Anna Roussos

We have a shortage of experienced Project Managers in the market, while at the same time, I'm speaking with capable Site Managers who are asking how they can progress their careers.

I don't think we can look at those two things in isolation.

The challenge is that some of our strongest Site Managers are also the people businesses can least afford to move off site. But keeping great people where they're most valuable today can limit their progression and ultimately create a retention risk.

Moving into Project or Construction Management requires broader commercial, contractual and client-facing capability, and that development needs to start well before a position becomes available.

With the demand we're seeing across South Australia's commercial construction market, creating clearer pathways for experienced Site Managers could strengthen our pipeline of future leaders while giving great people more reason to build long-term careers within the industry.

Last week, I had the pleasure of joining the Schiavello team for their Winter Reds event, and it was such a wonderful evening spent with the people behind the business.

Events like this say a lot about a workplace. Bringing people together, strengthening relationships and creating a genuine sense of connection all contribute to the culture people experience every day.

It's something I've really enjoyed seeing firsthand at Schiavello, and it makes me even more excited to be partnering with them as the business continues to grow.

We're currently recruiting for three roles to join the Schiavello team, creating a great opportunity for the right people to become part of a well-established business with a strong culture and exciting work ahead.

If this is the kind of culture you'd like to be part of, please reach out for a confidential conversation. I'd love to share more about the roles, the business and what Schiavello can offer your career.

There's a pattern I'm hearing far too often in conversations with experienced professionals across construction, architecture, engineering and property.

They've had their performance review. They've discussed what they're doing well. But when I ask what feedback they received about where they need to develop, the answer is often: very little.

I understand why.

When experienced talent is difficult to replace, it can feel risky to have an uncomfortable conversation that might leave someone questioning their value or their future with the business.

But avoiding that conversation creates a much bigger risk.

The strongest professionals I've worked with don't expect to be told they're doing everything perfectly. They want to know where they can improve, what it will take to progress and that the people leading them are genuinely invested in helping them get there.

In a market where retention remains one of the biggest challenges facing employers, honest and constructive feedback shouldn't be something we shy away from. Done well, it's one of the clearest ways a leader can demonstrate that they see a future for someone within their business.

This morning, we joined friends from PAC for Walk a Mile in My Boots in support of the Hutt St Centre.

We're incredibly grateful to be part of a school community that values giving back and is committed to teaching our children the importance of coming together to make a difference.

The event was a poignant reminder of the challenges many South Australians experiencing homelessness face every day, and of the incredible work Hutt St Centre does to provide support, hope and a pathway forward. It was a privilege to be part of it.

If you'd like to support, donations can be made via the Hutt St Centre website: https://huttstcentre.org.au/

The construction industry has always been about more than delivering projects.

After more than 25 years working across the construction, architecture, engineering, civil and property industries, I've seen firsthand how it shapes the people within it.

Of course, technical expertise is essential, but it's often the less tangible qualities that define long-term success.

Resilience developed through overcoming challenges.

Accountability that comes from knowing others are relying on you.

The ability to communicate, lead people and make sound decisions under pressure.

These aren't just qualities that create better construction professionals. They create stronger leaders, colleagues and people.

It's one of the reasons I've always enjoyed working in these industries. While projects leave a lasting mark on our communities, the experiences behind them leave a lasting mark on the people who deliver them.

July is typically one of the quieter months in our market.

Businesses are focused on performance reviews, budgets and planning for the financial year ahead. Historically, recruitment takes a back seat.

Not this year.

This has been our busiest July on record, with more than 30 roles registered across the construction, architecture, engineering and development industries.

To me, that's a strong indication that the talent shortage isn't easing. If anything, it's becoming more pronounced.

One of the clearest examples has been within the subcontractor market supporting commercial construction, where demand for Estimators and Project Managers has continued to accelerate. At the same time, architecture practices are prioritising experienced professionals who can step into live projects and add value from day one.

