A vexatious bullying complaint is a false or groundless accusation of bullying made in bad faith that causes distress, detriment or harassment to the subject of the complaint. Vexatious bullying complaints may not be easy to identify. It is important that employers respond consistently to any bullying complaint by following their organisation’s complaints and grievances process and conducting a procedurally fair investigation. Read What is procedural fairness? > At the beginning of an investigation, the employee making the complaint should be advised of the possible consequences of a vexatious complaint, such as disciplinary action or termination of employment. If they then withdraw their complaint, they should not be victimised, but employers should note a red flag in the workplace culture, signally underlying issues that may need to be addressed. When a bullying complaint is determined to be vexatious, it is important for employers to carefully identify areas requiring further consultation and investigation, such as: signs of bullying behaviour signs of misconduct work, health and safety hazards any other new issues that came to light from the initial investigation In addition, vexatious complaints can have a negative emotional impact on all parties involved. It is important to maintain good communication and remind employees of the available support such as an employee assistance program. Addressing a vexatious bullying complaint can be complicated for an employer, and a perceived lack of independence can pose additional risks. In some cases, engaging an external workplace investigator may be the best option. For more information, please contact us today.

Workplace culture stems from the top. The board are ultimately responsible for setting the strategic direction and the culture of your organisation and the leadership team are responsible for implementing it. Workplace culture directly impacts on employee engagement. Employee engagement represents the level of motivation, satisfaction and connection that an individual has with the organisation. In service industries, measuring staff engagement and assessing the cultural climate is extremely important in achieving client and corporate goals. Attending to the workplace culture should be a regular part of every business or organisation’s risk management plan. A tense, negative or toxic workplace culture puts you and your staff at risk. It can be the breeding ground for costly mistakes, low productivity, high staff turnover, complaints or grievances, and a compliance notice from the Fair Work Ombudsman or your industry regulator. Broadly speaking, there are self-assessing questions that boards should consider on a regular basis. For example: How approachable is our leadership team? Are we modelling the organisational values? Are we listening to our employees? Do we provide our employees with regular feedback, training, recognition and opportunities for improvement? Do we solicit feedback from key stakeholders? Are we fully compliant? It is also advisable that boards receive regular information on various People & Culture metrics, such as staff turnover rate, leave accrual rate, EAP uptake rate, legal/compensation claim metrics and cultural climate metrics. One tool used to measure the cultural climate of an organisation is a workplace cultural review. This is a proactive process designed to understand the values, beliefs, attitudes, and behaviours shared by individuals and teams. Regular cultural reviews can be the catalyst for constructive workplace change and the continuous improvement of workplace relationships, staff engagement, productivity, safety, and performance. Learn more about Workplace Cultural Reviews > The experienced team at WorkPlacePLUS facilitates workplace cultural reviews for organisations and teams in the healthcare, community, and not-for-profit sectors. Our carefully controlled process allows employees to provide crucial feedback in a confidential setting, helping to uncover any trends, patterns or hot spots which may need to be considered. WorkPlacePLUS can support the board and leadership team to work through any opportunities for further action or improvement that were identified by the cultural review. For more information or to book your workplace cultural review, please contact us today.

