The first guide, Building a Thriving Team, offers insights into creating a shared vision, fostering trust, promoting inclusivity, and recognising achievements. The guide is aimed at leaders and managers to help them build engaged, collaborative, and engaged team members for long-term success.

The second guide, Inclusive Hiring in Australia, aims to equip leaders with strategies for hiring, supporting, and developing talent with disabilities. Highlighting the significant benefits of inclusive workplaces, from increased creative, morale, and corporate reputation.
Drawing on global examples and Australian disability employment statistics, this guide challenges leaders to embrace inclusivity as a powerful driver of innovation.
“Leadership isn’t just about achieving goals; it’s about empowering people to reach their full potential,” said Matthew Levy. “With Build a Thriving Team, I hope to provide leaders with practical tools to inspire trust and collaboration, while recognising the unique strengths of their teams.”
On inclusive hiring, Levy added, “Hiring people with disabilities goes far beyond compliance – it’s about tapping into a wealth of talent and perspective that can transform workplaces. With Inclusive Hiring in Australia, I want to show leaders how inclusion can spark creativity and create stronger, more resilient organisations.”

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APC is at the forefront of accommodating the growing demand of overseas-trained pharmacists seeking opportunities in Australia. APC has been proactive in changing operations to support the demand, including implementing a Candidate Relationship Team to support candidates throughout their journey.

Bronwyn Clark, APC Chief Executive Officer, says their commitment to maintaining high standards while ensuring a swift and efficient assessment process has set them apart from other health professions.

“We have managed to keep up with the demand to complete eligibility checks and offer exams to the vast majority of eligible candidates, which is a testament to the dedication of our team and the adaptability of APC,” said Ms Clark.

APC has processed over a 100% increase in applications in FY23 compared to the previous year. Despite this, they are currently processing applications in real time. They have also engaged in more than 45,000 interactions with candidates through phone calls and emails in FY23, ensuring prompt and efficient communication, with over 85% of queries being addressed within a day and 80% of calls answered in real time.

Australia is renowned for its high standards of pharmacy education. APC boasts excellent accreditation processes, as evidenced by their awarding of the prestigious FIP Seal. Meanwhile, their skills assessment standards and processes for overseas-trained pharmacists adhere to best practices, ensuring that safety and quality are never compromised.

APC is exploring the inclusion of additional countries in their Competency Stream and scoping what a fast-track route could look like for them.

“Through our international connections, we see some great opportunities through a review of our Competency Stream routes.

“Opposed to our Knowledge Stream, this stream does not include the requirement to complete a full internship in Australia, making for a fast-tracked process,” added Ms Clark.

Ms Clark says they are also collaborating with organisations such as the Pharmacy Guild of Australia and the Pharmaceutical Society of Australia who offer job-ready courses post-KAPS exam, ensuring that overseas-trained pharmacists can integrate seamlessly into the workforce.

“We pride ourselves on being modern and nimble, whilst committing to safety and quality. With Australia’s growing attractiveness as a destination for pharmacists, we will continue to be proactive in gearing up to meet the increasing demands of candidates and supporting them into the workforce.

“APC has really positioned itself as a leader in this field, showing a remarkable ability to evolve and adapt to the ever-changing landscape of healthcare in Australia and the need for an increased pharmacist workforce,” Ms Clark concluded.

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This rises to over half (56%) of millennial workers (25-34-year-olds), compared to less than 2 in 10 (17%) of the 55+ age bracket, the survey of almost 1400 workers in Australia has found.

People working from home are more likely to feel that poor mental health is having a detrimental impact on their work (55%) than their colleagues in the workplace (36%).

Across the Asia-Pacific region, 56% of workers say mental health issues are taking a toll on their work.

Other studies recently published indicate that in addition to uncertainty and disruption caused by lockdowns, the COVID-19 infection itself can increase the risk of mental health problems developing, and as a result, mental health services have been inundated in many countries. According to the charity Mind, a third of adults and young people worldwide say their mental health has gotten much worse since March 2020.

