Six years ago, I set out to bring HR expertise to a regional mining town—Kalgoorlie, a place I know like the back of my hand. Born and raised in the Goldfields, I come from a long line of locals, and my career has been rooted in HR within the mining industry. I understand how this town works, and yet, this journey has been an eye-opener.
From the inspiring to the challenging (and, yes, the downright baffling), these years have taught me invaluable lessons about leadership, workplace culture, and what it takes to thrive in a region where tradition often outweighs progress. Here’s what I’ve learned—and how we can grow together.
1. The Education Gap is Holding Us Back
In the Goldfields, the understanding of HR—and its potential—remains limited. Many see it as a compliance checkbox, not the strategic tool it truly is. HR done right transforms businesses, but outdated mindsets often lag 20 years behind contemporary practices.
This lack of knowledge isn’t just limited to HR. Safety, compliance, and proactive care for employees are frequently underdeveloped. It shouldn’t take a tragedy or a crisis to prompt action—but too often, that’s exactly what happens.
What could change if we invested in education before it was mandated? How many people could we protect, and how much stronger could our businesses become?
2. Local Expertise is Undervalued
Despite their own success and industry knowledge, many regional business owners believe city-based consultants offer superior advice. This bias can overlook the value of local experts who truly understand the unique challenges of regional operations.
Here’s the irony: the same businesses thriving in remote locations often navigate obstacles city consultants wouldn’t face in their own environments. By partnering with those who know your world intimately, you gain more than compliance—you gain insight that works here.
Trusting local expertise could be the key to unlocking even greater success.
3. Resistance Often Masks Vulnerability
It’s a hard truth, but the leaders and businesses most in need of help are often the most resistant. Sometimes, defensiveness or even rudeness reflects insecurity—a fear of exposing weaknesses in leadership.
I get it—change is uncomfortable. Acknowledging areas for growth can feel like admitting failure. But here’s the thing: no one expects perfection. We’re all learning, and it’s okay to ask for help.
The strongest leaders are the ones willing to listen, adapt, and grow—and their teams notice the difference.
4. Business Associations Need a Refresh
Regional business associations are vital for connection and collaboration, but their approach doesn’t always resonate with younger leaders. Millennials and Gen Z want inclusivity, purpose-driven engagement, and tangible value—not just networking for the sake of it.
By shifting their focus, associations can attract and retain the next generation of leaders, ensuring they remain relevant and impactful.
What if we created spaces that inspire everyone, not just a select few?
5. Younger Leaders Are the Future
If you want to work for a business that values its people, look for millennial or Gen Z leaders. They’re the ones embracing change, focusing on culture, and genuinely seeking to improve.
For some older leaders, prioritising culture can feel like a foreign concept—but ignoring it isn’t sustainable. The workforce is changing, and those who refuse to adapt will struggle to attract and retain top talent.
Leadership is about learning—and the younger generations are leading the way.
6. Retention Starts with Leadership
Skills shortages and high turnover are challenges everywhere, but in the Goldfields, the churn can be especially relentless. Many businesses throw money at the problem, hoping it will stick, rather than addressing the root causes.
But retention isn’t about paychecks alone—it’s about creating an environment where people want to stay. And that starts with leadership.
Great leaders create workplaces that people don’t just tolerate—they thrive in.
7. Outdated Mindsets Are a Barrier
It’s 2024, but some attitudes are stuck in the ‘80s and ‘90s. I’ve had more corrective conversations about harassment, misogyny and sexism in the past 6 years than I’ve had in my entire career.
These conversations are frustrating but necessary. They remind us of how far we’ve come—and how far we still have to go.
Inclusive workplaces aren’t just good for employees—they’re good for business.
Moving Forward Together
Change isn’t easy, but it’s necessary. Here are practical steps we can take to move the needle:
- Invest in Education: Workshops, seminars, and consulting support can help leaders stay ahead of the curve in HR, safety, and compliance.
- Prioritise Culture: Use tools like employee engagement surveys to gather actionable insights and make small, meaningful changes.
- Develop Leadership Skills: Coaching-based leadership, emotional intelligence, and contemporary practices can make all the difference.
- Focus on Safety: Proactive safety measures show your people you care—and prevention is always better than reaction.
- Build Trust: Psychological safety starts with open communication, conflict resolution, and alignment between words and actions.
- Celebrate Progress: Share stories of businesses that are making strides in these areas to inspire and encourage others.
Final Thoughts
The past six years have been a journey of growth, challenge, and reward. What keeps me going is the belief that businesses in the Goldfields have so much potential—and the people within them deserve workplaces where they can thrive.
Whether you’re a business owner or a leader, your people are your greatest asset. By investing in them, you’re investing in your own success.
Here’s to the next six years of creating workplaces that work for everyone.
