top of page
WorkPlacePLUS website homepage services
Search Results

118 items found for ""

  • Using AI in the workplace comes with risks

    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.

  • 7 standards to satisfy your positive duty under Respect@Work laws

    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.

  • Facing staff challenges with confidence

    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... >

  • Restructuring, redeployment and redundancy

    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 + Psychological Safety Risk Assessments

    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.

  • Can you afford to back-pay millions of dollars to underpaid staff?

    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.

  • Free Download: Compliance Timeline for Employers

    Legislative change puts you at risk. Recent changes to workplace laws significantly impact your employer obligations. The new or amended workplace laws include: Fair Work Legislation Amendment (Closing Loopholes) 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 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) 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 Employee Authorised Deductions Regulations 2023 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.

  • Your Essential SME HR Toolkit

    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.

  • SCHADS half-day training session

    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.

  • Managing the probationary period of new employees

    By Anna Pannuzzo, WorkPlacePLUS An extended version of this article was originally published in Speak Out Magazine The probationary period or “trial period” of employment provides a crucial opportunity for the employer to assess the suitability of their new employee, and for the new employee to decide if the job is right for them. The duration of a probationary period is typically be six months. An employer can not automatically extend a probationary period. When the probationary period is managed well, an extension of the six months should not be necessary. Employers considering extending a probationary period should seek professional advice as a number of factors need to be considered. Employees on probation should receive their normal entitlements per their employment contract, including accruing and accessing paid annual leave and sick leave. If the new employee does not pass their probation, or if they decide that the job isn’t right for them, they are still entitled to have their unused accumulated annual leave hours paid out. Onboarding or induction process Conducted within the first few days of employment, an onboarding or induction process is designed to familiarise new staff with your workplace culture and the way things operate. Onboarding may include an introduction to: • organisational vision, mission, values and culture • policies and procedures including code of conduct • key stakeholders, key contacts and co-workers within the organisation • access to technology and/or workspaces • the scheduling of regular probationary reviews It is advisable to have an induction policy and checklist - and follow these! To manage a probationary period successfully, the employer must set clear expectations and key result areas from day one. These measures must align with both the position description and the organisational goals, values, policies and standards. During the induction process, it is advisable to keep a copy of the position description on hand and be prepared to ask or answer a range of questions. Probationary reviews An induction process should include some very important dates for follow-up meetings known as probationary reviews. These should be conducted using open, honest, two-way communication. During the first two weeks, the employer should meet frequently with the new employee to establish and reinforce a mutual understanding of the expectations and key result areas. During the months that follow, regular probationary reviews serve to develop the professional manager-employee relationship, provide a safe setting for giving and receiving feedback, and allow the employer to assess whether this person fits the work culture and is capable of fulfilling their responsibilities. These probationary reviews should be scheduled at two months, four months, five months and finally at six months, at which time the employer should confirm whether or not the employee has passed their probationary period. Probationary reviews and regular check-ins are very important, not only for positive reinforcement, trust building and tracking key result areas, but also for allowing employers to notice emerging issues or unusual behaviours before they escalate. What if it’s not working out? If you find that your new employee does not fit in with your workplace culture and does not have the right attitude, it is advisable to attend to this during their probationary period. You have the right to terminate the employment arrangement during the probationary period, as long as you are being fair and have applied your HR policies and relevant legislation. However, termination during the probationary period should not come as a surprise! It is very poor practice to allow problems or tensions escalate and say nothing for the entire probationary period, only to then invite the person to attend a meeting on the last day or two of their probation, where you terminate their employment. Best practice is to establish regular check-ins from the get-go, for feedback and performance management. Make sure you take notes of each meeting. For more information, please contact us today.

  • What is procedural fairness?

