Office romances - what employers need to know Office romances can be risky business. In some cases, the consequences can be severely career-damaging, as you may have seen in recent high profile news stories across various media. While some workplace relationships may be unproblematic, employers need to see the potential red flags and mitigate the risks of inappropriate workplace conduct. Risks, red flags and tips for employers Hierarchy Even when a relationship appears consensual, the power imbalance of a workplace relationship between a supervisor and subordinate can raise the issue of whether the junior employee feels intimidated or pressured to consent. If the relationship goes wrong or ends badly, this could lead to a claim of bullying and harassment, as seen in the drawn-out legal battle between Amber Harrison and Seven West Media. Favouritism When a workplace relationship involves a supervisor and subordinate, is very difficult to avoid the perception of preferential treatment. If co-workers believe that a promotion or reward has been given on the basis of favourtism, this has a damaging impact on workplace culture and may also lead to discrimination claims. Sexual Harassment The biggest risk of workplace relationships is a claim of bullying or sexual harassment. For a remarkably expensive cautionary tale, you don’t need to look any further than the $37 million lawsuit between Kristy Fraser-Kirk and David Jones. Employers must implement appropriate policies and trainings mitigate the risk of sexual harassment and unwelcome conduct. Work Parties Work-related functions, conferences and events warrant a special mention in this article because alcohol consumption increases the risk of sexual harassment in the workplace. Even if the work function is held at an off-site venue or outside of normal work hours, it is still legally considered a workplace, and therefore appropriate workplace code of conduct still applies. Social Media & Out-of-Work Conduct In today’s hyper-connected world, personal relationships can quickly become public via social media. Images, posts, or viral moments shared online can expose private interactions and raise reputational or ethical concerns for employers. Employers may need to assess whether external behaviour impacts the workplace or breaches workplace policies, particularly when it involves senior staff or power imbalances. Respect, Responsibility and Appropriate Use of Power All workplaces should have a code of conduct or set of policies in place to address appropriate workplace conduct, yet these codes can be very difficult to manage. Businesses and organisations who are committed to promoting a workplace culture free from discrimination, bullying and harassment need to demonstrate that appropriate workplace conduct is built on respect, responsibility and appropriate use of power. Read Respect and responsibility in the workplace > Transparency, Conflict of Interest and Culture of Trust When workplace relationships and transparency aren’t managed properly, the fallout can be damaging not just for individuals but for the organisation’s reputation. Two recent high-profile examples include the ColdplayGate scandal oversears and the Super Retail sacking in Australia. Transparency fosters a culture of trust and leaders set the tone. If staff feel issues will be swept under the rug, culture deteriorates quickly. It 's importnant to have clear policies on declaring personal relationships to avoid perceptions of bias or unfair advantage. Whistleblower Protection It's important for employers to ensure safe reporting channels and non-retaliation. Terminating or punishing whistleblowers is not only unethical but exposes organisations to serious legal and reputational risks. Investigations & Fairness Complaints must be handled with procedural fairness, neutrality, and consistency. Learn more about our workplace investigations > How WorkPlacePLUS can help WorkPlacePLUS supports employers with a range of professional services including: Policy Development – Helping businesses craft clear guidelines on workplace conduct, disclosures, and reporting mechanisms. Training Leaders – Equipping managers to respond appropriately when concerns are raised. Independent Investigations – Offering impartial, compliant investigations into workplace complaints. Culture & Compliance Audits – Identifying gaps before they become public scandals. For tailored support and best practice HR advice you can trust, please contact us today.

