Creating a great place to work is no accident. All good relationships have a foundation of trust, and our trust is articulated through our Mantel Group Principles, that guide our decisions and behaviours.

Being principle based has created a culture of trust through empowerment and shared responsibility. It means everyone clearly knows what is expected and through storytelling, everyone understands the principles in practice.

Every single one of us is an individual and our experience in the workplace has to reflect that. We do not believe that standard perks and benefits or ‘one size fits all’ experiences give people what they need.

Individual feedback, development, career pathways and rewards should all be part of that personalisation, and the most important process for this is ‘My Deal’. Where each team member and the business agree how they will work together over the next 12 months, what is important for the team member and what is important for the business. My Deal is about making your work and personal life fit together.

Our flat, flexible and dynamic structure allows for teams to be organised around strategic objectives rather than by position or department.

The Team of Teams approach is where we operate a network of teams with what is known as a shared consciousness – we trust each other and have a shared purpose – and every member is empowered to execute.

We believe in creating real opportunities for female and gender minorities to break into a career in tech, where they are seriously underrepresented. We have established our traineeship and accelerator programs targeted at females and gender minorities to develop and provide them with opportunities with our business. We have introduced over 50 females and gender minorities to tech careers through this program since Mantel Group commenced.

We pay equal parental leave to all genders, we review all salaries for gender equity and we don’t negotiate salaries. Our team is rewarded fairly and equally for the role that they contribute and we do not reward people for being better or tough negotiators of salary. Our model prevents gender having an impact on salary negotiations.

At Mantel Group, we make our own choices about where we work.
Hub locations are driven by our client and team member locations in Auckland, Brisbane, Hobart, Magnetic Island, Melbourne, Perth, Queenstown and Sydney.

Team members work remotely when they have individual or deep thinking work and online meetings. When they want to collaborate or socialise, they work from a Mantel hub and when it is important to consult and work directly with the client, you’ll find them at our client’s office.

Our team members love to travel and their work can often be done from anywhere with internet access so why not have offices in great locations that enable real work life balance?

We like to keep things simple at Mantel Group, we really just wanted to create a place where people would want to work. A culture of trust, ensuring team members felt safe and secure during the pandemic, are simply the right thing to do, and make good business sense.
Part of the reason the founders started Mantel Group, was based on the premise of building a successful business that they really wanted to work in. One with like minded people from all walks of life who shared a common ethical, values and principle driven approach.

We’ve created a business where people genuinely want to work, where people like each other and offer a supportive workplace where people are mentally and physically at their best, enjoying their work and lifting each other up to be their best.

Let’s be honest, what we are worth cannot be put in dollar terms. We keep pay simple and fair. We pay our team members market rates – which for long term team members is what we would pay in market to recruit them again. We constantly review pay to ensure they are not left behind the market.

We don’t believe in financial incentives. We believe in paying fairly for contributions and not needing to “bribe” people to put in extra effort – they already put in extra effort.

We don’t provide financial incentives for sales people or any other roles such as leadership roles. Each of our team members’ roles is important and should be rewarded accordingly.

We prioritise the culture and team way before revenue, profits, and margins. Having this approach helps guide decisions and without a doubt, if you have the foundations right, these decisions will go hand in hand – what is right for culture, is right for the business.

When team members are not enjoying particular work or a client, rotating them onto a new client is a priority for us. It also makes clear business sense – if you leave good people working on a job they don’t enjoy, they will leave.