Under Workplace Health & Safety (“WHS”) business owners, including directors, can be held personally responsible for health and safety in their workplace. For example, Victoria's anti-bullying legislation, known as Brodie's Law, commenced in June 2011 and made serious bullying a crime punishable by up to 10 years in jail. Brodie's Law was introduced after the tragic suicide of a young woman, Brodie Panlock, who was subjected to relentless bullying in her workplace. Her employer and several of its staff were fined under the existing occupational health and safety laws. Brodie’s employer pleaded guilty and was fined $220,000. The company’s owner and three co-workers also pleaded guilty and were fined between $10,000 and $45,000 each. Did you know that 'Bullying and Harassment' falls under Workplace Health & Safety legislation? Bullying and Harassment not only comes under the WHS legislation, but as of 1 January 2014, a worker who reasonably believes that he or she has been bullied at work can apply to the Fair Work Commission for an order to stop the bullying. WHS in each state has its own authority that polices and enforces the WHS legislation. In principle they are about creating a safe work environments. There are two ways of viewing compliance with these WHS regulations: either as a stick, which results from being prosecuted and fined if you do not comply, or as a carrot, where the employer is proactive and communicates with workers, which in turn supports their success and can be a way of retaining staff and maximise productivity. As a business owner/manager/director, you have responsibilities in regard to health and safety in the workplace. You need to ensure that the business doesn't create health and safety problems for your employees, customers or the public. A worker can be a direct employee on full-time, part-time or casual. This can extend to: Apprentices, or anyone with an employer undertaking manual labour, clerical work or otherwise Anyone who is deemed to be working under a contract of service Volunteers A school pupil doing work experience These policies and procedures should provide for the following objectives: To meet your compliance requirements, the employers should takes all reasonably practicable steps to ensure there are WHS policies and procedures in places and that workers have access and are training on these policies. The provision and maintenance of a safe work environment. The provision and maintenance of safe systems of work including safe plant and structures. The safe use, handling and storage of plant, structures and substances. The provision of appropriate information, training, instruction or supervision of all workers to perform their role safely. The identification of any hazards and associated risks at workplaces. The prompt implementation of risk control strategies to eliminate risks. Active participation in raising and resolving WHS issues. WHS risks apply to small business with two workers as was well as large organisations with thousands of workers. The risks can pose physical dangers or emotional distress to workers. The following example outlines the potential risks that may be faced by a small suburban health clinic, and potential mitigating actions: The above-mentioned risks are not comprehensive and should only be used as an example of potential WHS risks that workers can be exposed to. Each employer will have different circumstances and the risks will vary. This highlights the importance of the employer consulting with the workers in matters relating to WHS and also consults with appropriate advisors to ensure risk minimisation. Like all other WHS risks employers need to ensure that they have adequate policies and procedures in place and all staff have been trained and understand the consequences of noncompliance. Don’t wait for an issue to escalate, we encourage employers to participate in open and honest consultations with staff the work place. As the person/s responsible, be prepared to not only share, but to listen. For more information and professional support, please contact us today.

Managing a remote workforce presents a range of leadership challenges and considerations. In the Summer edition of OTA's Connections Magazine, WorkPlacePLUS provides tips to assist healthcare managers in the following areas, which can be particularly challenging when staff members are working off-site or in people's homes: Monitoring Staff Performance Addressing Workplace Conflict Protecting Employee Mental Health The two common threads throughout our management tips for a remote workforce are the importance of knowing the organisational policies and processes, and the importance of regular, transparent, 1:1 communication between supervisors and staff. Even when, ideally, a remote employee demonstrates autonomy and confidence in their own abilities, their supervisor should remain consistent in following the organisational protocols and connecting regularly with each person on their team. Access the full article with management tips for staff working remotely in the Summer edition of OTA's Connections Magazine, via our Media page >

Expanding your team can be an exciting time for your company or organisation, signifying growth and momentum within the workplace. However, before you dive into employing a new staff member, it is important to strategically map out your organisational structure and the roles and responsibilities of the new position. The circumstances by which you take on a new employee will have a financial impact on your business, particularly if issues arise or things don’t work out. The best way to mitigate the risk of costly disputes is to clarify your employment obligations ahead of time, including details related to the job description, employment contracts, policies, procedures and job training. Key considerations before taking on a new employee: Position Description, Advertising and Recruiting Be very clear on the details of the job being filled. Take the time to develop a Position Description which includes the functions and responsibilities you are requiring from this position. In developing your advertisement, you may wish to utilise the Key Selection Criteria, qualifications, skills and attributes that have been set out in the position description. Also, outline the terms of the job (e.g. full time, part time, casual, fixed term, seasonal, etc.) and specify the working days, hours and any special requirements such as Police Check, Working with Children Check, specialised certifications or physical