4 Key HR Activities for the Year End

4 Key HR Activities for the Year End

Prevention is better than cure

With the year drawing to a close, this is a great time for reflection and review. As the busy holiday season approaches, it’s important to consider HR activities that can set you up for success in the coming year.

Here are four key HR activities to consider as the year ends.

Review culture and teams

Your people are the foundation of your business’s success. You’ve likely heard this mantra many times before, but what does it really mean?

From an HR perspective, it means that your people are vital to your business. The systems, processes, and policies you implement must serve both the business and your people. Use this time of year to reconnect with your teams and hear directly from them about what’s working and what may need to change.  

Don’t feel that you must solve every challenge on your own though. 

Often, the people on the ground have valuable insights on how best to address the issues that concern them. So, ask open-ended questions that show you are ready and willing to listen to both concerns and suggestions.

When seeking feedback, pay attention to the way in which you ask questions and how people respond.

The more open-ended your question, the more feedback you may receive, which may then lead to discovery of things you were unaware of. Consider the issues from the perspective of the employee or affected party. 

Offering several ways of providing feedback — such as town halls, one-on-one meetings, informal chats, and anonymous surveys — can ensure diverse input and encourage greater  openness across all levels. 

This is also a good time to review current people-related processes and identify opportunities for automation, streamlining, or even, eliminating unproductive steps.

Set ground rules for end-of-year parties and festivities

Parties and celebrations can be a wonderful way to acknowledge your teams’ hard work, celebrate key milestones, and socialise. 

However, there’s one thing to keep in mind when an open bar is involved: some inappropriate behaviour may emerge.

Putting your thinking cap on in advance of such celebrations is highly recommended. It pays to pay close attention to the risk of inappropriate behaviour, including aggressive or intimidating conduct, insulting or offensive language or comments, misinformation or malicious rumours, or worse —  sexual abuse or harassment.

As an HR manager, you must ensure all managers are aware of their responsibilities during work functions and know how to address issues effectively and promptly. Managers should understand that they are responsible for the wellbeing of everyone who attends festivities and guidance from HR will be invaluable.

Prevention and advance planning are much better than dealing with issues after the fact. 

Here are some steps you can take:

  • Develop plans for minimising the risk of inappropriate behaviour and outline how managers must respond when something untoward happens
  • Clearly communicate expected behaviours to both managers and employees
  • Update relevant policies and procedures to reflect current best practices and notify staff of these changes
  • Monitor alcohol consumption to reduce the risk of incidents and so you can address issues as soon as they arise
  • Remind staff of key policies prior to the festivities, including guidelines on social media posting and appropriate comments relating to the event
  • Ensure a prompt and appropriate response to any inappropriate behaviour and have support and resources handy in case these are required
  • Offer several transport options and arrangements so everyone can get home safely

For more tips, check out my article, What could possibly go wrong?

Acknowledge individual and team wins

Recognising and appreciating the efforts and contributions of your employees can boost morale and ensure they feel positive about the work they engage in. 

While gifts are always appreciated, it’s the personal touch and authenticity that wins the day.  A well-thought out gift or token, tailored to the individual, can leave a lasting impression and make the recognition more meaningful. 

Welcome ideas on talent development planning

In line with the idea that you need not do it all alone, encourage staff to share ideas on talent development. As the year progresses, new challenges and circumstances may shape employees’ growth needs.  The year end is a fantastic time to gather input from everyone about what they may need or want in the coming year. 

Taking the time to understand their needs early on can help you identify training opportunities, adjustments to development plans, and alternative funding sources, too. 

Also, consider revisiting your succession planning. 

Identify top performers, potential leaders, and other emerging roles that may not fit traditional career paths. Gathering ideas and interest levels and aligning these with upcoming business priorities can serve as a solid foundation for refining your succession strategy.

In your outreach, be sure to keep communication lines open so that people know they can always reach out with ideas and concerns.

These activities are not intended as an exhaustive list but can offer significant benefits and set you up well as you prepare for the new year.

