Leading Change in Government Hiring: Highlighting Ghost Jobs, Fixing Bottlenecks & Building Trust.

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Executive Summary

Government and funded services are undergoing rapid transformation. Yet, how do recruitment trends impact workforce stability and job market confidence? This case study uncovers the reality of ghost jobs, duplicate listings, and vendor panel hiring—and why they matter now more than ever. This includes aspects such as ghost recruitment.

Who Benefits from Smarter Government Recruitment & Change Management?

This document provides critical insights into the challenges and opportunities within government hiring, particularly in procurement rules, recruitment transparency, and workforce planning. This includes aspects such as phantom job postings.

Key Audiences & Why This Matters

📌 Government Leaders & HR Professionals

• Understand the impact of vendor panels, standing offer arrangements (SON 3965020 and SON 37874660), and Commonwealth Procurement Rules (effective 1 July 2024) (effective 1 July 2024) on recruitment.
• Learn how hiring practices affect transparency, compliance, and operational efficiency.
• Discover best practices for attracting and retaining quality candidates while navigating policy constraints.

📌 Recruiters & Talent Agencies

• Learn why ‘Easy Apply’ CV submissions are underperforming on LinkedIn & SEEK.
• Differentiate your agency through high-quality engagement strategies with candidates.
• Understand how vendor panels and standing offers influence talent sourcing.

📌 Senior Job Seekers & Contractors

• Discover why applications go unanswered and how to improve job search strategies.
• Navigate government hiring portals, vendor panels, and contract opportunities effectively.
• Gain insights into high-demand skills and recruitment trends shaping public sector hiring.

📌 Change & Transformation Consultants

• Get an overview of workforce trends impacting transformation initiatives.
• Learn how hiring challenges affect project momentum, morale, and workforce alignment.
• Use insights to guide government clients through recruitment transformation.

📌 Policy & Procurement Advisors

• Identify policy gaps leading to recruitment inefficiencies.
• Learn why short-term hiring under $99,999 impacts agency reporting requirements.
• Understand the broader implications of vendor panel hiring on workforce stability.

The Business & Emotional Case for Change in Government Hiring & Procurement [SAP ERP, FIELDGLASS and SONs].

The issue of ghost jobs—positions advertised with no real hiring intent—has significantly disrupted government recruitment. Many talented candidates are unaware of the Commonwealth Procurement Rules (effective 1 July 2024) and Vendor Panel hiring processes, where government panels provide opportunities for multiple recruitment firms to source candidates.

These firms then list positions on platforms like LinkedIn and SEEK, sometimes without the employer being explicitly named. This creates a misleading job market that frustrates job seekers, wastes time, and damages trust in the hiring process. Candidates apply, wait, and often receive no response, leading to disengagement and a loss of confidence in government recruitment systems.

Understanding who is affected is only part of the equation. Why should stakeholders take action now? Beyond efficiency and compliance, the stakes are both economic and emotional, affecting workforce morale, trust, and long-term hiring success. They’re exacerbated by the volume of phantom job postings, recruiters receiving Easy Apply applications or failing to respond to lodged applications.

 

✅ Economic Impact: Poor hiring practices waste millions in public funds. Prolonged vacancies and disengaged hires directly impact budgets and service delivery.

✅ Emotional Impact: Frustration builds when hiring processes lack transparency and create uncertainty for both job seekers and hiring managers, including practices which may including reaching out to a candidate, having conversations and then ‘ghosting the applicant’.

✅ Why Change Matters: Ethical, transparent hiring strengthens trust, efficiency, and workforce capability—ensuring government hiring becomes a strategic advantage to address the potential changes in legislative obligations, emergency response manpower or digital transformation and upskilling demands

📌 Key Takeaways: External Applicants

Many candidates do not realise that the jobs they apply for may be part of Vendor Panel arrangements, leading to confusion and disengagement when they don’t receive responses. Without intervention, ghost jobs, hiring inefficiencies, and recruitment opacity will continue to erode trust in government hiring, leading to lower candidate engagement, increased time-to-hire, and reduced workforce effectiveness. Addressing these challenges through clear hiring intent, ethical recruitment strategies, and greater transparency will restore confidence and improve outcomes for job seekers, agencies, and recruiters alike.

At the heart of all this, it’s important to recognise the dedicated professionals across government and private sector recruitment agencies who work tirelessly to match the right talent with the right opportunities. Their expertise, persistence, and ability to build strong candidate relationships are instrumental in driving meaningful workforce outcomes. Likewise, candidates who understand the power of educating themselves on the methods used, positioning, relationships, and showcasing their skills effectively on digital platforms are more likely to stand out and secure impactful roles. It’s a team effort—when transparency and trust lead the way, everyone wins. But first, an applicant needs to know how the system works.