requirements. Discover our Unconscious Bias in the Workplace program > Minimum Wages and Employment Contracts Employers are responsible for ensuring that they meet the minimum wage and employment conditions under various employment laws, awards, enterprise agreements and taxation laws. Failure to comply with all of the requirements may result in fines, penalties, legal costs, negative publicity and possible brand damage. Does your current employment contract comply with the various legislative requirements? Do they include confidentiality and non competition clauses? Read about employment contracts > Process, Documentation and Induction Before your new employee commences work, you should have their signed employment contract, signed Tax File Number Declaration and their Superannuation Nomination form. You may also supply them with a Fair Work Information Statement. Best practices for new employees is to induct them into your organisation, which can mean providing them with a copy of your workplace policies. Read about the must-have policies and checklists for your workplace > Managing Performance Employers and supervisors should meet with the employee and develop the key performance indicators by which their performance will be measured. This should be a constructive process which commences at the employee’s probationary period and provides an opportunity for regular communication. Keeping written records of any issues, incidents, milestones, achievements and discussions will support you in the case of a dispute or investigation. Discover our Performance Management Training > Would you like some support in reviewing your employment obligations before you hire a new staff member? At WorkPlacePLUS, we offer support with onboarding, documentation and employment agreements, full HR reviews of your policies and procedures, performance management and a range of other integrated HR services. Discover your Essential HR Toolkit > For more information, please contact us today.

3 best practice tips for managers Monitoring and maintaining your workplace culture is a key to mitigating organisational risk. Workplace culture can be understood as the norms of your workplace – the ways things are done. This is reflected and reinforced by a range of factors such as organisational protocols, work design, branding, and the behaviours, communication patterns and underlying assumptions of the leadership and staff. A robust work culture helps to protect employee wellbeing and drives staff engagement and performance. Conversely, if cracks begin to form and are not promptly addressed, the damages can be costly and the culture can become toxic. Low productivity, high staff turnover, work injuries, complaints and claims are a few examples of the potential fallout. Read Toxic workplaces | This Working Life, ABC RN + listen to the podcast > Read Poor performance or poor behaviour? | Best Practice, ABC RN + listen to the podcast > Managers and supervisors play crucial role in the day-to-day maintenance of the culture, which requires an in-depth understanding of the organisational values and policies, managing the employee lifecycle, providing employees with training, and protecting employee mental health and wellbeing. Practicing clear, regular communication sits at the core of a manager or supervisor being effective in their role. Here are three best practice tips for managers: 1. Set clear expectations Workplace conflict can be caused by miscommunication, such as unclear roles and expectations , d ifferences in values, goals or communication styles and conflicting priorities. Managers should set clear expectations from day one of employment, and follow up with regular check-ins to discuss achievements, areas for improvement, future objectives any feedback or concerns. The organisation’s process for reviewing performance should be outlined in your performance management policy. 2. Reinforce the organisational policies Workplace policies and procedures help shape the work culture by outlining clear expectations and providing a consistent approach to managing workplace issues. Best practice for new employees is to induct them into your organisation and provide them with a copy of your workplace policies and procedures. But how often do you reinforce the rules? Don’t assume that your staff remember or understand the organisational policies. It is important to provide opportunities for review, especially when changes or updates are implemented. Running a refresher training or info session is the best way to ensure that your staff are well informed. Read The must-have policies for your workplace > 3. Respond promptly to feedback, concerns or complaints Serious workplace issues such as claims of bullying, harassment or misconduct should always take urgent priority for a manager, from the moment you become aware of the alleged issue. Not only are you legally obliged to respond, your employees expect you to put their safety first and take their feedback seriously. When investigating complaints and grievances , it is important to follow procedural fairness, which is this ethical, best practice way of handling workplace conflict. This process includes taking complaints seriously, responding in a timely manner, conducting a fair and confidential workplace investigation, following a communication plan to discuss the matter, giving the parties involved plenty of notice and time to prepare and respond, offering the parties the option to bring a support person, and providing a timeframe for any decisions or further action. Before commencing a workplace investigation, management should consider who internally will conduct the investigation, whether they have the right skills and experience, and whether there are any internal bias which could affect the way the investigation is conducted. As an alternative, hiring an independent workplace investigator may be the most suitable option for some employers. Read How to handle a grievance at work | Best Practice, ABC RN + listen to the podcast > To gain insight on any red flags in the culture, some employers will engage an experienced HR advisor to facilitate a review of the cultural climate. This is a proactive process that helps shed light on the values, beliefs, attitudes and behaviours shared by the people in your workplace, and provides a safe outlet for them to reveal any tensions or concerns. With this information, employers can consider their options for improving the culture. For more information and tailored support, please contact us today.

