Our Story
Since 1995, TSHR has been connecting businesses with exceptional talent across Fashion, Retail, Textiles, Consumer Goods, FMCG, Digital, and Beauty. In 2018, we combined the expertise of three independent agencies - Trak Recruiting, Scarlett Recruitment, and Trak HR Consulting - to provide a complete suite of recruitment and HR solutions. Today, TSHR leverages the combined strengths of Trak Recruiting, Trak HR, and Trak Executive to deliver a comprehensive talent and people solution.
Headquartered in Sydney, we partner with clients across Australia and New Zealand and have successfully filled roles across the APAC region and globally. As one of Australia's longest-established specialist agencies, we have supported iconic multinational brands as well as fast-growing start-ups, building trusted relationships at every level. As a people-led business, we bring deep industry knowledge and an unmatched network developed over decades, committed to integrity and outcomes that make a real difference.
Recruitment - Since 1995
Fashion. Retail. Consumer Goods.
We deliver talent that drives results, connecting clients with professionals across Digital, Tech & E-Commerce, Retail & Store Operations, Merchandise & Production, Sales & Marketing, Creative, Logistics, Property & Planning, HR & Finance, and Executive roles. Beyond recruitment, we provide insights on salaries, skills gaps, and hiring timelines to help you hire smarter and faster.

Trak HR Consulting focus on practical and pragmatic ways we can apply HR expertise to your business to maximise organisational probability, delivering quantifiable ROI, increase productivity, reduce staff turnover and ensure positive commercial outcomes.
Clients
Meet the Directors
Garry Connell
It's now more than two decades ago when in 1995 Garry founded and opened the doors of Trak Recruiting, and three decades since he joined the recruitment industry in 1985 with Australia’s most significant executive recruitment groups. Since then, Garry has partnered literally with hundreds of organisations and tens of thousands of candidates as both parties look for that right connecti...
Connect with Garry ConnellRalph Goumal
As GM of Sales, Ralph has amassed over a decade of recruitment experience since arriving to Australia from the UK in 2011. He heads up TSHR’s national function acrosssales, category management & ecommerce, with a large focus on FMCG, Retail and Fashion.
Connect with Ralph GoumalNicole Goumal
Nicole Goumal is a dynamic and results-driven professional serving as the General Manager of Recruitment at TSHR – Trak & Scarlett Recruitment. With a remarkable career spanning over 16 years in fashion recruitment, Nicole has showcased exceptional skills and expertise in sourcing top talent for senior and executive positions within the fashion industry. Her curren...
Connect with Nicole Goumal
Testimonials
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How to Get Your Resume Noticed by a Recruiter
Over the past 20 years, the purpose of a resume has changed considerably. Long gone are the days when you would go in and ask to speak to a manager or drop a hard copy resume on a recruiter’s desk in a plastic sleeve, on bright glossy coloured paper and a picture to stand out. Nowadays, you apply online with all the other hundreds (or thousands) of applicants, which can be unfavourable for some, or favourable if you follow our tips below.At present, most recruitment agencies use an applicant tracking system (ATS) - software that helps them organise job applications and ensure no body falls through the cracks. However, there are also agencies who use software programs where AI (artificial intelligence) search for key words and skills and do the pre-screening for them. So, in essence, the colour and size of your resume does not matter, but keeping your resume format simple, straight forward and using the right key words is what’s going to get your resume noticed by a recruiter.At our agency, we do use an ATS software system, however we also still believe that people will spot and feel more things in a CV than AI, so all of our recruiters still read all resumes received to maintain that human touch. To really catch a recruiter’s eye, your resume needs to grab a recruiter’s attention nearly instantly. Like a newspaper story, no matter how good the content, the first 10% of the story is where impressions start. So, how does one do such a thing? Here are a few ways to make your resume instantly eye-catching. (And it’s not with colourful graphics or professional headshots.)1. Use the Good Old Resume FormatA common mistake people make in an effort to make their resumes a bit more flashy is to get creative with the formatting. And while this