The current fast-evolving workplace landscape demand that companies must look beyond the traditional incentives of salary and benefits to attract and retain top talent. Instead, they’re compelled to focus on creating meaningful employee experiences, cultivating supportive cultures, and demonstrating a commitment to purpose and values. This shift has made company culture and talent management essential components of organisational strategy, as employers who excel in these areas gain a powerful edge in the competition for skilled professionals. But what does it take to build a workplace that stands out as an "employer of choice" in 2025?

Montu, one of Australia’s leading health tech company, is blazing a trail with its people-centered practices. Known for its rapid growth and groundbreaking approach to healthcare innovation, Montu recently earned a spot on LinkedIn’s 2024 Top Startups list. However, it’s not only the company’s impressive achievements in health tech that have garnered attention. Montu’s unique approach to talent management, prioritisation of employee well-being, and application of emerging technology in HR have made it a model for creating an attractive, dynamic workplace. At Montu, the goal isn’t merely to attract talent—it’s to create an environment where employees feel deeply valued, motivated, and empowered to contribute to meaningful work.

People Matters sat down with Jade Harvey, Montu’s General Manager of People and Talent, to gain insights into the company’s strategies. Harvey’s expertise in building an impactful company culture offers a roadmap for organisations aiming to develop workplaces where employees not only want to work but also want to stay. 

Creating a culture that stands out

“Company culture can either be the engine that drives success or the reason behind an organisation’s downfall,” Harvey begins. Her statement resonates especially in today’s post-pandemic landscape, where organisations are not only tasked with attracting talent but retaining it. Culture has become crucial, she argues, because it directly influences employee satisfaction, engagement, and retention.

At Montu, culture is not just a set of corporate values printed on a website. It is woven into daily interactions, decision-making processes, and employee development strategies. “We believe that fostering a culture of trust, respect, and open communication builds a solid foundation for both our employees’ success and our company’s growth,” Harvey explains.

She points to Montu’s alignment with its mission as a health tech company dedicated to improving patient outcomes. This focus on making a real-world impact inspires employees, who feel connected to a purpose beyond profits. “What truly sets Montu apart is our commitment to building something unique and meaningful. Our team knows they’re working on projects that can genuinely change lives, and that motivation feeds into every aspect of our culture.”

Retaining Top Talent: Fostering growth and recognising excellence

In an increasingly competitive market, retaining top talent is an area of paramount importance. Employees have more choices, and the “grass is greener” perception can lure them away if they feel underappreciated. Montu’s strategy is twofold: foster employee growth and recognise individual achievements.

“At Montu, we prioritise meaningful recognition,” Harvey shares. “It’s not just about saying ‘well done’ in passing; it’s about actively engaging our employees with challenging projects that align with their skill set and interests.” This approach not only keeps top talent motivated but also allows them to see a clear path of growth and advancement within the company.

One of Montu’s key retention strategies is offering growth opportunities within innovative, high-stakes projects, ensuring that the most talented individuals are consistently challenged and appreciated. Harvey emphasises the importance of these experiences: “Our high-performing team members are exposed to complex, exciting projects that enhance their professional skills and strengthen their sense of contribution. This hands-on, impactful approach has proven far more effective than one-time bonuses or mere lip service.”

Ensuring well-being: A comprehensive and holistic approach

The importance of employee well-being has risen to the forefront, particularly in the wake of the COVID-19 pandemic. According to Harvey, Montu takes a proactive stance on well-being, understanding that it is integral to both productivity and job satisfaction. In fact, a recent report found that 58% of employees experience stress due to work-related issues, a figure Harvey finds alarming.

“To counteract this, we have implemented several well-being measures,” she says, highlighting Montu’s partnership with Unmind, a mental health platform that offers evidence-based tools and resources. “Employees have access to self-guided programs, confidential counselling, and wellness checks to help them manage stress and build resilience. These resources are more than just perks—they’re essential components of our commitment to employee well-being.”

