Blog | RWR Health tips and advice for Health, Medical, and Social

Why Your Best GP Is Quietly Looking Somewhere Else

Fri, 27 Mar 2026 09:40:58 GMT

By RWR Marketing

"I didn't leave because I stopped caring about my patients. I left because I started to feel like no one in leadership cared about me."

— A GP who left a Wellington practice after six years. She now works across the Tasman.

That quote came from a conversation we had recently. The doctor wasn't burned out on medicine. She was burned out on feeling invisible inside her own workplace. In NZ's general practice landscape, this story is becoming uncomfortably common.

This piece is about understanding what makes a GP feel like your practice is genuinely the place they want to build a career and what quietly erodes that feeling long before anyone hands in their notice.

The Decision That Happens Long Before the Resignation

Most experienced clinicians make the internal decision to leave months before they act on it. By the time a resignation letter arrives, the emotional exit happened long ago and exit interview feedback rarely tells the real story.

"I tried to raise a concern at two separate team meetings. Both times it was noted, and then nothing changed. That was the moment I started looking."

— GP, Auckland suburban practice (4 years tenure before resigning)

The feeling of being genuinely heard is one of the most powerful retention forces in a practice. And it costs nothing.

What GPs Actually Say They're Looking For

We ask every GP we work with: "What would your ideal practice look like?"

The answers are remarkably consistent.

→ Autonomy over their clinical day

Trust that they're a trained professional.

→ A team that actually functions like one

GPs, nurses and administrative staff who support each other and share a collective purpose.

→ Leadership that is visible and accessible

GPs want a leader who shows up and doesn't disappear when things get hard.

→ A manageable patient load

The sense that demand is being managed thoughtfully, not just absorbed indefinitely.

→ Room to grow professionally

A clinical interest, teaching or leadership involvement. A future here and not just a job.

�� WORTH REFLECTING ON

People stay or leave based on how their daily experience feels, and most of what drives that feeling is within a practice's control.

The Culture Problem No One Wants to Name

We ask every GP we work with: "What would your ideal practice look like?"

Culture rarely collapses dramatically. It erodes quietly. Meetings where concerns go unaddressed. New staff left to find their feet. Senior GPs whose experience is taken for granted. Everyone too busy to invest in the team as people.

"In five years, I was never once asked what I was finding hard. I'm sure it wasn't intentional — everyone was busy. But it's a strange feeling, giving so much to a place and feeling like no one really knows you're there."

— Practice Nurse, Waikato primary care clinic , reflecting after resignation

The practices that retain great staff aren't the ones with the newest facilities. They're the ones where people feel genuinely known .

How We Approach Permanent Placement Differently

When a practice comes to RWR Health, we don't just match a CV to a job description. We start by understanding the practice, its leadership style, team dynamics and honest challenges.

Because a great clinician in the wrong culture won't stay, and a revolving door helps no one.

Our role is to find clinicians whose values and working style genuinely align with what a practice offers and to be honest with both parties before any offer is made.

✅ OUR APPROACH

Every permanent placement at RWR Health includes a practice culture conversation, a candidate values discussion, and an honest briefing to both sides before an offer is made. A placement that lasts is worth infinitely more than one that's simply fast.

Retention Checklist: Is Your Practice a Place People Stay?

Use this as an honest self-assessment. The most valuable answers are the uncomfortable ones.

Leadership & Communication (Foundation)

☐ Clinical staff have a regular, protected space to raise concerns and those concerns are genuinely followed up

☐ Leadership is visible day-to-day, not only in a crisis or a formal review

☐ Staff understand the practice's direction and priorities — they don't have to guess

☐ Difficult conversations (workload, performance, conflict) are addressed directly and respectfully, not avoided

Day-to-Day Experience (Culture)

☐ New GPs and clinical staff have a structured onboarding (they're not expected to simply figure it out)

☐ Clinical autonomy is respected (GPs are trusted to manage their patient interactions as professionals)

☐ The team across GPs, nurses, and admin communicates well and genuinely supports one another

☐ Patient demand is actively managed (workload concerns are taken seriously, not simply normalised)

Growth & Future (Long-term Retention)

☐ GPs can see a meaningful professional future at this practice

☐ Clinical interests, special skills or leadership potential are acknowledged and actively nurtured

☐ Individual check-ins happen at least annually

☐ You know (even without asking HR) what each of your GPs finds most meaningful about their work here

 Key Takeaways

�� What to carry with you from this article

The exit decision happens long before the resignation - The window to act is much earlier than most practice managers realise.
GPs stay for human reasons, not structural ones - Autonomy, team connection, visible leadership and feeling known are the real drivers.
Culture deteriorates quietly, not dramatically - It's the slow accumulation of feeling unheard and that's within every practice's power to address.
Permanent recruitment is about fit, not just filling a gap - Hiring with values and culture alignment is what creates teams built to last.
The practices that retain great people are intentional about it - They invest quietly, consistently in making their practice a place people are proud to work.

Leadership Shapes Care: The Critical Role of Leadership in Aged Care Recruitment

Thu, 19 Mar 2026 06:59:04 GMT

By RWR Marketing

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The aged care sector across Australia and New Zealand continues to face intense pressures. Workforce shortages, regulatory changes and increasing resident expectations mean that strong leadership is more important than ever.

In this environment, leadership doesn’t just influence operations. It directly shapes the quality of care delivered.

Why Leadership Matters in Aged Care

Strong aged care leadership directly impacts resident wellbeing, staff retention and compliance outcomes. Investing in the right Facility or Clinical Manager protects both people and performance.

Aged care facilities rely on leaders who can balance operational efficiency, regulatory compliance and the well-being of residents and staff. The right Facility or Clinical Manager sets the tone for the entire team, establishing culture, accountability and standards that ripple through every aspect of care.

Recruitment for these roles this year has become more competitive and selective. Skilled leaders are in demand, and facilities can’t afford mis-hires.

A strong leader reduces staff turnover, increases engagement and ensures residents receive the consistent, high-quality care they deserve.

Recruitment Challenges in 2026

Across Australia and New Zealand, the aged care workforce continues to tighten. With an aging population and rising demand for services, hiring leaders who are not just qualified but also culturally aligned with the facility is critical.

It’s not enough to simply fill positions. Facilities need leaders who can:

Drive regulatory compliance and meet accreditation standards

Inspire and retain frontline staff

Implement effective operational and care strategies

Respond to the evolving needs of residents

Recruitment partners must now operate as strategic advisors, helping facilities assess both capability and cultural fit to ensure leaders will succeed long-term.

Investing in the Right Leadership

When a facility invests time and resources in recruiting the right leader, the benefits extend beyond operational efficiency. Staff retention improves, residents experience higher-quality care and compliance risks are reduced.

The right leader is able to shape the culture, drive performance and protect the wellbeing of both staff and residents.

Facilities that prioritise leadership in recruitment are currently the ones best positioned to thrive in a competitive aged care market.

At RWR Health, we support facilities in finding these exceptional leaders because we know that the right hire is key to protecting residents, empowering staff and securing the future of care.

In today’s market, getting the right leader in place matters more than ever.

Why Leading A Company Is Like Playing A Stadium Show

Fri, 19 Dec 2025 05:33:27 GMT

By John Caldwell

Hey Lady Gaga, we’re the same. And so are you, if you’re a CEO.

Stay with me.

I was at Lady Gaga’s Mayhem Ball show at Accor Stadium in Sydney. Roughly 70,000 people in the stadium, lights up, huge opening, full spectacle.

And then, somewhere in the middle, I started to turn.

I got bored. Irritated. I caught myself thinking, “This isn’t landing.” I even texted friends on the other side of the stadium: “Is it just me or is she falling flat?”

I looked around, decided people weren’t dancing as much, and made the classic move: I promoted myself to Chief Performance Critic of Lady Gaga.

Then towards the end, everything shifted.

She sat at the piano. She started talking to us like humans, not a crowd. She played in a way that felt stripped back and vulnerable.

And suddenly I was on my feet. Singing. Dancing. At one point, crying.

That moment hit me in the chest. It was exactly what I needed. But here’s the bit that matters:

When I was bored and grumpy, she was probably hitting it out of the park for someone else. When I was having my emotional epiphany, a different part of the stadium was checking their phones.

Same show. Same set list. Seventy thousand different experiences.

And that’s when it clicked: this is the reality of being a CEO.

We are all running a stadium show

Leadership, especially at CEO level, is one long attempt to run a coherent “show” for people who are all wanting something slightly different at the same time.

The board wants certainty. The exec team wants clarity. The team wants support. The market wants performance. Everyone wants something now.

You pull a strategic lever, and one group is up dancing, another group is sitting down with their arms folded, wondering why you “don’t get it”.

That doesn’t mean you’re failing. It means you’re doing the job.

Success for a CEO is not “everyone loved every minute”. Success is “by the end, the stadium was on its feet”.

But that requires something people don’t like to talk about: patience.

You can’t judge the show at the halfway mark

If I’d left that concert when I was annoyed, I would have walked out telling everyone it was average.

I would have missed the moment where the whole stadium came together. I would have missed the part that stayed with me for days. And I would have been wrong about the show.

We do this with CEOs all the time.

We judge based on the first act of a transformation. We decide the strategy is off because the first quarter felt uncomfortable. We whisper about “culture issues” halfway through a reset that hasn’t even had time to land.

Meanwhile, the CEO is trying to keep 70,000 different expectations in the air and still land the finale with cash in the bank.

The dancer who fell and why leadership has to stop the music

At another Mayhem Ball show, one of Gaga’s dancers fell off the stage. The surface was wet, he slipped, and it was a nasty-looking fall.

She didn’t power through. She stopped the entire show.

Lights up. Music cut. Seventy thousand people waiting, mid-adrenaline, because one human needed attention and safety.

That is leadership.

Sometimes you have to stop the bus for one person, even when everyone else wants to keep driving. The rest of the crowd doesn’t always understand why you’re pausing. They get restless. They complain. They say you’re overreacting.

Until the day it’s them. Until the day they’re the one who’s burned out, sick, grieving, or hanging off the edge of the metaphorical stage.

Good CEOs know this. There are days when the entire company feels like it’s paused for “no good reason” because you are quietly dealing with something that absolutely cannot be done on a live mic.

The show still has to look effortless

I also found myself getting annoyed at the breaks.

Why is this taking so long? Why is nothing happening? Surely they could tighten this up?

As if a human belting out stadium vocals in head-to-toe costume under lights for two hours doesn’t need water, oxygen and time to reset.

And this is where CEOs and performers are frighteningly aligned.

The sales team is out front doing the show. The ops, tech, finance and people teams are backstage making sure the stage doesn’t crumble, the lights don’t blow, the contracts are watertight and payroll happens on time.

You miss one quiet, “boring” back-end piece and the whole performance falls over. No one claps for the person who fixed the system that prevented the disaster. They only notice when it breaks.

As CEOs, we live there. Your calendar might show a couple of visible “acts” a week. The rest is what I call the plumbing of leadership. Unseen, unsexy, absolutely essential.

“I hope when I come back in 20 years, you still want to see me.”

Towards the end of the Sydney show, Gaga said something like:

“I love you, Australia. I hope after I go away and write songs for 20 years and come back, you still want to see me.”

That line gutted me.

Because what we were watching that night wasn’t just a concert. It was the product of decades of work we never saw. Voice lessons. Failed ideas.

Team changes. Injuries. Reinventions. Negotiations. Fifteen versions of a show before the one that made it to Sydney.

It’s the same question every CEO quietly asks, even if we never say it out loud:

If I go away and do the hard, invisible work for years – the decisions, the restructures, the risks, the late nights, the bets that don’t pay off immediately. Will you still want to be in my stadium when it all comes together?

