Nov 28, 2023
It’s not uncommon for team members to return from the Christmas break with a fresh perspective and new resolutions, which sometimes include contemplating a change in their professional lives.
Here are some friendly and approachable tips for retaining your team over the Christmas break to help you keep your team intact and motivated in the coming year.
Before everyone heads off for their well-deserved break, take the time to provide constructive feedback and conduct performance reviews. This not only gives employees a clear understanding of their strengths and areas for improvement but also shows that you value their contributions. It sets a positive tone for the new year, making employees feel acknowledged and motivated to continue their hard work.
Salary and compensation are significant factors that influence an employee’s job satisfaction. If you’ve promised a remuneration review, ensure it happens before the Christmas break. If adjustments are made, communicate them transparently, explaining the rationale behind the decisions. Demonstrating a commitment to fair compensation goes a long way in fostering trust and loyalty among your staff.
If there were projects, promotions, or other commitments promised to be completed by the end of the year, make sure you follow through. Employees may feel disheartened if assurances are left unfulfilled. By delivering on your promises, you reinforce a culture of accountability and reliability, reassuring your team that their efforts are valued and respected.
As the year comes to a close, share your vision for the upcoming year with your team. Discuss exciting projects, potential opportunities for growth, and any changes in the company’s direction. Creating a sense of anticipation can boost morale and keep employees engaged during the break. When they return, they’ll be excited to be part of the business plan you’ve outlined.
While the holidays are a time for relaxation and rejuvenation, they’re also an opportunity to reflect on work-life balance. Encourage your employees to take a break, recharge, and spend quality time with loved ones. A healthy work-life balance contributes to job satisfaction and, in turn, reduces the likelihood of post-holiday resignations.
By proactively addressing these points, you not only create a positive work environment but also increase the likelihood of retaining your valuable team members. The key is to show appreciation, provide clarity, and set the stage for a successful and fulfilling new year.
Contact our team to plan your business needs in 2024 on 1800 868 254 or set up a meeting.
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Nov 27, 2023
It’s a busy time of year with lots to do in preparation for end-of-year shutdowns, additional leave, and an increase in customers or requests from clients in the lead-up to the holiday season. With everything going on, it can be easy to simply book a venue and send out the invitations. However, there needs to be careful consideration and planning to ensure it’s a fun and safe event for everyone.
Here are five things to consider when planning your work Christmas party:
Whether you’re hosting a Christmas party on your premises or choosing an off-site venue, you’ll need to conduct a risk assessment. Have a plan to identify, assess, control and review Christmas party hazards before, during and after the event.
Some common Christmas party risk areas include alcohol consumption, transportation to and from the event, employee behaviour, venue accessibility and activities or games happening during the event.
Your employees must also be aware of their responsibilities during festive season events. While a Christmas party is typically a more relaxed environment, it’s still a work event. The usual rules around harassment, discrimination and social media use still apply to ensure everyone has a safe and enjoyable time. Communicate these expectations early with your teams so everyone understands the expectations.
Planning your Christmas party is a good reminder to review relevant workplace policies, such as your code of conduct, drug and alcohol, health and safety, anti-discrimination and harassment, social media, and grievance handling policies.
Revisions to the Sex Discrimination Act at the end of 2022 placed a legal obligation on employers to eliminate sex-based harassment connected with work – including Christmas functions. So, if you haven’t updated your relevant employment policies, now is the time to do so.
It’s your responsibility to ensure you meet your WHS requirements and other legal obligations, such as responsible service of alcohol and accessibility during your Christmas event. Employers have a duty of care to their employees’ health and safety that extends to third-party venues hosting work-related functions.
Consider including vouchers or reimbursement for taxis or public transport in your Christmas party budget. Helping employees safely get to and from the event contributes to a positive workplace culture and overall wellbeing.
Some local councils offer vouchers or subsidies for businesses to help with the cost of providing transport for workplace Christmas parties. Check to see what’s available in your local area and communicate in advance that vouchers or reimbursements will be available, along with party start and end times, so that staff can plan accordingly.