About the Author

Tarran Deane is a leading expert in change management, strategic workforce transformation, and leadership consulting. With a background in high-impact change initiatives across government, finance, health, and education sectors, Tarran helps organisations navigate complex SAP ERP and workforce transformation with transparency, efficiency, and trust.

As a certified PROSCI Change Practitioner and experienced leadership strategist, Tarran advises leaders, recruiters, and policymakers on workforce optimisation, ethical hiring practices, and organisational transformation.

📩 Want to connect? Reach out via hello@tarrandeane.com or visit online. Continue reading for the Full Case Study.

 

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A Case Study: Leading Change in Government Hiring: Highlighting Ghost Jobs, Fixing Bottlenecks & Building Trust.

Building upon the findings outlined in the Executive Summary, this case study examines the evolving challenges in government hiring as Australia navigates a combination of extreme weather events, changing governments and budgets. Government and funded services face increasing workforce planning complexities, intensified by economic uncertainty and shifting policy landscapes, such as the problem of non-genuine listings and its impact on candidate trust.

A key concern in this environment is the proliferation of duplicate job listings and ‘ghost jobs’—roles advertised without an immediate hiring intent. These practices distort hiring data, impacting job seekers, recruiters, and workforce planning efforts.

This study analysed Australian job postings from January 25, 2025, to February 28, 2025, identifying in-demand skills, hiring trends, and recruitment inefficiencies. By applying the Prosci® ADKAR model, this paper explores the role of trust-building in hiring processes and offers strategic recommendations for leaders, recruiters, and job seekers to enhance transparency, efficiency, and ethical recruitment practices that reduce practices sometimes referred to as phantom job postings.

Introduction

Workforce planning in government and funded services is highly dependent on policy shifts, economic factors, pending internal approvals and public trust in recruitment processes. However, challenges such as duplicate job postings and ghost jobs distort hiring data, creating inefficiencies for both employers and job seekers. This paper presents an evidence-based analysis of early 2025 job market trends, with a focus on the skills in demand and the implications of misleading recruitment practices, such as the problem of non-genuine or multiple same-role listings, and its impact on candidate trust.

Methodology

This study analysed job postings on SEEK, LinkedIn, and APS Jobs from January 25, 2025, to February 28, 2025. Duplicate and inactive listings were identified and removed where possible from the table that appears below. The study also incorporated AI-assisted keyword analysis alongside human validation to extract skill trends from job descriptions accurately.

Additionally, external reports from labour market authorities, including the Australian Bureau of Statistics (ABS) and Australian HR Institute (AHRI), were reviewed to cross-validate findings. including practices sometimes referred to as phantom job postings.

Limitations:
While the study provides strong trend insights, it does not verify the actual hiring intent behind each job posting. However, patterns in employer behaviour and recruitment agency practices were examined to minimise misrepresentation. such as the problem of non-genuine listings and its impact on candidate trust.

📌 Findings: The Job Market Landscape | January – February 2025.

The following table outlines the recruitment context for government agencies, the top ten in-demand skills, hiring trends, and key industry sectors.

Table 1: Job Market Landscape February 2025 | Tarran Deane © 2025

Skill/Quality Period Analysed: Jan-Feb 2025	Number of Job Postings	Predominant Employment Type	Top Industries/Sectors	Description
Project Management	3,809	Employee	Government & Public Services, Financial Services, Information & Communication Technology	Proficiency in planning, executing, and overseeing projects to ensure successful completion within scope, time, and budget constraints.
Change Management	3,034	Employee	Government & Public Services, Financial Services, Professional Services	Expertise in guiding Organisations through transitions, including stakeholder engagement, communication strategies, and minimizing resistance to change.
Stakeholder Engagement	1,045	Employee	Government & Public Services, Energy, Resources & Utilities, Construction & Manufacturing	Skill in identifying, analyzing, and managing relationships with individuals or groups affected by project outcomes.
Digital Transformation	906	Employee	Information & Communication Technology, Financial Services, Retail & Consumer Products	Experience in implementing digital technologies to enhance organisational processes and services.
Communication Skills	1,500	Employee	Government & Public Services, Healthcare & Medical, Education & Training	Strong verbal and written communication abilities to convey information clearly and effectively to diverse audiences.
Leadership and Influence	1,200	Employee	Government & Public Services, Financial Services, Information & Communication Technology	Capacity to lead teams, inspire confidence, and drive project objectives forward.
Process Improvement	1,100	Employee	Government & Public Services, Construction & Manufacturing, Transport & Logistics	Competence in analysing and optimizing organisational processes to increase efficiency and effectiveness.
Risk Management	950	Employee	Financial Services, Government & Public Services, Energy, Resources & Utilities	Proficiency in identifying, assessing, and mitigating risks that could impact project success.
Agile Methodologies	850	Employee	Information & Communication Technologies, Financial Services, Professional Services	Familiarity with Agile frameworks and practices, enabling adaptive planning and iterative project delivery.
Data Analysis	800	Employee	Information & Communication Technology, Financial Services, Healthcare & Medical	Ability to interpret complex data sets to inform decision-making and measure project outcomes effectively.