What most people see is the “night of”. The town hall. The big email. The strategy deck. The one moment they directly interact with you.

What they don’t see is that once you’ve finished scripting that one moment, you still have to:

Make sure the stage works. Make sure the lights hold. Make sure the choreography (people, process, tech) is actually doable in real life. Make sure the money is there. Make sure the team behind you can still walk at the end of the tour. And write the next 20 years at the same time.

That’s the job. That’s the scale.

A small request, from one CEO to the rest of the stadium

So yes, Lady Gaga and CEOs have something in common.

We’re all trying to put on the best show possible, in real time, for a crowd that doesn’t share one brain, one taste, or one timing.

Sometimes you’re in the part of the show that isn’t for you. That doesn’t mean it’s a bad show. It means you’re not the only one in the room.

To my fellow CEOs: You’re not crazy. The job really is this big and this messy and F:*$ing HARD!. You are allowed to take an interval, fix the lighting, check on the dancer who fell, and still call it a good night.

To everyone else: Before you decide your CEO is “falling flat”, ask yourself: Is this just not my song? Am I judging the show too early?

Because at the end of that night in Sydney, the whole stadium was dancing. Different songs. Different moments. Same energy, together.

I’m glad I didn’t leave at halftime.

Recruitment is Broken. Here’s How We're Building the New Model.

Thu, 11 Sep 2025 07:31:06 GMT

By John Caldwell

Let’s be honest. For too long, the recruitment industry has been running on an outdated operating system. It’s become a transactional numbers game of shuffling résumés, matching keywords and pushing candidates into roles that fit a brief but not a purpose. It’s slow, impersonal and fundamentally misaligned with the speed and soul of modern business.

This old model treats people like inventory. It’s the reason why so many companies feel underserved by their recruitment partners and why countless talented individuals feel unseen in their career search.

That model is broken. And we’re not here to patch it up. We’re here to build its replacement.

From Gatekeepers to Champions

The fundamental flaw of the old model is its mindset. It positions recruiters as gatekeepers and guardians of a rigid process designed to filter people out.

We believe in a different role entirely. We are Champions of Opportunity .

This is more than a tagline. It’s actually a mandate. It means we are curious, fearless and relentless in our pursuit of the perfect connection. It means we don’t just wait for opportunities to appear; we actively create them. We ask the questions others don’t, we see the potential others miss and we understand that a single placement can change the trajectory of a career, a company and an entire industry.

The New Model: Tech-Enabled, Human-First

As a futurist and an entrepreneur, I believe technology is a powerful catalyst for change. We leverage the latest AI and data analytics to streamline processes and uncover insights that were previously invisible. But we do so with a clear purpose to free up our most valuable asset (our people).

Technology can’t build trust over a coffee. It can’t understand the nuances of a company’s culture or the unspoken ambition of a candidate. It can’t forge a genuine connection that transforms a professional relationship into a true partnership.

Our new model uses technology to enhance human intuition. It allows our specialists to spend their time on what truly matters: advising, coaching and building the deep, authentic relationships that lead to transformative outcomes.

An Ecosystem of Ownership and Expertise

Perhaps the most radical departure from the old model is how we are structured. RWR Group is not a top-down monolith. We are a thriving ecosystem of specialist business owners.

Our franchise model is a core part of our vision to disrupt the industry. We empower the best recruiters to become leaders in their own right and true owners who are deeply invested in the success of their clients, their candidates and their communities.

When you partner with RWR Health, Retailworld, Hospoworld or RWR Construction, you’re partnering with a business owner who has skin in the game, who lives and breathes their specialist sector and whose personal success is inextricably linked to yours. This is the power of "Playing as One" and "Owning It." It creates a level of accountability and passion that the old model simply cannot replicate.

This is the Future of Recruitment

This new model is about moving:

From transactional placements to transformative partnerships .
From filling roles to building careers and shaping industries .
From a centralised machine to a community of empowered experts .

We are building a new standard, one that is personal, bold and relentlessly focused on championing opportunity. The old way of doing things is finished.

Are you ready for a recruitment partner that's built for tomorrow, not yesterday? Let's connect.

This Mistake Cripples Businesses. Here's How to Stop It.

Wed, 27 Aug 2025 06:49:57 GMT

By John Caldwell

Throughout my career at RWR Group, I’ve seen the same costly mistake repeated time and time again. A business takes its top individual performer, a brilliant operator or a star salesperson, and promotes them into a leadership role. Everyone celebrates the promotion as a success.

Six months later, that new leader is struggling, their team’s performance has dipped, and the culture is starting to sour.

This isn’t a rare occurrence; it’s an epidemic of what I call ‘accidental managers’. And the data backs up what I've seen on the ground for decades. A recent Chartered Management Institute (CMI) study found that a staggering 82% of managers have received no formal leadership training.

Think about that. We’re handing over our most valuable assets, our people and our culture, to leaders who have never been taught how to lead. It's no wonder Gartner found that 60% of new managers fail within their first two years. We are setting them up to fail.

It’s a Selection Problem, Not Just a Skills Gap

We can’t just blame a lack of training. The real issue starts earlier; it's a fundamental failure in how we select leaders.

Too many organisations confuse operational excellence with leadership potential. Managing a P&L or driving sales is a completely different skill set from inspiring a team, driving strategic transformation, or building a high-performance culture. It is blunt: only one in ten people possesses the natural combination of talents to be a great manager.

When we promote without a rigorous process for identifying that talent, the ripple effects are enormous:

Top talent walks. People leave managers, not companies. I’ve seen entire high-performing teams dismantled by one poor leadership placement.
Performance craters. An unsupported manager can’t set clear goals or motivate a team, directly impacting productivity and profitability.
Brand value erodes. Your leaders define your company’s culture and reputation, both internally and in the market. Ineffective leadership damages your brand from the inside out.

Building a Future-Proof Leadership Pipeline

The good news is that this is entirely fixable. It requires a strategic shift in how we approach leadership development, both for external hires and internal promotions.

First, hire for potential, not just past performance. When we partner with businesses, we look beyond the resume. We assess for emotional intelligence (EQ), learning agility, and genuine values alignment. Does this person have the humility to learn and the resilience to lead through change? Can they build a culture, not just manage a spreadsheet?

Second, onboarding is everything. A leader's success shouldn't be left to chance. The placement is just day one. True success requires a structured development plan from the very beginning, including executive coaching, mentorship, and crystal-clear expectations for the first 90 days and beyond.

At RWR Group, this is at the heart of what we do. We don’t just fill a vacancy; we act as strategic partners to help you identify and nurture leaders who are equipped to drive real transformation. Building a robust leadership pipeline isn’t just good practice—it’s the ultimate competitive advantage.

Being Busy Is BS and Just Another Form of Hiding

marketing@rwrgroup.co.nz (RWR Group Marketing) — Thu, 31 Jul 2025 22:55:15 GMT

Let’s call it.

Most people aren’t productive, they’re just panicking in a suit .

They’re chasing their tails in a tornado of meetings, emails, Slack pings, task boards, and "quick calls" that go nowhere. And when you ask them how they’re going?

“Oh mate, flat out.”

Yeah. Flat out… doing what?

Because here’s the thing: being busy is easy . Being effective is rare.

Busy people do a lot. Effective people get results.

There’s a big difference, and most professionals have lost sight of it.

Somewhere along the way, output got replaced with activity. Effort replaced outcomes. Time spent became more important than value delivered.

And let’s be honest: a lot of people are buying their own bullshit . They're mistaking motion for progress. Praise themselves for being 'slammed’ when all they're really doing is sweating through chaos they created by saying yes to everything and finishing nothing.

This isn’t just a recruitment problem. This is an everywhere problem.

Recruiters sending 100 cold reach-outs a day but filling nothing.

Managers drowning in back-to-back calls with no strategy behind them.

Leaders caught in decks, dashboards and “quick check-ins” that don't move a single KPI.

Whole teams doing cartwheels just to look productive.

The worst part? Everyone knows it. But no one wants to say it.

So let me:
If your calendar is full and your scoreboard is empty, you’re not busy. You’re stuck.

Busy is a drug. And it’s addictive.

It makes you feel needed. Important. In demand. It fills the awkward silence where results should be.

But it’s also the perfect cover for lack of clarity, fear of failure, and decision avoidance . You can’t be held accountable if you’re “so busy.” You can’t be questioned if you’re burning the candle at both ends.

And we reward it.

We praise the hustle. We applaud the exhaustion. We promote the performers who work late… even if they never win.

Meanwhile the people who quietly deliver results, they get overlooked, because they’re not seen to be grinding.

Insanity.

High-performers don’t look busy. They look calm.

They say “no” more than they say “yes”.

They don’t join every meeting.
They don’t reply to emails instantly.
They’re not in Slack all day.

Because they’re busy thinking , doing , and delivering . They know the only KPI that matters is impact . Not noise. Not motion. Not airtime.

If you don’t know what that looks like, chances are you’re surrounded by performers, not producers.

So what now?

Ask yourself:

What did I do today that actually mattered?
If I stopped half my tasks, would anyone notice?
Am I producing outcomes, or just managing perception?

It’s not comfortable. But that’s the point.

You don’t fix a culture of noise by adding more updates.

You fix it by measuring results, not reputations.

You fix it by rewarding effectiveness, not effort.

You fix it by cutting the crap and getting clear on what success actually looks like.

So, are you actually making a dent? Or just looking busy?

I’d love to hear your take.
Drop a comment, disagree, tag someone who needs this.

Let’s talk about it.

Leadership Starts With You: Why Your Health Is Your Responsibility

marketing@rwrgroup.co.nz (RWR Group Marketing) — Mon, 14 Jul 2025 09:40:37 GMT

Let’s be honest. When you're running a team, driving results, showing up for clients, and solving problems before most people finish their first coffee, it’s easy to forget the one person you need to lead first: yourself.

But the truth is, if you’re running on empty, everyone around you feels it. This is your friendly reminder that taking care of your mental and physical health is responsible leadership.

You Can’t Lead Well If You’re Running on Empty

There’s a strange badge of honour in pushing through exhaustion, skipping lunch, or catching up on work at midnight. But burnout doesn’t make you a better leader. It makes you reactive, distracted, and less present for your team.

You don’t need to hit rock bottom to permit yourself to reset. Taking care of yourself is part of the job.

Your Team Feels Your Energy

You might not notice it, but your team does. The mood you bring into the office, the way you handle pressure, and how present you are in meetings all reflect how you’re feeling inside.

Leaders who are well-rested, mentally clear, and physically energised create environments that are calmer, more productive, and more human.

Wellness as a Leadership Strategy

Think of your well-being as a core part of your leadership toolkit. Your ability to make good decisions, regulate stress, show up with empathy, and motivate others all hinge on your personal health.

Some of the best leaders are the ones with clarity, energy, and emotional stability. That comes from proper rest, good fuel, movement, support, and boundaries.

You don’t have to become a wellness influencer overnight, but small shifts compound over time.

Nobody Else Can Do This For You

You delegate. You lead. You lift others. But here’s the kicker: no one can take care of your well-being for you.

Yes, workplaces can and should support wellness. But ultimately, the responsibility sits with you, and that’s empowering because you get to choose what your baseline looks like.

Wellbeing Is Part of the Job Description

If you’ve been waiting for permission to put your health first, here it is. Because when leaders take proactive care of themselves, everyone benefits.

You don’t have to overhaul your life. Just start.

Take a breath. Drink some water. Move your body. Call a friend. Go to bed earlier.

Then do it again tomorrow.