If you plan on having a bar tab or providing drinks, set a clear end time for the tab and include plenty of non-alcoholic options. The rise in zero-alcohol beer and spirits over the last few years coincides with a decline in alcohol consumption, particularly among young adults. This means it’s easier than ever before to serve alcohol-free beverages while still enjoying the festive spirit.
Whether you’re planning a sit-down meal or finger food during the event, it’s important to have enough food to go around. Your venue or caterer will be able to guide you on how much food is needed based on the duration of the party and how many people will be attending.
While there’s a lot to plan and prepare for, end-of-the-year Christmas parties are about having fun. Why not think outside the traditional cocktail party or dinner and incorporate an activity or experience? For any team members who don’t celebrate this time of year, you could provide time in lieu or offer another option so everyone feels included.
It’s also a perfect opportunity to take stock of the year, recognise significant achievements, and set intentions for the year ahead.
These tips aren’t just good for Christmas parties, keep them handy for any work functions you have throughout the year.
Contact our team to discover how you can have a fun, safe holiday season on 1800 868 254 or set up a meeting.
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Nov 13, 2023
As leaders and policymakers realise the importance of taking care of employees’ mental and emotional safety – not just their physical safety – investing in a workplace culture prioritising wellbeing is quickly becoming paramount.
Before delving into how to create a culture of wellbeing, let’s start by understanding what workplace wellbeing is.
Wellbeing includes physical, mental, social, and emotional health. It’s a state where we are happy and satisfied – we feel good about ourselves and the world around us. It doesn’t mean we live stress-free lives; it means we are equipped to effectively navigate life’s everyday challenges, both personally and professionally.
Full-time employees spend around 20% of the year in the workplace. That’s a significant amount of time away from family and friends, so it’s important your employees feel valued and mentally safe when they are at work.
Poor employee mental health costs Australian businesses billions of dollars every year in lost productivity and is the leading cause of absenteeism. While the economic figures are staggering, there’s also the human cost to consider. With one in five adult Australians experiencing some sort of mental illness in the previous 12 months, organisations that prioritise workplace wellbeing can take an active role in helping employees create healthy and balanced lives.
A workforce with high levels of wellbeing is more engaged, productive, and motivated. It also tends to have lower absenteeism rates and greater loyalty to the organisation. When employees feel their wellbeing is valued, they are more likely to contribute their best to the organisation’s success.
Workplace wellbeing is more than acknowledging awareness days and providing a weekly free lunch. It’s a strategic leadership commitment to fostering a culture that sets the tone for the entire organisation. It’s a commitment that shows employees they are valued and that there are policies, systems and supports for physical, emotional and mental wellbeing.
These could include policies on reporting and handling bullying or harassment claims or rules about contacting employees after hours. The policies you set for your workplace will be unique and should include any relevant legislation for your industry and be guided by input from your employees.
Once you’ve committed to workplace wellbeing, consult with your employees to find out what’s important to them and what issues they’d like to see addressed. You can send out a survey or use a tool like the NSW Government Workplace Wellbeing Assessment to gather feedback.
These insights will help you form an action plan to find the tools, resources and supports that meet your needs.
Fostering a culture of wellbeing is not solely the employer’s responsibility. Employees must take ownership of their wellbeing as well. You can encourage employees to actively participate in wellness programs, take advantage of available resources, and make healthier choices in their daily lives.
Open and transparent communication is key to fostering a culture of wellbeing. Regular updates, workshops, and feedback mechanisms can ensure that employees are informed and engaged.
Creating a mentally well workplace won’t happen overnight. It’s a long-term commitment to changing your organisation’s culture and mindset. Building a supportive community within the workplace is crucial for employee wellbeing and takes time, but it’s worth the investment.
Don’t be afraid to reach out for assistance. Cultural change isn’t a simple task; bringing in outside support can make the process easier and more effective for everyone.
Ongoing analysis will help you measure results over time. These metrics could include improvements in employee satisfaction, reduced absenteeism, and enhanced job performance.
