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Published Date: ​10th August 2025We’re living through a seismic shift in the way we work. Across Aotearoa, artificial intelligence is already reshaping job design, recruitment, and how we think about productivity. It’s fast, it’s powerful – and it’s not going away.But amid all the excitement (and anxiety), we need to ask some big questions. What is the impact of AI on jobs and what does it mean for entry-level roles? For learning on the job? For building the next generation of leaders? And most importantly, how do we keep the workplace human?AI is changing entry-level roles – fastThe Beyond Recruitment Economic & Labour Report 2025(BELR), reveals a sharp increase in the number of New Zealand organisations reporting AI-related role changes – rising from just 7% in 2023 to 18% in 2025, more than doubling in two years. While the broader impact of AI on jobs may still seem overhyped, the upward trend is clear and likely to continue. Entry-level professionals are currently at the sharpest end of this change.Traditionally, junior roles have been the training ground of the workforce. New hires cut their teeth on admin, support work, or process-heavy tasks while learning how organisations function. But AI can now do many of those tasks faster and cheaper – CV screening, customer service kōrero,, data entry, drafting emails, research summaries. It’s already happening.What happens to leadership development if there aren’t enough entry points into the workforce? The risk is that organisations lose the stepping stones that help people grow. There is less space to make low-impact mistakes, which is vital for learning and development in any discipline. Fewer junior employees will have the exposure to colleagues, clients, and organisational context that builds business judgment and critical thinking skills. While AI removes friction and theoretically enables efficiency, pace, and innovation - working through that friction is often what leads to a toolkit of experience and expertise that can be drawn on in different contexts. As an example - in the HR profession, we often reflect on the importance of real world experience of managing ER case loads. That is a skillset that simply cannot be replaced by theoretical knowledge - or by AI. Navigating through the friction and "humanness" of an ER case creates learning and interpersonal connection that we should value, rather than avoid.In other words, the impact of AI on jobs goes further than job losses or displacement. It also represents learning loss within organisations, which could have a profound impact on long-term workforce capability.It’s worth considering that a workforce lacking broad foundational experience may struggle to innovate or respond to market changes. This can put organisations at a competitive disadvantage.We need new pathways to grow talentAssuming the trends of AI adoption and a reduction in junior positions continue, entire industries could face shortages of skilled professionals, which pose a threat to their long-term growth and sustainability.If existing workforce models are being disrupted, it’s time to get intentional about how we train and grow people. Here are some ideas gaining traction:Redesigning entry level roles to focus more on the strategic, creative, and people-centric tasks that AI cannot replicate. In essence, creating AI-augmented entry roles where humans work with AI, not in competition with it. This requires rethinking job design and development pathways. These augmented roles could offer early-career workers a chance to upskill on the job while becoming fluent in the tools that will shape their careers.Rotational programmes that expose new talent to the bigger picture. With fewer traditional pathways into a single function, structured rotation through different departments or teams can give emerging talent a broader understanding of the business. This gives them the chance to build cross-functional skills and understand where they can add the most value.Mentorship at scale, where learning is embedded into everyday workflows. Mentoring doesn’t have to be limited to formal 1:1 arrangements. Scalable approaches, like peer learning groups, micro-coaching via digital platforms, or manager-led development check-ins, can help junior staff grow faster, even in lean teams. Modern apprenticeships for non-trade roles – across the full suite of Corporate Services. Apprenticeships aren’t just for electricians and plumbers anymore. There’s growing interest in structured, earn-while-you-learn programmes designed for knowledge-based roles, such as HR, Finance, and Technology. These models can build job-ready capability from day one, while helping to bring in more diverse talent. Several global professional services and consulting firms have long established traineeship programmes for this purpose.In one experiment at a technology company, early career professionals who were given more complex projects to work on reported higher levels of learning and attained more certifications and recognition compared to those who were given simpler tasks. Organisations, to a large extent, do have agency in cultivating the leaders of tomorrow.  It’s not enough to hope our future leaders emerge. We need to design the environments that grow them.Recruitment can’t Lose its Human TouchAI is also changing how we hire. Done right, it can streamline processes, reduce bias, and improve candidate experience. As we’ve highlighted previously, one of the most promising uses of AI is in identifying transferrable skills that traditional keyword filters might miss. With the right settings, AI can broaden the talent pool rather than narrow it.Done wrong, AI in recruitment can do the opposite: it can actually amplify bias, lock out diverse candidates, and strip away the human connection that builds employer brand.AI in recruitment isn't a silver bullet. It requires careful oversight, transparent communication with candidates, and a clear understanding of why it’s being used in the first place. One example worth noting is the public commitment from a leading New Zealand bank to responsible AI hiring. Their published principles emphasise human oversight, testing for fairness, and transparency with applicants, a model that balances innovation with integrity. It’s an approach other employers can learn from.If we want diverse, future-ready workforces, we can’t afford shortcuts in hiring.What AI can’t replaceHere at Beyond, we’ve long observed the growing importance of soft skills at work. In all the noise, it’s easy to forget about the skills and attributes that AI cannot replicate or replace in the workplace:Showing empathy.Reading the room.Leading through ambiguity.Understanding cultural nuance.Building trust, loyalty and a thriving team.Such qualities cannot be replaced by AI. As machines take on more of the routine, human skills–curiosity, judgment, creativity and collaboration – become more valuable, not less.Findings from our BELR survey shows 34% of respondents believe strategic thinking and adaptability will be the most critical skills for leading a workforce impacted by AI. Research from The World Economic Forum shows analytical thinking is currently the most in-demand core skill, with 70% of employers rating it as essential, followed closely by resilience, flexibility, agility and leadership and social influence – all qualities that WEF predicts will become increasingly vital in the future workforce. Let’s not downplay these soft skills. Let’s invest in them.So, where to from here?The future of work question encompasses much more than technology. It’s one that highlights the choices organisations will need to face about their workforce capabilities.As employers, we get to decide:How we design early-career roles.How we train and grow people over time.How to use AI responsibly and ethically.How we centre people, not just productivity.AI is here to stay. But so are people. If we want a future of work that’s productive, inclusive, and distinctly Kiwi, we need to design for both.Let’s keep it human. Let’s keep it fit for purpose.Over to you:How is your organisation preparing for the future of work? Are you using AI in recruitment, onboarding, or early-career development? What’s working and what still feels risky? We welcome input and feedback from hiring decision makers and professionals about the impact of AI on jobs and hiring in New Zealand. At Beyond Recruitment, we believe technology should enhance the human side of hiring, not replace it. Our team is here to support you with recruitment solutions that balance innovation with people-first insight. Let’s talk about how we can help you build a future-ready workforce. Please feel free to contact our team for more information. 