is sometimes okay in more arts-centric professions, in general you really don’t want to mix up the standard resume formatting too much, because it makes it harder for recruiters to find what they’re looking for (not to mention it wreaks havoc with CRM systems).It’s helpful to remember that recruiters don’t forward a resume because it’s pretty—they send resumes along when they see a candidate is qualified. So, make sure your skills are seen, not tucked away somewhere unexpected.Keep your name and contact information at the top, make your section headings stand out through bolding, underlining, or all-caps text, and have your achievements written out as bulleted statements. It’s all about making it easy to find the right information to convince them to move you on in the recruiting process—not to win a graphic design contest. (Unless, well, you’re going for a graphic design job).2. Make the Best Stuff Loud and ClearWhile you don’t want to shake up the formatting too much, you do want to make sure your most relevant experiences are as close to the top as possible. With only a blink, you know the recruiter is looking at the very top of your resume—not halfway down the page, and definitely not somewhere near the bottom.What does this mean? Think about what’s most important in getting you hired for each specific position you’re applying for and rearrange your resume accordingly. If you’re straight out of university and interested in an ASM or management position, put your education section up top, and make sure your degree is front and centre. If you’re an experienced Retail Manager, you’ll want to have relevant skills up at the top of your resume in a summary of qualifications section. And, if your most recent experience isn’t the most relevant to the job you’re seeking, then it’s time to create a tailored experience section, like “Business Development Experience” or “Team Leader Experience,” that goes above the rest of your positions. The key here, again, is to make sure whoever’s reading your resume gets the message about what you have to offer—instantly.3. Use Emphasis StrategicallyAside from making sure everything is where it’s expected and moving your strengths to the top, you also want to be thoughtful about what else is highlighted throughout your resume. In other words, think about what you want to showcase, then use bolding, underlining, and italicising to emphasise those things.For example, if you have an internship at a well-known company like Woolworths, Amazon or Gucci, you’ll probably want to point to the company name rather than your position title. Alternatively, if you wore multiple hats as one of the first employees of a small start-up, you may want to put greater emphasis on your job title than on the name of the company. Since your resume only gets a quick glance, it’s likely that whatever is bolded is going to be what’s looked at. Make sure it makes an impact.Times have changed and it’s important we realise that the purpose of a resume has changed as well.It’s important to remember, that when you send out your resume, it’s not just about making it easy for a recruiter to read and making your best stuff stand out, but it’s also how an ATS system picks up this information as well. If you’re not successful for the job you’re applying for you’ll be depending on how the ATS system has coded your resume to make sure it comes to the consultants attention next time. And you can learn more about that in part 2 of this blog, coming soon!
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Employment Legislation Updates at 3 July 2020
As the new financial year has begun, so too have a swag of new legislative updates relevant for Retail and Wholesale organisations. The following is a summary of Employment Relations updates for Australia and New Zealand as at 1 July 2020.AustraliaAnnual Wage Review 2020 - The Fair Work Commission has announced a 1.75% increase to minimum wages. This applies to all award wages. The new national minimum wage is $753.80 per week or $19.84 per hour, starting from the first full pay period on or after 1 July 2020.The start date of this increase will be staggered across all awards. Awards have been divided into 3 groups and the 1.75% wage increase starts on the first full pay period on or after:1 July 2020 for Group 1 awards which mostly includes essential services1 November 2020 for Group 2 awards which includes Storage Services and Wholesale Award and Clerks—Private Sector Award1 February 2021 for Group 3 awards which includes General Retail Industry Award and Commercial Sales AwardHigh income threshold – 2020/21 changesThe high income threshold increased to $153,600, a $4,900 increase on the 2019/20 threshold effective from 1 July 2020.Sunday penalty rates reductionThe final reductions to Sunday penalty rates in the General Retail Industry Award 2010 took effect on 1 July 2020. This reduction only affects permanent employees; Sunday penalty rates for casual employees are not changing.Extension of some temporary award flexibility provisionsThe Fair Work Commission has extended temporary award flexibility provisions in some awards that were due to end on 30 June 2020:Extension of unpaid pandemic leave - On 30 June 2020, the Fair Work Commission extended unpaid pandemic leave in some awards. Go to Unpaid pandemic leave & annual leave changes in awards for more information. Employees who are employed under one of the affected awards can access up to 2 weeks’ unpaid pandemic leave under certain circumstances, if they are prevented from working as a result of being required to self-isolate, or due to measures taken by government or medical authorities. The leave is available in full immediately to full-time, part-time and casual employees – they don’t have to accrue it.Relevant award pandemic leave end dates are:31 July - General Retail Industry Award & Storage Services and Wholesale Award30 September 2020 - Commercial Sales Award & Clerks AwardExtension of temporary award flexibility for Clerks Award - The Fair Work Commission has extended and changed the temporary Schedule I in the Clerks Award.The updated Schedule I applies from 1 July until 30 September 2020 and includes changes: Clerks Award flexibility during coronavirusJobKeeper wage subsidy and unpaid pandemic leaveAn employee receiving JobKeeper payments from their employer can still take unpaid pandemic leave under their award at the same time as receiving the JobKeeper payment.Unpaid pandemic leave & annual leave changes in awardsRequests to work additional hours on changing duties, location or days and times of work under JobKeeper updateUpdated 25 June Changing duties, location or days & times of work under the JobKeeper scheme.Wage Theft Legislation VictoriaVictoria has passed laws establishing criminal penalties for employers who deliberately underpay or do not pay their workers. Employers who dishonestly withhold wages, superannuation or other employee entitlements, will face fines of up to $198,264 for individuals, $991,320 for companies and up to 10 years’ jail. Offences will also capture employers who falsify employee entitlement records, such as payroll records, or who fail to keep employment records. New ZealandNew Zealand Wage Subsidy ExtensionA Wage Subsidy Extension payment is available to businesses that are significantly affected by COVID-19. Applications for the Wage Subsidy Extension are open from 10 June 2020 until 1 September 2020. Eligible employers will need to reapply through Work and Income once their current 12-week subsidy has come to an end.To be eligible for the Wage Subsidy Extension, businesses must have had a revenue loss of at least 40% for a 30-day period in the 40 days before they apply, compared to the closest period last year (e.g. June 2020 compared with June 2019) and businesses must sign a declaration about their circumstances. Also, under the Wage Subsidy Extension, an employee’s normal or ordinary wages or salary are the wages or salary specified in the relevant employment agreement on the date the employer applied for Wage Subsidy Extension.Bonuses must be part of holiday pay calculationsIn May 2020, the Employment Court ruled that Bonuses must be part of holiday pay calculations.Discretionary payments, according to the law, are payments that the employer is not bound by employment agreement to make. The Employment Relations (Triangular Employment) Amendment Act 2019Triangular employment involves three parties – the employer, the employee, and a third party. From 28th June 2020 the law allows employees in triangular employment situations to include a third party to a personal grievance they have with their employer.Employees in a triangular employment situation can still raise a personal grievance with their employer where they have grounds to do so and apply to the Employment Relations Authority (ERA) for it to be resolved. Under the new law an employee can now apply to the ERA to add a third party to the personal grievance if the third party has caused or contributed to the problem.Paid Parental Leave changesFrom 1 July 2020, the duration of parental leave payments is extended from 22 weeks to 26 weeks.The maximum weekly rate for eligible parents increases from $585.80 to $606.46 gross to reflect the percentage movement in the average weekly earnings.From 1 July 2020, ‘Keeping in Touch’ days for employees increase from 52 hours to 64 hours over the duration of their paid parental leave.
