Beaumont People Blog

By Jo Brown I recently presented on emerging workforce trends affecting associations, member organisations and not for profits across Australia. The headlines tend to focus on skills shortages, AI and economic uncertainty, but the deeper story is about changing expectations, from employees, candidates, boards and CEOs, often all shifting at once. Based on what we're seeing across executive search, recruitment and workforce planning projects, here are seven trends worth paying attention to. 1. People are moving less, but that doesn't mean they're happier Australian workers are changing jobs less frequently than they were a few years ago. After the post pandemic mobility spike, many employees are staying put, with national job mobility falling to 7.2% last month. Don't be too quick to read your lack of leavers as loyalty. In many cases, people are exercising caution. Cost of living pressures, economic uncertainty and a thinner pool of attractive opportunities have led to a kind of "job hugging", where security wins out over change. At CEO level, tenure is increasingly shaped by board alignment, financial pressures, governance complexity and the pace of organisational change. A long serving CEO can offer real continuity, but boards should still ask the harder questions about succession, leadership depth, and whether organisational capability is keeping pace with member expectations. For candidates, the narrative around tenure matters more than ever. Frequent movement needs a clear explanation of outcomes and context. Long tenure needs to be backed by evidence of growth, renewal and increasing responsibility, and candidates need to articulate that clearly at interview. 2. More candidates doesn't always equal better candidates Candidate quality remains the defining challenge for association leaders. Application volumes have recovered across many operational and mid level roles, yet the pool of candidates who genuinely understand member organisations, governance environments and complex stakeholder ecosystems has not grown at the same pace. Identifying this level of talent still depends on human judgement, not solely on the volume of applicants. Specialist capability is particularly scarce across policy and advocacy, workplace relations, governance, digital engagement and senior communications. Organisations may need to rethink remuneration if they want to attract and retain talent in these critical roles. At executive level, the strongest candidates are usually not actively looking. They're employed, performing well, and highly selective. What attracts them isn't simply salary or title, but board quality, clarity of mandate, financial sustainability, reputation and strategic direction. The best of them can also explain clearly how they build influence and drive outcomes through relationships, credibility and stakeholder engagement, understanding that advocacy is often a long game where success isn't always measured in immediate wins. 3. Application volume is creating more noise Candidate shortages remain in some areas, but application volume has increased significantly, and more applications don't necessarily create better outcomes. Many hiring managers are spending longer identifying genuinely relevant candidates, particularly as AI assisted applications become more common and jobseekers apply across multiple opportunities at once. In our own recruitment processes, a significant proportion of applications simply aren't aligned with the role requirements, even as jobseekers face fewer vacancies and stronger competition. This environment rewards quality over quantity. For associations, it underscores the value of preparation before going to market: a clear job scope, appropriate salary positioning, agreed interview processes and current, ready to go employment contracts all make for a smoother search. At executive level, boards should pay particular attention to alignment. Experienced candidates quickly pick up on disagreement around organisational priorities, the CEO mandate or the type of leader required, and if those questions remain unresolved, the market will notice. A strong brand helps attract interest, but it cannot compensate for an unclear brief or below market conditions. 4. Job creep is real This is one of the biggest themes coming through candidate conversations: across many associations, fewer people are being asked to do more. Membership, communications, events, partnerships, digital engagement and commercial responsibilities are increasingly folded into broader roles. Sometimes this works well. Leadership positions can successfully span multiple functions when authority, resources and priorities are clear. The trouble starts when organisations combine several previously separate jobs without adjusting expectations, support or pay. Don't assume your people are content simply because they're staying. Many employees are choosing stability while privately feeling stretched, frustrated or uncertain about where their progression goes from here. For boards undertaking a CEO succession process, this adds another layer worth considering. Succession shouldn't be about replicating the departing executive. It is an opportunity to reassess the leadership mandate and define what the organisation actually needs next. At every level, clear career pathways and meaningful progression are becoming essential retention tools, especially for organisations that cannot compete on remuneration alone. 