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The latest Australian Bureau of Statistics (ABS) data has shown a slight drop in the number of jobs filled across Australia.
Data released last week (6 June) by the ABS revealed that the number of filled jobs fell by 0.1 per cent (-10,800 jobs) for the first time since COVID-19 lockdowns back In 2021.
“This is the first drop in filled jobs since the September quarter 2021, when lockdowns were introduced to combat the spread of the COVID-19 Delta variant,” said Sean Crick, ABS head of labour statistics.
“Filled jobs have been rising steadily since 2021, and have grown by 14.6 per cent over that period.”
According to the ABS, the small decrease in jobs filled can be credited to a 4.2 per cent drop in secondary jobs (-46,700 jobs) – partly offset by an increase in main jobs of 0.2 per cent (+35,900 jobs).
Despite the decrease, Kylie Green, managing director of APAC at Reward Gateway, affirmed that poly-employment was here to stay.
“This week’s minimum wage increase is a positive step, but it only tells part of the story about how Australians are shaping their working lives. [Recent] ABS figures show that 2.8 per cent less Aussies are holding down multiple jobs nationally. Despite the decrease, poly-employment will likely remain an ongoing trend across age groups and industries,” Green said.
“Poly-employment, the gig economy, and a more fractional workforce are signs that flexibility and multiple income streams are becoming the norm. For many employees, this shift offers greater freedom and autonomy, but it also changes what they need and expect from employers.”
Although the increased flexibility is growing among the Australian workforce, Green claims that reward and recognition remains the key driver for productivity.
“Our latest Workplace Engagement Index found that reward and recognition is the number one driver of employee productivity. That’s a powerful reminder that employees aren’t just looking for a pay cheque – they want to feel seen, valued and supported for the contribution they make,” she said.
“We believe that recognition should sit at the heart of a modern total rewards strategy. When paired with meaningful benefits and tools to support financial, emotional and mental wellbeing, it becomes a key lever to drive performance and build loyalty, no matter how or where your people work.
“Employers that adapt to this shift will be better positioned to meet the needs of today’s workforce and build a more engaged, productive and resilient organisation in the long term.”
Kace O'Neill
Kace O'Neill is a Graduate Journalist for HR Leader. Kace studied Media Communications and Maori studies at the University of Otago, he has a passion for sports and storytelling.
