simply explain your situation at your job interview. You can then give the number to your employer once you have received it. The same goes for your ABN (i.e. the ABN corresponds to people who are going to work as a freelancer, contractor).


1. Update your resume (CV)

An important aspect of getting a job in Australia is having an up-to-date resume. It would be such a waste if you are not even considered for a job because of your resume.

Specify your resume for the job

Do you have a standard resume from your home country listing all the great stuff you did? You may have to rewrite it. Consider what kind of work you will be going after and adapt your resume accordingly. Make sure you highlight any experience that may be relevant to the job you are applying for. For instance, if you are keen on working in hospitality, a detailed description of your 9-5 office job back home might not be as interesting to a potential employer. Instead, better focus on the bartending experience you picked up during your time in college!

Presentation

Presentation is your first foot in the door. If your resume is well-structured and easy to read you are helping the person hiring you to make that decision. Consider shop owners often get resumes from backpackers on a daily basis. If it requires a degree in advanced analytics to decipher your resume, it will probably end up in the bin…

  • Read the adverts correctly and respond as stated in them (no emails or text messages when the ad ask for a call)
  • Smile and be extra polite when you introduce yourself in person
  • Prepare your interviews, do a bit of research. You’d do it at home, so why not in Australia?
  • Finally, dress appropriately. You don’t apply for a future job in flip-flops and a swimming costume, even for a casual job – and even in Australia! It is still important to make a good impression.

Important skills

It is easy to forget to mention you have certain skills that may be very important to employers in Australia. For instance, make sure to highlight your English language skills! Or are you looking for a farm job and have experience riding a tractor? Mention it!

For tips on writing a resume appropriate for the Australian market make sure to check up our guide: Writing an Australian Resume – Guide & Template


2. Be Proactive: introduce yourself! 

Get your name out there! Print a bunch of freshly updated resumes and go into bars & shops. Meeting a potential employer face-to-face works way better then sending an (impersonal) email. In Australia (and all over the world) potential employers will remember a candidate better if they have a face and personality to go with the resume. When you go by, don’t just walk in, dump your resume on the counter and walk out. Rather, see if the manager is working and ask for him/her and chat with the staff.

Depending on the type of job you are looking for, remember that the best approach might be different. For a job as a shop assistant, you can easily go in to the store in person and pas over your CV. Interested in a job as a nanny? You’ll more likely need to surf websites and Facebook groups. If you’re looking for a job in construction, it’s best to visit a temp agency or check out Gumtree, or Facebook groups in the city you’re in. Finally, if you are looking for fruit picking or farm work, you can call the farms first and organise a visit.


3. Where to look for a job?

You can do research online before arriving in Australia and secure a job beforehand. However, many employers will want you to be in already Australia before hiring you. So how do you find a job in Australia? Plenty of backpacker jobs are posted on websites such as Gumtree, Seek and Facebook groups. You can start you job search by checking out these websites.

Gumtree

Gumtree is the Australian version of Craigslist and a great platform for finding backpacker jobs. Don’t be afraid to post an ad on Gumtree stating you are looking for work in Australia. Write a short introduction about yourself and list your skills and experiences. Make sure that you tailor your advert to jobs you are looking for. Also, make sure to mention that you are in Australia on a Working Holiday Visa and how long it is still valid.

Facebook groups

Another great source of vacancies are backpacker specific Facebook groups. You have a lot of groups where you can find ads for jobs such as Jobs in Australia. You also have the country specific ones such as ‘Dutchies in Australia’ etc. Other backpackers often post job opportunities here. One of the added bonuses of finding a job through one of the Facebook groups is that you get to talk to someone who actually works there. It is especially nice to hear from a fellow backpacker what the working conditions are like if the job will require you to relocate.

Seek

Seek is geared more to professionals, so if you are looking for an administrative job or a more sector specific job it is a great starting point. They have plenty of entry-level office jobs advertised and are often keen on hiring backpackers for temporary functions or cover. Another useful website is Careerone.

Other ways

If you are staying at a hostel make sure to check out the messaging board in the lobby as local employers often hang ads there. Also talk to other backpackers, they may have some tips to share!