5. The capability mix is changing Association leaders are being asked to operate across an increasingly complex environment, where member value, advocacy, governance, commercial sustainability and stakeholder influence can no longer sit in separate conversations. At the same time, digital literacy and confidence with data are becoming baseline expectations rather than specialist skills. At executive level, sector experience remains highly valuable, but boards are increasingly looking beyond traditional career pathways. The real differentiators are often enterprise leadership, political judgement, change capability, strategic influence, and the ability to balance member expectations against organisational sustainability. Candidates from other sectors can bring a genuinely fresh perspective. The key is being clear about which capabilities are essential and which can be learned on the job. 6. AI will change work more than it eliminates work The AI conversation keeps evolving, but despite some of the more dramatic headlines, what we're seeing in practice is that AI is changing tasks rather than removing entire roles. Recent sector research bears this out: around 67% of Australian not for profits are already using generative AI, yet only about 14% have a policy or governance framework in place. For associations, the immediate opportunity lies in improving productivity across administration, communications, reporting, research and member services, provided technology adoption is balanced with human judgement and proper governance. For candidates, simply listing AI as a skill is unlikely to impress. What employers actually want to understand is how technology has improved decision making, service delivery, productivity or outcomes. A recent topic of conversation was the realisation from a CEO that simply giving someone an AI licence is not the same as teaching them how to use it! Training, governance and capability development around AI will be critical part of employee ongoing professional development. For CEOs, the expectation is rarely technical expertise itself. Boards are looking for leaders who can guide adoption, manage risk, protect data and navigate their workforce through change with confidence. 7. Workforce agility needs structure Many associations are increasingly turning to interim, temporary and contract appointments to manage transformation, parental leave, funding uncertainty and leadership transitions, and this flexibility can be highly effective. But agility should not tip into ambiguity. People still need clarity about accountability, decision making authority and expected outcomes. Whether a role exists to maintain operations or deliver change should be obvious to everyone involved. The strongest workforce planning approaches identify capability gaps and succession risks before vacancies actually occur. Too often, recruitment is still treated as a reaction to resignation rather than part of a broader talent strategy. Finally... It is no secret that I love the sector I support. The associations sector remains one of the most purpose driven and rewarding sectors to work in, but expectations are rising at every level of the workforce. Boards need greater clarity around leadership mandates. CEOs need broader capability. Managers need to balance increasingly complex remits. Candidates need stronger evidence of impact, adaptability and growth. The organisations that navigate this best will be the ones that treat people as a strategic capability rather than a transactional recruitment exercise. The market may be changing, but good leadership, clear thinking and strong organisational alignment remain as important as ever.  Beaumont People's associations team specialises in supporting for-purpose member organisations. If you require executive search services, recruitment support or market guidance, please do not hesitate to reach out. jo@beaumontpeople.com.au

By Kiah Hillier What an incredible few days at the Educate Plus International Conference 2026 in Brisbane. As our first Educate Plus International Conference, we weren’t quite sure what to expect, but instantly felt inspired, energised and incredibly grateful to have been part of such a welcoming and generous community. It was particularly special to attend as sponsors of the NSW/ACT Chapter and exhibitors , giving us the opportunity to hear from thought-provoking keynote speakers, attend practical sessions & have many conversations. At conference there is a palpable feeling of people coming together to share ideas, learn from one another and celebrate the incredible work happening across schools. People, culture and leadership at the heart of schools Sitting in on the Educate Plus Awards was a real highlight and opportunity to hear about the incredible achievements of schools and the innovative ways they are investing in their people, strengthening their communities and creating cultures where staff can thrive. Congratulations to all of the award winners and finalists. The Pymble Ladies’ College wellbeing program was a particularly powerful example. Hearing about the impact of wellbeing initiatives that are, quite literally, saving lives was a powerful reminder of the responsibility schools have to look after the people within their communities. The Leadership Development Program at St Augustine’s was another standout, recognised for excellence in strengthening organisational culture, capability and people practices. Developed by Camilla Smith and delivered with the support of Eliza Babajews, the program brings the College’s values to life through emotional intelligence, coaching, reflection and peer learning. It was a great reminder that leadership development isn’t simply about preparing people for their next role. It is about giving leaders the tools, confidence and self-awareness to create positive experiences for the people they lead every day. And then there was Queen Margaret College... We have to talk about the Queen Margaret College video campaign! What an incredible, empowering and genuinely moving campaign. We've re-watched so many times, and shares it straight to the rest of