What is the Aged Care Award pay guide? The Aged Care Award Pay Guide contains the minimum pay rates for full-time, part-time and casual employees in the Aged Care Award [MA000018]. Why is it important to refer to the newest pay guide? Pay rates change from 1 July each year and the Fair Work Commission may make further changes to pay rates throughout the year. To avoid unlawful underpayment, always refer to the newest pay guide. When do changes to pay rates in the Aged Care Award apply? There have been some changes to pay rates in the Aged Care Award [MA000018] . The changes apply from the first full pay period on or after 1 October 2025. Download the current 2025 Aged Care Pay Guide > Discover our payroll compliance solutions > Get in touch with WorkPlacePLUS >

1 in 5 Australians are affected by mental illness, and workplace stress is now widely recognised as a major workplace health and safety risk factor. Under various employment-based legislation, employers have a positive duty to manage the risk of psychosocial hazards and ensure that the working environment does not cause psychological or physical injury or worsen an existing condition. Psychosocial hazards are anything in the design or management of work that can affect an employee's mental health. Employers and managers play a crucial role in promoting a mentally healthy workplace and shedding some light on mental health issues that may be affecting colleagues at work. Your teams will naturally look to you for leadership and support, so it is important to know what support resources are available and how to discuss mental health with your staff. Here are 5 management tips promoting a mentally healthy workplace: 1. Conduct a Mentally Healthy Workplace Review – 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. 2. Educate and have tools ready – Review your organisation's mentally healthy workplace policy , learn about the signs and symptoms of work related stress and mental illness, provide training to your managers, and remind staff about the available support resources, such as an employee assistance program or contact officer . Explore Tools for workplace wellness > 3. Ask if everything is OK and listen – Look out for warning signs that something is off, such as mood, lateness, or a drop in performance; then act promptly and kindly to see if that person needs any support. 4. Arrange a workplace adjustment – For a staff member who is struggling, you can work together to negotiate a temporary adjustment of their role or workload, to help them get through their rough patch. Reasonable adjustments are changes to a job role or workplace that help someone with a mental health condition to keep working, or return to the workplace if they've taken time off. 5. Lead by example and keep the conversation alive – Encourage respectful behaviour by speaking out against gossip; demonstrate healthy work habits, such as taking regular breaks and “switching off” of work emails after hour. Reduce stigma and create a culture of support by discussing workplace wellbeing regularly, in meetings, newsletters and policy reviews . A positive, healthy workplace culture promotes mental wellbeing and brings out the best in people’s morale and productivity. Research also shows that a mentally healthy workplace can, on average, result in a positive return on investment. I f you or someone you know is in need of immediate assistance, call Lifeline on 13 11 14 . Do you have the proper skills and resources to foster the culture of your organisation? WorkPlacePLUS provides integrated human resource services, including tools for workplace wellness to help you foster a mentally healthy workplace. For more information, please contact us today.

Do you know how to spot bullying in your workplace? Workplace bullying is defined as persistent and repeated negative behaviour directed towards another person or persons in the workplace, that creates a risk to health and safety. Signs of bullying in the workplace: Repeated teasing or hurtful remarks. Sexual harassment such as unwelcome touching, sexually explicit comments and unwelcome sexual requests. Intimidation or psychological harassment such as mind games, gaslighting or ganging up on someone. Excluding someone from participating in work activities, or deliberately changing that person’s work schedule to make it difficult for them. Giving someone impossible jobs that can't be reasonable fulfilled, deliberately holding back information they need for getting their work done, or giving them pointless tasks that have nothing to do with their job. Pushing, shoving, tripping or grabbing someone in the workplace. Attacking or threatening a person or people with any object that can be used as a weapon. Initiation or hazing, where a person is made to do something humiliating or inappropriate in order to be accepted as part of the team. Not Bullying: Differences of opinion. Reasonable allocation of work. Reasonable restructuring of teams or timetables. Reasonable management action to direct and control the way work is carried out. Performance management and giving feedback. Reasonable disciplinary action carried out in a reasonable manner. A single incident of unreasonable behaviour is not considered to be bullying, but should not be ignored as it may have the potential to escalate. A supervisor managing poor performance, take disciplinary action, and direct and control the way work is carried out. Reasonable management action that’s carried out in a reasonable way is not bullying. Regular training programs play an important role in educating your staff on respect, responsibility and appropriate workplace conduct. Don’t assume that your managers and teams are aware of the most current policies, procedures and support resources in your workplace. Employees need to be able to discuss different types of behaviours in a safe, educational setting, and they also need understand their options for voicing a concern or lodging a complaint. For more information, please contact us today.

