Your Pathway to Success

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Wallace Street Recruitment (Wallace Street) provides recruitment solutions and placement services for fixed term...

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​​​​We genuinely care about helping you achieve your pathway to employment success, whether it be with a...

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Your people are your custodians of culture, so find your champions and get them involved – Wallace Street...

Recruitment Experts


We are experienced, trusted and committed recruiters for the health, ageing and disability sectors

Zoё Wallace and Danielle Wallace of Wallace Street Recruitment and Executive Search (Wallace Street) along with their team, are experts nationally and internationally in recruitment and placement of people within the health, ageing and disability sectors. We are trusted and committed recruiters. Respect, dignity and integrity underpin everything we do.

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What Our Talent and Clients are Saying


I decided to make the move to Australia from Ireland for better employment opportunities in my capacity as a Midwife early last year. Danielle at Wallace Street Recruitment made the whole process so easy and seamless. Danielle is extremely welcoming, professional and efficient and provided me with invaluable advice when it came to preparing for Interview and building the perfect C.V. I was offered full time employment at a premier healthcare facility within a matter of weeks of working with Danielle. Danielle is attentive, knowledgeable and approachable and I cannot recommend Wallace Street Recruitment enough.


Sorcha

Registered Midwife

I wish to take this opportunity to thank [Zoë] for your assistance and support during the recruitment process for a position as a Critical Care Registered Nurse in Australia. From the time I made contact, your communication with me was excellent. You responded to e-mails in a timely and professional manner. Your friendly smile during ZOOM meetings were very comforting and reassuring. I experienced you as very knowledgeable not only about the recruitment process but also regarding the nursing profession and processes. Once we arrived in Australia, you continued with the excellent communication. I appreciated the regular check-in calls and text messages from you. It made the transition to a new country so much easier. You really do go the extra mile and it does not go unnoticed. I can really recommend Wallace Street Recruitment to anyone looking for a new life and opportunities in Australia.


Sonett

Registered Nurse - Critical Care

I want to personally thank Danielle and Zoë for all the assistance they have provided me throughout my recruitment process. They have guided me in all aspects every step of the way. Their passion and commitment on what they do makes them different from other recruitment agencies. I was impressed from the beginning as they were very thorough with their profiling of a candidate. They don't just find you an employer but also make sure that you will be a good fit, happy and satisfied with the workplace. Both of them are very approachable and easy to reach whenever you need them. I am really glad that I've engaged with them and I will highly recommend their service to everyone needing advice/assistance with starting a career in healthcare sector. Once again, thank you so much and all the best!


Patrick

Registered Nurse - Aged Care

I have had the pleasure to be helped out by Wallace Street Recruitment. It has not been just a matter of finding me a suitable job for me. They have also helped me out after getting offered a position with the hospital, but also looking for accommodation, sorting out paperwork, etc. Zoë and Danielle have fully supported me throughout the whole process and on every single step, from sorting out paper work to sharing with me vital information about where to access immigration policies, to being there for any issues I could have. They knew I was new in the country and I have no family over here or a big network of friends, so they have looked after me as I was a close friend or even a family member. I have signed a great contract with a very good hospital in the city I always wanted to live in. I cannot thank Wallace Street Recruitment enough for their support and guidance. I totally recommend their services to any health professional interested in making a big progress in their career.


Miguel

Clinical Nurse Specialist - Perioperative

Wallace Street Recruitment agency has changed my mind about recruiters. Wallace Street Recruitment is everything you hope for when you look for a new job. I was particularly impressed by Danielle's ability to cut through the regular bland interactions of recruiters and quickly assess people's skills and attributes that determine a good fit in terms of culture and personality. Zoё and Danielle are warm, professional and they rapidly put people at ease to get a real sense of whom they are recruiting and what employers are truly looking for. VERY POSITIVE EXPERIENCE AND HIGHLY RECOMMENDED. THANK YOU, DANIELLE AND ZOЁ


Jinitha

Critical Care Registered Nurse

I would like to thank Danielle and Zoё Wallace. They were exceptionally thorough, honest and professional, throughout my whole recruitment experience. From my initial onboarding, when I was working as a Research Registered Nurse in the Public Hospital sector, to my interviews with clients and placement as a New South Wales State Manager within the health, home and community sector, they were supportive and the process was seamless. I recommend Wallace Street Recruitment to all candidates and clients.


Penny

NSW State Manager

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Feel free to give us a call during office hours, or send us a message using our contact form below. We aim to respond to all queries from our site within 24 hours. 