    By Anna Pannuzzo, WorkPlacePLUS An extended version of this article was originally published in Speak Out Magazine Proper handling of workplace issues “Procedural fairness” is the best practice way of handling workplace conflict. Following procedural fairness is not only ethical, it also helps mitigate business risk. The Courts, WorkCover and tribunals such as the Fair Work Commission will look more favourably upon an employer who has tried to follow best practice standards, such as procedural fairness, when addressing workplace issues and employment matters. Key elements of procedural fairness for workplace issues: ➤ Take staff seriously – respect their questions, concerns, complaints or feedback. ➤ Respond in a timely manner – always address issues without delay, never ignore workplace issues. ➤ Investigate any allegations, concerns or assumptions – do your due diligence, engage in fact-finding, collect evidence, take notes. ➤ Treat the investigation fairly and confidentially – follow the rules of evidence such as relevance and accuracy, and try to remain objective. In some cases, an independent investigator is the best option. ➤ Schedule a meeting and give the employee a chance to prepare – when planning to discuss an important matter, give plenty of prior notice and be transparent about the reason for meeting. Employees must be told about the issue or concern and be given enough information to be able to participate meaningfully in the discussion and decision-making process. ➤ Offer the option of bringing a support person – employees have a right to bring a support person to the meeting e.g. a friend, relative or colleague. ➤ Explain any concerns to the employee – without making accusations or assumptions. ➤ Offer time to respond – employees have a right to respond and to voice their concerns, but they also have the right to take some time to consider their response. ➤ Provide a timeframe for any decisions – discuss and agree on the next steps, which may include scheduling a follow up meeting, investigating further or explaining what’s involved in a performance management process. It is important that employers take care of their employees and comply with their own HR policies and processes, such as their Complaints & Grievances Policy, Performance Management Policy and Code of Conduct & Ethics. Reviewing and revising the key elements of procedural fairness will further support employers to make best practice decisions when issues or concerns arise. For more information, please contact us today.

  • What's in a mental health policy?

    By Anna Pannuzzo, WorkPlacePLUS An extended version of this article was originally published in Speak Out Magazine A workplace mental health policy is an important tool and control measure for preventing mental injury in the workplace and supporting recovery. It provides clear rules and guidance on how a business or organisation manages employee mental health. This could be a stand-alone document or a component of your WHS policy. The 3 main intentions of a workplace mental health policy are: To ensure compliance with relevant legislation, e.g., Work Health and Safety laws, privacy laws, the Respect at Work Act 2022, anti-discrimination laws, etc. To outline your approach to preventing and addressing mental health situations that may be impacted by work related psychosocial risks and hazards. To provide guidance on supporting employee wellbeing and promoting a mentally healthy workplace culture. When developing a mental health policy for your workplace, it is a good idea to start with a charter that recognises the importance of a mentally healthy workplace. Your charter could include commitment statements that reflect your organisations values, for example: • Your commitment to prevention, intervention, recovery and ongoing action • Your commitment to inclusivity, privacy, education and support • Your commitment against mental illness stigma, discrimination and victimisation Another key component of your workplace mental health policy is your strategy. This is the main section of your policy that explains your approach to promoting and maintaining a mentally healthy workplace, including guidance and expectations on how to act in the following scenarios: • Identifying, assessing and controlling psychosocial hazards • Responding to disclosure, reporting incidents, investigating incidents • Mental health emergency management • Making reasonable adjustments to work • Returning to work • Accessing the policy • Communication and consultation • Education and training • Promotion and awareness • Providing support and resources • Monitoring, reviewing and improving the strategy Your workplace mental health policy should also include information on roles and responsibilities, support tools and resources, supporting HR documentation and the relevant HR processes such as risk assessing, incident reporting, making adjustments to working arrangements, making referrals and returning to work. As with any new or revised workplace policy, it is a good idea to consult with an HR professional who can ensure that your workplace mental health policy accurately reflects your workplace culture and complies with current regulations. It is also important to educate your staff on any new or updated policies and address any questions or concerns they may have. ➤ Discover more tools for workplace wellness > For more information, please contact us today.

bottom of page