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We get people

Chandler Macleod is one of the region’s largest recruitment agencies, so we know quite a bit about what it takes to recruit, select, and retain the best people. This is who we are.


We’re in the business of understanding how people tick.


We’ve been digging deep into people’s needs and motivations since 1959. Matching candidates to jobs that bring out their best. Discovering people that can make businesses boom. We’re a team of flexible thinkers and detail obsessors who believe that the right fit can lead to a happier life. Because when you really get people, you really open up a world of opportunity.


We are Chandler Macleod. We get people.

Reconciliation Action Plan

Our RAP was developed internally with the support of a guiding hand from Reconciliation Australia. It will act as our compass as we consciously navigate creating change within our industry.


Chandler Macleod (part of RGF Staffing ANZ) believes that every person, team and organisation has potential, and we know we are in a unique position to help unleash it.


The RGF Staffing ANZ Innovate Reconciliation Action Plan is our first step to embedding organisational respect for Aboriginal and Torres Strait Islander Australians.

From the blog

04 Sep, 2024
As we mark 65 years in the recruitment industry , we’ve had the unique opportunity to witness and support the evolution of the workforce across multiple generations. Our expertise in organisational psychology has been crucial in navigating the diverse expectations and values of different age groups, from the Silent Generation to Generation Z. Each generation brings its own distinct perspectives and demands—especially as Generation Alpha begins to enter the workforce with a focus on cutting-edge technology and personalised experiences. Understanding and managing these generational differences is key to creating cohesive, dynamic teams that drive productivity and satisfaction. The Silent Generation: Loyalty and Stability The Silent Generation (born between 1928 and 1945) is known for its commitment to loyalty and job stability. This generation values long-term employment and job security, reflecting a dedication to a stable career path. They respect hierarchical structures and seniority, emphasizing hard work, punctuality, and dedication. Communication preferences lean towards formal interactions, such as face-to-face meetings and detailed written reports, with a conservative approach to modern technology. Understanding these traits helps in creating a supportive environment that aligns with their expectations. Baby Boomers: Achievement and Work-Life Balance Baby Boomers (born between 1946 and 1964) bring a strong work ethic and career-focused mindset to the workplace. They value personal achievement and recognition, striving for career advancement while increasingly seeking a balance between work and personal life. Team collaboration is crucial for them, and they appreciate a mix of formal and informal communication, including email and phone calls. Although they have adapted to technological advancements, Baby Boomers may be more resistant to change compared to younger generations. Recognising their need for acknowledgment and stable work environments can improve workplace dynamics. Generation X: Flexibility and Efficiency Generation X (born between 1965 and 1980) is marked by their independence and adaptability. This generation prioritises flexibility and work-life balance, looking for roles that offer autonomy and efficiency. They focus on results and value opportunities for skill development and career progression . Communication preferences include direct and efficient methods like email and instant messaging. Gen X is comfortable with technology, using it to boost productivity and streamline communication. Their entrepreneurial spirit and skepticism towards authority highlight the need for a hands-off management style that supports self-direction. Millennials: Purpose and Digital Integration Millennials (born between 1981 and 1996) currently make up about 37% of the Australian workforce- the largest cohort., and have distinct expectations shaped by their values and technological fluency. They seek meaningful work that aligns with their personal values and prioritise flexibility, including options for remote work and innovative work environments. Regular feedback and opportunities for professional growth are important to them. Millennials prefer digital communication methods, such as social media and messaging apps, and expect seamless integration of digital tools into their work processes. Creating a collaborative and dynamic workplace is essential to meet their needs and drive engagement. Generation Z: Diversity and Digital Natives Generation Z (born from the mid-1990s to the early 2010s) represents the first cohort to grow up fully immersed in digital technology and by 2025 it is expected that they will comprise about 27% of the workforce. They place a strong emphasis on diversity and inclusion, expecting workplaces to reflect these values. Gen Z anticipates advanced technology and digital-first approaches, integrating tech seamlessly into their daily tasks. They value flexible work options that blend work and personal life, favoring instant messaging, social media, and video interactions for communication. Their high proficiency in technology means they seek job security coupled with opportunities for innovation and creativity. Generation Alpha: Shaping the Future of Work Generation Alpha (born from the early 2010s onwards) is expected to be the most technologically immersed generation yet. They will likely demand highly advanced technology and automation in their work environments. Flexibility and personalisation will be central to their work experience, with tailored roles and adaptable arrangements suited to their individual needs. A globalised work environment with diverse teams and remote work options will be crucial. Communication preferences may include advanced digital platforms and tools, such as virtual and augmented reality interactions. Preparing for their entry into the workforce will be essential for setting new standards in workplace innovation and flexibility. Addressing Generational Differences in the Workplace