Nov 11, 2024
Last month, a British cabinet minister warned that excessive working from home will stunt the growth of young professionals. Of course, as per Newton’s theory, this was immediately countered with a tsunami of claims that remote work boosted productivity, mental health, and an endless raft of other positives.
With a new case being brought before the Fair Work Commission, many employers are still unsure what their obligations are and rights around working from home (WFH) as the washup from the Covid era lingers.
Some want all their employees at their desk at 9am, attending meetings in person and operating as a focused team, while others see WFH as a valuable option creating happier workers increasing productivity and output. But problems emerge when there is a disconnect between the two leading to potential areas of conflict.
As employers are switching to dual models mixing remote and onsite work, they are meeting some resistance from workers who would rather stay home.
However, working from home is not an automatic right. Rather, it is part of a negotiation process, and as employer you do have the right to set parameters around WFH or even outright deny WFH requests.
However, some problems have emerged as workers have become used to WFH and do not want to come back. To ease the transition back to the office, company leaders can do a few things to keep the process as smooth as possible.
Lay out your cards. Research has shown employees respond better if they are given a reasonable explanation as to why they should return to the office. Identify how much office time versus WFH time is required and explain why. This could be minimum of three core days a week in the office. Explain why, and seek their position on such an arrangement.
Other tactics might include explaining why time spent together is beneficial and promotes better productivity. Stress the benefits of teamwork, personal proximity, and workplace camaraderie.
There are going to be a broad range of reasons employees want to WFH and it is important employers take these on board. These include childcare, aging parents or avoiding a long commute. You need to understand why employees are requesting to WFH before any potential negotiations or concessions to take place and be prepared to factor these into discussions. As was highlighted in the recent Fair Work case, you need to look at the individual factors on a case by case basis – your cannot have a blanket rule and apply that across the board.
Research shows employees who are coerced back to the office were more disgruntled than those who were lured. Generally, employees will respond better to incentives and reasoned arguments than threats.
Possible strategies might include social events, compressed working weeks, or gym membership. The rule of thumb is reward, not punish.
At some point, there may be a need play a little harder. Although enforcing contractual obligations might be a last resort, it may be necessary. However, there can still be room for negotiation. Even if a contract mandates working at the office, if the employee has become accustomed to WFH, as an employer you can agree to be flexible and negotiate a day or two at home, with the remainder of the week at the office.
While this process may feel time-consuming, reviewing contracts and signalling future iterations or contract renewal can give employers some leverage. Again, negotiation is always preferable to coercion.
Finally, keep communicating with your employees and adapt your work practices. Being nimble is the key. If you want to retain talent, work with it. Balance your needs with those of your team. Keep talking – dialogue is key and promoting open communication channels is better than top-down directives.
While you might want everyone in the office five days a week, it is also important to understand that this may not happen overnight – or at all. Ultimately employees have the right to request flexible work arrangements including WFH,
The best solution is to negotiate, navigate and adapt to this continuously fluid situation and see this is an opportunity rather than a threat.
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Aug 08, 2024
Creating a well-structured employee development plan empowers your employees, enabling them to align their career goals with the company’s direction, which, in turn, fuels the business’s success. Mastering the craft of formulating these plans is a nuanced process involving thoughtful steps that not only pave the way for the organisation’s prosperity but also ensure its employees are on a path of continuous personal and professional growth.
Before you start making a development plan, make sure you know the skills and competencies required to achieve the organisation’s strategic goals. By finding gaps between the current workforce’s skills and the skills needed for future success, you can lay the groundwork for thorough and effective planning. Let’s set the stage for success!
Now that you know what your company needs, decide on specific goals and aspirations with your employees through one-on-one conversations. These discussions provide insights into employees’ career aspirations, strengths, and areas for improvement, helping tailor development plans to individual needs. Use SMART criteria—specific, Measurable, Achievable, Relevant, and Time-bound—as a guideline when setting these goals.
Employee development plans should include a variety of training methods, such as on-the-job training, mentorship, formal education, and shadowing. While practical, hands-on experience and job rotation can enhance learning, mentorship and coaching can provide the necessary guidance and support to maintain employee motivation. Encouraging participation in relevant workshops, courses, or certifications and offering opportunities to learn different roles within the organisation can also significantly contribute to employee development.
Make sure to invest in providing the necessary resources and support so employees can effectively achieve their development goals. This support includes allocating time for learning, financial backing for educational endeavours, and access to internal or external training programs. Regularly reviewing and updating development plans is another essential aspect. Scheduling frequent check-ins allows for discussions on progress, addressing challenges, and making necessary adjustments so plans remain relevant and effective over time.