The Real Cost of Healthcare Staff Shortages and Why Recruitment Matters More Than Ever

marketing@rwrgroup.co.nz (RWR Group Marketing) — Wed, 11 Jun 2025 06:31:01 GMT

If you’re working in the health sector, you don’t need statistics to tell you how stretched the system is, you feel it every day.

From hospital corridors to aged care homes, and midwives to radiographers, workforce shortages are straining every corner of care. And it’s not slowing down.

The Numbers Speak Volumes

Nursing : By 2025, Australia is expected to face a shortage of over 85,000 nurses. That’s not just numbers, that’s real pressure in EDs, wards, and community health services.

Midwifery : Almost 10,000 midwives are short. Maternity services are under stress.

Allied Health : Physiotherapists, OTs, speech pathologists, and radiographers are in critical demand in both public and private sectors.

Theatre & Anaesthetics : Surgical delays are increasing because there simply aren’t enough technicians to support the load.

Aged Care : With turnover rates hitting 50% in some facilities, continuity of care is becoming harder to guarantee.

What’s driving this? An aging workforce, high levels of burnout, and increasingly complex care needs. Over 40% of healthcare workers report stress-related symptoms. That’s not sustainable for anyone.

At RWR Health , we don’t just place candidates. We partner with people. We believe recruitment plays a frontline role in supporting the sector, finding the right talent, helping organisations retain them, and offering strategies that care for the carers.

Because the truth is, we’re not just solving staffing problems, we’re helping build a stronger, more resilient healthcare system.

If you're in the sector, we want to hear from you. Let’s talk challenges, but more importantly, let’s talk solutions. Call us today!

Recruiting for Executive Roles

Tue, 20 May 2025 03:20:21 GMT

A Personal Approach to Finding Leaders Who Make a Difference By Jeanette Rendle

Finding the right leader for your organisation is crucial to ensuring the future and success of your organisation, your people, and ultimately, the care you provide to your patients/clients and the community you serve. Every hire at the executive level has the potential to influence the direction of an organisation, shape its overall culture as well as impact patient outcomes. Executive Recruitment is a complex process that requires significant time and resources as well as intellect and emotional intelligence.

I’ve spent years as a healthcare recruiter, working closely with organisations to not only understand their immediate needs but also their long-term vision. It’s this depth of understanding, along with a compassionate and personal approach that ensures we help you find the executive who truly fits your organisation’s strategic vision. We work closely with our clients to clarify your "what" and "why" and make sure every candidate aligns not just on paper but in their ethos. There is real value in us understanding not just the job requirements, but the nuances of company culture, team dynamics, and long-term organisational goals.

Why Executive Search in Healthcare is So Important?

The stakes in healthcare are high. Executives don’t just lead the organisation. They navigate the machinations of government and regulatory controls, need to remain sustainable and fiscally responsible with changes to funding streams and ultimately lead teams responsible for people’s health and wellbeing. They must balance the operational and financial demands of running an organisation while keeping clients and patients at the heart of every decision. I’ve seen first hand the difference a strong leader can make.

The right leader can navigate regulatory challenges and the impact of government funding constraints while implementing innovative practices and fostering a positive, supportive culture for their teams. The wrong hire can have negative consequences - in terms of financial sustainability, but also reputation, employee retention, and the ability to adapt to sector-wide changes. That’s why the executive search process needs to be thorough and thoughtful.

The Challenges of Finding the Right Healthcare Executive

Over the years, I’ve come to understand that finding the right healthcare executive is a delicate balancing act. These roles require more than just technical expertise. They demand leaders who can think strategically, deliver operationally, inspire teams, and act with compassion in often high pressure environments.

Every organisation has a distinct culture and mission. For healthcare, it’s critical that leaders not only have the necessary skills and experience but also align with the organisation’s patient-centred values. The higher up you go, the smaller the talent pool becomes. Many of the best executive candidates aren’t actively job hunting. That's why we are constantly building and nurturing relationships with talented leaders who may not be looking right now but would consider the right opportunity when it comes up.

Key Factors in Healthcare Executive Search

At RWR Health, our approach to executive recruitment is personal, strategic, and tailored to your organisation’s needs. We understand that executive recruitment in healthcare requires more than a list of qualifications. It requires a nuanced understanding of the human side of leadership.

1. Aligning Vision and Values
The recruitment process starts by diving deep into your organisation’s mission, vision, values, culture, and current and future goals. I’ve seen time and time again that even the most technically skilled leader can struggle if they don’t share your values. That’s why, beyond qualifications, we focus on finding candidates who genuinely connect with the heart of your organisation.

2. Assessing Leadership Qualities
In healthcare, leadership isn’t just about making decisions; it’s about how those decisions impact people - patients, staff, and the broader community. We look for leaders with a high degree of emotional intelligence. People who can navigate difficult situations with empathy, communicate effectively, and inspire those around them.

3. Specialised Knowledge
Healthcare is constantly changing. Leaders in this space need to be able to manage not only the day-to-day running of the organisation but also the broader regulatory environment and technological advancements. We ensure that every candidate has the deep industry knowledge required to thrive in this demanding sector.

The RWR Health Difference

Executive search brings immense value to organisations. At RWR Health, we go above and beyond to ensure your recruitment process is seamless and successful. Here’s what we bring to the table:

A wide network of talent : Over the years, We’ve developed strong relationships with executives across the healthcare industry. This allows us to tap into a broad network of professionals, including those who aren’t actively seeking a new role but would consider the right opportunity.
A personal touch : Executive recruitment isn’t just about ticking boxes. We take the time to get to know each candidate personally, understanding not just their qualifications but their motivations and leadership style. This ensures we are not just filling a role but finding someone who will thrive in your organisation.
Objective assessments : Our approach involves a thorough evaluation process that goes beyond just interviews. This includes reference checks and leadership assessments to ensure we find the right match for both your organisation and the candidate.

Best Practices for a Successful Executive Search

A successful executive search process is built on clear communication, careful planning, and a strong understanding of what success looks like. Here’s how we ensure you find the best leader for your organisation:

1. Define Clear Expectations
A full brief is the first step we take with any client, to clarify the expectations for the role. What challenges will the new executive face? What skills and experiences are non-negotiable? Having a clear roadmap helps ensure we’re all aligned on what the ideal candidate looks like. This is an opportunity to confidentially tell us of your current internal challenges and struggles. The right leader will be able to solve these for you.

2. Prioritise Cultural Fit
Cultural fit is often the deciding factor in a candidate’s long-term success. That’s why we spend time getting to know both your organisational culture and the individual’s leadership style, ensuring we find someone who will integrate seamlessly with your team.

3. Maintain Open Communication
Throughout the recruitment process, we maintain open lines of communication with both the client (often a Board appointed panel or the CEO) and all of the candidates. This ensures that expectations are managed, questions are addressed, and the process runs smoothly from start to finish.

Finding the Leaders Who Make a Difference

In summary, at RWR Health, We don’t just help you fill an executive role; we help you find the leader who will drive your organisation forward, inspire your team, and ensure the best possible outcomes for your patients. Executive recruitment in healthcare requires a strategic, thoughtful, and personal approach. If you’re looking for your next healthcare leader, We're here to help. Together, we can find the right person to guide your organisation into the future.

The Shift in Hiring Dynamics: Why Brands Need to Rethink Their Approach to Recruitment Agencies

Tue, 20 May 2025 03:16:20 GMT

The way companies engage with recruitment agencies is outdated—and it's costing them top talent.

For years, many businesses have viewed recruitment agencies through a narrow lens—either as a necessary cost when internal hiring efforts fail or as a transactional service provider. Some have even operated under the outdated belief that agencies are expendable, treating them as secondary participants in the hiring process. But the landscape has changed. The power dynamics in recruitment have shifted, and agencies now hold more influence than ever before. Companies that fail to recognise this shift and continue to dismiss agencies as mere vendors risk damaging their employer brand, limiting their talent pool, and ultimately losing out on top candidates.

Recruiters Are at the Centre of the Talent Ecosystem

Recruitment agencies are no longer just about filling jobs. We sit at the very centre of the hiring ecosystem, constantly engaging with talent, market trends, and employer brands. We are:

Market specialists
Career advisers
Employer brand ambassadors
Talent strategists

Our relationships with candidates start long before they actively look for a role. The best talent isn’t sitting on job boards—they are building careers, and we are the ones guiding them. Recruiters have deep, long-standing relationships that give us real influence over where talent chooses to go next.

Even when a company is hiring directly, candidates will often consult with their recruiter before making a decision. They want to know:

What is the company’s reputation?
Do they have a high turnover?
How do they treat employees?
Is it worth making the move?

Recruitment agencies hold immense influence over hiring decisions, even in situations where they are not directly involved in the process. The way businesses engage with agencies determines how they are positioned in these critical conversations.

If a company has a strong, collaborative relationship with an agency, recruiters will naturally advocate for them—recommending them as an employer of choice, reinforcing positive aspects of their brand, and encouraging top candidates to seriously consider their roles. On the flip side, if a company dismisses, ignores, or mistreats agencies? That same agency is just as likely to steer candidates away.

Agencies Have More Reach Than Internal Hiring Teams

One of the biggest misconceptions is that internal recruitment teams have the same reach as agencies. The reality is, they don’t—because they can’t.

Recruitment agencies are built for volume. Our teams are significantly larger than most internal TA functions, and we speak to thousands of candidates every single week across a variety of industries, skill levels, and geographies.

This benefits companies in two ways:
We can find talent faster. The best candidates are already in our networks, meaning we can deliver top-tier talent before a company’s job ad has even gained traction.
We amplify employer brands. With our far-reaching networks, the businesses we work with get significant visibility among active and passive job seekers. Every interaction we have is a chance to promote a brand in the talent market.

A company’s employer brand isn’t just shaped by Glassdoor reviews or career sites. It’s built through daily conversations happening between recruiters and candidates.

Companies that work with agencies get the benefit of positive reinforcement in those conversations. Companies that dismiss agencies risk the opposite—being left out of the talent conversation entirely.

It’s Not Just About Hiring—It’s About Market Intelligence

A strong relationship with recruiters doesn’t just give companies access to candidates—it gives them access to real-time market intelligence that can shape hiring strategy.

Recruiters are constantly gathering insights on:

Salary expectations and trends – are you offering competitive pay?
Competitor hiring activity – where is your talent being poached?
Candidate sentiment – how is your company perceived in the market?
Hiring challenges – why are some roles taking longer to fill than others?

This data is invaluable, yet many companies miss out on it because they only engage recruiters on a transactional basis. Even businesses that don’t have a recruitment budget should be fostering strong relationships with agencies to gain these insights for free.

Specialist Agencies = Less Competition for Your Talent

A decade ago, recruitment agencies were largely generalists, meaning they sourced candidates across multiple industries. That meant whether or not a company worked with an agency didn’t impact their risk of losing talent—recruiters were sourcing from everywhere.
That’s no longer the case. Today, most agencies specialise in specific industries, building deep talent pools within niche markets.

What does this mean for employers?
If a company builds a strong relationship with a sector specialist recruiter, they are far less likely to lose their talent to competitors via that agency.
If a company burns bridges with an agency, that same agency is far more likely to approach their top talent for competing brands.

Companies need to understand that how they engage with agencies directly impacts their ability to retain staff. No business can afford to become a top-of-mind sourcing ground simply because of poor treatment of agencies leading to a damaged relationship.

Agencies Are Also Your Customers

Another overlooked reality: Recruiters are not just vendors—we are also your customers.

Recruitment agencies are run by business professionals who make decisions just like any other healthcare consumer. Outside of the public health system, patients have the freedom to choose the private clinic, hospital, or aged care facility that best meets their needs. The same applies to recruitment professionals—we engage with healthcare providers, recommend services to our networks, and influence choices within the sector.