Published Date: 28th March 2025The 2025 Beyond Recruitment Economic & Labour Report reveals cautious optimism and resilience among New Zealand employers, despite ongoing economic uncertainty and an accelerating evolution of jobs across multiple sectors. Beyond Recruitment’s annual Economic & Labour Report provides insights into employer sentiment about the economy, hiring and the state of New Zealand's workforce. The latest report highlights a stabilisation in employer confidence since the post-pandemic recovery, with fewer organisations (58%) describing the past year as challenging, down from 71% in 2023. Small to medium enterprises (SMEs) and large organisations reported the highest levels of confidence, contrasting with slightly lower optimism among very large organisations (1,001+ employees). The economic slowdown emerged as the leading concern (31%) for employers, alongside rising operational costs and regulatory changes (both at 25%). Balancing cost management and growth is a central challenge, with 37% of organisations aiming to keep headcount stable, while 28% are planning headcount expansion. SMEs show the strongest appetite for workforce growth. Usage of artificial intelligence has surged, with 83% of organisations either exploring or implementing AI tools, up significantly from previous years. Despite initial fears, employers view AI as predominantly complementary to human roles, with 43% upskilling their employees to meet the demands of an AI enhanced workplace. CE of Beyond Recruitment, Liza Viz, notes, “While organisations are prudent in their hiring strategies, their resilience is clear. Employers are strategically positioning themselves to capitalise on anticipated market improvements, particularly through workforce development and increased adoption of technology like artificial intelligence (AI).” “Now is the time for employers to invest in their people and focus on future-proofing their workforce. The competition for talent will heighten once again, making skills development and building future talent pools a key priority for Aotearoa organisations.” Hybrid work models are now standard, adopted by 77% of organisations, with flexible work hours and remote options firmly established as key employee benefits. Office spaces continue to evolve, reflecting new norms rather than temporary adjustments. Other key insights from the report include: Pay rises are levelling at around 3%, with 38% of organisations planning this range of increase. Employer satisfaction with local talent is growing, with reliance on international recruitment easing. Organisations have increased their focus on diversity, equity, and inclusion within executive teams, which is considerably influencing executive search and recruitment strategies. The Beyond Recruitment Economic & Labour Report 2025 gathered responses from over 500 employment leaders nationwide, representing various sectors including government, healthcare, manufacturing, technology, and professional services.As the pace of change accelerates, this year’s report offers a timely snapshot of how organisations are navigating complexity while preparing for future growth. With insights from across New Zealand, it provides a clear view of emerging workforce trends, strategic priorities, and the evolving role of technology in shaping the future of work.The full Beyond Recruitment Economic & Labour Report 2025/26 will be released on Monday 31st March.

Published Date: ​19th February 2025It can happen to anyone at any time in their career: after months or years in a role, you realise you’re less motivated to go to work than you used to be. Those morning sleep-ins become more tempting, or you find yourself increasingly bored or disengaged at work. You may even be saying out loud, ‘I hate my job!’ We see professionals from all kinds of backgrounds finding themselves in a rut at some point in their career. For some, the initial excitement of a new career or role may wear off after a few years. For others, their current path or position was one they ‘fell’ into, and it no longer feels appropriate or challenging enough. And many others simply don’t find their current job fulfilling. The dissatisfaction many people feel in their jobs is echoed in multiple surveys. PwC New Zealand has found just 51% of workers find their job fulfilling. Gallup’s workplace research shows a steady decline in job satisfaction in the past four years. Digging into its Australia and New Zealand data, Gallup found 64% are disengaged at work and 43% are actively looking for a new job.Whether you’re wondering how to figure out a career change or are just weighing up your options, these tips will get to the heart of the issue and add the spark back into your professional life.Check-in With YourselfIf you’ve fallen out of love with your job, think about what made you fall in love with it in the first place. Are those elements still present, just in another form? Look for ways to reconnect with the aspects of your job that initially attracted you to it. The big picture is just as important here. Take time to reflect on your present values and current goals. Did you pursue this career path, or did you ‘fall into it’? Consider which aspects of your career are no longer serving your interests and lifestyle. Do you feel you can be your authentic self? Think about where you would like to be within five years. Which is easier for you to imagine yourself doing – working for another company or in another field? What Energises you?Even the jobs we love have aspects that we don’t like or feel engaged with. Pay attention to any peaks and dips you experience in energy and motivation at work throughout the week. Perhaps you’re most engaged when you’re