Mandatory COVID-19 vaccination is becoming the norm for a growing number of Australian workplaces. This creates a new suite of HR considerations for employers, including development and/or review of a vaccination policy. Employers should seek tailored employment relations advice before issuing any vaccine mandate. 3 key actions for employers to consider: 1. Develop a vaccination policy. This will need to include your processes for managing various refusal scenarios, such as for medical/health reasons or for ideological/political reasons, and any potential employment pathways, options or outcomes. Your vaccination policy will also need to cover how you will manage record-keeping and privacy. 2. Consult with your employees. Under WHS laws, employers who are making changes to the workplace to help slow the spread of COVID-19 must consult their workers. Your communication plan should include information about the COVID-19 vaccine, why a mandate may be reasonable and necessary in your workplace, and how you plan to implement your vaccination policy. You also need to give your staff ample opportunity to ask questions and discuss any concerns. Read 4 key strategies for managing workplace change > 3. Keep records. As most healthcare, aged care and disability workers are already required to receive the flu vaccine, employers will be familiar with the importance of keeping accurate and up-to-date staff vaccination records. You will need to consider your privacy policy in relation to these vaccination records, including how you will handle any client or patient requests for proof of vaccination. Read Privacy in the workplace > A tailored vaccination policy is the appropriate way for employers to establish their approach to COVID-19 vaccination and provide clear guidance to your staff on the measures taken to reduce the work health and safety risks relating to infectious diseases such as influenza and COVID-19. Your vaccination policy will usually be a component of your existing infection control policy. It could be a stand-alone document, or it could be linked to other relevant workplace literature e.g. other policies, employment contracts or Enterprise Bargaining Agreements. Your vaccination policy should include: ✏️ Information about your organisation’s vaccination program and implementation plan ✏️ How you will manage communications, record-keeping and privacy ✏️ Your processes for managing scenarios whereby an employee chooses not to be vaccinated ✏️ Employer and employee rights and responsibilities Workplace policies and procedures help shape the work culture and mitigate business risk by outlining clear expectations and providing a consistent approach to managing workplace issues. It is important to provide employees with regular opportunities to review the workplace policies and procedures, especially when changes or updates are implemented. Read The must-have policies for your workplace > Employers planning to mandate COVID-19 vaccination in their workplace should also review their recruitment and onboarding processes to ensure you include the mandatory vaccination of staff (includes contractor, agency staff, volunteers, anyone who attends the workplace) as a condition of employment. For more information and tailored advice, please contact us today.

