Our 3 top profiling tools and why you should be using them Personality profiling and behavioural science tools are used in the workplace to screen and assess candidates, cultivate top performers and manage, train or coach more effectively, based on behavioural styles. For optimal insight into the people and culture of your workplace, here are our top three profiling tools, which can be either used separately or combined: 1. DISC Behavioural Profiling The DISC behavioural profiling tool is used universally to identify particular behavioural styles and preferred communication styles. It provides data to help you understand your strengths and limitations, and practice behavioural flexibility to bring out the best in communications with other people. Behavioural Styles: D ominance: How we deal with challenges I nfluence: How we deal with people and contacts S teadiness: How we deal with pace and consistency C ompliance: How we deal with constraints and procedures Your CEO may be a busy, fast-paced, "D" personality type who needs you to be very direct in your communication style, whereas a colleague with more of stabilising, quiet, "S" energy may need to ease into a communication or be given time and space to reflect before responding. Using DISC profiling to better understand yourself and others, empowers you to choose and practice the most effective style of behaviour and communication for any given situation. When putting a team together, your ability to read or assess other people’s preferred styles can help you achieve the right balance and diversity for optimal teamwork and productivity. 2. Workplace Motivational Profiling This profiling is based on the theory that there are six potential attitudes or motivators that drive people towards action in the workplace: Theoretical: driven by truth Utilitarian: driven by return-on-investment Aesthetic: driven by beauty and harmony Social: driven by peace and justice Individualistic: driven by leadership Traditional: driven by higher purpose Motivators are strongly linked to people’s values, so these can potentially cause conflict within groups. Within a group of people, if you share common motivators, you will tend to get on really well, but if you have polar opposite motivators, you might find that you clash. Motivational profiling is therefore an invaluable tool for effective team structuring, managing, problem solving and conflict resolution. 3. EQ Emotional Intelligence Profiling EQ profiling focuses on the five pillars of emotional intelligence that reflect your ability to not only understand yourself and others, but to apply that insight to the way you operate and interact. The Five Pillars of Emotional Intelligence: Self Awareness: Awareness of your own moods, emotions, motivators and impact Self Regulation: Ability to control your mood, suspend judgement and think before acting Motivation: Drive to pursue your goals with passion, purpose and persistence Empathy: Awareness of, and acting respectfully towards, other people’s emotions Social Skills: Proficiency in managing relationships, networking and building rapport You may have a high dimension of self awareness but not necessarily have empathy with other people or understand why they do what they do. Or you may be highly motivated but lacking in social skills. EQ profiling allows you to recognise where you may need to develop your competencies, so you can build your EQ, which is one of the most sought after leadership skills. What are the benefits of behavioural, motivational and EQ profiling? For directors, managers and emerging leaders within your organisation, there are many benefits to being able to measure, analyse and understand your own strengths and limitations, as well as those of your team members. These include: Staff engagement and an awareness of each person’s unique value within in the group. Leadership development , individual self-reflection and the opportunity to be coached, using an action plan that is tailored to the individual’s role. Decoding communication issues within an organisation, which is a proactive approach conflict resolution. Behavioural flexibility , gained by the awareness and practice of different communication styles, allowing you to communicate appropriately and effectively with different personality types. Diversity and organisational change , creating or restructuring teams with a balance of different behavioural strengths and energies for an optimally productive and functional workplace culture. Combined group profiling with individual debriefing , allowing leaders to strategically analyse and improve their management styles and empowering teams to understand and leverage their group dynamic. Complex people issues are often caused by differing personalities and communication styles. WorkPlacePLUS offers a range of behavioural profiling services to assist with communication issues, team building and performance management within your organisation. Our executive coaching, professional training programs and conflict resolution services can incorporate behavioural profiling as an effective measurement tool for improving management styles, boosting productivity and cultivating a harmonious workplace environment. Read Building pathways to great leadership > For more information, please contact us today.