There are many agencies across Australia specialized in finding casual work for backpackers. Usually, you pay a fee and you get access to their network. They will then actively look for jobs for you. However, be careful if required to pay a fee when signing up, as there are a lot of scams out there. To be safe, read some reviews online or ask fellow travellers whether they have had experience with this agency.


4. Do you have any (specific) marketable skills? 

Can you build websites? Are you a graphic designer? Are you an electrician? In Australia there is a high demand for skilled employees (e.g. carpenters, plumbers, electricians, etc.). If you have such skills make sure to market them! The pay rate can be pretty decent – a lot higher then unskilled minimum wage work. If you are having difficulties to find a job relevant to your skills you might consider signing up to a branch specific agency or check out sector specific job websites.


5. Get your Certifications

For certain jobs you are required to get certifications. For instance, if you want to work in hospitality (pub, restaurant, bars etc) you are required to complete a Responsible Service of Alcohol (RSA) course in order to serve alcohol legally. Each state has its own RSA requirements so take this into account if you are travelling around and considering working in bars across state borders. If you want to carry out construction work, you will be required to get your White Card. Indeed, if you intend to work as labourers and tradespeople or access operational construction zones, you will need this certificate.
Make sure to check out our guide on work specific certifications: 
Certificate training in Australia


The situation post-Covid

During the Covid-19 pandemic, as you probably know, Australia simply closed its international borders. The country had to call on workers from the Pacific Islands to fill their labour shortage in the agricultural sector. As a result, Australia still has a shortage of labour in many areas (picking, packing, cafes, restaurants, cleaning, service, etc). This is especially true in more remote areas of the country.

From February 2022, international travellers can once again enter Australia without restriction. This includes people on a WHP, students, workers and tourists. You will no longer be subject to any quarantine when arriving in Australia.

The current labour shortage will make it easier for you to get a job. Do not hesitate to approach cafés, restaurants, bars or shops in the city and its suburbs.



SOURCE      https://www.australia-backpackersguide.com/5-tips-find-job-backpacker/