Once your employees’ development plans are in place, monitor their progress against set goals using performance metrics and feedback. Celebrating milestones and accomplishments can boost morale and encourage ongoing commitment to development goals. Encouraging a growth mindset within the organisation fosters a culture that values continuous learning and development. Employees should be motivated to take ownership of their growth and view challenges as opportunities for improvement.
When developing effective employee development plans, it’s crucial to engage in a comprehensive and adaptable process that connects each employee’s personal aspirations with the organisation’s overarching goals. This investment in employee growth not only benefits individual careers but also plays a key role in nurturing a strong, capable, and successful organisation.
Remember that getting outside help is okay! Get in contact with our team if you’re in need of HR help or just some advice. We are happy to help!
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Jun 18, 2024
One of the cornerstone changes of the new legislation is the redefinition of casual employment, which now hinges on the practical nature of the employment relationship rather than contractual terms alone. This can be equated by considering work patterns, as well as the similarity in work between casual and permanent employees. This shift aims to clarify the status of casual employees and streamline the process for those seeking permanent roles.
Under the new framework, employers are no longer required to proactively initiate casual conversion assessments. Instead, employees must notify their employers if they believe they no longer qualify as casual and wish to convert to permanent status. This change is expected to reduce the administrative burden for employers, particularly in industries where casual employment is prevalent and often preferred by workers for its flexibility and higher pay rates.
Upon receipt of a conversion request, employers must respond in writing within 21 days, either accepting or providing reasons for refusal. This process does not supersede any existing casual conversion procedures in modern awards or enterprise agreements, and disputes can be arbitrated by the Fair Work Commission (FWC).
Despite the employee’s right to request conversion, employers retain the ability to refuse these requests under specific circumstances deemed fair and reasonable:
To prepare for these upcoming changes, Employers should focus on these practices:
These changes aim to balance the needs of businesses for operational flexibility with the rights of casual workers seeking greater job security. By effectively understanding and applying these new laws, businesses can navigate the complexities while minimizing legal risks.
Leading Others is an eight-week workshop series designed to help you get the most out of your team and build your leadership skills. Contact our team for more information or discuss building high-performing teams on 1800 868 254, or set up a meeting.
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Jan 10, 2024
Data from the Workplace Gender Equality Agency shows that as of May 2023, women in Australia earned, on average, 87 cents for every dollar men earned. Legislative changes will compel larger organisations of 100 employees or more to disclose their gender pay data, marking a crucial step in promoting transparency, accountability, and ultimately closing the gender pay gap.
Starting in 2024, organisations with a workforce exceeding 100 employees will be legally required to disclose their gender pay gaps. This disclosure will encompass data illustrating the disparities in earnings between male and female employees, shedding light on any existing inequalities.
The legislation is not solely focused on revealing the pay gap but also emphasises transparency in remuneration practices. Organisations will be obligated to provide insights into their salary structures, ensuring a clear understanding of how pay decisions are made within the organisation.
Unlike previous reporting mechanisms that might have excluded bonuses and benefits, the new legislation mandates a comprehensive approach. Organisations will be required to disclose not only base salaries but also additional forms of compensation, providing a more accurate representation of the total remuneration received by employees.
Recognising that pay disparities may vary across industries, the legislation allows for the establishment of sector-specific benchmarks. This tailored approach aims to facilitate more nuanced assessments and comparisons within specific sectors, fostering targeted strategies for improvement.
With mandatory disclosure, organisations will face increased accountability for their gender pay practices. The transparency brought about by the legislation will empower employees, investors, and the public to hold companies accountable for fostering an equitable workplace.
The detailed data on gender pay gaps, including bonuses and benefits, will enable organisations to identify specific areas of concern. Armed with this information, organisations can implement targeted strategies to address disparities and promote a more inclusive work environment.
The legislation serves as a catalyst for cultural and systemic change within organisations. By making gender pay data publicly accessible, there is a collective push for organisations to reassess their policies, promote fairness, and work towards closing the gender pay gap.
Australia’s decision to mandate gender pay disclosure in organisations with over 100 employees from 2024 signifies a landmark move toward workplace transparency and gender equality.
As organisations prepare for compliance, the spotlight on gender pay gaps will undoubtedly drive a renewed commitment to fair remuneration practices, creating a more inclusive and equitable workforce for the future. This legislative shift reinforces Australia’s dedication to fostering gender equality and sets a progressive example for other nations to follow.
Our team can help you create and manage your own policies and procedures. Call us on 1800 868 254 or set up a meeting to discuss how we can help you.
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Dec 12, 2023
For us at Total HRM, our year in review is about celebrating and reflecting on client and team milestones, additional ways we’ve supported our clients and broader business community and legal wins for our clients.
Here’s our 2023 year in review.
