The Right People. Appointed With Precision.

South East Queensland employers could face a major shift in workforce availability following the Federal Government’s announcement of sweeping changes to Australia’s migration system.

The reforms, announced on Thursday, target international students, working holiday makers and visa overstayers while placing greater emphasis on skilled migration into industries experiencing workforce shortages.

For South East Queensland, the changes arrive as Brisbane, the Gold Coast and Sunshine Coast continue to experience significant population growth, infrastructure investment and increasing demand for skilled workers.

Whitefox Recruitment Managing Director Luke Hemmings said the announcement could have important implications for employers across the region.

“This goes well beyond immigration policy. For businesses across South East Queensland, this is ultimately about where the people required to support the region’s growth are going to come from.”

Under the changes, the Federal Government intends to treat net overseas migration forecasts of 245,000 this financial year and 225,000 the following year as targets, rather than simply projections.

The government has also announced plans to redesign the skilled migration points system and prioritise visa processing across construction, healthcare, agriculture, fisheries and teaching.

Housing construction trades are expected to receive greater recognition within the points framework, reflecting continued workforce shortages across the sector.

For South East Queensland, where billions of dollars in infrastructure, residential and commercial development are expected over the coming decade, the shift could prove significant.

Mr Hemmings said the workforce required to support the region’s growth extended considerably beyond traditional construction roles.

“When we talk about the infrastructure pipeline across South East Queensland, people naturally think about trades. But every major project also requires engineers, estimators, project managers, commercial professionals, finance teams, administrators and operational leaders.”

The region is already preparing for an extended period of development as Brisbane 2032 approaches, while population growth continues to place pressure on housing, healthcare, education and other essential services.

Whitefox Recruitment said greater priority for skilled migration in construction and healthcare could assist employers operating in sectors where experienced candidates remain difficult to secure.

However, other elements of the migration overhaul could create different challenges.

The government has announced significant changes to the Working Holiday Maker program, which provides an important source of workers across hospitality, tourism, agriculture and other industries.

Under the proposed changes, second-year Working Holiday Maker places would be capped at 45,000.

Applicants would continue to complete 88 days of specified regional work before entering a ballot for those places.

Third-year places would be substantially reduced, with just 5,000 positions available and applicants required to complete six months of specified regional work before entering the ballot.

Approximately 57,000 working holiday makers remained in Australia for a second year last year, while around 31,000 progressed into a third year.

Whitefox Recruitment said any significant reduction in the number of working holiday makers remaining in Australia could be particularly noticeable across tourism-dependent markets.

The Gold Coast and Sunshine Coast maintain substantial tourism and hospitality industries, while Brisbane’s accommodation, events and hospitality sectors also employ significant numbers of temporary workers.

Mr Hemmings said employers reliant on that candidate market should pay close attention to the reforms.

“Working holiday makers have become a genuine part of the workforce across South East Queensland, particularly in hospitality and tourism.

“If fewer people are remaining for a second or third year, businesses could find themselves competing much more heavily for the workers who are available.”

International students are also facing tighter conditions.

Students seeking to change courses would generally be required to apply for another visa, while graduates undertaking further study would be expected to demonstrate progression to a higher qualification.

International students would also largely be prevented from adding family members to their visas, subject to several exemptions.

Visitor visas would generally carry a “no further stay” condition, restricting the ability of visitors to enter Australia before moving onto another visa while remaining in the country.

The government said the measures were designed to reduce so-called “visa hopping” and strengthen control over temporary migration.

For South East Queensland employers, Whitefox Recruitment said the potential impact would again be concentrated in industries that have traditionally employed significant numbers of international students.

Brisbane and the Gold Coast are both major international education markets, with students forming part of the casual and part-time workforce across hospitality, retail and other service industries.

Mr Hemmings said businesses should understand how dependent their operations were on particular categories of temporary workers.

“If a meaningful percentage of your workforce comes from international students or working holiday makers, changes to those programs become a commercial consideration.

“It doesn’t mean businesses should panic. It means they need to understand their workforce and have a plan if candidate availability changes.”

