How We Helped Build One of Australia’s Fastest-Growing Teams

The Hidden Cost of ‘gut-feel’ Hiring and How Bizcap Escaped It

Most companies hit the same wall. The business needs to scale with more people but they don’t have a system to support it.

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You feel it when:

• Leaders start managing problems instead of performance
• Good people leave quietly - or worse, stay disengaged
• Managers lower the bar because they can’t afford to ‘upset’ people
• “Hiring” becomes reactive firefighting instead of a strategic design

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We hear it all the time in conversations with leaders:

• “These roles will always have high turnover. It’s a boring entry-level role.”
• “This person is difficult, but we can’t afford to lose them right now.”
• “We need someone with this exact experience [some long list of specific requirements] because nothing else seems to work.”

But it doesn’t have to be that way.

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Bizcap Took a Different Path

They scaled from 50 to 150 people in two years.

Nominated twice for Australia’s Best Places to Work.

Featured in the Australian Financial Review on their success and how Ploomo’s approach helped.

They rewired how they hired - and how they led.

Instead of defaulting to gut feel and generic hiring processes, they worked with Ploomo to have an intentional plan to find the right people on repeat, so that they could scale with confidence.

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How did Bizcap change how they hired?

There were three key elements to the changes we made:

1. A systematic, unbiased, data-backed hiring process focused on attitude and mindset.
2. A framework for assessing their teams on an on-going basis to focus on both happiness AND productivity.
3. An independent sounding board to navigate probationary periods, to make sure they aren’t avoiding difficult decisions.

The result?

A team that could scale fast - without breaking.

A leadership group with more clarity, confidence, and energy.

A business built on aligned people - not just people with the right experience.

A Specific example of the impact

Take one of Bizcap’s department heads.

Working with Ploomo, he scaled his team from 7 to 17 people - without sacrificing standards, culture, or his sanity.

• His stress levels dropped by 42%, according to internal engagement surveys;
• Team turnover dropped by 30%, as better-fit hires stayed and thrived; and
• And team productivity surged 40%, measured by clients serviced per team member.

This wasn’t luck.

It was the result of hiring people with the right attitude - not just the right experience.

The system worked because it did what most hiring processes can’t:

• We systematically defined the key things that mattered.
• We removed bias.
• We implemented a consistent psychology-driven approach to find the key things for the role.

There is a difference between a high-performer and a successful hire. We need to be specific not vague.

We see this all the time companies say, I need “top-performers” or I need “culture-fit”. What does that actually mean?

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Take a look at an Ideal Profile here.

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Once the key traits are defined, we then design the entire hiring approach to target those traits.