As more emphasis is put on creating a culture of wellbeing in the workplace, it’s becoming more than just a nice-to-have or box-tick idea. Prioritising employee wellbeing is now a strategic advantage and the future of work. It benefits your organisation and employees, reducing operational costs and creating an environment your employees genuinely enjoy.
If your organisation is registered in the Albury LGA, you can access 12 months of AI-powered chat-based mental wellbeing for your employees at no cost to you. Registrations for the Albury Regional Mental Health Initiative are open until 20 December.
Contact our team to discover how you can incorporate workplace wellbeing within your organisation on 1800 868 254 or set up a meeting.
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Sep 15, 2023
So, in essence, a good new team member induction process can bring numerous benefits to any business. From faster integration and improved retention to enhanced communication and engagement, it can set new team members up for success and help them feel welcomed and supported within the business. Additionally, it can improve overall performance and contribute to a positive brand image for the business.
If you need any HR advice or help with your HR documentation, please call us on 1800 868 254 or email your questions to info@totalhrm.com.au.
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May 02, 2023
‘Governance encompasses the system by which an organisation is controlled and operates and the mechanisms by which it, and its people, are held to account. Ethics, risk management, compliance and administration are all elements of governance (Governance Institute of Australia, 2023)’.
In simpler terms, it is the framework of rules, relationships, systems and processes within and by which authority is exercised and controlled in organisations. (Governance Institute of Australia, 2023).
Good governance in HR helps promote transparency, accountability, and fairness in an organisation’s human resource management practices, making its significance undeniable. This article will explore the importance of good governance in human resources and how it can benefit organisations in the long run.
Managing an organisation’s people fairly, consistently, and transparently requires implementing practices, policies, and procedures that constitute good governance in HR. It involves establishing clear lines of authority, responsibility, and accountability for all HR functions, including recruitment, selection, retention, training and development, performance management, and compensation.
Effective HR governance requires a sound understanding of legal and regulatory requirements and industry best practices. It involves adopting ethical and transparent practices that promote workplace diversity, equity, and inclusion.
Good HR governance means your business can go from strength to strength. By actively mitigating issues from arising, you can save yourself from headaches and stress that inevitably occur when things go wrong. It not only protects you from people issues, but it also helps to strengthen the support and culture between your team members.
Does your business need help to create policies or implement change to improve your HR governance? Our team of experts can help you determine any missing gaps and areas to improve; talk to us today.
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Feb 21, 2023
According to a Seek survey, 30% of Australians have had a romantic relationship with someone from work. As an employer, you might be thinking: can you create policies to prohibit relationships? Or do you require that staff in a relationship declare a Conflict of Interest? Can an employee be dismissed for having an internal relationship?
“Sexual harassment is any unwanted or unwelcome sexual behaviour where a reasonable person would have anticipated the possibility that the person harassed would feel offended, humiliated, or intimidated. It has nothing to do with mutual attraction or consensual behaviour” as defined but the Human Rights Commission Australia.
Even though the relationship may be consensual, there is still a risk of sexual harassment that can occur during or after the relationship.
Sexual harassment in the workplace is against the law, and anyone who sexually harasses another is responsible for their behaviour and is liable for legal action.
In Australia, an employer can be legally liable for the behaviour of their employees; this is called “vicarious liability”. An employer can be liable unless they can show they have “taken all reasonable steps to prevent discrimination or harassment from occurring in their workplaces and that they have responded appropriately to resolve incidents of discrimination and harassment” (HRC Australia). Vicarious liability also extends to technology, such as computers, phones, and tablets, that are owned or used for business purposes and are used to harass another.
Looking past harassment, workplace relationships also can also lead to bullying, favouritism, conflicts of interest and bias, causing issues for other team members. This is especially the case if one person is in a position of power or leadership.
As an employer, it’s integral to protect your employees. Ensure you have created a policy for appropriate workplace relationships between team members and ensure support options are available, such as EAP or HR support. You also need to create a safe space for people to disclose that they are in romantic relationships, as otherwise if could be kept hidden and become more disruptive.
Same-sex relationships can be more complicated. LGBTQIA+ people may not wish to disclose their sexual orientation or gender identity for various reasons, of which harassment is a significant fear; so what is an employer to do when legally HR cannot have a different set of rules for LGBTQIA+ team members?