Workplace misconduct is a critical issue in Australia workplaces. From the Respect at Work and Set the Standard reports , to current media reports of workplace bullying and sexual harassment, the message is clear: It’s crucial that employers closely examine their workplace culture and implement effective measures to prevent and address serious incidents in the workplace. The Set the Standards report recommends that five key elements should be considered in order to foster a respectful workplace. These can be summarised as: Committed, accountable leadership Gender diversity, equality and inclusion Consistent HR policies and processes including a code of conduct and ethics Independent, unbiased systems of reporting and investigating incidents Proactive risk mitigation to protect staff health, safety and wellbeing In January 2021, Safe Work Australia released national guidance materials on preventing workplace sexual harassment. These resources support employers to meet their WHS duties with practical steps to manage the risks of sexual, violence and aggression in the workplace, including gendered violence, as well as information on how to provide support and a safe environment for workers affected by domestic and family violence. The two overall keys to preventing serious workplace incidents are: Reviewing the workplace systems and culture to identify the hazards and risks, and Ensuring effective control measures. There are many potential control measures that can be considered. According to Safe Work Australia, these can be narrowed down to: Physical work environment and security Safe work systems and procedures Workplace policies, including a code of conduct and ethics Considering and preventing third-party harassment and risks outside the workplace Addressing unwanted, offensive or inappropriate behaviour early Encouraging the reporting of sexual harassment Information, instruction, training and supervision Ongoing risk management by reviewing the control measures The four overall keys to responding to serious workplace incidents are: Following the organisation’s process for managing complaints, which should include being respectful, taking matters seriously and practicing procedural fairness Following the organisation’s disciplinary process where appropriate Providing support e.g. access to an employee assistance program Ongoing risk management by reviewing the control measures Serious workplace incidents should always take urgent priority for a manager or supervisor. Unfortunately, not all employers can afford to redirect their leadership staff away from their day-to-day operations. WorkPlacePLUS supports organisations to prevent and respond to serious workplace incidents, with services such as tools for resolving workplace conflict , Respect@Work risk assessments , training and development programs and more. For more information, please contact us today.

When iPhones and smartphones were launched, this transformed the way we relate to our mobiles and catalysed a significant shift in workplace culture. Nowadays, employees feel increasingly compelled to check their messages, emails and social media accounts. What is your organisation’s policy on staff usage of personal mobile devices? Corporate cultures have adapted to accept and even encourage smartphone usage in the workplace. A study on this topic suggests that “using Smartphones in the workplace can be valuable in three ways: promoting autonomy, strengthening relationships with peers as well as superiors, and improving knowledge-sharing.” [1] In the Health and Disability sectors, however, staff usage of personal mobile devices during working hours may be problematic. In most hospitals, for example, visitors are encouraged to turn off their mobile phones “so they do not interfere with the operation of medical equipment or disturb others” [2] yet hospital staff are noticeably checking their mobile phones at work. Even though many health-related apps are intended specifically for use by health care professionals, a study assessing smartphone usage in healthcare settings found that distractions caused by smartphones have been associated with an increase in procedural failures and clinical errors, as well as a perception of unprofessional behaviours and worsening of professional relationships. [3] In industries where client-centred care and customer service values are paramount, how should managers address this issue? Here are 3 steps to addressing mobile phones in the workplace: 1. Clarify your organisational values and workplace boundaries. What are your client-care standards and expectations? What factors contribute to a secure environment for both clients and staff? 2. Create a new smartphone usage policy, or update your existing policy. Should staff only be allowed to access their mobile phones in designated areas at designated break times? What are the exceptions? What are the consequences of non-compliance? 3. Communicate your updated policies and consequences clearly and respectfully with your staff. Take the opportunity to instil organisational values and address any questions or concerns that employees may have. It is important to continuously review your workplace practices to ensure that you are keeping up with cultural or legislative changes. Read about the must-have policies and checklists for your workplace > For more information and professional advice, please contact us today. 1. Pitichat, Thiraput (2013) "Smartphones in the workplace: Changing organizational behavior, transforming the future," LUX: A Journal of Transdisciplinary Writing and Research from Claremont Graduate University: Vol. 3: Iss. 1, Article 13. Available at: http://scholarship.claremont.edu/lux/vol3/iss1/13 2. https://www.alfredhealth.org.au/patients-families-friends/before-you-arrive/facilities-services-at-sandringham-hospital and http://www.monashhealth.org/page/Can_I_use_my_mobile_phone_whilst_staying_or_visiting_Southern_Health 3. Gill, P. S., Kamath, A., & Gill, T. S. (2012). “Distraction: an assessment of smartphone usage in health care work settings.” Risk Management and Healthcare Policy, 5, 105–114. Available at: http://doi.org/10.2147/RMHP.S34813