pitching to clients. Or, you might find you’re less keen on social interaction and would rather be buried in spreadsheets. These clues can give you insights into what aspects of your current role can benefit from tweaking or if you may need a larger course correction for your career. Start a ConversationFor many professionals, what can feel like dissatisfaction with their career is more a case of poor work-life balance. If you’re feeling the symptoms of burnout at work, have noticed an increase in stress, or feel overworked, it’s indeed time to have a frank conversation with your manager. After all, the best way to have your needs addressed is to speak up about them.If a conversation with your manager doesn’t lead to a positive change, you’ll have a better idea about your next move. Before you start your job hunt, it helps to have a reputable and professional New Zealand recruitment agency by your side.Take a BreakChanging your scenery for a short period can be enough to tackle those feelings of boredom at work and re-ignite your passion. Having a break for a few weeks, or even a few months, can help you draw your mind away from the rut of daily routine and allow time for those quiet realisations and reflections. Your break doesn’t have to be an expensive holiday or sabbatical, however. Focusing on simple everyday pleasures can give you that necessary mental breathing space. If you can access a longer period of time off, opportunities like secondments, training or volunteering projects could give you new sources of inspiration on what to do next. Seek out Others for Inspiration and SupportBy surrounding yourself with people who are passionate about their careers, you can have a bit of their enthusiasm rub off on you. It’s not uncommon to be influenced by others when it comes to how you regard your job or career. Aim to socialise with more people at work and in your broader network. You may find fresh inspiration and new role models to reignite your enthusiasm. Engaging with colleagues, mentors, and industry peers may give you insights into different career paths. By tapping into your network, you could also position yourself for potential opportunities that may arise through these connections.Push Yourself With New GoalsAs anyone who has lifted themselves out of a career rut will likely tell you, the key to overcoming boredom is to look for new ways to test yourself. Challenge yourself by setting new professional goals or taking on additional responsibilities. This sense of accomplishment and growth is a great confidence booster and can relight your passion for your career.Look out for learning opportunities wherever you can. Put your hand up at work for opportunities to test yourself. Attend workshops, conferences, or take up new courses to acquire new skills and knowledge. Learning and personal development can make your work more interesting and fulfilling, with the added advantage of growing your CV. Let us Help you Make the Next MoveAsking the big questions about your job and career can be daunting at times, but it’s always easier with the right help by your side. At Beyond Recruitment, we love matching people to their ideal roles and helping them get on the right career track for long-term fulfilment. We’ll help you uncover your strengths and opportunities to find a job you love. Get started on your next journey with a leading New Zealand recruitment agency - contact us today!

Published Date: 23rd December 2024 Change and transformation are a growing priority and concern for many organisations here in New Zealand. Both employers and leadership teams are grappling with multiple internal and external pressures, making change management a critical issue for organisations and individuals alike. This challenge was the subject of Beyond Recruitment’s recent breakfast event, featuring guest speaker Megan Jenkins (Organisational Psychologist).With over 30 senior leaders in attendance, we had an insightful discussion on the forces driving organisational change and the challenges of resistance and fatigue. Led by Megan, we explored practical strategies for implementing successful change in 2025, drawing on current best practices.What is Driving Change in Organisations?During the discussion forum, Megan highlighted several key drivers of change that are shaping the future of New Zealand organisations and prompting leaders to reassess their strategic priorities. These include the ongoing wave of digital transformation (particularly the rise of generative artificial intelligence) alongside growing concerns around cybersecurity and privacy to protect organisations’ data. Businesses are also juggling the optimisation of hybrid working models with improving customer and employee experiences. Underlying all of this is the need for greater innovation and adaptability, as organisations need to remain competitive and resilient in today’s economy as well as jobs shaping for the future work environment. How Organisations are Tackling Change ManagementCurrently, organisations respond to change in two distinct ways, Megan says. On the one hand, forward-thinking organisations are embedding organisational change management (OCM) as a core practice, with the backing of their senior leadership. They’re also hiring qualified change management professionals to build internal expertise. These organisations are incorporating OCM capabilities into their leadership scorecards and facilitating workshops on change leadership and resilience. However, during the economic downturn, some organisations have taken the opposite approach – either scaling back or entirely dissolving their OCM functions. Interestingly, Megan notes that many of these organisations find themselves