In addition, the frequent stress and burnout that many workers were already feeling, appears to have been exacerbated since the pandemic. Seven in 10 workers across Australia (70%) say they experience stress at work at least once a week, up from 62% pre-pandemic in 2020, and one in seven (27%) feel stressed 4 or more times a week.

The most common cause of stress is having increased responsibility as a result of the pandemic, with 45% of workers citing it as a major cause. Other key sources of stress include the length of the working day (29%), problems with technology (27%) and concerns over job security (27%).

“It’s concerning to see the number of workers, and especially millennial workers, struggling in Australia due to mental health issues. There are ongoing issues around the rising cost of living worldwide, and the demands placed on workers across industries is only rising. There are, however, a range of issues and factors which can lead to mental ill health,” Kylie Baullo, Managing Director ANZ at ADP said.

“It is important to note that workers may be struggling whether they are working from home or at the office – in this case, managers should be vigilant to ensure they are offering support no matter the working location.”

Most employers across Australia (82%) are being proactive about finding new ways to support the mental health of their workforce. Chief among the initiatives being tried are: checking in or communicating with employees more (33% of workers say their employers are doing so), allowing well-being days off (27%), implementing Employee Assistance Programs (23%) and allowing staff to take additional breaks during the day (21%).

“Unless the causes of poor mental health – whether it be personal or work-related, or both – are identified and dealt with, the impact of well-intentioned schemes could be undermined. Employers need to prioritise ways to boost workplace mental well-being, and remember that there is no one-size-fits-all approach,” Ms Baullo said.

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While this is welcome news, according to the EveryAGE Counts Campaign, the plan to change pension eligibility rules to attract over-65s back into the workforce requires a concerted campaign to mitigate ageism among Australian employers.

EveryAGE Counts Campaign Director Marlene Krasovitsky welcomes initiatives to break down structural barriers to older people working, but we also need to break down attitudinal barriers given the prevalence of ageism among Australian employers, she says.

“Recent research by the Australian HR Institute revealed 47% of Australian businesses say they are reluctant to recruit workers ‘over a certain age,'” says Dr Krasovitsky.

“For more than two-thirds of the group admitting to ageism that certain age was over 50. So the chances of an over-65 getting a fair go in a job interview are extremely slight.

“If we want to harness the unquestionable value of over-65s in the workforce we need to look ageism squarely in the face, admit that it’s a problem, and work hard to break it down.

“The fact is ageism, like all prejudice, flourishes in the shadows. People often aren’t sure when they’ve encountered it and are worried about calling it out.

“That’s why we’ve been campaigning hard for a national education program that would help employers and others to know ageism and to name it when they see it.”

Dr Krasovitsky says stereotypes about older people were unfounded.

“It’s vital to recognise that much of the bias against older people are unconscious. Typically employers aren’t being actively hostile to older people, they are just assuming a lot of things that are probably wrong,” says Dr Krasovitsky.

“For example, we know from our research that employers prefer young people because they believe they are more capable of picking up new skills. However, older employees are generally keen to upskill or reskill, especially when offered meaningful training opportunities.

“Older people are also accused of being tech-illiterate when the latest research shows 70% use the internet multiple times a day.

“All we need to break down ageism is to ensure older candidates are placed on a level playing field, without having to battle entrenched bias against them because of the decade in which they were born.

“If we can break down these ageist barriers the structural changes to pensions being floated right now could have a great chance of working, getting more older people into work and boosting the economy.”

For more about the EveryAGE Counts campaign, visit: everyagecounts.org.au.

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The ARA has also welcomed the much-needed support for families to address the rising cost of living, with more than $7.2 billion in financial support, much of which will naturally flow through the retail economy.

ARA CEO Paul Zahra says despite the ongoing economic challenges, with rising inflation impacting businesses and consumers, the Budget contains some positive initiatives that set NSW up well for the years ahead.