Addressing generational differences in the workplace requires a strategic approach to managing diverse expectations. Here are some key tips: Recognise the unique characteristics and values of each generation. Encourage open and respectful communication among employees. Offer flexible work arrangements to accommodate the varying needs of different generations. Create opportunities for professional growth and skill development. Integrate advanced technology and digital tools into the workplace to meet the expectations of younger generations. Foster a culture of diversity and inclusion . Understanding and addressing the diverse expectations of different generations in the workplace is crucial for creating a cohesive and dynamic environment. By recognising the unique needs and values of each generation, businesses can foster a culture of respect, collaboration, and innovation. This not only enhances overall satisfaction and productivity but also positions the organisation for long-term success.  To learn more about how to create a cohesive workplace environment for your teams, contact our team today. We are here to help you navigate the complexities of generational differences and build a thriving, inclusive workplace.
23 Aug, 2024
Since its founding in 1959, Chandler Macleod has witnessed remarkable transformations in the landscape of diversity, equity, inclusion, and belonging (DEIB) within the recruitment industry. This evolution reflects broader societal shifts, changes to legislation, and corporate commitments that have collectively transformed how organisations approach their workforces. From early migration waves in Australia to contemporary DEIB initiatives, the landscape has evolved dramatically, enriching workplaces and driving business success. The Early Stages of Diversity In the late 1950s and 1960s, Australia’s workforce was predominantly homogeneous, with a strong emphasis on male-dominated roles and limited representation of women , Aboriginal and Torres Strait Islander peoples , and ethnic minorities. The post-World War II migration waves began introducing new cultural backgrounds into the workforce, but professional roles remained largely unrepresentative of the broader population. This period was characterised by a lack of formal diversity strategies and an emphasis on maintaining a culturally uniform workforce. Legislative Progress and Gender Equality The 1980s marked a pivotal shift with the introduction of the Sex Discrimination Act in 1984. This legislation was a significant milestone, prohibiting discrimination based on sex, marital status, or pregnancy and laying the groundwork for greater gender equality in the workplace. Despite these advancements, gender parity remained a challenge, with ongoing disparities in representation and pay. This era saw the beginning of more structured efforts to enhance female workforce participation, though progress was incremental. Embracing Cultural and Global Diversity The turn of the millennium brought increased globalisation and more inclusive immigration policies, which further diversified Australia’s talent pool. This period saw organisations starting to recognise the value of cultural diversity not just as a moral imperative but as a business advantage. Companies began integrating diversity and inclusion into their core strategies, understanding that a varied workforce could drive innovation and provide a competitive edge. The focus broadened from mere representation to creating inclusive environments that welcomed diverse perspectives. A Focus on Inclusion and Equity In recent years, the DEIB focus in Australian workplaces has expanded to encompass a broader range of issues, including disability rights, LGBTQ+ inclusion, and Aboriginal and Torres Strait Islander employment initiatives. DEIB strategies now prioritise not only attracting diverse talent but also ensuring that all employees feel included and supported throughout their careers. This period has also seen the implementation of various initiatives aimed at addressing unconscious biases, gender pay gaps, and leadership representation disparities. Chandler Macleod’s DEIB Initiatives: A Case Study As a leading recruitment agency, Chandler Macleod exemplifies how commitment to DEIB can drive tangible results. Our dedication to creating an inclusive workplace is reflected through numerous programs and initiatives, including: No Glass Ceiling Project : Targeting women over 45 in Victoria facing issues returning to the workplace, this program successfully placed 195 women into long-term employment. Launch into Work: Helps women transition into sustainable employment in non-traditional roles, such as civil construction in the renewable energy sector. Solid Start: Providing Aboriginal and Torres Strait Islander people with a strong foundation for launching their careers. Menstrual & Menopause Policy: Supports women through various life stages, ensuring they have the necessary resources to thrive at work. These initiatives have successfully placed countless women, individuals with disabilities, culturally and linguistically diverse people, and Aboriginal and Torres Strait Islander peoples into roles that were traditionally dominated by white men. Additionally, they have earned recognition for the organisation's strong commitment to DEIB and its role in setting high standards in the talent acquisition industry. The Future of DEIB in Recruitment As we look to the future, the evolution of DEIB in recruitment will continue to be shaped by technological advancements and demographic shifts. Organisations that view diversity as both a moral imperative and a strategic advantage will be better positioned to attract top talent, drive innovation, and navigate global complexities. The ongoing challenge will be to sustain momentum, address persistent barriers, and continuously adapt to the evolving needs of a diverse workforce whilst maintaining a values-based recruitment methodology. The evolution of diversity, equity, inclusion, and belonging (DEIB) in recruitment has transformed from minimal representation to a strategic focus on inclusivity. Legislative milestones, cultural shifts, and corporate initiatives have collectively fostered a more equitable and diverse workforce. While we acknowledge that there is still significant work to be done, we look forward to partnering with businesses that are eager to lead the way in DEIB. Join us in shaping the future of DEIB in recruitment, where every individual's unique background and perspective are not only valued but essential for achieving excellence and driving innovation.