There have been a few changes to the Total HRM team this year. We’ve welcomed Sarah and Rebecca to the team, each bringing a wealth of industry, HR and customer service experience. Kim celebrated five years with us, and we welcomed our youngest recruit, Amelia, to the Total HRM team, with doting dad Ash becoming a first-time parent.
As exciting as it is to welcome new faces to the team, we were just as excited to see our team members spread their wings. Tom, Felicity, and Caitlin have accepted new opportunities to further their careers. For us, it’s all about living our vision, enabling every person in every workplace to improve themselves, their team and their results.
The Training Space was designed to be a place for learning, connecting and sharing. It’s fully equipped with a projector, webcam and AV connectivity, so it has everything you need for a collaborative session. This year, we’ve hosted large 20 to 30-person training sessions, after-hours product launches, breakfasts, and events with in-person and virtual attendees.
We’re excited to continue Leading Others in 2024. The feedback and response from this year’s session have been invaluable and overwhelmingly positive. The 10-week course helps participants develop the strong foundations to be influential leaders. Whether you’re new to a leadership role or looking to upskill, we share practical tips and best practice methods for getting the most out of your teams.
Some of the most valuable topics for participants include adding new tools to their leadership toolbox and learning to adapt their communication style based on the DiSC framework.
In 2023, we’ve worked with around 40 new clients, from government agencies to small businesses. We’ve worked across a wide range of projects with new and existing clients, including board reviews, investigations, recruitment, process reviews, and legislation compliance. One of the largest projects we worked on involved an organisational restructuring, including executive and administrator consultation, employee structure creation, and union consultation.
Our clients trust us to find high-performing team members to fill their vacant roles. It’s no secret that 2023 was a challenging year for finding suitable candidates and achieving results like these is truly one of the best parts of what we do.
A significant team milestone in 2023 was Ash’s first Fair Work case win. Ash worked on behalf of the client, guiding them throughout the entire process, including interviews, mediation and conversations with the other party.
“Because the client took our advice from the start, we were able to settle the matter with only an agreement of a statement of service to be provided by the employer. It meant that from the start, the client had a sound and defensible position in order to better defend their case and resulted in no monetary compensation being provided,” Ash said.
We’re looking forward to working with our current clients and welcoming new businesses that need support across all HR functions, from strategic planning and recruitment to investigations and exit strategies.
Leading Others will continue in 2024, with the next 10-week course beginning on Thursday, 8 February. We’re running our Wraw – Workplace Resilience and Wellbeing workshops, helping you understand what resilience is, why it’s important and how to maximise your own.
Learn more about Leading Others and Wraw
Before we jump into the new year, remember to take some time to slow down so you can return to work refreshed and ready to help your team excel.
If you need help with recruitment or strategic planning in 2024, contact our team on 1800 868 254 or set up a meeting.
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Nov 28, 2023
This incident highlights the importance of establishing clear guidelines and procedures to balance an employee’s personal activities and professional responsibilities.
In the age of remote work and constant connectivity, team members often find themselves juggling personal and work-related tasks. Employers need to recognise this reality and adapt their policies to accommodate the evolving nature of the workplace. The lawyer’s case underscores the need for a nuanced approach that considers the challenges of the modern work environment.
The lawyer’s situation included concerns about both performance and unauthorised remote work. Employers must proactively address performance issues and set expectations for remote work to avoid misunderstandings. Regular performance evaluations, open communication, and clearly defined remote work policies can help mitigate such issues.
The lawyer’s seven-hour personal internet browsing over four days raised questions about the acceptable boundaries of personal activities during work hours. While employers have a legitimate interest in maintaining productivity, it is crucial to establish realistic expectations and communicate them clearly to team members. Striking a balance between personal freedom and professional responsibilities is key to fostering a healthy work environment.
The Fair Work Commission’s ruling emphasised the procedural deficiencies in the lawyer’s termination. Employers should ensure that any disciplinary actions, including terminations, follow a fair and transparent process. This includes notifying team members of specific concerns, providing them with an opportunity to respond, and considering the overall context of their performance.
Clearly communicate expectations regarding personal internet usage during work hours. Establish guidelines that distinguish acceptable from unacceptable behaviour.
Conduct regular performance reviews to address concerns promptly and provide constructive feedback. This allows team members to understand expectations and improve their performance.
Clearly define remote work policies, outlining when and how team members can work remotely. Address concerns about unauthorised remote work through open communication and collaboration.
Follow a fair and transparent disciplinary process when faced with performance issues. Notify team members of specific concerns, allow them to respond, and consider the overall context of their performance.
Provide training to team members on acceptable internet usage and the company’s policies. Foster awareness of the impact personal activities can have on overall productivity.