“The economic fallout from the pandemic and the floods has taken its toll, with deficits forecast for the next two years, however, the state is poised to bounce back well with economic growth of 4.25% predicted over the next financial year,” Mr Zahra said.

“We applaud the strong focus on women in this year’s Budget. As an employer of choice for women, retailers warmly welcome the initiatives to boost childcare, as well as support for women in small businesses and other measures to boost women’s workforce participation.

“Governments across the country must do more to work with industry to help increase workforce participation and address gender inequality. With the measures announced today, NSW is clearly leading the way and the ARA looks forward to collaborating with the government to support many of these targeted initiatives,” he said.

“With the rising cost of living impacting family budgets, we’re pleased to see over $7.2 billion in financial support to help people make ends meet. A significant portion of this will naturally flow through to retail and help stimulate the economy.

“The main handbrake on retail recovery and growth is labour and skills shortages. We hope the additional investment to train 70,000 people will help alleviate the staffing issues many are facing, in particular in hairdressing and other areas of retail experiencing acute labour and skill shortages,” he said.

“Retailers are also looking to governments for greater leadership on climate action to help with their own sustainability initiatives. The NSW Government’s commitment of $1.2 billion to establish a Transmission Acceleration Facility will fast-track the transition to renewables and to the low-carbon economy of the future.  In the coming years, we would like to see deeper collaboration within sustainability initiatives between highly impacted industry areas such as retail, government and the innovation community and will continue our discussions with the government on that front.

“Despite some intense challenges, the NSW Budget contains bold reforms and investments that set NSW up for a bright future,” Mr Zahra concluded.

This article was originally published on Retail World. 

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The oversubscribed $2.3m round was led by Kiwi VC firm Alt Ventures, who were joined by Icehouse Ventures and prominent business leaders in the pharmacy and veterinary sectors.

Storbie now has the backing of former CEO of Green Cross Health, Grant Bai, founder of GO Healthy, Lisa South, and John Elstob, Managing Director of SVS Veterinary Supplies. 

Alt Ventures’ Managing Partner, Chris Jagger, commented that “the international opportunity in the community pharmacy sector alone was an exciting proposition and the fact they’ve replicated this model in veterinary just goes to show their potential. We’re looking forward to what’s next for Storbie.” 

Both Lisa and Grant will take a seat on the Storbie board and CEO Shane Bartle couldn’t be more pleased. “Their commitment and involvement will be invaluable to Storbie strategically and it demonstrates that people who know a lot about the industries we are focused on belief in our mission.” 

Storbie’s New Zealand built technology platform empowers and advances community commerce in sectors that have struggled to keep pace with the digital wave. The sectors they work in, such as pharmacy and veterinary, are under pressure.

Big chains are attempting to dominate the conversation and commoditise healthcare, and on top of that, covid is creating workforce pressure and supply challenges. 

Bartle adds: “Before Storbie, it was virtually impossible for pharmacies, veterinary clinics and the like to get set up online.

“They share the challenges of running a business with a complex supply chain coupled with scarce resources and this made competing for virtual shelf space with retail giants expensive and difficult.

“With Storbie, small and medium-sized businesses can become visible in web searches and remind their customers that there’s a local option.”  

Storbie’s success is based on a scalable platform that is connected back through the supply chain.

Information on Storbie websites, such as product images, descriptions, as well as health articles and promotions are kept up to date automatically.  

During 2021, Storbie solidified its niche in the community pharmacy and veterinary sectors with promising growth in both verticals in Australasia.

The Storbie platform leverages the support of the supply chain and uses smart technology to bring a full online experience together.

This is what makes it possible for these businesses to maintain a digital relationship with their local communities, without the types of overheads that are typically reserved for organisations with incredibly deep pockets.  

Storbie currently operates in Australia and New Zealand and it won’t be long before Storbie’s iconic blue shopping cart makes its way into the Northern Hemisphere. 

“The pandemic has accelerated the digitisation of small and medium-sized businesses and we’re being shoulder tapped by organisations around the world that have discovered how our technology enables this,” says Bartle.  