Family and domestic violence (FDV) is a workplace issue. It may be affecting some of your employees. Skip to Paid Family & Domestic Violence Leave > In the years leading up to the COVID-19 pandemic, the FDV statistics in Australia were chilling. One in four Australian women had experienced physical, sexual or emotional abuse by a current or former partner. [1&2] More than half of those women had children in their care. [3] FDV against women was the single largest driver of homelessness for women [4] and contributed to more death, disability and illness in women aged 15 to 44 than any other preventable risk factor. [5] Alarmingly, the lockdown and isolation conditions of the COVID-19 pandemic created an escalation in FDV, with reports that FDV support service providers are struggling to meet the surge in requests for assistance. One of Australia's leading support groups said that two thirds of victims of violence or abuse from domestic partners reported an escalation of attacks, or were victimised for the first time, during COVID-19 lockdowns. If you require prompt confidential support for domestic violence or sexual assault, the national 24 hour hotline is 1800-RESPECT. It’s important for the workplace to be a safe space for staff who are victims of family violence to disclose and receive appropriate support. Are you aware of your employer obligations? Under Respect At Work legislation and Work, Health & Safety (WHS) laws, employers have a duty to proactively manage the risk of FDV in the workplace, including ensuring staff are protected from harm when they are working from home or remotely from another location. FDV can affect an employee's work performance and attendance. Employers need to be aware of the potential discrimination risks, including transferring, demoting or terminating employment of a victim of domestic violence due to a drop in performance or attendance. Skip to Anti-Discrimination Protections   > Paid Family & Domestic Violence Leave The Fair Work Act provides minimum entitlements for employees, including minimum legal entitlements of employees experiencing FDV. Under national workplace laws, workers dealing with family and domestic violence can: take paid family and domestic violence leave request flexible working arrangements, and take paid or unpaid sick or carer’s leave, in certain circumstances. On 27 October 2022, The Fair Work Amendment (Paid Family and Domestic Violence Leave) Bill 2022 passed both houses in parliament. This updates the National Employment Standards (NES). Employees currently or recently subjected to family and domestic violence are now entitled to 10 days of paid Family & Domestic Violence (FDV) Leave per year. FDV Leave is available to employees who have experienced violent, threatening, controlling, or abusive behaviour by a close relative, a member of an employee’s household, or a current or former intimate partner of an employee. The entitlement allows the affected employee to take time off from work to do things necessary to alleviate their situation, such as seeking support, finding safe accommodation, or attending court hearings, without putting their employment at risk. This entitlement applies to all employees, including casual employees and employees under enterprise agreements which already have paid FDV Leave entitlements. Employees have access to paid FDV Leave from the day they commence employment, and the entitlement will refresh every year. Anti-Discrimination Protections Experiencing FDV is now a protected attribute under the Fair Work Act . Effective 14 December 2023 under the Fair Work Legislation Amendment (Closing Loopholes) Act 2023 , it is unlawful to take adverse action (including dismissal) against an employee because they are currently or recently subjected to FDV. In addition, awards, enterprise agreements, policies and processes must not include terms that discriminate against an employee currently or recently subjected to FDV. Employers should ensure their awards, enterprise agreements, policies, processes and monitoring systems are up to date and compliant with workplace laws. It is also important for employers to understand their role in supporting employees experiencing FDV, including practical workplace supports and safety plans. To maintain a safe and supportive workplace, employers should consider the following actions: Monitoring and managing the workplace culture Acknowledging FDV as a workplace issue and educating your staff Establishing clear FDV policies and processes Regularly reviewing your WHS and anti-discrimination processes Implementing practical control measures for worker safety Ensuring staff understand their options regarding leave and flexible work arrangements Providing a contact officer and Employee Assistance Program with safety planning Providing external resources and referrals for additional specialised support WorkPlacePLUS provides services to assist employers in addressing FDV in the workplace, including comprehensive training and development programs . For more information, please contact us today. REFERENCES 1. Cox, P. (2015) Violence against women: Additional analysis of the Australian Bureau of Statistics’ Personal Safety Survey 2012, Horizons Research Report, Issue 1, Australia’s National Research Organisation for Women’s Safety (ANROWS), Sydney; and Woodlock, D., Healey, L., Howe, K., McGuire, M., Geddes, V. and Granek, S. (2014) Voices against violence paper one: Summary report and recommendations, Women with Disabilities Victoria, Office of the Public Advocate and Domestic Violence Resource Centre Victoria. 2. Australian Bureau of Statistics (ABS), 2012. 3. National Crime Prevention (2001) Young people and domestic violence: National research on young people’s attitudes and experiences of domestic violence, Crime Prevention Branch, Commonwealth Attorney-General’s Department, Canberra; and Cox (2015) 4. 55% of women with children presenting to specialist homelessness services nominated escaping violence as their main reason for seeking help. Australian Institute of Health and Welfare (2012) Specialist homeless services data collection 2011-12, Cat. No. HOU 267, Australian Institute of Health and Welfare, Canberra. 5. Based on Victorian figures from VicHealth (2004) The health costs of violence: Measuring the burden of disease caused by intimate partner violence, Victorian Health Promotion Foundation, Melbourne.