The reforms come as South East Queensland’s employment market continues to evolve.

Brisbane, the Gold Coast and Sunshine Coast are becoming increasingly connected as businesses compete for candidates across the wider region rather than within individual cities.

Flexible working arrangements, improved connectivity and continued population movement have also expanded the geographic area in which employers search for talent.

Whitefox Recruitment said that shift had created greater access to candidates while simultaneously increasing competition for experienced professionals.

“A Gold Coast employer is no longer necessarily competing only with another Gold Coast business,” Mr Hemmings said.

“They could be competing with Brisbane, the Sunshine Coast or a business offering flexibility across the entire region. South East Queensland is increasingly becoming one connected employment market.”

Professional services are also expected to feel the effects of the region’s continued expansion.

As businesses grow, demand is increasing for experienced people across finance, legal, operations, executive support, human resources, marketing and senior management.

Whitefox Recruitment said population growth did not automatically translate into greater availability of experienced candidates.

The strongest professionals, particularly across specialist and leadership positions, often remain employed and can have multiple options when considering their next move.

Mr Hemmings said that made longer-term workforce planning increasingly important.

“Population growth and candidate availability are two very different things. You can have thousands of people moving into a region and still have serious shortages in particular professions.”

The company said migration would remain an important part of addressing workforce shortages, particularly where Australian businesses were unable to find appropriately skilled candidates locally.

However, employers would increasingly need to balance migration with retention, internal development, succession planning and earlier engagement with prospective employees.

Whitefox Recruitment said businesses planning for 2027 and beyond should begin identifying positions that would be difficult to replace and areas where workforce shortages could restrict future growth.

That includes understanding reliance on temporary visa holders and identifying where skilled migration may form part of a longer-term workforce strategy.

Mr Hemmings said South East Queensland’s growth trajectory made those conversations increasingly important.

“We have an extraordinary decade ahead of us across South East Queensland, but growth requires people.

“You can announce infrastructure, approve development and attract investment, but ultimately someone has to deliver it.”

The Federal Government has indicated that some elements of the migration overhaul can be implemented through existing ministerial powers, while others will require legislation and parliamentary support.

For South East Queensland employers, the full impact will therefore take time to become clear.

What is already apparent is that the region’s future workforce will remain closely connected to Australia’s migration settings.

Construction will require skilled workers to deliver the infrastructure and housing pipeline.

Healthcare will require additional professionals to service an expanding population.

Hospitality and tourism businesses will continue requiring substantial frontline workforces.

And the businesses growing alongside those industries will require experienced professionals and leaders capable of supporting increasingly sophisticated organisations.

Mr Hemmings said the businesses best positioned for that growth would be those planning for their workforce before shortages became critical.

“The employers that wait until somebody resigns before thinking about where their next person will come from are taking an increasingly significant risk.

“The businesses thinking two or three years ahead will be in a much stronger position.”

South East Queensland’s next decade of growth is already taking shape.

Brisbane 2032 is approaching, infrastructure investment continues, population growth remains significant and the region’s major employment markets are becoming increasingly connected.

Australia’s migration settings are now changing alongside them.

For South East Queensland businesses, the question is no longer simply how much the region will grow.

It is whether there will be enough people with the right skills to support it.

Over the past six years, I have watched the Gold Coast change considerably. It has always been one of Australia’s most desirable places to live, but increasingly it is becoming something much broader than that. The city is maturing as a business market, employers are thinking more strategically, investment continues to flow into the region and the conversations we are having with organisations today are markedly different to those we were having only a few years ago.

From where I sit as Managing Director of Whitefox Recruitment, the biggest change is not simply that businesses are hiring. It is the way they are hiring. Employers are becoming more deliberate about structure, leadership and capability. More organisations are thinking beyond the next vacancy and asking what their business needs to look like in three, five or even ten years. That change in mindset says a lot about where the Gold Coast is heading.

Infrastructure is playing a major role in that evolution. The opening of the Gold Coast Light Rail through to Burleigh Heads has created a continuous public transport corridor stretching from Helensvale through Southport, Surfers Paradise, Broadbeach and now Burleigh. Many people understandably see that as a transport outcome. I see it as something much more significant for business and employment.