June 12, 2024
Middle managers are arguably the backbone of any organisation. But the job can be a tough one. Here’s how HR can help. Middle managers are working in increasingly hybrid workforces , often geographically dispersed and requiring more flexibility than ever before. Amid a cost-of-living crisis, social and political challenges , and the long-tail mental health impacts of the pandemic, employees are coming to work seeking support for personal issues from their managers. Middle managers are also expected to do more with less, such as boosting productivity in organisations battling employee shortages and wellbeing issues. It’s a lot to contend with on top of making it through their own workloads. The unrelenting pressure of working in middle management led Paul Farina towards unhealthy over-working habits . He spent a decade in the cosmetics and retail sectors in Australia and the UK, managing teams and clients across various time zones. Working around the clock was common. He would barely get home from a long day in the office when his boss would call, asking for a debrief from the day. Rather than speak up and admit it was too much, Farina handled the pressure by working harder and longer, and turned to alcohol to cope with the stress. “When you’re in middle management, you’ve always got a boss needing monthly and quarterly budgets to be hit, projects to be met by deadline and things to be completed within budget, and all that pressure gets funnelled down to you,” he says. “I needed to take those directives and deliver on them while simultaneously plugging gaps and vacancies, all the while toeing the company line even when things were less than perfect in the field.” This dynamic meant he was constantly looking for ways to appease others, often taking work off his team and doing it himself. “There’s an emotional side to working in middle management as well, which comes from this feeling of being emotionally isolated and not being able to share that with anyone. “You feel like you’re being held hostage by your staff as well because you don’t want to lose them, which leads to isolation. If I didn’t have a couple of buddies in the trenches with me that I could trust, I would have been in a lot of trouble. We’ve all got to pay the mortgage, and, at the time, I wasn’t in a situation to just up and quit.” Eventually, Farina did quit, navigating his way into a role where he now counsels others in middle management. Looking back, he admits he didn’t have the education or strategic thinking to deal with the pressure. “I had nothing in my toolkit at the time. I should have been more assertive, and I should have held senior staff coming at me with constant demands to account. I should have learned to say ‘no’. “I don’t recall saying ‘no’ to anything or anyone, which means I was constantly appeasing staff and external stakeholders.” He believes the pressure on middle managers was amplified during the pandemic years. “Budgets are down and organisational hierarchies have become even flatter. Middle managers are carrying a lot of that load. “When you get under the hood, most organisations have a lot fewer people in them than you might assume.” Middle managers are feeling the strain on their mental health The complex work of middle management is all taking a toll on this cohort’s mental health . Not surprisingly, more than half of middle managers (53 per cent) are feeling stressed or burned out and 46 per cent are experiencing anxiety, according to the Indeed 2023 Workplace Wellbeing Report . Middle managers also feel neglected and lack essential leadership, communication and people management skills, found research by the Australian Institute of Management and Monash University. It indicated that middle managers are therefore significantly underperforming despite their key role in corporate ranks. But this doesn’t necessarily reflect a lack of capability. Many haven’t been adequately trained to deal with these added pressures, or don’t have the bandwidth to respond appropriately to the competing pressures put upon them. “We need to acknowledge that individual contributors promoted to middle management don’t come automatically equipped with the management skills needed to thrive in their role.” – Kade Brown, Workforce Solutions Director, RMIT Online Reducing friction points for managers Bolstering middle managers’ capabilities needs to be a key priority for organisations. Effective middle managers are able to reduce friction points at work, accelerate action and help an organisation work towards its goals. The challenge of balancing the fiscal needs of a business, managing cost and maximising profits means there is a huge under-investment in leadership capabilities, says Lorraine Farah FCPHR, Director of Leaning Forward. She wants to see organisations drag middle managers out of the weeds of work where they are often overworked and under-resourced. “Senior leaders underestimate the impact their [managers] have throughout their organisation,” she says. “The shadow they cast by the behaviours they demonstrate impacts not only engagement, but, importantly, all aspects of delivery of the business outcomes.” Coupled with this, managers and leaders often deprioritise development and training in their already over-committed roles and seem unwilling to find time to upskill, she says. As well as time constraints, she lists three main issues holding middle managers back from utilising their full potential: A lack of commitment from leaders to prioritise managers’ development as a core capability. Structurally, the span of control of middle managers often sees them stretched too thin. They have too many direct reports, combined with complex processes, leaving them burnt out just trying to get the job done. Managers aren’t usually rewarded for being a good manager. It may be acknowledged, yet it’s not always encouraged nor rewarded in a way that delivering on business results is. Managers will focus on what is measured and rewarded, and make choices on which work to prioritise when pressed for time. Farah wants to see commitment at an executive level to consistent, non-negotiable leadership development for middle managers. For example, providing access to leadership development topics right in the moments they need it most – such as how to conduct performance reviews, manage