Cardiovascular diseases, mental illness, suicide, cancer, back pain and diabetes are some of the top diseases and health burdens affecting men in Australia, according to the Health of Australian Males report by the AIHW. Men who wait too long to address health issues are at further risk of developing severe health complications. Employers can support the health and wellbeing of their staff by promoting a healthy workplace culture and offering routine health assessments. Routine health checks also help to reduce absenteeism and support an aging workforce. 10 tips for supporting men’s health in the workplace: Review your Workplace Health & Safety protocols Offer routine employee health checks Provide educational resources and training programs Promote physical activity to counteract sedentary behaviour at work Encourage employees to take proper breaks and get some fresh air and movement Provide healthy snacks e.g. fruit Offer wellness days or health leave so employees can manage their own health needs Offer an Employee Assistance Program Provide additional support to your aging workforce Offer health checks to employees who are exiting the business Read Tools for workplace wellness > Workplace stress in particular is now widely recognised as a major workplace health and safety risk factor. Leaders and managers play a central role in mitigating the risks of workplace stress and promoting a healthy workplace. Read 5 management tips for promoting a mentally healthy workplace > WorkPlacePLUS offers a number of support services to help you promote a healthy workplace. For more information, please contact us today.

As social media increasingly permeates our lives, the lines between “personal” and “professional”, “private” and “public” have become blurred. A person’s right to freedom of expression may be perceived as inappropriate conduct by their employer or coworker. This can be harmful to a brand, reputation and business relationships, and people can lose their jobs. It is no longer unusual to see media reports of cases where employees are dismissed or forced to resign because of comments or images they posted on their personal social media accounts. Employees typically risk getting into trouble when they post offensive, inappropriate or defamatory comments post controversial or extreme opinions or images tell work they are sick then post photos of their big night out Does your workplace have a social media policy? Employers who take a strict stance on social media conduct may find themselves facing a legal dispute if they don’t have the proper policies and contractual clauses in place. By now, every employer should have an up-to-date social media policy. Review your social media policy regularly, to make sure it stays relevant to today’s online culture, which is perpetually and rapidly evolving. Social media and workplace discrimination Social media posts can be against the law if they harass, bully, racially vilify or discriminate against someone. The Australian Human Rights Commission website warns employers that social media postings can be against the law if they discriminate against, harass, bully or racially vilify a person. “Employers can be held legally responsible for acts of discrimination or harassment that occur in the workplace or in connection with a person’s employment. This can include posts and comments made or circulated on social media. To minimise their liability, employers need to demonstrate that they have taken all reasonable steps to prevent discrimination or harassment from occurring in their workplaces.” ~ Australian Human Rights Commission In the case of Little v Credit Corp Group Limited t/as Credit Corp Group [2013] FWC 9642, Mr. Little used his personal Facebook account to criticise a professional associate of his employer, and to make sexual comments about a new employee. This was a breach of the employer’s policy on appropriate social media conduct. Mr. Little was aware of and had received training about the policy. The termination of Mr. Little’s employment for misuse of social media in breach of the policy was held to be valid. Sometimes social media works in the employer’s favour. This good news story about an employee taking a mental health day went viral . Good to see top management sending a clear message to their employees, encouraging a mentally healthy workplace. In this case, the use of social media resulted in good press for the company. Interesting though, how rapidly the contents of an internal company email went viral via Twitter. Damaging comments about employers, employees or coworkers can go just as viral, with potentially disastrous consequences. Employers can manage the risk of workplace disputes and claims of harassment or discrimination by educating their staff on appropriate conduct on social media. This should include policies and training addressing discrimination and harassment in the use of social media. It is also wise to include policies and discussions around organisational values and avoiding reputational damage. Read Respect & responsibility in the workplace > How do you know whether or not a serious breach has occurred? If you receive a verbal or written workplace grievance, complaint or allegation regarding an employee’s social media conduct, you are obliged to investigate the issue to find out what happened and determine whether a breach has occurred. Read How to spot bullying in your workplace > Whether the investigation is conducted internally or externally, it must adhere to natural justice principles, confidentiality, rules of evidence, legal and policy compliance, and health and safety regulations. These standards help to ensure a fair and equitable process for all and allow your organisation to respond with the appropriate action. WorkPlacePLUS has a team of experienced certified private investigators who provide independent workplace investigations of the highest standard. We assist in mitigating an employer’s obligations under various legislation such as Fair Work Act and Workplace, Health & Safety, while you continue to focus on business as usual. We value continuous improvement, so we also provide follow-up support to implement recommendations and restore harmony and productivity. Read Respect and responsibility in the workplace > For more information, please contact us today.

