Exclusive: Unique talent challenges in Australia & NZ: Accenture’s TA Head shares how they’re nailing value proposition

Today, skilled professionals have a wealth of opportunities available to them. However, merely having an appealing employer brand is not enough to attract top talent. Organisations must adopt a more sophisticated approach, akin to that of marketers, to develop strategic talent value propositions. These propositions expand on the employer value proposition by customising messages to address the specific needs and motivations of distinct talent segments.

While an employer value proposition outlines what a company offers its employees in a general sense, a talent value proposition personalises this narrative, ensuring it resonates deeply with targeted groups. This tailored approach acknowledges that different talent pools have varying aspirations, values, and priorities, enabling organisations to forge stronger connections with potential candidates.

Accenture has distinguished itself in this area within the Australia and New Zealand (ANZ) region. To gain insight into their approach, we spoke with Raheem Shaik, the Head of Talent Acquisition for Australia and New Zealand at Accenture. In an exclusive interview with People Matters, he shed light on the unique challenges the region faces in attracting top talent, the innovative initiatives and policies Accenture has implemented to enhance employee experiences, and the pivotal role of artificial intelligence and data analytics in optimising recruitment and retention strategies.

Unique challenges in positioning Accenture

Employer branding encompasses a company's reputation as an employer and the collective values it offers to its employees. Factors such as job satisfaction, work-life balance, opportunities for learning and growth, recognition of contributions, and responsiveness to work-related concerns all play a significant role in shaping a company’s work culture and its standing as an employer. 

In discussing the unique challenges Accenture faces in positioning itself as a preferred employer in the Australia and New Zealand (ANZ) region, Raheem Shaik emphasised how, “The world is in a constant state of flux due to technological advancements, evolving consumer expectations, and the challenges of climate change, and ANZ is no exception. The competition for top talent in Australia and New Zealand is particularly intense, especially in the technology and digital sectors.”

Raheem elaborated on three critical challenges:

1. Talent shortages in specialised areas:

The demand for niche skills such as Data & AI, Cybersecurity, ServiceNow, and cloud technologies is immense. However, the pool of qualified candidates, particularly those with the necessary security clearances, is limited. To combat this, Accenture has focused on developing talent from within through upskilling and reskilling programs and creating pathways for talent through alternate and non-traditional means.

2. High candidate expectations around flexibility and purpose

Today’s candidates seek more than just competitive pay; they desire purpose-driven work and flexibility. At Accenture, purpose is embedded into everything they do, from transformative client projects shaping industries to contributing to sustainability and social impact goals. “Every employee plays a part in solving real-world challenges, whether through innovating with ethical AI, driving digital inclusion, or helping clients adopt responsible business practices. Our commitment to flexible work and a values-driven culture ensures that employees feel connected to a broader mission,” Raheem shared.

3. Diversity and inclusion initiatives

To maintain its status as an employer of choice, Accenture recognizes the need to reflect the diversity of the communities it serves. The organization actively drives its Inclusion & Diversity agenda, refining strategies in niche hiring areas and focusing on long-term partnerships to diversify its talent pipeline.

Aligning employee experience with evolving workforce expectations

In recent years, organisations have shifted their focus from a ‘customer-centric’ approach to an ‘employee-centric’ mindset, acknowledging that a positive employee experience (EX) serves as a key competitive advantage. Research indicates that prioritising EX can significantly enhance productivity, foster a positive workplace culture, and boost profitability, making companies more appealing to potential candidates in the job market. 

However, aligning the employee experience with the evolving expectations of the workforce presents a considerable challenge. Raheem highlighted various initiatives and policies at Accenture ANZ that emphasise flexibility, employee well-being, and opportunities for career advancement, demonstrating the company's commitment to creating a supportive and enriching work environment.

“At Accenture, we strive to be a Truly Human organisation in the digital age. This ethos is centred around holistic self-care, meaning we are mindful of the health of our minds, bodies, hearts, and souls, enabling us to bring our best selves to work and in our lives outside of work. Flexibility, well-being, and personal growth are key components of this, and we’ve designed various initiatives to support our employees as individuals while balancing the needs of our clients and business,” he explained.

Flexibility at Accenture:

Accenture adopts an inclusive and equitable approach to flexible work, valuing all requests based on the principle that every person’s time and well-being matter. The Flexible Work Policy includes:

• Hybrid Work: Most employees work part of the week from home while balancing time at client sites or in Accenture offices.
• Flex Hours: Employees can adjust their work schedules, whether starting later, finishing earlier, taking longer lunch breaks, or aligning with different time zones to collaborate better with global teams.
• Part-Time Employment: Options are available for those seeking to work fewer hours than the standard workweek.
• Job Sharing: This allows two part-time employees to share the responsibilities of a full-time position where practical.

Well-being at Accenture:

Health and well-being mean thriving, not just surviving at the company. “We focus on fostering a balanced state of physical, mental, and financial health,” Raheem emphasised. He quoted the Chief Health Officer, Dr. Tam Brownlee, who said, “We must walk the walk to become a company where our people are enabled and empowered to be their healthiest, happiest selves.” The Well-being Hub consolidates various support resources, including:

• Personal well-being coaches.
• Neuroinclusive support and parental programs.
• Mindfulness and meditation resources.
• The Employee Assistance Program (EAP), which provides confidential counseling, coaching, and well-being advice at no cost for employees and their families.
• Mental health allies and financial well-being support.