 

Conclusions from the Table Analysis

1.         High Demand for Transformation Skills:

1. • The most sought-after skills (Project Management, Change Management, and Stakeholder Engagement) indicate a strong focus on organisational transformation and change initiatives within government and funded services.
   • Government & Public Services is the dominant sector across most categories, suggesting an increase in projects requiring structured leadership, compliance, and modernization.

2.         Digital Evolution and Process Efficiency:

1. • Digital Transformation (906 postings) and Agile Methodologies (850 postings) highlight the growing importance of technology-driven change and adaptive project execution.
   • Process Improvement (1,100 postings) suggests a demand for streamlining government operations and ensuring better service delivery.

3.         Strategic and Risk-Oriented Thinking:

1. • Risk Management (950 postings) being a key demand suggests a strong focus on governance, compliance, and future-proofing organisations.
   • Data Analysis (800 postings) reflects an emphasis on evidence-based decision-making and performance tracking.

4.         Soft Skills Accompanying These Positions (Revisiting Source Data)

 

Reviewing the job postings alongside these in-demand skills, the following soft skills were frequently listed as complementary competencies:

1. • Emotional Intelligence (EQ): Particularly emphasized for Stakeholder Engagement, Change Management, and Leadership roles—showing the necessity of navigating diverse teams and political landscapes. including practices sometimes referred to as phantom job postings.
   • Adaptability & Resilience: Essential for roles in Agile Methodologies, Process Improvement, and Digital Transformation, given the shifting priorities in government and technology projects. such as the problem of non-genuine listings and its impact on candidate trust.
   • Collaboration & Cross-Functional Communication: Found across postings for Project Management, Communication Skills, and Change Management—emphasizing the ability to work with dispersed teams and executive leaders. covering issues like inactive vacancies, where roles may be advertised without genuine hiring intent.
   • Decision-Making & Critical Thinking: Highlighted in Risk Management, Data Analysis, and Leadership roles—reflecting the importance of sound judgment in policy-driven environments. including practices sometimes referred to as phantom job postings.
   • Negotiation & Influence: Key for Stakeholder Engagement, Leadership, and Change Management, where leaders must align competing interests and drive adoption of new strategies. such as the problem of non-genuine listings and its impact on candidate trust.

Bridging Employer Challenges & Workforce Realities

According to the Hays 2025 Skills Report, 85% of hiring managers report that skills shortages are impacting performance, while 86% of professionals acknowledge that the skills required for their roles are evolving. This aligns with our January-February 2025 job advertisement analysis, which revealed a strong employer demand for change management, stakeholder engagement, and leadership capabilities—yet a disconnect in how these skills are being sourced and communicated through recruitment channels.

Furthermore, 84% of employers in the Hays report cite human skills such as communication, collaboration, and teamwork as top hiring priorities. Our research on government and vendor-panel-based hiring trends also emphasised that successful candidates aren’t just those with technical expertise—but those who can demonstrate cross-functional leadership and adaptability. including practices sometimes referred to as phantom job postings.

With the ongoing skills gap and the fragmented nature of job advertisements, organisations must rethink their hiring strategies—prioritising transparent hiring practices that not only fill roles efficiently but also attract, develop, and retain top talent in an increasingly competitive landscape. such as the problem of non-genuine listings and its impact on candidate trust.

Commonwealth Procurement Rules, Vendor Panels, and Multi-Agency Hiring Dynamics.

In the Australian government job market, hiring processes are often influenced by the Commonwealth Procurement Rules (effective 1 July 2024), approved Vendor Panels recognised by Standing Offer Numbers, and the involvement of multiple recruitment agencies engaged by employers to source talent. While these mechanisms streamline hiring for government entities, they also introduce significant challenges for job seekers, recruiters, and existing employees.