For years, one of the practical limitations of recruiting on the Gold Coast has been geography. Candidates would routinely rule out opportunities because the commute from one part of the city to another simply did not stack up. As connectivity improves, that barrier starts to reduce. Employers gain access to a broader candidate market and professionals become more willing to consider roles outside the immediate area in which they live. Over time, I believe that will materially influence where businesses establish themselves, where talent moves and how the Gold Coast develops as one connected commercial economy.

The city is also showing signs of becoming more ambitious in the type of investment and innovation it attracts. This week’s coverage around new electric helicopter technology and Gold Coast HeliTours is a good example. On its own, it may look like an aviation or tourism story. Put alongside major transport investment, continued development and the Gold Coast’s broader growth trajectory, and it becomes part of a much larger picture. The city is increasingly willing to adopt new technology, attract new ideas and position itself as more than a traditional tourism economy.

That broader confidence is also reflected in the employment market.

Recruitment has changed over the past year, but I would not describe the Gold Coast market as weak. It has simply become more mature. The frantic hiring conditions seen through parts of the post-pandemic period have eased, businesses are applying greater scrutiny to headcount and candidates are taking a more considered approach to changing jobs. At the same time, demand for genuinely strong people remains high.

That distinction is important. There may be more candidates prepared to have a conversation than there were at the peak of the market, but exceptional candidates are still difficult to secure. The strongest professionals remain employed, they generally have options and they are increasingly evaluating far more than salary when considering a move. Leadership, stability, flexibility, progression and confidence in the direction of the business are all carrying considerably more weight.

We are also seeing the Gold Coast economy become more diverse in the types of people businesses need. Construction and property remain strong, supported by continued development and infrastructure investment. Professional services are maturing, with greater demand for experienced people across finance, legal, executive support, marketing, operations and management. Healthcare remains a major employer, while hospitality, tourism and retail continue to form an important part of the region’s economic base.

The interesting shift is at the senior and specialist end of the market. Gold Coast businesses are becoming more sophisticated faster than the local talent pool is deepening in some disciplines. That creates competition for proven people. In many cases, employers are no longer simply looking for someone who can perform the job. They are looking for people who can lead teams, improve commercial performance, strengthen culture and contribute to the next phase of the organisation.

That is where recruitment has become far more strategic.

The businesses achieving the strongest outcomes are generally the ones that move efficiently, know exactly what they are looking for and can articulate why an exceptional candidate should leave a secure role to join them. The highest salary does not automatically win. A compelling business, strong leadership and a credible career opportunity often matter just as much.

Speed remains another major factor. We continue to see good candidates lost because businesses take too long to make decisions. Additional interview stages, delayed approvals and internal uncertainty can quickly turn a strong recruitment process into a missed opportunity. Even in a more balanced employment market, exceptional people rarely remain available for long.

Looking towards 2027, I expect these dynamics to become even more pronounced.

The Gold Coast will continue to benefit from population growth, infrastructure investment, development and the longer-term economic activity associated with Brisbane 2032. Improved connectivity should make the local labour market more fluid, while continued commercial growth will increase demand for experienced professionals and leaders. I also expect more businesses to begin thinking seriously about workforce planning rather than relying on reactive recruitment when someone resigns.

That shift will be critical.

The businesses best positioned for 2027 will be those already identifying where their capability gaps are likely to emerge and building relationships with talent before the requirement becomes urgent. Waiting until a key person leaves and then expecting the right replacement to appear within two weeks is becoming an increasingly risky way to operate.

September and October are therefore particularly important. Businesses commencing recruitment now still have a realistic opportunity to identify and secure people before the Christmas slowdown. Those leaving critical appointments until November can quickly find themselves dealing with notice periods, annual leave, shutdowns and commencement dates extending well into the new year.

My view is that 2027 will not necessarily be characterised by an employment boom. It will be characterised by better businesses becoming more deliberate about the people they hire and retain.

