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We have recently created a brand new Mission Statement to reflect our commitment to ushering in a transformative era of work.
In today's dynamic landscape, characterised by rapid technological advancements and evolving workplace dynamics, we recognise the paramount importance of prioritising people. With the firm belief that organisations thrive when they place their people at the forefront, we aim to be the catalyst for this paradigm shift.
By fostering environments where individuals are valued, supported, and empowered to reach their full potential both inside and outside of the workplace. We envisions a future where businesses not only succeed but also contribute positively to society. Our new Mission Statement reaffirms our dedication to driving meaningful change and shaping a workplace culture that places human well-being and growth above all else.
About the Organisation Carers Queensland is the peak body representing unpaid family and community carers in Queensland, as well as being the largest provider of Local Area Coordinator services for the NDIS in Australia. They respond to the unique and changing needs of the 533,200 carers across the state and those they care for, as well as tens of thousands of people with disability. Carers Queensland started as the Queensland Council of Carers and established its head office in Camp Hill, Brisbane in 1989. Since then, they have given carers a voice, and champion equal rights and opportunities for carers and people with disability. They are dedicated to making life better. About the Position The General Manager Business Development and Brand is a newly scoped role reporting to the recently appointed Chief Executive Officer at Carers Queensland. This senior leadership role will oversee marketing, communications, new business development, tender identification, partnership opportunities and new business stream incubation. This includes overseeing the Carers Queensland RTO. A diverse and challenging role, the mandate is to diversify revenue streams for growth, elevate existing brand and marketing activations, and grow new business ideas from potential to realisation. This business-critical role requires strategic relationship management with a diverse range of stakeholders including government, NFP’s, industry partners, the Board, external funders and internal peers and colleagues. Success in this role will see this General Manager plan for growth, optimise existing teams and activities for better outcomes, identify and deliver new business opportunities and build brand and reputation across Queensland. About the Person We are seeking an impressive operational and strategic business development and brand leader who has previously managed a large portfolio within the government or not-for-profit sector delivering health and/or community services. A track record of identifying and delivering new tenders to build business and revenue streams, strategic brand and marketing optimisation and creating highly engaged teams in a complex and regulated environment is essential for this position. An ability to work at pace, be intellectually curious and alignment to organisational values of Integrity, Respect, Diversity, Empowerment and Adaptability will be highly regarded, as will relevant lived experience. To apply online, please click on the appropriate link below. Alternatively, for a confidential discussion and/or a copy of the candidate information pack please contact Jill Henderson on 0412 344 468 or jhenderson@sharpandcarter.com.au.
Attractive salary on offer ($80,000 - $85,000 + superannuation) Based in the CBD | 2 days working from home after training Job security in a permanent role in a supportive team Our Client is an exciting and fast growing national company who are market leaders in their industry. Due to growth of the business, the company is seeking an Credit Controller to join their team on a permanent basis. This role is a great opportunity for a motivated individual to join a welcoming and fast-paced environment within a respectable company that has been in business for many years. This role has scope for growth and long term progression within the firm. The ResponsibilitiesWorking alongside other Credit Controllers, and reporting to the Credit Manager, the responsibilities include: Daily banking Debtor ledger manager Allocating customer payments Manage and maintain credit applications Collection calls to follow up overdue debt Weekly reporting duties Perform account reconciliations Resolving customer queries Other duties as requested by your Manager The Successful Applicant Advanced interpersonal and communication skills. Have a positive mindset and can-do attitude Ability to work well in a team environment. Customer service orientated Additional Benefits Generous Package Supportive, team environment Close to public transport Great working environment and state of the art office How to Apply To apply online please click on the appropriate link, alternatively for a confidential discussion please email Nicola McLennan at nmclennan@sharpandcarter.com.au