conflict , create space for innovation, seek and provide feedback , etc., in addition to established leadership programs. This just-in-time training approach helps keep learning highly relevant for middle managers, so they are able to bake it into their workflow rather than viewing their upskilling as separate to their work or as an addition to their to-do list. Research from McKinsey & Company shows that companies that invest in their human capital yield more consistent earnings through times of crisis. In fact, organisations with effective middle managers in the top quartile produced up to 21 times greater total shareholder returns than others in lower quartiles, according to 11 measured management practices used to define an organisation’s health. “The correlation between trust and the relationship between employees and their direct manager is strong and leads to better outcomes,” says Farah. How technological development will impact middle managers While the role of middle managers will continue to evolve with technological advances, it’s unlikely the layer will disappear entirely, says executive coach Smita Das Jain. However, the specific responsibilities of middle managers will evolve alongside the adoption of technology as routine tasks and administrative duties are automated . “Organisations [should] stop and take stock, and adopt technology to automate many of the tasks middle managers perform, such as training, employee performance, generating reports and making decisions,” says Jain. This frees up time for middle managers to focus on higher-level strategic planning and decision-making, she says. Rethinking traditional managerial roles As organisations shift and become more complex, middle managers may become more vital than ever, says Murat Tarakci, Professor of Innovation Strategy at the Rotterdam School of Management, Erasmus University. He cites findings that attribute 22 to 30 per cent gains in productivity and innovation to effective middle management. In a separate academic paper he recently published, he illustrates the challenges middle managers face by quoting one middle manager at phone company Nokia admitting: “We knew the iPhone was coming out about a year in advance. We had pretty good specifications for it. The CEO forwarded the email to his subordinates, writing ‘Please take action on this’. Yet, middle managers folded, and opted to sugar-coat the stalled process, causing Nokia to lose the competitive battle for smartphones.” “Middle managers are constantly coping with, adapting to, or even resisting contradictory demands and pressures,” says Tarakci in his paper. “As new technologies emerge, rivals flood one’s turf and customer preferences reposition… these shifts require rapid and effective organisational responses to adapt to an ever-changing environment,” says Tarakci. While changes in the business landscape often necessitate extra support for middle managers, the simple elements of work can also create friction points. For example, an excessive number of direct reports can overwhelm managers, hindering their ability to provide adequate coaching and guidance, says Kade Brown, Workforce Solutions Director at RMIT Online. “Conversely, too few direct reports may indicate inefficiencies or questionable promotions, leading to underutilisation of managerial talent,” he says. Empowering managers to focus on the right tasks is critical, he says. This involves identifying and streamlining low-value bureaucratic activities, leveraging automation and outsourcing where applicable. “By reducing administrative burdens, middle managers can allocate more time and energy towards fostering a supportive environment, nurturing talent and addressing the needs of their teams,” says Brown. “We need to acknowledge that individual contributors promoted to middle management don’t come automatically equipped with the management skills needed to thrive in their role. They require intentional and targeted upskilling in three key areas: business acumen, structured problem-solving and people leadership.” As such, middle manager upskilling initiatives shouldn’t focus just on theory, but on embedded practice and behaviour change. “It’s imperative to design or procure upskilling solutions that enable managers to integrate new skills seamlessly into their current world of work,” says Brown. This strategic realignment enables managers to focus on driving impact and promoting a culture of engagement and growth within the organisation. “The pace of change, disruption and transformation in the world of work isn’t going to decelerate any time soon,” says Brown. To alleviate the cognitive load on middle managers, the best thing we can do is to equip them with the tools and skills they need to cope with this new reality. This article was first published in the April/May 2024 edition of HRM Magazine. Source: https://www.hrmonline.com.au/culture-leadership/how-can-organisations-support-middle-managers/
June 12, 2024
Introduction: What Is Executive Coaching? Executive coaching is a development process that involves a series of one-on-one interactions between a coach and a client , who is typically a manager or executive in an organization. The goal of executive coaching is to equip individuals with the knowledge and opportunities they need to develop themselves and improve their performance. Executive coaches work with clients to understand their current competencies , see how they’re perceived by others, and focus on identifying and clarifying current goals as well as the appropriate action steps. They provide a safe, structured, and trustworthy environment in which to offer support for the individual. Executive coaching is action-based , focusing on altering a client’s thinking and encouraging tangible work and behavior changes. It can be used at any stage of a leader or manager’s career to help maximize their potential . The process typically involves assessment, feedback and development, and planning and implementation stages . It can help improve a variety of areas, including time management, identifying priorities, driving strategy, maximizing critical thinking, and defining a powerful vision for the business . In Ontology of Value, we offer executive coaching and we believe that working with us will bring you hundredfold returns! Types of Executive