the team to see too! It was such a clever example of how schools can communicate their values, celebrate their communities and create something that people genuinely want to engage with. A good reminder that the most powerful storytelling is the kind that makes people feel something. Great minds really don't think alike Jason Clarke's keynote explored the idea that great minds don't think alike. A timely reminder that different perspectives, experiences and diversity of thought are exactly what make organisations stronger. In schools, where we bring together people from so many different backgrounds, disciplines and experiences, embracing difference is usually a strength. When strategy, culture and capability align Another standout was Gillian Peacock’s session , exploring the relationship between culture, capability and strategy, and why all three need to align for organisations to successfully deliver their strategies. A simple concept, but one that really stayed with us: Strategy tells us where we want to go. Culture shapes how we behave along the way. Capability determines whether we can get there. It was a great lens through which to think about the role of People and Culture teams and the broader leadership community within schools. A strategy can be incredibly ambitious, but without the right culture and capability behind it, it becomes much harder to turn that strategy into meaningful results. Navigating change, relationships and impact A must-not—miss session from the team was Liz Hawkins, Chief Advancement Officer at the University of Adelaide , sharing lessons from the largest university merger between the University of South Australia and the University of Adelaide . One of the insights that particularly caught our attention was how donor expectations, rather than gift size, became the primary basis for segmentation, recognising that donors from the two universities had different expectations around stewardship and engagement. We were particularly interested in hearing how the teams are navigating relationships with donors connected to a university that no longer exists in its previous form, while continuing to understand donor sentiment and maintain meaningful stewardship. It was a fascinating example of how organisational change can have a very human impact on relationships, and how important it is to continue communicating, listening and demonstrating impact while navigating new opportunities and measures of success. More than a conference Those 4 days in Brisbane felt like much more than a conference. It's a community. There was such a genuine willingness to connect, share experiences, introduce people to one another and have open conversations about both the opportunities and challenges facing schools. And that connection doesn't stop when the sessions finished. Listening to the Australian Girls Choir perform renditions of classics like John Farnham. To the Amazing Band on Thursday night with everyone dressed in their best Tropicana outfits (and a conga line to Horses by Daryl Braithwaite!) It was a reminder that this community knows how to work hard and have fun. Talking advancement, development, admissions, marketing, HR, leadership and beyond; whether it was a quick conversation between sessions, a coffee, a dinner or a few drinks at the chapter events, every interaction led to another interesting conversation. And that is what makes the independent school's community so special. A huge thank you to everyone who made us feel so welcome, and to the Educate Plus community for putting on such an inspiring few days. We’re already looking forward to the next one! Kiah Hillier, Principal Recruitment Consultant, Beaumont People

By Nikki Beaumont, Founder & Director, Beaumont People I've started writing this blog post about ten different ways. Every version felt too small for what this actually means to me, so I'm just going to tell it the way it happened. Where this started Twenty five years ago, I started Beaumont People with an idea that felt almost too simple to say out loud: that a recruitment business could genuinely put people first, not just say it on a website. I'd seen enough of the industry by then to know what it usually looked like. Placements chased for margin. Candidates treated as a means to an end. Clients handed whoever was available rather than whoever was right. I didn't want to build that. I wanted to build something that measured success by the strength of the relationships it created, not just the invoices it sent. So that's what we set out to do. Slowly, sometimes messily, always with the same idea underneath it: enrich lives and livelihoods. Help organisations build strong teams. Help people find meaningful work. Invest in the sectors and communities we serve, not just extract from them. For a long time, that was a set of values we held ourselves to. It lived in how we hired, how we treated candidates, how we chose clients, how we ran the business day to day. But it wasn't independently tested. It was our word. Why we decided to put it to the test A few years ago, I started looking seriously at B Corp Certification. For those who haven't come across it before, the B stands for Benefit: it's a certification that says a business is genuinely set up to benefit people and the planet, not just shareholders. I didn't look into it because it was trending, and not because I thought it would look good on a pitch deck. I looked at it because it was the first framework I'd found that actually held businesses accountable, not just to a mission statement, but to evidence. That mattered to me. Anyone can write a values page. Fewer businesses are willing to open their governance, their pay practices, their supplier relationships and their community impact up to independent scrutiny and have someone else decide