We are all responsible for standing up against bullying, harassment, discrimination, violence and victimisation. Under Work, Health and Safety and anti-discrimination laws, employers have a legal duty to provide a safe workplace. This includes protecting employees from physical and psychological harm, preventing serious incidents, and fostering a culture of respect. Fostering respect and responsibility in the workplace has never been more important. Over the past decade, numerous reports have exposed the need to call out and address unacceptable workplace be haviours. For example, the Australian Human Rights Commission’s (AHRC) landmark national inquiry into workplace sexual harassment revealed that it was widespread and pervasive; occurring in every industry, in every location and at every level. From an organisational perspective, such insights pose significant risks to everyone involved, not to mention the fall out cost to the employers through lost productivity, high staff turnover, complaints, litigation, workers’ compensation claims, reputational damage, and toxic work cultures. To mitigate these risks, it’s important for leaders and teams to review the organisational values and code of conduct, and to understand the organisation’s expectations and requirements regarding: workplace safety and respect, workplace communications and behaviours, bystander actions, reporting and disclosure, the proper handling of conflict, complaints and grievances, differing roles and responsibilities, legal considerations, support resources, and more. The 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. The Respect@Work Council and the AHRC recognises ongoing staff education as a key control measure in preventing serious workplace incidents such as sexual harassment. Training programs on sexual harassment, bullying and discrimination should never be a one-fits-all approach. It's important for programs to be targeted to the people in your organisation. For example: Board members, executive management and senior leaders need to understand their governance responsibilities and make high-level decisions on preventing and responding to serious workplace incidents. All employees need to understand the organisational values, rules, expectations and consequences around workplace attitudes and behaviours. Managers and supervisors need to competently role model behaviours, reinforce expectations, call out poor behaviours and normalise discussions about sexual harassment, bullying and discrimination. Contact officers, HR professionals, and WHS representatives need to know how to sensitively and safely triage reports or disclosures and provide appropriate support. WorkPlacePLUS offers an in-depth and interactive training and development program for managers and employees called RESPECT & RESPONSIBILITY. RESPECT & RESPONSIBILITY goes beyond the usual bullying, harassment and discrimination session by promoting your organisational values, effective communication and a positive workplace culture, while providing an understanding of relevant legislation and organisational policies. Our live, face-to-face delivery method is crucial to every organisation’s staff education strategy, as participant questions can be answered in real time and various practical examples can be explored during the training. The team at WorkPlacePLUS has extensive experience delivering training and development programs to businesses and organisations around Australia, from private practices and SMEs to multi-site hospitals, community organisations, and government services. Our facilitators are professional HR consultants. For more information or to book your training program, please contact us today. ► Discover more training programs >