By Anna Pannuzzo, WorkPlacePLUS An extended version of this article was originally published in Speak Out Magazine Proper handling of workplace issues “Procedural fairness” is the best practice way of handling workplace conflict. Following procedural fairness is not only ethical, it also helps mitigate business risk. The Courts, WorkCover and tribunals such as the Fair Work Commission will look more favourably upon an employer who has tried to follow best practice standards, such as procedural fairness, when addressing workplace issues and employment matters. Key elements of procedural fairness for workplace issues: ➤ Take staff seriously – respect their questions, concerns, complaints or feedback. ➤ Respond in a timely manner – always address issues without delay, never ignore workplace issues. ➤ Investigate any allegations, concerns or assumptions – do your due diligence, engage in fact-finding, collect evidence, take notes. ➤ Treat the investigation fairly and confidentially – follow the rules of evidence such as relevance and accuracy, and try to remain objective. In some cases, an independent investigator is the best option. ➤ Schedule a meeting and give the employee a chance to prepare – when planning to discuss an important matter, give plenty of prior notice and be transparent about the reason for meeting. Employees must be told about the issue or concern and be given enough information to be able to participate meaningfully in the discussion and decision-making process. ➤ Offer the option of bringing a support person – employees have a right to bring a support person to the meeting e.g. a friend, relative or colleague. ➤ Explain any concerns to the employee – without making accusations or assumptions. ➤ Offer time to respond – employees have a right to respond and to voice their concerns, but they also have the right to take some time to consider their response. ➤ Provide a timeframe for any decisions – discuss and agree on the next steps, which may include scheduling a follow up meeting, investigating further or explaining what’s involved in a performance management process. It is important that employers take care of their employees and comply with their own HR policies and processes, such as their Complaints & Grievances Policy, Performance Management Policy and Code of Conduct & Ethics. Reviewing and revising the key elements of procedural fairness will further support employers to make best practice decisions when issues or concerns arise. For more information , please contact us today.

Are you facing workforce challenges? This two-part article is intended to help you build the right team for your organisation. PART ONE: Choosing Wisely It should go without saying that employing the right team is paramount to the success of your organisation. If you get it right, the result is a harmonious workplace, a high-performing team and most importantly, satisfied clients who are respected and well cared-for. If you get it wrong, the risks and potential consequences can be a nightmare. At best, you may have to deal with low productivity and a toxic workplace culture. At worst, you could face serious complaints and penalties, while jeopardising the safety of your clients and staff. Employers have two important windows of opportunity to hire the right people: The recruitment phase and the probation period. The Recruitment Phase Before you take on a new employee, you should clarify your employment obligations ahead of time, including all of the details related to the job description, employment contracts, policies, procedures and job training. Once you’ve narrowed down your candidates, how do you choose the right person for your team? Hiring For Attitude The most important factor to consider when recruiting a new employee is not qualifications or even shared values. The key to successful recruitment and retention of awesome team members is recruiting for the right ATTITUDE. Conflict within the workplace can be caused by a bad attitude towards clients, the employer or other staff. When recruiting new staff and putting a team together, your ability to read or assess other people’s attitude, personality, motivators and preferred communication styles will help you achieve the right balance and diversity for optimal teamwork and productivity. There are behavioural science tools available, such as personality profiling, that can help screen and assess candidates. Your successful candidate will most likely already have the pre-requisite skills to do the job, and hopefully they have impressed you with their keen and positive attitude towards the job. The first few weeks of employment will determine whether they are a good culture fit for your business! PART TWO of this article discusses the all-important probationary period of employment. Click here to read PART TWO: The Probation Period Cultivating Your Workplace Culture As your workforce grows, remember that hiring great attitudes helps to build awesome teams. There are many proactive steps you can take to ensure you are maintaining a positive workplace culture. For more information, training and support, please contact us today.