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 w orker-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 ➤ 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 and private investigators with extensive experience investigating workplace conflict and complaints nationally. We always follow procedural fairness and best practice standards with the utmost sensitivity and professionalism. For more information, please contact us today.

Over the past five years, we’ve seen a surge in claims of work-related stress. More than ever, it is important for employers to support employee wellbeing and promote a healthy workplace culture. WorkPlacePLUS offers practical tools and strategies to enhance your existing workplace wellness program or customise a new one. Choose from our range of flexible options: Employee Assistance Program (EAP) – Our independent EAP supports senior managers, business owners and employees through confidential counselling and education, delivered conveniently via telehealth and teleconferencing. " Wellbeing Day" Onsite Chats – As a component of your workplace wellbeing program, our lead EAP consultant can attend your workplace for a day, to facilitate 1:1 informal "RUOK?" discussions with your staff. Mental Health Policy – Comply with workplace health and safety laws and provide clear guidance to managers and staff by developing a workplace mental health policy, which will include your strategy for prevention, intervention and recovery. Mentally Healthy Workplace Reviews – Take a 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. Staff Wellbeing Survey – A ssess the needs of your employees with a confidential survey, facilitated independently by WorkPlacePLUS. This is a good first step in determining which wellbeing tools are best suited to your specific workplace. Facilitated Group Discussions – Communication is key to workplace wellbeing. Stay connected, reduce stigma and build a culture of peer-support by discussing mental health in a safe setting. Our facilitators are experienced in mediation and counselling. Reflective Practice Program – 1:1 solution-focused coaching, professional development and workplace improvement, designed to build employees' emotional intelligence, confidence and resilience. Mentally Healthy Workplace Training –  Empower your leaders and supervisors to mitigate psychosocial hazards and promote a mentally healthy workplace. Included are discussions on managing psychological safety in the workplace, legislative requirements, prevention , intervention, response, support and continuous improvement. Free Download – Download our free Psychosocial Hazard Prevention Checklist to navigate your psychological WHS obligations. It includes practical steps to prevent harm and foster a mentally healthy workplace.   Flexible Working Arrangements, Workplace Adjustments & Health Leave – WorkPlacePLUS can advise you on providing leave or adjusting an employee’s role, workload or roster to help them meet certain mental, physical or personal needs. Reward & Recognition – Celebrating and valuing your staff for their efforts is a proven strategy for boosting positivity and helping to protect your team from burnout. WorkPlacePLUS can assist with succession planning and developing a recognition program that fits your business model. Routine Health Checks – Health screening can save lives by assisting in the prevention and early detection of health issues such as heart disease and diabetes. WorkPlacePLUS can coordinate onsite health checks for your employees. Workplace wellness programs provide important benefits to both your staff and your business, from improved health and performance outcomes to decreased absenteeism and claims. For more information, please contact us today.

