Western Sydney is experiencing unprecedented growth – from 2.4 million people today to 4.1 million by 2041 – but without the social infrastructure to support it. As an executive recruiter, I’ve seen how infrastructure gaps affect where talent chooses to live and work. The challenge isn’t just transport links; it’s delivering the pools, libraries, and community centres that make neighbourhoods into communities.
Hiring executive leaders in the public sector is a process that requires more than identifying high performers—it demands deep alignment with purpose, public accountability, and policy complexity. While the fundamentals of good leadership are consistent across sectors, the approach to securing senior talent in government and not-for-profit organisations involves a distinct set of challenges and expectations.
Women make up over half the university-educated population in Australia and are increasingly represented in management. But at the top, progress stalls. Less than 20% of Australian CEOs and board chairs are women, and female representation in senior executive and board roles remains stagnant at around 33%. Despite years of initiatives, targets, and public awareness, the shift into true leadership remains slow.
The current job market is characterised by rapid transformation, with technological advancements, shifting societal priorities, and unpredictable economic conditions. Shifts in the job market have significant implications for organisations seeking to attract top-tier talent.