The way a healthcare organization treats recruiters doesn’t just impact hiring—it shapes its reputation and the trust it builds with potential patients, families, and industry professionals. Engaging agencies with respect and collaboration doesn’t just strengthen your workforce—it creates advocates who can positively influence consumer choices across the healthcare ecosystem. On the other hand, neglecting these relationships can risk damaging trust and credibility within professional and patient networks alike.

The Power Dynamic Has Shifted—Are You Keeping Up?

The days of companies holding all the power over recruitment agencies are gone. Agencies now have more reach, more influence, and more industry intelligence than ever before.

The smartest brands recognise this and engage with recruiters as true partners—whether they use them for placements or not. They build relationships, share insights, and collaborate in ways that strengthen their employer brand and hiring success. The ones that don’t? They put themselves at risk. Because in today’s market, no employer can afford to alienate the very people who control the narrative around where talent should go next.

Do you agree that agencies hold more power in today’s hiring landscape?

Why Use a Recruitment Agency

Tue, 20 May 2025 03:12:54 GMT

The healthcare industry is all about people … patients, teams, and the skilled professionals who make it all work. Whether you’re a candidate looking for a role where you can make a difference or a company trying to build a reliable, compassionate team, recruitment can feel like a tough nut to crack. That’s where RWR Health comes in.

As specialists in healthcare recruitment, we understand the unique challenges of the industry and are here to connect exceptional people with the roles and organisations that need them most.

Curious about how we can help?

If you’re a healthcare professional, here’s why you’ll love working with us: Working in healthcare is a calling. You’re driven by a passion for helping others, but finding the right job isn’t always straightforward. That’s where we come in.

First, we know healthcare inside and out. From clinical roles to operational management, we understand the skills and experience needed to excel. We use this knowledge to guide you toward roles that fit your expertise and career goals.

And here’s the inside scoop: many healthcare providers work directly with us to find their dream team. That means we often have access to jobs you won’t see advertised elsewhere, giving you an edge in finding the right fit.

Your career is unique, and we treat it that way. Whether you’re looking to step into a leadership position, transition into a new specialty, or find a role with better work-life balance, we’ll help you explore options that align with your personal and professional ambitions.

Feeling overwhelmed by applications and interviews? Don’t sweat it. We’ll support you at every step, from updating your resume to interview prep, so you feel confident and ready to shine.

And the best part? We’re here for the long haul. We’re not just about finding you a job; we’re invested in helping you build a career that makes you proud.

If you’re a healthcare organisation, here’s how we can take recruitment off your plate:

We know how crucial it is to have the right people in your team … professionals who can provide exceptional care, handle challenges, and keep things running smoothly. That’s why we’re here to help you find them.

Our network is filled with highly skilled and passionate healthcare professionals. Whether you’re looking for nurses, allied health practitioners, or leaders in healthcare management, we’ve got you covered.

We also understand the urgency of healthcare recruitment. Vacancies can affect your ability to provide care, so we work quickly and efficiently to connect you with qualified candidates who are ready to step in.

We don’t just act fast, we prioritise finding the right fit. We focus on understanding your organisation’s culture, values, and specific needs so we can match you with candidates who will thrive in your environment.

Plus, we know that every interaction matters. Candidates who feel valued during the hiring process are more likely to view your organisation positively. We make sure every candidate’s experience reflects well on your brand.

Need help navigating the healthcare talent market? We’ve got you covered there too. From salary insights to workforce trends, we provide the information you need to stay competitive and attract the best talent.

And because hiring is such a critical decision, we go the extra mile to reduce your risk. Our thorough screening and vetting process ensures you’re making confident, informed hiring choices.

Why RWR Health?
Because healthcare is all about connection … between caregivers and patients, between teams, and between organisations and their people. At RWR Health, we specialise in building those connections and making recruitment easier, more efficient, and more effective.
Whether you’re looking for your next role or building your team, we’re here to help you succeed. Let’s make your next move count … together. Contact our team here

The Hidden Costs of Employee Turnover and How to Mitigate Them

Tue, 20 May 2025 03:11:31 GMT

Employee turnover is more than just a challenge, it's a significant cost to businesses that often goes uncalculated. While many companies focus on the expenses associated with recruiting and training new hires, the true cost of losing an employee is far more complex. For businesses in the healthcare industry, where expertise and experience are critical, understanding and addressing these costs is essential.

The Financial Impact of Employee Turnover

Replacing an employee isn’t just about hiring a new one; it's about the total cost involved in the process. In the U.S., businesses spend between 50% to 60% of an employee’s annual salary to find a replacement. In some cases, this can even reach up to 200%. The situation is no different in New Zealand, where employee turnover has cost businesses a staggering $3.8 billion over a 12-month period.

These numbers underline a critical point: high employee turnover is an expensive problem that spans industries. From lost productivity to the impact on company culture, the hidden costs of turnover can significantly affect a business’s bottom line.

Key Reasons Behind High Employee Turnover

Understanding why employees leave is crucial in mitigating turnover. Studies show that the first 45 days of employment are the most critical, with up to 20% of new hires leaving during this period. The reasons for this early departure are varied:

Mismatch of Expectations : Often, the job is oversold during recruitment, leading to disappointment.
Poor Onboarding : An ineffective onboarding process can shake a new hire's confidence in the company.
Lack of Clarity : Unclear job duties and expectations can leave employees feeling lost and unsupported.
Management Issues : Poor management, including micromanaging or unprepared managers, is a common reason employees leave.
Limited Growth Opportunities : Employees need to see a clear path for growth within the company.
Infrequent Feedback : Regular check-ins are essential to keep employees engaged and aligned with company goals.
Rigid Workplace Policies : A lack of work-life balance or a hostile work environment can drive employees away.
Inadequate Support : Employees need to feel supported by their organization, both personally and professionally.

Even beyond the initial phase, turnover remains a risk, with nearly a quarter of new employees leaving within their first year. This highlights the importance of consistent and long-term engagement from both HR and management.

Breaking Down the Costs of Turnover

The costs associated with turnover can be categorized into six main areas:

Replacement Time : It can take 8-12 weeks to replace a knowledge worker and even longer for more senior roles. During this time, productivity suffers.
Training Costs : Training new hires is costly, involving not just the trainee but also the trainer and their manager, often the company’s most efficient employees.
Lost Productivity : Frequent turnover negatively impacts morale and productivity, with new hires taking 6 to 9 months to reach full productivity.
Cultural Impact : High turnover can erode company culture and lower morale, affecting how long remaining employees plan to stay.
Higher Costs for External Hires : External hires often demand higher salaries, which can create wage disparities within the company.
Client Relationship Impact : High turnover can disrupt client relationships, leading to lost business and compromised timelines.

Steps to Reduce Employee Turnover

Reducing turnover begins with recognizing its full cost. By aligning turnover issues with business metrics, companies can better understand the impact and take action.

Step 1: Awareness and Alignment

Educate your team about the costs of turnover and ensure that these are tied to real business metrics. This will foster a sense of responsibility to hire well and retain employees.

Step 2: Build a Strong Onboarding Program

An effective onboarding program is key to employee retention. Make sure new hires feel welcomed and supported from the moment they sign their contract through their first six months.

Step 3: Innovate and Automate

Consider implementing an automated onboarding process to streamline administration and ensure consistency in how new employees are integrated into your organization.

Step 4. Exit Interviews

Seek to understand why employees are leaving your business, collate the data and look for common themes, address any issues to reduce staff turnover.

By focusing on these areas, you can mitigate the hidden costs of employee turnover, creating a more stable and productive workforce.

Data Source: https://action.deloitte.com/

The True Cost of Unfilled Roles

Tue, 20 May 2025 02:56:16 GMT

Happy New Year and Welcome to 2025!

A warm welcome to the new year! As we step into the new year, it's a great time to reflect on the opportunities ahead. The beautiful summer weather we've been enjoying is the perfect backdrop for setting goals and planning for success. For healthcare, the coming year presents both exciting challenges and opportunities to improve operations and enhance patient care.

Time significantly impacts your success and efficiency. An unfilled position can result in understaffing, increased pressure on your team and creating a ripple effect that negatively impacts patient care. The reality is that sourcing and interviewing candidates can take up to four weeks, and the process doesn’t end there. If the right fit isn't found and a recruitment agency becomes necessary, that timeline can easily extend another four weeks. Add in a standard notice period, and soon you’re facing a staggering 12-week gap that could seriously affect your operations and profitability.

Have you considered the cost of this extended vacancy period?

Why Quality Staffing is Key

Now more than ever, quality staffing is essential for success. Your employees are at the heart of your business, directly influencing customer satisfaction, brand loyalty, and operational efficiency. As leaders in the healthcare sector ourselves, we recognise that offering quality over quantity in staffing is vital for meeting and exceeding our clients’ high expectations while securing their loyalty.

Our Expertise Makes the Difference

At RWR Health, we understand the importance of getting the right people in the right roles. Our expertise in efficient recruitment strategies allows us to connect you with top-tier candidates actively seeking new opportunities. By partnering with us early in the hiring process, we can significantly reduce the typical 8-12 week recruitment period, getting the right fit for your business in just 23 days on average.

Our tailored approach ensures a quick, seamless transition, minimising disruption to your team and customer experience. By reducing internal costs associated with vacancies, we help you stay competitive and focused on delivering exceptional service.

Let’s Accelerate Your Hiring Process in 2025!

Inspiring the Next Generation - ASB Leadership Connect Programme

Tue, 20 May 2025 01:35:14 GMT

At RWR Health recruitment, we have always been and will continue to be advocates for mental health and wellness. Whether it's advocating for benefits like additional leave days or finding a new team member to alleviate your workload, we prioritize supporting mental health. So when Youthline reached out and asked us to take part in their ASB Leadership Connect Programme, it was a no-brainer.

The student-led leadership programme is currently in its pilot stage, running across five Tāmaki Makaurau schools, and will be rolled out across New Zealand come 2024. It aims to help rangatahi tackle the problem of youth mental health issues head-on. The programme is all about teaching youth how to support each other and reach out when needed, while also giving them access to valuable resources and opportunities.

This incredible initiative is revolutionary in its approach as it’s been designed hand-in-hand with young people and has undergone rigorous peer review. It's all about putting the youth at the centre - they have actively contributed since the very beginning, working closely with Youthline and ASB to shape the program. Their involvement from day one has created a strong sense of ownership and dedication.

Catering for Year 12 and 13 students, this program provided the students an opportunity to request guest speakers to cover anything they felt important, and the biggest request was having a recruitment provider come in to help answer any questions or concerns they had to navigate entering the workforce.

RWR Health has been a recruitment partner with Youthline since 2020 and because of this standing relationship, we were invited to showcase hints, tips, and tricks to stand out when applying for work. We spoke about our own personal career journey but gave practical advice on the future of entering the job market such as psychometric testing and online social media presence. We love the work that Youthline are doing and the impact they make, which is why we jumped on this opportunity to engage with our local community alongside one of our favourite partners.

Robbie McKenzie (RWR Health) and Danielle Dunn (Hospoworld and Retailworld) have spent the last few weeks sharing their comprehensive presentation to inspire and inform at each of the five schools.