Misconduct in local councils is a persistent problem that demands regular and stronger action Bullying, sexual harassment, discrimination and other misconduct issues continue to challenge local councils across Australia.   Despite years of reform and awareness, investigations by state integrity bodies such as IBAC and VAGO reveal that poor workplace culture, weak governance and fear of retaliation still enable unacceptable behaviours to persist.   Recent reports show: Over one in four local government workers and councillors have experienced workplace sexual harassment in the past year. Bullying and discrimination remain significantly underreported. Misuse of resources, favouritism and conflicts of interest continue to erode public trust.   These risks not only harm employee wellbeing, they also damage council reputation, productivity and community confidence.   Why is misconduct still an issue in local councils?   Many councils have policies, training and procedures in place to prevent and address serious misconduct such as bullying, sexual harassment, discrimination and victimisation, but these tools are often not being used effectively.   Common issues include: Lack of meaningful staff engagement in discussions about workplace behaviour Overreliance on online refresher courses rather than live, interactive training Inconsistent or poorly documented complaint handling Culture of avoidance or fear that discourages reporting Lack of decisive action   Without regular auditing and proactive monitoring, risks can remain hidden until they escalate into formal complaints, investigations or public scandals.   It’s important to be proactive   Serious misconduct such as bullying, sexual harassment, discrimination and victimisation is a psychosocial hazard under Work Health and Safety (WHS) legislation. Like any employer, local councils have a legal duty to provide a safe workplace. Also, councillors and management can be held personally and financially liable for breaching WHS laws.   Councils need to be proactive by identifying, assessing and controlling these risks. The best starting point is an audit or risk assessment that examines organisational culture , leadership practices, complaint handling and psychological safety.   Responding appropriately when issues arise   When complaints, grievances or signs of misconduct emerge, they must be managed promptly, fairly and in compliance with workplace laws. Engaging an independent workplace investigator demonstrates transparency and ensures that investigations are handled professionally, consistently and without bias.   Respect At Work  law reforms and the AHRC’s recent  Speaking from Experience report  outlines key factors needed to help overcome sexual harassment in the workplace, including thorough, unbiased investigations that lead to real consequences and cultural change.   How WorkPlacePLUS can Help   WorkPlacePLUS has supported local councils for over 10 years with managing misconduct and meeting their employer obligations under workplace laws.   Our practical services include: Workplace audits and risk assessments Workplace cultural reviews Independent workplace investigations   WorkPlacePLUS conducts workplace audits to identify and assess psychosocial risks  and support the implementation of effective control measures. Learn more about our psychological safety reviews >     WorkPlacePLUS conducts independent workplace investigations  into issues such as: Bullying and harassment Sexual harassment and discrimination Misconduct and policy breaches Serious complaints and grievances   Our trained investigators go beyond the final report, supporting councils identify root causes and implement lasting improvements. Learn more about our Independent Workplace Investigations >   To discuss how WorkPlacePLUS can help your council prevent misconduct and strengthen workplace culture, please contact us  today. More about the 2020 VAGO survey and recommendations   In 2020, the Victorian Auditor-General's Office  (VAGO) surveyed Victoria’s local councils to find out whether they were providing workplaces free from sexual harassment. In short, the answer was NO.   One in four survey respondents said they had experienced workplace sexual harassment in the last 12 months.   VAGO’s conclusion was interesting:   "Councils have the tools—such as policies, complaint procedures and training—to prevent and respond to these experiences, but they don’t use these tools to their full advantage. As a result, councils rarely engage staff in meaningful conversations about sexual harassment and victims lack confidence to report their experiences."   The three of the main issues were:   Councils weren’t regularly collecting information through surveys or complaint registers to understand the prevalence and nature of sexual harassment in their workplaces. Councils were relying on online refresher courses for training, missing the opportunity to meaningfully engage with staff through face-to-face or live online training. Also, council leaders were not regularly communicating a culture of respect and zero tolerance of sexual harassment. When victims spoke out, councils did not always handle their complaints fairly or effectively. Councils lacked proper complaint documentation and failed to record why they stopped investigating some complaints. VAGO also found examples of councils excusing inappropriate behaviour when staff raised concerns.   VAGO’s audit report provided eleven recommendations to Victorian local councils on identifying and acting on risk factors, regularly collecting data on the prevalence of sexual harassment and the development of regular data collection methodology. All recommendations we made were accepted.   How are local councils tracking now?   What actions are Victorian local councils taking to implement VAGO’s recommendations and ultimately provide workplaces free from sexual harassment? While council meeting minutes are publicly accessible, it is difficult to ascertain whether the appropriate practical measures have been taken.   Local councils can self-audit their compliance with VAGO’s recommendations by reflecting on a range of questions including but not limited to:   Have we reviewed VAGO’s 2020 report lately? Have we conducted a psychological WHS risk management process lately? Have we conducted a cultural review and/or workplace survey recently? Have we reviewed our complaint procedure recently? Are we providing mandatory training on sexual harassment includes face-to-face or live online sessions (in addition to online modules) for all staff and councillors at least once every two years i.e., at least twice per council term?   Local councils may have a lot on their plates, but they still must ensure they are taking all reasonable and proportionate measures to eliminate sexual harassment in their workplaces. Local councils who need focused support in this area will benefit from engaging a professional HR business partner.   WorkPlacePLUS supports local councils to meet their employer obligations and provide a safe, fair and respectful workplace culture. Our HR consultants are trained workplace investigators with extensive experience mitigating sexual harassment. Our services include: Mentally health workplace reviews (psychosocial hazard risk management) Workplace cultural reviews Mediation and facilitated discussions Independent workplace investigations Respect & Responsibility training   Contact officer training And more!   For more information, please contact us today.