A new law has increased employers' liability for costs in sexual harassment litigation.   The Australian Human Rights Commission Amendment (Costs Protection) Bill stipulates that respondents, typically employers, must cover claimants' legal costs even if only part of their claim succeeds. This is the last of the 55 recommendations from the Australian Human Rights Commission’s (AHRC) 2020 Respect@Work report to be executed.   Previously, employers would only pay costs if they acted unreasonably. This new change to employment law limits respondents' ability to recover costs and broadens the circumstances under which claimants can recover their expenses. This creates a significant risk for employers, as claimants can pursue multiple claims related to a single incident, increasing their chances of recovering costs if they succeed in any aspect of their case.   It's important for employers to proactively address sexual harassment to mitigate claims and comply with their obligations under workplace laws. Mitigation strategies include: Regularly reviewing the workplace culture and conducting WHS risk assessments to identify and prevent harmful workplace behaviours. Providing comprehensive training to all employees on the organisation’s code of conduct. Implementing robust policies and complaint protocols . Managing complaints effectively, including conducting fair, unbiased investigations .   Proactive measures are essential for employers to reduce liability and foster a safe, respectful work environment. For support or more information, contact us  today.

Workplace sexual harassment remains a widespread and damaging issue in Australian workplaces, especially for employees from marginalised communities. The   Australian Human Rights Commission (AHRC )’s recent   Speaking from Experience report captures the powerful voices of over 300 victim-survivors, highlighting what needs to change to create truly safe and inclusive workplaces. The AHRC’s Speaking from Experience  report is   the final Respect@Work recommendation to be implemented. A key message from the report:  Harassment isn't just about individual behaviour. It's about power, culture, and systems that fail to protect those most vulnerable. Contributors to the report described the compounded harm caused when employers ignored their concerns, failed to act, or responded with lengthy, inaccessible policies. Many had more to lose than just a job — including their housing, visa status, and community connections. The report outlines key factors needed to help overcome sexual harassment in the workplace: A people-first approach : Being believed, supported, and treated as a person, not a problem. Cultural safety and inclusion : Recognising intersectional experiences and creating tailored, trauma-informed responses. Clear, accessible reporting processes : Written and communicated in plain English, and available to all workers, not just those in leadership. Accountability : Investigations that lead to real consequences and cultural change. Under the Respect@Work reforms, Australian businesses now have a positive duty  to take reasonable steps to eliminate workplace sexual harassment and related unlawful conduct. For employers, this is more than just a legal duty, it’s about demonstrating leadership and care. WorkPlacePLUS supports organisations to meet their employer obligations with confidence and integrity. Our independent   workplace investigations , Respect & Responsibility training , Unconscious Bias in the Workplace training , mentally healthy workplace reviews and workplace cultural reviews are designed to uncover risks, respond fairly, and foster trust and respect in the workplace. Learn how WorkPlacePLUS can help you create a productive ,safer, more respectful workplace. Contact us today  for confidential support and advice.

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 & CONFLICT MANAGEMENT, designed to help managers and supervisors face staff challenges with confidence. COMMUNICATION MASTERY & CONFLICT MANAGEMENT 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... >