Danielle, Director of Retailworld Auckland and Hospoworld Auckland & South Island expressed her honour and enthusiasm about being involved with Youthline. “The opportunity to be involved with Youthline was an honour, I love what I do as I love to positively influence our RWR teams, clients and candidates but it was something special to be in a position to influence and give back to the wider community and especially our rangatahi. I think the world is changing and societal norms are becoming a thing of the past, however, there are still many expectations that we hold over our young people when it comes to their career paths after school. It was great to have the opportunity to discuss my non-linear path to my current success and showcase what the retail and hospitality industry has to offer, either straight from school, after study or later in life for a potential career change.”, Danielle said, reflecting on the experience, “In a few year's time when our current year 11 and year 12 students have left school, there will be jobs, career paths and industries that do not currently exist - that is exciting and so being able to remind the young ones that following your heart and passion can lead you much further was refreshing for me and hopefully impactful for them.”

We consider ourselves extremely fortunate to have been invited to share our knowledge and contribute to the well-being of youth throughout Aotearoa. Take a look at some of the snaps over on our LinkedIn !

How Anyone in Healthcare can Benefit from a LinkedIn Profile

Tue, 20 May 2025 01:34:18 GMT

LinkedIn is a widely used platform by healthcare professionals in New Zealand, with many finding it to be an indispensable tool for advancing their careers. While many people associate LinkedIn with networking, it offers so much more than that.

LinkedIn operates similarly to Facebook, however, it has many more benefits that allow you to stay ahead of the curve in your industry and your career. Some of our favourite features include the ability to subscribe to newsletters, create a feed filled with relevant industry news and updates, and, of course, using it as a tool for career progression. It's a place to join a community filled with support, insights, and motivation within your industry, as well as any others you're interested in. It is important to remember that LinkedIn is not just for corporate business. Who you follow and connect with is truly up to you.

Due to a shortage of healthcare workers in the market, there is currently an abundance of career progression opportunities available. However, navigating through the diverse range of job options and companies can be overwhelming and time-consuming. Applying for jobs can also be challenging, especially when trying to understand whether you meet the qualifications or not.

Fortunately, LinkedIn can simplify the process. Your profile can include detailed information about your education, experience, skills, and background, providing businesses with a comprehensive view of your qualifications. This way, when organizations contact you about a job opening, you can be confident that you are suitable for the position. A LinkedIn study found that job seekers who regularly engage with content on the platform are 29 times more likely to get noticed by employers. Additionally, LinkedIn's job matching feature sends you a summary of jobs that apply to you every two weeks, where applying is as simple as clicking one button.

Facebook is a popular social media platform, but it's not the best option for professional networking and job hunting. While it can be convenient to join healthcare-focused groups, their primary purpose is to facilitate social interaction. Unlike LinkedIn, Facebook lacks the essential features and functionality that recruiters, companies, and hiring managers require to find and engage with potential job candidates. Additionally, Facebook groups lack the searchability and discoverability that professional networking platforms offer, making it difficult to connect with like-minded professionals and find relevant groups.

LinkedIn, on the other hand, offers an all-in-one platform for connecting, finding job opportunities, researching companies, staying informed about industry news and insights, and showcasing professional achievements. It's more than just a resume, as it allows you to keep your personal and professional lives separate. This means you can maintain your privacy while still showcasing your professional expertise.

As a business, having a LinkedIn profile can help you connect with a broader scope of candidates and clientele. Establishing an online presence allows potential employees and clients to form a relationship with your brand before connecting with you. A LinkedIn page provides an opportunity to showcase your brand, mission, and values to a professional audience, and it can help establish your business as a leader in the industry. Building trust with potential clients, partners, and employees is also easier when you have a professional presence on LinkedIn.

These features make LinkedIn an excellent choice for professionals seeking to advance their careers and build their professional reputations. At RWR Health, we are proud to say we’ve found many candidates incredible jobs through their LinkedIn profiles that they never would have dreamed of beforehand. We wholeheartedly encourage every candidate and client to join the site to open the same pathways and opportunities. Remember, it’s not what you know, but who you know. And by joining LinkedIn, you’ll instantly be connected to millions of others.

Why is Everyone So Bloody Miserable at Work? By John Caldwell, CEO RWR Group

Tue, 20 May 2025 01:33:36 GMT

We’re in the thick of it right now—big change, big growth, and even bigger expectations.

New leadership. New systems. New people. The kind of momentum we’ve been chasing for years is finally happening. And yet, if I’m being honest, the one thing keeping me up at night isn’t the tech platforms, the strategy, or the P&L.

It’s our people.

I’ve been working hard to bring our team along for the ride—to keep them motivated, connected, and actually enjoying the work. But it’s not easy. In fact, it’s been one of the most confronting challenges of my career. Because despite our best efforts, I’ve started to notice something... and it’s not just in our business. It’s everywhere.

Lately, I’ve been walking through the city doing what I now jokingly call my “undercover investigative journalism” (a.k.a. eavesdropping). And here’s the thing: almost every single conversation I overhear is someone complaining about work.

Their job.
Their boss.
Their workload.
Their colleague.
Their life at work.

Not one positive work-related convo. Not even one. And I’ve been listening, properly listening, for weeks.
So naturally, it’s got me thinking:
What the hell is going on?
Why is no one content?

Is the workplace genuinely broken?
Is the grass actually greener, or is it just fertilised with everyone else’s burnout?
Are we all just carrying something heavier—and work’s become the easiest thing to blame?

The truth is, I don’t think it’s just the workplace. And I don’t think it’s just the people, either. I think we’re in a pressure cooker of change. Economically. Technologically. Culturally. And it’s spinning so fast, a lot of people feel like they’re falling behind or just can’t keep up.
So work cops the flack. Because it’s visible. It’s tangible. It’s where we spend most of our time. And let’s face it—it’s easier to blame your 9–5 than unpack the mess of uncertainty, fear, or personal stuff that might be sitting underneath it all.

As leaders, we do need to create safe, motivating workplaces where people can thrive. But it also makes me wonder: Are we expecting too much from our jobs? Are we asking work to fulfil every desire, validate our worth, and solve all our life problems?

Maybe the real question is this—
Are we unhappy at work…
Or just unhappy in general, and work is the nearest target?

Edina Monsoon (yes, from Absolutely Fabulous) once said:
"Cheer up world—it may bloody never happen."

Maybe she was onto something.
Maybe we all just need to breathe, reset, and remember that sometimes, perspective is the best productivity hack.

I don’t have all the answers—but I’m listening.

And if you’re leading people right now, I’d say keep listening too.

Because in this crazy, changing world, that might just be the most powerful thing any of us can do.nections

Why Work for RWR Health?

Tue, 20 May 2025 01:32:25 GMT

Working in a great company sets you up for success and happiness in so many ways. RWR Group consists of three niche recruitment brands, each servicing a specific industry. We find great people for great businesses and we genuinely believe that each and every day we champion our motto of; making connections, it’s what we do best . Our business was founded over 20 years ago and promotes employment branding and lifelong industry careers.

Our annual Market Insights Survey & Report seeks to understand what matters most to employees across their sectors. Benefits are not ‘one size fits all”. We all live unique lives and have different motivations for prioritising what’s important when it comes to choosing a new career path.

Alongside this, our RWR Group leadership team strive to ensure that within their franchises, their own employment brand appeals to great humans so that collectively, we can make a difference in the markets we serve.

We’re proud to walk the talk with our own employment package, and offer a range of different benefits to ensure each and every one of our RWR Group team members feels equally valued and rewarded for their hard work.

Outside of the opportunity for a fulfilling career connecting talented professionals to their dream jobs, we also offer a wide range of benefits including:

Above-average base salary
Uncapped commission
Flexible working
Paid international travel to exotic locations
Extra annual leave including
Birthdays off
4 x Mental Health days a year
Training and development
Career progression
Vibrant offices
Clear values
Driven, passionate and successful leadership
Opportunity for business ownership
Transparent access to information
Regular individual and team reviews
Hang out with other high achievers, be inspired and make lifelong friends!

A business can strive for a certain culture; however culture is driven by the collective of people within that business, and open and transparent communication holds everyone accountable. We strive to attract like-minded, driven people who are motivated to make a difference in people's lives every day!

If you don't love Mondays, ask yourself why? Is your current company, boss, colleagues, or day-to-day job function the right one for you?

If you're interested in stepping out of the frontline and think a career in recruitment with RWR Group could be right for you, reach out to the agency nearest to you .

Retailworld Resourcing , Hospoworld Resourcing , RWR Health...
Making connections - it's what we do best!

#whyworkwithus #rwrhealth #makingconnections

Evaluating your current job benefits against the new market standards

Tue, 20 May 2025 01:30:49 GMT

Have you ever wondered what it would be like to work for another company in a similar field? You’re not alone. A lot of healthcare workers wonder what their current job would look like in a different company. You might have been in the same place for years, maybe even decades. This means it is hard to know if you’re receiving the job benefits that are now considered common. In a time of record-low unemployment, employers are on the hunt for great talent and are willing to offer great career progression and competitive benefits packages.

It’s a great time to re-evaluate what your current position offers and whether your skills would be better appreciated elsewhere. Have a proper think about how you feel about your current job. What flexibility does the role offer? Is there an opportunity for growth and learning? What is the culture like? What are the benefits of my current position?

Then consider the rest of the market, this may take some time, however, we’ve included some good thinking points to get you started. How does this job compare to other jobs in my field? Is the salary competitive and fair compared to that of similar positions in my industry? What other benefits are becoming commonplace in the market?

Often people feel as if they are at a crossroads; they have to decide if they want to stay on this path or take the next step in their career. There is no right or wrong answer to this question. Some say that if it isn't broken, don't fix it, but even if your current job is getting you by, there may be an opportunity for you out there that would be better suited for you and your career progression.

The first thing to consider when making this decision is where you’re at in your career. If you know exactly what you want, feel on track to achieve your goals and are happy with where you are, then stick with it! However, if you have been working at the same company for more than two years and haven't been offered any advancement or benefit opportunities, leaving you feeling undervalued and unappreciated then it might be time to look elsewhere.

If your current position isn't meeting your expectations and you're considering a new opportunity, you may be tempted to act based on the salary being offered and then decide whether or not it's worth leaving your current job. However, it's important to keep in mind that salary is only one aspect of any job offer. Other factors such as benefits, location, commute and hours can also play an important role in making a decision about whether or not to take a new job.

Networking with colleagues and friends from different companies is a great way to find out what they do, how they work, and most importantly, what their salaries and benefits are. This will give you a sense of the market standard and help you determine if your remuneration stacks up. For an in-depth look at the current market and what's on offer, a recruiter can be a great resource. Recruiters are completely free for job seekers and have a wealth of information. RWR Health partners with a wide range of healthcare providers across all sectors, we pride ourselves on our industry knowledge and relationships. We understand the importance of aligning each individual's skillset and circumstances to a job opportunity that will ensure a successful & fulfilling employment relationship for all involved.

If you currently feel undervalued in your role and don't see yourself receiving the benefits others are receiving anytime soon, it might be time to look for something new. There are no hard and fast rules here, but if your current job is leaving you without the benefits you deserve, then it doesn't make sense to stay put when there is an abundance of opportunities out there that are willing to offer much more, and could feel like home from day one!

On the other hand: what if staying feels good? If your current job has everything going for it (great location; good salary; fabulous benefits) but only lacks some things which could easily be remedied with some tweaks here or there? This situation might call for an honest conversation with senior management. In times of staffing shortages and record-low unemployment, you, the employee, have the upper hand.

Before making a big decision, take a step back and look at the bigger picture. Don't be afraid to ask for help from someone who knows more than you do about the topic (like a recruiter!). If you’re feeling unhappy or dissatisfied with your role, it might be time to look at other opportunities within or outside of your industry. There is such a wide range of benefits on offer to entice new employees. If you’re interested in more advice on whether to stay or leave your current job we’re here to help. Simply message one of our recruiters in your area for free, no-obligation advice!