When redundancy becomes necessary, it can be a difficult experience for both the employee and the organisation. Employers must navigate legislative requirements while supporting affected team members through a significant life and career change. At WorkPlacePLUS, we understand that effective outplacement is not just about helping someone find a new job,  it’s about restoring confidence, direction, and stability after a challenging transition.   What Is Outplacement and Why Does It Matter? Outplacement is a structured support program or action plan put in place to assist employees in exiting the business and making the career transition from redundancy to new employment as smooth as possible. It provides professional guidance, emotional support, and practical tools to help individuals move forward with confidence. While some organisations offer in-house support, many choose to engage independent specialists to ensure a professional, confidential and best practice process. Engaging an external consultant can also reduce internal pressures and ensure that both legal and psychosocial safety obligations are met. Our Outplacement Program supports a smooth and professional transition for your team WorkPlacePLUS offers a comprehensive Outplacement Program  designed to assist employers in supporting staff affected by redundancy. Each program is tailored to the individual and delivered through a series of one-on-one coaching sessions. Our experienced facilitators work with participants to: Reflect on their career goals and transferable skills Identify suitable job opportunities and target markets Refine resumes and prepare for interviews Optimise LinkedIn profiles and digital presence Rebuild confidence and motivation after job loss This process helps participants re-enter the workforce with clarity and resilience, ready to embrace the next stage of their careers. Partner with WorkPlacePLUS. Our success rate speaks for itself! To date, 100% of participants in our outplacement program have successfully found new roles after completing the program. If your organisation is preparing for change or needs to support employees through redundancy, WorkPlacePLUS can help. Supporting Employers Through Organisational Change Redundancies often occur alongside broader organisational change such as mergers, restructuring or downsizing. Poorly managed change can increase psychosocial risks, damage trust and impact workplace morale. Our HR consultants are change management specialists. We partner with employers to navigate these challenges, ensuring compliance with workplace laws, work, health and safety regulations, and best practice standards for employee wellbeing. By combining strategic change management with compassionate career transition support, WorkPlacePLUS helps organisations manage difficult decisions responsibly and respectfully. To learn more about our Outplacement Program and how we can tailor it to meet your organisation’s needs, please contact us today. Hear from one of our Outplacement Program facilitators A few of our clients have been in the unfortunate position of having to make an employee redundant. This can be an emotional experience for everyone involved. Employers need to consider the best practice and legislative factors around letting an employee go.   Recently, I was assigned to provide change management support and facilitate a comprehensive Outplacement Program for a WorkPlacePLUS client. You may be thinking, “I've heard of placement and onboarding, but I have never heard of outplacement.” Indeed, I have come to realise that many employers are not aware of this important component of the employment cycle. Outplacement is a support program or action plan put in place to assist former employees in exiting the business and finding a new job.   While some organisations may be equipped to facilitate outplacements in-house, most employers prefer to engage an independent change management specialist to facilitate a successful Career Transition Program. Outplacement can be offered immediately upon the employee exiting the business or delivered at a later stage when the employee is in the right headspace.   The Outplacement Program that I recently facilitated was delivered through several 1:1 sessions. Each individual participant was in the stressful transition phase between leaving a job and entering a new role. At the beginning of the program, participants were emotionally stuck due to feelings of rejection, compounded by the instability and uncertainty of being unemployed.   The programs covered everything from career evaluation, targeting the job market, resumes and interview preparation, to assisting candidates to improve their LinkedIn profiles. The aim was to refine employable skills and successfully usher participants back into the job market. However, a key underlying component of my role was to restore confidence and alleviate some of the anxieties that the individuals were experiencing.   The Outplacement Program offered by WorkPlacePLUS is designed to support smooth career transitions and enable  organisations to provide best practice support to employees who are going through a redundancy. Throughout the program, participants engage in reflective practice and career planning, with the benefit of feedback and support from expert facilitators like me!   To learn more and book an Outplacement Program for members of your team exiting the business, contact WorkPlacePLUS today.