About the Organisation Carers Queensland is the peak body representing unpaid family and community carers in Queensland, as well as being the largest provider of Local Area Coordinator services for the NDIS in Australia. They respond to the unique and changing needs of the 533,200 carers across the state and those they care for, as well as tens of thousands of people with disability. Carers Queensland started as the Queensland Council of Carers and established its head office in Camp Hill, Brisbane in 1989. Since then, they have given carers a voice, and champion equal rights and opportunities for carers and people with disability. They are dedicated to making life better. About the Position The General Manager Business Development and Brand is a newly scoped role reporting to the recently appointed Chief Executive Officer at Carers Queensland. This senior leadership role will oversee marketing, communications, new business development, tender identification, partnership opportunities and new business stream incubation. This includes overseeing the Carers Queensland RTO. A diverse and challenging role, the mandate is to diversify revenue streams for growth, elevate existing brand and marketing activations, and grow new business ideas from potential to realisation. This business-critical role requires strategic relationship management with a diverse range of stakeholders including government, NFP’s, industry partners, the Board, external funders and internal peers and colleagues. Success in this role will see this General Manager plan for growth, optimise existing teams and activities for better outcomes, identify and deliver new business opportunities and build brand and reputation across Queensland. About the Person We are seeking an impressive operational and strategic business development and brand leader who has previously managed a large portfolio within the government or not-for-profit sector delivering health and/or community services. A track record of identifying and delivering new tenders to build business and revenue streams, strategic brand and marketing optimisation and creating highly engaged teams in a complex and regulated environment is essential for this position. An ability to work at pace, be intellectually curious and alignment to organisational values of Integrity, Respect, Diversity, Empowerment and Adaptability will be highly regarded, as will relevant lived experience. To apply online, please click on the appropriate link below. Alternatively, for a confidential discussion and/or a copy of the candidate information pack please contact Jill Henderson on 0412 344 468 or jhenderson@sharpandcarter.com.au.
About the Organisation Carers Queensland is the peak body representing unpaid family and community carers in Queensland, as well as being the largest provider of Local Area Coordinator services for the NDIS in Australia. They respond to the unique and changing needs of the 533,200 carers across the state and those they care for, as well as tens of thousands of people with disability. Carers Queensland started as the Queensland Council of Carers and established its head office in Camp Hill, Brisbane in 1989. Since then, they have given carers a voice, and champion equal rights and opportunities for carers and people with disability. They are dedicated to making life better. About the Position The General Manager Business Development and Brand is a newly scoped role reporting to the recently appointed Chief Executive Officer at Carers Queensland. This senior leadership role will oversee marketing, communications, new business development, tender identification, partnership opportunities and new business stream incubation. This includes overseeing the Carers Queensland RTO. A diverse and challenging role, the mandate is to diversify revenue streams for growth, elevate existing brand and marketing activations, and grow new business ideas from potential to realisation. This business-critical role requires strategic relationship management with a diverse range of stakeholders including government, NFP’s, industry partners, the Board, external funders and internal peers and colleagues. Success in this role will see this General Manager plan for growth, optimise existing teams and activities for better outcomes, identify and deliver new business opportunities and build brand and reputation across Queensland. About the Person We are seeking an impressive operational and strategic business development and brand leader who has previously managed a large portfolio within the government or not-for-profit sector delivering health and/or community services. A track record of identifying and delivering new tenders to build business and revenue streams, strategic brand and marketing optimisation and creating highly engaged teams in a complex and regulated environment is essential for this position. An ability to work at pace, be intellectually curious and alignment to organisational values of Integrity, Respect, Diversity, Empowerment and Adaptability will be highly regarded, as will relevant lived experience. To apply online, please click on the appropriate link below. Alternatively, for a confidential discussion and/or a copy of the candidate information pack please contact Jill Henderson on 0412 344 468 or jhenderson@sharpandcarter.com.au.