reinvesting in OCM years later once they recognise it as essential for managing successful change in the long run. Change Resistance and Fatigue Is RisingChange resistance and fatigue have become significant challenges for organisations, driven by a combination of societal, organisational and individual factors, says Megan. In the past few years, anxiety stemming from post-pandemic fatigue and the economic downturn has permeated organisations. This unease is further heightened by concerns about job security and increasing workloads – everyone having to “do more with less”. Included in the mix is the rapid rise of generative AI, which is leaving some employees feeling unprepared to adapt their skill sets. At the organisational level, resistance to change often stems from employees feeling uninformed, unprepared, or even disconnected from their organisation’s rationale for implementing change, Megan says. These feelings are especially prevalent in organisations that have ‘low change management maturity’, where internal stakeholder engagement and communication are poor and there is insufficient planning or leadership around change initiatives.Organisational history plays a role, too. When employees have previously experienced organisational change that was poorly executed, misaligned, or had conflicting changes, they’re more likely to be less trusting and more sceptical. At the individual level, Megan says that the personality traits of employees can also contribute to change resistance. People who are particularly conscientious, prone to worry or anxiety, or who lack confidence can further elevate resistance to organisational change. Managing Change Successfully So, how can leaders and organisations successfully implement change without alienating employees or walking into other common pitfalls? Megan says communication is key. Managing change requires clear communication of the "why" behind the change. Provide regular updates and opportunities for employees to feel involved and prepared. Without these measures, organisations face multiple risks, including employee dissatisfaction resistance and misaligned strategies. Improving Change Capabilities & Agility Active, visible sponsorship from leadership Effective role modelling of changeEmbed robust organisation delivery systems, including transparency of dependencies and riskRegular and relevant communication with employeesInvolve affected teams early in the process, for feedback and co-design opportunitiesHelp employees build resilience and an adaptive mindsetTrack, monitor and improveWhat Change Management Maturity Looks LikeCommunication practices are essential, but behind every successful change management initiative is thoughtful leadership. Megan has provided us with further insight into the best practices of organisations that are managing change effectively. Organisations with higher levels of change maturity regard change management as a strategic competency, she says. They prioritise enabling leaders to lead through change and helping employees build their change resiliency.What does that look like in practice? Megan says that organisations doing it successfully have established a formal OCM practice internally. This involves weaving OCM into the delivery function of the organisation and establishing controls to assess change impact, risk and business readiness alongside the delivery rollout of the change.OCM is made possible with the backing of senior leaders and embedding change managers into cross-functional teams to ensure impacts are carefully considered and well-prepared. Change Managers must be able to operate strategically, with a seat at the leadership table, so they can anticipate challenges and support a smooth rollout which, ultimately, is leader-led. Defining clear success measures is critical for tracking progress so teams can adjust change activities where necessary, Megan adds. Looking AheadAs we look forward to 2025, off the back of a difficult few years (post-pandemic and commercially), businesses are feeling the pressure to perform, build a positive culture and retain talent.Exhaustion has set in for many, exacerbated by downsizing, and is fuelling reticence about change. There will likely be continued pressure on businesses, along with heightened emotions and fatigue. Meanwhile, customer and employee expectations will increase. AI will continue to reshape work. By the World Economic Forum’s 2023 estimate, almost a quarter of jobs are expected to change within the next five years. Change capability and maturity will become increasingly critical for leaders in the years ahead, says Megan. On the ground, that means focusing more on transferrable skills and upskilling in new technologies – a priority for both leaders and employees. Further, we can expect a need to change our ways of working, such as processes, mindsets and behaviours. Organisations that do this well will be more adaptive, operate more strategically, and embed quicker, more successful change, she adds. New Zealand Recruitment Support and Change ExpertisePreparing your organisation for ongoing change is a necessity. Engaging a New Zealand recruitment partner with proven HR, Change and Transformation expertise can provide you with the resources to fulfil these goals and build a thriving business. At Beyond Recruitment, we provide employers with the right resources to lead positive change and strengthen their organisation’s change capabilities. If you’re hiring for an HR, Change, or Transformation role or need advice on enhancing your change management strategy, get in touch with Kris Attewell at 021 435712 or by email at kris.attewell@beyond.co.nz or contact the Beyond Recruitment team. We’re here to help you.