Growth and career development:

Talent is the key differentiator, and the company is deeply committed to helping its people grow. “We invest significantly in our employees’ capabilities to ensure they work with purpose, solving problems boldly and innovatively. Our focus on continuous learning and creating new opportunities for growth ensures that our people can thrive professionally while staying aligned with their personal goals,” Raheem stated.

Transforming the recruitment process

Recently, the recruitment landscape has undergone a remarkable transformation due to the emergence of artificial intelligence technology. AI has fundamentally changed the hiring process, enhancing its efficiency, accuracy, and overall effectiveness and Accenture is no different as AI and analytics are pivotal in their efforts to improve talent acquisition and retention. 

When discussing the impact of these technologies, Raheem remarked, “AI and data analytics have fundamentally reshaped talent acquisition at Accenture ANZ, empowering us to implement a more strategic, personalised, and efficient approach. Our early commitment to Intelligent Operations in talent acquisition has positioned us to leverage these advancements effectively, ensuring we remain competitive in the evolving job market.”

Central to this transformation is Accenture’s SynOps platform, which optimises human-machine collaboration by combining data, analytics, and AI. This shift has moved recruitment from a transactional and incremental process to a strategic and transformational one. Raheem highlighted the implications for various stakeholders:

1. For the Talent Acquisition Team:

The transformation leads to elevated recruitment processes, digitally empowered recruiters, and best-in-class sourcing capabilities.

2. For Candidates:

Candidates benefit from a faster and more personalized experience as AI and analytics help match them to roles aligned with their skills, experience, and aspirations. They also enjoy a streamlined application process, featuring automated scheduling and updates that ensure timely responses and feedback.

3. For Business Stakeholders:

The transformation provides industry-leading performance with real-time analytics that facilitate faster, more informed decision-making. This results in reduced time-to-fill positions, touchless processing for routine tasks, and significant cost reductions through automation and enhanced efficiency.

A significant portion of repetitive tasks in the recruitment lifecycle has been automated, from interview scheduling to gathering feedback from hiring managers. Predictive and statistical analytics offer insights based on historical data and hiring patterns, while AI-driven tools help identify inefficiencies caused by rework, non-value-added activities, and process deviations. Furthermore, AI-driven sourcing and screening tools ensure the efficient identification and hiring of top-quality candidates.

A life-centric employee experience

Accenture's value proposition is not just about attracting top talent; it also aims to resonate with existing employees and encourage long-term retention. “We embrace a ‘life-centric employee experience,’ where individuals are valued not just for their work but for their whole selves. This approach enables us to tailor hyper-personalised experiences, recognising each employee's uniqueness,” Raheem said.

He further elaborated on Accenture’s investment in employee capabilities: “We invested $1.1 billion in learning and professional development, delivering approximately 44 million hours of training. Our people hold over 370,000+ credentials in cloud technologies or industry platforms.”

The Technology Quotient (TQ) program is a unique initiative supporting ongoing learning in critical areas of today’s digital landscape, such as cloud, AI, extended reality, and quantum computing. This curriculum ensures that employees are future-ready and aligned with the demands of emerging technologies.

In ANZ, Accenture has also developed a multi-level leadership journey designed to cultivate leadership skills, mindsets, and behaviors through immersive residential learning programs. This ensures that leadership growth aligns with the region's unique needs while empowering teams to thrive within the broader Accenture ecosystem.

Raheem emphasised the focus on helping employees feel “Net Better Off,” which is central to Accenture's talent strategy. This approach ensures that employees experience holistic well-being and fulfillment across several dimensions:

• Healthy and Well: Employees are encouraged to prioritize physical, emotional, and financial well-being.
• Connected: Building a strong sense of trust and belonging is crucial.
• Purpose-Driven: Employees are encouraged to find meaning in their work and recognize the difference they make.
• Skilled: Employees are equipped with market-relevant capabilities, paving the way for vibrant and flexible career paths.

To further foster a culture of recognition, the company regularly celebrates its employees for their unique contributions. The social recognition tool allows colleagues to express gratitude and appreciation, promoting a culture of connection and appreciation across the company.

Raheem also discussed the importance of prioritizing emotional health and well-being through comprehensive programs like the Accenture Well-being Hub. This online resource provides access to global emotional health tools and wellness programs, ensuring that employees feel supported at every stage of their journey with the organisation.

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Evolving Accenture’s value proposition

As the conversation shifted to the future, Raheem shared his vision for how Accenture’s value proposition will evolve in response to changing workforce expectations. “We’re committed to maintaining a strong pulse on the evolving needs of our employees. This requires regular feedback and iteration to adapt our offerings. The insights from our annual Employee Engagement Survey and Pulse Surveys provide a direct line to our people, helping us refine our approach continually.”

The upcoming launch of Accenture’s Career Foundations program represents a critical step in enhancing career mobility and development. By encouraging open conversations around career aspirations, this initiative will allow employees to navigate a structured path for their growth within the organisation, regardless of where they begin.

Moreover, Accenture ANZ is committed to further enhancing its diversity and inclusion initiatives, focusing on creating pathways for diverse talent to thrive in the workplace. This involves cultivating relationships with external organizations and educational institutions that promote diversity and encourage the development of talent from underrepresented backgrounds.

Lastly, Raheem Shaik emphasised, “Our approach to talent acquisition and retention is about more than just filling roles; it's about crafting meaningful and rewarding experiences that empower our people to thrive. By focusing on individual strengths and creating a workplace that prioritises well-being and growth, we can win the war for talent and position Accenture ANZ as the employer of choice in this dynamic landscape.”