With over 500 stores across Australia and New Zealand, employing more than 44,000 staff. Our client have a finance department of 120 people, with unparalleled career progression opportunities. They are seeking a diligent Financial Accountant to be responsible for supporting decision-making and overseeing financial reporting. As the Financial Accountant, your responsibilities will include but not be limited to: Analysis of monthly results Month-end processing, budgeting, and forecasting Assist with the preparation of monthly, half yearly and yearly financial results, in accordance with internal timetable Financial reconciliations prepared in timely manner Ensure all reports and data are prepared and delivered as agreed with external audit Preparation of month end journals and reports Identify risks & opportunities for the business in timely manner to enable mitigation &/or action. Continually look for opportunities to improve processes to simplify activities.To be successful in your application, you be CA/CPA Qualified with experience working in large and complex organisations. Alternatively, you will be looking to make your first move out of Big 4/ Mid tier Chartered firms. You will possess excellent written and verbal communication skills and have strong attention to detail. You will have sound working knowledge of a large ERP system (preferably SAP). You will be analytically minded and have the ability to problem solve. To apply online, please click on the appropriate link below. Alternatively, for a confidential discussion, please contact Bre Wood on 0499 448 672 or bwood@sharpandcarter.com.au
About the roleA fantastic opportunity has been made available for a self-driven candidate wanting to make their next commercial move within a leading billion dollar plus retail organisation. You will be reporting to a talented Finance Manager and sit within a best in class finance team. This role offers genuine career development and progression within the organisation as well as the wider group. Your responsibilitiesYour responsibilities will include (but not limited to): Management of the full accounting and month end processes Business partner with key divisional teams on financial results The ongoing leadership and management of a team of two accountants Monthly overhead analysis and commentary Lead relevant process improvement projects and the continuing streamlining of accounting processes Ad-hoc projects as and when required The successful applicantYou will be a CA/CPA qualified accounting professional who has experience within a similarly large commercial organisation. You will have exceptional interpersonal skills with a process improvement mindset and the ability to propose continuous improvement strategies. This would be an ideal second move for a driven candidate looking to step up into a true leadership position.About the clientOur client is a Billion dollar turnover retail leader which has fared exceptionally well and continued to grow. Their products have a national reach and have entered the households of countless Australian consumers. Additional benefits Generous salary package and benefits Mentorship & career development plans On-site parking Flexible working arrangements provided Work with some of the strongest finance leaders within Sydney Progressive, growing organisation To apply online, please click on the appropriate link below. Alternatively, for a confidential discussion, please contact Ben Parnell on Bparnell@sharpandcarter.com.au
To attract top-tier talent for your company, a thoughtfully crafted job advertisement is essential. 90% of employers struggle to identify qualified candidates (Flynn 2023), which unfortunately stems from weak ads deterring strong applicants. It is important to understand why a job ad might not be grabbing the attention of strong candidates. Here are some reasons for the problem: Vagueness in job descriptions and necessary skills Creating an intimidating prospect by overemphasising job requirementsNeglecting career growth opportunities Lack of visual appeal To combat these issues, it is essential to know how to craft an ad that will appeal to your target candidates. Here are some strategies: 1. Create a compelling job titleTo capture a candidate's attention, avoid using generic titles and instead use descriptive words that highlight the unique selling points of the job. 2. Write an engaging job descriptionNot only must the title be captivating, but so must the introduction for the role. Start by highlighting the main aspects of the position and follow with the benefits and opportunities available. This will set an optimistic precedent for the candidate, indicating that the job is not just a tick-box role, but rather a developmental position. 3. Use key words effectivelyEnsure that you strategically include words that are industry specific, and intertwine these within the title, description, and qualifications sections.4. Showcase company values and culture In today’s landscape, candidates not only look for the perfect job, but also an aligning culture. Devote a section to highlight the company’s mission and values to help candidates understand the organisations culture and whether it is the right fit for them. 5. Format for visual appeal Ensure that you lay out the content in digestible sections, using bullet points, subheadings, and bolded words. This will draw attention to key details and visually entice candidates.6. Enhance with visualsIt can be overwhelming to look at a job ad that is purely word-based, so be sure to include relevant images that represent the role and company to increase visual appeal.Dedicating time and energy in crafting engaging job ads with these tips will make the advertised role stand out and and ensure recruitment success. Reference:Flynn, J. (2023) 20+ essential hiring statistics [2023]: Everything you need to know about hiring, Zippia. Available at: https://www.zippia.com/advice/hiring-statistics/#:~:text=90%25%20of%20employers%20struggle%20to%20find%20skilled%20candidates (Accessed: 04 March 2024).
Our recent 15-year milestone served as a celebration of our people and the business we have built together. Everyone has played a crucial part in creating this special organisation - from our Partners, Consultants and Graduates to our ESAs, Marketing Team, Finance Team, IT Support, and Commercial and Wellbeing Teams. We have all contributed to living and championing our culture and values, leading us to where we are today. Our CEO and Managing Partner, Stephen Carter, believes that “we are a group of people who are doing things differently. We are proving that care, trust, generosity, humility, and excellence lead to an incredibly successful place” as evidenced by our annual growth of 40%. To acknowledge this commitment and our purpose, we feel it is important to encapsulate our organisation's ‘Why?’ into a new Mission Statement. A statement that answers the questions, ‘Why do we exist?’ and ‘What do we hope to add to the world beyond the traditional foundations of recruitment?’.After much consideration and refinement, we present Sharp & Carter’s new Mission Statement: ‘To be a catalyst for a new era of work – where organisations unlock potential through prioritising people above all else.’We aim to set an example for the world by demonstrating that a culture of uncommon care is the key to unlocking the potential of both organisations and people. Not only are we passionate about our own team, but also about everyone that is involved with our company, making us an organisation that brings humanity and understanding to recruitment. We are immensely proud of our people for their efforts in creating this catalyst for a new era of work and recruitment.