The Gold Coast has spent years building infrastructure, attracting investment and establishing itself as one of the most desirable cities in the country. The next challenge is ensuring the local workforce and business community can keep pace with that growth.

I believe the biggest constraint facing many Gold Coast businesses over the next five years will not be finding customers. It will be finding, developing and retaining enough exceptional people to support their ambition.

That is why the employment market matters so much to the wider economic story.

The Gold Coast is no longer simply growing in size. It is growing in sophistication.

From where I sit, 2027 could prove to be one of the most important years in that evolution.

Whitefox Recruitment has officially vacated its former Southport CBD headquarters and commenced the search for a new flagship Gold Coast office, dismissing speculation the award-winning recruitment firm had ceased operating.

Managing Director Luke Hemmings said rumours circulating following the firm’s departure from the prominent Southport premises were simply incorrect.

“We’ve seen the speculation, and it couldn’t be further from the truth. Whitefox Recruitment hasn’t closed its doors. The only thing that’s changed is our address.”

The firm confirmed it remains fully operational, continuing to service employers and candidates across South East Queensland and Northern New South Wales while actively canvassing the commercial property market for its next headquarters.

The former office, positioned in the heart of the Southport CBD, had become synonymous with the Whitefox Recruitment brand during a significant period of the company’s growth.

However, following discussions surrounding the tenancy earlier this year, the parties were ultimately unable to reach a mutually acceptable commercial arrangement.

Rather than prolong the matter, Whitefox Recruitment elected to formally vacate the premises and focus its attention on the future.

“We made every reasonable effort to reach a commercial resolution. Ultimately, that wasn’t possible, and there comes a point where the right commercial decision is simply to move forward.”

With the Southport chapter now closed, the business has shifted its attention to securing its next home.

Mr Hemmings said the search was already well underway.

“We’re actively speaking with commercial agents, inspecting opportunities and assessing a number of potential headquarters across the Gold Coast. This isn’t about replacing an office. It’s about finding a headquarters that reflects the business Whitefox Recruitment has become.”

The search comes at a time when quality A-grade commercial office space remains tightly held across the Gold Coast, particularly for businesses seeking highly visible, client-facing premises in established commercial precincts.

Mr Hemmings said that scarcity meant the business would remain patient.

“When you’re looking for premium office space with the right exposure, presentation and commercial terms, the options narrow very quickly. We’d rather wait for the right property than compromise on something that doesn’t represent the next chapter of our business.”

The company said its next headquarters would place a strong emphasis on brand visibility, accessibility and client experience while supporting Whitefox Recruitment’s continued evolution as a search and talent advisory firm.

“Our next headquarters needs to be more than an office. It needs to represent the brand we’ve spent the past six years building and where we’re heading over the next decade.”

Despite vacating its Southport office, Whitefox Recruitment said the transition has had no impact on day-to-day operations.

Recruitment assignments, executive search mandates, candidate interviews and client meetings continue uninterrupted, with the business remaining fully operational throughout the transition.

Mr Hemmings said the firm expects to secure new premises by 2027 but would not rush into another long-term lease simply to satisfy a timeline.

“We’re confident we’ll have a new headquarters by 2027, but we’re focused on making the right decision, not the quickest one. Commercial property is a long-term investment, and we’re determined to secure a space that genuinely reflects the future of Whitefox Recruitment.”

Since opening in 2019, Whitefox Recruitment has grown into one of the Gold Coast’s most recognised boutique recruitment firms, building its reputation through executive search, talent advisory and a series of high-profile brand campaigns including fleet-wide bus advertising, major billboard placements and a major advertising activation inside Gold Coast Airport.

Mr Hemmings said the firm’s next headquarters would continue that philosophy.

“Every major decision we’ve made has been about positioning the business for the future. This is no different. We’re looking forward, not backwards.”

The Southport office has now been vacated.

The search for Whitefox Recruitment’s next Gold Coast headquarters has officially begun.

With inspections underway and discussions continuing across the commercial property market, the firm’s next address is expected to mark the beginning of another chapter, one built around a stronger location, a stronger brand presence and an even stronger future.