How to identify an online job scam

Tue, 20 May 2025 01:29:08 GMT

With the copious amounts of accessible information online, it can sometimes be difficult to identify a scam when you see one. Job scams are very real and becoming increasingly prevalent in Australia and New Zealand. Engaging with these fake recruiters and vacancies can expose you and your personal information making you vulnerable.

Scammers advertise jobs the same way legitimate employers do — online (in ads, on job sites, social media, and Whatsapp.) They promise you a job, but in reality, what they want is your money and your personal information.

There are many precautionary steps you can take to ensure the safety of your personal information and to determine whether it is a legitimate opportunity or not:

First and foremost do an online search. Look up the name of the company and the person you are talking to - check that the person does in fact work for that business and that their email address/phone number matches that of which is contacting you.

Be vigilant - Closely examine the messages you receive and check for spelling mistakes and grammatical errors. Are messages and calls received inside or outside of usual office hours? This can indicate that the person you are talking to is operating from a foreign country or is in a different time zone, making them more likely to send messages at inappropriate hours.

If you are being contacted over Whatsapp check the number sending the messages - it should have the correct country code AU (+61) / NZ (+64). If the number changes frequently this can suggest illegitimacy.

Put a face to the name - any reputable recruiter will want to meet via face-to-face or video chat before progressing to an offer - if the person you are messaging doesn't include this as part of their ‘recruitment process’ or refuses to do this, it can be a warning sign.

Requesting payment or investment up front - this includes paying for things like equipment starter kits or asking to make purchases on behalf of the company that you will be reimbursed for later. Legitimate employers will never ask you to pay to get a job.

RWR Health is a division of RWR Group which has proudly operated in Australia and New Zealand for 23 years, we pride ourselves on delivering a high level of personalised service. We will never ask a job seeker for payment in relation to an opportunity.

If you think you have provided your personal information such as tax or IRD number, bank account details, Medicare or provided payment to an ‘employer’ in order to work then we highly recommend you contact your bank immediately and report the scam via Cert NZ or Australian Cyber Security Centre

Connecting with our candidates

Tue, 20 May 2025 01:27:57 GMT

Greg Savage shared some valuable insights in a webinar with Job Adder (one of the leading recruitment industry CRM’s), one insight, in particular, stood out given how competitive the current market is for candidates. For most hiring managers and recruiters, when screening a candidate who isn't quite right for the role you're recruiting, often one of the last things said on that call is “I’ll be in touch if anything else comes up”. For today's job seekers, who are inundated with opportunities if they see a role listed with you, why should they apply? You've already said you'll be in touch. This attitude is possibly reflected in the low number of applications we are all experiencing.

Mr Savage used the term "building your goodwill equity". While some employers may be slowing down, this does not mean the demand for candidates is slowing down. By taking the time to reach out and chat to candidates, offering to review CV's, provide feedback or guidance and talking through how to nail video interviews you will leave a lasting impression on your candidates. You're raking in that “goodwill equity”, so when the right role presents itself you've already done half the hard work to engage your talent pool and ideally get your prefered candidate over the line!

Most businesses have accepted that their perfect candidate doesn't exist or aren't willing to make a move right now, chances are if they do exist they have already received multiple offers. Offering candidates that match 80% of your skill set requirements and investing in their training and development to bring them up to that 100% match, is a much smarter recruitment choice than waiting to find that perfect candidate. This is where partnering with a recruiter who has a database of skilled, relevant candidate connections can be your best friend!

At RWR Health one of our values is ‘People’, this doesn’t just encompass our team, but all stakeholders (customers, candidates and our industry) who we work with every day. We’re passionate about understanding all the skills and experiences of each individual, what they’re looking for and matching those to the needs of the businesses we partner with.

Given traditional job boards are not performing as they used to, partnering with a recruitment agency and utilising their connections should be one of your first ports of call when it comes to sourcing for your vacancy. “Making connections, it’s what we do best” has been RWR Health's motto for many years, and with the current competition for talent, it’s more evident than ever how valuable long term relationships and connections across the industry are.

The Secret to Perfecting Your Hiring Process

Tue, 20 May 2025 01:25:28 GMT

Attracting and retaining the best candidates is crucial for the success of any business. However, simply posting a job ad and waiting for applications to roll in, is not enough. Companies must ensure that their hiring and onboarding processes are efficient and effective to not only attract but also retain top talent.

Many businesses are adopting longer and more thorough hiring processes that can cause great candidates to drop out. This not only wastes time but also costs the company money. In fact, a lengthy hiring process can lead to lost productivity and revenue due to prolonged open vacancies.

To make matters worse, longer hiring processes can also have a negative impact on a company's reputation and employer brand, making it harder to attract top talent in the future. This is why it's important for businesses to review their hiring process and find ways to streamline it while still ensuring they get the best candidates.

In today's job market, candidates have plenty of options and opportunities. Most candidates who are actively on a job hunt are interviewing with multiple companies, which means businesses need to respect their time and effort. Long, drawn-out hiring processes can make candidates feel unimportant or frustrated, causing them to lose interest in the company or even drop out of the process altogether.

Top talent knows their worth, and they won't waste their time on a disorganised or unresponsive company. They want to work for a business that values their skills and experience and provides a positive candidate experience throughout the hiring process.

The increasing belief that more interviews, more stages and more wait time will produce better hires have proven to be false over multiple case studies, so why do companies keep lengthening their hiring processes? Google, a company with 190,234 employees, noted that they gained 80% of the value from a candidate after just two interactions. Additionally, alternative case studies showed that picky hiring managers don’t result in hiring more quality (better performing) candidates

So what steps can companies and hiring managers take to hire the best candidates?

Adopt a customer service mindset
Once you have decided to interview a candidate, let them know what the process will look like and time estimates for each stage. Candidates need honesty and transparency just like in job descriptions. Brief candidates properly on what will be expected at each stage. This way they will remain engaged with your business and are much less likely to drop out of the process.

Implement a structured candidate feedback process
After every interview and test, you should touch base with the candidate, give feedback and encourage them to ask any questions they may have. Create a relationship with every candidate to show you care about them and their journey with your business, no matter how short or long it will be. Communication is the key here.

Use numerical ratings
In order to hire candidates that are right for the job, without getting put off by one small comment or mistake, use a rating chart with weightings for each candidate. If there are multiple interviewers, complete your individual chart before discussing the candidate.

Be efficient
To prevent candidates from dropping out, it's important to move through the interview phase as efficiently as possible. One way to do this is to reduce the number of interviews. Typically, two interviews are enough, and for more senior roles, a third meeting with a senior stakeholder might be necessary. It's also crucial to ensure that staff members who conduct interviews are adequately trained to provide a positive experience. This means creating an interview process that draws out a candidate's full-picture compatibility with the company and making sure that interviewers ask thoughtful and relevant questions that help to assess the candidate's fit for the role.

By taking these steps, you can create a positive reputation and become a desirable employer in the eyes of top talent. If your business is looking for assistance to review and improve your hiring process, RWR Health is a leading recruitment specialist with valuable insights. Our advice is completely confidential and free of charge. We can and will make sure that you're attracting and retaining the best talent for the success of your business!

If you want information on ensuring your position is desirable to potential candidates (pre-interview), check out this blog here !

1 https://rework.withgoogle.com/blog/google-rule-of-four/
2 https://hbr.org/2022/07/its-time-to-streamline-the-hiring-process

Jeanette Rendle from Retailworld to RWR Health

Tue, 20 May 2025 01:24:15 GMT

Tell us about your journey. When did you start with RWR Group? What roles have you held within the business?
I started in September 2001. Just after the twin towers came down in New York. It was a strange time in the world. I joined Trish as she was going through chemo, to support the business in its early days. There were just 4 of us at the time. Trish, Mandy, Jodi and myself. My background was in retail store management and visual merchandising. I had 9 years with Rodd & Gunn across Australasia and a short stint in homewares. I was ready for a change when I interviewed with Trish and she suggested recruitment. My journey with Retailworld Resourcing began.

I started in storefront recruitment with the technology, hardware, and large format portfolio. Those early days included selling adverts in the paper, business development all day, every day, and doing cheque dances.

I stepped into executive recruitment and team leadership before relocating to Hawke’s Bay in 2008. During my first 7 years at RWR, I got engaged, celebrated by 30th, married, purchased and renovated a house and had 2 children. Fast forward 10 years (7 of which were spent at the DHB and studying HR) then in 2018 I rejoined the business when I purchased RWR Health Lower North Island.

When Trish and John offered me the opportunity to buy into the health brand, I didn’t hesitate. Not only was the franchise model a hugely successful one - with excellent operational, financial and marketing support - I also continued to align with the values of the business and the people in it. It was also a real thrill to join at ground zero again and be instrumental in building brand, clients, candidates and reputation.

What would you say your biggest (or favourite) achievement has been since working here?
My greatest achievement has been coming full circle. Leaving Auckland and Retailworld in 2008 and a decade later purchasing RWR Health Lower North Island in February 2018.

What do you love most about working for RWR Group?
The passionate people who work in the group, the friendships formed beyond work and the incredible organisations in the health sector that I partner with. The candidates and clients I have the privilege of working with make a difference every day in our communities.

Memories, let's hear them! The ones that bring the biggest smile to your dial, the ones that defined your career, the ones that made you who you are.
Cheque dances in Newmarket circa 2001, the whole team coming to my wedding in 2003, dreadful morning sickness in 2004 and vomiting into a bucket under my desk whilst clients were on hold. Trish’s pink wig, selling newspaper advertising in the Retail Rush, being a founding member of the business and helping to build the business and its reputation. The wonderful necklace gifted to me when I went on maternity leave, that I still wear to this day. Friday drinks with “orange food group”, foosball competitions that invariably Mike would win, Ben Harman wearing a spacesuit to one of our annual franchise conferences, amazing incentives that were tracked via the incredible artwork of Chris Millar. There are so many good memories and no doubt many more to come!

Understanding Mental Health Stigma and Supporting Healthcare Workers: A Guide for Leadership

Tue, 20 May 2025 01:23:12 GMT

Trigger Warning: This blog post discusses the topics of suicide, self-harm, and struggling with mental health which may be disturbing or triggering for some readers.

This blog aims to help those in leadership roles understand the stigma around mental health and the situations that employees may encounter. It also includes information on how leaders can support struggling staff members and respond to the loss of a team member to suicide. With practical advice and actionable tips, we aim to help leaders create a safe and supportive work environment for their employees.

Understanding The Mental Health Issues That Stem From Healthcare Work

Burnout has become a popular buzzword since the pandemic began. However, many people do not fully understand the severity of burnout and its effects on an individual's mental health.

Healthcare work has always been, and will always be, challenging. Healthcare workers are constantly at risk of experiencing traumatic events, and even small mistakes can result in significant repercussions. This means that healthcare workers are often under high levels of stress every day they come to work.

Burnout is a psychological condition that develops when people are exposed to a stressful work environment with high job demands and limited resources 1 . Healthcare workers are among the most mentally strained working professionals, with 95% of nurses having reported feeling burnt out within the past three years.

Healthcare workers are also at risk of compassion fatigue (a type of burnout) which results from constantly caring for others while needing care themselves. Compassion fatigue can result in a higher chance of making mistakes with patients because of a decrease in empathy.

There are many reasons burnout happens, but staffing shortages are rated as the main reason healthcare workers face burnout. Frontline workers are hit the hardest, with the health of patients put in their already overburdened hands.

"For a doctor, the worst thing that could happen to them is that a patient suffers because they don't get to see them in time. It's completely outside their hands, which is where the stress comes from. And so, of course, they try to work harder and harder to get to see more and more patients, and that's where they make mistakes. And that's the second worst nightmare for a doctor: that they actually make a mistake and a patient suffers.", says Dr Deborah Powell, national secretary of the New Zealand Resident Doctors Association.