Communication tips for teams working remotely The workplace as we know is changing and evolving in response to COVID-19, yet some aspects of working life will remain. Even with some staff working from home, some on reduced hours, others on leave, and some making sure they have their 4 square meters of floor space, workplace conflict and tensions will still have the potential to bubble over. As essential workers (i.e. any people who still have jobs!), we seem to be stretching ourselves over and over again to adapt to ongoing changes in the workplace. Whenever there is the potential for increased stress on individuals, conflict and frustration between employees and within teams can rear its head - even online! The best practice process for resolving conflict BC (“Before COVID”) generally flows like this: Attempt to empower individuals to approach the person(s) they are experiencing the conflict with. In a confidential, safe environment, embark on a courageous conversation to raise your concerns, discuss issues and seek an amicable resolution. If the conflict is not resolved, the next steps are to have it resolved internally by someone skilled in facilitating a discussion. If the issues are complex, or if a resolution has not been found, the next step is to engage an external, qualified mediator. How does the process of conflict resolution work within a remote workforce, or DC (“During COVID”)? Employers must not ignore workplace conflict. When staff and teams are communicating via email, phone or video conference, this can potentially lead to misunderstandings, silences or unconsidered messaging. When individuals cannot resolve conflict directly, employers need to support their staff to resolve issues, communicate openly, and find win-win solutions. Tips to promote positive communication within teams when working remotely: Have team meetings to discuss any fears or concerns about working together as a team. Support open communication and have the team set some agreed guidelines and rules of engagement. Agree on guidelines for communication – e.g. email boundaries, expected response times, web meetings etc. Establish regular touchpoints for the team and individuals, to keep everyone engaged and connected. If conflict or frustration occurs: Respond and deal with issues in a timely, fair and thorough manner. As a leader or manager, understand the issues or frustrations arising between individuals or within the team. Facilitate a discussion in a safe online space, ensuring that: – you are using a secure meeting platform, – all parties adhere to confidentiality and do not record discussions, – no unauthorised people are present during meeting, – the facilitator maintains order, code of conduct and enable both parties to have the opportunity to speak freely, be heard and promote active listening. If an internal manager is not able to successfully resolve conflict between team members, it is advisable to engage an independent mediator, who will be able to work with individuals in accordance with best practice conflict resolution methods. As we face the challenges brought by COVID-19, we can also harness the opportunities. This is the time to develop advanced communication skills. Perhaps this lockdown period will be remembered by your team as a time of engagement, trust, openness, empathy, and support. WorkPlacePLUS effectively facilitates group discussions, conflict resolution, mediation, and workplace investigations via video conferencing technology. For more information, please contact us today.

Best practice for new employees is to induct them into your organisation and provide them with a copy of your workplace policies and procedures. Workplace policies and procedures guide various aspects of the business, outlining clear expectations and providing a consistent approach to managing workplace issues. The must-have policies for your workplace are: Code of Conduct a.k.a. “Code of Conduct & Ethics” or Appropriate Workplace Conduct Policy Workplace Health and Safety (WHS) Policy , highlighting any potential workplace risks or hazards. Anti-Discrimination Policy , promoting equal employment opportunity. Privacy Policy, regarding the protection or disclosure of an employee’s personal details. Leave Policy , outlining the guidelines and requirements for accessing leave entitlements. Complaints & Grievances Policy , with options for conflict resolution and employee assistance. Performance Management Policy , outlining the process for performance management, counselling and discipline of employees. IT and Social Media Policy , appropriate use of tech and online platforms WHS Your WHS Policy will be an umbrella for several essential policies, such as: Bullying & Harassment Policy , including sexual harassment. Family & Domestic Violence Policy , including how you will respond to disclosure. Mentally Healthy Workplace Policy , promoting employee wellbeing and providing support. Pandemic Policy, preventing and responding to an outbreak, including infection control. Building Evacuation Policy, including your safety procedure for an emergency evacuation. Mandatory Reporting, notifying the WHS regulator in your jurisdiction of certain health and safety incidents. Anti-Discrimination Disability Access and Inclusion Policy , promoting equal opportunity for people with disabilities. Diversity Policy , promoting gender parity and cultural diversity. Some policies such as Family & Domestic Violence and others may fall under both WHS and Anti-Discrimination policies. Are your policies relevant and appropriate to your particular workplace? You should regularly review your policies and procedures to ensure compliance with current employment legislation. Your policies also need to reflect your unique workplace culture. For example, some workplaces may choose to include policies around Workplace Fatigue LGBTQIA+ Inclusion Vaccination Working from Home Sustainability Smoking, Alcohol & Drugs Use of Company Property As your workplace culture evolves, your HR policies should follow suit. Checklists & Information Sheets To ensure procedural compliance, HR managers should implement checklists. For example: Recruitment checklists Probation checklist Onboarding checklist Termination checklist Pandemic prevention and response checklist Industry-specific checklists (e.g. Aged Care Quality & Safety Standards) Managers also need to provide staff with information, such as an employee handbook including policies, procedures and additional resources. For example: Equal Employment Opportunity Employee Assistance Program Hygiene & Infection Control WHS for Remote Employees Don’t assume that your managers and staff already know the policies and procedures Any time that you review and update your policies and procedures, make sure that all employees understand the changes. Running a refresher training or info session is the best way to ensure that your staff are well informed. WorkPlacePLUS can develop or review your policies and procedures, ensuring that all protocols reflect your unique workplace culture and comply with current regulations. We can also educate your staff on important updates and help to address any questions or concerns they may have. Read about the Essential HR Toolkit > For more information, please contact us today.

