Culture counts in your workplace A tense or toxic workplace culture puts your organisation and people at risk and often results in: costly mistakes low productivity high staff turnover complaints and grievances health and safety incidents compliance notices from the Fair Work Ombudsman or your industry regulator Attending to the workplace culture should be an integral part of every organisation’s risk management plan, and the board should be regularly updated on all key risks so that they can fulfil their directors’ responsibilities. Are you soliciting feedback from your employees? Workplace cultural reviews are a great tool for measuring staff engagement and assessing an organisation’s cultural climate. The review process allows senior management and the board to proactively identify and mitigate any potential red flags or highlight any common themes that may need to be addressed. Regular cultural reviews can be the catalyst for constructive workplace change and the advancement of workplace relationships, staff engagement, productivity, safety, and performance. WorkPlacePLUS has a qualified team of consultants with extensive experience facilitating cultural reviews and providing organisations an objective perspective of the team culture. There are several ways to conduct a cultural review. WorkPlacePLUS offers a range of delivery options: Online surveys - A practical way to canvas a large group of employees. The subject matter of the review is tailored to your needs. For example, some clients may want to broadly gauge staff engagement, whereas others may want to solicit feedback on specific matters, such as the introduction of new systems or processes. Stay interviews - Confidential 1:1 discussions designed to understand what motivates your employees to come to work each day, how they are supported in performing their roles, and how you can continue to retain them as valued members of the team. Exit interviews - Confidential 1:1 discussions with a staff member who is exiting the organisation, designed to encourage feedback on their experience working in your organisation and their reasons for leaving. It is also their opportunity to raise any organisational issues which contributed to them making the move. Consultations for workplace change – Employee surveys and interviews can be used to facilitate the consultation process of your change management strategy by soliciting feedback on specific workplace matters or projects. Hybrid formats – We can conduct your review using a combination of online survey and 1:1 interview. Each carefully controlled cultural review delivered by WorkPlacePLUS allows employees to provide crucial feedback in a safe and confidential setting, helping to uncover any trends, hotspots or feedback which may need to be considered. WorkPlacePLUS can then support the board and leadership team to identify and implement opportunities for improvement resulting from the cultural review. Employers can also consider a Psychological Safety Review  - This is a formal, consultative WHS risk management approach to assessing your workplace culture, based on current employment legislation and best practice WHS strategies. For more information, please contact us today.

Serious workplace issues such as bullying and harassment, misconduct or discrimination should always take urgent priority for a manager. During the pandemic, many most staff were required to work remotely, these serious workplace issues still occurred. With a growing number of employees working from home, employers and HR managers have the additional challenge of taking both their onsite and remote workforce into consideration. Remember that workplace investigations must adhere to natural justice principles, confidentiality, rules of evidence, compliance, and health and safety regulations. These standards help to ensure a fair and equitable process for all and allow an organisation to respond with the appropriate action. There are some predictable challenges of remote workplace investigations that are reasonably straightforward to address, such as planning ahead to ensure your own privacy and mitigate technical issues with videoconferencing, electronic signatures, transferring files, etc. Other challenges of remote workplace investigations can be more complicated. For example: 🔎 How will you ensure that the interviewee is in a private setting without unauthorised people or recording devices? 🔎 How will you ensure the confidentiality of sensitive documentation? 🔎 How will you obtain and maintain detailed records? 🔎 How will you gather and safeguard physical evidence? 🔎 How will you assess and monitor the remote workplace culture? Read Conflict in the age of Zoom > In general, managing staff remotely requires clearer and more explicit communication of expectations and feedback, and more regular check-ins to ensure staff are coping at home. When it comes to addressing serious issues or complaints, managers who are already stretched to their limits may need to seek support from an experienced and independent workplace investigator. WorkPlacePLUS conducts workplace investigations of the highest standard via video conferencing technology. We can support you to meet your employer obligations under various legislation such as Fair Work Act and Work, Health & Safety, while you continue to focus on your business. Our experienced HR consultants are trained private investigators. For more information, please contact us today.

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.

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.

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.

Important Reminder: Claims of sexual harassment in the workplace require a thorough, independent and fair investigation.   Case Study (FWC Case 2062) :  An employer who rushed an investigation process last year due to the upcoming Easter holiday and an impending organisational change was penalised and criticised by the Fair Work Commission (FWC) for “cutting corners”.   The employee was dismissed in March 2024 following complaints by two other employees regarding inappropriate comments including sexually suggestive remarks and offensive language. The FWC found that the incidents constituted sexual harassment, regardless of the employee's claim that he was merely joking.   Despite confirming the misconduct, the FWC ruled the dismissal unfair because the investigation lacked procedural fairness. Key issues identified included: no efforts to contact a potential independent witness superficial questioning poor interview formats (e.g. telephone interviews for serious allegations) inadequate time taken for the entire investigation and dismissal process the investigator sending a draft to the employer before finalisation the investigation not being genuinely independent   Outcome: The FWC found that the employee’s dismissal for sexual harassment was procedurally unfair due to a rushed and flawed investigation process, despite there being a valid reason for termination. The employee guilty of sexual harassment was awarded financial compensation.   Key Consideration for Employers : Procedural fairness is essential in workplace investigations. Even where misconduct is proven, dismissals may be ruled unfair if the workplace investigation is not thorough and impartial.   How WorkPlacePLUS can help: WorkPlacePLUS has a team of qualified workplace investigators with extensive experience investigating workplace conflict, complaints and serious allegations. We ensure that fair process and best practice standards are followed with the utmost sensitivity and professionalism for all involved.   For more information or to book an independent workplace investigation, please contact us today.