Ultimately directors are responsible for the stewardship of the organisation. Dropping the ball by failing to assess and manage organisational risks on a regular basis can result in a range of undesirable consequences such as reputational damage, high leadership turnover, share price decline and potential litigation from various stakeholders, not to mention physical and psychosocial hazards impacting the health and safety of your employees. Management should have effective internal controls such as policies, procedures and systems in place to effectively manage exposure to risk. Such policies and procedures should cover the following: Human Resources – including recruitment policies, conflict of interest, job descriptions, training, performance evaluations, remuneration and disciplinary procedures, investigations of workplace incidents, etc. Risk & Compliance – including regular compliance certifications from responsible officers, breach and incidents registers, risk assessments and rating, etc. Administration & Financial – including job responsibilities, segregation of duties, procedures for key administration activities, reporting relationships, financial authorities and access to assets. Reporting – including regular review of financial and operational reports and controls, preparation responsibility, etc. Systems – including security, system hardware and software, procedures for key activities e.g. procurement, business continuity, etc. The starting point for any organisation is to identify and assess its risk. Generally, the board/ management will conduct a risk assessment to identify the key business risks, assess their probability of occurrence and rate these risks. A risk assessment assists management to focus on the key business risks. It is important for managers to regularly monitor, review these risks and the effectiveness of the internal controls. As a guide, risks can be classified into broad categories, for example: 1. Asset 2. Financial 3. Operational 4. Regulatory/Compliance 5. Reputational For a business with a high reliance and dependency on staff, Human Resources will be a key business risk and most employers would have a range of policies, procedures and systems in place. Employers may also bring in a consultant with subject matter expertise to ensure that they have adequate and effective internal controls. Listed below is a limited selection of internal controls which your organisation may implement for risks associated with Human Resources: Recruitment Policy References to hiring procedures, such as anti-discrimination, legal compliance, police checks, type of employment contracts (full-time, part-time, casual), probationary period if applicable, safety ,induction etc. Remuneration Policy Identifying Fair Work, ordinary pay rates, overtime, time in lieu, providing payslips, submitting withholding tax to the ATO, payment of superannuation, worker compensation, leave and entitlements, etc. Other Human Resources Policies Bullying & Harassment, Workplace Health & Safety, Performance Management, Social Media, Conflict of Interest, Confidentiality, Privacy, Family and Domestic Violence, Ceasing Employment, etc. Read The must-have policies for your workplace  > To ensure the effectiveness of the relevant internal controls, staff need to be aware and regularly trained on the respective of policies, procedures and systems. Compliance with respective legislative requirements should be identified as a regulatory risk for all organisations. For example, the Fair Work Act sets out various obligations for an organisation, such as minimum pay rates, working conditions, unfair dismissal to name a few. In recent times, there have been a number of high profile employers who have received negative media exposure for underpaying staff. This has created a negative impact on their respective reputation, not to mention the potential financial impact. For assistance with your organisation's internal controls, please contact us today.