whether they've actually lived up to it. I wanted us to be one of the businesses willing to do that. What the process actually involved I won't pretend this was easy. We answered more than 238 questions across five key areas: governance, workers, community, environment and customers. Every single answer needed evidence behind it. Not intentions. Not policies sitting in a folder nobody reads. Proof that the way we said we operated was actually how we operated. There were moments in this process that were genuinely confronting. We found gaps. Places where our governance was clear in principle but fuzzy in practice. Places where we thought we were measuring our impact well, and discovered we were really only measuring the parts that were easy to measure. So we fixed things. We strengthened our governance frameworks. We clarified who was accountable for what, and made sure that accountability wasn't just sitting with me or with our leadership team, but built into how the whole business runs. We got much sharper about how we measure and report on our impact, so it's something we can actually track and improve, not just something we talk about once a year. It took real work from people across the business, not just from me. I want to be honest about that. This certification belongs to every person at Beaumont People who does right by a candidate when it would have been easier not to, who pushes back on a client request that doesn't sit well with our values, who shows up for our community partners because it matters, not because anyone's watching. What it means, practically Here's what I keep coming back to. This certification isn't really about a badge or a logo. It's about what it changes for the people we work with. For our clients, many of them charities, education providers, health and community organisations and membership bodies doing genuinely hard work themselves, it means you're partnering with a business that holds itself to the same standards of transparency and accountability that your own work demands of you. For our candidates, it means an even stronger, formally verified commitment to fair, accessible, values-led recruitment, from the first conversation through to the final offer, and beyond it. For our team, I hope it means something too. We've always known why we do what we do, but there's something powerful about having that put to the test by an independent benchmark, and seeing it hold up. I hope that this certification feels like confirmation of what we already believed, and a sign that the way we do things has real meaning. Why this is genuinely just the beginning B Corp Certification isn’t a finish line. It’s not awarded once and then forgotten. It's a standard we now have to keep meeting, on a cycle, with real scrutiny each time. That's exactly what I wanted. It gives us a framework to keep learning, keep measuring, and keep improving, permanently, rather than a plaque on the wall that we point to and stop thinking about. There's more work ahead. We're looking closely at our supplier relationships, at how we support our people through every stage of their career with us, at how we can keep sharpening the way we measure our impact on the communities and sectors we serve. This certification gave us the framework to do that properly. Now the work is actually doing it, year after year. Thank you To every client who's trusted us with something as important as building their team. To every candidate who's trusted us with something as important as their career. To every person at Beaumont People who's helped build this business into something I'm genuinely proud of, over 25 years, this certification is yours as much as it is mine. I'm proud of every person on our team who helped us get here, and there's one person I want to thank especially. Robyn Riddle led this project from the start, and I don't think I've worked with anyone who's brought more care, patience and determination to a piece of work. She dug into every question, chased down every piece of evidence, and never once let the size of the task make her lose sight of why we were doing it. This achievement would not have happened without her, and I'm so grateful for everything she poured into it. This has been a long time coming. I'm proud of how far we've come, and honestly, I'm even more excited about what's ahead. Nikki Beaumont Founder and Director, Beaumont People

(By Alma Raheem) Natalie Egleton is CEO of FRRR (Foundation for Rural & Regional Renewal), an organisation that partners with rural, regional and remote communities across Australia to help them thrive on their own terms. Having spent more than a decade with FRRR, Natalie has led the organisation through significant growth and change, while also experiencing firsthand how the role of a CEO evolves alongside the organisation itself. What I enjoyed about our conversation was how openly Natalie reflected on that evolution: not only what it takes to lead an organisation, but what she has learnt about herself and her leadership along the way. We spoke about the balance between working in the organisation and on the organisation, the loneliness that can come with the CEO role, and the importance of building an executive team that allows you to operate at the right level. We also explored what Natalie looks for in people who are ready to step into more senior leadership, the changing capabilities leaders will need, and the importance of having a clear personal and organisational compass when so much around us continues to shift. One of the themes that came through strongly was that leadership at this level isn't something you simply arrive at and master. It requires ongoing judgement about when to step closer to the work, when to step back, what you need to hold yourself and what you need to trust