Every year, New Zealand loses 40,000 people to Australia. +MORE Ambassador Jehan Casinader reckons we should stop fighting the tide.
Fancy going to the Olympics?
In 2032, a four-hour flight could put you in the heart of the action, when Brisbane hosts the Games.
Brissy is known for its warm climate and laidback culture. But it’s missing the infrastructure to host over 100,000 new visitors.
Over $7 billion will be spent on a stadium, an aquatics centre and indoor sports facilities, along with massive upgrades to rail, roads and digital infrastructure.
But who’s going to build all this? Projections suggest Queensland will be short of 46,000 construction workers by 2028–29.
Kiwis will help to fill the gaps. Australian construction leaders have declared they want to “encourage” thousands of our workers to join them.
The Olympics is just one project, in one state. It’s the latest chapter in our trans-Tasman migration saga – a story that never seems to end.
For decades, we’ve been trying to stop the “brain drain” – and the “brawn drain”. But our tactics are pretty hopeless.
First, we try to match Australian wages. The problem is, they’re often 20-40% higher than New Zealand’s, even in entry-level roles – and the gap is considerably wider in specialised professions.
Right now, the New Zealand dollar is being hammered by its Australian counterpart, making the gap in purchasing power even more stark.
Second, we try to match conditions. But Australia has a warmer climate, larger events, more recreational opportunities, and more affordable housing relative to income.
Finally, in desperation, we resort to a moral case. We claim that young people should stay in New Zealand because they owe a debt of gratitude to the people who educated, trained and invested in them.
These are flimsy arguments. Kiwis have always moved offshore to chase better opportunities. What’s changed: an increasing number seem to have no intention of coming back.
I’ve spent the past six months living and working between Melbourne and Wellington. The contrast couldn’t be more stark.
Wellington, my home city, is under significant pressure. Public servants have been laid off, property prices have crashed, and many small businesses have closed.
I’m a huge champion of the capital. I believe the reports of its death have been greatly overstated. But I can’t deny that some of Welly’s fizz has evaporated, for now.
Melbourne reminds me of Wellington in the 2010s, when the city was humming with food festivals, Hobbit premieres, the Sevens, Homegrown – and plenty of new start-ups.
But there’s something else. In Australia, I’ve noticed a greater sense of openness and curiosity.
Strangers start conversations in lifts. In business, there are more networking opportunities. Leaders seem genuinely interested in making connections, even if there isn’t an immediate commercial opportunity on the table.
In New Zealand, we’ve become insular and transactional. The bruising effects of the pandemic have made us more cautious – and sometimes, more cynical.
That intangible cultural shift, I believe, is partly why so many young people are leaving. They want to be in an environment that’s invigorating, not depleting.
We need to release people from the pressure to stay in New Zealand, unless we’re willing to cut up their passports.
Right now, there’s no way to beat the structural forces driving this outflow of talent. But we can adapt to it.
First, we need to stop building our businesses around key individuals who could reasonably be expected to head overseas, particularly those under 30.
Too many SMEs have critical knowledge, skills or connections sitting inside one person’s head. If they leave, projects stall, customers become nervous, and everyone else scrambles to work out how things were done.
Cross-training staff, documenting systems and sharing critical knowledge can help to future-proof your business, and reduce dependence on individual team members.
At the same time, it’s important to keep investing in your people. Some employers hold back, because they’re worried employees will take their new skills to Australia. So what?
Invest even earlier. Don’t assume a 23-year-old will still be with you in five years. Give them meaningful responsibility in year one, help them to deliver more value for your business, and accelerate their development. If they’re only with you for a couple of years, make those years count.
A resignation isn’t a divorce. Smart employers maintain warm relationships with former staff. Stay in touch, follow their progress on LinkedIn, and invite them to your work Christmas party, if they’re back for the holidays.
If you’ve kept the relationship alive, you’re more likely to snap them up again – if they decide to move home for good.
Life in Australia isn’t all rosy. The cost of living is rising, the economy is slowing, and there are significant housing pressures in some states. Last year, the number of Kiwis returning to New Zealand rose 14%.
We can keep treating the “brain drain” as a crisis, or we can accept that it’s simply part of the operating environment.
Rather than holding our staff tightly, we can create the optimal conditions for them to do great work while they’re with us, and make it easy for them to return in the future.
If all else fails, and you permanently lose a team member to Brisbane… maybe they’ll shout you a ticket to the Olympics.
+MORE Ambassador Jehan Casinader is a public speaker, communications coach and small business owner. Connect with him on LinkedIn to share your story or insights.
Change is inevitable. The right plan isn’t. Let’s talk about building a business that’s ready for anything.
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