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Professional Learning & Development for Management & Leadership There is a difference between managing and leading. Do your managers have the right tools and awareness to drive staff engagement and bring out the best in their teams? BUILDING PATHWAYS is professional development program designed to equip your managers with the skills they need to excel. Throughout the program, participants will engage in reflective practice, applying their learning to real situations in the workplace, with the benefit of expert feedback and support from our facilitators. Learning Outcomes Participants will learn: The aspects of an emotionally intelligent leader The key principles for success How to drive staff engagement How to drive high performing teams How to apply behavioural profiling for advanced management and personal growth Effective communication strategies Strategies for giving and receiving feedback Effective change management strategies The key touch points of employee management Who Should Attend? Managers, supervisors, team leaders and aspiring leaders Topics Covered Organisational Leadership Personal Leadership Leading Teams Managing the Employee Life Cycle Our Personal Leadership session covers DISC behavioural profiling, which is used to identify particular behavioural styles and preferred communication styles. This data helps you understand your strengths and limitations, and practice behavioural flexibility to bring out the best in communications with other people. 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. Registration For more information and bookings, please contact us today. ► Discover more training programs... > ► View or download the WorkPlacePLUS Training & Development flyer > ► View or download the 2022 Tools for Leadership Development flyer >

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: Dominance: How we deal with challenges Influence: How we deal with people and contacts Steadiness: How we deal with pace and consistency Compliance: 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.

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. 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. "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." 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. 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 > For more information, please contact us today.

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. Remember that the circumstances by which you take on a new employee will have a financial impact on your business, particularly if issues arise or if 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 all of the details related to the job description, employment contracts, policies, procedures and job training. Here are the main factors you may need to consider before you take on that 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. 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 > Read about enterprise bargaining agreements > 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, such as: Bullying & Harassment Policy Code of Conduct Use of IT and Social Media Policy Confidentiality Policy Workplace Health and Safety Policy, highlighting any potential workplace risks or hazards. 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. Read about performance management > WorkPlacePLUS Director Anna Pannuzzo spoke with Richard Aedy on ABC Radio National's This Working Life about poor performance versus poor behaviour. Read more... > 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. Read about your Essential HR Toolkit > For more information, please contact us today.

You could argue that workplace compliance is a two-way street between the employer and the employees, each party being responsible for knowing and understanding the current employment obligations and requirements. Employers are primarily responsible to ensure that they comply with the myriad of legislation and regulations around employing staff. By the same token, employees need to understand their legal rights and take the time to properly review and understand their employment contracts and the organisation’s policies. At the end of the day, however, the onus is on the employer. So are the risks. Ultimately, Directors or Senior Executives have the key responsibility of complying with the legal and regulatory requirements of running a business or organisation. Such legal and regulatory requirements related to employing staff include: Fairwork Act 2009 Sex Discrimination Act 1984 Disability Discrimination Act 1992 Australian Taxation Office – PAYG and Superannuation Guarantee Workplace Health and Safety Act AWARDS Workplace Agreements Not meeting your obligations can result in criminal sanctions, civil sanctions, disqualification, penalties and commercial consequences. Ignorance is no excuse. In two separate cases within the Australian Aged Care Industry, for example, companies have had to pay millions of dollars in compensation for inadvertently underpaying their workers: In addition to reimbursing their workers a combined total of $2.5 million, the first company was fined $200,000 by the Federal Court, regardless of the fact that the underpayments were not deliberate.[1] The second company unintentionally breached 24 separate industrial instruments and had to reimburse their workers $4.8 million.[2] These cases are a reminder that a small error unnoticed over time can result in severe consequences. How often do you review your HR and IR processes and controls? Can you afford to not to comply? Employers can mitigate their employment obligation risks by consulting with an experienced Human Resource advisor who can implement various support tools. A Human Resource and Industrial Relations specialist can help you ensure you are complying with employment contracts, implementing Human Resources Policies and Procedures and maintaining accurate recordkeeping. At WorkPlacePLUS, we offer risk mitigation services, full HR reviews of your policies and procedures and independent workplace investigations for when an issue arises. To discuss how we can assist your organisation, please contact us today. 1. $200,00 penalty for $2.5 million underpayment 2. $4.8 million back-pay for thousands of aged-care workers after overtime pay error

Speech Pathology Australia (SPA) is the national peak body for speech pathologists in Australia, representing more than 14,000 members. WorkPlacePLUS is SPA’s workplace relations partner and preferred human resources and industrial relations (HR/IR) provider. Since 2015, SPA has engaged WorkPlacePLUS to advise and support SPA members on HR management, industrial relations and employment matters. WorkPlacePLUS can provide outsourced HR support when you need it. Whether your needs are short or long term, WorkPlacePLUS is available to assist with all your HR requirements. We can partner with you to: Develop strategies and processes to prevent and respond to workplace issues Comply with various employment regulations and mitigate risk Deliver practical business outcomes Address complex HR issues so that you can focus on the everyday business operations of your practice WorkPlacePLUS provides support, assistance and resources for a broad range of workplace matters, for example: Developing and implementing your practice’s HR frameworks Developing or updating policies and contracts Filling in when your HR manager on long service or parental leave Conducting a payroll audit and attending to Fair Work issues Conducting management and supervisor training Facilitating difficult discussions and internal communications Addressing serious incidents e.g. bullying and harassment Conducting an independent workplace investigation Managing a significant change project e.g. restructuring Improving staff performance and engagement Monitoring and improving the work culture WorkPlacePLUS also offers a fully integrated Employee Assistance Program (EAP) and additional tools for workplace wellness. Since 2013, WorkPlacePLUS has developed a sound reputation for providing flexible, practical, cost-effective solutions and excellent customer service to Australia’s allied health sector. The experienced team of consultants at WorkPlacePLUS are skilled and accredited workplace investigators, mediators and HR generalists. They are professional, unbiased, and independent of your practice’s internal issues. SPA Member Benefits with WorkPlacePLUS Educational Resources SPA members can access member-only resources provided by WorkPlacePLUS including HR/IR updates, compliance checklists, educational articles, e-Learning modules, webinar recording and podcast recordings. Some of these resources may be time-sensitive and subject to changes. Workplace Relations Advisory Line WorkPlacePLUS has established a workplace relations advisory line for SPA members. SPA members can access an initial complimentary phone consultation of up to 30 minutes. The advice provided is general in nature and can assist your decision-making for matters affecting your practice, such as: pay rates, awards, leave & entitlements employee & contractor agreements hybrid & flexible working arrangements HR policies, systems & processes performance management + more... To activate this member benefit, please call Anna on (03) 9492 0958 or email anna@workplaceplus.com.au. Please have your member number handy. Discounted Rates If you require tailored advice for specific issues, WorkPlacePLUS can provide a cost estimate for you to review. SPA members receive a discount on WorkPlacePLUS standard consultancy rates. Contact For more information, please contact us today.

When iPhones and smartphones were launched over a decade ago, it transformed the way we relate to our mobiles and catalysed a significant shift in workplace culture. Nowadays, employees feel increasingly compelled to check their Facebook accounts, personal email, Instagram, Twitter and the list goes on. 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

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.

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 training module > ► Discover our Facilitated Group Discussions and Mediation Services > For more information please contact us today.