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Changes to workplace laws significantly impact your employer obligations. Recent changes include: ➤ Fair Work Legislation Amendment (Closing Loopholes) Act 2024 ➤ Fair Work Legislation Amendment (Closing Loopholes) Act 2023 ➤ Paid Parental Leave Amendment (Improvements for Families and Gender Equality) Act 2023 ➤ Workplace Gender Equality Amendment (Closing the Gender Pay Gap) Bill 2023 made amendments to the Workplace Gender Equality Act 2012 (WGE Act) ➤ Fair Work Legislation Amendment (Protecting Worker Entitlements) Act 2023 ➤ Fair Work Legislation Amendment (Secure Jobs, Better Pay) Act 2022 ➤ The Fair Work Amendment (Paid Family and Domestic Violence Leave) Act 2022 ➤ Anti-Discrimination and Human Rights Legislation Amendment (Respect at Work) Act 2022 ➤ Sex Discrimination and Fair Work (Respect at Work) Amendment Act 2021 ➤ The Fair Work Commission's variation of 78 modern awards ➤ Model Code of Practice: Managing the risk of psychosocial hazards at work enforceable under the Work Health and Safety Act 2011 ➤ National Employment Standards under the Fair Work Act 2009 The rollout of legislative changes is staggered, with some amendments already in effect and others still on the horizon. It is important to keep track of your employer obligations and be prepared as each amendment takes effect. To assist with this, WorkPlacePLUS has developed a checklist of key dates: ► Access the free download now: COMPLIANCE TIMELINE FOR EMPLOYERS WorkPlacePLUS can help ensure you are meeting your employment obligations. For more information, please contact us today.

Ready to set up your business? The milestone of opening and operating your own enterprise, such as a private practice, brings with it a myriad of responsibilities around running a business and employing staff. A Human Resources (HR) manager would normally be able to ensure that your employment contracts, policies, procedures, documents and recordkeeping are compliant with current employment regulations and legislation. However, most new business owners start by doing their all of their own admin, without seeking professional employment advice. To support private practice owners and small business start-ups, WorkPlacePLUS has developed an Essential HR Toolkit, containing the documents, checklists and policies that you need to set up your practice or business. This HR starter-kit provides the foundation for your HR suite of documentation and requirements. The Essential HR Toolkit is also suitable for established businesses who want to ensure that their HR documentation and processes are compliant with current employment regulations and reflective of the changes to working life due to the COVID-19 pandemic. The Essential HR Toolkit includes: Employment Agreement - Permanent or Part-Time Position Description - Practitioner or Administrative 5 Key HR Policies e.g. Code of Conduct, WHS (Work Health & Safety), Privacy, Leave, Performance Management, Complaints & Grievances 2 Extra HR Policies e.g. Infection Control, Working from Home, Diversity & Inclusion Extensive Recruitment Pack - Procedure & Checklist, Interview Questions, Reference Checking Probation Process & Checklist Onboarding Process & Checklist Termination Process & Checklist Communication Documents for Employees e.g. Equal Employment Opportunity, Employee Assistance Program Read about the must-have policies and checklists for your workplace > WorkPlacePLUS will tailor the Essential HR Toolkit to your specific business needs. You can select additional or fewer items to suit your budget and business requirements. This significant collection of HR documentation includes explanatory notes and access to WorkPlacePLUS customer support, to help you successfully implement your HR processes with current and future staff. For more information, please contact us today.

While generative AI tools like ChatGPT can be useful, their utilisation in the workplace poses a number of red flags such as: Privacy and data protection Bias and Discrimination False and misleading information An employee using AI may unintentionally disclose private or confidential information. Also, AI systems are designed to learn from data and make decisions based on patterns and algorithms. However, these systems are not immune to biases, misinformation, and disinformation present in the data they are trained on. It’s important to note that generative AI tools may not be an accurate and reliable source of information on Australia’s workplace relations system. Utilising AI advice for workplace relations matters may create compliance issues, including unenforceable HR protocols or employment contracts. Is the employer who uses AI willing to wear the compliance risks associated with misinterpreting AI results, or failing to fact-check the results? Accurate and reliable workplace relations information can be accessed via the following sources: The Fair Work Ombudsman 13 13 94 The Australian Human Rights Commission 1300 656 419 The WHS regulator in your jurisdiction A reputable HR consultancy such as WorkPlacePLUS (03) 9492 0958 For more information, please contact us today.