The Nature Of Mental Health Stigma

There are many reasons different people have a prejudice against mental health issues, whether it be from religious beliefs, their upbringing, or a lack of education. Particularly in healthcare, the demanding workload and environment mean a lot of people simply believe they don’t have time to take on another person's struggles, which leads to every individual keeping their issues to themselves. Leadership can find it challenging to balance giving struggling employees extra leeway and care as this creates tension in a team where most likely every person needs and deserves the same amount of support. The heavy workload often makes it difficult for individuals to prioritize their mental health without backlash, leading to a culture of silence and individual suffering. This excerpt from The Guardian summarises the problem well, “When I suffered with mental health problems, the people I worked with were initially supportive – until they became exhausted from having to pick up my workload as well as their own.”, says Kyle.

What To Do When Your Staff Are Struggling

When you first notice that one of your staff members may be struggling, it can be hard to know what to do. As somebody in a leadership role, it’s important to take any changes in your team seriously, even if it feels like a taboo topic.

The best thing, to begin with, is initiating a conversation. The type of language you use here will be necessary, and small changes in how you speak to them can make a world of difference. If you’re only noticing small changes in your employee then simply ask “How are you going, today?” or “Has anything changed lately for you?”. By using “today” you're stopping them from reflecting on how things have been or may be in the future and allowing them to focus on their present self.

If you’re noticing a big difference, consider asking them into your office or offsite for a coffee to have a good chat in a non-judgmental and supportive environment. Make sure they know beforehand that they’re not in any trouble so as not to worsen their stress. A great way to start the conversion is by expressing your care and concern, rather than trying to get them to admit to any stress or depression outright. Letting them know that you've noticed a change in their mood and behaviour can show that you’re looking out for them and that they're not alone.

If they're ready to talk, listen actively without judgement. Make sure to hold back any suggestions as this may minimise their problems and instead aim to create an open environment. Try to understand their perspective and validate their feelings. If they’re not ready to talk, expressing your concern and care while letting them know you’re here for them will still help immensely.

Remember to check in regularly, while not being overbearing. Your genuine support and encouragement will help make work a safe place for them. Asking about suicide or thoughts of self-harm does not heighten their risk of suicide or plant the idea in their mind. It can be a great way to show care and understanding from a judgement-free perspective.

What To Do When One Of Your Staff Dies From Suicide

A loss of a team member is a heartbreaking situation and has an incredibly strong impact when the member dies from suicide. Suicide is a difficult topic for many people, and depending on your background you may treat it very differently. Leadership plays a critical role in setting the tone for how the rest of the workplace will respond to the loss.

It’s important to understand that each of your employees will be affected differently by the loss. Those who were close to the employee may show no signs of distress, and those who hardly knew them may appear devastated. Every response is natural and valid, and all should be treated with care and concern. Employees may be struggling with a range of emotions, from grief to anger, guilt and sadness.

It’s a great idea to honour and remember the employee throughout the business. Consider asking employees if they would like to take part in creating a tribute for the employee as this can help with healing. It’s also a great idea to talk openly about the loss of the employee as long as there is no judgement passed in the conversation. Talking about the great qualities they possessed and how they positively impacted your life and the lives of others can help the healing journey. Your staff are more likely to struggle with the loss if there isn’t any conversation or celebration of life.

As a leader, it's essential to prioritize your own well-being so that you can effectively lead and care for your team. Start by understanding your own feelings and recognizing when you need support. Consider seeking help from your managers, colleagues, or external resources such as a therapist, counsellor, or coach. These resources can provide valuable support, guidance, and perspective to help you manage your stress, overcome challenges, and improve your overall well-being. Remember that taking care of yourself isn't selfish, instead, it's necessary for you to be able to support and care for your team effectively.

Suicide and mental health issues will always be tricky topics to discuss and encounter, especially for somebody in a leadership role as there is extra pressure. Remember you don’t have to navigate this alone as there are many resources available to help you through each situation.

New Zealand Helplines

Need to talk? Free call or text 1737 any time for support from a trained counsellor.

Lifeline – 0800 543 354 (0800 LIFELINE) or free text 4357 (HELP).

Youthline – 0800 376 633, free text 234 or email talk@youthline.co.nz or online chat.

Samaritans – 0800 726 666

Suicide Crisis Helpline – 0508 828 865 (0508 TAUTOKO).

Healthline – 0800 611 116

Whatsup: 0800 942 8787 (12 pm to 11 pm)

Depression Helpline – 0800 111 757 or free text 4202 (to talk to a trained counsellor about how you are feeling or to ask any questions)

If it is an emergency and you feel like you or someone else is at risk, call 111.

Australia Helplines

Lifeline Australia – Call 13 11 14 or text 0477 13 11 14 (24/7 support).

Beyond Blue – Call 1300 22 4636 or chat online (24/7 support for anxiety/depression).

Suicide Call Back Service – Call 1300 659 467 (24/7 professional support).

13YARN – Call 13 92 76 (24/7 support for Aboriginal & Torres Strait Islander peoples).

headspace – Call 1800 650 890 (support for young people aged 12–25).

Sources

https://www.frontiersin.org/articles/10.3389/fpsyt.2021.792925/full
https://www.zippia.com/advice/nursing-burnout-statistics/#:~:text=According%20to%20our%20extensive%20research,quit%20their%20jobs%20in%202021 .
https://www.nzherald.co.nz/nz/the-front-page-absolute-failure-the-big-concern-facing-the-health-sector-right-now/XOC2AY6UWMQ344EKJ2IMXWWRLU/?ref=readmore
https://www.theguardian.com/commentisfree/2016/apr/19/burnout-depression-doctors-struggling-mental-health

Sourcing strategies to drive successful recruitment outcomes

Tue, 20 May 2025 01:18:29 GMT

There's are a number of strategies for you to consider when sourcing staff, and with Covid-19 restrictions, and procedures in place until further notice, methods for uncovering talent in our own backyard is more important than ever. Here are some steps you can do in your search for the next addition to your team:

Run an internal referral program - often your employees will know of other great people among their networks. Use your people to attract new talent to your team.

Invest time in your business's presence on social media. Posting and talking about your brand and job vacancies is a great way to engage with your following and get the message out there when you have job opportunities.

Employment agencies like us that provide you with a dedicated account manager to recruit for the position. A good recruitment agency draws on multiple talent sources including their own specialist job board, a database of active and passive candidates, a network of colleagues, and can post jobs to external job boards on your behalf.

Make sure your employment proposition and brand stacks up. Ask yourself and people across your organisation: What is it about us, that will motivate a person to move from their current organisation? Consider these factors when presenting your job opportunity. If you’re unsure how your proposition aligns against others in the market ask us for feedback - we’ll be more than happy to provide some insight and help.

Lastly, if you have a great team, work hard to retain them. Book performance reviews to understand their motivations and aspirations. Understanding the expectations of your people can help towards mitigating the risk of losing them.

How to gain and retain employees in a candidate-focused climate

Tue, 20 May 2025 01:16:56 GMT

In the current candidate-focused climate how can you ensure candidates will pick your role over others? We’ve brought together our insights on making your role as attractive as possible, as well as key ways to make sure your new hires stick around for the long run.

Let’s start at the beginning, what's the first thing your possible candidates are going to see? The advert that you put up! The most important thing here is honesty. Mentioning the benefits and culture of your business is essential, but keep in mind not to over-sell or be deceptive about the reality of the position. Candidates are much more likely to leave their new position if they feel like they have been misled or lied to at any point throughout the hiring or onboarding process.

Try comparing your job ad to others. What kind of language are they using? What benefits do other companies have that make their ad stand out? This can be a great time to review internally and identify any improvements that can be made to the remuneration and benefits on offer to candidates. Benefits like subsidised registration, funded study, progression plans, and additional leave such as mental health days are being adopted into many workplaces. If it’s possible for the role and within your budget, advertising relocation and accommodation support can open the door to a much larger pool of suitable candidates. Additionally, selling the position as a way for a candidate to progress towards their career goals is a great way to make a position more attractive.

Wonderful! Your listing is grabbing attention and you’re ready to begin interviewing applicants. At this point in the process, you should be ready to show some personality. Creating a connection and leaving a lasting impression on each candidate is essential. During your interviews ensure you are noting where flexibility may be needed for each individual. That way, when you are ready to offer your prefered candidate you can ensure your first offer is specialised for them. This shows that you value them as a person, not just their CV and can't wait to welcome them into your team.

This is one of the many ways working with a recruitment company can help streamline your recruitment process. Our in-depth knowledge of each one of the candidates we partner with ensures we know what's going to motivate them to accept or decline an offer.

Let’s move to the next step, offering the position. In our current climate, we are seeing an increase in counter-offers and bespoke remuneration packages. For the right candidate, this likely means you’ll have to show some flexibility within the position. In many health roles, the salary won’t be flexible and working from home won’t be an option, however, many other aspects can be flexible. If possible, highlight that there can be flexibility with rosters and offer adjustments that suit the candidates’ work-life balance. The key here is to show potential employees that you will value and care for them and not just see them as a number.

Another roadblock that we are repeatedly seeing, which is costing businesses great candidates and time to recruit is internal processing issues with documents. Have your contracts drafted and ready to go before you present your offer. A verbal offer isn’t enough security for a candidate to leave their current position. Think of how quickly your ideal candidate could interview and receive an offer from another business, or receive a counteroffer from their current employer in a bid to retain them.

Finally, a focus and investment in retaining your existing staff is your greatest asset. Whether they’ve been in the business for 6 weeks or 6 years, creating a workplace where each employee feels respected and valued will mean you have to go through the hiring process a lot less often! The first 90 days of a new employee's journey are the most pivotal and defining. This often means making sure their onboarding experience is thorough, and that you remain flexible so their work-life balance doesn’t lean so far into work that life gets left behind. Be honest about the realities of the role from the beginning; people understand that no job is smooth sailing, and knowing the challenges of the role before they begin ensures your new employee won’t feel caught off guard and helps ensure they feel confident in their new role. By setting them up for success you’re ultimately ensuring your own success too.

The rate of counter offers and multi offers are higher than ever, causing frustration for employers all over New Zealand. If you’re interested in more advice on counter offers, non-starters and fall overs we’ve put together a guide for employers like you. Simply message one of our recruiters in your area to get your guide! Best of luck with your hiring journey!

How to combat the counter offer

Tue, 20 May 2025 01:16:15 GMT

If you are responsible for recruitment within your team or organisation you’ve no doubt experienced how competitive the current candidate market is. The number of vacancies listed in the healthcare sector is growing, yet with border restrictions and the fear of uncertainty, there are fewer candidates actively applying for roles.

Active job seekers hold the power with many being in situations where they have multiple offers on the table, from both other opportunities or their current employers in a bid to retain them. In order to ensure a successful recruitment outcome for your vacancy, you must anticipate that multiple and counteroffers are more prevalent than ever and could impact your recruitment process.

At every touchpoint engage with your candidate, seek to understand what other roles they are considering or in the process for. This will help discover the appeal of other opportunities and understand how your offer is positioned against them. Benchmark your offer (remuneration and benefits) to ensure it meets what others in the market are offering. This doesn’t necessarily mean increasing the salary (although in some instances this will work) there are other factors equally important to job seekers in the current market. Work/life balance has fast become one of the biggest motivating factors for candidates to seek a new opportunity, evaluating your roster structure to accommodate this will help your opportunity stand out. The ability to be flexible with your offer demonstrates to a candidate that you invested in a long term partnership with them.

