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.

Employees can sometimes struggle to cope with work-related stressors and/or personal concerns. In today's rapidly changing world, mental health issues in the workplace are also becoming increasingly complex. Providing emotional and psychological support to employees during times of stress or crisis is critical for individual employees’ wellbeing and ensuring the managing of a business-as-usual approach. Employers also have a legal duty to ensure that the working environment does not harm employee mental health or worsen an existing condition. If an employee shows signs of stress or not coping, it's important to intervene early and r emind them about the available support resources, such as an employee assistance program . What is an Employee Assistance Program (EAP)? An EAP is employer-funded support service delivered by an independent provider, which allows your staff to access confidential support for issues that may be affecting their mental health and impacting their attitude, performance or wellbeing at work. An EAP may be a component of your workplace wellness program . How WorkPlacePLUS Can Help WorkPlacePLUS offers a holistic, fully integrated EAP incorporating mental, emotional and physical health education and counselling, designed to confidentially assist your employees with a range of issues in a variety of ways. EAPs delivered by WorkPlacePLUS provide confidential, solutions-focused support to employees experiencing work or personal issues. For example: Organisational change / redundancy Workplace conflict / critical work incidents Managing difficult behaviours (work or home) Natural disasters / disease / trauma Relationship / LGBTQIA+ / family issues Addictions (e.g. drug, alcohol, gambling) Grief / loss / bereavement + more Regardless of whether mental stress is related to work or personal issues, an EAP can provide the critical support that employees may need to proactively address their mental stress before it escalates. An EAP can also support senior managers and business owners, who are under immense strain.   EAPs delivered by WorkPlacePLUS are positioned to deliver innovative, best practice and proactive solutions. Our service delivery model takes into account the four areas of wellness: Psychological Health Physical Health Lifestyle Working Environment For more information, or to activate our EAP program for your workforce, please contact us today.

Employee health and safety can be impacted by a range of potential workplace stress factors, such as high workload poor environmental conditions poor workplace relationships exposure to violence, bullying or harassment and others In addition to implementing control measures such as workplace policies, risk assessments and training, it is best practice for employers to offer their staff a variety of support resources, such as an employee assistance program ( EAP ) and a peer support worker or contact officer . What is a contact officer? Contact officers are people within a workplace who, in addition to their normal job, provide employees with confidential information, options and resources in relation to a workplace issue. Contact officers are a useful resource as they provide employees with immediate access to a confidential, in-house source of information and support. For some employees, it is important to have someone neutral at work to confide in. What is the role of a contact officer? Contact officers are often the first port of call for staff experiencing bullying, harassment, discrimination or family and domestic violence (FDV). The contact officer’s role is NOT to give advice but rather to listen, know the relevant workplace policies and legislation, help the employee understand their options, and know when to escalate an issue to a senior manager or external service. It is not only important that contact officers feel confident in how to safety and confidentially support their peers, but also that they stay current with employment-based legislation and organisational policies that affect the scope and parameters of their role. How WorkPlacePLUS Can Help WorkPlacePLUS provides a number of professional development programs to ensure that contact officers or staff acting in peer support positions have the required skills, knowledge and confidence to fulfil the function of their roles. FDV CONTACT OFFICER TRAINING equips your contact officers with an understanding of how to identify and respond to signs of FDV in the workplace, and how to establish appropriate support. Included in this training program is a review of the relevant legal considerations and workplace protocols, and research-based guidance and strategies from the Victorian Government’s MARAM Framework. EEO, BULLYING & HARASSMENT CONTACT OFFICER TRAINING empowers your contact offers to appropriately respond to disclosures of bullying, harassment, discrimination and victimisation. Suitable for employers, HR managers, leadership teams, contact officers, WHS representatives, and employees stepping into peer support or supervisory roles. CONTACT OFFICER REFRESHER TRAINING provides participants with a current overview of the issues of bullying, harassment, discrimination and family and domestic violence (FDV) in the workplace. Included in this training program is a review of the relevant legal considerations and workplace protocols, and a range of research-based guidance and strategies. As a foundation for new peer support workers and suitable for all staff, RESPECT & RESPONSIBILITY IN THE WORKPLACE is tailored to go 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. For more information, please contact us today. ► Discover more training programs >