Wurth HR offers a simple fee structure for looking after all your HR needs in an efficient and cost-effective manner.  We provide several consulting and advisory services to help you get started. Drop us any questions at  info@wurthhr.com.au. Let’s get started.

#YearEndCelebration #OfficeParties #harassment #compliance

Why Flat Fee Recruitment Is Your Best Choice

Why Flat Fee Recruitment Is Your Best Choice

Secure your next hotshot hire with a one-time flat fee

Whatever industry you’re in or business you run, you’re likely looking for good talent to hire at some point. If you have a good network, this might mean making a few calls and spreading the word. However, this may not be enough. You may be facing a particularly busy time of year or preparing to launch a new product which means time is critical. 

The challenge with traditional recruitment

If you’re looking to hire, it may be time to call a recruiter and brief them on the candidate you want to hire. 

This is what traditional recruitment looks like. It’s unpredictable and an administrative hassle. Not to mention, it can be a huge drain on your time and finances.

Recruiters typically work on a percentage-based fee. A portion of the recruiter’s fee is paid upfront and as they reach certain identified milestones, they receive the remaining instalments. Mind you, you’ve yet to achieve your desired outcome; your recruiter has been focused on completing certain tasks.

Are these costs significant? Yes, they are!

The average recruitment fee can range anywhere from $5,000 to $25,000, depending on the role, seniority, and industry required. Recruiters may also include specific terms in your arrangement.

Handling recruitment yourself

Or you could undertake the entire hiring process yourself. 

Quite apart from being a complete administrative drain, you will also incur costs. You will juggle the hunt for good candidates with resume reviews, attending interviews, conducting reference checks and much more.  The end result is a much longer time to hire.

Is there a better alternative?

Yes, and it’s called Flat Fee Recruitment.

Move away from the traditional approach which doesn’t serve you. Embrace a transparent and fixed pricing model that feels like a breath of fresh air. 

This option stands out because you get a comprehensive recruitment package that covers the end-to-end hiring process, from candidate sourcing and selection through to final placement.

The most appealing aspect of this option is the cost predictability it provides. With a fixed fee, you can accurately budget for your hiring needs, and you don’t need to worry about ongoing costs. This can be particularly attractive to small and medium sized businesses that typically operate on leaner budgets.

We want you to feel comfortable and confident

At Wurth HR, we are all about supporting you every step of your hiring journey. More importantly, we want you to focus on what you do best — growing your business. 

This is why we operate on a Flat Fee Recruitment Model. 

For $7,500 plus GST, you will receive:

  • a thorough review and update to your job description to ensure it stands out and does its best job of securing appropriate candidates
  • a carefully crafted job advertisement developed for Seek
  • two rounds of candidate interviews
  • a shortlist of between 2 to 4 candidates for review
  • all necessary reference, background and police checks completed for your preferred candidate

Additionally, if you require multiple role placements, we are able to offer special discounts.

As you can see, this flat fee is not just for sourcing potential candidates. This fee allows for a holistic approach to your entire recruitment process. 

Wurth HR can help you secure your new hire with a one-time flat fee. Discover exactly why you should unlock Flat Fee Recruitment at an unbeatable price today.  Drop us any questions at  info@wurthhr.com.au. Let’s get started.

#FlatFeeRecruitment #Hiring #Recruitment #WurthHR

How Employers Must Address Harassment at Work

How Employers Must Address Harassment at Work
Prevention, mitigation, and resolution of harassment of any form at work are the employer’s responsibility to ensure a safe workplace for all. Failure to comply with these responsibilities can have devastating consequences.

A snide remark, persistent inappropriate calls after work, touching, groping, or worse – assault – can all be perceived as harassment. According to anti-discrimination laws, harassment is defined as any form of behaviour that is unwanted, offensive, humiliating, or creates a hostile environment. 

It can happen to anyone, anytime

What’s important to understand is that harassment need not be an ongoing pattern of behaviour; a single act can still be considered harassment.