The Anti-Discrimination and Human Rights Legislation (Respect at Work) Act 2022 introduced a new positive duty on employers to prevent and eliminate discrimination, workplace sexual harassment and victimisation in the workplace. This means proactive and meaningful action must be taken to prevent these unlawful behaviours regardless of whether someone has made a complaint. While these employer obligations have been in effect since December 2022, the topic has recently returned to the spotlight because on 12 December 2023, the Australian Human Rights Commission (AHRC) gained new powers to investigate and enforce employers’ positive duty under the Respect At Work Act 2022. The AHRC has identified seven minimum standards which outline what they expect employers to do to satisfy the positive duty. These are: 1. Leadership Understand your Respect@Work obligations and have up-to-date knowledge about relevant unlawful conduct. Ensure that appropriate measures for preventing and responding to relevant unlawful conduct are developed, recorded in writing, communicated to workers and implemented. Regularly review the effectiveness of these measures and update workers. Be visible in your commitment to safe, respectful and inclusive workplaces that value diversity and gender equality. Set clear expectations and role model respectful behaviour. 2. Culture Foster a culture that is safe, respectful and inclusive and values diversity and gender equality. Foster a “speak up culture” that empowers all workers (including leaders and managers) to report relevant unlawful conduct. Foster a culture that minimises harm and holds people accountable for their actions. 3. Knowledge Develop, communicate and implement a policy regarding respectful behaviour and unlawful conduct. Support workers (including leaders and managers) to engage in safe, respectful and inclusive behaviour through education and training. 4. Risk management Recognise that relevant unlawful conduct is an equality risk and a health and safety risk. Take a risk-based approach to prevention and response. 5. Support Ensure that appropriate support is available to workers (including leaders and managers) who experience or witness relevant unlawful conduct. Ensure that workers are informed about the available support, and can access the support, regardless of whether they report the conduct. 6. Reporting and response Ensure that appropriate options for reporting and responding to relevant unlawful conduct are provided and regularly communicated to workers and other impacted people. Ensure responses to reports of relevant unlawful conduct are consistent and timely. Ensure that the options for reporting and responding to relevant unlawful conduct minimise harm to, and victimisation of, people involved. Ensure that consequences are consistent and proportionate. 7. Monitoring, evaluation and transparency Collect appropriate data to understand the nature and extent of relevant unlawful conduct concerning their workforce. Use the data they collect to regularly assess and improve the work culture, as well as to develop measures for preventing and responding to relevant unlawful conduct. Be transparent about the nature and extent of reported behaviours that could constitute relevant unlawful conduct concerning their workers and actions taken to address it. Responding to unlawful workplace conduct can be complicated. WorkPlacePLUS can support you to manage the work culture, address workplace issues and meet your positive duty under anti-discrimination and work, health and safety laws. For more information, please contact us today.

Employees can sometimes struggle to cope with work-related stressors and/or personal concerns. Mental health issues in the workplace are also becoming increasingly complex, with managers and teams continuing to face post-covid change and uncertainly. Providing emotional and psychological support to employees during times of stress or crisis is critical for individual employees’ wellbeing and ensuring the managing of a business-as-usual approach. Employers also have a legal duty to ensure that the working environment does not harm employee mental health or worsen an existing condition. If an employee shows signs of stress or not coping, it's important to intervene early and remind them about the available support resources, such as an employee assistance program. Employee Assistance Program (EAP) Regardless of whether mental stress is related to work or personal issues, an Employee Assistance Program (EAP) can provide the critical support that employees may need to proactively address their mental stress before it escalates. An EAP can also support senior managers and business owners, who are under immense strain. An EAP may be a component of your workplace wellness program. It is a counseling and education service offered by the employer but facilitated by an independent provider. WorkPlacePLUS offers a holistic, fully integrated EAP designed to confidentially assist your employees with a range of issues in a variety of ways, incorporating mental, emotional and physical health education. Our EAP’s are positioned to deliver innovative, best practice and proactive solutions. Our service delivery model takes into account the four areas of wellness: Psychological Health Physical Health Lifestyle Working Environment WorkPlacePLUS can support and partner with you to foster a mentally healthy workplace. Read about our range of tools for workplace wellness > To discuss the specific needs of your organisation, please contact us today.