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Latest News


By Danielle Wallace February 13, 2025
No doubt you have worked hard to get to where you are today. Achieving the required education and qualifications takes years of dedication, late nights and hard work. Life is too short to be in a job you don’t enjoy. It is halfway through 2019 and it is a great time to take stock of your career and consider making a strategic decision on your next career move. Taking the time to properly plan your career, whether it be as an executive, manager, allied health or nursing professional, will have a significant impact on your long-term career trajectory. The good news is that in Australia the healthcare, aged and disability sectors are thriving and there are significant opportunities for qualified professionals to progress their career. “There is more demand now for experienced executives, managers, nurses, midwives and allied health professionals within the acute and non-acute health, aged, disability and community sectors, than there ever has been. All the areas where staff are required and businesses are being active, that’s where we are really busy. Capital cities, the regional, rural and remote areas, that is where the work is available.” - Danielle Wallace - Wallace Street Recruitment
By Danielle Wallace February 13, 2025
The royal commission revealed unethical practices and behaviours in the financial sector that are associated with the culture of the specific organisations. These practices are indeed part of the organisational culture, but culture should not be blamed. Culture is not an entity, nor an act of misconduct by individuals who find a loophole in the system. Culture and ethics are a consequence of leadership. Leadership starts from the top. In this article, I would like to discuss what culture actually is and why it is the failure of the top leadership (board and top management), rather than of individual employees. Culture is how things are done in the organisation – organisational culture is often described as a “fluffy” concept that is hard to measure and report on to the board of directors. This is why we often see a huge gap between the values that are presented on the office walls, the policies companies display on their websites and the actual culture, the true way of how things are done in the organisation. Culture influences the way team members think and behave – as such, it is difficult to quantify the culture into a report, or to precisely measure it in a survey. For non-executive directors to know what is really happening on the floor, they actually need to be present and not rely on the top management written and verbal reports. Going down a few levels in the hierarchy and engaging with the employees and middle management would allow the board of directors a better understanding of their organisations' true culture. Culture promotes what is “right” and sanctions the “wrong” behaviours. “Wrong” behaviours that are not sanctioned are interpreted by the teams as acceptable conducts and become part of the culture. This is how organisations develop cultures of bullying and sexual harassment. It is when the top management turns a blind eye to behaviours that should have been perceived as unacceptable that these conducts become part of the culture. Hence, when CBA, for example, decided to ignore the activation of thousands of Youthsaver accounts by staff members using their own money or taking it from the bank, despite the small amounts and the supposedly no detriment for the customers, the management should have expected for further unethical behaviours to flourish in their bank. Once unethical behaviours are approved, the door is then opened to other immoral practices to thrive. The reason for this is simple: Culture is part of the “sense-making” process that helps employees interpret what is going on in the organisation and how to behave. We all have our individual values and ethical standards, but success and promotion in the workplace mean playing according to the organisational rules. The culture helps us interpret how to act and achieve our goals (and KPIs). Some employees prefer to move to different employers, rather than behave in a way they feel is not right, that is against their personal values and ethics. But what can they do when the common practices and standards of the industry are unethical? In June 2017, the Company Directors Journal reported the results of a global survey of financial services executives conducted by the Economist Intelligence Unit in 2013. The survey found that 53 per cent of the respondents believe that career progression at their firms would be difficult without being flexible on ethical standards. Approximately the same number thinks that being rigid on ethical standards would cause their firms to be less competitive. Only 37 per cent stated that being ethical would provide better financial results. Organisational culture is influenced by the national culture it operates within. And here is where I am pessimistic and optimistic at the same time. The way the Australian media and society treated the AMP board is a reflection of gender inequality in Australian society. There is no connection between the performance of the then Chairperson of AMP and her being a woman and/or a mother. There is no correlation between the performance of the individual board members and gender as well. Yet, only female board members have resigned from the AMP board and the question that was asked at the AGM about recruitment according to gender or competencies is a major red flag. This is an unfortunate reflection that despite all the changes and efforts for gender equality, we are still far from where we should be as a society.  My optimism comes from seeing some social changes, including those that called for the royal commission enquiry to take place. Similar to the “#metoo” movement, where sexual harassment was the culture of the entertainment industry, I believe that the Australian society is going through a cultural change and the tolerance towards unethical behaviours such as those that were revealed by the royal commission is dramatically decreasing. The role of organisational culture is to protect the organisation from changes. Culture often is portrayed as acting as the immune system of the body, protecting it from external influences and changes. This is the reason behind the failures of many organisational changes, such as mergers and acquisitions, joint ventures and transformations. In other words, the banks and other financial institutions are heading towards challenging times. The real challenge of the banks’ leadership will not be in focusing on the relatively easy tasks of changing processes, procedures, KPIs and bonus systems. The tough task will be to implement a new culture that is based on ethical decision making and behaviours. A culture that will allow employees to ask themselves in every given decision: “Is this the right thing to do?” and know the right answer and that the wrong behaviour will have unfavourable consequences for them. So, let’s pay attention to this important question that is not asked often enough in the boardroom: “is the right thing to do?”. It should be reminded that every decision we make, including the decision not to make a decision has ethical implications. Furthermore, organisations have stakeholders, not only shareholders. Doing the right thing refers to the stakeholders- the customers, the community, the society, the environment, the employees and their families, the weak and the poor- not just to the profit of the organisation and the benefit of the shareholders. Following the findings of the royal commission, it looks as if this question was forgotten in many decisions, as well as stakeholders not being top of mind. Last but not least, culture, this “fluffy” concept is shaped and modelled by the board and top management. It does not evolve in a void and cannot be accountable for faults and unethical conduct. Complacency, for example, cannot occur on the floor when the board and top management send messages of worry and angst. Management proactively leads and shapes the culture and when the culture goes wrong, they take accountability and are responsible for developing and implementing a cultural change. Regaining public trust starts with taking accountability and acting ethically.
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