Under the government agencies may access optional Whole‑of‑Australian‑Government (WoAG) People Panels to source personnel services and standing offer arrangements as outlined by the Commonwealth Procurement Rules (effective 1 July 2024) (CPRs) inc:

• SON3897769 People Panel Phase 1 Personnel Recruitment – 82* suppliers.
• SON3965020 People Panel Phase 2 Labour Hire | Temporary Personnel – 112* suppliers.
  * Supplier numbers current as at 25 September 2025

While this aims to streamline government hiring, it has also led to an unintended consequence—multiple recruitment agencies posting the same role under different banners, often without explicitly naming the employer.

And candidates typically, don’t know about this process leading to duplication of effort and confusion.

Here’s what we mean:

Key Issue 1 – Multiple Agencies Listing the Same Role.

When multiple recruitment agencies advertise the same government role ‘externally’ that was advertised initially ‘internally’ through an approach to market using the CPR or Vendor Panels, without explicitly naming the employer. This phenomenon is particularly visible through online platforms like LinkedIn and Seek’s ‘Quick Apply’ feature. Here job seekers encounter multiple seemingly identical listings without clarity on the agency’s connection to the employer or the recruitment process involved. such as the problem of non-genuine listings and its impact on candidate trust.

Key Issue 2: SON 3965020 Temporary Personnel Contracts and Senate Order Reporting.

Understanding SON 3965020 Temporary Personnel Contracts

The Standing Offer Notice (SON) 39565020 pertains to the procurement of temporary personnel services by Australian Government agencies. This arrangement allows agencies to engage temporary staff for short-term needs without undergoing a full procurement process each time.​.

Contract Duration and Extensions

Typically, roles under this SON are advertised for an initial period of three months, with the possibility of extensions. This approach provides agencies with flexibility to assess ongoing needs and performance before committing to longer engagements.​.

Senate Order Reporting Requirements

The Senate Order on Government Agency Contracts mandates that non-corporate Commonwealth entities publish a list of contracts valued at $100,000 or more on their websites biannually. This list must include details such as the contractor’s name, contract amount, subject matter, and duration.

Contracts Below the Reporting Threshold

Contracts valued below $100,000 are not required to be included in these Senate Order reports. By setting initial contract values below this threshold, agencies can reduce administrative burdens associated with reporting.​.

Implications of Short-Term Contracts for Government Employers & Agencies.

Engaging temporary personnel on short-term contracts below the $100,000 reporting threshold allows agencies to:​.

• Maintain Operational Flexibility: Short-term contracts enable agencies to adapt quickly to changing needs without long-term commitments.​
• Optimise Resource Allocation: By minimizing reporting requirements, agencies can focus resources on core functions rather than administrative tasks.​

Implications of Short-Term Contracts on Candidates | Contractors

This is a mix of both appealing and off-putting for contractors. covering issues like inactive vacancies, where roles may be advertised without genuine hiring intent.

• Strengths: short sprint or ‘fractional’ opportunity to contribute expertise, determine ongoing fit, may suit candidates seeking greater flexibility.
• Weaknesses: A lack of certainty can impact the contractors ability to onboard effectively, achieve results in a short period of time, and retain focus if still seeking permanent employment.

Considerations for Transparency and Accountability

While utilising short-term contracts below the reporting threshold offers operational benefits, it’s essential to balance these advantages with the principles of transparency and accountability. Agencies should ensure that the use of such contracts aligns with broader public sector values and does not undermine the intent of public reporting obligations.

This lack of transparency has several consequences:

• Confusion for Job Seekers: Candidates may unwittingly apply to the same role multiple times through different agencies, leading to inefficiencies.
• Disadvantage for Existing Employees: Internal candidates may be unaware that their own organisation is hiring for roles they are interested in, since listings do not always name the employer.
• Compromised Salary and Hiring Negotiations: Agencies operating within vendor panel agreements may present varying contract terms and salary rates, creating inconsistencies and reducing candidate leverage.
• Recruitment Process Delays: Employers may receive multiple submissions for the same candidate, leading to inefficiencies in shortlisting and selection.

Ethical Considerations in Hiring

Recruitment transparency is essential to maintaining public trust. The Australian HR Institute (AHRI) Code of Ethics emphasizes the importance of fair hiring practices. Organisations should implement governance measures to ensure job postings accurately reflect real hiring needs and pathways.