The Closing Loopholes Act 2024 has redefined employers’ obligation to disprove sham contracting. Effective 27 February 2024, employers who have incorrectly classified an employee as an independent contractor may be penalised for sham contracting, unless they can show that they "reasonably believed" the contract of employment was a contract for services. In addition, effective no later than 26 August 2024, independent contractors will have the right to challenge unfair contracts. There will be minimum standards for ‘employee-like’ workers, and independent contractors who earn less than the contractor high income threshold, including employee-like workers, will be able to apply to the FWC if they think their services contract contains unfair terms. The contractor high income threshold is yet to be set. If your business, organisation or health practice engages independent contractors, it is important to review the working arrangements regularly to ensure you are paying your workers their lawful entitlements. An employee works in your business and is part of your business. An employee's minimum entitlements are set out in the National Employment Standards (NES) and awards. Employment contracts can provide further entitlements, but they can't be less than what's in the NES or any applicable award. An independent contractor (a.k.a. contractor, sub-contractor or “subbie”) effectively runs their own business and operates under their own business name. They are responsible for their own business compliance and commitments such as insurance, PAYG, superannuation, workers compensation, ATO, GST, etc. Contractors do not receive paid leave and can be legally liable for the work performed under their contract. Factors to consider: Employees Employees perform work under the direction and control of their employer. The employer generally controls working hours, work location and how work is done. Employees carry no financial risk in relation to the business. Work equipment, tools and supplies are generally provided by the employer, or a tool allowance is paid. Employees are required to do the work themselves. For example, they can’t ask someone else to go to their workplace and do their work for them. Permanent employees have an ongoing expectation of work. However, some employees may be engaged for a specific task or specific period or on a casual basis. Employees work standard or set hours (unless they’re a casual employee, in which case their hours may vary from week to week). Independent Contractors Independent contractors have a high level of control over the work they perform, including their hours, work location and how they do the work. They are free to perform the task at the time of their choosing. Independent contractors carry the risk for making a profit or loss on each task or job. They are usually personally responsible and liable for poor work or any injury sustained while performing the task. Independent contractors generally have their own insurance policy. Independent contractors use their own equipment and resources, and don’t receive an allowance or reimbursement for the cost of the equipment. Independent contractors can delegate or subcontract tasks to other people (dependant on contractors’ agreement). Independent contractors are usually engaged for a specific task. Independent contractors have the skill and ability to perform services as specified in their contract. Independent contractors are paid via invoice arrangements for the result achieved, based on an hourly rate or price per service. Independent contractors usually negotiate their own fees and working arrangements and can work for more than one client at a time. Independent contractors can accept or refuse additional work. Independent contractors do not necessarily work standard or set hours. Instead, an agreement is made between both parties regarding work hours to complete the specific task. A reminder that under the Secure Jobs, Better Pay Act 2022, there are now limits to the use of fixed-term contracts. If your business, organisation or health practice uses fixed term or maximum term contracts, you should seek advice on whether these arrangements are lawful. If you are unsure about how to interpret the working relationship between your business and your staff, you can check your workers’ circumstances against the ATO’s online decision tool or seek advice from WorkPlacePLUS. For more information, please contact us today.

Research shows that most workplace errors are a result of poor communication. In addition, poor communication underlies a number of organisational risks, such as: strained workplace relationships work-related stress poorly managed performance poor staff engagement and productivity poorly managed workplace change In recent years, issues related to the pandemic and post pandemic business trends have further raised the stakes in workplace communication. For example,WorkPlacePLUS has seen rising cases of supervisors struggling to address particular types of staff concerns, such as: anxiety-based conflict change fatigue hybrid working arrangements returning to the workplace managing teams remotely and monitoring engagement increasing claims of work-related stress and burnout increasing rates of staff turnover managing restructuring, redeployment or redundancy With workplace demands and staff needs becoming increasingly complex, it is vital that managers and supervisors strengthen their communication competency. WorkPlacePLUS offers a training and development program called COMMUNICATION MASTERY, designed to help managers and supervisors face staff challenges with confidence. COMMUNICATION MASTERY equips participants with the practical communication skills that are essential for managing staff in a changing work landscape, and mitigating the risks associated with workplace conflict and poor communication. This program includes a deep dive into preparing for and having courageous conversations in the workplace. For more information, please contact us today. ► Discover more training programs... >