In the workplace, harassment can be perpetrated by anyone – a colleague, a leader – whether male or female, regardless of race or age.  However, the Australian Government has introduced laws at the federal, state and territory levels to ensure that people are protected from discrimination and harassment. 

Some of these laws include the Australian Human Rights Commission Act 1986, Racial Discrimination Act 1975, Disability Discrimination Act 1992, and the Sex Discrimination Act 1984. See this quick guide to Australian discrimination laws developed by the Australian Human Rights Commission.

It’s a bigger problem than we think

An ANROWS research study revealed that one in seven Australian adults surveyed admitted to engaging in sexual harassment at work. 

Our Watch, leaders in the prevention of violence against women and children in Australia, reports that one in four women have been sexually harassed at work in the past 12 months.

These alarming statistics indicate that employers must take greater precaution and arm themselves with updated information, strategies, and resources to address these issues.

Employers have specific responsibilities regarding workplace harassment, including ensuring a safe workplace and taking reasonable steps to prevent bullying, harassment, and discriminatory conduct. 

Individuals have the right to a safe and secure working environment, access to compensation if they suffer work-related injury or illness, and procedural fairness during any administrative processes. Individuals have a responsibility not to bully or harass others and to comply with workplace policies and instructions. 

Employers must be proactive and informed

A challenging aspect for employers is vicarious liability. This occurs when an employer is held legally responsible for any act of discrimination or harassment in the workplace or connected to an individual’s employment. 

For example, harassment may occur at a company-sponsored workshop, product launch or business trip. It could be carried out using a company laptop or mobile device to send inappropriate text messages or emails.  Therefore, employers must take reasonable steps to prevent such behaviours, mitigate harm, and address issues appropriately and promptly.

Employers cannot claim ignorance

If aware of harassment, employers are expected to investigate the complaint and take action. Claiming ignorance does not absolve liability, and failure to act may result in legal consequences.

Take action today

What should employers do?

Good employers demonstrate to managers and employees that they take these issues seriously by fostering a workplace culture that emphasises prevention, detection and early intervention of harassment. 

Good employers pay special attention to those most at risk — women, young people, workers in the LGBTQ community, individuals with disabilities, migrant workers or those with temporary visas, and those from culturally and linguistically diverse backgrounds.

Good employers set the standard through clear definition of roles and responsibilities, outlining acceptable and unacceptable behaviours, and implementing controls through systems, policies and procedures. 

But it does not stop there – this is reinforced through regular monitoring. reporting, and governance.

Regular workplace harassment awareness and training will benefit both employees and managers at all levels. These should never be one-time activities but should be conducted regularly to keep the organisation and its employees informed of changes and developments.

Wurth HR offers workplace harassment awareness and training targeted at HR managers, senior leaders and employees across the enterprise. Contact us if you have questions or require guidance on specific steps your organisation needs to take.

Email David Wurth for an obligation-free discussion at  info@wurthhr.com.au

Useful resources

Photo by Icons8 Team on Unsplash

Is Your Workplace a Ticking Time Bomb?

Photo by Vitaly Gariev on Unsplash

Understanding the impact of psychosocial hazards

Under work, health and safety laws, Australian businesses may be subject to maximum penalties of over $2 million for individuals and over $11 million for body corporates for offences.

Job demand hazard

Sam is a staff nurse who has just completed a 16.75-hour stint at a local hospital. She started at 9.00AM and finished at 1.45AM the following morning. She is then expected to start her next shift after an eight-hour break. 

Low job control hazard

Pete works in an auditing firm and has a set number of processes he needs to complete during the end of financial year activities. He sees several shortcomings and wants to propose alternative ways of working, but his manager is very prescriptive and is not open to suggestions or feedback. Pete has developed severe migraines over the last three weeks that don’t seem to go away.

He feels increasingly stressed by the nature of his work and hopeless about his ability to change it.

Traumatic event hazard

There was a recent violent attack on a university campus grounds that resulted in a death. Lee, who works in administration, has been deeply traumatised by the incident and the university’s lack of communication about it. This event has triggered Lee’s personal history of abuse and they are unsure where to obtain support at work.

The university administration is keeping tight-lipped about the entire incident.

The impact of hazards

While workplaces can provide opportunities for collaboration, camaraderie, and  a sense of personal accomplishment, they also present many opportunities for hazards to arise. These hazards can be wide-ranging, some arising sporadically while others are constantly present. 

We may typically be more familiar with physical hazards, such as constant loud noises where heavy machinery is in use for long periods, or exposure to dangerous chemicals. However, what has gained more prominence in recent times is the rise of psychosocial hazards.

A psychosocial hazard includes anything capable of causing psychological harm, including bullying, role ambiguity, limited job control, remote or isolated work, violence, aggression, harassment and more.

For organisations that may be unperturbed by high turnover, absenteeism, decreased employee job satisfaction, or harassment occurring at their workplace, it is important to understand the full impact of psychosocial hazards. These hazards do not only affect employees but can pose significant risks to the organisation. 

The fact is that every employee has the right to a safe and healthy workplace. Employers must ensure that the systems, processes and practices in place, are legally compliant, at all times.

This involves a clear understanding of possible risks that may impact the business, steps taken to mitigate and manage these risks, as well as ongoing monitoring in an increasingly agile business environment. 

Risks

What may some of these risks involve? The following are a few examples:

  • Reduced productivity — Unless you are taking steps to measure this, you won’t be aware of the financial and non-financial impacts
  • Increased absenteeism — This could be due to stress-related illnesses, prolonged sick leave and mental health days. This creates unnecessary burdens on those left to pick up the slack, increased healthcare costs (where health insurance is provided) but disrupts the organisation
  • High turnover — Do you realise the full weight of financial losses resulting from continuous recruiting, hiring, onboarding and training? Are you aware of the resulting damage to your organisation’s reputation as an employer?
  • Operational errors — Whether caused by stress, fatigue or a hostile work environment, there may be more errors or accidents, which in turn, can lead to impacts on your organisation’s products or services, or lead to safety incidents

What can be particularly concerning is the possibility that one or more psychosocial hazards may be present at your workplace, and these hazards may interact and combine to create new or higher risks.

Workplace health and safety laws include protections against psychosocial hazards. Your obligation as an employer is to ensure that you eliminate psychosocial risks. Where that is not possible, you must minimise them as far as practicable. 

If you are keen to learn more about your obligations, see Safe Work Australia’s Model Code of Practice: Managing psychosocial hazards at work. This is a practical guide for compliance under the model WHS Act and regulations.

Employers must remain aware of their obligations in this respect and take appropriate steps to remain compliant, paying attention to applicable timeframes. Wurth HR offers consulting and training on the issues above. Feel free to contact us if you have questions or require guidance on specific steps your organisation needs to take. Email David Wurth for an obligation-free discussion at  info@wurthhr.com.au

The jurisdictions that have adopted the model WHS laws are the Australian Capital Territory, New South Wales, the Northern Territory, Queensland, South Australia, Tasmania, the Commonwealth and Western Australia.

Useful resources

Right to Disconnect

Human resources Sydney

What employers need to know

The new ‘right to disconnect’ 

  • starts 26 August 2025 for small business employers
  • starts 26 August 2024 for business employers with 15 or more employees

As a result of recent changes to Fair Work laws, employees in Australia will now be granted the right to disconnect from their employer outside of work hours. 

What will this mean for employers? These changes affect several areas of importance. Employers must review their internal processes, systems and practices, as well as internal communications to ensure compliance with these changes. 

What is the right to disconnect?

Eligible employees will have the right to refuse employer or third-party contact outside of working hours unless the refusal is unreasonable. This means that an employee can refuse to monitor, read, or respond to any communication from their employer or a third party. 

If there is disagreement between the employer and employee about this right, then the law also prescribes a process for resolving the dispute.

When do these changes begin?

The start date for enforceability varies depending on the size of your business. If you run a business with 15 employees or more, you will be regarded as a non-small business employer. These changes take effect for you from 26 August 2024.

However, if your business has fewer than 15 employees, you will be considered a small business employer, in which case, these changes will take effect from 26 August 2025. 

What makes a refusal unreasonable?

Several issues must be considered in determining whether a refusal is unreasonable:

  • the reason for the contact or attempted contact
  • how the contact is made and the level of disruption caused to the employee
  • the extent to which the employee is compensated
    • to remain available to perform work during the period in which the contact is made
    • for working additional hours outside of the employee’s ordinary hours of work
  • the nature of the employee’s role and their level of responsibility
  • the employee’s personal circumstances (including family or caring responsibilities

These laws may appear oppressive; however, they form an extension of the obligations businesses already have to ensure psychosocial safety of all their employees. A safe workplace is everyone’s responsibility.

What should you do?

As an employer, there are several things you must do to remain compliant with these legal changes:

  • Maintain open lines of communication with your employees so that you can address issues effectively as they arise
  • Help your employees understand what these legal changes mean for them and how they may be affected
  • Review your employment contracts to ensure these spell out rights and obligations accurately, taking into account these changes
  • Update existing policies and processes to reflect these changes and obligations
  • Update your recruitment policies and procedures to be clear about expectations for out-of-hours contact
  • Ensure that there are robust processes in place to ensure risks to health and safety arising from out-of-hours contact are eliminated or minimised

Employers must remain aware of these changes and take appropriate steps to remain compliant. Wurth HR offers consulting and training on the issues above. Feel free to contact us if you have questions or require guidance on specific steps your organisation needs to take.
▶ Email David Wurth for an obligation-free discussion at  info@wurthhr.com.au

Useful resources

Closing Loopholes Legislation

Closing Loopholes Legislation

Changes to workplace laws

Recently, the Australian Government passed several new workplace laws. Part of the government’s “Closing Loopholes” legislation, these laws will take effect at different times, starting between December 2023 and August 2025.

These changes affect several areas of importance to businesses, as follows:

The right to disconnect

Eligible employees will have the right to refuse employer or third-party contact outside of working hours unless the refusal is unreasonable. This means that an employee can refuse to monitor, read or respond to any communication from their employer or a third party. Several factors must be considered for such a refusal to be considered unreasonable.

Wage underpayments

Intentional underpayment of wages by an employer will become a criminal offence. Certain exceptions to this rule apply, including payment for superannuation contributions or payment for taking long service leave. Penalties apply to both a company and an individual, and the new laws increase the maximum penalties applicable.

Casual employment

Several changes have been made to casual employment laws, including new rules on how casual work is defined, a new pathway established for eligible employees to change to permanent employment if they choose to, and rules for how an employer responds in accepting or refusing such a change.

Labour hire
New orders now ensure that labour hire employees can apply to the Fair Work Commission for a regulated labour hire arrangement order.  This ensures that a labour hire employee is paid no less than the rate they would receive if they were under an enterprise agreement.

Independent contractors

New definitions of ‘employee’ and ‘employer’ are being added to the Fair Work Act alongside new minimum standards being set up to protect independent contractors. These cover those who perform work in the gig economy, as well as regulated contractors, such as those in the road transport industry.

Unions and registered organisations

Changes have been made to the right of entry permits, which allow union officials to enter a workplace or business premises to investigate contraventions or hold discussions. New rights and protections have also been introduced for workplace delegates, that is, employees appointed or elected to represent members of the organisation in the workplace.

Enterprise agreements

Updates have been made to enterprise bargaining including that a franchisee can bargain separately to make single enterprise agreements or for a multi-enterprise agreement. New rules now allow employers and employees covered by a single interest to transition to a single enterprise agreement.

More information on these changes and when they start can be found on Fair Work’s Closing Loopholes page.

Employers must remain aware of these changes and updates, and ensure they take steps as appropriate to remain compliant as a result of these changes. Wurth HR offers consulting and training on the issues addressed above.  Feel free to contact us if you have questions or require guidance on the specific steps your business needs to take.
▶ Email David Wurth for an obligation-free discussion at  info@wurthhr.com.au

Photo by Clarisse Meyer on Unsplash

9 Ways to Save Money

Practical tips for enhancing financial efficiency and HR excellence

As a business owner, you’re vigilant about managing expenses to maximise returns on investment.  Every money-saving decision is worthy of consideration, so here are nine ways to save money.

Tip 1 Do not pay superannuation on overtime
As an employer, use OTE (ordinary time earnings) or wages to calculate the super guarantee charge. Overtime hours exceeding those defined in an award or overtime are not OTE, and no superannuation needs to be paid.

Tip 2 Do not pay any super above the threshold
Employers are required to pay eligible employees the super guarantee (SG) every quarter. However, you are not required to pay the SG above a certain limit – this is known as the maximum contribution base. The limit is currently set at $249, 080 per annum.

Tip 3 Ensure your employees take their annual leave each year

Encourage employees to utilise their annual leave, minimising annual leave balances, which in turn reduces your financial liabilities. An annual leave balance may be considered excessive if it surpasses 8 weeks (10 weeks for shift workers). Discover what to do when an employee’s annual leave accrual goes into excess.

Tip 4 Ensure employees complete leave forms for each absence

Failing to maintain accurate records can leave an employer with inaccuracies and errors which have a financial impact. Ensure leave forms are completed for any leave taken including personal, carer, annual and long-service leave.

Tip 5 Revamp your workplace harassment policies

Update your workplace policies and processes to remain legally compliant, as well as to prevent, reduce and mitigate against workplace harassment and the management of psychosocial risks. Training on these issues should be conducted for both managers and the general workforce at least once every six months to prevent negative effects on individuals, workplace culture, and productivity. More details on health and safety laws can be found by contacting your local work health and safety authority or the Fair Work Commission.

Tip 6 Ensure proper and effective candidate interview techniques and performance appraisals

Effective interview techniques and appraisals assist in the hiring of suitable talent, minimising turnover and ensuring legal compliance. These factors can also lead to increased positive outcomes in the workplace and a stronger employer brand.

Tip 7 Outsource your payroll to a payroll specialist, regardless of the size of your business

Outsourcing frees up time, allowing you to focus on your strategic initiatives and overall business growth. A recurring activity, payroll management can be very time-consuming. Outsourcing can help reduce errors and duplication of effort particularly in the case of complex Award requirements and regulations. Don’t forget that wage theft will be a criminal offence from 1/1/25.

Tip 8 Carry out reference and background checks on all new hires

It is easy to get carried away in the excitement that a new hire brings. However, it is prudent for an employer to carry out relevant and up-to-date checks on all new hires to verify skills, qualifications and information provided and to meet compliance requirements.

Tip 9 Implement a WFH policy
Embrace a hybrid work culture with a work from home (WFH) policy. This affords the flexibility to work from home one or several days a week, reducing commuting time and overheads. However, this policy should be supported by regular WFH audits, just as an employer is required to audit the workplace for work, health and safety issues. This audit should be conducted at least once every 6 monthd for any home workspaces used by your employees.

Wurth HR offers consulting and training on all of the areas above. Feel free to contact me if you have questions about any of the above matters.
▶ Contact David Wurth for an obligation-free discussion on 1300 900 741 or email david@wurthhr.com.au

Psychosocial Risks

Human resources Sydney

Psychosocial hazards have been a longstanding concern within Australia’s work health and safety laws. Recent amendments, effective from December 2023, bring about significant changes, introducing increased penalties and new criminal responsibility provisions for both bodies corporate and the Commonwealth.

Understanding psychosocial hazards

But first, what exactly is a psychosocial hazard?

In broad terms, it includes anything capable of causing psychological harm, including bullying, role ambiguity, limited job control, remote or isolated work, violence, aggression, harassment and more.

Safe Work Australia, the entity leading the development of national policy for improved work health and safety addresses this issue in more detail.

Key legal changes employers must be aware of

The amendments to the Commonwealth Work Health and Safety Act 2011 (the WHS Act), which came into effect on 15 December 2023, usher in increased penalties.

Category 1 offences incur:

  • a $15 million penalty for a body corporate or the Commonwealth, increased from $3 million
  • a $3 million penalty for a person conducting a business or undertaking or an officer, increased from $600,000
  • a $1.5 million penalty for any other person, increased from $300,000
  • Category 2 and Category 3 offences incur:
  • Category 2 penalties stand at $2,090,000, up from $1.5 million
  • Category 3 penalties stand at $700,000, up from $500,000

The new criminal responsibility provisions have implications for officers, employees and authorised persons who act on behalf of a body corporate.

Practical steps that employers should take

In order to navigate these changes effectively, employers should consider the following steps:

  • Download Safe Work Australia’s Model Code of Practice: Managing psychosocial hazards at work. This offers practical guidance to PCBUs (person conducting a business or undertaking) on how to manage psychosocial hazards at work
  • Access the model WHS Regulations which incorporates all amendments made since 2011
  • Review Comcare’s updates on the latest changes to WHS (work health and safety). These updates include links to additional resources and information. Comcare is the national authority for work health and safety, and workers’ compensation
  • Review and amend the organisation’s current policies, programs, practices and processes to ensure that these are compliant with these changes
  • Ensure that there is sufficient internal communication of these issues and ongoing training for both managers and employees. Doing so will allow all parties to continue to stay abreast of what is required and better understand how these changes impact their roles and responsibilities

Specific changes in Queensland

Employers in Queensland should be aware of additional legislative changes. The Queensland government recently introduced new laws establishing coercive control as a stand-alone, criminal offence.

Coercive control involves a pattern of behaviour, encompassing physical, social, financial or psychological abuse that is used to harm, punish or frighten an individual. Such behaviour is an offence carrying a maximum penalty of 14 years imprisonment.

A recent Women’s Agenda article on this issue drew reference to comments made by Queensland’s Attorney-General and Minister for the Prevention of Domestic and Family Violence, Yvette D’Ath. The minister stated, “Coercive control is serious, it has serious impacts on the victim and their families and a new, stand-alone offence reflects that non-physical violence is just as dangerous as physical violence”.

If you have questions about these legal changes, psychosocial risks, and how these can be managed at the workplace, please get in touch. Wurth HR can assist in several ways, including an assessment of the organisation’s current state of readiness as well as development of appropriate policies and procedures to remain fully compliant.

Wurth HR offers consulting and training on all of the areas above. Feel free to contact us if you have questions about any of the above matters or require guidance on the specific steps your business needs to take.

▶ Contact David Wurth for an obligation-free discussion at 1300 900 741

What Could Possibly Go Wrong?

Yes, December is nearly upon us again. You’ve probably already booked your venue for the annual celebration of your business’ stellar performance throughout the year. You want to thank your employees for their massive contribution and you probably feel like letting your hair down a bit too.

That’s great, but it’s prudent to have a few checks in place before the big event:

  • You no doubt already have strong policies on bullying and sexual harassment. Now is a good time to remind your people of these policies and to review what is expected of people generally when they attend a work-sponsored function
  • You should remind people a few days before the party of how you expect them to behave on the day itself
  • Make sure the venue you choose has a responsible serving of alcohol (RSA) policy that they strictly adhere to
  • On the day of the function ensure that at least one senior manager is present at all times during the function. It’s preferable if that person doesn’t drink at all. You might even solicit the help of any other non-drinkers, if they’re willing to keep an informal eye on things
  • Make sure you serve non-alcoholic drinks and plenty of food and water, keeping in mind any special dietary requirements
  • If anyone seems drunk they should be immediately cut off from the bar and sent home in a cab
  • Have a definite start and end time for your function and make sure people leave the venue when the time arrives. Don’t let people linger at the same venue. If they want to kick on, they should go somewhere else
  • Do not let anyone use their corporate credit card at a different venue. This also applies to you as the business owner, if you decide to kick on somewhere else. The idea is to separate your business from the social gathering, once the official party is over
  • Make sure people can get home easily after the event. You could set up a work Uber account and have a designated person available to book people’s trips home. Cab charges are a good alternative
  • Be sure to promptly and thoroughly investigate any complaints you receive about harassment, bullying or physical violence, as you would normally at any other time.

Don’t forget, if you close down over the Christmas break, give employees at least 2 months’ notice and be prepared to answer questions about paid and unpaid leave, especially from your recently-hired employees who may not have enough accrued paid leave to see them through the annual shutdown. Consider letting employees take annual leave in advance.

A Safe Workplace is Everyone’s Responsibility

Human resources Sydney


Proactive, Clear and Solution-Oriented Workplaces

Every employee has the right to a safe and healthy workplace. As an employer, are you aware of whether your systems, processes, and practices are legally compliant? 

Health and safety at the workplace cover a wide range  of issues, including how to protect vulnerable employees, mitigating against psychosocial hazards, ensuring the provision of appropriate personal protective equipment, addressing harassment and bullying, and more.

An employer must take a holistic approach that considers a range of issues, including: 

  • conducting mandatory inspections
  • properly addressing complaints
  • providing ongoing training and development for employees
  • meeting mandatory reporting and notification requirements. 

Additionally, there are also sector-specific requirements that you need to be aware of, as changes in the law can have serious consequences.

In recognition of National Safe Work Month, we would like to highlight four things you must do to ensure you continue to keep your workplace safe and healthy, regardless of your industry sector.

Be proactive about abolishing sexual harassment at your workplace

Did you know that an estimated 1.7 million Australians were sexually harassed in 2021-22? According to the Australian Bureau of Statistics (ABS) report released in August this year, nearly half (45 per cent) of the 1.3 million women who experienced sexual harassment in the last 12 months experienced multiple sexual harassment behaviours.

The Workplace Equality and Respect process identifies four key steps you can take to assess your business, identify priority areas and then, implement actions. This includes: 

  • readiness assessment
  • project planning 
  • benchmarking and diagnostics 
  • action planning and review

Ensure WHS, bullying and harassment are mandatory agenda items at team meetings

All team meetings, large or small, should ensure that conversations around workplace health and safety, and in particular, on bullying and harassment, are recurring agenda items. 

These need not take up the majority of the time but inclusion serves to keep everyone on the same page in terms of awareness and prioritisation. A quick check-in on things that may be only just surfacing can therefore be caught before it becomes a much larger issue.

Make available a workplace ‘ombudsman’

An ombudsman is an official appointed to investigate individuals’ complaints against a company or an organisation, typically a public authority.  Making available a workplace “ombudsman” allows for bullying and harassment complaints to be raised and addressed within the workplace. 

This should be addressed by a trained contact officer with regular internal reporting to the management team. This sends an unequivocal message to all employees that the organisation takes these concerns seriously.

Communicate and train all employees that it’s their responsibility to speak up

Every employee in an organisation has a role to play. So while most of the ideas here address the responsibilities and commitments required of the employer, the organisation should take positive steps to ensure that all of its employees understand their role clearly. 

Often, employees are at the front lines when issues or incidents arise. Employees should therefore be made aware and trained regularly as to their responsibility in being vigilant and speaking up against bullying and harassment. These should be communicated through the usual channels such as during an employee’s onboarding, addressed in the employee handbook as well as through regular communication and training sessions.

Wurth HR offers consulting and training on all of the areas above. Feel free to contact us if you have questions about any of the above matters or require guidance on the specific steps your business needs to take.
▶ Contact David Wurth for an obligation-free discussion at 1300 900 741.