Get ready to celebrate International Women’s Day (IWD) on March 8th! It’s that time of the year when we come together to honour the incredible achievements of women within S&C and reaffirm our commitment to diversity, equity, and inclusion within our business.This year’s theme is ‘Inspiring Inclusion’. Inclusion is how well and easily people can fully connect and engage with people across all types of differences. Practically, it is how businesses, leaders, and individuals provide ways that allow everyone across multiple types of differences, to participate, contribute, have a voice, and feel that they are connected and belong, all without losing individual uniqueness or having to give up valuable identities or aspects of themselves.Inspiring action is not just a statement—it's a call to action that aligns with our values. It reminds us that gender equality is a journey, not a destination, and each one of us plays a vital role in creating a more inclusive workplace. Let’s use this day to amplify the voices of women, challenge stereotypes, and advocate for equal opportunities in every sphere of life. We want YOU to be a part of the action. Here’s how:Make sure you attend your in office IWD celebration. By coming together, you not only show your support for gender equality but also acknowledge the unique talents, perspectives, and leadership that women bring to S&C. This sends a powerful message of appreciation and encouragement to the women who inspire us all. It is an opportunity to talk about their experience of workplace equality, breaking down barriers, and the importance of male allies.Making commitments to ‘inspiring inclusion’ is just the beginning; it's our actions that truly make a difference. We are asking teams to think of one practical action they can take to foster a more inclusive environment. Whether it is being aware of and managing our unconscious biases, ensuring all voices are heard when making critical decisions, or organising a community outreach event, every effort counts! You may want to on the commitments made during IWS 2023.We want someone passionate within teams to lead and keep the focus on this throughout the year. That person maybe a partner, director, manager or consultant – we all have a part to play. Email your team’s goals to HR by March 18th, 2024. Let’s make this International Women’s Day one to remember!We will share a resource to help you to create those commitments and action on our journey towards greater inclusivity and equality.How aware are you of your own unconscious bias?Unconscious bias refers to attitudes or stereotypes that influence our understanding, actions, and decisions in an unconscious manner. Being aware of it is crucial because it helps us reduce its impact on our decisions and behaviours. By acknowledging our biases, we can make more fair and objective judgments, leading to better outcomes in areas such as hiring, promotion, and overall interactions with others. Check out the Ted Talk of Gail Tolstoi Miller, an American recruiter and career coach with over 20 years industry experience and over 15,000 job placements. She shares her own personal story of unconscious bias in her recruitment decisions and how she now practically challenges. Cheers to the incredible women, at work, home and in our community who inspire us every day!
When presented with this question, the interviewer is seeking insights into your professional goals, and envisioning your future, dreams, and ambitions. They are interested in understanding whether your career aspirations align with the company's vision and structure. Ensure that your answers are meaningful, sincere, concise, and both aspirational and realistic. Demonstrate how your professional goals are interconnected with the value you can contribute to the company. The importance of career aspirations:Companies value your aspirations and motivations. Clearly expressing your career goals and commitment to improvement showcases your enthusiasm and direction in your professional journey. This not only strengthens your candidacy but also underscores your readiness to work diligently and enhance your skills—a quality highly prized by employers. Identifying your career aspirations:Discovering your true career aspirations involves a journey of self-reflection and growth, requiring an understanding of your interests, strengths, and values.Here are 3 tips on how to discover and pursue your career aspirations:Self-Reflection: Identify and acknowledge where your strengths, skills, and talents lie to align your aspirations with areas in which you excel.Exploration and Research: Explore various industries, job roles, and professions through resources like career websites and informational interviews.Goal Setting and Guidance: Establish short and long-term career goals, outlining the skills and experiences needed to fulfil these. So… the most important stage; how you answer the question, "What are your career aspirations?" When asked about your career aspirations in an interview: 1. Express Enthusiasm: Begin with enthusiasm and gratitude for the opportunity.Short-Term and Long-Term Goals: Share immediate career goals aligned with the position and briefly discuss long-term vision.Align with Company:Connect your aspirations to the company's goals and values.Emphasise Learning: Express eagerness to learn and grow professionally.Commitment: Conclude by highlighting your commitment to contributing meaningfully. Remember to keep your responses concise and tailored to the specific job and company. Personalising your answer demonstrates your genuine interest in the job.