It starts with eliminating harassment by ensuring your workplace is accepting, and your team members do not feel uncomfortable or scared to speak with their HR department or manager for fear of future harassment or being treated differently. You should treat LGBTQIA+ people like other workplace romances, but with the utmost discretion and privacy policies in place.
So what should you do if there is a workplace romance between your team members?
If you have a question or concern about relationships between your team members or need help to create a formal policy, please call us on 1800 868 254 or email your questions to info@totalhrm.com.au.
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Nov 30, 2022
For the most part, these occasions are fun. They are a celebration of the year that has been and a chance to connect with colleagues out of the office – however, some alcohol-fuelled events have led to workplace injuries or inappropriate behaviour, ranging from sexual harassment, discrimination, bullying or, worst case, physical assaults.
The holiday season is one of the busiest of the year for many industries. If you need help or advice around your HR functions during this overwhelming time, please give one of our experts a call on 1800 868 254.
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Aug 26, 2021
An Albury-based family business likes living and working in Albury-Wodonga so much that they take their love of home on a road trip – or, in fact, thousands of road trips-
Third generation family business, O’Brien’s Transport, has emblazoned the virtues of life in the twin cities on their truck trailers so they can be seen by tens of thousands of travellers on some of Australia’s busiest highways.
The artwork shows the Hume Weir, with the words, “We live and work in beautiful Albury-Wodonga” proudly displayed at the bottom of the image.
Eighty of their trailers spread the positive Albury-Wodonga message between Sydney and Melbourne, and as far afield as Adelaide and Brisbane.
The company’s corporate services manager, Christine O’Brien, said the idea came about from a desire to celebrate everything that’s special about living on the border, while also supporting jobs and investment growth across both cities.
“If you’re a customer and you’re driving up behind one our trucks you’re seeing an unexpected marketing image which is a subtle, understated nod to our beautiful part of the world,” she said.
“Part of the message is trying to talk about how living in a regional area gives you a work-life balance.”
Christine said the photo and words carried a secondary message as a recruitment tool for the company, which employs 100 people and has operated on the border since 1948.
By subtly pressing home the lifestyle advantages of living in Albury-Wodonga, the company hopes to attract more drivers to move to the region and join O’Brien’s – especially during the difficult times of the COVID-19 pandemic when many metro-based drivers and their families were drawn towards a better lifestyle in the regions.
O’Brien’s have also developed a structured program designed to transition new recruits into the transport industry – whether they’re a school leaver looking for a new career, or someone looking for a change in direction.
Christine says it’s a professional program centred on helping people become not just drivers, but professional drivers. “Truck driving is a professional career, and as such our Pathways Program is run professionally and without risk. Those coming through the program need to first do local work, understand fatigue and understand risk before they can progress to the next stage. People can come into our business with minimal skills and learn from the ground up.
With the promotion of Albury-Wodonga rolling up and down our highways night and day, the O’Brien family hopes to not only recruit new employees but also to help other businesses by promoting tourism and investment in the border cities.
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Aug 10, 2021
Meraki Produce is a locally owned and operated café, kitchen, and catering business. Owner and operator, Jacquie, is originally from Corowa and was a primary school teacher before following her passion and taking a risk to open Meraki three and a half years ago.
Meraki pride themselves on making everything from scratch using the freshest ingredients to create healthy meals for everyone. There are four facets of the business: in store grab-and-go meals, catering, weekly meal delivery, and cooking classes for kids, teens, and adults. Jacquie and her team have worked hard to create a space that isn’t just a kitchen, and neither just a café – it’s both.
Like many small-business owners, Jacquie wears a lot of hats – but misses her chef’s hat the most. “I love cooking, but with the expanding business I haven’t been able to do that as much,” she said, but her favourite part about the business is her small, close-knit team – followed closely by their community. “We have an open space so that when people come in, they can talk to the chefs, and have a taste testing of different meals if they like. It’s a really open environment – which is why I’m really close with a lot of community members because you get to see and speak with them a lot.”