Allegations of bullying, harassment, discrimination or victimisation cannot be ignored. Employers face increasing scrutiny under workplace laws, psychosocial safety requirements and duty of care obligations.   Yet many organisations underestimate the complexity, expertise and risks involved in workplace investigations. Common pitfalls include: Lack of neutrality or procedural fairness Breaches of confidentiality Unintended psychological harm Increased legal exposure   Five reasons to engage an independent workplace investigator: Expertise and resources : Many HR professionals are not formally trained in conducting investigations. An independent workplace investigator brings specialist knowledge in investigative processes, legislation and compliance. Efficiency : Investigations are urgent. An independent investigator can focus solely on the matter, ensuring it is resolved promptly and thoroughly without disrupting your important day-to-day operations. Risk management : Workplace investigations carry significant legal, financial and reputational risk. A poorly handled investigation can lead to back pay, compensation claims, penalties and litigation. An independent investigator minimises these risks by following best-practice procedures, ensuring compliance with employment legislation and Work Health & Safety laws, and providing clear, evidence-based reporting. Objectivity : Internal investigations can be compromised by perceived or actual conflicts of interest, particularly if the matter involves senior staff, managers, or colleagues known to the HR team. An independent workplace investigator brings impartiality, applying natural justice and procedural fairness without bias. This transparency not only strengthens the integrity of the process but also increases employee confidence in the outcome and reduces the likelihood of subsequent claims of unfair treatment. Serious allegations and third-party requirements : Complex complaints, potential litigation or insurer/union involvement often require an independent investigator to meet legal and procedural expectations.   Why choose WorkPlacePLUS?   WorkPlacePLUS provides professional, confidential, and unbiased workplace investigations tailored to your organisation’s needs. Our methodology includes: Initial scoping and risk assessment Fact-finding and evidence gathering Review of policies, procedures and documentation Comprehensive, evidence-based reporting Post-investigation debrief and advice   Our senior HR consultants have extensive experience conducting workplace investigations in healthcare, community services, not-for-profits and public sector organisations.   Legal privilege available.   Serious complaints in your workplace? To discuss the next steps, book a free, confidential consultation with WorkPlacePLUS  today.

Fostering a mentally healthy workplace , improving productivity and supporting the retention of valuable employees are just some of the reasons why it’s so important for managers and supervisors to follow best practice when managing employee performance issues.     Poorly managed employee performance issues can expose your organisation to costly risks, including psychosocial hazards and unfair dismissal claims.   What mistakes do employers needs to watch out for when managing employee performance issues?   Here are three common mistakes when managing employee performance, and best practice tips to avoid these mistakes:   1. Failing to Set Clear Expectations Vague or shifting expectations make it impossible to measure employee performance accurately or implement a fair dismissal.   Best practice tips:  Employees must know what’s expected and be empowered to meet those expectations. Communicate measurable goals, link them to role requirements, and document discussions.   2. Waiting Too Long to Act Delaying difficult conversations can allow performance issues and workplace tensions to escalate.   Best practice tips:  Provide timely, constructive feedback and keep clear records. Address concerns early so employees have the opportunity to improve, and you can demonstrate a fair dismissal process if issues persist.   3. Overlooking Legal Obligations When addressing employee performance issues, managers and supervisors must comply with workplace laws and follow procedural fairness. Skipping steps or mishandling documentation can turn a valid termination into an unfair dismissal.   Best practice tips:  Understand your obligations under workplace laws, WHS regulations and any applicable modern awards or employment agreements. Adhere to the requirements regarding warnings, notice periods, and record-keeping.   Following best practice when managing employee performance issues protects your people and your organisation.   WorkPlacePLUS can support employers to follow best practice and reduce common mistakes when managing employee performance issues.   WorkPlacePLUS is an HR outsourcing  service provider. We offer professional HR management services including performance management and workplace dispute resolution. For more information, contact us today.

