The Change Management market has shifted.
If I compare what I’m seeing now to even 12 months ago, it is a very different landscape. Not necessarily quieter, but definitely more selective, more competitive, and more targeted in what clients are asking for.
I wanted to share a snapshot of what I’m seeing on the ground across Melbourne and nationally.
1. Volume is up. Relevance is not
There is no shortage of applicants right now.
For most roles, I am seeing a significant volume of CVs come through. The challenge is that a large percentage are not aligned to the role.
People are applying for Change Manager positions without having done true change work. Or applying for complex transformation roles without having operated at that level.
That might have worked in a different market.
It does not work now.
Clients can afford to be selective, and they are choosing candidates who have done the work before, in a similar environment, at a similar scale.
2. Clients want all of it, not some of it
This is one of the biggest shifts.
Previously, a client might have been comfortable with someone who met most of the requirements and could grow into the rest.
Now, they are asking for very specific experience, and expecting all of it.
For example:
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operating model change experience
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enterprise level transformation exposure
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stakeholder engagement at executive level
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industry relevance
If a candidate cannot demonstrate this clearly, they are unlikely to progress.
It is less about potential, more about proven delivery.
3. AI is changing the type of Change required
There is a noticeable increase in work linked to AI and digital capability uplift.
What is interesting is that organisations are not just looking for traditional change capability. They are looking for people who understand behaviour.
How do you shift mindsets
How do you support adoption of tools that are evolving quickly
How do you work across multiple generations with very different levels of comfort with technology
I am seeing more interest in backgrounds that bring:
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behavioural science
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psychology
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human centred design
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organisational design
This is not about replacing change methodologies. It is about complementing them with a deeper understanding of how people actually adopt change.
4. FTC roles are leading, day rate is returning slowly
Over the past year, fixed term contracts have dominated the market.
That is still the case.
There are some day rate opportunities starting to reappear, but they are not at the volume we have seen in previous years.
Permanent roles are there, but still limited compared to FTC.
For many candidates, FTC is currently the most realistic pathway into a role.
5. Salary and day rates are correcting
There has been a reset.
Last year, there was a mismatch between what clients were willing to pay and the level of experience they were expecting.
That gap is starting to close.
Rates are moving back towards market reality, and clients are aligning expectations more closely with what they are paying.
6. CVs and applications are under more scrutiny
With the volume of applications, CVs are being reviewed quickly.
If a CV does not clearly demonstrate:
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relevant experience
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practical delivery
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outcomes
…it is a quick no.
I am also seeing an increase in the use of AI in applications. Used well, it can help. Used poorly, it is very obvious.
Generic language, lots of buzzwords and no substance does not land well.
7. Change is now a psychological safety risk in Victoria
One important shift that organisations are still getting their heads around is the new Victorian legislation around psychological health.
From December 2025, organisations are required to identify and manage psychosocial hazards in the workplace. This is not just about bullying or harassment. It includes how work is designed, managed and delivered.
And that absolutely includes change.
Poorly managed change can now be considered a psychological risk. Constant change with no clear direction. Unrealistic timelines. Lack of support. Poor communication. These are not just frustrations for employees. They are risks that organisations are now accountable for managing.
This shifts Change from being seen as a support function to something much closer to risk and compliance.
For organisations, this means:
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thinking about the impact of change before it starts
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designing programs with people in mind, not just timelines
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putting real controls in place, not just communications and training
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and paying attention to how change is actually landing across the business
For Change practitioners, it reinforces the importance of:
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stakeholder engagement
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realistic pacing
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clarity and consistency
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and focusing on how people experience change, not just delivering it
This is no longer just good practice. It is becoming an expectation.
8. Early Change involvement is still being missed
This has not changed, and it continues to be an issue.
Many organisations are still bringing Change in too late. After key decisions have been made and when delivery is already underway.
The most successful programs I see are the ones where Change is involved early. At business case stage. Helping shape the approach, not just support it.
So what does this mean for candidates
Be targeted.
Be realistic about your experience.
Make sure your CV clearly shows what you have done, not what you think the role should sound like.
And most importantly, align yourself to roles where your experience genuinely matches the brief.
And for clients
The opportunity is there to access very strong talent.
But clarity matters.
The clearer the brief, the faster the process, and the more aligned the expectations, the better the outcome.
Final thought
The Change Management market is active, but it is no longer forgiving.
It is precise.
Those who can demonstrate real, relevant experience will stand out.
Those who cannot will find it harder to cut through.