As Sharp & Carter celebrates its 15-year anniversary this month, founder Stephen Carter shares 15 insights that have been instrumental in shaping the company's success. From the foundational importance of culture to the transformative power of trust, Stephen delves into the core principles that have guided Sharp & Carter's journey. Through anecdotes, reflections, and wisdom gleaned from years of experience, he offers a compelling narrative on topics ranging from leadership and employee engagement to the deeper purpose of business in today's world. Join Stephen as he explores 15 things he has learnt in 15 years that have contributed to Sharp & Carter’s success. 1. It all starts and ends with culture.The success we have enjoyed at Sharp & Carter has been primarily due to our culture of: Trust; Care; Generosity; Humility and Excellence. We have all heard the expression “Culture eats strategy for breakfast” and this has been very true for us. Over the past 15 years our culture has been a starting point in how we interact with our most important asset – our people, and it provides guidance when it comes to making decisions within the business. 2. What is and isn’t commercial?One of my favourite interview questions for C-level staff is “Tell me what the word commercial means to you?”. 99% of people talk about profitability, most talk about cost management, the better ones talk about value, but it always surprises me how few of them talk about sustainability. Over the past 15 years, we have found that the more decisions you can make that benefit the long-term sustainability of the business even if there is a short-term cost or downside, the commercially better off you are. 3. How do you ensure that your customer experience is excellent?Most senior executives are not front-line staff in dealing with customers. So how do you ensure that the people who are dealing with your customers are providing an outstanding experience? I like what Simon Senik and Richard Branson say on this and their approach has been the reason why we have won industry awards for our customer experience: “Customers do not come first. Employees come first. If you take care of your employees, they will take care of your customers”. Like it or not, no matter how much training you do, your customer experience is directly linked to your employee experience. 4. The importance of trust.In trying to run and control your business you will need to decide whether you prioritise policies and procedures or whether you prioritise trusting your people. At Sharp & Carter, we have policies and procedures, but we prioritise trust. We have found it a much more effective way to control the business and whilst it has similar downsides to policies and procedures it has delivered way more upside. 5. I am not the Oracle. "Psychological safety is the shared belief that it is safe to speak up in the workplace and take risks without fear of being blamed or criticised. Employees who feel psychologically safe are more likely to test the status quo, admit mistakes, view failure as a growth opportunity, and be their authentic selves". Your business will be so much more successful if you as a CEO or leader are not the sole source of ideas. More often than not the best ideas are going to come from your people and for them to share those ideas you need an environment where people feel valued, trusted, and secure. 6. Generosity.Lots of owners, entrepreneurs and leaders often criticise staff for being takers. “They just come in, do as little as possible and take their paycheck – their attitude is unbelievable!!” In fact, in most cases these people are “matchers” – they just match the generosity that they have received from the employer. If you want your people to “give” – “give extra effort”, “give extra time”, “give extra care” then it starts with the leaders and the business to be generous and be “givers” first. Lots of companies proudly proclaim that they need their people to do more with less. It is hardly surprising when this proves to be either unsustainable or a mirage. 7. You are leadership.As a leader, it is really helpful if you live your life in a way that other people are comfortable emulating. If you work 100 hours a week, and never see your children or your partner, then for lots of people that is not a price for leadership they will be willing to pay. Consequently, people will leave you because they don’t want that future. Additionally, if you are rude to the waiter, and talk about people behind their backs, then people won't respect what you do outside of work and will leave you because they don’t respect you. Who you are is a huge part of the effectiveness of your leadership. 8. Employee cost.Almost every organisation in the world says a version of “Our people are our most important asset”. But 95% of these organisations will also analyse their employee costs. Which is it? A cost or an asset/investment? Many fail to understand that when they reduce their employee costs they are reducing the investment in the most important part of their business. Any reduction in investment should be done very very carefully. 