Coaching. Executive coaching services come in various forms, each designed to address specific needs and situations. Here are some of the main types: Performance Coaching Services: This traditional form of coaching is often brought in by senior managers and HR to enhance the performance of individuals or teams. Executive Coaching Services: This type of coaching is specifically for top management, such as CEOs, CFOs, and Presidents . It focuses on updating their skillsets in specific areas that can have a long-term impact on the organization. Leadership Coaching Services: Leadership coaches work with individuals to improve their ability to lead and manage others effectively . Career Coaching Services: Career coaches help individuals identify their passions, strengths, and limitations , and then map out a strategy for a successful career change or advancement. First 100-Days Coaching Services: This type of coaching is designed to support leaders in their first 100 days in a new role , helping them to navigate the transition and establish effective leadership practices. Small Group Coaching Services: This form of coaching involves working with small groups to enhance team performance and dynamics. Large Group Coaching Services: Large group coaching is used to address issues and enhance performance at a larger scale within the organization . Strategic Coaching Services: Strategic coaches work with top executives in defining the long-term direction and putting together a long-term strategic plan . Therapeutic/Emotionally Curative Coaching Services: This type of coaching focuses on addressing emotional challenges that may be impacting an executive’s performance. Integrated Coaching Services: Integrated coaching embeds coaching sessions into a leadership development program , reaffirming and reinforcing lessons learned in leadership training. Team Coaching Services: Team coaching focuses on improving the performance and dynamics of a team within the organization. Virtual Coaching Services: Virtual coaching is conducted online , providing flexibility and accessibility for the coachee. Each type of executive coaching has its unique benefits and is used based on the specific needs and goals of the individual or team. How To Find an Excellent Executive Coach? Don’t look at the pricing but at the experience and testimonials. Finding an excellent executive coach involves several steps and considerations. Here are some key points to guide you through the process: Understand the Coach’s Niche and Area of Expertise: It’s important to ensure that the coach has expertise in your industry and understands the unique challenges you face . A coach who specializes in your field will be more equipped to provide relevant advice and strategies. Check the Coach’s Experience and Credentials: Look at the coach’s background , their coaching experience, and their success stories. Check their credentials and whether they have kept their knowledge up to date. Consider the Coach’s Approach and Style: Every coach has a unique style and approach to coaching . Some may be more directive, providing specific advice and strategies, while others may be more facilitative, helping you to find your own solutions. It’s important to find a coach whose style aligns with your needs and preferences. Look for Key Qualities: Good executive coaches possess certain qualities such as emotional intelligence, excellent communication skills, professionalism, and a personalized approach . They should be good listeners, able to provide constructive feedback, and committed to helping you achieve your goals. Ask for Recommendations: You can ask your trusted colleagues and peers for recommendations . They may have worked with a coach in the past and can provide valuable insights. Schedule a Chemistry Session: Before deciding on a coach, it’s a good idea to have a “chemistry session” or initial consultation . This will give you a chance to see if you feel comfortable with the coach and if their approach aligns with your needs. Check for Accreditation: Ensure the coach is accredited by a recognized body . This ensures they have met certain standards of competence and professionalism. Consider the Coach’s Commitment to Continuous Learning: The best coaches are those who are committed to their own continuous learning and development . They stay on top of the latest trends and best practices in their field. Evaluate the Coach’s Success Stories: L ook at the coach’s past success stories and testimonials . This can give you an idea of their effectiveness and the results they have helped others achieve. Ensure Confidentiality: Confidentiality is crucial in a coaching relationship . Make sure the coach has a clear confidentiality policy. Remember, the best coach for you is one who understands your unique needs, challenges, and goals , and who can provide the support and guidance you need to achieve them. Examples of Famous People Who Work With Executive Coaches. Several famous individuals across various fields have worked with executive coaches to enhance their skills, leadership abilities, and overall performance. Here are some examples: Eric Schmidt, Former Google CEO, was coached by Bill Campbell . Bill Gates, Founder of Microsoft, also received coaching from Bill Campbell . Oprah Winfrey, renowned media executive and talk show host, has employed the help of a coach . Richard Branson, Founder of Virgin Group, was coached by Mark C. Thompson . Bill Clinton, Former US President, was coached by Anthony Robbins . Brian C. Cornell, CEO of Target Corp., was coached by Marshall Goldsmith . Marc Benioff, Founder & CEO of Salesforce, has also worked with an executive coach . Steve Jobs, Co-founder and CEO of Apple, had a coach during his tenure . Sheryl Sandberg, COO of Facebook, has had business coaching . Jeff Bezos, Founder of Amazon, has also worked with a coach . Barack Obama, Former US President, worked with John Mattone, one of the top executive coaches in the world . These individuals recognized the value of executive coaching services in their personal and professional development, demonstrating that even those at the top of their fields can benefit from the guidance and insight provided by a skilled coach. Source: https://ontologyofvalue.com/unlocking-leadership-excellence-the-power-of-executive-coaching-2/
Share by: