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.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
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.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
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.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
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.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
Oct 17, 2023
Your employees are your organisation’s most important asset – without a healthy and productive team working alongside you, your organisation won’t get very far. If you have employees struggling with their mental health, even if it’s not workplace-related, the flow-on effects can be felt throughout the entire organisation.
Employee Assitance Programs (EAPs) are an effective way for organisations to support their employees’ mental and emotional health. These programs offer a wide range of benefits not only for employees but also for the organisations that provide them.
An Employee Assistance Program (EAP) is a workplace benefit that offers confidential, short-term counselling and referral services to employees dealing with personal and professional challenges.
For employees, it means they can access a set number of free, professional mental health support to discuss issues that are affecting them at work or in their personal lives. For employers, EAPs are an important method for early intervention in reducing the impact of mental ill-health in the workplace.
EAPs have been shown to have a significant positive impact on employees’ mental health and wellbeing and can provide an effective avenue for employees to seek additional or more tailored support as needed.
EAPs are gaining in popularity as more organisation leaders begin to understand the value they bring to their employees and overall organisation success.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
Oct 02, 2023
Recruitment is an important process for any business, and avoiding these common mistakes can help make it more successful. Remember to assess a candidate’s soft skills in addition to their technical skills, take the time to plan out the recruitment process, prioritize diversity and inclusion, communicate effectively with candidates, and always check references. By doing so, you can increase your chances of finding the right fit for your business and building a strong, productive team.
If you’d like to find out more about our successful recruitment campaigns, call our HR experts on 1800 868 254 or talk to an expert.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
May 30, 2023
This round of changes will impact flexible working arrangements, fixed-term contracts, changes to agreement making, and more powers to the Fair Work Commission. The objectives of the Secure Jobs, Better Pay Act changes “are to promote job security, gender equality and collective bargaining, including through greater intervention by the Fair Work Commission (FWC).” (FWC 2022)
There will be an increase in who can access flexible working arrangements and stricter conditions as to what employers can deem reasonable grounds.
Employers must respond reasonably to flexible work arrangement requests from team members who are:
There will be an increased obligation on the “employer to consult, provide reasons for a refusal, and to discuss any flexible work arrangements the employer is willing to make.”
The response must be in writing within 21 days of the request, either agreeing, providing an alternative amendment, or refusing with reasons. Requests can only be refused after discussions between parties where they have tried to reach an agreement. Only for certain reasons can it be denied, such as the cost would be too high or the changes would be impractical.
The National Employment Standards provide guidance for requests for flexible work arrangements and unpaid parental leave. The FWC will receive new powers to deal with disputes in the amendment.
In an attempt to combat job instability, the government is trying to prevent the ongoing use of fixed-term contracts by introducing a cap of no more than two years (including renewals) or two consecutive contracts (whichever is shorter). As with flexible work arrangements, the FWC will have the power to deal with disputes.
There are exceptions for fixed-term contracts, including engaging an employee with a specialised skillset to complete a specific task and apprentices or trainees. It also allows for essential workers during peak periods (including seasonal workers), emergency situations, covering a permanent employee who is on leave, and if an employee is earning more than the high-income threshold. The FWC will develop a Fixed-term contract information sheet to be provided to employees.
Zombie agreements are those agreements that were made before the FW Act came into effect on 1 January 2010. Most zombie agreements no longer operate, but those still in use will be automatically terminated on 7 December 2023 unless you apply for an application to the FWC. Employers must notify anyone working under a zombie agreement about the changes before 7 June 2023. The notice must be in writing. If you need clarification, the FWC has made a list. You can find the list here.
More changes include the Abolition of the Registered Organisations Commission (ROC), with its functions moving to the Fair Work Commission, the creation of 2 expert panels at the Fair Work Commission to focus on pay equity and the care and community sector and increased access to multi-employer bargaining through single-interest bargaining, supported bargaining, cooperative bargaining.
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.