22 Aug, 2024
The journey of commercial recruitment in Australia really began in the wake of World War II when the job market faced an unprecedented shortage as countless low-skilled workers enlisted in Australia’s armed services. During this period, recruitment agencies emerged as key players in the way forward for the economy, bridging the gap between employers and their new workforce, and helping to shape the Australian job landscape. A Time of Economic and Psychological Transformation By the 1960s, Australia was undergoing a major economic shift from an agriculture-based economy to a manufacturing powerhouse. This transformation necessitated a large influx of low-skilled labor to meet the demands of the rapidly expanding industrial sector. Recruitment agencies had to innovate, developing new strategies to attract workers from diverse regions. Recruitment was no longer just about filling vacancies; it was about strategically positioning the workforce to support a new economic era. As Australia navigated its economic transformation, the evolving understanding of psychological theory also began to shape recruitment practices. This decade was marked by significant changes in psychological theory and our understanding of human behavior, and the subsequent decades witnessed a renewed interest in psychometric assessments. The integration of more sophisticated psychological models into recruitment strategies allowed for a deeper and more predictive understanding of candidate behavior, further aligning cultural fit with the demands of a changing economic landscape. Technological advancement and globalisation As we rolled into the 1990s, Australia’s economic landscape was becoming increasingly global. The rise of international markets brought new challenges and opportunities. Then came the tech revolution. The late 1990s saw the advent of the internet, which began to dissolve the physical barriers to talent and skills. For recruiters, this was a game-changer. Suddenly, the world was their oyster, and the ability to tap into a diverse talent pool was just a click away. Chandler Macleod was at the forefront of this digital shift, embracing new technologies to keep pace with the changing times. Digital transformation post GFC The global financial crisis of 2008 hit hard, prompting businesses to rethink their recruitment strategies. Online recruitment took center stage as companies sought to cut costs and streamline processes. This period also saw a significant shift in candidate expectations. Jobs were no longer just about earning a paycheck; they had to offer meaning, purpose, and flexibility. Chandler Macleod responded by expanding its services to include specialised consulting , workforce planning , and training , all while focusing on the evolving needs of candidates . Technology and candidate experience In today’s fast-paced world, Chandler Macleod continues to set the standards in modern recruitment practices. The focus has shifted to integrating advanced human resource technologies with a keen eye on the candidate experience and recruitment has become a finely tuned operation. The aim? To attract and retain top talent with user-friendly processes and personalised communication. No discussion of modern recruitment is complete without mentioning social media. Platforms like LinkedIn , Facebook , Instagram , Twitter, and now TikTok have changed how recruiters and candidates connect. Reflecting on the journey from Chandler Macleod ’s early days to the present, it’s clear that the recruitment industry has undergone profound changes. Driven by technological advancements and a shift towards more data-driven and candidate-centric practices, the industry has evolved dramatically. Chandler Macleod remains at the cutting edge, leveraging its expertise and innovative solutions to meet the ever-changing needs of employers and job seekers alike. As we look to the future, one thing is certain: the evolution of recruitment is far from over, and Chandler Macleod will continue to be a pivotal player in shaping its next chapter.
65 years of psychometric assessment with Chandler Macleod
15 Aug, 2024
As Chandler Macleod marks it’s 65 th anniversary, we’re excited for the future of our industry. Our propriety BestFit™ assessments stand at the forefront of our psychometric solutions. These advanced assessments leverage cutting-edge technology and decades of research to provide a comprehensive evaluation of candidates' abilities, personality traits, and cultural fit. By integrating the latest advancements in psychometrics, such as computerised adaptive testing and game-based assessments, BestFit™ ensures precise and engaging evaluations. This evolution reflects our commitment to staying ahead of industry trends and meeting the dynamic needs of modern businesses. With BestFit™, we continue to set the standard for predictive accuracy and insightful talent management, empowering businesses to make informed decisions and build high-performing teams .  Our team work tirelessly to develop and launch new tools to meet the malleable needs of our clients and look forward to working with you to revolutionise the way you do business. The Evolution of Psychometric Assessments As Chandler Macleod marks it’s 65 th anniversary, we’re reflecting on where we began – as Australia’s first firm of organisational psychologists. From our early days of predicting employee behaviour and identifying key success factors through psychometric assessments, a lot has changed. Let’s look at the evolution of psychometric testing and the methods we have in place today which ensure we continue to set the industry standard. Our Beginnings Our story begins when Alf Chandler and Doug Macleod licensed the Humm-Wadsworth Temperament Scale. This pioneering personality scale, developed in the early 20 th century, was designed to evaluate various personality traits and temperaments and included dimensions such as emotional stability, social behavior, and personal adjustment. Originally