Why is HR documentation important? Lack of formal HR documentation exposes organisations to risks such as ⚠️ misunderstandings ⚠️ psychosocial hazards ⚠️ disputes, claims and penalties   Robust human resources (HR) documentation is crucial to support effective business operations and to mitigate of a range of people and workplace risks. Such documentation and protocols include employment contracts, position descriptions, policies, procedures, checklists, recordkeeping and more.   For example:   Employment Agreements:  Like any contract, employment agreements are protect the organisation when things are not working out and there issues. A valid, well-drafted written agreement creates certainty for both parties, formalises the terms of the relationship and reduces the risk of costly disputes by detailing each parties obligations.   Position Descriptions (PDs): Accurate, up-to-date PDs support the performance appraisal process and provide clarity on the expectations for both parties. Lack of role clarity is recognised as a psychosocial hazard that can cause psychological harm to employees and managers. Accurate PDs are also an essential when classifying employees under an award and therefore mitigating the risk of underpaying staff. The penalties for underpaying staff have never been higher.   Workplace Policies & Procedures: Workplace policies and procedures set consistent guidelines and expectations for workplace behaviour, performance standards, managing issues, and compliance with laws and regulations. Lack of formalised policies and procedures exposes employers and their workers to a myriad of risks associated with inefficiency, inappropriate conduct, safety hazards, security breaches and unlawful work practices. It's important to prepare robust, compliant, written HR protocols that are tailored to your own circumstances. It’s also important to review your HR protocols regularly to ensure compliance with workplace laws and regulations.   For assistance or more information, please contact us  today.

In the "Lisa's Little Tips" segment of This Working Life on ABC RN , Lisa Leong asked Anna Pannuzzo why we need rockstars in the office. In short, we do not need ego-inflated demigods in the office. We do need strong candidates with great attitudes who fit the culture of the organisation. But how do we retain high-performing employees?... Listen to the podcast here, which contains practical tips on hiring, onboarding, managing performance and retaining top talent > Hiring for attitude is one of the keys to successful recruitment and retention of top talent. Skills can always be developed, whereas a bad attitude towards tasks, clients, the employer or other staff can cause conflict and a toxic workplace. Another key when it comes to talent retention is awesome leadership and culture. There is a saying that “people don’t leave bad jobs, they leave bad bosses.” There are variations on this, such as “they leave bad managers” or “they leave toxic workplace cultures.” The sentiment is the same. Very rarely do top performers stay in a job just for the money. High-performing employees tend to be loyal to great leaders and awesome workplace cultures. They want their views heard and respected, their achievements acknowledged, and their leaders to be emotionally intelligent with strong communication skills. For more information, training and support, please contact us today. TO ACCESS MORE INTERVIEWS & PODCASTS, VISIT OUR MEDIA PAGE >

Compliance Alert: There have been changes to the Fair Work Act as part of the new Closing Loopholes laws.  Effective 1 January 2025, intentional underpayment of wages is a criminal offence in all jurisdictions of Australia. The financial penalties for criminal underpayment are severe and can include up to 10 years in prison. Small businesses (less than 15 employees) are protected from criminal prosecution if they follow the Voluntary Small Business Wage Compliance Code guidelines. What You Can Do Underpayments often happen because of a mistake or payroll error. This short article explains how to fix an underpayment: Overpayment and underpayment of wages   > To manage your payroll compliance, it’s important to: Review your payroll transactions and award classifications regularly. Review your HR protocols and train your HR and payroll teams whenever employment laws change. Follow the Fair Work Ombudsman’s guide to paying employees correctly, including the Voluntary Small Business Wage Compliance Code.   How WorkPlacePLUS Can Help Employees must be paid at least their minimum pay rates and entitlements. To support you in this area, WorkPlacePLUS offers: ✓   Payroll compliance reviews ✓   PD and classification reviews ✓   Comprehensive SCHADS Know Your Award training ✓   Customised Know Your EBA training Managing your payroll compliance doesn’t have to be an annoyance to tackle on your own. WorkPlacePLUS is here to support you with tailored payroll compliance solutions. For more information, please contact us  today. -- Victorian News On 1 July 2021, it became a crime for an employer in Victoria to: deliberately underpay employees dishonestly withhold wages, superannuation or other employee entitlements falsify employee entitlement records to gain a financial advantage avoid keeping employee entitlement records to gain a financial advantage These crimes are punishable by a fine of up to $218,088 or up to 10 years’ jail for individuals and a fine of up to $1,090,440 for companies. The offences apply to employers and to ‘officers’ of that employer. Which roles are considered ‘officers’ depends on the entity type of the employer, but it generally applies to roles that have significant decision-making responsibilities within a business, such as: directors office holders partners people who may make substantial business decisions on behalf of the employer Wage theft offences involve deliberate and dishonest conduct. Honest mistakes made by employers who exercise due diligence in paying wages and entitlements are not considered wage theft. Employers must provide their employees with at least the minimum pay and conditions outlined in the relevant award, workplace agreement, contract of employment or legislation and keep employee entitlement records. Victoria’s wage theft laws don’t impose new record-keeping obligations on employers. Various pieces of legislation already require employers to keep employee entitlement records, including about allowances, annual leave and long service leave. The wage theft laws make it a crime to deliberately falsify these records or fail to keep them to gain a financial advantage or prevent the exposure of a financial advantage. Download the Wage theft - employer fact sheet > If you have underpaid an employee, you should fix this as soon as possible. For more information or tailored assistance, please contact us today.