Under workplace health and safety regulations, an employer’s main responsibility is to make sure that the workplace is safe and does not expose employees to hazards or harm, which can include work-related risks to psychological health. Discover management tips to promote a mentally healthy workplace > SafeWork Australia recognises that mental health can be adversely affected by exposure to prolonged workplace stress-factors such as high job demand, low job demand, poor support, poor workplace relationships, low role clarity, poor organisational change management, poor organisational justice, poor environmental conditions, remote or isolated work, and violent or traumatic events. When stress is high and prolonged, it can lead to work-related psychological harm, such as to depression and anxiety. Work-related stress can manifest and be linked to: frequent unplanned absences including sick leave staff turnover withdrawal and presenteeism, and poor work and poor product quality. In this article, we have chosen to highlight four mental health hazards in the workplace, which reflect some of the common workplace issues that we come across: 1. Poor support Poor support means employees either don't receive, or perceive not to receive, adequate support from their leaders and colleagues. Support can be both emotional and practical. Poor support could look like: poor and/or irregular communications, including not providing clear work goals and organisational updates, not providing adequate information, training or induction to support their work performance, not providing access to additional support such as an Employee Assistance Program , not providing constructive feedback (for example, in performance reviews) so they can improve, not providing the tools and sufficient resources to perform the job. 2. Poorly managed organisational change This occurs when organisational change is poorly managed and communicated. Change can come in various forms such as changes in roles and responsibilities, organisational restructuring, the introduction of new technology or processes, etc. Poorly managed organisational change can be a result of: insufficient consideration of the potential impacts on employees of the change/s, lack of consultation before making a major decision, not providing employees sufficient support during change, lack of regular communication processes with employees, such as regular team meetings. (This can lead to rumours spreading because ‘official’ information isn’t reaching all employees.) 3. Poor organisational justice Poor organisational justice is when people are not treated fairly, or there is inconsistency or bias in the workplace. It’s important to be open about how decisions are made – if employees can’t see what’s happening, they can’t know whether or not people are being treated fairly. Poor organisational justice can look like: applying policies and procedures sometimes but not at other times, unfairness or bias in decisions about how resources, work tasks and shifts are allocated, not providing underperforming employees the support they need to improve, hiring or promoting people for reasons that aren't related to performance or experience, or not using valid selection and consistent recruitment methods. 4. Poor workplace relationships Unresolved conflict or strained relationships between co-workers or with managers lead to mental ill-health. Incivility is one of the biggest causes of problems in workplace relationships. Incivility is inappropriate behaviour such as rudeness, sarcasm and belittling or excluding people. This can be spoken or written. Problems in workplace relationships can mean: workplace bullying, aggression, harassment including sexual harassment, discrimination, or other unreasonable behaviour, poor relationships between employees and/or their supervisors, conflict between employees and/or their supervisors - this can become worse if supervisors are reluctant to act on inappropriate behaviour, employees are not given clear guidelines about how they are expected to behave, a workplace culture that does not discourage disrespectful behaviour. WorkPlacePLUS can support to address mental health hazards in your workplace, which may be caused by issues such as restructuring, bullying & harassment claims, conflict within teams, poor staff engagement, misconduct, leadership issues, staff complaints, toxic workplace cultures, natural disasters and states of emergency, and more. Discover our range of tools for workplace wellness > For more information, please contact us today.