As the digital landscape continues to shape how we work, employers must adapt their policies and procedures to address the challenges posed by personal and work internet browsing crossover. Striking a balance between personal freedom and professional responsibilities and fair and transparent processes is essential for maintaining a productive and harmonious workplace. By navigating these boundaries thoughtfully, employers can foster a positive work environment that encourages accountability and employee well-being.
Our team can help you create and manage your own policies and procedures. Call us on 1800 868 254 or set up a meeting to discuss how we can help you.
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Nov 13, 2023
The rules, or limitations, that are coming into effect focus on how long a fixed term contract can be, renewing a fixed term contract and how many times it can be renewed, and employing a person on consecutive contracts.
There are also rules surrounding consecutive contract limitations that reinforce the new rules. An employer cannot employ someone on a fixed term contract if the new contract is for the same work as a previous one. A substantial break in the employment relationship must exist before signing a new fixed term contract.
The new time limitation rules also apply to consecutive contracts; the employer cannot employ someone if the total period of employment for the previous and new fixed term contracts is more than two years or if the new fixed term contract can be extended or renewed.
The changes also include the legal requirement for employers to provide team members with a Fixed Term Contract Information Statement (FTCIS) if they are engaged on a fixed term contract.
The new limitations make keeping team members on ongoing fixed term contracts harder. Fixed term contracts are not a replacement for part-time or full-time employment contracts.
As with most employment updates, there are exceptions to all of these rules. Exceptions include specialised skills, training arrangements, essential work, emergency circumstances or temporary absences, high income team members, government funded contracts, governance positions and if there are any award provisions for fixed term contracts.
You can visit the Fair Work Ombudsman for more information. They also have a breakdown of the changes with examples.
If you need help creating new employment contracts, please contact our HR experts on 1800 868 254 or email us at info@totalhrm.com.au.
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Oct 31, 2023
The goal of these changes is to help create safe, respectful, and inclusive workplaces for all. There is now a legal obligation placed on organisations and businesses to take proactive and preventative steps to stop unlawful conduct from occurring in the workplace or in connection to work.
From December 2023, the Australian Human Rights Commission (AHRC) will have new powers to investigate and enforce the positive duty.
Respect@Work outlines the wide range of different behaviours that are considered to be sexual harassment, including:
They also have a Resource for Small Businesses on the Positive Duty to help small businesses to satisfy their obligations to prevent sexual harassment in the workplace.
If you feel unsafe now, please call 000. For a full list of support services, visit AHRC Support Services.
If you are in NSW and need support, you can call Domestic Violence Line Department of Community Services: 1800 656 463 (24 hours)
In Victoria you can contact Sexual Assault Crisis Line Crisis Line: 1800 806 292 (free call).
If you need to implement workplace policy to ensure you are complying with legislation, or if you have a workplace related question, please contact our team of HR experts on 1800 868 254. Total HRM can help you create or adapt your existing policies.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
Oct 30, 2023
The holiday season is an important time for many people to spend time with their family and friends to relax and recharge for the year ahead. It’s also a busy time for many businesses, especially those in retail and hospitality, so balancing your business’s needs with your team’s needs can be challenging but not impossible.
If you’re planning on closing during the Christmas and New Year period and your employees are covered under an award, you’ll need to check the relevant rules for that award to ensure compliance.
In May of this year, rules around shutdown periods for 77 awards (including building and construction, hospitality, hair and beauty, and real estate) changed, and you can only direct an employee to take leave during shutdown periods if their award or registered agreement allows it.
One key change is that employers must give 28 days’ notice of the shutdown period unless an agreement for a shorter notice period has been reached with the majority of affected employees.
A few other things to keep in mind
If your business won’t be closing over the holiday period, your employees may request to take annual leave during this time. Employees will need to request leave in advance in accordance with their award, registered agreement, company policy or employment contract.
It’s important to remember that an employer can only refuse an employee’s request for leave if the refusal is reasonable.
Similar to refusing an employee’s leave request, an employer’s cancellation of approved leave must be reasonable. You’ll also need to consider whether the employee has incurred any expenses concerning the leave request and how much notice you’re giving the employee.
Likewise, if the employee wishes to cancel an approved leave request, the employer shouldn’t unreasonably refuse the request.
Workforce planning around the holidays can be tricky. You may have multiple employees who want to take the same period off, making it challenging to create rosters and ensure you’ve got appropriate coverage.
Reducing stress during this time of the year comes down to being reasonable, good communication and robust employment policies. Communicate with your employees early about the business’ needs and expectations during the busy Christmas and New Year period. If you don’t shut down during this time, ensure your company policies and employment contracts set out how leave requests are managed during high-demand periods.
If you need any help with preparing your business for the holiday season or would like to find out more about our successful recruitment campaigns, call our HR experts on 1800 868 254 or talk to an expert.
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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.