others to carry. As Natalie reflected, even after many years as a CEO, that balance continues to evolve. As always, I’ve included a few reflection questions throughout — some prompted by Natalie’s insights and others that I hope encourage current and aspiring executives to consider their own leadership journey. The Reality of the CEO Role When Natalie first stepped into the CEO role, FRRR was a much smaller organisation. While she expected to spend much of her time on higher-order strategic priorities, the reality was that she needed to spend considerably more time working in the organisation. While that has changed as FRRR has grown, Natalie reflected that the tension never completely disappears. There will always be times when a CEO is pulled back into the detail and, particularly when you know how to do the work, it can be tempting to step in. For Natalie, building a strong executive team was a significant part of shifting that balance. She spoke about supporting her executive leaders to genuinely hold their executive function, which in turn allows her to hold hers. I thought this was an important distinction. A CEO's ability to operate at the right level is closely connected to the capability and confidence of the team around them. At the same time, CEOs need to remain close enough to understand what is happening. Natalie periodically joins team meetings simply to listen, answer questions and hear directly from people across FRRR. It gives her proximity without needing to be involved in everything. Natalie also spoke openly about the loneliness of the CEO role, something she particularly noticed after stepping up from within the organisation. The relationships change, people interact with you differently and there are things you can no longer share in the same way. Coaching and CEO peer networks have been incredibly important throughout her journey, giving her somewhere to think aloud, gain perspective and connect with people who understand the realities of the role. There was also a lesson that took longer to learn: looking after herself. Like many leaders in the for-purpose sector, Natalie spent years caring for the organisation and everyone around her without creating enough space for her own wellbeing. She is now much more deliberate about taking meaningful breaks and creating boundaries that allow her to reset. Questions to consider Where are you currently spending most of your time - in the organisation or on the organisation? Do you have the right people around you to allow you to operate at the level your role requires? Who do you have in your corner when you need perspective, challenge or simply somewhere to think aloud? What Does Executive Readiness Actually Look Like? Given my work in Executive Search, I was particularly interested in Natalie's perspective on how she knows someone is ready to step into more senior leadership. Her answer wasn't about technical expertise or already having held the title. She looks for someone's ability to look up and across. People earlier in their management careers are often understandably focused on their program, function or team. As leaders become ready for broader executive responsibility, Natalie sees them beginning to consider the organisation as a whole. They notice the connections between different areas and start thinking about how a decision in one part of the organisation might affect another. She also looks at how people manage upwards. Can they anticipate what the executive team, CEO or Board will need to know? Can they take a complex issue, think it through and provide the information required to make a decision? I thought this was such a useful way of describing executive readiness because it is something I see in Executive Search too. Being exceptional within your function doesn't automatically mean you are ready to lead at enterprise level. The shift is often less about knowing more about your particular area and more about broadening the way you think. Natalie suggested deliberately exposing yourself to higher-order thinking - reading more broadly about strategy, risk, governance and business, finding mentors who can stretch your thinking and spending time around leaders already operating at the level you aspire to reach. She also spoke about finding role models and simply observing them. How do they think? How do they behave in a room? What are they noticing? Rather than entering those environments questioning whether you belong there, approach them with curiosity and use the opportunity to learn. Questions to consider Are you focused primarily on your own area, or are you looking up and across the organisation? How well do you anticipate what the level above you needs in order to make decisions? Who are you learning from who is already operating at the level you aspire to reach? Leadership Needs a Compass When we spoke about the capabilities future CEOs will need, Natalie came back to adaptability and the ability to understand what is happening in the environment around you. Technology, funding models, workforce expectations, service delivery and the way people engage with organisations are all shifting. Natalie believes leaders increasingly need to be able to read the environment, make decisions without perfect information and recognise when they need to change course. To do that well, you need a compass. For FRRR, that compass is clear: they are there as partners for rural and remote Australia, supporting communities to thrive on their own terms. When opportunities arise, the organisation can return to that purpose and ask whether what is being proposed genuinely aligns with what communities say they need. For Natalie personally, her compass comes back to integrity. I found the distinction she made between an organisational compass and a personal one particularly