In order to mitigate the risk of your preferred candidate accepting a counter offer there are steps you can take from the start to set yourself up for success. First and foremost, a clear timeline from the 1st interview through to the job offer will provide structure and keep the wheels moving. Regularly check in with your applicants to keep them engaged - even letting them know there are no updates is an update to them. If there are multiple stakeholders involved that will be a part of your 2nd or 3rd interview book those interview times in their calendars from the outset - the scramble to align everyone’s schedules towards the end of the process adds pressure and stress that can easily be avoided by organising this in advance. Time is precious and waiting for calendars to align could mean the difference between a candidate accepting an offer that has already been presented to them instead of waiting for you.

Ensure you and your team are ready to sell your brand and promote all the great things about working in your business. When engaging a potential new hire, share the importance of the role, the challenges they may face (for many candidates this is a positive opportunity for them to make a difference to your organisation and customers), outline the training that will be provided throughout onboarding and ongoing and lastly share examples of others in your business; when they started, how they progressed and the long-term progression pathways available within the company. Be honest and open, there should be no questions left unanswered - the more information a candidate has, the easier it is for them to make the decision to join your team.

Checklist:

Your position description is up to date and ready to share
Process and timeline in place and all stakeholders engaged (ideally 5-10 days max)
Market checked your remuneration and benefits on offer
Does your job advertisement position the vacancy well to stand out in this market?
Candidate engagement plan - all aboard and ready to sell your organisation and job opportunity

Our team has experienced the surge in counteroffers firsthand, they’re more than happy to chat with you in more detail about how your business can overcome this and ensure you have a successful recruitment outcome.

Sourcing Strategies For A Successful Recruitment Outcome

Tue, 20 May 2025 01:14:38 GMT

There are a number of different approaches for you to consider when sourcing staff (outside of the usual job ad posted on a job board) Here are some steps you can add to your sourcing strategy to uncover the next addition for your team:

Run an internal referral program - often your employees will know of other great people among their networks. Use your people to attract new talent to your team. If you are in a position to do so, offering monetary incentives such as cash bonuses or vouchers can be instrumental in the success of your referral program.

Invest time in your business's presence on social media. Posting and talking about your brand and job vacancies is a great way to engage with your following and get the message out there when you have job opportunities.

Employment agencies like us that provide you with a dedicated account manager to recruit for the position. A good recruitment agency draws on multiple talent sources including their own specialist job board, a database of active and passive candidates, a network of colleagues, we can also post jobs to external job boards on your behalf, and filter through all the applications that aren't suitable saving you time.

Make sure your employment proposition stacks up. Ask yourself and people across your organisation: What is it about us that will motivate a person to move from their current organisation?

If you’re unsure how your proposition aligns against others in the market ask us for feedback - we’ll be more than happy to provide some insight and help wherever we can.

Tony Alexander - How To Handle Staff Shortages

Tue, 20 May 2025 01:13:59 GMT

Economist Tony Alexander brings a wealth of knowledge to New Zealanders in his weekly newsletter ‘Tony’s Thoughts’. Drawing on his impressive tenure with some of New Zealand and Australia’s leading banks, he aims to translate developments and trends in the economics sphere into a language that people can understand.

In his most recent newsletter Tony spoke about the current staff shortages New Zealand businesses are facing, the impact this has on our economy and what can be done to mitigate the risk to your business at a time where skilled workers are hard to find. The information pertains to New Zealand, however, there are still many key takeaways that can be applied to the Australian candidate short market. Our own CEO Trish Mclean drew on her 20+ years in the recruitment industry and contributed to his findings which can be found on the last page of Tony’s feature here .

How to ask your current manager for a reference

Tue, 20 May 2025 01:13:15 GMT

There comes a point in your job search when you will be asked to provide references for your potential future employer. These are used to confirm the work experience you have outlined in your resume and career highlights you have spoken about throughout the interview process. It’s important you provide relevant and credible referees who know you well and will speak positively and truthfully of you as an employee. It is also important that you ask their permission first, tell them about the job you are applying to and why.

Many employers have a policy that one of your referees must be your current manager. Approaching them to ask for a reference check is important but also (and understandably) might feel uncomfortable. That is why we’ve outlined our top tips below to help you through this.

Be direct and respectful - Don’t beat around the bush or be vague about what you need.
Let your manager know that you are ready to expand your skills and that you feel this new job opportunity will assist in getting you to the next level of your career. Highlight the drawcards of the new role and why you believe this is a good move for you. Make sure that while asking for the reference you let them know that you’ve enjoyed your current role and appreciate all of the support they have given you during your time there. Also, be careful that they don’t mistake your request for a reference as a resignation!

Be open to your manager's response - There is no way to predict how your employer will respond to your request for a reference. Your employer may not want to lose you, and could offer you additional responsibilities or another opportunity within the organisation to entice you to stay. Listen to what they have to say and consider the offer alongside others. It could be an opportunity to expand your skills and progress your career without making a big move.

But what if you don’t see eye to eye? Just because you don’t get on with your manager doesn’t mean they won’t provide a positive and balanced reference check. Without asking them, you’ll never know. Again, be direct, respectful and honest when you approach them.

Lastly, don’t feel bad about it. Many of us will feel a range of emotions when looking to leave our current roles. While it’s understandable you may feel guilty it’s important to remember your needs and your career development. You need to do what is best for you, and at some point that will mean moving on. Your manager does not expect you to stay with the organisation forever. As long as you work hard, and are committed while you are working there, you have no reason to feel bad.

How to get a better nights sleep as a Nurse

Tue, 20 May 2025 01:11:32 GMT

We all know how amazing it feels waking up after a night of great sleep, we’re happy, alert and more engaged with the day. However, Nurses face special challenges when it comes to having good sleep habits, as night shifts and ever-changing schedules come naturally as part of their job. Many nurses struggle to have a healthy work-life balance, including getting the right amount of sleep.

It’s crucial to try and get a good night's sleep regardless if you are a Nurse or not. Check out our tips below that you can implement into your sleep schedule.

Make sleep a priority - Try to limit the number of night shifts your work to four in a row or less. Ensure you have 48 hours off before you start another rotation of your roster. Where possible, be vigilant when accepting shift swap requests and how this may impact your sleep routine.

Drink caffeine sensibly - Only drink caffeinated drinks before going to work or earlier in your day and try to avoid caffeinated beverages up to 6 hours before going to sleep. If you feel yourself becoming low on energy when your bedtime is still a couple of hours away try a tea or a fruit juice which has natural sugars to help with your energy levels.

Choose an exercise regime that fits your lifestyle - Studies have shown that exercise can help with reducing stress, improving overall health and help you sleep more soundly! 30 minutes of activity a day goes a long way! Even a walk around the block once you get home to help mind your wind-down counts!

Make your bedroom sleep-friendly - If you are a regular on the night shift and rely on sleeping during daylight hours you’ll want to ensure your bedroom is ‘light-proofed’ If you can, invest in blackout curtains for the windows, you could also try something in front of your door like a towel rolled up to keep the light out. You may also consider reminding the others you live with not to bother you while you’re sleeping, and if possible to keep the noise down, especially if you find it hard to fall back asleep after being woken up. Lastly don’t forget to turn off your TV, to make sure that your phone and tablets are on silent or Do Not Disturb mode. Try a face mask and earplugs as well to help filter out any unexpected lights and sounds.

Stay away from technology - Most of us have a tendency to use technology to wind down after a busy shift. Screen time before bed wakes our brain, so In the 90 minutes leading up to your bedtime turn off the TV, put down your phone and switch it out for reading a book or listening to a podcast. This will help relax you and nod off in no time.

Watch your diet - Certain foods can also be a recipe for a restless night's sleep. Be sure to eat healthy nutritional foods. Try avoiding sugary and processed foods, they are the main culprit for a restless nights sleep.

A great night sleep can help reduce stress, puts you in a better mood and contributes to achieving an overall healthy lifestyle.

Struggling to secure top talent for your team?

Tue, 20 May 2025 01:09:15 GMT

Are you having difficulties securing the perfect new addition to your team? Or have you found the perfect candidate only to have them change their mind and back out before the start date?

The healthcare industry already faces widespread talent gaps and shortages, now more frequently we are noticing that talent are reluctant to change jobs for a range of reasons. At present this is predominantly due to living in such uncertain times, and candidates are prioritising job security and stability over their long-term career aspirations.

What can you as an employer do to overcome this issue and attract top talent to join you within the health industry?

Employer Brand - Whether candidates are graduates or experienced professionals, it’s common practice to research a potential employer before they apply for a job or before they accept a job offer. To help increase the number of applicants for an open vacancy, healthcare providers need to ensure their employer brand is positive and accurately reflects their business. Because of how competitive the current health market has become, we have found companies are attracting top candidates by the employee experience and perks they provide. Attracting candidates doesn’t always have to be monetary, you might consider incentives such as good work hours, fun company culture such as a social club or other creative perks, this way if your candidate is in a position with two offers equally desirable, you’re able to stand out from your competitors.

Communication - Keep the line of communication open, ensure you have clear policies and procedures that the applicant is aware of and provide regular updates and feedback at each stage of recruiting your vacancy. It’s crucial to ask if the candidate has any concerns or reservations through every step of the process, as you don’t want to get to the offer stage only to have your desired candidate decline because they are having second thoughts or don't feel confident in accepting the offer. Changing jobs at any given time is a huge step let alone during a worldwide pandemic!

Provide learning & development opportunities - To ensure you are able to keep your best talent you need to have a plan in place for retaining them. Healthcare specialists welcome ongoing progression and development that will diversify their skillset. The opportunity to learn is one of the most important motivators for a candidate when exploring career opportunities .

Offer a wellness program - Everyone knows of the pressures within the healthcare environment, so you may want to consider a program that helps your employees manage stress. For example, you may have a massage chair set up in the break room so your employees can take a 10 minute time out and relieve some tension, or see if any local community gym's or yoga studios offer discounted rates for healthcare professionals.

High turnover and job dissatisfaction within the healthcare industry can be avoided. A great employer brand, smooth recruitment process and a positive working environment and culture will ensure you attract and retain top talent within your team leaving you to focus on the job at hand, providing quality healthcare to New Zealanders.

If you’d like to chat with our Agency leaders about how they can help you with your employer brand, recruitment process or anything we’ve covered in this blog, send us an email to info@rwrhealth.com

Tips to maintain back health as a nurse

Tue, 20 May 2025 01:07:28 GMT

As of 2019, there are over 56,000* enrolled nurses, registered nurses and nurse practitioners in New Zealand, yet for this crucial element of our healthcare workforce back pain and muscle fatigue are a common issue. Nursing is a physically demanding job, performing manual handling tasks like moving patients, lifting and a lot of the time spent on your feet.

Here are our helpful tips to prevent any further strain and help maintain your back health as a nurse.

Footwear - Good shoes provide you with a supportive base that helps the spine and body remain in alignment. Nursing shifts can be long so a comfortable shoe that makes moving around and fits well is crucial. Brands such as Crocs and Birkenstock have ranges specifically designed for healthcare workers that have arch support designed to lessen the pressure put on the joints.

Stretching - Before, during and after your shift it is essential to stretch! Being flexible is a good preventative measure to help combat the prolonged back pain from being on your feet throughout your shift.

Keep Active - It’s important to keep your core strong, the more stability you have in your core the easier it is to move freely and without pain or tension. Particularly when standing for long periods of time, your core helps transfer the pressure away from the lower back and prevents it from feeling fatigued.

Sleep - Getting enough sleep plays a significant part in preparing your body for a new day of handling heavy spinal loads. A common cause of overexertion is sleep deprivation.

*Source health.govt.nz

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