How do you resolve stakeholder complaints? Complaints, allegations, incidents, or disputes involving an employee and a service-user, stakeholder or client require a prompt response by the organisation. An independent workplace investigation is a formal fact-finding process that must be conducted professionally from interview stage through to the final report. Types of worker-client issues requiring a formal investigation may include: ➤ Crossing professional boundaries e.g., becoming too personally involved, personally over-disclosing, overuse of touch ➤ Harassment e.g., sexual harassment, violence, abuse, threats, intimidation, gaslighting ➤ Misconduct or neglect e.g., breaking code of conduct, failing duty of care ➤ Quality of service dissatisfaction or disputes e.g., complaint of poor or unmet services ➤ Breaching privacy or confidentiality e.g., mishandling of client information, a suspected data breach involving a client's sensitive information ➤ Breach of safety or record keeping protocols causing risk or harm ➤ Historical conflict between the organisation and the stakeholder or family member. WorkPlacePLUS takes a respectful, communication-centred approach to investigating worker-client issues. By getting to the heart of the matter, we can identify and recommended the next steps forward towards resolution. WorkPlacePLUS has a qualified team of HR consultants with extensive experience in investigating worker-client conflict, complaints and issues in the healthcare, community care, NFP and public sectors. We always follow fair process and best practice standards with the utmost sensitivity and professionalism. Method of Delivery: Virtual vs. In-Person The team at WorkPlacePLUS conducts independent workplace investigations both in-person and virtually, Australia-wide. When delivering independent workplace investigations online, WorkPlacePLUS meets the same exceptional standards we are known for in-person. We achieve this by: ✓ planning ahead to mitigate technical issues ✓ planning ahead to ensure privacy ✓ using clear, direct communication ✓ adhering to procedural fairness ✓ obtaining and maintaining detailed records ✓ gathering and safeguarding physical evidence ✓ ensuring the confidentiality of sensitive documentation and personal information For more information, please contact us today.

Considerations when implementing organisational change Restructuring, redeployment and redundancy are distinct yet interconnected processes that organisations may undertake to improve operations and adapt to changing circumstances. It’s important for employers to understand their options and obligations when looking to implement organisational change in a tight labour market. Restructuring involves changing the operational setup of a business to enhance efficiency, delivery of products or services, or respond to market demands. It focuses on configuring roles and positions within the organisation. This process may include adding new roles, merging existing ones, or eliminating positions that are no longer necessary.A genuine business reason, such as financial constraints, market shifts, or brand realignment, must be clearly stated during the restructuring process. This reason serves as the foundation for making changes to the organisational structure and justifies the need for role adjustments. Redeployment and redundancy are possible outcomes of a restructuring process. Redeployment involves shifting an employee’s role within the organisation. Redundancy involves terminating employment because the role or position becomes surplus to the business' commercial needs. Redundancy should be considered a last resort after exploring all reasonable alternatives, such as redeployment or retraining employees for other suitable roles within the organisation. Key considerations: Change Management Strategy: Restructuring, redeployment and redundancy are all forms of organisational change that need to be thoughtfully managed. It is best practice for employers to follow a change management strategy. This helps employers navigate and implement workplace change smoothly and effectively while minimising the impact on employees. Consultation and Alternatives: Employers have an obligation to consult with affected employees before making decisions related to restructuring, redeployment or redundancy. This includes providing detailed proposals, allowing reasonable time for consideration, and offering opportunities for employees to provide feedback. Fair Process and Documentation: During restructuring, redeployment and redundancy, employers must follow proper processes and comply with legislation such the Fair Work Act, which defines "genuine redundancy" and outlines consultation requirements. Employers must ensure that restructuring is not used to manage performance or behavioural issues. It is important to document all reasoning, decisions, and relevant information related to the restructuring process, share this information with employees and offer compensation as per applicable awards, agreements, or contracts. Notice Period and Entitlements: Employers must provide appropriate notice periods as outlined in the National Employment Standards, awards, agreements and/or workplace policies. Employees are entitled to salary, unused annual and long service leave, and other entitlements up to their last day of employment. Redundancy compensation, as specified in employment contracts or negotiations, should also be paid. For more information, please contact us today.