Additionally, Montu offers a flexible work environment that includes access to co-working spaces through Hub Australia. This option is particularly valuable in addressing the isolation remote employees sometimes experience. “Employees can choose to work in dedicated office spaces whenever they need, fostering connections without mandating in-office attendance,” Harvey explains. This strategy promotes balance and allows employees to feel both autonomous and connected, creating a supportive, flexible workspace.

Embracing AI: Balancing efficiency and the human element

Artificial intelligence (AI) has emerged as a game-changer in many industries, but for HR, its role is particularly nuanced. Harvey explains that while AI can streamline operations and enhance efficiency, it’s essential to maintain a human touch.

Montu’s AI-driven performance management platform, for instance, provides career development suggestions and personalised training options based on an employee’s performance and aspirations. “AI helps us offer a customised experience that aligns with each employee’s journey,” Harvey notes. “This kind of personalisation is invaluable, especially in a large organisation where individual needs can easily get lost.”

However, Harvey stresses that AI should complement—not replace—human interactions. “By taking over administrative tasks, AI allows HR professionals to focus on building genuine relationships and providing meaningful support to employees.” Montu also utilises AI to analyse employee feedback and sentiment, allowing the company to address potential issues before they escalate.

“The goal,” Harvey adds, “is to create a workplace that feels personal, not mechanical. Technology is an enabler, but the heart of human resources lies in human connection.”

Adapting to a changing workforce landscape

As Montu prepares for 2025, it faces the same workforce trends affecting companies globally: the desire for hybrid and remote work, mental health prioritisation, and a shift from degree-based hiring to skills-focused recruitment. Harvey believes that the post-pandemic world has shifted what employees expect from their employers, particularly in terms of flexibility and work-life balance.

“Offering remote and hybrid work options is not only a perk; it’s becoming a necessity,” she asserts. “Today’s employees prioritise flexible work arrangements, and organisations that fail to adapt risk losing talent to competitors who do.” Montu’s remote-first model, with optional co-working spaces, caters to this need while maintaining a cohesive culture through virtual tools and intentional communication efforts.

Harvey also notes a growing emphasis on skills rather than degrees. “In an industry as dynamic as health tech, agility and adaptability are more valuable than traditional qualifications. We’re investing heavily in skills-based training programs and promoting internal mobility to empower employees to upskill and take on new challenges within the company.”

This focus on skills has positioned Montu to adapt quickly to evolving industry demands and has made it a magnet for tech-savvy talent. “By nurturing a culture of continuous learning, we’re not only future-proofing our workforce but also creating an environment where employees feel invested in their long-term growth,” Harvey explains.

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Building trust through transparent leadership

Trust is the backbone of effective leadership and a high-functioning workplace culture. Research by the American Psychological Association shows that organisations with high levels of trust report up to 50% higher productivity and significantly higher employee engagement. Harvey believes that building trust requires transparency, particularly during times of change.

Montu has adopted a multi-layered approach to internal communication to enhance transparency. “Regular check-ins, all-staff meetings, and anonymous surveys create open lines of communication,” Harvey explains. “Employees feel comfortable sharing their thoughts and concerns, knowing that their feedback will be genuinely considered.”

Transparency is especially crucial when changes occur, Harvey notes. “When we make changes, we communicate the reasons behind them clearly. This approach reduces uncertainty and fosters confidence in our leadership.” To support these efforts, Montu has added new roles to its communications team, ensuring that employees always have access to important information and feel informed about organisational developments.

Preparing for the future: Montu’s vision for 2025 and beyond

Looking toward 2025, Harvey envisions a future where Montu continues to be a leader in company culture and talent management by staying ahead of emerging trends. From refining hybrid work policies to enhancing AI-driven HR practices, Montu is committed to evolving with the changing workplace landscape while remaining grounded in its core values.

“Culture is not static—it’s something that evolves over time,” Harvey says. “At Montu, we’re constantly re-evaluating our culture and employee experience to ensure they align with the needs of our team. We don’t see these changes as disruptions; we see them as opportunities to build a stronger, more resilient organisation.”