9. Talent acquisition.Your ability to attract quality people into your organisation will be the fuel for your future growth. Yet so many organisations do not spend nearly enough time on differentiating themselves as employers. When taking job briefs, we ask about the culture of the organisation and an unhealthy number of organisations say a version of “We have a supportive and caring culture where everyone works as a team”. It might be true, but it does not differentiate that organisation when talent is deciding who they are going to join. 10. Strategy is not a growth plan.Too often organisations confuse their growth plans as strategy. “We have a strategy to double our turnover to be $100 mill in the next 5 years”. This is not strategy. Strategy is better defined as “the continuous improvement of your competitive advantage”. The Sharp & Carter strategy is that we continually improve how we retain and support our people. From that strategy, we have grown at 40% p.a. for 10 years. 11. Feeling overwhelmed?Calmness is a word we use a lot at Sharp & Carter when talking about leadership. But in order to be calm you need to know where you are, whilst you try to undertake the confusing task of setting the direction of where you want to go. Tell the truth, be yourself, and at least you will always know your starting point even if the future direction is uncertain. 12. Embrace ownership.Stop blaming and deflecting. Everything that happens in your team or your business is your fault. The problem exists because you didn’t train correctly, you didn’t communicate clearly, you didn’t set the right culture etc. etc. If you take accountability for everything it empowers you to fix it. If it is someone else’s fault, then you are powerless. 13. Why does your business exist?If your business exists to make returns for shareholders it is unlikely to be enough for Gen Y onwards who want to contribute more to the world than making rich shareholders richer. You need to exist for bigger things that your people can get behind. At Sharp & Carter, we exist “To be a catalyst for a new era of work – where organisations unlock potential through prioritising people above all else.” 14. Greed kills businesses.Along with our culture, the other most significant factor in our success has been our Partnership structure. Essentially, we are an employee-owned business - there are 35 equity owners (all of whom work within the business) in Sharp & Carter. As an example of the power of not being greedy - in 2022 I owned 100% of a Supply Chain, Engineering and Operations recruitment business....... that didn't exist. I now own 17% of an incredibly successful one that does. Too often businesses try to take as much as possible in the deal and our experience underscores that having an ‘abundance mindset’ is incredibly powerful. 15. Businesses' responsibility goes beyond work hours.The predominant force of our time is business. It is no longer the church, the crown, or the government. Every business has a responsibility to their people, their customers, and their society. We have been able to drive a competitive advantage with our people by trying to help them navigate the inevitable challenges that happen outside of work. It has resulted in better engagement, lower turnover levels, and much higher productivity in our people. Our appointment of a qualified psychologist as our Head of Wellbeing and High Performance is tangible evidence of this approach. If anyone is reading this and wants to discuss culture and leadership, please do not hesitate to give me a call on 0411 543 833.
In recent years, there has been an increase in awareness of the importance of work-life balance, with many employees recognising that a healthy balance between personal and work life contributes to well-being, productivity, and success. Although salary remains a crucial consideration for many employees, there is evidence to suggest a rising importance placed on work-life balance. Research shows that many employees are open to a lower salary in return for increased flexibility in their work arrangements, such as the option to work remotely or to have more control over their schedule.Why would people choose balance over salary?The traditional notion of job success is often taught to be comprised of an equal split of salary and job title. Introducing the element of balance into this equation suggests a more refined approach to measuring success. By incorporating considerations for mental and physical health, passion for the job, and available free time alongside salary and job title, a more comprehensive and balanced perspective emerges regarding the priorities in both your life and work. People may opt for balance over salary due to several reasons:- There is more time available to prioritise both physical and mental wellbeing.- The expectation to ‘always be on’ in terms of energy, personality and performance is reduced, due to the clear separation between personal and work life.- Being fully present in the moment becomes front of mind due to clearer personal and career boundaries.- The prevention of burnout and preservation of passion for the role. - The intangible benefits of meaning, growth, and development outweigh monetary reward. While balance is key, salary is still extremely important for many employees in the job landscape. People want to be compensated for their effort and time; therefore, it is not surprising that salary is still a key driver across many industries.For many employees, financial security stands as a fundamental motivator for work, while others prioritise achieving a balance between their professional and personal lives. This choice is inherently personal for everyone, but it is essential to understand the researched benefits of balance, and how it can drive success and efficiency.
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