Build Bench Strength in Victoria Before the Market Moves

Victoria’s infrastructure market is quiet. But that’s exactly why now is the time to act.

If you’re running a consultancy, this is your chance to build bench strength—not just to fill a role, but to invest in capability. To future-proof your business. To back the kind of talent that will lead your next phase of growth.

What Is Bench Strength—and Why Does It Matter?

Bench strength is your depth of ready-to-step-up talent. It’s the engineers, designers, and project leads who aren’t in leadership roles yet—but could be, with the right support.

It’s the difference between scrambling when someone leaves and having someone ready to step in.

Succession planning and bench strength go hand in hand. Succession planning is the strategy. Bench strength is the execution. Without it, transitions stall, projects wobble, and teams lose momentum.

According to the DDI Global Leadership Forecast 2025, only 20% of HR professionals feel confident in their leadership bench. Yet organisations that build strong bench strength are:

• 3.5X more likely to be awarded as a most admired company,

• 2.9X more likely to successfully fill leadership roles internally,

• 2.8X more likely to outperform industry peers financially. Source: Development Dimensions International (DDI), Global Leadership Forecast 2025.

Bench strength isn’t just a safety net—it’s a competitive advantage.

Why It’s Urgent

• 54% of CEOs rank attracting and retaining talent as their top concern.

• High-potential talent is 3.7X more likely to leave without development.

And in Victoria, the challenge is growing:

The Victorian Skills Authority projects the state will need 28,000 additional engineers by 2034—a 40% increase on the current workforce. Source: Engineers Australia, submission to the Inquiry into Student Pathways to In-Demand Industries.

What We’re Seeing in the Market—and What We’re Learning

Right now, the best geotechnical talent isn’t actively applying for roles. They’re not responding to cold calls from recruiters or internal talent teams. They’re quietly building networks—connecting with peers and selected professionals they trust to help guide their next move.

We’re seeing high performers—often at the Senior Geotechnical Engineer level—who are technically strong, collaborative, and ready to step up. But they’re cautious. They’re doing reverse reference checks all the time.

They’re asking:

• What types of projects are coming up?

• Who’s already in the team?

• How much is being shared, taught, and invested in internally?

What we’re learning is clear: if you want to attract these bench stars, you need to create an environment they want to be part of. That means investing in development, supporting network-building, and backing your people to grow.

What You Can Do

Hire them now. Back yourself to win the work. Then create an environment where they feel safe to grow—where they’re supported to build their network, connect with clients, and collaborate with peers.

This is where your next bench star will emerge—from someone already delivering at a high technical level and just needing the right conditions to step forward.

Succession planning isn’t about reacting when someone leaves. It’s about building capability before you need it.

Final Thought

If you’re serious about succession, don’t wait for the market to heat up. The best time to find your next geotechnical bench star is when things are quiet.

Because when the next wave of projects hits, you’ll want your team ready—not scrambling.

Inspired by CCL’s Succession Reimagined and DDI’s Global Leadership Forecast 2025

This article was developed with support from Microsoft Copilot to help distil current market insights and leadership research.