We know that staying at home is helping to save lives, but how is lockdown affecting your mental health? We asked our Employee Assistance Program (EAP) specialist Connie Juross to share some tips and suggestions to help you stay mentally healthy while working from home: Routine & Boundaries – It’s important to find a way to demarcate between work and home life. As much as possible, try to keep to normal sleep/wake times and maintain an exercise routine. Switch on your work mindset by showering and dressing for work in the morning. At the end of your workday, give yourself the signal to switch off by changing into your home clothes. Flexibility for Working Parents – If your kids are currently learning from home, cut yourself some slack – this is not easy! The extra responsibility of supporting your kids with remote learning may bring up emotions or anxiety for some working parents. Communicate with both the school and your workplace to receive support and flexibility. If your routine and work boundaries have gone out the window, please don’t stress. Every day is a new day. Fresh Air & Exercise - Vital for keeping the blues at bay. Replace gym visits and work commuting with walking breaks and simple home exercises (e.g. squats, push-ups, online classes such as Pilates or yoga). If working from home means lots of sedentary time in front of the computer, break up the day with a short walk in the fresh air – preferably 20 minutes in the morning, and again at lunchtime. Involving kids and pets can help minimise cabin fever for everyone. Stay Connected - Humans are social beings. Whether or not you consider yourself introverted or extroverted, staying in touch with family and friends is important for our mental health. Connect with at least two friends a week on a video chat platform like Skype, Zoom, FaceTime, WhatsApp, or Google Hangouts. Just a 10-minute coffee chat up via video conferencing will do the trick, but make sure you can both see each other. Eye contact is one of the keys to meaningful human connection. Limit Exposure to News - It's natural to feel some anxiety about how our lives have changed by the COVID-19 pandemic. However, people living with anxiety and depression may be particularly triggered during this time. Manage your exposure to social media and only read Coronavirus updates from Government sources, at limited times during the day, e.g. 15 minutes at 10am and 15 minutes at 2pm. When chatting daily with colleagues, friends or family, find other positive points to focus on e.g. sharing what you’re grateful for, cooking tips, new projects, even a daily joke. However, do not ignore warning signs such as invasive thoughts or emotions. Talk to someone you trust – a friend or family member, your GP or your EAP provider. Stepping Up as a Remote Manager - Managers, get to know your staff over video conferencing, particularly their communication nuances. Video conferencing has enabled business to continue through the COVID-19 crisis. However, this mode of communication can be fraught with errors, both technologically and regarding communication patterns. Managers will need to be clearer and more explicit in communicating expectations and feedback; more empathetic and flexible regarding what your staff are dealing with at home; and more available for regular check-ins, to help keep your staff on track and ensure that they are still coping. R U OK? - Keep an eye on your loved ones and co-workers. If, for whatever reason, you or your colleague is uncomfortable with video chat, then have a good old-fashioned phone call. Make it 1:1 and be a good listener. “It’s okay to not be okay” but talking about your feelings almost always helps people cope. Make regular check-ins part of your routine, to help maintain a mentally healthy workplace while working from home. If you or someone you know is in need of immediate assistance, click here for 24/7 crisis services within Australia. WorkPlacePLUS offers a holistic, fully integrated Employee Assistance Program (EAP) incorporating mental, emotional, and physical health education. Our EAP’s are positioned to deliver innovative, best practice and proactive solutions. For more information, please contact us today.

The Fair Work Act 2009 requires all employers to keep certain personal information about employees in their employee records. Most organisations also collect and store personal data about their clientele. Any personal information collected in your workplace must be kept secure. A data breach could trigger a range of serious consequences for your organisation and the individuals involved. Do your staff know how to handle personal information? PRIVACY IN THE WORKPLACE is a workplace training and development program designed to educate managers, supervisors and staff on how to manage employee and client records and how to mitigate the risk of a data breach. Included are discussions on Australian privacy laws, your organisation’s privacy and confidentiality policy, employer/employee obligations, and the proper handling of personal information. Throughout this interactive training session, participants will engage in reflective practice, applying their learning to real situations in the workplace, with the benefit of feedback and support from our experienced facilitator. Learning Outcomes Participants will learn: What is privacy and personal information? The applicable privacy laws and industry guidelines Your organisation’s privacy and confidentiality policy Best practice tips and processes for handling and protecting personal information How clients or employees can access or correct their own personal information How to handle a privacy or data breach How to handle common privacy hotspots in your organisation Topics covered 1. Principles of Privacy & Industry Guidelines 2. Managing Privacy in Your Organisation 3. Employer & Employee Obligations 4. Troubleshooting Privacy & Confidentiality Scenarios For more information or to book your training, please contact us today. ► Discover more training programs... >