interesting. In the for-purpose sector, the two can become very closely intertwined. When you care deeply about the work, it can become difficult to separate who you are from what you do. A three-month sabbatical became an important circuit breaker for Natalie and helped her recognise that while FRRR is a significant part of her life, it isn't her identity. The organisation existed before her leadership and will continue beyond it. That led to another theme from our conversation that really stayed with me: stewardship. Natalie described the CEO role as fundamentally a stewardship role. Every CEO holds the chair for a period of time, with an opportunity to influence the organisation in ways few other roles allow. Her advice to aspiring CEOs was to recognise that privilege, but also to enter the role with their eyes open. Understand the Board, the culture and how the organisation really operates. Do your research and be clear about what you hope to contribute during your time there. From an Executive Search perspective, I think this is an important question for aspiring CEOs to consider. It isn't simply: Do I want to be a CEO? It is also: Why this organisation, why now, and what am I uniquely positioned to contribute during my time there? Questions to consider What is the compass you return to when the environment around you is changing? How closely connected is your identity to the role you hold? If you stepped into a CEO role tomorrow, what would you want your period of stewardship to contribute? Final Reflections There was a lot I took away from my conversation with Natalie. The CEO role brings enormous opportunity to influence an organisation, its people and its impact, but ultimately every leader holds that responsibility for a period of time. The role is to understand what the organisation needs now, prepare it for what is coming next and eventually leave it ready for someone else to continue the work. Doing that work well requires stewardship. It requires the ability to look up and across, build the right people around you, stay connected without needing to be involved in everything, and remain grounded in a clear sense of purpose while the environment around you changes. For aspiring CEOs, perhaps Natalie's advice to enter the role with your eyes open is particularly important. Understand what you are stepping into, know what you stand for and be clear about what you hope to contribute during the time you are entrusted with leading the organisation. My sincere thanks to Natalie for sharing her experience and reflections so openly, and for the work she and the FRRR team continue to do alongside rural, regional and remote communities across Australia. Alma Raheem, Associate Partner, Executive Search

Jennifer Tierney, CEO of Oxfam Australia interviewed by Liska Turner, partner, Executive Search

Engagement Australia Conference, July 2026

(By Alma Raheem) When I asked Cleola Anderiesz what people often underestimate about being a CEO, she described it as "the weight of knowing." The responsibility of carrying information that can't always be shared. Understanding challenges, risks and difficult decisions before they become visible to others. Continuing to lead with confidence and clarity while holding realities that your team, stakeholders or community may not yet be aware of. It was a perspective I hadn't heard articulated quite like that before. As CEO of the National Breast Cancer Foundation (NBCF), Cleola brings more than two decades of leadership experience across research, government and the not-for-profit sector. Throughout our conversation, we explored executive readiness, leadership capability, AI and the challenges facing the sector.  Our conversation covered everything from strategic thinking and organisational performance through to technology and leadership development, but a common thread ran through much of what Cleola shared: the responsibility leaders carry when navigating complexity while remaining anchored to purpose. As I continue this series, I'm including a few self-reflection prompts throughout each conversation. The intention is not only to share the perspectives of experienced leaders, but also to create space for readers to think about how these ideas might relate to their own leadership and career journey.

(By Alma Raheem) One of the things I value most about working in executive search is the chance to spend time with leaders outside of a live recruitment process. More often than not, we meet CEOs at very specific moments, whether that’s appointing a new executive, navigating a period of change, or thinking about succession. Those conversations are important, but they’re usually quite focused on a particular outcome. What we don’t always get the opportunity to do is step back and have a broader conversation about leadership itself. As part of our Leadership Conversations series, I recently sat down with Susanne Legena, CEO of Plan International Australia. Susanne is widely respected in the global social change space, with deep experience across climate justice, gender equality and international development. Alongside her CEO role, she is Chair of the Emergency Action Alliance, a Board Director at CommUnity Plus, and has recently joined the board of the Australian Conservation Foundation. I asked Susanne five questions about leadership, executive readiness and where the for-purpose sector is heading. We covered a lot of ground, from AI through to feedback, but what stayed with me most was how often the conversation came back to the same idea: leadership really starts with how you lead yourself. As we spoke, I found myself reflecting on how much of this applies more broadly, so I’ve included a few questions throughout for anyone who wants to pause and consider their own leadership along the way.