Respect@Work Update On 12 December 2022, the Respect at Work Act 2022 amended the Sex Discrimination Act 1984, introducing the new positive duty on employers and duty holders to ensure preventative measures are in place to eliminate discrimination, workplace sexual harassment and victimisation in the workplace. By December 2023, the Australian Human Rights Commission will have new powers to investigate and enforce compliance with the Respect at Work Act 2022. In addition, under the Secure Jobs, Better Pay Act 2022, the time limit for sexual harassment complaints has now been increased from six to 24 months, and the Fair Work Commission can now make compensatory orders to deal with sexual harassment complaints. Psychological Safety in the Workplace Update On 1 April 2023, new Work, Health and Safety (WHS) laws came into effect across all jurisdictions in Australia. Amendments to the Model Code of Practice: Managing psychosocial hazards at work prescribe how employers and duty holders must identify and manage hazards and risks to workers’ psychological health and safety. Organisations need to consider and review approaches to managing psychosocial risks and fostering mentally healthy workplaces. This includes engaging and consulting with workers. Is your workplace is equipped to manage the risk of psychosocial hazards in the workplace?... Respect@Work + Psychological Safety Risk Assessments Respect at work and psychological safety in the workplace are linked. Bullying and harassment including sexual harassment have been identified as common psychosocial hazards in the workplace. You can’t have a mentally healthy workplace if you don’t meet your duties under the Respect at Work Act 2022. Employers should take a consultative WHS risk management approach to ensuring your workplace is equipped to manage the risk of psychosocial hazards in the workplace, including but not limited to bullying, discrimination, workplace sexual harassment and victimisation. Risk management is a stepped process of identifying hazards, assessing risks, controlling those risks and then reviewing the efficacy of control measures over time or in response to an event. WorkPlacePLUS can facilitate a Respect@Work + Psychological Safety Risk Assessment for your organisation and support you to meet your employer obligations. We offer various implementation options such as: Outsourced - An experienced WorkPlacePLUS consultant conducts the assessment and provides the clear, practical and independent advice to help you manage any risks or hazards. Empowered – Your managers, supervisors, HR team and WHS representatives undertake our training and development program on managing psychological safety in the workplace including how to conduct the risk assessment. For more information or bookings, please contact us today.