The Victorian Government has recently announced its plan for “WorkCover Modernisation” to ensure it is financially sustainable into the future and meets the needs of modern workplaces. It is important for employers to be familiar with the changes and ensure that workplace polices and processes are updated accordingly. The WorkCover reforms include: Premiums – The average premium rate will move to 1.8% of remuneration. Establishing Return to Work Victoria – New initiatives will be piloted, designed to improve return to work and prevention outcomes. Return to Work Victoria will also provide injured workers with training and job placement pathways. Eligibility for mental injury claims – Workers who experience stress and burnout will no longer be able to access weekly benefits from WorkCover. Instead, they will be eligible for provisional payments for 13 weeks to cover medical treatment, plus enhanced psychosocial supports and return to work or training pathways. Eligibility for claims lasting longer than two-and-a-half years – A “Whole Person Impairment” of greater than 20% will be required alongside the capacity test for a worker to continue receiving weekly benefits after two and a half years. Planned eligibility changes will come into effect in 2024 and will only apply prospectively. WorkCover will continue to support workers who make claims for mental injuries arising from workplace harassment, bullying and traumatic events, such as those experienced by frontline workers. Prevention is key Return to Work Victoria will support employers to prevent injuries and help them intervene early to address emerging mental health concerns. Please note that under Work, Health and Safety (WHS) laws and the new Respect at Work Act 2022 , employers already have a duty to eliminate or minimise psychosocial hazards in the workplace. It is important for employers to review and update their risk management processes and regularly train staff on the organisations policies and processes. Communicating with your staff Under WHS laws, employers have a duty to consult with their workers on matters that impact their health and safety, such as undertaking risk management processes and decisions, proposing or making changes that may affect WHS, or doing any other thing prescribed by WHS regulations. In addition, whenever you make changes to your workplace policies or processes, it is important to communicate these with your staff. As the employer, you are responsible for ensuring that your communication plan is effective i.e. that your messaging has been received and understood. In this case, it is advisable to: Communicate with your staff both verbally and in writing regarding the changes to WorkCover, any changes to your polices and processes, and any actions you are taking to ensure a safe and healthy workplace. Provide ample opportunity for your staff to ask questions, give feedback or voice their concerns. Keep a record of these communications. WorkPlacePLUS can support you to meet your employer obligations and foster a mentally healthy workplace. For more information, please contact us today.

Workplace change is usually motivated by either a need to adapt, for example to meet new regulatory requirements, to weather the economic climate, or by a proactive vision to evolve and improve. External challenges like the COVID-19 pandemic can have a dramatic impact on a business, resulting in the need to make changes to your business model, such as restructuring or introducing new technology and processes, all of which will have an impact on your employees. We often see clients diving right into implementing workplace change when, all of a sudden, the “change management” conversation crops up as an afterthought with inadequate planning. Factoring change management in too late can cause: a rough transition a lack of advocacy a vague “change” vision overall resistance workplace conflict, and decreased sustainability of the change required There is also the risk of claims and penalties against the employer. Before you dive into any hiring or firing of staff, always review your employment obligations! Regardless of the type of workplace change, having an effective change management strategy not only helps employees adapt, but it can also create stronger bonds between you and your employees by ‘taking them on the journey with you’. Here are 4 key strategies for managing workplace change: 1. Create a “Change Impact Statement” - This will be an important resource for decision-making and communications throughout the process. 2. Communication & Consultation - It is important to consult your key stakeholders by listening to their feelings and ideas, and identifying any personal impact. You also need a good communication plan to supports the change process. This builds trust and will help your staff adapt. 3. Support - The impact of workplace change on the mental health of your employees cannot be underestimated. It's important to make a range of support options available to your staff, such as a contact officer or Employee Assistance Program (EAP). 4. Review - Done well, reviews and self-assessments of your change management strategy will promote continuous improvement of your processes and culture. For more information, please contact us today.

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