Looking ahead, Osborne is another area to watch closely. As defence projects continue to gain momentum, we're expecting sustained demand for construction and engineering professionals seeking long-term career opportunities on some of South Australia's most significant projects.

If July is any indication of what's to come, businesses can't afford to wait until the traditional hiring peak later in the year. The organisations acting strategically now will be in the strongest position to secure the talent they need before competition intensifies in the final quarter.

You know I get excited when we have new roles coming to market and today, we have three fantastic opportunities with Schiavello Construction:

• Senior Estimator
• Contract Administrator
• Site Manager

With five tower cranes currently operating across South Australia, more than $160 million in turnover for the past financial year and a strong pipeline of new-build projects, Schiavello is a business growing with confidence and purpose.

These roles offer the opportunity to work across education, commercial, large-scale residential apartment and health projects, typically ranging from $10 million to $80 million.

You’ll also enjoy the best of both worlds: the systems and stability of an established national business, together with the energy and support of a close-knit local team.

To learn more about these opportunities, visit the link in our bio or contact me directly for a confidential conversation.

Should you meet your recruiter face to face before they submit your CV?

I'll say it plainly, yes, it should be expected.

And before I go any further, this might come across as a bit of a rant, but it's something I'm genuinely frustrated by.

I love this profession. Recruitment, when it's done properly, has the ability to change careers and change businesses. That's exactly why it disappoints me to see some people cutting corners in pursuit of a quick placement fee. Our industry deserves better, and so do the people who trust us with their careers.

I'm seeing more and more of recruiters submitting CVs to clients without ever properly meeting the candidate. A quick message on LinkedIn, a five-minute phone call, and suddenly your CV is sitting in front of a hiring manager. No real conversation. No understanding of who you actually are.

If your career is important to you, and it should be, this is a step you shouldn't be skipping.

I might be old school, but I still believe some things shouldn't change just because the market's moved faster.

Here's why it matters.

Your CV tells a hiring manager what you have done. It doesn't tell them who you are, how you communicate, what you are motivated by, or whether you will actually thrive in that team and that culture. A recruiter can't speak to any of that with confidence if they have never sat down with you.

So my question is simple: how can someone genuinely gauge whether you are the right cultural fit for a business without meeting you?

They can't. Not properly.

A good recruiter isn't just forwarding CVs. They are representing you. They are the person a client is trusting to bring them the right people, and they are the person you are trusting to represent your career in the best possible light. That only works if they have taken the time to actually know you, your goals, what you are looking for next, and what you bring beyond what's written on the page.

Skipping that step isn't efficiency. It's a shortcut, and it usually ends up costing someone, either the candidate who gets put forward for a role that was never the right fit, or the client who ends up with a CV that doesn't tell the whole story.

And it's not just candidates who should expect this. Our average placement fee sits between $18K and $22K. If a client is investing that kind of money in finding the right person, they should absolutely expect that the recruiter has taken the time to actually meet the candidate before putting them forward, not just matched keywords on a CV.

If you are job seeking and a recruiter wants to submit your CV without properly meeting you first, whether that's in person or through a genuine video call, it's fair to pause and ask why.

Your career deserves more than a shortcut.

It deserves a conversation.

One of the things I enjoy most about my role is helping clients make sense of the market they're operating in.

There's no shortage of information available, salary reports, market data and industry commentary. The real value comes from understanding what it actually means for your business.

Every organisation is different. Their people, their growth plans, their challenges and the talent they need to retain all require a different approach.

The more I get to know a business, the more value I can bring beyond recruitment. Whether it's advising on remuneration, employee value proposition or workforce planning, my role is to help clients attract exceptional talent and make informed decisions that strengthen and retain their teams.

After more than 25 years working across the construction, architecture, engineering, civil and property industries, I've learnt that the strongest hiring outcomes are rarely driven by a single recruitment process. They're achieved by building long-term partnerships with businesses that are genuinely committed to their people.