Jacquie has always had an interest in food and healthy living; before becoming a primary school teacher she studied a Bachelors of Exercise Science & Psychology but has always had an interest in kids cooking and teaching people how to create their own healthy meals. “I took a year off from being a leading teacher to start doing kids lunchboxes and healthy meals for people, and within six months it took off from my home kitchen,” Jacquie says on our call. Still dealing with COVID-19 and intermittent lockdowns, Jacquie has persevered and adapted the business to remain open throughout by turning to online orders and contactless meal deliveries. Jacquie credits having the online platform set up in the early stage of her business as to why they were able to pivot their business model so quickly.
Meraki are currently in the process of building a new purpose-built site. As their business model is so multi-faceted, Jacquie couldn’t find any cafes with a kitchen big enough to also run catering and cooking classes. They have now found a new site and are creating a warm and home-style feel café alongside a commercial kitchen, hopefully opening in November.
Meraki produces over 100+ recipes, all on a rotating basis so choosing a favourite is quite the task. “We just had an order for 50 laksa’s, so that’s meant cooking 30-40L of soup so I’m a bit sick of soup at the moment. But, if I had to pick just one, it would be the Korean Chicken Bao Buns – they aren’t on right now, but hopefully soon we can bring them back.”
You can find Meraki Produce at 2/449A Dean Street or online at merakiproduce.com.au
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Amelie is our Marketing Lead and currently studying for a B.A. in Business and Visual Arts. She brings her visual arts skills and eye for colour and detail to our graphics and design for the business.
Amelie uses her skills as a digital native in our Marketing team and works across our social media channels. Amelie provides administrative support and assists the recruitment team in finding great candidates.
Sarah joins the team at Total HRM following her time in a regional real estate company, most recently in HR. She brings a solid understanding of the unique dynamics and challenges within small and medium-sized businesses.
Prior to real estate, Sarah worked in the airline industry, providing her with excellent skills in customer service and how to remain calm in a crisis.
Known for her positive energy, Sarah approaches her role with enthusiasm and a genuine desire to support and uplift those she works with. With her experience in HR and recruitment, Sarah is committed to fostering a culture of inclusivity, professional growth, and employee well-being. Her ability to connect with people and create a positive work atmosphere contributes to the overall success of teams and the business as a whole.
Ashly is one of our most experienced HR Business Partners with over 20 years of experience in manufacturing and hospitality, both local and overseas, ranging from large multinational companies to small family-owned operations. Throughout his career, Ashly regularly led teams with over 30 employees while continually growing the business and aligning business strategies with employee capabilities.
Ashly has qualifications in Applied Management and Human Resources and a strong leadership and people management background. Ashly combines his experience with his qualifications to develop great workplace cultures while delivering practical support.
As our Business Services Manager, David keeps everything that is Total HRM ticking along – from overseeing administration and finance functions, liaising with clients and suppliers, to IT troubleshooting and keeping everyone on track to deliver effective customer service to all our clients.
In a business landscape of ‘information overload’, Kim’s pragmatic approach simplifies the ever-changing HR trends and legislation to obtain meaningful and maximum benefits for her clients.
Kim is well known for her ability to understand the ‘real’ issues within businesses and to provide solutions for sustained business growth.
Kim has over 20 years of experience in human resources and 15 years of business consulting experience, and she holds post-graduate Business and Human Resource qualifications.
She has vast and varied experience in senior consulting roles across varying disciplines and HR management positions within retail, manufacturing and professional service sectors.
Linda is the Managing Director of Total HRM and has worked for over twenty five years in business and consulting, including executive and senior management roles. She has worked here and overseas in numerous industries, including mining, energy and government. Her experience in areas such as production, strategic planning, finance, OHS/WHS, and lecturing in Human Resources Management at La Trobe University provides her with a unique blend of business and HR capability.
Linda has led comprehensive organisational restructures and implemented programs to improve the effectiveness of businesses with clear alignment between individuals’ contributions and organisational outcomes. She works with various local boards and executive teams in the region. She is a Certified Professional Member of the Australian Human Resources Institute.