The Anti-Discrimination and Human Rights Legislation (Respect at Work) Act 2022 introduced a new positive duty  on employers to prevent and eliminate discrimination, workplace sexual harassment and victimisation in the workplace. This means proactive and meaningful action must be taken to prevent these unlawful behaviours regardless of whether someone has made a complaint.   While these employer obligations have  been in effect since December 2022, the topic returned to the spotlight in 2024 because on  12 December 2023, the Australian Human Rights Commission (AHRC) gained new powers to investigate and enforce employers’ positive duty under the Respect At Work Act 2022 .   The AHRC has identified seven minimum standards which outline what they expect employers to do to satisfy the positive duty. These are:   1. Leadership  Understand your Respect@Work obligations and have up-to-date knowledge about relevant unlawful conduct. Ensure that appropriate measures for preventing and responding to relevant unlawful conduct are developed, recorded in writing, communicated to workers and implemented. Regularly review the effectiveness of these measures and update workers. Be visible in your commitment to safe, respectful and inclusive workplaces that value diversity and gender equality. Set clear expectations and role model respectful behaviour.   2. Culture  Foster a culture that is safe, respectful and inclusive and values diversity and gender equality. Foster a “speak up culture” that empowers all workers (including leaders and managers) to report relevant unlawful conduct. Foster a culture that minimises harm and holds people accountable for their actions.   3. Knowledge  Develop, communicate and implement a policy regarding respectful behaviour and unlawful conduct. Support workers (including leaders and managers) to engage in safe, respectful and inclusive behaviour through education and training. 4. Risk management  Recognise that relevant unlawful conduct is an equality risk and a health and safety risk. Take a risk-based approach to prevention and response. 5. Support Ensure that appropriate support is available to workers (including leaders and managers) who experience or witness relevant unlawful conduct. Ensure that workers are informed about the available support, and can access the support, regardless of whether they report the conduct. 6. Reporting and response Ensure that appropriate options for reporting and responding to relevant unlawful conduct are provided and regularly communicated to workers and other impacted people. Ensure responses to reports of relevant unlawful conduct are consistent and timely. Ensure that the options for reporting and responding to relevant unlawful conduct minimise harm to, and victimisation of, people involved. Ensure that consequences are consistent and proportionate. 7. Monitoring, evaluation and transparency Collect appropriate data to understand the nature and extent of relevant unlawful conduct concerning their workforce. Use the data they collect to regularly assess and improve the work culture, as well as to develop measures for preventing and responding to relevant unlawful conduct. Be transparent about the nature and extent of reported behaviours that could constitute relevant unlawful conduct concerning their workers and actions taken to address it.   Responding to unlawful workplace conduct can be complicated. WorkPlacePLUS can support you to manage the work culture, address workplace issues and meet your positive duty under anti-discrimination and work, health and safety laws. For more information, please contact us  today.

