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 31, 2024
High-performing teams are the exact opposite. They don’t simply churn out work and move on to the next task and the next, and the next. While improved productivity and efficiency are desirable outcomes for high-performing teams, there is much more to it than meets the eye.
High-performing teams are groups of people aligned to the same business goals and focused on moving everything along in the same direction with purpose. Members often have specialised skills and can collaborate to get the job done. Individuals will have a clearly defined scope, and there are clear channels of communication. They work with the utmost clarity and have the tools, resources and freedom to deliver meaningful work to the best of their ability.
Organisations can benefit from building high-performing teams in a number of ways, including increased productivity and efficiency, improved employee wellbeing and engagement, lower employee turnover, and improved decision-making and problem-solving among team members.
You need to start with the right foundations to build a high-performing team. This might look different for every organisation, but there are some commonalities that should be considered.
Clear vision, goals, and job requirements
When you don’t know where you’re going, how can you get there? You can get in the car and start to drive, but you might get easily distracted by roadside attractions.
The same is true for organisations without clear vision and goals and employees without clear job descriptions. Without these resources to guide you, you can still get things done, but it won’t be as efficient, and the quality of the work will be lower.
High levels of trust
Trust is a fundamental component of the team dynamic. Team members rely on each other, and trust in leadership is established through consistency and transparency. When team members are confident that everyone else is doing what they need to, they can focus on their work without distractions.
Effective leadership
Leadership is about much more than telling people what to do. The most effective leaders don’t tell people what to do – they coach, provide feedback, mentor, and inspire those who work with them to do their best work. Effective leaders are excellent communicators who know how to get the best out of their teams.
The Covid-19 pandemic has forever changed how we approach work and presented once-in-a-lifetime business challenges. Employees were either faced with the prospect of losing their jobs due to shutdowns and operating restrictions or became busier than ever as organisations tried to navigate the ever-changing situation.
For many, the lines between work and home blurred as remote work became the norm, leading to hyper-productivity, and the idea of being ‘on’ and available all the time started to take hold.
While there may have been an initial boost of productivity in the short term, working at full speed was never sustainable.
One of the hallmarks of high-performing teams is working to a sustainable and predictable cadence. Likewise, investing in programs and policies that help employees build resilience – the ability to recover from setbacks or other challenges – contributes to a performance-focused culture.
Building a high-performing team requires a strategic approach, emphasising collaboration, trust, and effective leadership. High performance is not merely about achieving quantity over quality; it’s about aligning individuals with a shared purpose, providing them with the right tools and resources, and fostering an environment of clarity and communication. Organisations can benefit from cultivating such teams, ranging from increased productivity and efficiency to enhanced employee wellbeing and engagement.
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.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
Jan 10, 2024
Depending on the size of your business, one or two resignations at the start of the year can mean the difference between starting the year off on the right foot and spending the first quarter frantically recruiting to fill vacant positions.
The good news is that you can reduce the impact of, or even slow down, the dreaded January Great Resignation. It all comes down to proactively managing your employees throughout the year and creating a positive work environment.
Here are five tips for managing (and reducing!) New Year resignations.
Needing more of a challenge, a higher salary, or wanting to learn something new are often the catalysts for New Year resignations. Working proactively with your employees to understand their aspirations, goals, and motivations can help them feel valued throughout the year.
If flexible working arrangements are important to a team member, work together to find ways to implement working from home a few days a week or modifying start and finish times so they can better balance family commitments.
If a team member is ready for new or more responsibilities, provide training in a core skill or stretch opportunities to try something new within the organisation.
Filling a vacancy from a key employee who has resigned isn’t the end of the story. The new team member will need to get up to speed and learn the ins and outs of the business and their new role. Even highly experienced new hires will have some learning curve to navigate in the first few weeks and months.
Encouraging employees to document their workflows and insights as a regular part of their role helps promote knowledge transfer. This is useful for new hires and makes it easier to cross-train employees in multiple areas and better manage coverage during annual or personal leave.
Resignations can create uncertainty and an increased workload for the remaining team. Providing support, reassurance, and, if necessary, redistributing tasks can help maintain a balanced workload and prevent burnout.
Team morale can take a hit when a number of employees leave within a short period. Open communication about why employees have left and how gaps in the team will be managed will help alleviate anxiety and keep everyone focused on meeting milestones and objectives.
A focus on workplace wellbeing can also help to reduce employee turnover. However, it’s more than just team-building exercises and free lunches and involves cultural and strategic changes to ensure all employees feel valued. It’s a strategic decision that requires buy-in from the entire organisation.
Resignations are inevitable, but they don’t have to derail your operations. Instead, each resignation can be used as a learning opportunity to refine your practices to reduce the impact on your organisation in the future.
Take the opportunity to gather and review feedback to find areas where there may be room for improvement or update policies to keep up with employees’ expectations.
Contact our team to discuss your recruitment and employee retention needs 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.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
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.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
Sep 05, 2023
Here are some of the key reasons why offering team members flexibility in the workplace is beneficial:
Now we understand the benefits of workplace flexibility, here are seven ways that you can offer workplace flexibility to your team:
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
Apr 12, 2023
Nationally, employers are feeling the pinch in finding those ideal candidates, which is not surprising, with a noted 1.8% drop in candidate applications month-on-month since 2022. Candidate availability was at its lowest in 10 years in mid-2022, while job ads hit a record high in mid-2022. Notably, the trends are showing that job ads are coming back down while candidate availability is coming up, as Australia’s states and businesses begin to step towards normality after Covid restrictions ease. Unsurprisingly, the states that experienced significant Covid lockdowns and restrictions have had the biggest impact in their markets; Victoria, ACT, and New South Wales were down 14%-19% in job ad volumes from Feb 2022 – Feb 2023.
The Australian Governments Jobs and Skills statistics further highlights these trends regarding recruitment difficulty increases while now needing also to consider the expectations for an increase in staffing levels by 3% month-on-month. The top growth industries for Seek month-on-month were Education & Training, Community Services & Development, and Healthcare & Medical, which is expected when considering that these markets boomed during Covid due to being essential fields. With predicted staff level increases across 2023 and considering new market demands and trends, it will be interesting to see 2023’s industry growth.
So, as employers and recruiters, what can you do to attract and retain talent? The job market has become a candidate’s market – with companies pushing to find unique Employee Value Propositions (EVP) and incentives to peak candidate interests in their company over their competitors. Tactics such as advertising salaries have shown an increase in remunerations by 4.4% year-on-year. The most significant salary leap in the past 12 months has been in Trades & Services, Design & Architecture, Manufacturing, Transport & Logistics, Insurance & Superannuation, and Administration & Office Support. However, any increase is still behind when considering the inflation rises.
Based on the presented Seek data and recruitment challenges, Employers and recruiters need to consider their industry’s salary competitiveness within the market, their current EVPs, and identify possible incentives they can offer to combat rising living costs.
Have you created an EVP yet? Our HR experts regularly host free online webinars that take you through the steps of creating a great EVP. You can register on our Events page or at Create your EVP. If you’d rather work together to fulfil your recruitment needs, get in touch with our team who love a good challenge at info@totalhrm.com.au.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
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.