Compliance Alert: Changes to shutdown or “close-down” clauses in awards As part of the Commission’s 4-yearly review of modern awards, the Fair Work Commission (FWC) has varied 78 modern awards by replacing existing shutdown clauses with a new model term. Shutdown clauses relate to an employer’s ability to direct employees to take a period of annual leave where the employer shuts down all or part of its enterprise, for example over school holidays or the Christmas period. Effective 1 May 2023, impacted employers will need to change the way they implement temporary workplace shutdowns. Some of the 78 modern awards impacted include: Aboriginal and Torres Strait Islander Health Workers and Practitioners and Aboriginal Community Controlled Health Services Award 2020 Ambulance and Patient Transport Industry Award 2020 Animal Care and Veterinary Services Award 2020 Banking, Finance and Insurance Award 2020 Building and Construction General On-site Award 2020 Cleaning Services Award 2020 Clerks—Private Sector Award 2020 Educational Services (Post-Secondary Education) Award 2020 Fitness Industry Award 2020 Health Professionals and Support Services Award 2020 Higher Education Industry—General Staff—Award 2020 Legal Services Award 2020 Local Government Industry Award 2020 Nurses Award 2020 Pharmaceutical Industry Award 2020 Professional Employees Award 2020 Security Services Industry Award 2020 The new model term varies and updates existing shutdown clauses in a number of ways. In summary, from 1 May 2023: Employers must now provide at least 28 days’ written notice of any temporary shutdown period. The written notice could be a shorter period as agreed between the parties, or a longer period if the term preserves an existing longer notice period. Employers may direct employees in writing to take a period of paid annual leave if the employee has an accrued annual leave entitlement, providing the direction is reasonable. Employees can no longer be directed to take leave without pay if they do not have sufficient annual leave or leave in advance to cover the whole period of the shutdown. O nce an employee’s paid annual leave has been exhausted, by written agreement the employee may take unpaid leave or annual leave in advance during the temporary shutdown. It is important for employers to keep up to date with changes to Australian workplace laws and regulations, including any changes to the awards that apply to their employees. Employers must ensure they are meeting their obligations under these instruments. In particular, employers are required to provide notice and consultation to affected employees before implementing temporary workplace shutdowns. The specific requirements, which depend on the size of the practice and the number of employees affected, must also be included in the employment contract. For more information or assistance, please contact us today.

What is a workplace mental health policy? A workplace mental health policy is an important tool and control measure for preventing psychological harm in the workplace and supporting recovery. It provides clear rules and guidance on how a business or organisation manages employee mental health and their Psychological Work, Health and Safety (WHS) obligations. What's the purpose of a workplace mental health policy? The 3 main functions 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. What should my workplace mental health policy include? 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. 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 a range of scenarios. An important aspect of your strategy is identifying, assessing and controlling psychosocial hazards. Learn more > Making sure your policy is clear, compliant and fit for purpose 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 is tailored to your workplace culture and complies with current regulations. ➤ Get professional support with your workplace policies and documentation > For more information, plea se contact us tod ay.

SCHADS Award & Payroll Compliance Under Scrutiny by Fair Work Ombudsman (FWO) The FWO is launching a sector-wide compliance inquiry targeting disability support service providers.   The inquiry will assess whether organisations are meeting their obligations under the SCHADS Award, enterprise agreements and other workplace laws.   It’s crucial that disability support service providers check their employment systems, payroll practices and application of industrial instruments to ensure compliance. Key areas under scrutiny include: Misapplication of SCHADS Award (or EBA) classifications and pay rates Non-compliant roster structures and unpaid overtime Inaccurate or incomplete timesheets Gaps in employment contracts, payroll and HR systems and recordkeeping Potential exploitation of of migrant workers   FWO reviews pose a risk to employers.  Non-compliance with industrial obligations can lead to: Legal penalties or enforceable undertakings Back payments and administrative costs Reputational damage Loss of NDIS funding or accreditation   WorkPlacePLUS has extensive SCHADS Award and industry experience and   provides practical, tailored advice to mitigate the risk of non-compliance. Our  Proactive Compliance Check for the Disability Support Sector provides a practical approach to identifying and resolving compliance issues.   Contact us  to customise a Proactive Compliance Check  for your organisation.

Considerations when implementing organisational change Mergers and acquisitions, restructuring, redeployment, and redundancy are distinct yet interconnected processes that organisations may undertake to improve operations and adapt to changing circumstances. It’s crucial for employers to understand their options and obligations when looking to implement organisational change, right-sizing or downsizing. Key Considerations: Change Management Strategy  - Mergers, 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, redundancy, or M&A activities. This includes providing detailed proposals, allowing reasonable time for consideration, and offering opportunities for employees to provide feedback. Fair Process and Documentation  - During any change , employers must follow proper processes and comply with legislation such as the Fair Work Act. It is important to document all reasoning, decisions, and relevant information related to the organisational change 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 paid their  entitlements up to their last day of employment. Employee Wellbeing - Poorly managed organisational change is recognised as a psychosocial hazard which can harm employee mental health due to uncertainty, stress and loss of trust. Psychosocial hazards expose employers to the risk of psychological WHS complaints and claims. WorkPlacePLUS provides professional change management services. For more information or support , please contact us today.