Short answer: Absolutely. A Code of Conduct — sometimes known as a “Code of Conduct & Ethics” or an “Appropriate Workplace Conduct” policy — is more than a formality. It’s a foundational tool for shaping workplace culture, setting behavioural expectations, and meeting legal obligations under Work Health and Safety (WHS) laws. Every Australian employer has a positive duty  to eliminate workplace risks to health and safety, including bullying, sexual harassment, violence, and aggression. A tailored Code of Conduct helps you meet that duty by clearly outlining respectful behaviour, ethical standards, and consequences for inappropriate conduct. Recent events, inquiries, and legal reforms, including changes under the Respect@Work laws, continue to highlight the need for proactive leadership. As we’ve explored in our blog on increased liability for sexual harassment claims , courts now expect more from employers. It’s no longer enough to react after the fact. Having a Code of Conduct is just the start. Ongoing training and development , regular communication, and practical tools are essential to help staff understand and uphold your workplace values. Lived experience stories  also show the human impact of workplace misconduct and why getting this right matters. To prevent serious incidents, it’s crucial to embed your Code of Conduct into every level of your operations. Learn more in our article on responding to serious workplace incidents  and our summary of the 7 standards  that help satisfy your Respect@Work obligations. Need support?  WorkPlacePLUS can help with: Developing or reviewing your Code of Conduct Aligning your WHS policies and documentation Delivering tailored staff and leadership training Conducting independent workplace investigations Let’s work together to create safer, more respectful workplaces. For support developing, reviewing or implementing a Code of Conduct, please contact us  today.

Why is HR compliance regarding contracts and wages important in an allied health practice or multidisciplinary health clinic? Running an allied health practice or multidisciplinary health clinic  comes with many responsibilities — providing excellent care for clients, managing employees, and staying compliant with workplace laws. For practice owners and managers, getting HR compliance right regarding contracts and wages isn’t just good business practice, it’s essential to avoid costly mistakes. What is Allied Health HR Training: Contracts & Wages? The Contracts & Wages training session is part of our Allied Health HR Training Series , designed to give you the practical knowledge and tools you need to manage your practice confidently and reduce compliance risks in the areas of human resources, employee relations, industrial relations and employment law. Our Contracts & Wages training session focuses on HR essentials for practice owners, including legal considerations and compliance risks when it comes to employing staff, paying the correct entitlements and mitigating the headache of avoidable HR and payroll errors. Why This Training Matters To ensure you are paying your workers their correct entitlements, it’s important that practice managers, payroll teams and rostering staff receive up-to-date training. This training  supports participants to navigate key areas of HR and payroll compliance such as: Working arrangements  including contractor vs. employee Wages and entitlements  under the Health Professionals and Support Services (HPSS) Award Employment contracts  and employment agreements Legislative reforms  including changes to the Fair Work Act and modern awards HR and payroll non-compliance can have serious consequences, including back payments, penalties, reputational damage and even legal liability. This training helps you avoid those risks and protect your practice. What You’ll Learn in Allied Health HR Training: Contracts & Wages In this interactive half-day online workshop , you’ll gain: Updates on recent and upcoming changes to employment laws affecting allied health and multidisciplinary clinics Clarity on the difference between employees and contractors Practical guidance on getting employment contracts right A clear overview of the HPSS Award and how to apply it, including common payroll errors and hotspots faced by health clinics Practical case studies to apply your learning to real practice scenarios Who Should Attend? This training is designed for: Allied health and multidisciplinary health   practice owners and directors Clinic and practice managers HR, payroll, rostering, finance, operational and management roles in allied health or multidisciplinary practices If you employ staff in the allied health sector and want confidence that your contracts and payroll practices are compliant, this session is for you. Why Choose WorkPlacePLUS? Delivered by senior HR consultants with extensive allied health sector experience Small class sizes with opportunities to address questions and real scenarios Practical tools and strategies to support your employment, payroll and rostering decisions Clear explanations of complex legal requirements Up-to-date content you can apply immediately in your practice   Don’t wait for a compliance issue to expose your practice. Equip yourself with the right knowledge to manage HR and payroll with confidence. How to Register To register for  Allied Health HR Training: Contracts & Wages head over to our Eventbrite registration page where you can select tickets for yourself and/or your team members. ➤   Next session: All of our 2025 training sessions have ended. Please check back for 2026 dates. ➤   Spots are limited – secure your place in our next session. To register your interest for 2026, please contact us . For more information, please contact us  today. * Some dates are tentative based on registration numbers.