In a sector built on people, the organisations that invest seriously in culture, flexibility, and genuine employee engagement are consistently better placed to attract talent, retain capability, and deliver for clients.
Field marketing is a people-intensive business. The quality of outcomes delivered for brands and retailers depends directly on the capability, motivation, and consistency of the teams working across Australia’s retail network. For CROSSMARK, investing in the experience of its people has always been understood as a commercial priority rather than merely a cultural aspiration.
That commitment has been recognised externally. CROSSMARK Australia has secured a position among Australia’s Best Places to Work in the over-100-employees category, reflecting strong employee survey results across engagement, leadership, culture, and flexibility.
What the recognition reflects
The Best Places to Work study is conducted by WRK+, an Australian workplace research and consulting firm. Submissions are assessed across a range of criteria and validated through direct employee surveys, which means the recognition reflects the actual experience of the people working in the organisation rather than externally presented policies or programmes.
For CROSSMARK, the results highlighted particular strength in employee engagement, communication from leadership, and the organisation’s approach to flexible working. Yanet Isdale, Director of People and Culture at CROSSMARK Australia, said the results reflected a sustained investment in keeping staff genuinely connected to the business and its direction.
Flexibility as a structural commitment
The nature of field marketing work creates both challenges and opportunities around flexibility. Field teams operate across dispersed geographies and varied schedules, while support functions and account management teams have shifted increasingly to hybrid working arrangements. Rather than treating flexibility as a concession, CROSSMARK has worked to embed it as a genuine operating principle, supporting people in managing work and personal commitments in ways that work for both.
The concept of work-life blend, rather than the more binary notion of work-life balance, has gained traction internally as a more honest framing of how modern working life actually functions. Staff surveys have reflected positively on this approach, particularly among employees managing caregiving responsibilities alongside their professional roles.
Communication and transparency
Regular communication, visibility from senior leadership, and honest dialogue about business performance consistently emerge as the factors most strongly associated with employee engagement in research across Australian workplaces. CROSSMARK has invested in structured communication rhythms across its dispersed workforce, ensuring that both field and office-based employees feel informed and connected to the broader direction of the business.
Building on the recognition
Rather than treating the Best Places to Work recognition as a destination, CROSSMARK views it as a platform for continued improvement. A programme of focus groups drawing on survey findings is already underway to identify specific areas for development and to deepen the collaboration between teams across the business.
In a competitive market for talent, organisations that take culture and employee experience seriously have a genuine advantage. CROSSMARK’s recognition reflects the work done, and the ambition is to keep raising the standard.
