"We recognised that reactive hiring was no longer fit for purpose"
In a working environment constantly changing with expectations of younger employees and a greater focus on what the employer can offer prospective candidates, Hilti New Zealand say they are transforming to become “a great employer for everyone, everywhere.”
This is done, their Head of Human Resources told HRD, by transforming their recruitment strategy to align with broader ambitions to retain staff.
“We recognised that reactive hiring was no longer fit for purpose,” Matthew Gallivan, Head of Human Resources at Hilti New Zealand, explained.
“Our hiring model simply didn’t work anymore. We knew we needed to grow in a sustainable way, and that starts with looking within.”
It’s this approach, Gallivan noted, that underpinned a lot of the changes the company are now putting into place to elevate the bar when it comes to hiring the next generation of talent.
“We were clear from the outset that we weren’t where we wanted to be. But by involving everyone—from global executives to local teams—we built a strategy that people could believe in and take ownership of.”
Creating sustainable recruitment changes
At the heart of this evolution is the company’s Lead 2030 strategy—launched in 2023—which maps a journey toward deeper inclusion, boosting internal capabilities and positioning the business to become a market leader.
With 90% of leadership promotions coming from internal talent, Hilti now places a strong emphasis on employee development.
“At Hilti, the most important leadership principle is to develop people to achieve outstanding results, a practice that not only supports retention but also builds readiness for succession pipelines,” Gallian explained.
Diversity, equity, inclusion in recruitment
A key feature of Hilti’s new recruitment strategy is focusing on diversity, equity and inclusion (DEI), supported by initiatives such as inclusive leadership training and the evolution of unconscious bias programs.
“In the past, our efforts were defined through the 3Gs: generation, gender and global," Gallivan said.
"To foster an even more inclusive environment we depart from this previous strategic approach and embrace ‘diversity of thought’ when hiring. DEI is the key to unlock the full potential of our newcomers in which the richness of their individual backgrounds, ideas and experiences becomes our greatest strength. We are convinced this will enhance performance and boost innovation”.
Gallivan outlined Hilti has already achieved a 40% gender diversity ratio across all functions, thanks in part to removing barriers to attracting female candidates to apply as well as partnerships with institutions like the University of Canterbury.
“Today you might assume you need to be a builder to have a chance to work at Hilti,” Gallivan said.
“Now, if you have a STEM qualification (Science, Technology, Engineering & Mathematics) background, sales or customer service experience and high learning agility, there are a wide range of roles and functions available to candidates who want to serve our purpose of making construction better.”
“We’ve changed how we present ourselves to the market to reach talent that may have looked past us before,” he noted.
The company is also leaning into proactive sourcing of talent – key in helping Hilti expand beyond its traditional hardware roots into services and software, where demand for specialised digital skills is rising.
“Hiring for attitude hasn’t changed, but we’re now more strategic about futureproofing skills,” Gallivan explained.
“We assess candidates’ learning agility because that tells us whether we can develop them into the roles of tomorrow.”
Importance of authenticity in changing recruitment strategies
At its core, Hilti’s transformation is not just about talent acquisition but building a culture where ambition meets authenticity.
“We won’t compromise on hiring. That clarity helps us focus, align, and ultimately create a workplace where people want to stay and grow,” Gallivan concluded.
For Hilti New Zealand, the path to becoming an employer of choice is both a bold vision and a grounded practice—one shaped by global strategy, local insight, and a relentless commitment to inclusion and development.
A career of ‘rotational’ pathways
Gallivan’s career – spanning over 13 years - has been shaped by a blend of international experience, cultural immersion, and a growing passion for people-centric leadership.
After completing a degree in business management, Gallivan initially lacked a clear career path. His trajectory began to crystallize at EADS (now Airbus Defence and Space), where a rotational role provided broad exposure across the business.
A pivotal moment came when he was posted to Saudi Arabia in his early twenties—an experience he describes as “like a lifetime’s worth of experience in a job.”
That early immersion in diverse cultures and environments sparked his enduring interest in human performance and workplace culture.
Gallivan explained his motivation as stemming from the desire to replicate a feeling he once had: “the feeling you get on a Sunday night about work on a Monday morning... and it was a positive thing.”
Reflecting on his journey, he noted that has “learned more from failure than I have from success,” and credits the pandemic with strengthening his resilience and drive to outperform.