The new funding enables Storbie to make new hires across the business to fast-track product development, invest in their customer success programme and prepare the business to operate in new territories.  

The future is bright for this homegrown e-commerce start-up and there is an opportunity to be part of their story. Check out Storbie’s open positions based at their HQ in Wellington and apply here. 

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“The latest data from the Productivity Commission shows there was a 21.7% rise in the number of parents and carers in Australia who didn’t work due to childcare care costs in 2020, compared to the previous year.

“According to those figures, 90,000 Australian parents stayed out of the workforce last year because the cost of childcare was too high.”

Ms Carnell says that currently in Australia, childcare takes “an average of 27% of household income”.

“For women and families in small businesses, particularly those that are relying on JobKeeper or still in the process of recovering from the Covid-19 crisis, childcare is unaffordable,” she says.

Ms Carnell calls on the government to make childcare more affordable by making it “more tax-effective” or “by phasing in an expanded subsidy scheme as recommended by the Grattan Institute, estimated to deliver an $11 billion boost to the economy”.

“Crucially, affordable childcare would allow more [parents and carers] to work on growing their businesses – an important contribution to Australia’s economic recovery,” says Ms Carnell.

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The data shows that at September 2020 there were 34,580 registered pharmacists compared to 32,035 in the year prior. Of these 31,794 had general registration, 1,801 provisional registration and 970 non-practising registration.

Pharmacists numbering 1,952, which comprise part of the short-term pandemic response sub-register, were included in the number of pharmacists holding general registration.

Registered pharmacists numbering 6,964 were in the 30-34 year age group, the largest demographic group.

Registered pharmacists numbering 1,721 were aged 25 years and under, and registered pharmacists numbering 1,209 were aged 70 years and over.

Females predominated in the registered pharmacist category at 62.7%, with the highest number in ACT at 66.4% and the lowest in Tasmania at 59.7%.

For further information, click here.

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Additional health professions will be added to the pandemic sub-register to prepare for any surge in workforce demand resulting from COVID-19.

The Australian Health Practitioner Regulation Agency (AHPRA) and National Boards announced that 5,000 physiotherapists, psychologists and diagnostic radiographers who left the register of practitioners or moved to non-practising registration in the past three years will be added to the sub-register from April 20.

The sub-register enables AHPRA to fast track the return to the workforce of experienced and qualified health practitioners.

AHPRA Chief Executive Officer Martin Fletcher said that the National Scheme is working closely with government and health services to prepare for increased demand.

“Being added to the sub-register is the first step in returning to practice. If practitioners have capacity to return to practice they are also encouraged to go to their state and territory health department website where they can express interest in joining their COVID-19 workforce,’ AHPRA Chief Executive Officer, Martin Fletcher, said.

Mr Fletcher said that the National Scheme is working closely with government and health services to prepare for increased demand.

“Employers, including health departments, will also play an important role by carrying out employment and probity checks and providing any induction and training that may be needed,” he added.

These additional practitioners will join the 30,000 doctors, nurses, midwives and pharmacists who remain on the sub-register from the first phase which was launched on April 6.

The pandemic response sub-register was established following a request from Australia’s Health Ministers to enable more qualified and experienced health practitioners to quickly return to practice. They do not need to fill in forms or pay fees, nor meet the usual return-to-practice requirements.

There is no obligation for anyone added to the sub-register to practise or remain on it. They can opt out at any time, for any reason.

“We have strongly encouraged those who are not comfortable or able to return to practice to opt-out and that is reflected in the over 10,000 who have chosen not to participate,’ Mr Fletcher said.

Practitioners who choose to stay on the pandemic sub-register and go back to work will need to comply with their profession’s code of conduct, professional indemnity insurance requirements and work within their scope of practice. After 12 months (or sooner if the pandemic subsides), they will be removed from the sub-register. If they wish to continue practising after the emergency, they will be able to apply for ongoing registration through the standard process.

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