used to match individuals to suitable roles in occupational settings, the scale provided early insights into personality profiling. Although it has been largely superseded by modern assessments like the Big Five personality traits and advanced computerised tests, the Humm-Wadsworth Scale remains a significant milestone in the evolution of psychometric evaluations. Broadening Horizons By the mid-20th century, psychometric testing had become a crucial tool in various fields, including education, industry, and the military. The use of psychometric assessments expanded significantly as organisations and institutions recognised their value in evaluating and predicting human behavior. In the industrial sector , psychometric tests were increasingly utilised for employee selection and development, helping companies match individuals to roles that suited their abilities and personality traits. Despite some skepticism and criticism, particularly concerning the validity of personality assessments, the mid-20th century marked a period of growing acceptance and integration of psychometric testing into key decision-making processes, laying the groundwork for the sophisticated assessments used today. Navigating Challenges of the Swinging Sixties In the 1960s, a period marked by significant shifts in psychological theory, skepticism emerged regarding the reliability and validity of personality assessments. This critical perspective was notably articulated by Walter Mischel in his influential work, "Personality Assessment," which challenged the traditional belief that stable personality traits could consistently predict behavior across different situations. Mischel's critique underscored the limitations of personality trait theories by emphasising the variability of human behavior in varying contexts. Despite this period of scrutiny, the subsequent decades witnessed a renewed interest in psychometric assessments. In the 1980s and 1990s, advancements in psychological research and methodology led to a resurgence in the use of these tools, largely fueled by the development and popularisation of the Big Five personality traits model. This model, which identifies five core dimensions—extraversion, emotional stability (often referred to as neuroticism), agreeableness, conscientiousness, and openness to experience—offered a more robust and empirically supported framework for understanding and assessing personality. The Big Five model provided a comprehensive and nuanced approach to personality assessment, addressing many of the concerns raised by Mischel and facilitating a more refined and predictive understanding of individual differences in behavior. The Digital Transformation The arrival of the digital age marked a huge transformation in psychometric assessments, reshaping how these evaluations are conducted and interpreted. The introduction of computerised testing emerged as a game-changer, dramatically improving both the accuracy and efficiency of assessments. This shift was further amplified by the advent of Item Response Theory (IRT), a sophisticated statistical framework that allows for more precise measurement of psychological traits by accounting for varying levels of difficulty and individual differences. IRT enhances the reliability of assessments by tailoring the difficulty of questions to the respondent’s ability level, thereby providing a more nuanced and accurate picture of their traits. Alongside these advancements, the integration of technology into psychometrics has seen the rise of game-based assessments, which blend traditional evaluation techniques with interactive, engaging formats. These game-based tools are particularly advantageous in high-volume recruitment scenarios, where they offer a novel and effective means of evaluating candidates' cognitive and emotional traits in an immersive and less conventional manner. By leveraging elements of gamification, these assessments not only capture data more effectively but also increase participant engagement and reduce the potential for response bias, ultimately leading to more reliable and insightful evaluations. This digital revolution in psychometrics represents a significant leap forward, combining cutting-edge technology with innovative assessment methods to meet the evolving needs of both researchers and practitioners in the field. What lies ahead As we look toward the future, it’s clear that the field of psychometric assessments is on the brink of exciting evolution. The integration of artificial intelligence promises to revolutionise how we understand and measure human traits, offering unprecedented precision and personalisation in assessments. Meanwhile, the ever-changing job market highlights a growing emphasis on evaluating soft skills, such as emotional intelligence, resilience, and social persuasion. These attributes are rapidly becoming the cornerstones of effective leadership and organisational success. In a world where collaboration, adaptability, and interpersonal skills are crucial, the ability to accurately assess these competencies will not only enhance recruitment and development processes but also empower individuals and organisations to thrive in an increasingly complex and dynamic landscape. As we embrace these advancements, psychometric assessments will become even more integral in shaping the future of work and leadership, unlocking new potentials and fostering deeper insights into human capabilities.
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At the core of our service is a desire to make a positive impact in the lives of candidates and contractors. We strive to improve our experience from job searching, onboarding, placement and beyond. Partnering with the Government and other leading organisations to provide the best opportunities.

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As part of the Chandler Macleod team you will find a rewarding career, by having direct impact on People’s lives through their employment. Working with amazing programs like Solid Start or No Glass ceiling initiatives, which aims to to help those that need it most. With best in class platforms, and a best in class team, we aim to give you the best in class career experience at Chandler Macleod.

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