It is important to keep track of your employer obligations and ensure that you are paying your staff their correct entitlements. For example, when changes are made to Modern Awards, it's important to ensure that you update your payroll systems and mitigate the risk of a breach under the Award. Employers also need to be aware that when wages are increased, allowances need to be increased accordingly. Failing to pay the correct allowances will effectively result in the unlawful underpaying of staff. Get help interpreting and applying the SCHADS Award... > An Enforceable Undertaking is a written agreement between the Fair Work Ombudsman (FWO) and an employer who hasn’t complied with their legal responsibilities under Australian Employment Regulations. Enforceable Undertakings are used by the FWO instead of taking the employer to court over non-compliance, such as not paying employees in accordance with their Enterprise Agreement. The employer needs to agree to back-pay employees for wages not paid and be audited for future compliance. Recent examples in the healthcare, social services and not-for-profit sectors: ▶︎ December 2023 - Hospital and aged care businesses operated by St Vincent’s Health Australia Ltd are back-paying staff in NSW and Queensland more than $4.4 million and have signed an Enforceable Undertaking with the FWO. Learn more > ▶︎ October 2023 - Aged care services provider Calvary Administration Pty Ltd have back-paid staff in Victoria, New South Wales, South Australia and Tasmaniamore than $2.1 million, including interest and superannuation, and have signed an Enforceable Undertaking with the FWO. Learn more > ▶︎ October 2023 - Disability support services provider Aruma Services Ltd has back-paid staff in Victoria more than $6.5 million, including interest and superannuation, and have signed an Enforceable Undertaking with the FWO. Learn more > ▶︎ October 2023 - Disability support services company Community Health, Emergency Care and Support (CHECS) Pty Ltd was penalised $27,000 by the FWO for failing to comply with a Compliance Notice requiring it to back-pay entitlements to a casual employee. Learn more > ▶︎ September 2023 - Aged care services provider Southern Cross Care (Tasmania) Inc, is back-paying staff almost $6.9 million and have signed an Enforceable Undertaking with the FWO. Learn more > ▶︎ July 2023 - Health care provider Apollo Health Limited has back-paid staff in Western Australia more than $4.86 million, including interest and superannuation, and have signed an Enforceable Undertaking with the FWO. Learn more > ▶︎ June 2023 - Home care and disability services provider Community Health, Emergency Care and Support (CHECS) Pty Ltd in South-East Queensland faces a penalty of up to $33,300. Learn more > ▶︎ December 2022 - Australian Unity Limited back-paid staff in Victoria and NSW more than $6.8 million and entered into an Enforceable Undertaking with the FWO. Learn more > ▶︎ September 2022 - Disability services provider Community Living & Respite Services Inc (CLRS) back-paid staff more than $3 million and entered into an Enforceable Undertaking with the FWO. Learn more > ▶︎ July 2022 - National community health and aged services organisation Silver Chain Group Limited back-paid staff in Western Australia more than $17 million and entered into an Enforceable Undertaking with the FWO. Learn more > ▶︎ December 2021 - The Paraplegic & Quadriplegic Association of NSW (ParaQuad) back-paid staff more than $705,000 and entered into an Enforceable Undertaking with the FWO. Learn more > ▶︎ November 2021 - The Australian Red Cross Society entered into two Enforceable Undertakings with the FWO and it is estimated the organisation will back-pay employees over $25 million. Learn more > ▶︎ June 2021 - Aboriginal Hostels Limited back-paid staff more than $2.7 million after entering into an Enforceable Undertaking with the FWO. Learn more > ▶︎ May 2021 - The NSW branch of The Royal Society for the Prevention of Cruelty to Animals (RSPCA NSW) is back-paying staff more than $220,000 under an Enforceable Undertaking with the FWO. Learn more > ▶︎ April 2021 - Mental health, community care and disability services provider Wellways Australia Limited is back-paying staff more than $1.5 million after entering into an Enforceable Undertaking with the FWO. Learn more > ▶︎ March 2021 - Disability services provider Breakthru Ltd is back-paying employees more than $2.7 million and has entered into an Enforceable Undertaking with the FWO. Learn more > The FWO’s 2022-23 Annual Report reveals that more than half a billion dollars was recovered for underpaid workers across the country during the past financial year – the second-largest annual figure in Fair Work's history. As a component of the figures outlined in the 2023-23 Annual Report, the FWO entered into Enforceable Undertakings with companies and organisations, recovering millions of dollars for workers through extensive investigations and complex calculations that uncovered the full extent of underpayments. To mitigate the risk of underpaying staff, employers should regularly review their enterprise agreements and the relevant Modern Awards to ensure that all mandatory payments, including hourly rates, overtime, penalties and allowances, are being paid correctly. In addition, make sure you are using valid, well-drafted employment agreements. For industrial relations support and practical assistance with workplace compliance, enterprise bargaining and business risk mitigation, please contact us today.

The Social, Community, HomeCare and Disability Services Industry Award 2010 (MA000100) (SCHADS Award) details the rates of pay for each level and each pay point for employees working in the social and community services sector. Consisting of over 100 pages of terms and conditions, the SCHADS Award is one of Australia’s most complex modern awards to decipher and implement correctly. Did you know?... Changes to the Social, Community, HomeCare and Disability Services (SCHADS) Award came into effect on 1 July 2022 and the transitional period ended on 1 October 2022. On 15 March 2024, the Fair Work Commission handed down its Decision on Stage 3 of the Aged Care Work Value Case, rewarding direct care workers with pay rises of up to 28% while only committing to a maximum 7% increase for indirect care workers. "Direct care workers" may include home care workers working in the aged care sector under the SCHADS Award. No date has been announced regarding the implementation of the Award increases. We will keep our clients informed on further updates. As a disability and community care provider, it is important to keep track of your employer obligations under the SCHADS Award, to ensure that you are paying staff at least the minimum entitlements and mitigating the risk of a breach. The penalties for underpaying staff have never been higher, even if the infringement is an honest mistake. Are you paying your staff the correct entitlements? If you make a mistake interpreting and applying the SCHADS Award, you will be liable for back pay and a potential penalty. Read some recent cautionary tales > WorkPlacePLUS now offers a SCHADS Know Your Award training to ensure your HR, payroll, and office managers are getting SCHADS right. ➤ SCHADS Know Your Award (half-day training) - Upskill your team with a deep dive into the SCHADS Award, including interpreting and applying the latest amendments and troubleshooting common SCHADS hotspots. This training program is available to all employers who use the SCHADS Award, including but not limited to disability, aged care, and allied health providers. For more information or to book your SCHADS Know Your Award training, please contact us today.