Theoretical Framework: Prosci® ADKAR Model

The Prosci® ADKAR model provides a structured framework for leading change and building trust in recruitment. The five ADKAR elements—Awareness, Desire, Knowledge, Ability, and Reinforcement—can be applied to government hiring strategies:.

• Awareness: Recognising the impact of misleading job postings on workforce planning. including practices sometimes referred to as phantom job postings.
• Desire: Encouraging ethical recruitment to enhance trust and efficiency. such as the problem of non-genuine listings and its impact on candidate trust.
• Knowledge: Providing leaders, recruiters, and job seekers with data-driven insights. covering issues like inactive vacancies, where roles may be advertised without genuine hiring intent.
• Ability: Implementing policies to improve transparency and hiring accuracy. including practices sometimes referred to as phantom job postings.
• Reinforcement: Ensuring long-term adoption of ethical hiring practices through accountability and policy enforcement. such as the problem of non-genuine listings and its impact on candidate trust.

Implications for Trust and Change Management in Hiring

Applying the Prosci ADKAR model, Organisations can implement structured reforms to address these transparency challenges:.

• Awareness: Employers should recognize the unintended consequences of engaging multiple agencies and vendor panels.
• Desire: Government hiring managers should advocate for clearer job listing transparency and standardized recruitment protocols.
• Knowledge: Recruiters and agencies must educate candidates on the implications of vendor panel hiring.
• Ability: Employers should develop clearer job advertisements that explicitly state recruitment processes and employer details where possible.
• Reinforcement: Ongoing policy refinement can ensure sustainable, ethical recruitment practices.

Recommendations & Actions to Build Trust and Improve Outcomes.

I know you’re busy so we’ve shortened the learning curve for you and created some quick reference tools for you.

For Government and Agency Funded Services Leaders

• Implement recruitment auditing to prevent duplicate or misleading job postings.
• Use workforce planning models that account for real-time hiring needs.
• Promote transparency by standardizing job advertisement policies to include an overarching statement for Standing Offer Number (SON) Panel Providers to clearly state where the advertised position may be listed with multiple agencies and the candidate should verify, they are not submitting duplicate content as advertisers may customise their own listings.

For Recruiters and Talent Agencies

• Develop AI-driven solutions to detect duplicate listings.
• Strengthen communication with hiring managers to verify job openings.
• Ensure ethical recruitment practices to build long-term trust with your candidates. This may include openly confirming in your advertising if this is a direct advertisement or Panel submission.

For Job Seekers and Consultants

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1. Role Readiness
2. Selection Criteria Mapping
3. ATS-Proofing (Applicant Tracking Software)
4. Capability Statement Quality
5. Evidence Library Setup
6. Cover Letter ‘Signal’ Scan
7. Using AI to Assist with Your Job Application
8. Referee & Proof Pack
9. LinkedIn & Seek Sync
10. Submission Hygiene
11. Interview-Day Pack
12. Terminology Consistency

 

Here are the 12 proven checklists designed to help you prepare, apply, and present yourself with confidence in the Australian government job market:

 

📌 Government Job Seeker Toolkits – At-a-Glance

• Cross-check job listings to confirm hiring intent before applying.
• Build direct relationships with hiring managers (with the advertising party i.e. recruitment agency or direct employer) to bypass recruitment inefficiencies and specifically ask if this position is being advertised elsewhere, on a panel and how many candidates are they putting forward for this role.
• Stay informed on hiring trends to focus on high-demand skills.

What High-Performing Employers & Recruiters Are Doing Right

Rather than grappling with disengaged applicants and inefficient hiring cycles, some employers and recruiters are setting the standard for transparent and effective talent attraction by prioritising clear communication, education, and strategic engagement:.

• Recruiters: Leading firms go beyond job postings by naming the entity they are recruiting for on third-party platforms, building direct relationships with high-calibre candidates, and personalising outreach instead of relying on bulk ‘Easy Apply’ uploads. Some agencies are also offering informational sessions to help candidates navigate vendor panel processes, giving them an edge in securing roles. including practices sometimes referred to as phantom job postings.
• Government Hiring Teams: Strengthening direct recruitment pipelines through internal portals while clearly communicating vendor panel processes. Forward-thinking teams are reflecting on how they can improve their internal / external portal content to encourage their third-party recruiters to disclose at the time of advertising that candidates may be applying via one of several panel recruiters—enhancing transparency and trust. such as the problem of non-genuine listings and its impact on candidate trust.
• Successful Candidates: Those who secure meaningful roles often leverage strategic networking and skills-based applications rather than relying solely on mass-market job boards. They understand who is submitting their application and proactively engage with the recruitment process. covering issues like inactive vacancies, where roles may be advertised without genuine hiring intent.

