P.J. Recruitment and Executive Search

P.J. Recruitment and Executive Search We find specialist talent for residential and home care services, retirement living, disabilities an We find the best talent, allowing people to be their best.

We provide executive search, recruitment and career counselling services for the aged care and disabilities sectors.

Professional feedback isn’t a courtesy. It’s a responsibility. 🤝Recently, I submitted two CEO search proposals.One was u...
18/06/2026

Professional feedback isn’t a courtesy. It’s a responsibility. 🤝

Recently, I submitted two CEO search proposals.

One was unsuccessful. Fair enough. It went to a global executive search firm.

I asked for feedback (even bullet-pointed to make it easy). Silence.

The second was delivered exactly as requested, on time.
No acknowledgement.
No confirmation of receipt.
Follow-up call. Nothing.
Text message. Nothing.

And I’ll be honest - that doesn’t sit well with me.

Not because we didn’t win the work.
Because respect in process matters.

A proposal at this level is considered, tailored, and time-intensive. Feedback - even brief - helps us sharpen, evolve, improve. Without it, we’re all operating in a vacuum.

The sectors we recruit into are built on care, leadership and accountability.
Surely, we can extend that to each other in our professional interactions?

This isn’t about perfection. It’s about professionalism.

A simple “received, thank you” or “here’s why” goes a long way.

How are you looking after yourself this week?This Men's Health Week, pause. Check in. Take action. It’s time to priorit...
14/06/2026

How are you looking after yourself this week?

This Men's Health Week, pause. Check in. Take action.

It’s time to prioritise wellbeing, take charge of your health, and thrive - because care starts from within.

⭐⭐⭐⭐⭐ Results like this don't happen by accident.They happen because we listen, we care, and we go deeper than the resum...
09/06/2026

⭐⭐⭐⭐⭐ Results like this don't happen by accident.

They happen because we listen, we care, and we go deeper than the resume to find extraordinary people for extraordinary organisations.

That's the P.J. way, every single time.

Are Talent Acquisition teams becoming enablers… or bottlenecks? Lately, we’re hearing the same frustration from multiple...
03/06/2026

Are Talent Acquisition teams becoming enablers… or bottlenecks?

Lately, we’re hearing the same frustration from multiple directions:
▫️ Candidates applying directly and hearing nothing for weeks
▫️ Senior leaders unable to engage the recruitment partners they know deliver
▫️ Hiring managers trapped in procurement layers, approvals and process complexity.

I understand why TA teams exist. The best ones reduce agency spend, centralise compliance, strengthen employer branding and create strong processes and governance. And many do it brilliantly.

LinkedIn reports time-to-hire remains one of the top success metrics for TA leaders, while SEEK continues to emphasise that long, unclear recruitment processes directly contribute to losing strong candidates.

But here’s the tension I’m increasingly seeing in purpose-led sectors.
In trying to reduce cost and create process, are some organisations unintentionally slowing down access to talent?

Because candidates don’t experience “policy.” They experience silence. Delay. Unclear communication. Drawn out processes.

And in leadership recruitment, top candidates rarely wait around.

Our average time to hire is 4-6 weeks. Many executive candidates are only actively in market for a very short period before they disengage or accept another opportunity.

At what point does process start costing more than it saves?

Bureaucracy doesn’t only live in government anymore. In some purpose-led organisations, it feels like we’re recreating it internally through hiring.

The best TA teams I’ve worked with are commercial, responsive and empowering. They act as strategic enablers to hiring managers, not gatekeepers to them.

And perhaps that’s the future of TA.

Less administration. More influence. More partnership. More courage to move quickly when exceptional people appear.

One of the biggest risks in executive hiring right now?Mistaking performance in an interview for performance in the role...
29/05/2026

One of the biggest risks in executive hiring right now?

Mistaking performance in an interview for performance in the role.
Particularly in care organisations, where leaders are expected to do both:
• set direction
• and stabilise operations

The leaders who thrive aren’t purely strategic.
And they’re not purely operational either.
They’re able to move between both - quickly, comfortably, and without ego.
This is becoming a defining capability in successful appointments.

In our latest article, we’ve shared:
• what this looks like in practice
• where hiring processes fall short
• and how to assess it before you make the hire

One of the biggest risks in executive hiring right now?Mistaking performance in an interview for performance in the role...
29/05/2026

One of the biggest risks in executive hiring right now?

Mistaking performance in an interview for performance in the role.
Particularly in care organisations, where leaders are expected to do both:
• set direction
• and stabilise operations

The leaders who thrive aren’t purely strategic.
And they’re not purely operational either.
They’re able to move between both - quickly, comfortably, and without ego.
This is becoming a defining capability in successful appointments.

In our latest article, we’ve shared:
• what this looks like in practice
• where hiring processes fall short
• and how to assess it before you make the hire



https://shorturl.at/mcv3g?utm_name=sked&utm_source=facebook&utm_medium=social&utm_content=sked_6a18da23312f8bede2985fc5

Every board says they want a strategic leader.And then the new executive arrives, finds a roster system that doesn’t tal...
28/05/2026

Every board says they want a strategic leader.

And then the new executive arrives, finds a roster system that doesn’t talk to payroll, a team that hasn’t had a performance conversation in years, and care recipient feedback that tells a very different story to the one in the board reports.

Strategic vision is important. But in small to medium care sector organisations, effective leaders have to be prepared to roll up their sleeves and solve operational problems in their first six to 12 months.

In our latest blog, we break down the unique characteristics of great care sector leaders – and how you can adapt your recruitment process to find them.

See link in bio 🔗

Every board says they want a strategic leader.And then the new executive arrives, finds a roster system that doesn’t tal...
28/05/2026

Every board says they want a strategic leader.

And then the new executive arrives, finds a roster system that doesn’t talk to payroll, a team that hasn’t had a performance conversation in years, and care recipient feedback that tells a very different story to the one in the board reports.

Strategic vision is important. But in small to medium care sector organisations, effective leaders have to be prepared to roll up their sleeves and solve operational problems in their first six to 12 months.

In our latest blog, we break down the unique characteristics of great care sector leaders – and how you can adapt your recruitment process to find them.

http://bit.ly/4tsydcb

Address

Suites 1&2, Level 1, 951 - 957 Pacific Highway
Sydney, NSW
2073

Opening Hours

Monday 9am - 5pm
Tuesday 9am - 5pm
Wednesday 9am - 5pm
Thursday 9am - 5pm
Friday 9am - 5pm

Telephone

+61291444544

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