We have kept a close eye on the Global Talent Scheme (‘GTS’) visa ever since it was first introduced to the migration sphere by the Department of Home Affairs (‘the Department’). Upon reflection, we excitedly anticipated its arrival months prior to its date of landing and then when it finally arrived, we celebrated its launch.
Since inception we have had faith in the programme and noted its flexibility. The scheme has interesting nuances where opportunity and possibility has been embedded. And so it did not feel foreign for us to begin sketching an itinerary for its use and suitability with our clients.
With the year almost up and the pilot season over, all we can say is that we are glad we challenged the status quo and took the leap of faith (because trying anything new can be risky). Gilton Valeo is one of only four firms to have secured a GTS agreement since the program commenced on 1 July 2018.
With that said, it’s never easy being the new kid on the block. The first few months can be just a series of fumbling in the dark and flying under the radar. Such is the case with the GTS programme.
Over the last nine months, commentators have been somewhat brutal in their discourse of the GTS programme. One longstanding criticism centres on the schemes potential to assist start -ups in the same way it has assisted established business. From this point of view, its usefulness in supporting new entrepreneurial ventures has been crippled by the addition of a bureaucratic process which involves negotiating the agreement with the Department. Other commentators have blamed the ‘high’ cost of the visa as being the source of hesitation for start-ups.
Another criticism focuses on the fact that the programme has only generated eight successful grants nine months post take off. This includes seven established businesses and one start-up. And even we admit that on face value, such a track record does not necessarily spark immediate applause.
A Round Trip Ticket
Whether it is starting a business, learning a new language fluently or building a boat, it is very rare to see the true potential of something within the space of a year. The same goes for migration programmes and government schemes.
To see results there must be a focus on both the qualitative and quantitative outcome, and the latter will of course fall weak on its own when it is constrained to one year of data collection. And as for the former, it is equally as important to understand and focus on how this programme evolves internal and external processes.
One output of the GTS programme is straightforward and streamlined efficiency. The scheme significantly increases the time in which businesses are able to reach highly skilled and qualified employees – in other words – the right people.
Established businesses who have received a GTS have shared that the effort is worth the outcome;
‘Gilmour Space Technologies founder Adam Gilmour said there was a lot of paperwork involved with the process, and it took four or five months to be approved as an eligible start up. After this though, the initial visa was processed in less than five days.’
From our experience with the GTS visa, it took approximately three weeks for the GTS agreement to be granted and proceeding this, only two days for the position nomination and subclass 482 visa to be granted for our client. This lands in stark contrast to the usual wait times we once had to endure.
With the Times
We admit that our old friend, the Department remains somewhat fixated on archaic systems of understanding occupational categories. This type of attitude does not gel well with hybrid roles and emerging – sector talent that require highly technical and skilled credentials.
Whilst at times, such positions can loosely fit into one of the occupations on the occupation list, it is not always ideal for a business to take the risk in trying to fit a square peg into a round hole and what more, this type of persuasion requires a lot of effort and manipulation of information so that the other side can see the picture.
The GTS program allows innovative businesses to sponsor overseas workers in roles which are multi-faceted, which means businesses can maintain the integrity of the role and its focus during the visa process.
We believe these are convincing reasons to jump on the bandwagon and utilise the GTS programme before its pilot season is over. Of course, as its biggest fans we are hoping the programme gets another season of running, but if not, it is worthwhile to approach the programme with preparation and exploit its fruitful benefits.
If you would like to discuss the GTS scheme and how it can work for you, feel free to talk to one of our consultants via email@example.com or call us a 8234 8400.