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Alternative approaches to bonuses
We are living through an unprecedented world event which has particularly impacted retail organisations all over the world. Given the magnitude of the financial downturn as a result of the lockdown due to the COVID-19 pandemic, businesses and organisations have responded in many different ways as they attempt to navigate through this crisis.A positive company culture has consistently been shown to motivate employees to perform better but sustaining this positivity is not always easy, especially during this time of Coronavirus. Organisational responses to the current, uniquely challenging crisis have been many and varied. A lack of information and the lack of precedence from which to draw experience and ideas means there are many unanswered questions at the moment. There is no handbook on how to manage the situation and no one has dealt with a crisis on this scale before. However, the way an organisation adjusts in uncertain times to ensure new ways of working and support for its employees is crucial (ELMO Cloud HR & Payroll 2020).At present there appears to be 2 schools of thought to employee bonuses for FY 2020. One is that this is an unprecedented world event and with the downturn in business, no bonuses are being paid at this time. Comparatively, other businesses recognise that the current situation is not the employees’ fault and they deserve recognition for dedication throughout a stressful period and so bonuses should be paid, despite revenue targets not being met.Boston Consulting Group report that many organisations pay out bonuses to further incentivise high performance and tie them to individual and/or company performance and during these times of a pandemic, bonuses can be a lever to pull, either to support your employees by giving everyone a bonus, or to save money and get through tough times by cancelling bonuses. Research conducted by the Boston Consulting Group in 2009 on organisations that previously had to respond to a crisis, specifically, the 2008 recession, found that cutting back on bonuses tied to both company and individual employee performance had negative effects on both effectiveness and employee commitment during the crisis. They concluded that in order to maintain employee effectiveness, it is critical to honour a commitment to bonuses if they are a normal and expected part of an employees’ compensation. However, during a pandemic, some organisations might simply not have the option of paying bonuses as it might threaten their ability to remain in business. If this is the case, Management must be transparent in communicating why that decision was made and what employees can expect in the future.A current positive example of an Annual Bonus Perspective recently reported by Forbes was by The Connor Group a real estate investment firm in the US who did not stand down or terminate employees at this time, but rather gave out bonus checks that were greater than any government support, to ensure funds got directly into the hands of workers. They gave out bonus checks ranging from $2,000 up to $9,000 per eligible employee for the majority of its 400 employees. In addition to this, the company’s CEO Larry Connor gave away all of his stock earnings (believed to be over $1.6 mill after taxes over a 2-week period) to his employees in the form of bonus payments. Connor was reported as saying that he didn’t consider the bonus payments to be gifts. His perspective was that the employees earned them by their dedication despite the instability and risks brought on by the coronavirus.In stark contrast, Forbes also recently reported on JC Penney who, due to an unsustainable debt load compounded by COVID-19, was pushed over the edge and filed for bankruptcy on May 15. This followed a report that the company had an accumulated $3.7 debt load on February 1 and officially closed all stores on April 1, standing down more than 80,000 of its employees and missing payments on two debt payment deadlines.However, despite having little money left, it awarded bonuses totalling nearly $10 million to a group of senior managers, including $4.5 million to CEO Jill Soltau. The awards, originally scheduled to be paid at the end of the 2021 fiscal year, were approved by its board to be paid earlier to “enable the company to retain and continue to motivate” its executives, including the CFO, Chief Merchant and CHRO, each of whom will get $1 million.Clara Ferreira Marques recently argued in The Sydney Morning Herald (May 12, 2020) that despite scandals and crises such as with JC Penney, executive compensation has remained too generous, too opaque and too loosely linked to long-term goals. However, the current upheaval brought on by the COVID-19 pandemic has provided the opportunity for a remake where simpler, smaller packages with a more significant non-financial component would be welcome. Positively, the current environment has prompted some better behaviour than we saw during the 2008 financial crisis, with at least some leaders moving swiftly to share the pain of employees.For example, Qantas CEO Alan Joyce announced that he will take no salary for six months, Annual Management Bonuses are set to zero for this financial year, Qantas Chairman will take no fees, the Qantas Board will take a 30 per cent reduction in fees and the Group Executive Management will take a 30 per cent pay cut. Ryanair CEO Michael O'Leary has also taken a steep pay cut, along with staff, Air New Zealand boss Greg Foran has cut his $1.65m salary by 15 per cent and General Electric's Larry Culp will forgo his full wage for the rest of 2020.Whilst it’s understood that most often these executives can often afford a reduction in remuneration more than most employees and there is self-interest here to protect their corporate reputation, these gestures are widely welcomed. In order to review what changes organisations should aim for in the future, it is important to recognise that pay is inherently complex and investors can make many and often competing demands of a board. Despite a large amount of research demonstrating that pay is not a significant motivating factor for Chief Executives, the current status quo may be difficult to change, but there is plenty of scope to consider improvement.If you would like advice or any assistance with a safe Return To Work plan, please contact either of our Trak HR Consulting Directors – Belinda McPhee 0417 239 458 or Garry Connell 0409 590 996.
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SHAPING CAREERS & PEOPLE SINCE 1995 Join us
At TSHR, you’ll work with industry leaders, leverage decades of contacts from exciting start-ups to admired multinationals, and shape the future of the business. Enjoy flexible work, a fun and collaborative team, ongoing career growth, and stunning office space where your impact is seen and valued every day.
