Tee off your career at the Range 

The business challenge 

When Federal Hospitality’s People & Culture team joined the Employer Innovation Lab, they were already planning their recruitment strategy for The Range, a new entertainment precinct at the Country Club in Launceston. They were also facing a challenge many employers know all too well: finding and keeping young people in work. 

The team saw the pilot as an opportunity to refresh traditional recruitment practices to give local youth a fair start. With ongoing construction delays and changing timelines, they needed to work collaboratively and adaptively to carefully plan and execute pre-opening steps. Staff surveys showed strong support for hiring young people but also concern about overloading managers with training and onboarding less experienced staff.  The team utilised clear communication and interpersonal skills to make it work — building a bridge between workforce generations to influence attitudes and mindsets.  

The pilot aimed to recruit young locals – particularly from nearby suburbs with limited early-career job opportunities – who might otherwise be overlooked. Traditional recruitment practices often prioritised candidates with prior experience or those balancing higher education demands with work – many of whom didn’t stay for the long-term. This new approach focused on attracting young people seeking to learn new skills and build careers, not just pick up casual work. 

And it worked. The average age of new hires dropped from 28 to 22, a 21.5% reduction, – and the project began shifting mindsets about how young people can thrive when they’re considered in the process and set up for success. The pilot’s challenge was to address and challenge bias and change how key decision-makers think; for the team, it has been amazing to observe that shift. 

The Employer Innovation Lab was insightful, eye opening and humbling. It forced me to question how I do my job. I will take what’ve I’ve learned with me through life. I’m now more aware and open and understand some of the challenges that young people are going through.” McKeag Jensen • Talent Acquisition Advisor, Federal Group

Designing the pilot

To create real career pathways, the team redesigned its recruitment and training processes from the ground up. That included adjusting job roles, adding flexible work options and working closely with SVA to create a framework to track results. Every part of the process – from application to onboarding and from dropouts to internal team issues – was measured on what worked and what didn’t. This was also analysed alongside post-application data collection, optional reasonable adjustment disclosure, and optional demographic questions such as tracking social benefits status as a proxy for socio-economic background. They also mapped Country Club’s career pathways and created a visual to help recruits set future goals and understand what career progression would look like.  

The team worked with the Northern Employment and Business Hub to remove barriers in the recruitment process, such as traditional CVs and make the process more inclusive. Instead of only a CV, applicants were given the option to record a short video to introduce themselves. Additionally, a simple QR code made it easy to apply through a simple form, helping attract 18- to 24-year-olds who might have missed out otherwise — and preference mobile and tablet applications. 

One thing that was a game-changer was the decision to offer evening sessions for both recruitment and onboarding to suit people studying, working, or with caring responsibilities during the day. The team observed they were better attended and more engaged, and that made a huge difference. 

Having a strong pool of senior staff join in these sessions also supported the contemporary energy and the whole atmosphere changed. For the recruitment sessions, it helped candidates see the interviewers as people and feel less intimidated. Recruitment sessions were high in energy, onsite at Country Club and assessed candidates in relevant and engaging ways. 

Before the opening day, recruits received hands-on training in customer service, communication and teamwork. For many, it was their first job. “We checked in with them personally from day one,” says People & Culture Advisor Chloe Barrow. “Their enthusiasm was huge. 

[The Lab] opened up our siloed view. We realised ‘ok, we’re not the only ones struggling. It’s the same for everyone.’ It was beneficial to capture the different industries and the similarities that we’re all facing – and it was a pleasure to work and collaborate with other employers.” Chloe Barrow • People & Culture Advisor, Federal Group

Key learnings and outcomes

Within a few months, that enthusiasm had been translated into visible progress.  

Between May and July 2025, 37 new people joined the team, including 12 aged 18 to 24 and a few as young as 16 -the youngest group ever hired by Federal Group. Of those 37 people, 24 were external hires. 

Applications for Range Caddie roles jumped by 62%, and candidate feedback was overwhelmingly positive. Most said they were more interested in the job after meeting the team. Video applications made the process more accessible for people who find written applications challenging. Twenty one of the new hires used the video application option; 9 were from disadvantaged postcodes.  

Group activities during the hiring process helped highlight traits like teamwork and communication that don’t always show up in traditional interviews. “We focused on the skills that mattered -the right mindset,” mentions Talent Acquisition Advisor McKeag Jensen, “not prior experience.” 

Before starting, recruits took part in short sessions explaining pay, superannuation and workplace expectations. For many, it was the first time they understood how their pay worked, while others felt safe enough to talk about learning challenges they’d never shared before. 

Managers and executives joined the assessment sessions, which helped candidates feel at ease. Hiring decisions were made as a group, based on potential rather than polish.  

As a result, they had zero dropouts during onboarding, and they are already seeing ‘movement’: the Caddies have completed extra training and earned their Grade 3 Responsible Conduct of Gaming certificates. “It shows how much they’ve grown in a short time,” says Learning & Development Manager Zoey Keleher. The next goal will be to upskill interested Caddies with leadership skills to take on shift supervisory duties.  

What’s next

Federal Hospitality is now planning to extend this approach across all its venues. Video applications will be available for every role, and expression of interest through a simple form accessible via a QR code will make it easier for people to apply. 

“The pilot changed how we think about hiring,” says the team. “It’s set us apart in the industry.” Group interviews and flexible booking options are being tested to suit different communication preferences, while evening assessment sessions are here to stay. 4 more are already planned for next year’s busy season. 

The next focus is keeping up the energy and making sure all venues across Federal Hospitality incorporates the same inclusive approach, to bring everyone up to the same standard. 

Partnerships with the Regional Jobs Hub and Transition to Work providers have been vital. The team continues to work with the Northern Employment and Business Hub and National Jobs Link to refine their approach, as they now see recruitment as a long-term process, with learning curves and opportunities to get better each time.  

Key takeaways for employers