At the heart of high-performing recruitment lies a commitment to transparency, personalisation, and education. Recruitment agencies, government procurement teams, and candidates all play a role in improving hiring outcomes—by bridging knowledge gaps, adapting hiring strategies, and ensuring candidates have a clear understanding of the recruitment journey from the outset. including practices sometimes referred to as phantom job postings.

What’s At Stake If We Don’t Fix This?

If we continue with business as usual, candidates will increasingly bypass the current recruitment processes, leading to:.

❌ Lower quality applications from disengaged job seekers.
❌ Hiring bottlenecks as visibility of the skilled talent pools shrink.
❌ Reduced workforce confidence in government hiring processes.
❌ Reduced retention and change capability as contract and fixed term labour exit
❌ Wasted financial resources and duplication of effort by all stakeholders.

But if we get just a little better at this—by improving transparency, reducing duplication, and enhancing candidate engagement—government hiring can become more agile, efficient, and trusted.

The question isn’t if this transformation is necessary, but how quickly we can implement it to create a future where hiring is not just a transaction, but a strategic advantage.

Conclusion | The Government Job Seeker Toolkit Pack

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**In this ebook**, you’ll find the checklists in read-only format — perfect for reference.

 

You’ve just seen the 12 checklists I use with job seekers to cut application time, boost ATS scores, and reduce stress in the public sector hiring process.

 

💡 Get the Complete Government Job Seeker Toolkit – Editable & Ready to Use

The Australian government job market presents significant opportunities, but misleading hiring trends can create inefficiencies and reduce candidate trust in the recruitment process. By adopting structured workforce planning, ethical hiring practices, and change management frameworks like Prosci® ADKAR, stakeholders can foster trust and long-term sustainability in recruitment.

References

• Australian Bureau of Statistics. (2025). Labour Market Report. ABS Publications.
• Australian HR Institute. (2025). Code of Ethics for HR Professionals.
• Prosci® . (2025). The ADKAR Model for Change Management. Prosci® Research.
• (2024). The Hidden Impact of Ghost Jobs in Recruitment.
• (2025). Australian Job Market Insights. SEEK Reports.
• AusTender SON3897769 and SON 3965020 – Senate Order
• Senate Order on Government Contracts here
• Department of Finance, Australian Government, Contracting and Reporting (2024).

About the Author

Tarran Deane is a Transformation Specialist, Change & Engagement Leader, and trusted advisor to government, corporate, and non-profit organisations. With extensive experience in strategic leadership, Tarran has led large-scale digital transformation initiatives, ERP Procurement and Payment Transformation integrating the Commonwealth Procurement Rules (effective 1 July 2024) (effective 1 July 2024), and stakeholder engagement programs and strategic workforce change initiatives across public and private sectors for industries such as science (e.g. minerals, agriculture, space & astronomy), education, finance, tourism, mining, aged care and disability services. such as the problem of non-genuine listings and its impact on candidate trust.

As a PROSCI® ® Certified Enterprise Change Manager and holder of a Graduate Diploma in Strategic Leadership, Tarran specializes in change readiness, risk mitigation, and multi-tier stakeholder engagement. She has influenced C-suite leaders, guided dispersed teams, and partnered with government stakeholders to enhance community outcomes and sustainable growth. covering issues like inactive vacancies, where roles may be advertised without genuine hiring intent.

Her career spans roles as an Organisational Change Manager for CSIRO, leading Finance SAP ERP Procurement and Payment Transformation, as well as Change Lead at the City of Gold Coast, where she drove strategic workforce change and engagement initiatives. Tarran is also the Principal Consultant at Corporate Cinderella Pty Ltd, providing strategic leadership coaching, change advisory, and executive training to organisations in finance, health, education, aged care, and the disability sector. including practices sometimes referred to as phantom job postings.

Beyond her consulting work, Tarran is a dynamic keynote speaker, educator, and former National President of Professional Speakers Australia. She has delivered leadership programs and presentations to over 58,000 audience members globally, including international conferences in the USA, Singapore, Malaysia, and New Zealand. such as the problem of non-genuine listings and its impact on candidate trust.

For enquiries, consulting opportunities, or to connect with Tarran, visit her company website at to schedule a call and view our programs, or reach out via . covering issues like inactive vacancies, where roles may be advertised without genuine hiring intent.

 

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