There have been some changes to pay rates in the Social, Community, Home Care and Disability Services Industry ( SCHADS) Award [MA000100] . The changes apply from the first full pay period on or after 1 October 2025. Download the current 2025 SCHADS Pay Guide > Register in a SCHADS Know Your Award training session > Discover our payroll compliance solutions > Get in touch with WorkPlacePLUS >

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.

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.

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.

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.

Why Psychological Safety Matters Psychological health and safety is vital to creating productive, respectful and sustainable workplaces. Employers have a duty to provide safe, inclusive environments where workers feel valued, supported and protected from harm. Bullying, discrimination, harassment, occupational violence and aggression, and workplace sexual harassment are recognised psychosocial hazards that can significantly impact employee wellbeing, workplace culture and organisational performance. What is psychological health? National Legal Framework for Psychosocial Safety Australia’s legal and regulatory focus on psychosocial health and safety continues to evolve. Employers across all industries are increasingly expected to take proactive steps to identify, manage and prevent psychosocial hazards in the workplace. Respect at Work Act 2022 – Introduced a positive duty on employers to take proactive steps to eliminate discrimination, workplace sexual harassment and victimisation. Secure Jobs, Better Pay Act 2022 – Extended the time limit for sexual harassment complaints from six to 24 months, and empowered the Fair Work Commission to issue compensatory orders. WHS Amendments (2023) – Updated the Model Code of Practice: Managing Psychosocial Hazards at Work, setting out how employers must identify and manage risks to psychological health. Together, these reforms require employers to review their workplace practices, engage employees in consultation, and take meaningful action to prevent harm. These obligations are reinforced by growing regulator scrutiny, workers compensation claims relating to psychological injuries, and increasing expectations around psychologically safe leadership and workplace culture. Victoria’s OHS (Psychological Health) Regulations – Now in Effect From 1 December 2025, Victoria’s new OHS (Psychological Health) Regulations commenced, strengthening employer obligations to identify and manage psychosocial hazards and aligning Victoria more closely with the national model WHS approach to psychosocial risk management. Under the regulations, employers must: Identify and assess psychosocial hazards such as bullying, harassment, job stress, and poor role clarity. Implement and review control measures to reduce psychological health risks. Update WHS policies to include psychosocial risk management. Provide leadership and manager training to ensure supervisors can recognise and address psychosocial hazards early. While these regulations are specific to Victoria, they reflect a broader national shift toward stronger regulation and enforcement of psychosocial risk management. Employers across all jurisdictions should ensure their WHS systems, policies, and leadership capability are aligned with current and emerging expectations. Looking after employees’ mental wellbeing is just as important as preventing physical injuries. Both are essential to building a safe, sustainable workplace. Taking Action – Mentally Healthy Workplace Reviews Employers should take a consultative WHS risk management approach to identifying and managing psychosocial hazards in the workplace, including but not limited to bullying, discrimination, occupational violence, workplace sexual harassment, excessive workloads and poor workplace behaviours. Psychosocial risk management is an ongoing process involving: identifying hazards assessing risks implementing control measures reviewing effectiveness over time or following workplace incidents, complaints or organisational change. How WorkPlacePLUS Can Help WorkPlacePLUS can facilitate a Mentally Healthy Workplace Review for your organisation and support you to meet your employer obligations. We offer various implementation options such as: Outsourced - An experienced WorkPlacePLUS consultant conducts a Mentally Healthy Workplace Review and provides clear, practical and independent support to help identify psychosocial risks, strengthen compliance and improve workplace culture. Empowered – Your managers, supervisors, HR team and WHS representatives undertake our Mentally Healthy Workplace Training, which includes psychosocial risk management, psychologically safe leadership practices, and responding appropriately to psychological safety complaints or claims. WorkPlacePLUS can also conduct an Independent Workplace Investigation into claims related to psychosocial hazards in the workplace, including but not limited to bullying, discrimination, workplace sexual harassment and victimisation. To support employee wellbeing and help address early signs of workplace stress, organisations may also benefit from Employee Assistance Program (EAP) services and broader workplace wellbeing initiatives. Free Download – Psychosocial Hazard Prevention Checklist To support your psychological WHS risk management, WorkPlacePLUS has developed a free Psychosocial Hazard Prevention Checklist. For more information, please contact us today.

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

In all organisations, workplace relationships are critical for the delivery of strategic plans and goals. Unfortunately, when tensions arise, whether between co-workers, teams, or leadership, this can quickly escalate into workplace conflict.   Unresolved conflict not only damages morale and team cohesion, it can also lead to burnout, resignations, and breaches of workplace safety and discrimination laws.   💡 Mediation and facilitated discussions are powerful, proactive tools that can de-escalate conflict, repair damaged working relationships, and prevent costly legal disputes.   Workplace mediation and facilitated discussions   are structured, confidential conversations that offer a safe space for employees to explore the root causes of workplace tension, engage in open dialogue, and work collaboratively toward resolution.   The benefits of mediation and facilitated discussions in the workplace include:   ➤  Risk Mitigation & Legal Compliance : In Australia, mediation and facilitated discussions are recognised and encouraged by the courts as effective means of resolving workplace disputes. Early intervention helps employers meet their positive duty obligations under Respect At Work  and WHS laws.   ➤  Cost Savings : Mediation and facilitated discussions can be cost-effective alternatives to formal legal proceedings. And by addressing signs of workplace conflict early , mediation and facilitated discussion can help minimise disruptions.   ➤  Improved Workplace Culture : Mediation and facilitated discussions   help bridge communication gaps by encouraging open dialogue, active listening, trust and problem solving - vital for team cohesion and retention in high-pressure sectors.   ➤  Employee Empowerment : Mediation and facilitated discussions give employees a voice in the resolution process. Participation is completely voluntary, with the mediator or facilitator acting as a neutral third party who supports the employees to reach an agreement.   ➤  Confidential and Efficient : Mediation and facilitated discussions   are private, structured, and adaptable to each unique workplace, saving time and protecting people’s privacy.   If you notice signs of tension or fractured communication in your organisation, don’t wait for it to become a formal complaint or legal issue. Early, well-managed mediation and facilitated discussions can prevent costly fallout and help restore workplace harmony.   How WorkPlacePLUS can help:    The team of HR professionals at WorkPlacePLUS have extensive experience facilitating mediation and facilitated discussions in the workplace, and they’re certified to perform court-mandated mediation under the National Mediation Accreditation System.  For more information, please contact us today.