Over the past 12 months, many of our clients acknowledged the power of an honest and brave conversation and engaged WorkPlacePLUS to facilitate a proactive training program on empowering not only managers, but all employees in an organisation to speak their truth in the workplace and further develop their communication strategies. The response from participants was remarkable, with teams feeling motivated and supported to acknowledge areas for improvement and development and recognising that communicating honestly could lead to more trusting and productive work relationships. Other clients, through resolving workplace disputes and grievances, recognised the need for more courageous conversations and implemented individual coaching for managers. Others, through the development of new performance management systems, also embraced the idea of courageous conversations by embedding ongoing, honest and meaningful discussion between managers, colleagues and teams in everyday operations, not just in a performance appraisal. This fresh approach to performance management empowers you to address issues as they occur, supporting and encouraging teams to excel each day, rather than burying your head in the sand until your calendar reminds you to book in that notorious performance appraisal! What is a courageous conversation? WorkPlacePLUS team member Carmen Hurwitz spoke with Richard Aedy on ABC Radio National's This Working Life about why you should train your staff to have courageous conversations at work. Read more... > Courageous conversations are those which you initiate to discuss the issues that you would rather avoid – the ‘undiscussable’. They will often take the most courage and require you to speak candidly and listen openly, and are often the ones that make the biggest impact. They have the capacity to create a pathway to building the relationships, influence and outcomes you want in every area of your life. As workplace investigators, our team of consultants have witnessed many grievances and issues between employees that could have been avoided if the parties were honest about the behaviour or issues that were occurring, as the issues were ultimately due to miscommunication. A courageous conversation will often result in individuals feeling more confident to communicate openly, and gaining insights into workplace relationships and their own behaviour. Don’t wait for an issue to escalate. Invite employees within your organisation to participate in open and honest discussions, and be prepared to not only share, but to listen. These conversations may initially be hard, but practice makes progress and this will support you in developing and maintaining a high performing and committed workforce. ► Discover our Communication Mastery & Conflict Management training module > ► Discover our Facilitated Group Discussions and Mediation Services > For more information please contact us today.

Many organisations recognise and promote their good performers into team leader roles, creating an opportunity to strengthen the organisational culture and loyalty when the right candidate is selected. From our experience, however, very few organisations provide their prospective team leaders with the practical tools and leadership skills to succeed in their new position. This ultimately becomes a costly oversight. If staff performance and risk management are key to your organisation achieving its goals and budgets then training and development should not be an afterthought. Trimming the training and development expense when budgets are under pressure can have a detrimental impact on productivity and mental health in the workplace, with an increase in employee turnover. Increased productivity, reduced employee turnover and promoting a mentally healthy workplace are just some of the many good reasons to provide your staff with proper training. Even the most experienced managers need to keep up with current workplace legislation. Letting this slide exposes your organisation to risk. Reminder: staff should be doing a refresher training relevant to their role every two years In addition, issues associated with the changing landscape of working life post-pandemic continue to present new challenges to managers and supervisors. For example: Communicating to staff about changes in the workplace Managing requests for new, flexible or hybrid working arrangements or roles Managing teams remotely and monitoring engagement Addressing staff concerns e.g. returning to the workplace Addressing complaints or grievances Supporting employee wellbeing Now more than ever, it is crucial to provide your leadership team with good support structures and tools for success. The team at WorkPlacePLUS has extensive experience in facilitating workplace training programs to leaders and teams in Australian workplaces. Our range of practical training programs address areas such as bullying and harassment, performance management, workforce planning, legal compliance, communication strategies and empowering your staff to excel. Directors, managers, supervisors, team leaders and staff all benefit from our specialised interactive trainings, as participants are equipped with the required tools, knowledge and confidence to succeed in their roles. Examples of training and development programs offered by WorkPlacePLUS: SCHADS: Know Your Award Respect & Responsibility (Bullying, Harassment, Discrimination & Victimisation) Mentally Healthy Workplace Workplace Performance Management Training Unconscious Bias in the Workplace Family & Domestic Violence (FDV) Contact Officer Training Communication Mastery & Conflict Management For more information, please contact us today.

Ready to set up your business? The milestone of opening and operating your own enterprise, such as a private practice, brings with it a myriad of responsibilities around running a business and employing staff. A Human Resources (HR) manager would normally be able to ensure that your employment contracts, policies, procedures, documents and recordkeeping are compliant with current employment regulations and legislation. However, most new business owners start by doing their all of their own admin, without seeking professional employment advice. To support private practice owners and small business start-ups, WorkPlacePLUS has developed an Essential HR Toolkit , containing the documents, checklists and policies that you need to set up your practice or business. This HR starter-kit provides the foundation for your HR suite of documentation and requirements. The Essential HR Toolkit is also suitable for established businesses who want to ensure that their HR documentation and processes are compliant with current employment regulations. 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. AI, Social Media, 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.